HomeMy WebLinkAboutCity Council Packet 03.26.2024 - Revised
AGENDA
CITY OF LAUREL
CITY COUNCIL MEETING
TUESDAY, MARCH 26, 2024
6:30 PM
COUNCIL CHAMBERS
WELCOME . . . By your presence in the City Council Chambers, you are participating in the process of representative
government. To encourage that participation, the City Council has specified times for citizen comments on its agenda -- once
following the Consent Agenda, at which time citizens may address the Council concerning any brief community announcement
not to exceed one minute in duration for any speaker; and again following Items Removed from the Consent Agenda, at which
time citizens may address the Council on any matter of City business that is not on tonight’s agenda. Each speaker will be
limited to three minutes, unless the time limit is extended by the Mayor with the consent of the Council. Citizens may also
comment on any item removed from the consent agenda prior to council action, with each speaker limited to three minutes,
unless the time limit is extended by the Mayor with the consent of the Council. If a citizen would like to comment on an age nda
item, we ask that you wait until the agenda item is presented to the Council by the Mayor and the public is asked to comment
by the Mayor.
Any person who has any question concerning any agenda item may call the City Clerk -Treasurer's office to make an inquiry
concerning the nature of the item described on the agenda. Your City government welcomes your interest and hopes you will
attend the Laurel City Council meetings often.
Pledge of Allegiance
Roll Call of the Council
Approval of Minutes
1. Approval of Minutes of March 12, 2024.
Correspondence
2. Fire Monthly Report - Feburary 2024.
3. Beartooth RC&D March Correspondence
Council Disclosure of Ex Parte Communications
Public Hearing
Consent Items
NOTICE TO THE PUBLIC
The Consent Calendar adopting the printed Recommended Council Action will be enacted with one vote. The Mayor will
first ask the Council members if any Council member wishes to remove any item from the Consent Calendar for
discussion and consideration. The matters removed from the Consent Calendar will be considered individually at the end of
this Agenda under "Items Removed from the Consent Calendar." (See Section 12.) The entire Consent Calendar, with the
exception of items removed to be discussed under "Items Removed from the Consent Calendar," is then voted upon by roll
call under one motion.
4. Claims entered through March 22, 2024.
5. Approval of Payroll Register for PPE 3/17/2024 totaling $226,698.51.
6. Council Workshop Minutes of March 19, 2024.
Ceremonial Calendar
Reports of Boards and Commissions
7. Budget/Finance Committee Minutes of March 12, 2024.
8. Public Works Committee Minutes of Feburary 26, 2024.
9. Park Board Minutes of March 7, 2024.
Audience Participation (Three-Minute Limit)
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Citizens may address the Council regarding any item of City business that is not on tonight’s agenda. Comments regarding
tonight’s agenda items will be accepted under Scheduled Matters. The duration for an individual speaking under Audience
Participation is limited to three minutes. While all comments are welcome, the Council will not take action on any item not
on the agenda.
Scheduled Matters
10. Resolution No. R24-16: A Resolution Of The City Council Approving A Professional Services
Agreement Between The City Of Laurel And Raftelis Financial Consultants, Inc. For A Water
Rate Study.
11. Resolution R24-17: A Resolution Of The City Council Approving A Professional Services
Agreement Between The City Of Laurel And Raftelis Financial Consultants, Inc. For A
Wastewater Rate Study.
12. Resolution R24-18: A Resolution Of The City Council Authorizing The Additional Extension
Of Approval Of Application For Special Review For J. Johnson Properties Pursuant To
Resolution Nos. R22-07, R23-05, And R23-75.
13. Resolution R24-19: A Resolution Of The City Council Approving A Memorandum Of
Understanding By And Between The City Of Laurel And Yellowstone County For The Golf
Course Road Paving Project.
14. Resolution R24-20: A Resolution Of The City Council Approving Accrued Vacation Pay-Out
For City Clerk-Treasurer.
15. Resolution No. R24-21: A Resolution Of The City Council Approving A Commitment Of
Funding For The Completion Of The West Railroad Street Project.
Items Removed From the Consent Agenda
Community Announcements (One-Minute Limit)
This portion of the meeting is to provide an opportunity for citizens to address the Council regarding community
announcements. The duration for an individual speaking under Community Announcements is limited to one minute. While
all comments are welcome, the Council will not take action on any item not on the agenda.
Council Discussion
Council members may give the City Council a brief report regarding committees or groups in which they are involved.
Mayor Updates
Unscheduled Matters
16. Closed Executive Session: Litigation Strategy.
Adjournment
The City makes reasonable accommodations for any known disabi lity that may interfere with a person’s ability to participate
in this meeting. Persons needing accommodation must notify the City Clerk’s Office to make needed arrangements. To make
your request known, please call 406-628-7431, Ext. 2, or write to City Clerk, PO Box 10, Laurel, MT 59044, or present your
request at City Hall, 115 West First Street, Laurel, Montana.
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File Attachments for Item:
1. Approval of Minutes of March 12, 2024.
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5
6
7
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10
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File Attachments for Item:
2. Fire Monthly Report - Feburary 2024.
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No of Calls No of Hours
1
5
Extrications 4
Other Rescues 14
6
Public Assist 6
Medical Assist.6
Other calls 14
56 Totals 0
Fire Prevention
Total Training 535-YTD
Total Maintenance
645
Announcements: Starting to prepare for the 2024 Wildland Season
Alarms
Wildland Fires
Report for the Month of
Structure Fires
Severity Staffing
Major Calls
Structure Fires
MVAs
Total-YTD Respones
Laurel Fire Department
Community Service
Feb-24
Total Hours Staffed
N/A
Structure Firefighting
Conduct all levels of Structure Firefighting to include entry and attack, ventilation, salvage, overhaul, and investigation.
A structure fire is a fire involving the structural components of various types of residential, commercial or industrial
buildings.
Wildland Firefighting
Wildfire,brush fire, bush fire, desert fire, forest fire, grass fire, hill fire, peat fire, vegetation fire.
Extrications
Rescue victims entrapped in automobiles, machinery, farm equipment, buildings, and trenches.
Other Rescues
Rope Rescue, Water Rescue, Ice Rescue
Alarms
Any false alarms or malfunctions.
Other Calls
EMS assist, Industrial or Aircraft firefighting, Vehicle Fire, Hazmat, Spills, Public safety, Investigations, gas leaks, Carbon
Monoxide problems, etc.
Severity Staffing-Montana DNRC pays up to 8 firefighters to staff the station each day and respond as a Task Force to
wildland fires within Yellowstone, Stillwater and Carbon Counties. They can also be called up to respond to fires
anywhere in the Southern Zone areas. The 2 State owned type 5 wildland engines assigned to Laurel is used. This as
proved to be beneficial to Laurel as means for quick responses to all incidents.
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File Attachments for Item:
3. Beartooth RC&D March Correspondence
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Beartooth RC&D Area, Inc.
Board of Director’s Meeting Agenda
Meeting 1:00 P.M. Thursday, March, 2024
Big Horn County Conference Room
1st Floor 121 3rd Street- Hardin, MT
1:00 pm
2:30 PM
Meeting Called to Order
Pledge of Allegiance, Introduction of Members and Guests
Review Board Minutes
Congressional Updates
Josiah Porcel (Sen. Tester)
Tory Kolkhorst (Sen. Daines)
Emily Schneller (Rep. Rosendale)
Treasurer/Financial Reports
1. Treasurer Update
2. RC&D Financials
3. RLF Financials
Adding Danny Choiriki to Board as Special Appointment/Clarify SBDC
Approval Of USDA Signature Authority for Myrna
Staff Reports – Program/Project updates
1. Food/Ag Program – Joel Bertolino
2. Revolving Loan Fund – Nan Knight
3. Economic Development/ CRDC – Jacy Head
4. Operations Support- Myrna Lastusky
Regional Roundup – News and updates from regional
members on projects and activities in key CEDS categories….
(see topics on next page)
Next Beartooth RC&D Area, Inc. Board of Directors Meeting
May 16, 2024- Big Timber Sweet Grass County, MT
Adjourn
Chair
Chair, All
Chair, All
Hauge/Knight
Chairman
Bertolino
Knight
Head
Lastusky
Roe
et al
Action
Information
Information
Action
Action
Action
Information
Information
Information
Information
Information
Information
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Regional Roundup
CEDS SWOT
Our goals for the Roundup are to find out what’s happening in the area, keep the conversations
focused, inform the others attending the meeting, and to tie it all back to and reinforce the importance of
the CEDS. Please help us identify the projects in their area that fit into our CEDS categories:
Be thinking about strengths and weaknesses of you r community or our region
Infrastructure
Housing
Transportation
Broadband
Economy
Upturns or downturns in industry sectors
New business openings (or closures)
Communication
Marketing and outreach
Services
Health care
Natural Resources
Agriculture
Energy
Human Capital
Workforce
Education
NOTES:
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1:00 pm
2:30 PM
BRCD Meeting January 18th
Meeting Called to Order
Pledge of Allegiance, Introduction of Members and Guests
Review Board Minutes
Congressional Updates
Josiah Porcel (Sen. Tester)
Tory Kolkhorst (Sen. Daines)
Emily Schneller (Rep. Rosendale)
Treasurer/Financial Reports
4. Treasurer Update
5. RC&D Financials
6. RLF Financials
Executive Committee Nominations
Staff COLA
Staff Reports – Program/Project updates
5. Food/Ag Program – Joel Bertolino
6. Revolving Loan Fund – Nan Knight
7. Economic Development/ CRDC – Jacy Head
8. Operations Support- Myrna Lastusky
Regional Roundup – News and updates from regional
members on projects and activities in key CEDS categories….
(see topics on next page)
Next Beartooth RC&D Area, Inc. Board of Directors Meeting
March 21, 2024- Big Horn County, MT
Adjourn
Chair
Chair, All
Chair, All
Hauge/Knight
Chair
Chair
Bertolino
Knight
Head
Lastusky
Roe
et al
Action
Information
Information
Action
Action
Information
Action
Information
Information
Information
Information
Information
Information
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Beartooth RC&D
Board Meeting Minutes
January 18, 2024 – 1:00 pm
Big Sky Economic Development Conference Room
Members Present:
Joel Bertolino, BRCD
Nan Knight, BRCD
Jacy Head, BRCD
Myrna Lastusky, BRCD
Lorene Hintz, SBDC
Kayla Vokral, SBDC
Commissioner Don Jones, Yellowstone County
Ryan Van Ballegooyen, Billings Job Service
Commissioner Steve Riveland, Stillwater County
Commissioner Scott Miller, Carbon County
Holly Higgins, First Interstate Bank of Hardin
Emily Schneller, Congressman Rosendale’s Office
Josiah Porcel, Sen. Tester’s Office
Danny Choriki, City of Billings
Commissioner Don Jones, Yellowstone County
Rep. Kerri Seekins-Crowe, Montana Dept. of Labor & Industry
Guests: J.B. Farley, AgriOrganics
Andy Rahn, Montana Land Source
Present on Zoom: Thank you, Sibanye-Stillwater Mine, for the grant to help us purchase our Meeting Owls!
Tina Toyne, Big Horn County/City of Hardin EDD
Stephanie Ray, Stillwater County Planner
Heidi Sparks, Laurel City Council
Brent Moore, City of Red Lodge
Commissioner Melanie Roe, Sweet Grass County
Meeting Called to Order: Ryan Van Ballegooyen called the meeting to order.
Pledge of Allegiance, Introduction of Members and Guests
Review November Board Minutes (Action): Holly Higgins motioned to approve; Commissioner Miller
seconded. Motion carried.
Congressional Updates:
Josiah Porcel (Sen. Tester)
Fentanyl Act – Sen. Tester unwavering efforts to address border crisis and fentanyl. Some crazy
stuff has been happening with it on the Crow Reservation. Senator calls it a national emergency,
wants to hold China accountable, and support law enforcement with necessary tools. He wants
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Congress to support his bi-partisan Fentanyl Act to impose economic sanctions on those involved
in international fentanyl trafficking. Montana law enforcement are supportive of this legislation.
Colstrip: Senator is working to lower costs by urging Biden admin to reconsider a proposed rule
that would increase energy prices and negatively impact grid reliability. Letter signed by Senators
Sinema and Mannchen. Called on EPA for final rules for emissions that won’t raise costs for
Montanans and keep Colstrip up and running.
Urging congressional leaders to pass his bi-partisan bill to address the acquisition of agricultural
land from foreign adversaries. China has tried to purchase land near US military bases and other
sensitive areas. We need to stop China, Iran, N. Korea, Russia from acquiring U.S. farmland.
Emily Schneller (Rep. Rosendale)
Big news: 20 weeks pregnant – baby boy coming in June!
Budget: Funding for 4 bills was extended until tomorrow.
Congress working to pass a continuing resolution. Senate passed and House will vote tonight.
Government shutdown unlikely now.
o Congressman Rosendale thinks the Senate should be funded by separate appropriation bills
and the budget crisis needs to be addressed – can’t keep kicking the can down the road. He’s
also been outspoken about shutting down the government if the southern border is not
addressed and shut down. He will not be voting for the continuing resolution. Reach out to
Emily with any questions.
Congressman’s Land Act was recently introduced to protect American farmland – similar to what
Josiah was saying.
Ryan commented on how valuable it is to have our congressional reps at Beartooth Board meetings, hearing
what is going on in their world and having them take our concerns back to congressional leaders.
Myrna seconded this – said we’ve never had 3 reps who have been so diligent in attending meetings and also
offering their support for any of our needs.
Treasurer/Financial Reports: Nan Knight
RLF Financials (ACTION)
Page 10: Dec 2023 financials for RLF. Between Beartooth and the RLF, we are sitting at 11 bank
accounts right now.
In December one Yellowstone County loan was paid off.
We submitted an application for a new $750,000 IRP revolving loan fund in December. We will
possibly hear by end of February if we’ll be awarded.
3 potential RMAP loans – 1 in Stillwater, 1 in Yellowstone, 1 in Big Horn County.
RC&D Financials (ACTION)
When Nan started at Beartooth, we went to a 4-year comparison for Beartooth books.
2024 budget is already a little different than what is shown on page 11. CRDC contract just came in
at $82,000, so our numbers will be a little higher than shown.
1 CRDC dropped out this year, so the money was spread out a bit. We went from $71,000 in the
past to $82,000.
Holly Higgins motioned to approve the RLF financials. Kayla Vokral seconded. Motion passed.
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Holly Higgins motioned to approve the RC&D financials. Kayla Vokral seconded. Motion passed.
Executive Committee Nominations
Ryan, Melanie, and Marissa are willing to keep doing – Ryan as Chair, Melanie as Vice-Chair, &
Marissa as Treasurer. Anyone want to be an alternate? We could sure use 1 or 2.
Zoom is an option for meetings
Scott Miller and Holly Higgins volunteered to be alternates.
ACTION: Kayla Vokral motioned to keep the current members and approve the 2 new appointees.
Lorene Hintz seconded. Motion carried.
Staff COLA
Looked at the budget and are trying to keep up with inflation; we have Myrna doing some more
difficult tasks than originally intended. Ryan applied his Job Service knowledge with pay scales.
Executive Committee reviewed the numbers and recommended approval for an 8% increase. We
have been adding programs and funding, so are able to do that with no problem.
Nan: Included in that discussion was to move Myrna to salary of 30 hours/week and prorate her
benefits. Her increase will be $2 flat to get her a little closer to where she should be.
ACTION: Commissioner Miller motioned to approve these increases. Holly Higgins seconded. Motion
carried.
Staff Reports – Program/Project Updates
Food and Ag Program – Joel Bertolino
Page 12:
Growth Through Ag (GTA) grants preliminary applications were due in October. Joel has been
working with 3 that made it to the second round and were asked for full applications.
GTA full apps were due on Jan. 8th and all got them in. Interviews will be on Feb. 14th.
RFSI was new funding that Dept of Ag received for increasing food chain stabilit y, and we had 2
applicants for sure.
Growth Through Ag (GTA) and USDA Projects:
Yellowstone Pasta – GTA applicant to expand biz
Oswald Farms – received VAPG last year, still working through.
Speedy & Flo’s Sweet Corn – Tina Toyne, Lorene, & Kayla helped them get their full application in
for a greenhouse and a retail front in Hardin.
Greycliff Mill – applied to RFSI for funding to expand their food processing and increase equipment.
Yellowstone Valley Farms – Reuben Stahl put in RFSI application; also interested in a REAP
application.
Rodi Farms – Carah Ronan referred to us to assist in her RFSI applications to expand fresh
flowers/fresh vegetables business near Laurel.
J&D Meats – Hardin
Undammed Distilling – Billings
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Ongoing Projects:
Montana Prime Meats
Primitive Meats
Becky’s Berries
FADC Outreach:
Alaskan Seafood Guys – did a visit with Lane Gobbs from MMEC.
Ranch House Meats – visited their new location in Lockwood.
Initial Contact:
Monette Farms – Big Horn County. Reference from Danny Choriki.
Stovall Ranch – Yellowstone County. Referral from Dept. of Ag.
Economic Development / CRDC – Jacy Head
BSTF – will change to Montana Growth Fund. There will be planning grants and low-interest loans
under the MGF.
o Stillwater County Industrial/Business Park Feasibility Study was completed and closed on
Jan. 10, 2024.
USDA RCDI grants in Carbon and Big Horn: training continues with Angela Getchell and Tina
Toyne. We transitioned those over to Myrna in the last quarter.
CRDC should be set until it sunsets.
Helping Hands Food Bank – waiting on DEQ for release status and next steps in qualifying them for
the PetroFund.
Rocky Fork Inn site in Red Lodge: Waiting on FEMA to complete buyout process so we can move
forward with the disposal and demo of the building.
Lodge Grass Lumberyard site: Priority site identified in our Brownfields grant. Pursued with DEQ’s
assessment funds instead our Beartooth’s. Working with them on that.
Community-wide Brownfields Assessment Grant – RFP released for hiring contractors/Qualified
Environmental Professionals (QEPs); need to create a Brownfields Steering Committee. If anyone is
willing to be involved in that, please reach out to Jacy. Our Brownfields region is the 5-county region
excluding Billings (BSED also has a Brownfields program).
DEQ Brownfields Collaboration – Beartooth is 1 of 3 selected to be a sub-recipient to one of DEQ’s
new capacity-building grants. The scope of work will align with our Community-wide Brownfields
Assessment grant. Will provide more funding to get boots on the ground.
RCAC Building Rural Economies (BRE) Program – recently awarded this 3-year grant as a sub-
recipient. Target communities are Columbus and other communities in Stillwater and entire region.
RCAC is a nationwide organization, and Amity Rembold with them is a great trainer and will be
working with us to roll this out. Contracts will happen in February.
o Identify and implement comprehensive community economic development activities.
o Bridge project planning and implementation to create momentum needed for success.
o Train and support local entrepreneurs working to start or expand businesses
o Access capital for economic development and entrepreneurship
DOC-Business Attraction: still working on Project Quartz and Black Diamond, who are both looking
at the Hardin Industrial Park for their business.
MEDA Spring conference in Red Lodge – April 24-25 at Roosevelt Center.
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Trainings in upcoming year – work with SBDC on training collaborations. Lorene and Kayla are
setting up some trainings throughout our area.
Additional clients assisted (Nov 2023-Jan 2024):
o Roman Theater
o City of Red Lodge
o Sandstone School
Operations Support – Myrna Lastusky
Beartooth Annual Impact Report for 2023 – pass out copies
Montana Disaster Recovery Grant program through Montana Community Foundation – 2 copies of
our final report if anyone wants to see all the good that money did throughout our region.
RCDI-RL: Working on housing in Carbon County – lots of changes and will update another time.
RCDI-BHC: Tina is doing great work. Submitted a CDBG grant for a housing needs study, working
on a wayfinding project, and lots more.
Regional Roundup:
Commissioner Melanie Roe, Sweet Grass County:
A lot of property on the west end of town where we could do housing has been sold. No one seems to
know who bought it, but they bought several large parcels – some is zoned residential, some business.
Not sure what will happen with that.
To the northeast of town, the Heritage folks were going to put in a subdivision. That should happen in
March and will help ease the burden on our housing market. We all have a housing shortage with no
place for workers to live.
Lot of things moving under the surface.
Brent Moore, City of Red Lodge:
Red Lodge Mountain finally getting some snow.
New mayor and several new councilmembers, new PW Director, looking for a new Planning Director
– lots of change in terms of leadership, and we’ll see where that takes us.
Tina Toyne, Big Horn County/City of Hardin Economic Development:
3 Brothers is now The Outlaw Café, and Allen (owner) has the theater up and running. Great for the
community to have an option for entertainment.
J&D Meats decided to stop their lunch. They were providing a one-option lunch each day and
stopped for now. Hope it comes back.
CDBG Planning Grant for a county-wide housing needs assessment – waiting to hear back.
Wayfinding Grant was received awhile back – but Drew and Tina are working on a RFP.
Business Attraction work that Jacy mentioned.
Had a site visit from HUD-LISC to interview 15 stakeholders regarding their needs. Will be meeting
with them in early February to hear their thoughts.
Commissioner Steve Riveland, Stillwater County:
Working to finish up some major road projects with an EDA grant.
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New Stillwater County Pavilion is open and doing a lot of events – had a winter festival there before
Christmas. Have an ice skating rink there.
Steph is kicking off an ADA-compliant courthouse project to put in an elevator.
80 megawatt wind farm will be starting in April.
Holly Higgins, First Interstate Bank of Hardin:
Lady wants to put some mobile homes in a tract of land to bring some more homes in if that goes
through.
Big Horn River is flooding due to ice jams, so quite a few fields are flooded out.
Bear’s Truck Stop closed. Neither Holly nor Tina know what is happening.
Love’s Truck Stop has the RV spots just about finished; includes a basketball court, etc.
Kayla Vokral / Lorene Hintz, Small Business Development Center:
Rocky Mountain Vista College is opening a vet school; partnering with the zoo. Rocky Mountain
College has a pre-vet program and this will help funnel those kids locally.
Doing trainings, partnering with Beartooth to do some financial trainings.
Just got board approval for True Space Academy. Headquartered out of Denver, but the CEO is from
Helena, Montana. Notable exits from Xerox and Travelocity. He studied 3000 businesses for 10 years
to find formula for productive business growth. His data is backed by Gallup (to have it backed by
Gallup, you have to go to court to get it approved). Working with him and learning about his
program, we feel very confident in bringing it here.
o Costs $5500 per business - 6 month academy, assessment of team, and working through the
formula for their business.
o Any existing businesses of 3+ years, $500K+ revenue in growth mindset – pass on to Kayla
o Launch date is Feb. 22nd
Launching our Founders Meeting. Next Thursday is a presenter who created an AI platform that will
go through applications and different tasks. The AI will read questions out loud, then the applicant
responds verbally to it, and it gets phone screenings out of the way.
Ag Appreciation Banquet next Friday (per Ryan V).
Danny Choriki, City of Billings:
Major focus in City is around public safety – several hearings on the issue. Focus last Monday was on
Prevention. Danny’s biggest takeaway is there are a whole bunch of programs out there that are
disconnected and may not even know the other exists. Pre-Covid people had a “rolodex” of contacts
to reach out to, but that is no more. The City is looking at options for updating technology and
communications between entities.
Talk about asking County Commissioners to increase the mill levy for mental health. $300 million
the State needs to do something with. Huge gap. And having mental health issues just taken to the
county jail is not a good long-term solution.
School District – new superintendent has many new ideas to broaden opportunities for high school
students in terms of careers. One option is to take Washington School (downtown/midtown area) and
turn from elementary into high school and have it focus on Information Technology and
Communications Technology. Kind of like having more specialized career centers.
County put out an architect to look at a plan for what the City Council asked for, which was a
municipal holding center at the County Jail. Architect said it will cost 3.3 million. We need to find the
money if we are going to do it. City and County are actively working together on this project.
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Commissioner Don Jones, Yellowstone County:
Picking up where Danny left off on the County Jail project . . .
Looking at 72-hour hold and must see a judge before you are released.
County has to pay all medical expenses when we put someone in jail.
Hope this will be a deterrent.
Will have 30-40 beds for these short-term holds to slow criminals down a little bit. Quick release
times are very dispiriting to the police when the crooks beat them out the door.
Probably 12-18 months before we do it. Cost will be close to $5 million with architectural fees and
everything else put together.
Also looking at expanding long-term beds in the County Jail – will hire a consultant to look at what
we need. Short-term beds will always be a need, and the arraignment court will process those people
out and figure out what to do with them.
Building will go up quickly. Not cheap but well worth it. Will be connected on one of current jail
facilities.
Will be located as part of the County Jail.
Might make it 2 stories – add a second floor now and then build it out later on.
Commissioner Miller offered any help Carbon County can give.
Our biggest liability is our jail – there are a lot more mental health issues that end up in the jails.
Rep. Kerri Seekins-Crowe, Department of Labor:
As an engagement specialist for Dept of Labor, Kerri is very focused on the re-entry side for
prisoners.
Have become grant manager for the Proud To federal grant – hoping the processes on the federal side
will also help on State side.
Will help Dept of Labor, Dept of Corrections, Parole, Dept of Education . . . helping with pre-release,
continuum of care, education. Our community colleges are doing a great job in helping not just re-
entry but the general public.
Have stackable credits or shorter-term training to get people in the workforce more quickly – CAN,
welding construction.
Proud To grant – apprenticeship is the big focus. Goal is to put into place processes that we can also
use in the State as they come out of Dept of Corr. Recidivism rate is 34%, but some of that stat is
people going in and out with pre-release, Beta program, etc.
Housing and Mental Health are big issues, but not dealing with at this moment – just focusing on
training and jobs right now.
What she is asking is to find businesses who will be sponsors for apprenticeships from the justice
system. Many employers are reluctant to hire someone from justice system. Understand that, but we
are also struggling with workforce, community stability, family stability, especially in Billings and
Great Falls.
Will help businesses to understand education-wise how we can help and support them.
When someone is preparing for release, there will be a process for accountability. When someone is
done with DOC, they are dropped, no longer their problem. So how can DOL provide wraparound
services? Education – continuum of care as we deal with housing, mental health, social services, etc.
Please send Kerri names of companies that might be willing to speak with her about this. Even ones
that are NOT willing to participate, Kerri would like to speak with them to see what part of it won’t
work for them or what didn’t work well in the past.
Trying to provide possibilities for people who are just getting out of prison.
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Give businesses Kerri’s number: 406-208-6587 Kerri Seekins-Crowe – any company who is willing
to talk about the program with Kerri.
Several minutes of discussion in the room – what has worked in other states, what has been tried
before, other needs that can’t be addressed with this particular program, etc.
Ryan: These programs have been shown to work for a long time – just have to figure out a system
that can work. It definitely takes a community. One of Montana’s challenges is we have a lack of
Economies of Scale, so it’s a real challenge here. But there are some great jobs with short-term
training (like CNAs now).
Scott Miller, Carbon County Commission:
Red Lodge airport has 6, possibly 7, new hangars coming in. Airport is growing. There is now fuel
available at the airport.
Good relationship with the newly elected officials in Red Lodge. Airport Board and Fair Board and
City and County all now get along.
Red Lodge Rodeo Committee – of 700 rodeos in the PRCA, Red Lodge is the #1 rodeo. Millions of
dollars and more cowboys coming, stands will get bigger.
Bridges: Brent’s firm really helped us and we have people driving across bridges again. Cost $7
million, and FEMA should be reimbursing us. Pretty much recovered from the floods.
Bridger: New truck stop coming in and will hire more people. Will have a restaurant, convenience
store, and semi parking.
Oswald Meats and Carbon County Meats are both killing it – nothing but good news coming out of
them. Beartooth has really helped both of them.
Fromberg: County is helping the Fromberg City Council put in a $700,000 project on the river to help
protect the bridge and the water pumps that are down there, which in turn will protect the town. We
are putting in about 50-80 feet of riprap in the river to protect it. Project will kick off soon.
Tomahawk Bar in Fromberg: 2 guys from the mine bought it and it’s opened up and the restaurant is
packed every night.
3 bars/restaurants – Roberts, Joliet, and Edgar Bar – all changed hands recently or are being sold and
bought. Business is good.
Lot of housing and subdivisions going in, going from 80 acres to 20 acres to 10 acres and planting
houses – so a lot of people moving in; sanitarian is very busy. County is growing.
If you know any nurses, our County Health Dept is hiring.
The Health Department, schools, senior centers are all doing great in Carbon County.
Next Beartooth RC&D Area, Inc. Board of Directors Meeting: March 21, 2024 – Big Horn County
Meeting adjourned at 2:27 pm.
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Page 12
Revolving Loan Fund Books- December 2023
Loan Client Review
County # of loans $ Loaned out
Big Horn 2 $199,558.92
Stillwater 1 $143,209.43
Yellowstone 11 $755,236.48
Carbon 3 $366,769.68
Sweet Grass 2 $143,544.47 Total:
18 $1,608,318.98
One Yellowstone county loan paid off this month.
New IRP Loan fund application submitted to USDA
Two potential RMAP loan
Bank Balances as of December 31, 2023 Total available for lending
Bank of Joliet- RMAP $ 158,737.65 $ 153,671.64 $300,000 (still
waiting to be drawn down)
Bank of Joliet – RMAP LOAN LOSS $ 2,500.94 $ 0.00
Bank of Joliet EDA $ 9,608.29 $ 9,608.29
Bank of Joliet-CDBG $ 96,985.09 $ 96,985.09
Bank of Joliet- IRP $ 163,347.04 $ 163,347.04
Bank of Joliet-Fromberg $ 31,477.49 $ 31,477.49
Available: $ 455,089.55
Restricted Accounts Principal amounts paid back
FIB – SSBCI 2.0 $ 148,621.00 $ 2015.59 BOJ-
SSBCI 2.0 $ 79,651.50 $ 1,906.06
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Beartooth RC&D Budget Comparison
2023 Income 2024 Income
INCOME Budget Actual Budget Actual Budget Actual Budget Actual
AG-FOOD AND AG CENTER85,007 73,538 45,000 70,057 AG-FOOD AND AG CENTER45,000 48,706 AG-FOOD AND AG CENTER 60,000 60,000
AG-MCDC 1,000 500 0 Specialty Crop Block 35,000 31,286 Specialty Crop Block 58,166 58,166
BOARD - EDA SPONSOR DUES55,907 54,614 56,979 56,844 BOARD - EDA SPONSOR DUES56,979 55,711 FARM TO SCHOOL 1,200 1,200
BOARD-INTEREST INCOME 400 300 400 845 BOARD-INTEREST INCOME 400 736 REAP 5,000 5,000
BOARD-FOUNDATION MONEY3,700 3,373 3,300 3,830 BOARD-FOUNDATION MONEY3,300 3,641 BOARD - EDA SPONSOR DUES 56,979 56,210
RLF-STAFF REIMBURSE 18,000 18,000 0 RLF-STAFF REIMBURSE 15,000 5,066 BOARD-INTEREST INCOME 750 750
RLF-ORIG FEES 5,000 7,500 6,152 RLF-ORIG FEES 5,000 2,764 BOARD-FOUNDATION MONEY 3,300 3,300
CRDC 71,907 71,844 71,000 71,844 CRDC 71,000 71,844 RLF-STAFF REIMBURSE 15,000 15,000
CGWG/ fuels 6,147 EDA - GRANT 70,000 70,000 RLF-ORIG FEES 5,000 5,000
MISC GRANT ADMIN $10,750 12,750 BSTF ADMIN $4,000 RLF- RMAP 12,500 12,500
EDA - GRANT 70,000 70,000 70,000 70,000 RCDI ( Big Horn) 2,500 2,444 BROWNFIELD 19,250 19,250
SW-GRANT 224,357 RCDI (Red Lodge)4,000 1,592 CRDC 50,000 71,000
BSTF 44,220 Pass- Through 115,634 EDA - GRANT 70,000 70,000
EDA-CARES ACT 200,000 100,000 other Admin 2,500 BSTF ADMIN $1,950 1,950
Pass- Through 73,102 RCAC 25,000 25,000
Total Income 321,671 748,393 285,429 452,674 312,179 411,921 RCDI ( Big Horn) 2,800 2,800
RCDI (Red Lodge)2,800 2,800
Pass- Through
389,695 0 409,926
EXPENSES Expenses for 2023 Expenses for 2024
TOTAL STAFF EXPENSE 256,044 245,234 231,429 233,496 TOTAL STAFF EXPENSE244,441 241,301 TOTAL STAFF EXPENSE 245,441
COMMUNICATIONS 6,000 7,194 4,500 7,167 COMMUNICATIONS 7,000 7,300 COMMUNICATIONS 9,000
EQUIPMENT & VEHICLE 8,520 4,970 4,500 9,581 EQUIPMENT & VEHICLE 6,000 5,370 EQUIPMENT & VEHICLE 7,000
CONTRACTUAL 21,220 442,632 21,100 195,509 CONTRACTUAL 25,000 126,784 CONTRACTUAL 30,000
SUPPLIES 9,800 10,908 5,000 10,559 SUPPLIES 7,000 14,853 SUPPLIES 8,000
TRAVEL 10,140 1,534 7,800 3,756 TRAVEL 5,500 9,838 TRAVEL 15,500
OTHER 8,430 10,618 10,000 12,515 OTHER 11,500 9,265 OTHER 13,500
Total Expense for the year320,154 723,091 284,329 472,583 EXPENSE TOTAL 306,441 414,711 EXPENSE TOTAL 328,441 0
Net Income 1,517 25,302 1,100 -19,910 5,738 -2,789 61,254 0
The above income figures currently include both "net income" and "pass-through" funds. We are working on the ability to state
these amounts independently to provide a more accurate picture of the budget.
Statement Ending: 08/31/202312/31/2023
Checking Account:$79,322.56
Savings Account:$65,316.89
Building Account:$4,494.13
2024202120222023
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Revolving Loan Fund Books- February 2024
Loan Client Review
County # of loans $ Loaned out
Big Horn 2 $197,586.53
Stillwater 2 $191,424.62
Yellowstone 12 $814,755.15
Carbon 3 $364,957.38
Sweet Grass 2 $141,215.25 Total:
21 $1,709,938.93
Closed one new RMAP loan in February.
One potential new RMAP loan and two others in the pipeline.
Due to funding availability with USDA, BRCD IRP application wasn’t selected this cycle. BRCD
will resubmit next cycle.
Bank Balances as of February 29, 2024 Total available for lending
Bank of Joliet- RMAP $ 105,010.27 $ 105,010.27 $300,000 (still
waiting to be drawn down)
Bank of Joliet – RMAP LOAN LOSS $ 2,500.94 $ 0.00
Bank of Joliet EDA $ 9,849.22 $ 9,849.22
Bank of Joliet-CDBG $ 108,297.26 $ 108,297.26
Bank of Joliet- IRP $ 170,805.13 $ 135,805.13
Bank of Joliet-Fromberg $ 31,477.49 $ 31,477.49
Available: $ 390,439.37
Restricted Accounts Principal amounts paid back
FIB – SSBCI 2.0 $ 148,621.00 $ 2,714.66 BOJ-
SSBCI 2.0 $ 79,651.50 $ 4,025.24
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Page 15
February 2024 Beartooth Books
2024 Income
Budget Actual
AG-FOOD AND AG CENTER 60,000 15,000
SPECIALTY CROP BLOCK 58,166 14,542
FARM -TO- SCHOOLS 1,200 3,751
REAP 5,000
BOARD - EDA SPONSOR DUES 56,979 43,521
BOARD-INTEREST INCOME 750
BOARD-FOUNDATION MONEY 3,300
RLF-STAFF REIMBURSE 15,000
RLF-ORIG FEES 5,000 500
RLF-RMAP TA 12,500
BROWNFIELD 19,250 1,377
CRDC 71,000 17,961
EDA - GRANT 70,000 17,500
BSTF ADMIN $1,950 1,950
RCAC 25,000
RCDI ( Big Horn) 2,800 448
RCDI (Red Lodge)2,800 460
Pass- Through 24,377
Restricted SSBCI 1,223
410,695 142,609
Expenses for 2024
TOTAL STAFF EXPENSE 261,534 42,120
COMMUNICATIONS 8,000 5,916
EQUIPMENT & VEHICLE 6,000 798
CONTRACTUAL 25,000 12,119
INSURANCES 7,000 666
RENT/ UTILITIES 10,000 500
SUPPLIES 10,000 3,400
TRAVEL 15,000 942
OTHER 10,000 42
EXPENSE TOTAL 352,534 66,502
76,107
Statement Ending: 02/29/2024
Checking Account:$110,005.75
Savings Account:$65,316.89
Building Account:$4,488.53
2024
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Page 16
Beartooth RC&D Staff Project Update
March 2024
FOOD AND AG DEVELOPMENT CENTER PROJECTS
Beartooth FADC
Beartooth FADC staff assisted businesses with the GTA and Resilient Food Systems Infrastructure (RFSI)
applications that were due January 8th. Beartooth FADC staff has been on regular meetings and trainings
on becoming a technical assistance provider for USDA Rural Energy for America. An in person training will
be held in April for all Food and Ag Centers in Livingston. Beartooth FADC has begun work on reaching out
to local school leaders with information on Farm to School programs and is planning on developing a pilot
harvest of the month with a local school.
Growth Through Ag Projects and USDA Projects
Beartooth FADC has worked with several businesses on Growth Through Ag other grants some of these will
have an opportunity to be granted funding and we will continue to assist them in completing their business
expansion projects. –
Yellowstone Pasta
Location- Billings, MT
Contact-Henry Kennah
Henry is a former chef for Jakes in Billings that started making fresh pasta using Montana hard red durum
wheat. He was referred to us by our partners Kayla and Lorene at SBDC who are assisting him with business
planning. Beartooth FADC worked with Henry to develop a Growth Through Ag grant and loan application
to expand, their application was successful and they will receive $50,000.00 for this project
Speedy and Flo’s Sweet Corn
Location- Hardin, MT
Contact-Flo Ramirez
Beartooth FADC worked with Tina Toyne of Big Horn County Economic Development to assist Flo
Ramirez and his wife. They started growing fresh produce and sweet corn for local sales over ten years ago
on a one-and-a-half-acre garden plot. Their business has grown and they now raise 25 acres of sweet corn
and have a 4-acre garden, they sell all of their fresh produce at locations in Hardin, several in Billings, Joliet,
Miles City and Absarokee as well as in northern Wyoming. Beartooth FADC assisted Flo in developing his
application for the GTA program for the development of their greenhouse, they were successful and will
receive $50,000.00 for this project.
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Greycliff Mill
Location- Big Timber MT
Contact- Daniel Seylor
Beartooth staff has been in communication with Greycliff mill in Big Timber to discuss funding sources for
their value added ag operation. The value added business mills local grains used in the breads that are
served at their restaurant and coffee shop, they plan to use local milk to make a line of cheeses and grow
sweet corn, beans, apples and berries which will be utilized to be sold fresh and in jams. Beartooth visited
with the business about using the RFSI funding to expand their food processing through purchasing
equipment for their food processing business.
Yellowstone Valley Farm
Contact-Reuben Stahl
Location-Laurel
Reuben Stahl has a family greenhouse business growing basil and selling to FSA and Sysco, he would like to
add another greenhouse to keep up with increased demand this last year. Beartooth staff visited
Yellowstone Valley Farms and discussed the Rural Energy for America Program for funding to improve the
energy efficiency of his greenhouse operations to lower the businesses energy bills. Beartooth RC&D
assisted Reuben with developing RFSI application and will assist when he is interested in a USDA REAP
application for his greenhouse expansion.
Rodi Farms
Location- Laurel, MT
Contact-Carah Ronan
Carah was referred to us to assist her in applying for RSFI funding to expand her business of fresh cut
flowers and some fresh vegetables she operates on her families grain farm near Laurel, MT. Their business
was not successful in with their application but we have assisted them in developing an Impact Grant for
Women owned businesses.
Grindy’s Cheese Balls
Location- Billings, MT
Contact- Jacob and Cindy
This business began in 2021 based on a family recipe Jacob and Cindy have grown the business using their
own recipes and local ingredients when available. They are now needing more funding for larger
equipment to build their capacity for larger orders and have worked with Beartooth FADC and MMEC on
their plans they are now working with Beartooth RLF on financing.
Stovall Ranch and Yellowstone Feeders
Location- Yellowstone County
Contact- Turk Stovall
The Stovall family are generational beef producers in Yellowstone County they have grown their operation
to include two sizeable Feedlots and sell Certified Angus Beef as well as having their own branded beef
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products sold direct to consumer. Beartooth FADC talked with the business about the potential use of the
REAP program for their expansion plans as well as USDA VAPG for their direct beef sales business. They are
also looking at the USDA Supply Chain Guaranteed Loans.
Georgette’s Galettes
Location- Billings, MT
Contact- Marc Leberger
Marc has a business making Belgian style treats called Galettes he is looking to expand his business and
purchase equipment, we looked at a couple of grant options he is most interested in applying for the GTA
Business and Marketing grant.
On Going Projects
Oswald Farms
Location- Joliet, MT
Contact- Melissa Oswald
Oswald Farms operates a generational ag operation that raises cattle feeds them, has them processed at a
local USDA plant and sells their own branded beef products to local restaurants and locally through
Facebook. They have developed their own retail location to sell their meat products and other local foods
and it is located near the intersection of highway 310 and 312 both heavily traveled roads. Beartooth FADC
has been working with USDA personnel with the business to apply for a Value Added Producer Grant for
$250,000.00 to expand their direct to consumer beef business. Oswald Farms application has been
selected for funding these operating funds will help them grow their direct beef sales business and their
new retail store
Becky’s Berries- Absarokee, MT
Contact- Becky Stahl
Location-Absarokee
Beartooth FADC has been assisting Becky with locating specialized assistance in recipe development for a
new line of products she is currently working on. They have now completed their recipes for a line of
mustards and we are now helping them on developing a process for filling and packaging the products.
Beartooth FADC has worked with MMEC to get resources to visit Becky to talk about the equipment and
design for implementing this new process. On March 18th MMEC and Beartooth FADC set up a tour of
Kings Cupboard Chocolates in Red Lodge with Becky to look at their process and equipment to see how it
could work for her operation.
Beartooth FADC Outreach
Kings Cubboard Chocolates- Red Lodge, MT
Grindy’s Cheese Balls- Billings,, MT
Initial Contact
Stovall Ranch- Yellowstone County
Marc Leberger/ Georgette’s Galettes
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03/21/2024
Economic Development: CRDC / EDA PPG / EPA Brownfields
o Next reporting period will include:
-USDA RCDI Quarter reports (2)- will be submitted in April 2024
-CRDC Quarter report- will be submitted in April 2024
-EDA Partnership Planning Grant report- summer 2024
-EPA Brownfields ACRES Quarter report- will be submitted in April 2024
o Helping Hands Food Bank in Hardin- the board decided to move forward with Tetra Tech as
they move forward with more testing and cleanup
o Former Rocky Fork Inn site in Red Lodge- awaiting the FEMA buyout to be completed; may
require another assessment depending on timing
o Lodge Grass Lumberyard- the Phase II assessment and cost estimate draft has been distributed
for comment
o Community-Wide Brownfield Assessment Grant- 3 Qualified Environmental Professionals
have been chosen for the program; task assignments will soon be assigned
o DEQ Brownfields Collaboration- BRCD has been selected to be a sub recipient to one of
DEQ’s new capacity building grants; it offers funding (salary of ½ a position), training, and
support to enable them to engage the communities they work in on environmental topics; the
grant lasts for three years with initial funds being received in spring 2024
o RCAC Building Rural Economies (BRE) Program- recently awarded this three-year grant as a
sub recipient; doing onboarding meetings with RCAC staff
o DOC-Business Attraction – still working on Project Quartz and Black Diamond; new Project
Sentinel
o MEDA Spring Conference in Red Lodge- April 24-25th at the Roosevelt Center; assisting
Allison Corbyn with trainings and tours
o Trainings in the upcoming year- work with SBDC on training collaborations
o Additional Clients that were worked with (Jan. 15-Mar. 13 2024):
City of Red Lodge/Mayor Westwood
RL Pea Cannery
Tom Fischer/ Old Hospital
Quincy Dabney/Town of Lodge Grass
Ford Hedge property in Edgar
Town of Roberts
Beau Simone
Bill Foisy/BRTA
Crazy Mountain Music
Monte Koch
Frequently Used Acronyms
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Page 20
BIA – Bureau of Indian Affairs
BLM – Bureau of Land Management
BRCD – Beartooth RC&D
BSEDA – Big Sky Economic Development Association
BSTF – Big Sky Trust Fund
CDBG – Community Development Block Grant
CRDC – Certified Regional Development Corporation
CEDS – Comprehensive Economic Development Strategy
CTEP – Community Transportation Endowment Program
EDA – Economic Development Administration
EDD – Economic Development District
FADC- Food and Ag Development Center
GIS – Geographic Information Systems
GPS – Global Positioning System
GTA- Growth Through Ag Grant and Loan
HOME – Montana Home Investment Partnerships Program
HUD – US Department of Housing and Urban Development
IRP – Intermediary Relending Program
LESA – Land Evaluation Site Assessment
MBOI – Montana Board of Investments
MDOA- Montana Department of Agriculture
MDOC – Montana Department of Commerce
MDOL – Montana Dept. of Labor
MDOT – Montana Dept. of Transportation
MDFWP – Montana Dept. of Fish, Wildlife and Parks
MEDA – Montana Economic Developers Association
MMEC- Montana Manufacturing Extension Center
NADO – National Association of Development Organizations
NHS – Neighborhood Housing Services
NRCS – Natural Resource Conservation Service
RBDG – Rural Business Development Grant
RC&D – Resource Conservation & Development
RCDI – Rural Community Development Initiative
RD – Rural Development (a division of USDA)
RCPP- Regional Conservation Partnership Program
REAP- Rural Energy for America Program
RLF – Revolving Loan Fund
RMAP- Rural Micro entrepreneur Assistance Program
SBA – Small Business Administration
SBDC – Small business Development Center
SSBCI- State Small Business Credit Initiative
TIFD – Tax Increment Finance District
TSEP - Treasure State Endowment Program
USDA – United States Department of Agriculture
USFS – United States Forest Service
LSL- Lead Service Lines
35
Beartooth
Resource, Conservation and Development Area, Inc.
Citizens Building Stronger Communities
Business Plan
2013
36
37
Beartooth Resource and Development Area, Inc. Planning a Bright Future Page 1
______________________________________________________________________________________________________________________
________________________________________________________________________________________________
What is an RC&D?
Established in 1969, the Beartooth Resource Conservation & Development Area, Inc. (RC&D) serves as
a regional entity for the cooperative efforts of 5 counties in south central Montana in rural and economic
development. The leadership of this non-profit corporation is comprised of elected officials and
community leaders from the counties, incorporated towns and cities, conservation districts and tribal
governments. The RC&D began as an unique partnership with the USDA Natural Resource Conservation
Service (NRCS). Beartooth RC&D was initially formed to serve Stillwater and Carbon Counties. During
the years Beartooth RC&D has expanded to include Yellowstone, Sweet Grass and Big Horn Counties. In
February of 1996 the Economic Development Administration of the US Department of Commerce
designated Beartooth RC&D as the Economic Development District for the region.
RC&D’s take on a variety of forms, each with its own set of programs and services tailored to the needs
of the region served. Beartooth RC&D provides programs and services in three distinct areas: Economic
Development (Business), Resource Management (Conservation), and Public Infrastructure/Housing
Services (Community). This is accomplished through complex network of partnership and funding
sources, allowing us to create custom solutions for citizens and businesses in our area.
Our Recent Evolution
In 2011, the NRCS experienced significant funding reductions. One consequence of this was the
elimination of funding and administrative support for RC&D offices nationwide. For Beartooth, this
change required a rapid adjustment to its staffing levels, program scope and operating model in order
to remain viable as a stand alone organization. Quickly we found new office space in Joliet, Montana;
critical duties were re-distributed among remaining staff to ensure continuation of service levels and
support for existing projects; and with the support of our Board of Directors, Beartooth staff has
successfully transitioned away from NRCS support. A year after this separation we continue to carry a
full (and growing) portfolio of projects across our five county region.
This transition, while challenging, brings new opportunities for Beartooth. Our transformation to a
private non-profit organization opens doors for lines of service that were not previously possible,
including some fee-for-service activities which may be essential to compensating for the loss of some
federal funding and administrative support.
This planning document describes our current organizational status, and identifies Beartooth’s future
direction as an RC&D. In it we re-commit to many vital objectives that have been our core business
for years. We also account for opportunities to approach our work differently, offer new services, and
expand the value we deliver to the Beartooth region as we move forward. This vision of our future will
guide our decisions over the next five years.
Beartooth RC&D Area, Inc. -- Business Plan 2013
38
Beartooth Resource and Development Area, Inc. Planning a Bright Future Page 2
______________________________________________________________________________________________________________________
________________________________________________________________________________________________
Mission Statement: Our mission is to serve as a regional vehicle to improve the economic and social
condition through the conservation, utilization and development of the natural and human resources of
the area.
Business Philosophy: Beartooth Resource Conservation and Development Area, Inc. serves Big Horn,
Carbon, Stillwater, Sweet Grass and Yellowstone Counties. Our vision is for a strong, healthy economy
for the area that offers opportunities for growth, while protecting unique resources in the region. We
partner with other local and neighboring resource providers in economic development, workforce,
community planning, higher education, and others to provide comprehensive service delivery to the
citizens of south central Montana. The region’s Comprehensive Economic Development Strategy (CEDS)
first published in 2000 provides a summary of the demographics, conditions, economic drivers, and
goals and objectives for moving the entire region forward. One of Beartooth RC&D’s primary purposes
is to keep this document current to the needs and issues that must be addressed to maintain a vibrant,
diverse economy. The Board also approves an annual work plan to guide the staff and help prioritize
workload which includes specific objectives, each with benchmarks and deliverables.
Organizational Plan: Beartooth RC&D is a 501(c)(3) non-profit organization governed by a Board of
Directors representing local government officials, other planning organizations, higher education,
workforce development, and business interests in the region. The Board makes decisions related to
mission, policy, budget, and projects requiring material commitment of staff time and resources. An
Executive Committee oversees operations, staffing decisions, and short term financial issues. The staff
consists of an Office Manager/Economic Development Director, Bookkeeper/RLF Manager, Ag Program
Manager, Housing Program Coordinator, Forester, and Special Projects Coordinator.
Location: Our office is currently located at 110 South
Main Street in Joliet, MT which is centrally located in the
region. We have also remained in Joliet with respect to
our existing staff members as well as to remain
grounded in a small, rural community which well
represents our service priority.
Recently we have been exploring an opportunity to
transition to office space in Joliet that would improve the working environment for staff and make it
possible to expand services to our clients by hosting projects, meetings, training or other specialized
services.
Business Hours: The office is open typically between 8am and 5pm weekdays, though the staff often
works away from the office. Very little client business is handled from the office location.
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Beartooth Resource and Development Area, Inc. Planning a Bright Future Page 3
______________________________________________________________________________________________________________________
________________________________________________________________________________________________
Regional Service Provider
We serve the region as the federally recognized Economic Development District, state recognized
Certified Regional Development District, state Food and Ag Development Center, and
Montana Cooperative
Development Center, and
the region’s Neighborworks
Montana homeownership
counseling provider.
Product & Services: Our
primary services include
planning and development of
business, community, and
conservation related projects.
The major programs we
deliver within these focus
areas are shown in the
diagram at the right.
This service mix and areas of
emphasis have evolved over
time based upon funding
sources and local needs. Due
to similar program delivery in
our larger municipality by a
partner organization, we tend
to focus on projects in rural
and underserved areas.
Strengths: The Beartooth
RC&D Board and staff are
strategically experienced and
positioned to facilitate
discussion and
implementation of economic development issues and objectives for the communities scattered
across our broad, diverse five county region. The Board meetings, held in different communities
every other month of the year, provide opportunity to tour recent projects and share current issues
and experiences as well as provide a forum for discussion and strategic planning. Between meetings
the Board and staff work hard in the various cities and towns to generate additional discussion and
promote forward thinking and progress toward the guiding principles and objectives listed in the
CEDS.
RC&D SERVICES (What We Do)
Business Services
Client Base
Financial /Planning
(loans & grants)
Business Plan Counseling
Resource Network Referrals
Strategic/Expansion Planning
Administration/Facilitation
Individual Businesses
(existing or potential)
Community Services
Client Base
Financial Planning/Expansion
(loans & grants)
Homebuyer Education/ Credit
Counseling
Business Recruitment/Retention
Infrastructure Projects
Administration/Facilitation
Town Councils
Chambers of Commerce
State/Local/Tribal Legislators
County Commissions
Local Ec. Dev. Partners
Non Profit Organizations
Interest Groups / Taxpayers
First Time Homebuyers
Banks
Conservation Services
Client Base
Landowner Education
Fire Mitigation/Planning
Food/AG Counseling
Water Quality/Quantity
Administration/Facilitation
Local Govt..
Conservation Districts
Service Providers/Contractors
Landowners/Producers
Individual Businesses
Wildfire Mgmt. Entities
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Beartooth Resource and Development Area, Inc. Planning a Bright Future Page 4
______________________________________________________________________________________________________________________
________________________________________________________________________________________________
Income and Expenses: Our operations are funded primarily by state and federal grant programs that
aim to provide economic and community development to local served communities, as well as
conservation projects such as our fuels mitigation and wildfire education programs. Each county
provides matching funds either directly from county government or through shared arrangements with
municipalities. The RLF also generates limited income in the form of fees and interest. We have recently
targeted specialized services to local businesses and government that can be provided on a fee-for-
service basis to diversify income opportunities. Additionally we would like to take advantage of
fundraising efforts.
Organizational expenses are primarily for staff salaries to deliver critical services required by state and
federal grant programs as prioritized by the Board of Directors. Additional expense areas include office
rent, utilities, insurance, vehicle/travel, and training.
The chart below illustrates the relationship and approximate proportion of funding sources and expense
types in the organization budget. It is important to note the significant amount of funds illustrated at
the bottom that are “pass-through”, which do not contribute support for our operating costs.
Economics: At present we are quite dependent on state and federal grant programs to fund the
organization. Many of these sources are relatively long-standing programs that appear to be stable
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Beartooth Resource and Development Area, Inc. Planning a Bright Future Page 5
______________________________________________________________________________________________________________________
________________________________________________________________________________________________
within the current political environment, but may be subject to change depending on the level of
austerity adopted at the federal level in future years. Local matching funds are also somewhat
dependent on budgeting cycles and availability of local government funding. Although the RLF is an
income source, it does involve high-risk loans which introduce some uncertainty on fund performance.
Consequently we regard this program primarily as a service rather than an income-generating activity.
In 2012 we began to investigate opportunities to diversify our income stream through fee-for-service
arrangements that do not compete with private consulting and business service-related firms.
Financial Management: Beartooth RC&D continues to refine its fiscal policies in order to maintain
adequate checks and balances in its management of incoming and outgoing funds. The organization
undergoes an A-133 audit each year and has maintained high standards of fiscal responsibility.
Customer Targets: Our primary customers are small businesses and individuals located in or looking
to locate in our region. We also provide limited grant writing and administration services to local
governments for facilities and infrastructure projects. Our Housing Program Coordinator serves potential
first time homebuyers as well as individuals needing credit counseling or personal financial planning.
The Forester assists landowners with fuels mitigation planning and implementation as well as timber
management planning.
Information/Outreach: The organization has printed and distributed regular newsletters in the past,
but found this a less than effective way to communicate our activities. We report to our counties, cities,
and towns with a highlighted project format annually at local government meetings. We also provide
progress reports at Board meetings in spreadsheet and narrative formats. Numerous reports are also
required by funding agencies for projects and work plans. We put significant effort into face meetings
with constituents and local government officials. Our web presence today is basic, with general
organizational and event content maintained by our own administrative staff.
Liability and Insurances: Beartooth RC&D carries or provides a number of insurance, investment or
liability coverage as a part of its corporate model, as follows:
Liability coverage for Directors and Officers – this coverage applies to all staff, directors
and the Board against any legal actions or lawsuits arising from business conducted on behalf of
the RC&D ($2 million per incident, $5 million per year cap)
Vehicle coverage – for the company vehicle (full coverage, $500 deductible)
Commercial Business Owners Insurance – provides property loss protection on contents
from fire, flood, theft, etc. Also covers accidental injuries (i.e. falls) for people not covered by
workers compensation
Health Insurance – offered for all full time employees (up to $450 per month for self acquired
insurance plans)
Fidelity Bond – RLF Loan Fund bond for fund manager/bookkeeper ($40,000) – Required by
EDA RLF rules
401k Bond – bonds Marvin Carter as the Administrator of our 401k plan (up to $200,000) -
Required under IRS rules
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Beartooth Resource and Development Area, Inc. Planning a Bright Future Page 6
______________________________________________________________________________________________________________________
________________________________________________________________________________________________
Where are we headed?
The preceding information explains the origin, structure and role of Beartooth as an organization, and
our current scope of operations and capacity for work. This section defines the opportunities and
direction that the Board of Directors and staff believe are possible and in the best interest of the region
that we serve.
Our goals for the next five years at Beartooth fall into three categories: Funding, Facilities, and Services.
Funding
Our longstanding reliance on state and federal grant programs for income presents a risk that needs to
be addressed. Beartooth survived the discontinuation of NRCS support in 2010, however this is a
harbinger of future changes that we need to anticipate. Augmentation of these revenue streams will
improve our stability and create contingencies in the event some of these programs are no longer
funded. In addition, to implement expanded service goals, we may need additional discretionary funding
that is not directly tied to grant administration.
New fundraising strategies: most non-profit organizations employ fund-raising methods involving
direct donation, annual or semi-annual events, charitable promotions and peer partnering to generate
income for operations. Beartooth needs to include these strategies in its funding model. In 2012 we
took a first step by soliciting donations from past clients we have helped. The yield was modest but
encouraging, and suggests that some effort to develop a more formal and sophisticated campaign would
be worth the effort and well-received in certain quarters of client base.
Target: identify donation levels and mechanisms for 2013 and 2014?
Fee for service opportunities: in concert with a facility expansion discussed below, incorporation
of new services provided on a fee basis has the potential to augment Beartooth’s income while
broadening its appeal to the business and conservation communities in the region. Concepts include
thematic seminars, training and facilitation for interest groups in the area.
Target: fee incomes for 2013 and 2014?
Organizational Cost review: while the RC&D budget is already lean, an objective review of all
costs with an eye toward elimination of services or activities that no longer make sense might be in
order. The Staff and Executive Committee will perform expense reviews in conjunction with budget
preparation to insure cost-effectiveness.
Target: semi-annual cost reviews.
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Beartooth Resource and Development Area, Inc. Planning a Bright Future Page 7
______________________________________________________________________________________________________________________
________________________________________________________________________________________________
Facilities
In 2011, the discontinuation of NRCS funding forced the relocation of Beartooth’s operation to rented
space. We were fortunate to find affordable and functional space in Joliet, however the existing facility
lacks infrastructure for meetings and private counseling space. Recently Carbon County began work
on a new building in Joliet to consolidate services, and when complete it will leave vacant an office on
Main Street which Beartooth can obtain through a rental agreement at little or no direct cost. This space
offers many advantages over current facility, including dedicated office space for staff, a large meeting
room, improved phone and network wiring, and additional space to support business incubation. We
intend to pursue this opportunity to transition to new office space, which will open doors for expansion
of our services.
Target: relocation to new office space by Summer, 2013 coupled with specific facilities plan for
2013/2014.
Services
In conjunction with relocation to improved office space in Joliet is a key feature of our 2013 business
plan is creation of additional services designed to generate income for Beartooth. The facility we are
considering will be more suitable for our business with private office space for client meetings, and a
large meeting room for staff and board activities. It appears we can obtain the space without significant
financial burden, allowing us to continue our focus on service delivery at current budgeted levels. In
addition, we will have the opportunity to leverage the new office environment to expand our offerings.
Here are a few possibilities we have discussed:
Business incubation – by providing low cost or grant-subsidized start-up office space and
infrastructure (computer, telephone, print/fax/email) to newly formed area businesses.
Training/Counseling services – targeting needs for new or existing small businesses in the area
with specialized, short duration training or counseling to fill knowledge gaps and enhance critical skills.
Our goal: aid in the survival and expansion of our local small businesses, especially new enterprises.
First Time Homebuyer and Credit counseling services: providing individual counseling for first-
time homebuyers, credit repair and budgeting assistance.
Partnership support – by becoming a satellite location for key RC&D partner organizations that
need temporary workspace or meeting room facilities in our area, thus tightening our network of
providers resources to benefit all RC&D clients.
Target: detailed proposals for additional service levels - revised income projection by fall, 2013,
or sooner. This deliverable should include a skill bank analysis to determine staffing
adjustments needed for implementation.
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Beartooth Resource and Development Area, Inc. Planning a Bright Future Page 8
______________________________________________________________________________________________________________________
________________________________________________________________________________________________
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File Attachments for Item:
6. Council Workshop Minutes of March 19, 2024.
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File Attachments for Item:
7. Budget/Finance Committee Minutes of March 12, 2024.
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File Attachments for Item:
8. Public Works Committee Minutes of Feburary 26, 2024.
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File Attachments for Item:
9. Park Board Minutes of March 7, 2024.
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File Attachments for Item:
10. Resolution No. R24-16: A Resolution Of The City Council Approving A Professional
Services Agreement Between The City Of Laurel And Raftelis Financial Consultants, Inc. For A
Water Rate Study.
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R24-16 Approve Professional Services Agreement for Water Rate Study
RESOLUTION NO. R24-16
A RESOLUTION OF THE CITY COUNCIL APPROVING A PROFESSIONAL
SERVICES AGREEMENT BETWEEN THE CITY OF LAUREL AND RAFTELIS
FINANCIAL CONSULTANTS, INC. FOR A WATER RATE STUDY.
BE IT RESOLVED by the City Council of the City of Laurel, Montana,
Section 1: Approval. The Professional Services Agreement with Raftelis Financial
Consultants, Inc. (hereinafter “the Professional Services Agreement) for a Water Rate Study
(hereinafter “Water Rate Study”), a copy attached hereto and incorporated herein, is hereby
approved.
Section 2: Execution. The Mayor is hereby given authority to execute the Professional
Services Agreement on behalf of the City.
Introduced at a regular meeting of the City Council on the 26th day of March, 2024, by
Council Member ________________.
PASSED and APPROVED by the City Council of the City of Laurel the 26th day of
March, 2024.
APPROVED by the Mayor the 26th day of March, 2024.
CITY OF LAUREL
___________________________
Dave Waggoner, Mayor
ATTEST:
_______________________________
Kelly Strecker, Clerk-Treasurer
APPROVED AS TO FORM:
______________________________
Michele L. Braukmann, Civil City Attorney
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Page 1 of 15
PROFESSIONAL SERVICES AGREEMENT BETWEEN
CITY OF LAUREL, MT
AND
RAFTELIS FINANCIAL CONSULTANTS, INC.
This Consulting Agreement (“Agreement”) is entered into this day of , 2024 (hereinafter
referred to as the effective date of the agreement) by and between, City of Laurel, MT (the “Client”) and
Raftelis Financial Consultants, Inc., 383 North Carona, Suite 244, Denver, CO 80218 (“Raftelis”).
Witnesseth
WHEREAS, Raftelis is engaged and experienced in public finance, management, and pricing, and service
delivery, and WHEREAS, The Client desires to hire Raftelis and Raftelis agrees to provide services to the
Client, NOW, THEREFORE, for good and valuable consideration, the receipt and sufficiency of which is
hereby acknowledged, the Parties agree to the terms and conditions set forth herein.
Article 1 – Statement of Work
Raftelis shall provide professional consulting services to prepare Water Rate Study for Client. Raftelis will
perform the services as set forth in its proposal sent to Client dated March 7, 2024 and included herein as
Attachment A, the “Scope.”
Article 2 – Time for Completion
This Agreement will commence upon approval by the Client and remain in effect for a period of one year.
Further renewals of this Agreement are at the option of and shall be mutually agreed to by the Parties.
Article 3 – Compensation
Client shall pay to Raftelis the sum not to exceed $39,560, which includes professional fees and direct
expenses incurred in performing the scope of services, as well as an hourly technology expense
reimbursement, outlined in Attachment B. The parties understand that this sum is based upon the scope of
work contained herein at Raftelis’ current standard hourly rate schedule included in Attachment B. Any
expansion of the scope of work by the Client shall involve discussion of and agreement about additional
fees and time by both parties.
Raftelis shall submit invoices to the Client on a monthly basis for services rendered to the date thereof.
Such invoices shall be supported by appropriate documentation; at a minimum, the task performed, the
individuals working on such task, the level of each such individual, and expenses incurred. Each invoice
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will contain all hours and expenses from Raftelis for the month. Upon receipt of monthly invoice, the Client
will remit payment of same amount to Raftelis within 30 days.
Article 4 – Additional Services
At the Client’s request, Raftelis may submit proposals for additional professional services. Each proposal
submitted shall detail: (1) scope of work for the additional services, (2) period of services to be performed,
and (3) method and amount of compensation. The Client shall provide written acceptance and authorization
to Raftelis prior to the commencement of work on any proposed additional services. Each proposal for
additional services accepted and approved by the Client shall become part of this Agreement and shall be
governed by the terms and conditions contained herein.
Article 5 – Place of Performance
Raftelis shall be responsible for maintaining its own office facilities and will not be provided with either
office facilities or support by the Client.
Article 6 – Indemnification
Raftelis hereby agrees to indemnify and defend the Client, its officers, d irectors, managers and employees
("Indemnified Party or Parties") and to hold the Indemnified Parties harmless against third party claims,
costs and expenses, including reasonable attorney's fees, action, or demands against the Indemnified Parties
and against damages for injury to or death of any person and for loss of or damage to all property caused
by the negligent acts, errors or omissions of Raftelis in performing this Agreement, except to the extent the
claims, demands, liabilities, cost and expenses are caused by the negligent acts, errors or omission of an
Indemnified Party.
Article 7 – Insurance
Raftelis shall maintain the types and levels of insurance during the life of this Agreement as specified below.
The Client will be named as additional insured on Raftelis’ Certificates of Insurance and Raftelis will
provide the Client with these Certificates of Insurance.
Commercial General Liability Insurance – $1,000,000 for each occurrence and $2,000,000 in the aggregate
Comprehensive Automobile Liability Insurance – $1,000,000 combined single limit each occurrence- hired
and non-owned only
Workers Compensation Insurance – Statutory limits
Professional Liability Insurance – $5,000,000 occurrence and $5,000,000 in the aggregate
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Excess or Umbrella Liability – $5,000,000 occurrence and $5,000,000 in the aggregate
Article 8 – Confidential Information
Raftelis acknowledges and agrees that in the course of the performance of the services pursuant to this
Agreement, Raftelis may be given access to, or come into possession of, confidential information from the
Client, of which information may contain privileged material or other confidential information. Raftelis
acknowledges and agrees, except as required by judicial or administrative order, trial, or other governmental
proceeding, that it will not use, duplicate, or divulge to others any such information marked as "confidential"
disclosed to Raftelis by the Client ("Confidential Information") without first obtaining written permission
from the Client. All tangible embodiments of such information shall be delivered to the Client or the
destination of such information by Raftelis requested by the Client. The Client acknowledges Raftelis has
the right to maintain its own set of work papers which may contain Confidential Information.
Article 9 – Independent Contractor Status
It is understood and agreed that Raftelis will provide the services under this Agreement on a professional
basis as an independent contractor and that during the performance of the services under this Agreement,
Raftelis’ employees will not be considered employees of the Client within the meaning or the applications
of any federal, state, or local laws or regulations including, but not limited to, laws or regulations covering
unemployment insurance, old age benefits, worker’s compensation, industrial accident, labor, or taxes of
any kind. Raftelis’ employees shall not be entitled to benefits that may be afforded from time to time to
Client employees, including without limitation, vacation, holidays, sick leave, worker’s compensation, and
unemployment insurance. Further, the Client shall not be responsible for withholding or paying any taxes
or social security on behalf of Raftelis’ employees. Raftelis shall be fully responsible for any such
withholding or paying of taxes or social security.
Article 10 – Reliance on Data
In performance of the services, it is understood that the Client and/or others may supply Raftelis with certain
information and/or data, and that Raftelis will rely on such information. It is agreed that the accuracy of
such information is not within Raftelis' control and Raftelis shall not be liable for its accuracy, nor for its
verification, except to the extent that such verification is expressly a part of Raftelis' Scope of services.
Article 11 – Standard of Performance
Raftelis will perform the services under this Agreement in accordance with the standard of professionals in
its industry prevailing at the time and place the services are performed. Raftelis' opinions, est imates,
projections, and forecasts of current and future costs, revenues, other levels of any sort, and events and
estimates of cost-justified system development fees shall be made on the basis of available information and
Raftelis’ expertise and qualifications as a professional. Raftelis will perform the Scope of services in
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conformance with the professional standards in its field of expertise prevailing at the time and place the
Scope of services are performed. Raftelis does not warrant or guarantee that its opinions, estimates,
projections or forecasts of current and future levels and events will not vary from the Clients' estimates or
forecasts or from actual outcomes. Raftelis identifies costs, allocates costs to customer classes and provides
rate models. It does not establish rates, which is the legislative responsibility of the Client.
Article 12 – No Consequential Damages
To the fullest extent permitted by law, neither party shall be liable to the other for any special, indirect,
consequential, punitive or exemplary damages resulting from the performance or non- performance of this
Agreement notwithstanding the fault, tort (including negligence), strict liability or other basis of legal
liability of the party so released or whose liability is so limited and shall extend to the officers, directors,
employees, licensors, agents, subcontractors, vendors and related entities of such party
Article 13 – Termination of Work
This Agreement may be terminated as follows:
1. By Client. (a) for its convenience on 30 days’ notice to Raftelis, or (b) for cause, if Raftelis
materially breaches this Agreement through no fault of Client and Raftelis neither cures such
material breach nor makes reasonable progress toward cure within 15 days after Client has given
written notice of the alleged breach to Raftelis.
2. By Raftelis. (a) for cause, if Client materially breaches this Agreement through no fault of Raftelis
and Client neither cures such material breach nor makes reasonable progress toward cure within 15
days after Raftelis has given written notice of the alleged breach to Client, or (b) upon five days’
notice if Work under this Agreement has been suspended by either Client or Raftelis in the
aggregate for more than 30 days.
3. Payment upon Termination. In the event of termination, Raftelis shall be compensated for all
work properly performed prior to the effective date of termination.
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Article 14 – Notices
All notices required or permitted under this Agreement shall be in writing and shall be deemed deliverable
when delivered in person or deposited in the United States mail, postage prepaid, addressed as follows:
If for the Client: If for Raftelis:
Name Raftelis Financial Consultants, Inc.
383 North Carona
Suite 244
Denver, CO 80218
Title
Address
Article 15 – Ownership of Work Product
All documents, data, compilations reports and studies prepared by Raftelis in performing the Scope of
services shall be the property of the Client; provided that any use other than as contemplated in this
Agreement or any alteration or modification of the Work Product shall be at the sole risk of Client, and
Client shall indemnify, defend and hold Raftelis harmless from any claim, demand, liability, cost or
expenses incurred by Raftelis from such use or modification. Nothing contained herein shall be deemed an
assignment, transfer, or divestiture its use by Raftelis of any of its trade secrets, know- how or intellectual
property.
Article 16 – Compliance with Applicable Laws
Raftelis is an equal opportunity employer and complies with all federal, state, and local fair employment
practices laws. Raftelis strictly prohibits and does not tolerate discrimination against employees, applicants,
or any other covered persons because of race, color, religion, national origin or ancestry, gender identity,
sexual orientation, marital status, sex, pregnancy, age, disability, past, current, or prospective service in the
uniformed services, or any other characteristic protected under applicable federal, state, or local law. All
Raftelis employees, other workers, and representatives are prohibited from engaging in unlawful
discrimination. This policy applies to all terms and conditions of employment, including, but not limited to,
hiring, training, promotion, corrective action, compensation, benefits, and termination of emplo yment.
Any act of discrimination committed by Raftelis in the course of its performance under this Agreement, or
failure to comply with these statutory obligations when applicable, shall be grounds for termination of this
Agreement.
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Article 17 – General Provisions
A. Entire
Agreement:
This Agreement represents the entire and sole agreement between the Parties with
respect to the subject matter hereof.
B. Waiver: The failure of either Party to require performance by the other of any provision
hereof shall in no way affect the right to require performance at any time thereafter,
nor shall the waiver of a breach of any provision hereof be taken to be a waiver of
any succeeding breach of such provision or as a waiver of the provision itself. All
remedies afforded in this Agreement shall be taken and construed as cumulative;
that is, in addition to every other remedy available at law or in equity.
C. Relationship: Nothing herein contained shall be construed to imply a joint venture, partnership,
or principal-agent relationship between Raftelis and the Client; and neither Party
shall have the right, power, or authority to obligate or bind the other in any manner
whatsoever, except as otherwise agreed to in writing.
D. Assignment
and
Delegation:
Neither Party shall assign this Agreement or any rights, duties, or obligations
hereunder without the express written consent of the other. Subject to the foregoing,
this Agreement shall inure to the benefit of and be binding upon the successors, legal
representatives, and assignees of the Parties hereto.
E. Severability: If any provision of this Agreement is declared invalid or unenforceable, such
provision shall be deemed modified to the extent necessary to render it valid and
enforceable. In any event, the unenforceability or invalidity of any provision shall
not affect any other provision of this Agreement, and this Agreement shall
continue in force and effect, and be construed and enforced, as if such provision
had not been included, or had been modified as above provided, as the case
may be.
F. Governing
Law:
This Agreement shall be governed by, and construed in accordance with, the laws
of the State of North Carolina.
G. Paragraph
Headings:
The paragraph headings set forth in this Agreement are for the convenience of the
Parties, and in no way define, limit, or describe the scope or intent of this Agreement
and are to be given no legal effect.
H. Third Party
Rights:
Nothing in this Agreement shall be construed to create or confer any rights or interest
to any third party or third-party beneficiary. It is the intent of the parties that no other
outside, non-party claimant shall have any legal right to enforce the terms of this
Agreement.
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IN WITNESS WHEREOF, the Parties have executed this Agreement by their duly authorized
representatives.
By:
Signature
Title
Date
Raftelis Financial Consultants, Inc.
By:
Signature
Vice President
Date
This is to certify that an appropriation in the amount of this contract is available therefore and that
_________________________ has been authorized to execute the contract and approve all requisitions and
change orders.
By:
Signature
Title
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ATTACHMENT A
STATEMENT OF WORK/ENGAGEMENT LETTER
Water Rate Study
Scope of Work
Task 1.0 – Project Management and Project Initiation
We will facilitate an on-site kick-off meeting, potentially over the course of one and one-half days, with
staff to review and validate data, and gather any outstanding items or questions. We will also use this
meeting to discuss study objectives and other project management items. We anticipate covering the
following:
Data Request: Prior to the meeting we will submit a data request list for the information needed for
this study. Gathering this information prior to the kick-off meeting will allow us to review and
aggregate our list of questions and clarifications. We will also be able to show how this data will be
used in the models.
Project Management: Finalize scope, milestones, and deliverables, set up regular project
conference calls, and determine primary points of contact. Finalize project goals and objectives to
establish guiding principles for the study against which we will measure results.
Rate Structure Pricing Objectives: Review pricing
objectives identified in the RFP and rank them in
order of importance. Determine how well the existing
rate structure meets those objectives and identify
potential rate structure changes that align with those
objectives. Typical pricing objectives are listed to the
right. Many of these are ‘standard’ or ‘must haves’
such as defensibility and revenue sufficiency however
others can be ranked in order of importance. We will
also develop measurable criteria to benchmark the
objectives against the alternatives
Task 0 Deliverables:
On-site Project Kickoff meeting
Revised data request list (if needed)
Memo summarizing project management items
Listing of ranked pricing objectives by staff
Task 2.0 – Financial Plan
Task 2.1 – Customer Demand and Revenue Projections
Raftelis will develop customer characteristic profiles for the customer classes. The analysis will include:
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Analysis of annual and monthly billed water consumption of each customer class for the past
three fiscal years
Development of bill frequencies for each class. For the classes with tiered structures, we will
calculate the amount of volume billed in each tier and use that as the basis for demand
projections. Volumes by tier will be adjusted if it is anticipated that demand will continue to
decrease.
Development of a use per account based on historical data and a projected use per account based
on planning data from the City.
Task 2.2 – Financial Planning Projections
The financial planning task will include the development of forecasted revenues, O&M, debt service, and
capital expenditures along with project bond or loan issues with any rate increases required to meet these
requirements and financial metrics.
A primary consideration in developing an ‘optimal’ financial plan is minimizing annual revenue increases
through balancing the use of reserves, existing rate revenue, revenue bonds, grants, etc. This balance is
subject to the constraints of meeting the City’s target reserve policies, debt service coverage, and other
financial policies requirements on any proposed debt.
This approach is an iterative process. For example, issuing debt to fund a capital project may keep revenue
increases low however, new debt payments may decrease the coverage below the target level. As a result,
a revenue increase may be needed to meet to maintain compliance with the target. The revenue generated
from the increase now may meet debt service coverage and produce an ending balance more than the target
reserve. This excess can be used to partially fund the capital project which, in turn, could reduce the
proposed loan amount. through the study period. The graphic below illustrates the requirements needed to
build a sound financial plan.
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The financial plan activities will include:
A forecast revenue under existing rates using the demands projections in Task 2.1, and other
operating and non-rate revenues for each utility.
Review existing financial plans, budgets, actuals data, and capital improvement plan programs
Review and discuss with City staff growth assumptions and type of growth anticipated
Develop historical billing analysis to validate water revenue projections
Forecast operations and maintenance (O&M), repair and replacement (R&R) capital, expansion
capital (based on master plan results or other engineering reports), and existing and proposed
debt service
Incorporate new positions, changes in operating efficiencies, inflation, etc.
Identify the projects eligible for bond or state loans based on timing, duration, and the amount
of the project. Raftelis can present financial plan alternatives considering specific projects
financed through revenue bonds, state loans, etc.
Task 2 Deliverables:
Two (2) virtual meetings to present draft and draft-final results to all internal stakeholders and
develop various scenarios to meet revenue requirements
Technical memorandum summarizing the results of the water financial planning analysis
Task 3.0 – Cost of Service Analysis
Raftelis will start with industry-accepted cost-of-service principles and customize our analysis to account
for the specific requirements of this study. The cost-of-service analysis will provide the City with a
defensible justification explaining the reason why the costs are assigned in the manner they are. Raftelis
will need this information to evaluate the level of the current and proposed rates.
The cost-of-service analysis is a multi-step process. It includes determining the revenue requirement,
assigning the revenue requirement to various facilities (functional areas), and further allocating those costs
based on their design criteria or function in the system. Those costs are then distributed to customer classes
based on their water demands as well as accounts or equivalent meters. Raftelis will use the cost allocation
process based on the industry standard methodologies published in the AWWA’s Manual M1, Principles
of Water Rates, Fees. The figure below illustrates the four primary steps we will use to complete the cost-
of-service analysis for each utility.
Task 3.1 – Test Year Revenue Requirement
Raftelis will develop a separate test-year revenue requirement as the basis for our cost of service analysis.
The test year revenue requirement will be based on the City’s forecasted financial plans. The revenue
requirement is the amount of revenue required from rates to meet annual expenditures such as operating,
capital, debt service, and changes in reserves, and is net of other operating and non -operating revenue.
Raftelis will develop a revenue requirement and a cost of service analysis for each utility.
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Task 3.2 – Functionalize Revenue Requirements
As a first step in the water cost of service process, Raftelis will allocate the test -year revenue requirement
to the appropriate functional cost categories. O&M expenses are often listed functionally in the budget and
capital expenditures are typically organized based on the type of facility. Debt service can be functionalized
based on the project the proceeds are intended to fund. During the initial phases of the study, Raftelis will
work with City staff to determine the appropriate functional categories and factors to use in the analysis.
Task 3.3 – Allocate Functionalized Costs to Cost Components
After assigning the water utility revenue requirement to functional categories, Raftelis will allocate the costs
according to the type of service they are incurred to provide. Cost allocation involves assigning the
functionalized costs from Task 3.2 to the design parameter used to size and construct that facility.
For example, distribution mains are typically designed to meet maxim um hour demands. Under the base
extra-capacity methodology, those costs would be allocated to the base, maximum day, and maximum hour.
This allocation is based on water production ratios of maximum day and hour demands to average day
demands. Conversely, source of supply costs are associated with annual water supply requirements. Those
costs would be allocated to the base or average day component. Some costs can be directly assigned such
as billing or meter costs.
Task 3.4 – Customer Class Water Demand Factors, System Demand Factors
Raftelis will develop customer characteristic profiles for the customer classes within each utility. Building
on the analysis in Task 2.1, this analysis will include:
Development of peaking factors for each customer class. To the extent that the City had AMI meters,
we can use a statistical sample to estimate peaking factors. We will examine multiple years to ensure
the values used are representative of a typical year.
We will use the data from Task 4.1 to project the number of accounts, equivalent meters, and bills.
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We will also evaluate system historical water production which is used to allocate the functionalized costs
in Task 3.3. We will develop a test-year value for peak day
demand and peak hour ratios.
Raftelis will use the base-extra capacity method with non-
coincidental class peaking factors for cost allocation. This
is the preferred method used in industry. This ensures that
all classes are paying their proportionate share of peaking
costs regardless of when peaking occurs. Changes in class
peaking factors can have a profound effect on the
distribution of costs to customer classes.
Task 3.5 – Distribute Costs to Customer Classes
The distribution of allocated costs to customer classes is
the final step in determining class cost of service. This essentially distributes the costs associated with
average day, peak day and customer costs based on each classes proportionate contribution based on their
specific demands.
Raftelis will allocate costs from Tasks 3.3 and 3.4 to each customer class based on their proportionate share
of demand characteristics or units of service. For example, if the residential class’ maximum day demands
represent 50% of the total demand, we would allocate 50% of the maximum day costs to the residential
class. In a similar manner, if the commercial class represents 10% of total bill, Raftelis would allocate 10%
of the billing costs to the commercial class.
Task 3 Deliverables:
Three (3) virtual meetings to present draft and draft-final results to all internal stakeholders
Technical memorandum summarizing the results of the water cost of service analysis
Task 4.0 – Rate Design
The rate design task will identify the volume- (variable) and customer-related (fixed) costs to be recovered
through rates. Water rates recover the costs to treat, store, and distribute water to customers. Customer-
related costs typically include meter reading and maintenance and administrative costs.
Raftelis will calculate the test-year rates under the current structure for each utility. Raftelis will also
develop test-year rates for any rate structure alternatives. Rate structure alternatives will be based on the
results of the pricing objectives identified in Task 1. We will complete the following tasks:
Calculate the cost of service rates under the current rate structure.
Evaluate the current rate structures’ ability to meet the pricing objectives from Task 1. This will
serve as the baseline for comparing other rate structure alternatives.
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Create alternative rate structures based on the pricing objectives identified in Task 1. This may
include adjusting the tier thresholds, pricing ratios, or the
addition of new tiers.
Evaluate and rank these alternatives against the rate
structure objectives. Rate structure alternatives include:
o Drought pricing
o Seasonal rates
o Changes to the existing customer class rate
structures
Develop monthly bill impacts and customer bill impacts. Customer bill impacts will evaluate each
customer’s 12 months of bills under existing rates and the proposed rate structure. This will show
the average monthly change for customers and will provide a realistic picture of how the entire class
of customers will be affected.
Develop a water utility bill comparison under the City’s existing and proposed rate alternatives
compared against up to 7 peer utilities
task 4 Deliverables:
Two virtual meetings to present draft and draft-final results to all internal stakeholders.
On-site meeting to review cost of service results
Technical memorandum summarizing the results of the rate design alternatives
Task 5.0 – City Council Meetings and Reports
Task 5.1 – Draft and Final Reports
Raftelis will prepare a report documenting the Rate Study to serve as a part of the City’s administrative
record. The purpose of this report is to document the methodology used to calculate the City’s water and
wastewater rates. The report will include an executive summary highlighting decisions reached during the
development of rates. The main body of the report will summarize the underlying model assumptions, the
long-term financial plans, the cost of service analyses, proposed revisions to rate structures, proposed rate
derivation, and customer impacts.
Raftelis will provide a draft report to City staff and the City’s attorney for review and comment. We will
then incorporate any revisions into the final report.
Task 4.2 – Council Presentations
Raftelis will attend up to two City Council meetings to present initial and final results of the study.
Task 4 Deliverables:
Two virtual meetings to review comments and edits to the draft reports.
Draft and final reports
Attendance at up to two (2) City Council meetings
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Proposed Fee
The table below lists the tasks and hours by Raftelis consultant to complete the efforts in this scope of work.
This fee assumes this study will proceed concurrently with the wastewater rate study to save on meeting
costs and other overlapping, similar tasks. The fee will require adjustment should the studies be completed
at separate times.
TC AR NB Total Labor Total Expenses
1. Project Management and Project
Initiation 1 12 12 24 $1,130 $7,730
2. Financial Plan 2 5 2 28 35 $0 $8,680
3. Cost of Service 2 5 2 28 35 $0 $8,680
4. Rate Design 2 5 2 26 33 $0 $8,220
5. Council Meetings and Reports 2 2 8 12 20 $930 $6,250
8 3 35 6 106 147
$320 $320 $230
$11,200 $1,920 $24,380 $37,500
$37,500
$2,060
$39,560
Hourly Billing Rate
Total Professional Fees
TC - Todd Cristiano
AR - Andrew Rheem
NB - Nicki Bartak
-
-
-
-
Total Fees
Total Expenses
Total Fees & Expenses
Tasks
Web
Meetings
In-person
Project
Meetings
Hours
Total Fees &
Expenses
Total Meetings / Hours
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Raftelis’ 2024 Standard Hourly Billing Rates
Position Hourly Billing Rate*
Chair/Chair Emeritus $500
Chief Executive Officer/President $450
Executive Vice President $400
Vice President $360
Senior Manager $320
Recruiter $295
Principal/Senior Advisor $295
Manager $285
Senior Consultant $250
Executive Coach $250
Consultant $220
Creative Director $220
Associate Consultant $185
Graphic Designer $160
Analyst $135
Administration $100
Technology/Communications Charge** $10
PRMG – Executive Vice President $375
PRMG – Vice President $340
PRMG – Senior Manager $305
PRMG – Manager $270
PRMG – Senior Consultant $240
PRMG – Consultant $210
PRMG – Associate $175
PRMG – Administration $100
Technology/Communication Charge** $10
* These rates will be in effect for calendar year 2024 and will then increase annually by 3% unless specified otherwise
by contract.
** Technology/Communications Charge – this is an hourly fee charged monthly for each hour worked on the project to
recover telephone, facsi mile, computer, postage/overnight delivery, conference calls, electronic/computer webinars,
photocopies, etc.
*** For services related to the preparation for and participation in deposition and trial/hearing, the standard billing rates
listed above will be increased by an amount up to 50%.
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File Attachments for Item:
11. Resolution R24-17: A Resolution Of The City Council Approving A Professional Services
Agreement Between The City Of Laurel And Raftelis Financial Consultants, Inc. For A
Wastewater Rate Study.
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R24-17 Approve Professional Services Agreement for Wastewater Rate Study
RESOLUTION NO. R24-17
A RESOLUTION OF THE CITY COUNCIL APPROVING A PROFESSIONAL
SERVICES AGREEMENT BETWEEN THE CITY OF LAUREL AND RAFTELIS
FINANCIAL CONSULTANTS, INC. FOR A WASTEWATER RATE STUDY.
BE IT RESOLVED by the City Council of the City of Laurel, Montana,
Section 1: Approval. The Professional Services Agreement with Raftelis Financial
Consultants, Inc. (hereinafter “the Professional Services Agreement) for a Wastewater Rate
Study (hereinafter “Wastewater Rate Study”), a copy attached hereto and incorporated herein,
is hereby approved.
Section 2: Execution. The Mayor is hereby given authority to execute the Professional
Services Agreement on behalf of the City.
Introduced at a regular meeting of the City Council on the 26th day of March, 2024, by
Council Member ________________.
PASSED and APPROVED by the City Council of the City of Laurel the 26th day of
March, 2024.
APPROVED by the Mayor the 26th day of March, 2024.
CITY OF LAUREL
___________________________
Dave Waggoner, Mayor
ATTEST:
_______________________________
Kelly Strecker, Clerk-Treasurer
APPROVED AS TO FORM:
______________________________
Michele L. Braukmann, Civil City Attorney
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Page 1 of 15
PROFESSIONAL SERVICES AGREEMENT BETWEEN
CITY OF LAUREL, MT
AND
RAFTELIS FINANCIAL CONSULTANTS, INC.
This Consulting Agreement (“Agreement”) is entered into this day of , 2024 (hereinafter
referred to as the effective date of the agreement) by and between, City of Laurel, MT (the “Client”) and
Raftelis Financial Consultants, Inc., 383 North Carona, Suite 244, Denver, CO 80218 (“Raftelis”).
Witnesseth
WHEREAS, Raftelis is engaged and experienced in public finance, management, and pricing, and service
delivery, and WHEREAS, The Client desires to hire Raftelis and Raftelis agrees to provide services to the
Client, NOW, THEREFORE, for good and valuable consideration, the receipt and sufficiency of which is
hereby acknowledged, the Parties agree to the terms and conditions set forth herein.
Article 1 – Statement of Work
Raftelis shall provide professional consulting services to prepare Water Rate Study for Client. Raftelis will
perform the services as set forth in its proposal sent to Client dated March 7, 2024 and included herein as
Attachment A, the “Scope.”
Article 2 – Time for Completion
This Agreement will commence upon approval by the Client and remain in effect for a period of one year.
Further renewals of this Agreement are at the option of and shall be mutually agreed to by the Parties.
Article 3 – Compensation
Client shall pay to Raftelis the sum not to exceed $39,795, which includes professional fees and direct
expenses incurred in performing the scope of services, as well as an hourly technology expense
reimbursement, outlined in Attachment B. The parties understand that this sum is based upon the scope of
work contained herein at Raftelis’ current standard hourly rate schedule included in Attachment B. Any
expansion of the scope of work by the Client shall involve discussion of and agreement about additional
fees and time by both parties.
Raftelis shall submit invoices to the Client on a monthly basis for services rendered to the date thereof.
Such invoices shall be supported by appropriate documentation; at a minimum, the task performed, the
individuals working on such task, the level of each such individual, and expenses incurred. Each invoice
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will contain all hours and expenses from Raftelis for the month. Upon receipt of monthly invoice, the Client
will remit payment of same amount to Raftelis within 30 days.
Article 4 – Additional Services
At the Client’s request, Raftelis may submit proposals for additional professional services. Each proposal
submitted shall detail: (1) scope of work for the additional services, (2) period of services to be performed,
and (3) method and amount of compensation. The Client shall provide written acceptance and authorization
to Raftelis prior to the commencement of work on any proposed additional services. Each proposal for
additional services accepted and approved by the Client shall become part of this Agreement and shall be
governed by the terms and conditions contained herein.
Article 5 – Place of Performance
Raftelis shall be responsible for maintaining its own office facilities and will not be provided with either
office facilities or support by the Client.
Article 6 – Indemnification
Raftelis hereby agrees to indemnify and defend the Client, its officers, d irectors, managers and employees
("Indemnified Party or Parties") and to hold the Indemnified Parties harmless against third party claims,
costs and expenses, including reasonable attorney's fees, action, or demands against the Indemnified Parties
and against damages for injury to or death of any person and for loss of or damage to all property caused
by the negligent acts, errors or omissions of Raftelis in performing this Agreement, except to the extent the
claims, demands, liabilities, cost and expenses are caused by the negligent acts, errors or omission of an
Indemnified Party.
Article 7 – Insurance
Raftelis shall maintain the types and levels of insurance during the life of this Agreement as specified below.
The Client will be named as additional insured on Raftelis’ Certificates of Insurance and Raftelis will
provide the Client with these Certificates of Insurance.
Commercial General Liability Insurance – $1,000,000 for each occurrence and $2,000,000 in the aggregate
Comprehensive Automobile Liability Insurance – $1,000,000 combined single limit each occurrence- hired
and non-owned only
Workers Compensation Insurance – Statutory limits
Professional Liability Insurance – $5,000,000 occurrence and $5,000,000 in the aggregate
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Excess or Umbrella Liability – $5,000,000 occurrence and $5,000,000 in the aggregate
Article 8 – Confidential Information
Raftelis acknowledges and agrees that in the course of the performance of the services pursuant to this
Agreement, Raftelis may be given access to, or come into possession of, confidential information from the
Client, of which information may contain privileged material or other confidential information. Raftelis
acknowledges and agrees, except as required by judicial or administrative order, trial, or other governmental
proceeding, that it will not use, duplicate, or divulge to others any such information marked as "confidential"
disclosed to Raftelis by the Client ("Confidential Information") without first obtaining written permission
from the Client. All tangible embodiments of such information shall be delivered to the Client or the
destination of such information by Raftelis requested by the Client. The Client acknowledges Raftelis has
the right to maintain its own set of work papers which may contain Confidential Information.
Article 9 – Independent Contractor Status
It is understood and agreed that Raftelis will provide the services under this Agreement on a professional
basis as an independent contractor and that during the performance of the services under this Agreement,
Raftelis’ employees will not be considered employees of the Client within the meaning or the applications
of any federal, state, or local laws or regulations including, but not limited to, laws or regulations covering
unemployment insurance, old age benefits, worker’s compensation, industrial accident, labor, or taxes of
any kind. Raftelis’ employees shall not be entitled to benefits that may be afforded from time to time to
Client employees, including without limitation, vacation, holidays, sick leave, worker’s compensation, and
unemployment insurance. Further, the Client shall not be responsible for withholding or paying any taxes
or social security on behalf of Raftelis’ employees. Raftelis shall be fully responsible for any such
withholding or paying of taxes or social security.
Article 10 – Reliance on Data
In performance of the services, it is understood that the Client and/or others may supply Raftelis with certain
information and/or data, and that Raftelis will rely on such information. It is agreed that the accuracy of
such information is not within Raftelis' control and Raftelis shall not be liable for its accuracy, nor for its
verification, except to the extent that such verification is expressly a part of Raftelis' Scope of services.
Article 11 – Standard of Performance
Raftelis will perform the services under this Agreement in accordance with the standard of professionals in
its industry prevailing at the time and place the services are performed. Raftelis' opinions, estimates,
projections, and forecasts of current and future costs, revenues, other levels of any sort, and events and
estimates of cost-justified system development fees shall be made on the basis of available information and
Raftelis’ expertise and qualifications as a professional. Raftelis will perform the Scope of services in
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conformance with the professional standards in its field of expertise prevailing at the time and place the
Scope of services are performed. Raftelis does not warrant or guarantee that its opinions, estimates,
projections or forecasts of current and future levels and events will not vary from the Clients' estimates or
forecasts or from actual outcomes. Raftelis identifies costs, allocates costs to customer classes and provides
rate models. It does not establish rates, which is the legislative responsibility of the Client.
Article 12 – No Consequential Damages
To the fullest extent permitted by law, neither party shall be liable to the other for any special, indirect,
consequential, punitive or exemplary damages resulting from the performance or non- performance of this
Agreement notwithstanding the fault, tort (including negligence), strict liability or other basis of legal
liability of the party so released or whose liability is so limited and shall extend to the officers, directo rs,
employees, licensors, agents, subcontractors, vendors and related entities of such party
Article 13 – Termination of Work
This Agreement may be terminated as follows:
1. By Client. (a) for its convenience on 30 days’ notice to Raftelis, or (b) for cause, if Raftelis
materially breaches this Agreement through no fault of Client and Raftelis neither cures such
material breach nor makes reasonable progress toward cure within 15 days after Client has given
written notice of the alleged breach to Raftelis.
2. By Raftelis. (a) for cause, if Client materially breaches this Agreement through no fault of Raftelis
and Client neither cures such material breach nor makes reasonable progress toward cure within 15
days after Raftelis has given written notice of the alleged breach to Client, or (b) upon five days’
notice if Work under this Agreement has been suspended by either Client or Raftelis in the
aggregate for more than 30 days.
3. Payment upon Termination. In the event of termination, Raftelis shall be compensated for all
work properly performed prior to the effective date of termination.
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Article 14 – Notices
All notices required or permitted under this Agreement shall be in writing and shall be deemed deliverable
when delivered in person or deposited in the United States mail, postage prepaid, addressed as follows:
If for the Client: If for Raftelis:
Name Raftelis Financial Consultants, Inc.
383 North Carona
Suite 244
Denver, CO 80218
Title
Address
Article 15 – Ownership of Work Product
All documents, data, compilations reports and studies prepared by Raftelis in performing the Scope of
services shall be the property of the Client; provided that any use other than as contemplated in this
Agreement or any alteration or modification of the Work Product shall be at the sole risk of Client, and
Client shall indemnify, defend and hold Raftelis harmless from any claim, demand, liability, cost or
expenses incurred by Raftelis from such use or modification. Nothing contained herein shall be deemed an
assignment, transfer, or divestiture its use by Raftelis of any of its trade secrets, know- how or intellectual
property.
Article 16 – Compliance with Applicable Laws
Raftelis is an equal opportunity employer and complies with all federal, state, and local fair employment
practices laws. Raftelis strictly prohibits and does not tolerate discrimination against employees, applicants,
or any other covered persons because of race, color, religion, national origin or ancestry, gender identity,
sexual orientation, marital status, sex, pregnancy, age, disability, past, current, or prospective service in the
uniformed services, or any other characteristic protected under applicable federal, state, or local law. All
Raftelis employees, other workers, and representatives are prohibited from engaging in unlawful
discrimination. This policy applies to all terms and conditions of employment, including, but not limited to,
hiring, training, promotion, corrective action, compensation, benefits, and termination of emplo yment.
Any act of discrimination committed by Raftelis in the course of its performance under this Agreement, or
failure to comply with these statutory obligations when applicable, shall be grounds for termination of this
Agreement.
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Article 17 – General Provisions
A. Entire
Agreement:
This Agreement represents the entire and sole agreement between the Parties with
respect to the subject matter hereof.
B. Waiver: The failure of either Party to require performance by the other of any provision
hereof shall in no way affect the right to require performance at any time thereafter,
nor shall the waiver of a breach of any provision hereof be taken to be a waiver of
any succeeding breach of such provision or as a waiver of the provision itself. All
remedies afforded in this Agreement shall be taken and construed as cumulative;
that is, in addition to every other remedy available at law or in equity.
C. Relationship: Nothing herein contained shall be construed to imply a joint venture, partnership,
or principal-agent relationship between Raftelis and the Client; and neither Party
shall have the right, power, or authority to obligate or bind the other in any manner
whatsoever, except as otherwise agreed to in writing.
D. Assignment
and
Delegation:
Neither Party shall assign this Agreement or any rights, duties, or obligations
hereunder without the express written consent of the other. Subject to the foregoing,
this Agreement shall inure to the benefit of and be binding upon the successors, legal
representatives, and assignees of the Parties hereto.
E. Severability: If any provision of this Agreement is declared invalid or unenforceable, such
provision shall be deemed modified to the extent necessary to render it valid and
enforceable. In any event, the unenforceability or invalidity of any provision shall
not affect any other provision of this Agreement, and this Agreement shall
continue in force and effect, and be construed and enforced, as if such provision
had not been included, or had been modified as above provided, as the case
may be.
F. Governing
Law:
This Agreement shall be governed by, and construed in accordance with, the laws
of the State of North Carolina.
G. Paragraph
Headings:
The paragraph headings set forth in this Agreement are for the convenience of the
Parties, and in no way define, limit, or describe the scope or intent of this Agreement
and are to be given no legal effect.
H. Third Party
Rights:
Nothing in this Agreement shall be construed to create or confer any rights or interest
to any third party or third-party beneficiary. It is the intent of the parties that no other
outside, non-party claimant shall have any legal right to enforce the terms of this
Agreement.
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IN WITNESS WHEREOF, the Parties have executed this Agreement by their duly authorized
representatives.
By:
Signature
Title
Date
Raftelis Financial Consultants, Inc.
By:
Signature
Vice President
Date
This is to certify that an appropriation in the amount of this contract is available therefore and that
_________________________ has been authorized to execute the contract and approve all requisitions and
change orders.
By:
Signature
Title
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ATTACHMENT A
STATEMENT OF WORK/ENGAGEMENT LETTER
Wastewater Rate Study
Scope of Work
Task 1.0 – Project Management and Project Initiation1
We will facilitate an on-site kick-off meeting, potentially over the course of one and one-half days, with
staff to review and validate data, and gather any outstanding items or questions. We will also use this
meeting to discuss study objectives and other project management items. We anticipate covering the
following:
Data Request: Prior to the meeting we will submit a data request list for the information needed for
this study. Gathering this information prior to the kick-off meeting will allow us to review and
aggregate our list of questions and clarifications. We will also be able to show how this data will be
used in the models.
Project Management: Finalize scope, milestones, and deliverables, set up regular project
conference calls, and determine primary points of contact. Finalize project goals and objectives to
establish guiding principles for the study against which we will measure results.
Rate Structure Pricing Objectives: Review pricing
objectives identified in the RFP and rank them in
order of importance. Determine how well the existing
rate structure meets those objectives and identify
potential rate structure changes that align with those
objectives. Typical pricing objectives are listed to the
right. Many of these are ‘standard’ or ‘must haves’
such as defensibility and revenue sufficiency however
others can be ranked in order of importance. We will
also develop measurable criteria to benchmark the
objectives against the alternatives
Task 0 Deliverables:
On-site Project Kickoff meeting
Revised data request list (if needed)
Memo summarizing project management items
Listing of ranked pricing objectives by staff
Task 2.0 – Financial Plan
Task 2.1 – Customer Demand and Revenue Projections
1 Hours and expenses for this task split equally between water and wastewater project fee.
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Raftelis will develop customer characteristic profiles for the customer classes. The analysis will include:
Analysis of annual and monthly billed water consumption of each customer class for the past
three fiscal years
Development billed volume per account based on historical data and a projected use per account
based on planning data from the City.
Task 2.2 – Financial Planning Projections
The financial planning task will include the development of forecasted revenues, O&M, debt service, and
capital expenditures along with project bond or loan issues with any rate increases required to meet these
requirements and financial metrics.
A primary consideration in developing an ‘optimal’ financial plan is minimizing annual revenue increases
through balancing the use of reserves, existing rate revenue, revenue bonds, grants, etc. This balance is
subject to the constraints of meeting the City’s target reserve policies, debt service coverage, and other
financial policies requirements on any proposed debt.
This approach is an iterative process. For example, issuing debt to fund a capital project may keep revenue
increases low however, new debt payments may decrease the coverage below the target level. As a result,
a revenue increase may be needed to meet to maintain compliance with the target. The revenue generated
from the increase now may meet debt service coverage and produce an ending balance more than the target
reserve. This excess can be used to partially fund the capital project which, in turn, could reduce the
proposed loan amount. The graphic below illustrates the requirements needed to build a sound financial
plan.
The financial plan activities will include:
A forecast revenue under existing rates using the demands projections in Task 2.1, and other
operating and non-rate revenues for each utility.
Financial Planning Process
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Review existing financial plans, budgets, actuals data, and capital improvement plan programs
Review and discuss with City staff growth assumptions and type of growth anticipated
Develop historical billing analysis to validate wastewater revenue projections
Forecast operations and maintenance (O&M), repair and replacement (R&R) capital, expansion
capital (based on master plan results or other engineering reports), and existing and proposed
debt service
Incorporate new positions, changes in operating efficiencies, inflation, etc.
Identify the projects eligible for bond or state loans based on timing, duration, and the amount
of the project. Raftelis can present financial plan alternatives considering specific projects
financed through revenue bonds, state loans, etc.
Task 2 Deliverables:
Two (2) virtual meetings to present draft and draft-final results to all internal stakeholders and
develop various scenarios to meet revenue requirements
Technical memorandum summarizing the results of the wastewater financial planning analysis
Task 3.0 – Cost of Service Analysis
Raftelis will start with industry-accepted cost-of-service principles and customize our analysis to account
for the specific requirements of this study. The cost-of-service analysis will provide the City with a
defensible justification explaining the reason why the costs are assigned in the manner they are. Raftelis
will need this information to evaluate the level of the current and proposed rates.
The cost-of-service analysis is a multi-step process. It includes determining the revenue requirement,
assigning the revenue requirement to various facilities (functional areas), and further allocating those costs
based on their design criteria or function in the system. Those costs are then distributed to customer classes
based on their wastewater flow and strength characteristics as well as accounts or equivalent meters. Raftelis
will use the cost allocation process based on the industry standard methodologies published in the Water
Environment Federation (WEF) Manual of Practice No. 27, Financing and Charges for Wastewater
Systems.
Task 3.1 – Test Year Revenue Requirement
Raftelis will develop a separate test-year revenue requirement as the basis for our cost of service analysis.
The test year revenue requirement will be based on the City’s forecasted financial plans. The revenue
requirement is the amount of revenue required from rates to meet annual expenditures such as operating,
capital, debt service, and changes in reserves, and is net of other operating and non -operating revenue.
Raftelis will develop a revenue requirement and a cost of service analysis for each utility.
Task 3.2 – Functionalize Revenue Requirements
As a first step in the wastewater cost of service process, Raftelis will allocate the test-year revenue
requirement to the appropriate functional cost categories. O&M expenses are often listed functionally in
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the budget and capital expenditures are typically organized based on the type of facility. Debt service can
be functionalized based on the project the proceeds are intended to fund. During the initial phases of the
study, Raftelis will work with City staff to determine the appropriate functional categories and factors to
use in the analysis.
Task 3.3 – Allocate Functionalized Costs to Cost Components
After assigning the wastewater utility revenue requirement to functional categories, Raftelis will allocate
the costs according to the type of service they are incurred to provide. Cost allocation involves assigning
the functionalized costs from Task 3.2 to the design parameter used to size and construct that facility.
Raftelis will allocate the functionalized costs based on the type of service they provide. Some costs the
utility incurs are a function of the water quantity discharged by a customer, while other costs are associated
with addressing wastewater strengths. Customer service, billing, and metering costs are generally a function
of the number of customers served and the size and type of meter or service. As with the functionalization
process, Raftelis will work with City staff to determine the specific allocation factors that best represent
wastewater utility system cost drivers.
Task 3.4 – Customer Class Wastewater Flow and Loading Characteristics and System Flow
Characteristics
Raftelis will develop customer characteristic profiles for the customer classes. Building on the analysis in
Task 2.1, this analysis will include:
Raftelis will determine billable flow volume, BOD, TSS, equivalent meter, and bills by customer
class
We will use the data from Task 2.1 to project the number of accounts, equivalent meters, and bills.
We will analyze treated influent data for the last three years to estimate projected flows and strength
discharged to the treatment plant. These units serve as the denominator in developing the unit costs of
service for each cost component (Flow, BOD, and TSS)
Task 3.5 – Distribute Costs to Customer Classes
The distribution of allocated costs to customer classes is the final step in determining class cost of service.
This essentially distributes the costs associated with flow, BOD, TSS, and customer costs based on each
classes proportionate contribution based on their flow and strength requirements.
Raftelis will allocate costs in Task 3.3 and 3.4 to each customer class based on their proportionate share of
service characteristics or units of service calculated in Task 3.3. For example, if the residential class’ billable
flow represents 50% of the total contributed flow, Raftelis would allocate 50% of the flow costs to the
residential class. In a similar manner, if the commercial class represents 10% of total BOD, Raftelis would
allocate 10% of the BOD costs to the commercial class. Using the BOD and TSS cost allocations developed
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in Task 3.4, Raftelis will calculate the unit cost of BOD and TSS on a dollar per pound basis for extra
strength customers.
Task 3 Deliverables:
Three (3) virtual meetings to present draft and draft-final results to all internal stakeholders
Technical memorandum summarizing the results of the wastewater cost of service analysis
Task 4.0 – Rate Design
The rate design task will identify the volume- (variable) and customer-related (fixed) costs to be recovered
through rates. Wastewater-related costs recover the costs to collect, treat, and discharge wastewater.
Customer-related costs typically include meter reading and maintenance and administrative costs.
Raftelis will calculate the test-year rates under the current structure for each class. Raftelis will also develop
test-year rates for any rate structure alternatives. Rate structure alternatives will be based on the results of
the pricing objectives identified in Task 1. We will complete the following tasks:
Calculate the cost of service rates under the current rate structure.
Evaluate the current rate structures’ ability to meet the pricing objectives from Task 1. This will
serve as the baseline for comparing other rate structure alternatives.
Create alternative rate structures based on the pricing objectives identified in Task 1. This may
include adjusting the tier thresholds, pricing ratios, or the
addition of new tiers.
Evaluate and rank these alternatives against the rate
structure objectives.
Develop monthly bill impacts and customer bill impacts.
Customer bill impacts will evaluate each customer’s 12
months of bills under existing rates and the proposed rate
structure. This will show the average monthly change for
customers and will provide a realistic picture of how the entire class of customers will be affected.
Develop a wastewater utility bill comparison under the City’s existing and proposed rate alternatives
compared against up to 7 peer utilities
task 4 Deliverables:
Two virtual meetings to present draft and draft-final results to all internal stakeholders.
On-site meeting to review cost of service results
Technical memorandum summarizing the results of the rate design alternatives
Task 5.0 – City Council Meetings and Reports
Task 5.1 – Draft and Final Reports
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Raftelis will prepare a report documenting the Rate Study to serve as a part of the City’s administrative
record. The purpose of this report is to document the methodology used to calculate the City’s wastewater
rates. The report will include an executive summary highlighting decisions reached during the development
of rates. The main body of the report will summarize the underlying model assumptions, the long-term
financial plans, the cost of service analyses, proposed revisions to rate structures, proposed rate derivation,
and customer impacts.
Raftelis will provide a draft report to City staff and the City’s attorney for review and comment. We will
then incorporate any revisions into the final report.
Task 5.2 – Council Presentations
Raftelis will attend up to two City Council meetings to present initial and final results of the study.
Task 5 Deliverables:
Two virtual meetings to review comments and edits to the draft reports.
Draft and final reports
Attendance at up to two (2) City Council meetings
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Proposed Fee
The table below lists the tasks and hours by Raftelis consultant to complete the efforts in this scope of work.
This fee assumes this study will proceed concurrently with the water rate study to save on meeting costs
and other overlapping, similar tasks. The fee will require adjustment should the studies be completed at
separate times.
TC AR NB Total Labor Total Expenses
1. Project Management and Project
Initiation 1 12 12 24 $865 $7,465
2. Financial Plan 2 6 2 28 36 $0 $9,000
3. Cost of Service 2 6 2 28 36 $0 $9,000
4. Rate Design 2 6 2 24 32 $0 $8,080
5. Council Meetings and Reports 2 2 8 12 20 $930 $6,250
8 3 38 6 104 148
$320 $320 $230
$12,160 $1,920 $23,920 $38,000
$38,000
$1,795
$39,795
Hourly Billing Rate
Total Professional Fees
TC - Todd Cristiano
AR - Andrew Rheem
NB - Nicki Bartak
-
-
-
-
Total Fees
Total Expenses
Total Fees & Expenses
Tasks
Web
Meetings
In-person
Project
Meetings
Hours
Total Fees &
Expenses
Total Meetings / Hours
95
Raftelis’ 2024 Standard Hourly Billing Rates
Position Hourly Billing Rate*
Chair/Chair Emeritus $500
Chief Executive Officer/President $450
Executive Vice President $400
Vice President $360
Senior Manager $320
Recruiter $295
Principal/Senior Advisor $295
Manager $285
Senior Consultant $250
Executive Coach $250
Consultant $220
Creative Director $220
Associate Consultant $185
Graphic Designer $160
Analyst $135
Administration $100
Technology/Communications Charge** $10
PRMG – Executive Vice President $375
PRMG – Vice President $340
PRMG – Senior Manager $305
PRMG – Manager $270
PRMG – Senior Consultant $240
PRMG – Consultant $210
PRMG – Associate $175
PRMG – Administration $100
Technology/Communication Charge** $10
* These rates will be in effect for calendar year 2024 and will then increase annually by 3% unless specified otherwise
by contract.
** Technology/Communications Charge – this is an hourly fee charged monthly for each hour worked on the project to
recover telephone, facsi mile, computer, postage/overnight delivery, conference calls, electronic/computer webinars,
photocopies, etc.
*** For services related to the preparation for and participation in deposition and trial/hearing, the standard billing rates
listed above will be increased by an amount up to 50%.
96
File Attachments for Item:
12. Resolution R24-18: A Resolution Of The City Council Authorizing The Additional
Extension Of Approval Of Application For Special Review For J. Johnson Properties Pursuant
To Resolution Nos. R22-07, R23-05, And R23-75.
97
R24-18 Authorize Extension of Special Review Approval Pursuant to Resolution Nos. R22-07 and R23-05 and
R23-75
RESOLUTION NO. R24-18
A RESOLUTION OF THE CITY COUNCIL AUTHORIZING THE ADDITIONAL
EXTENSION OF APPROVAL OF APPLICATION FOR SPECIAL REVIEW FOR J.
JOHNSON PROPERTIES PURSUANT TO RESOLUTION NOS. R22-07, R23-05,
AND R23-75.
WHEREAS, the City of Laurel (hereinafter “the City”) previously approved the
Application for Special Review (hereinafter “the Application”) for J. Johnson Properties
(hereinafter “the Applicant”), pursuant to Resolution No. R22-07, on February 8, 2022;
WHEREAS, the City thereafter approved an extension of approval of the Application,
pursuant to Resolution No. R23-05, on January 24, 2023;
WHEREAS, the City thereafter approved an extension of approval of the Application,
pursuant to Resolution No. R23-75, on September 12, 2023;
WHEREAS, the approval of the Application was subject to conditions that have not yet
been completed by the Applicant;
WHEREAS, the conditions included that “[c]onstruction of any improvements to the
site and building must be completed within twelve (12) months of special review approval”;
WHEREAS, the conditions also specified that the Applicant could request an extension,
if necessary;
WHEREAS, the Applicant needs additional time to complete the conditions, and the
Applicant has requested an additional six (6) month extension from the City; and
WHEREAS, the City is agreeable to the Applicant’s request, by way of formally
extending the provisions of Resolution Nos. R22-07 and R23-05 and R23-75 for an additional
six (6) months from the date of this Resolution.
NOW THEREFORE BE IT RESOLVED, by the City Council of the City of Laurel,
Montana that the terms and conditions of Resolution Nos. R22-07 and R23-05 and R23-75 are
hereby extended by six (6) months from the date of this Resolution to allow the Applicant time
to meet the conditions for approval of the Application for Special Review.
Introduced at a regular meeting of the City Council on the 26th day of March 2024 by
Council Member _____________________.
PASSED and APPROVED by the City Council of the City of Laurel, Montana on the
26th day of March 2024.
98
R24-18 Authorize Extension of Special Review Approval Pursuant to Resolution Nos. R22-07 and R23-05 and
R23-75
APPROVED by the Mayor on the 26th day of March 2024.
CITY OF LAUREL
___________________________
Dave Waggoner, Mayor
ATTEST:
_______________________________
Kelly Strecker, Clerk-Treasurer
APPROVED AS TO FORM:
______________________________
Michele L. Braukmann, Civil City Attorney
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100
101
102
103
104
105
106
107
File Attachments for Item:
13. Resolution R24-19: A Resolution Of The City Council Approving A Memorandum Of
Understanding By And Between The City Of Laurel And Yellowstone County For The Golf
Course Road Paving Project.
108
R24-19 Approve MOU for Golf Course Road Paving Project
RESOLUTION NO. R24-19
A RESOLUTION OF THE CITY COUNCIL APPROVING A MEMORANDUM OF
UNDERSTANDING BY AND BETWEEN THE CITY OF LAUREL AND
YELLOWSTONE COUNTY FOR THE GOLF COURSE ROAD PAVING PROJECT.
BE IT RESOLVED by the City Council of the City of Laurel, Montana,
Section 1: Approval. The Memorandum of Understanding by and between the City of
Laurel and Yellowstone County for the Golf Course Road Paving Project (hereinafter “the
MOU for the Golf Course Road Paving Project”), a copy attached hereto and incorporated
herein, is hereby approved.
Section 2: Execution. The Mayor is hereby given authority to execute the MOU for
the Golf Course Road Paving Project on behalf of the City.
Introduced at a regular meeting of the City Council on the 26th day of March, 2024, by
Council Member ________________.
PASSED and APPROVED by the City Council of the City of Laurel the 26th day of
March, 2024.
APPROVED by the Mayor the 26th day of March, 2024.
CITY OF LAUREL
___________________________
Dave Waggoner, Mayor
ATTEST:
_______________________________
Kelly Strecker, Clerk-Treasurer
APPROVED AS TO FORM:
______________________________
Michele L. Braukmann, Civil City Attorney
109
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2024
Golf Course Road Paving PROJECT
MEMORANDUM OF UNDERSTANDING (MOU)
Between Yellowstone County and the City of Laurel
SECTION I: PARTIES
This Memorandum of Understanding (MOU), has been made and entered into by Yellowstone
County, (County), and the City of Laurel, (City).
SECTION II: PURPOSE
The county is asphalt overlaying a portion of Golf Course Road, a portion of Golf Course Road is
in the city limits. The city would like to have their portion of Golf Course Road overlayed as well.
The county will send out an invitation for bid for the paving project. The project will include the
county’s portion and the city’s portion of Golf Course Road. The city has agreed to pay the
county for the portion of Golf Course Road that is in the city.
A general map of the project is shown as Exhibit A. The City and the County agree via this MOU to pay
their proportionate share of this Project.
SECTION III: RESPONSIBILITIES
County Responsibilities:
The County shall solicit invitations for bid, award the project to the lowest responsible
bidder, enter into a contract with the contractor for the project. Once the project is completed the
county will pay the contractor for the entire project.
Developer Responsibilities:
Upon successful completion of the Project, the city shall reimburse the County for the cost of
their portion of the project.
SECTION IV: INDEMNIFICATION
The County agrees to hold harmless and indemnify the City from and against all claims, losses
damages, or liability, resulting from the negligence of the County or its employees and agents in the
performance of this MOU.
The City agrees to hold harmless and indemnify the County from and against all claims, losses
damages, or liability, resulting from the negligence of the Developer or its employees and agents in the
performance of this MOU.
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SECTION V: MISCELLANEOUS
Any claims or disputes arising out of this MOU, its performance that is not disposed of
by agreement of the parties, shall be submitted to mediation for resolution of the disagreement. If
mediation fails the dispute shall be submitted to arbitration before a single arbitrator according to the
rules and practices of the American Arbitration Association and the findings of the arbitrator shall be
binding on all parties to this MOU. Any costs associated with medication and arbitration shall be born
equally by both parties.
SECTION VI: TERMINATION AND DURATION
Both parties are bound by the terms of this MOU until the Project is completed and the
Project has been closed out. The Project will end when the Project has been closed out.
___________________________________ __________________________
John Ostlund
Chairman Authorized representative
Yellowstone Board of County Commissioner City of Laurel
___________________________________ ________________________________
Date Date
111
File Attachments for Item:
14. Resolution R24-20: A Resolution Of The City Council Approving Accrued Vacation Pay-
Out For City Clerk-Treasurer.
112
R24-20 Approve Accrued Vacation Pay-Out
RESOLUTION NO. R24-20
A RESOLUTION OF THE CITY COUNCIL APPROVING ACCRUED VACATION
PAY-OUT FOR CITY CLERK-TREASURER.
WHEREAS, the City of Laurel (hereinafter “the City”) has utilized the services of
employee Kelly Strecker, the City’s Clerk-Treasurer, this previous year;
WHEREAS, the Clerk-Treasurer has not been able to, because of the demands of the
Clerk-Treasurer position, utilize her accrued vacation time;
WHEREAS, the Clerk-Treasurer will lose her accrued vacation time, if not paid out by
the City of Laurel;
WHEREAS, because of the demands upon her position the previous year, and the needs
of the Clerk-Treasurer Department, the City believes it is justified to pay out the accrued
vacation time for the Clerk-Treasurer; and
WHEREAS, the total amount of accrued vacation time to be paid out to the Clerk-
Treasurer is one-hundred (100) hours of accrued vacation time.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Laurel,
Montana, that the Mayor is authorized to pay-out accrued vacation time for the City Clerk-
Treasurer of one-hundred (100) hours.
Introduced at a regular meeting of the City Council on the 26th day of March 2024 by
Council Member ________________.
PASSED and APPROVED by the City Council of the City of Laurel the 26th day of
March 2024.
APPROVED by the Mayor the 26th day of March 2024.
CITY OF LAUREL
___________________________
Dave Waggoner, Mayor
113
ATTEST:
_______________________________
Kelly Strecker, Clerk-Treasurer
APPROVED AS TO FORM:
______________________________
Michele L. Braukmann, Civil City Attorney
114
File Attachments for Item:
15. Resolution No. R24-21: A Resolution Of The City Council Approving A Commitment Of
Funding For The Completion Of The West Railroad Street Project.
115
R24-21 Approve Commitment of Funding for West Railroad Street
RESOLUTION NO. R24-21
A RESOLUTION OF THE CITY COUNCIL APPROVING A COMMITMENT OF
FUNDING FOR THE COMPLETION OF THE WEST RAILROAD STREET
PROJECT.
BE IT RESOLVED by the City Council of the City of Laurel, Montana,
Section 1: Approval. The Montana Department of Transportation Memorandum
regarding estimated costs of completion for the West Railroad Street Project (hereinafter “the
MDT Memorandum”), a copy attached hereto and incorporated herein, is hereby approved.
Section 2: Execution. The Mayor is hereby given authority to execute the MDT
Memorandum on behalf of the City.
Section 3: City Obligations. The City hereby agrees that it will commit to a funding
addition up to and including the amount of $2,737,319.00 for the completion of this project.
The City further understands and agrees that payment is not required until an estimated sixty
days before bid letting.
Introduced at a regular meeting of the City Council on the 26th day of March, 2024, by
Council Member __________.
PASSED and APPROVED by the City Council of the City of Laurel the 26th day of
March, 2024.
APPROVED by the Mayor the 26th day of March, 2024.
CITY OF LAUREL
___________________________
Dave Waggoner, Mayor
ATTEST:
_______________________________
Kelly Strecker, Clerk-Treasurer
116
R24-21 Approve Commitment of Funding for West Railroad Street
APPROVED AS TO FORM:
______________________________
Michele L. Braukmann, Civil City Attorney
117
118
119
R24-21 Approve Commitment of Funding for West Railroad Street
RESOLUTION NO. R24-21
A RESOLUTION OF THE CITY COUNCIL APPROVING A COMMITMENT OF
FUNDING FOR THE COMPLETION OF THE WEST RAILROAD STREET
PROJECT.
BE IT RESOLVED by the City Council of the City of Laurel, Montana,
Section 1: Approval. The Montana Department of Transportation Memorandum
regarding estimated costs of completion for the West Railroad Street Project (hereinafter “the
MDT Memorandum”), a copy attached hereto and incorporated herein, is hereby approved.
Section 2: Execution. The Mayor is hereby given authority to execute the MDT
Memorandum on behalf of the City.
Section 3: City Obligations. The City hereby agrees that it will commit to a funding
addition up to and including the amount of $2,737,319.00 for the completion of this project.
The City further understands and agrees that payment is not required until an estimated sixty
days before bid letting.
Introduced at a regular meeting of the City Council on the 26th day of March, 2024, by
Council Member __________.
PASSED and APPROVED by the City Council of the City of Laurel the 26th day of
March, 2024.
APPROVED by the Mayor the 26th day of March, 2024.
CITY OF LAUREL
___________________________
Dave Waggoner, Mayor
ATTEST:
_______________________________
Kelly Strecker, Clerk-Treasurer
120
R24-21 Approve Commitment of Funding for West Railroad Street
APPROVED AS TO FORM:
______________________________
Michele L. Braukmann, Civil City Attorney
121