HomeMy WebLinkAboutCity Council Packet 06.25.2024
AGENDA
CITY OF LAUREL
CITY COUNCIL MEETING
TUESDAY, JUNE 25, 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 June 11, 2024.
Correspondence
Council Disclosure of Ex Parte Communications
Public Hearing
2. Public Hearing: A Resolution Of The City Council Approving Amendments To Appropriations
And Revenues For The City Of Laurel’s Fiscal Year 2023-2024 Budget.
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.
3. Claims entered through June 21, 2024.
4. Approval of Payroll Register for PPE 6/9/2024 totaling $250,145.31.
5. Council Workshop Minutes of June 4, 2024.
6. Council Workshop Minutes of June 18, 2024.
Ceremonial Calendar
Reports of Boards and Commissions
7. Budget/Finance Committee Minutes of June 11, 2024.
8. Tree Board Minutes of June 13, 2024.
Audience Participation (Three-Minute Limit)
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Citizens may address the Council regarding any item of City busin ess 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
9. Appointment of Halle Prom and Kaya Lowe to the Laurel Volunteer Fire Department.
10. Resolution No. R24-44: A Resolution Of The City Council Approving The Landfill Use
Agreement With The City Of Billings For Use Of The City Of Billings’ Landfill Facilities.
11. Resolution No. R24-45: A Resolution Of The City Council Approving Amendments To
Appropriations And Revenues For The City Of Laurel’s Fiscal Year 2023-2024 Budget.
12. Resolution No. R24-46: A Resolution Of The City Council Authorizing The Adoption Of The
City Of Laurel Amended Capital Improvement Plan.
13. Resolution No. R24-47: A Resolution Of The Council Awarding The Bid And Authorizing The
Mayor To Execute All Contract And Related Documents For The Purchase Of A Custom-
Chassis Fire Truck From US Fire.
14. Resolution No. R24-48: A Resolution Of The City Council Approving The Montana
Department Of Transportation Title VI Plan For The City Of Laurel Transit.
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
Adjournment
The City makes reasonable accommodations for any known disability 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 June 11, 2024.
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5. Council Workshop Minutes of June 4, 2024.
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6. Council Workshop Minutes of June 18, 2024.
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File Attachments for Item:
7. Budget/Finance Committee Minutes of June 11, 2024.
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File Attachments for Item:
8. Tree Board Minutes of June 13, 2024.
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File Attachments for Item:
9. Appointment of Halle Prom and Kaya Lowe to the Laurel Volunteer Fire Department.
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June 20, 2024
Brittney,
Please move forward with putting the following elected fire fighter in
front of the Mayor and City Council.
Halle M. Prom
JW Hopper
Fire Chief
Laurel Volunteer Fire Department
(O) 406-628-4911
(C) 406-860-0782
jwhopper@laurel.mt.gov
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June 20, 2024
Brittney,
Please move forward with putting the following elected fire fighter in
front of the Mayor and City Council.
Kaya M. Lowe
JW Hopper
Fire Chief
Laurel Volunteer Fire Department
(O) 406-628-4911
(C) 406-860-0782
jwhopper@laurel.mt.gov
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File Attachments for Item:
10. Resolution No. R24-44: A Resolution Of The City Council Approving The Landfill Use
Agreement With The City Of Billings For Use Of The City Of Billings ’ Landfill Facilities.
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R24-44 Approve Landfill Use Agreement with the City of Billings
RESOLUTION NO. R24-44
A RESOLUTION OF THE CITY COUNCIL APPROVING THE LANDFILL USE
AGREEMENT WITH THE CITY OF BILLINGS FOR USE OF THE CITY OF
BILLINGS’ LANDFILL FACILITIES.
WHEREAS, the City of Laurel is in need of utilizing the landfill facilities of the City
of Billings, for disposal of various landfill items collected within the City of Laurel;
WHEREAS, the City of Billings has proposed a Landfill Use Agreement, attached
hereto and incorporated herewith;
WHEREAS, it is the recommendation of the Public Works Department for the City of
Laurel that the City of Laurel approve and execute the Landfill Use Agreement; and
WHEREAS, the City Council has determined that it is in the best interests of the City
of Laurel to approve and execute the Landfill Use Agreement, pursuant to the terms and
conditions stated therein.
NOW THEREFORE BE IT RESOLVED, by the City Council of the City of Laurel,
Montana:
Section 1: Approval of Landfill Use Agreement with City of Billings. The City hereby
elects to approve the Landfill Use Agreement with the City of Billings.
Section 2: Authority. The Mayor is hereby given authority to execute all necessary
documents, including the Landfill Use Agreement, in order to ensure that the usage
contemplated by the Landfill Use Agreement can be accomplished by the City of Laurel.
Introduced at a regular meeting of the City Council on the 25th day of June 2024 by
Council Member _____________________.
PASSED and APPROVED by the City Council of the City of Laurel, Montana on the
25th day of June 2024.
APPROVED by the Mayor on the 25th day of June 2024.
CITY OF LAUREL
___________________________
Dave Waggoner, Mayor
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R24-44 Approve Landfill Use Agreement with the City of Billings
ATTEST:
_______________________________
Kelly Strecker, Clerk-Treasurer
APPROVED AS TO FORM:
______________________________
Michele L. Braukmann, Civil City Attorney
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File Attachments for Item:
11. Resolution No. R24-45: A Resolution Of The City Council Approving Amendments To
Appropriations And Revenues For The City Of Laurel’s Fiscal Year 2023-2024 Budget.
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R24-45 Approve Budget Amendments
RESOLUTION NO. R24-45
A RESOLUTION OF THE CITY COUNCIL APPROVING AMENDMENTS TO
APPROPRIATIONS AND REVENUES FOR THE CITY OF LAUREL’S FISCAL
YEAR 2023-2024 BUDGET.
WHEREAS, the City of Laurel (hereinafter “the City”) adopted all funds revenues and
appropriations for Fiscal Year 2023-2024 on September 5, 2023;
WHEREAS, it is necessary to amend certain budgets as required by Mont. Code Ann.
§ 7-6-4006(3) and (4); and
WHEREAS, the increase in appropriations and revenues are due to unbudgeted
amounts that will be offset by a decrease in reserves.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Laurel,
Montana, that the City Council hereby directs the Clerk-Treasurer to amend the budget as
reflected on the attached Exhibit “A” in order to comply with Mont. Code Ann. § 7-6-4006(3)
and (4); and
BE IT FURTHER RESOLVED that the above amendments are retroactive to June 30,
2023.
Introduced at a regular meeting of the City Council on the 25th day of, June 2024, by
Council Member ________________.
PASSED and APPROVED by the City Council of the City of Laurel the 25th day of
June 2024.
APPROVED by the Mayor the 25th day of June 2024.
CITY OF LAUREL
___________________________
Dave Waggoner, Mayor
198
R24-45 Approve Budget Amendments
ATTEST:
_______________________________
Kelly Strecker, Clerk-Treasurer
APPROVED AS TO FORM:
______________________________
Michele L. Braukmann, Civil City Attorney
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EXHIBIT A
Budget Amendment
Fiscal Year 2023-2024
Fund 2952 – Federal Equitable Sharing
Original Revenues $ 0.00
Amended Revenues 19,407.86
Increase in Appropriation: $ 19,407.86
Original Appropriation 0.00
Amended Appropriation $ 19,407.86
Increase in Appropriation: $ 19,407.86
Per the Department of Justice Standard Operating Procedures, appropriations and
revenues for the Federal Equitable Sharing Fund may not be budgeted using the fiscal year
budgeting process. All appropriations and revenues must be budgeted after the end of the
fiscal year, using the budget amendment process.
_________________________________
Fund 7030 – Library Federation
Original Appropriation 7397.00
Amended Appropriation $ 9372.00
Increase in Appropriation: $ 2856.00
Unanticipated Revenue from the state Library. Increase appropriation to offset the
unexpected revenue.
Fund 7030 – Library Federation
Original Revenue $ 5100.00
Amended Revenue $ 10886.00
Increase in Revenue: $ 2856.00
Unanticipated Revenue from the State Library. Increase appropriation to offset the
unexpected revenue.
____________________________________
Fund 2701 – Splash Park
Original Appropriation $ 93,435.00
Amended Appropriation $ 96,729.00
Increase in Appropriation: $ 3294.00
Increase Appropriations, due to donations made to the Splash Park.
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____________________________________
Fund 3503 – SID #113 – Fourth Street
Original Appropriation $ 19599.00
Amended Appropriation $ 29599.00
Increase in Appropriation : $ 10,000.00
Error when inputting budget numbers in budget book, one loan payment was left off. This
will have no effect on cash reserves.
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File Attachments for Item:
12. Resolution No. R24-46: A Resolution Of The City Council Authorizing The Adoption Of
The City Of Laurel Amended Capital Improvement Plan.
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R24-46 Approve Adoption of Amended Capital Improvement Plan
RESOLUTION NO. R24-46
A RESOLUTION OF THE CITY COUNCIL AUTHORIZING THE ADOPTION OF
THE CITY OF LAUREL AMENDED CAPITAL IMPROVEMENT PLAN.
WHEREAS, on May 25, 2021, the City of Laurel (hereinafter “the City”) issued a Task
Order to KLJ Engineering to assist in preparation of a Capital Improvement Plan for the City;
WHEREAS, a Capital Improvement Plan is a tool intended to be used by the City to
assist in the prioritization and budgeting process for the City’s infrastructure and capital
improvements;
WHEREAS, KLJ Engineering and City Department Heads and Staff held multiple
meetings in order to identify capital improvement projects, prioritize such projects, and
establish cost estimates for said projects;
WHEREAS, KLJ Engineering, in conjunction with City Department Heads and Staff
have identified areas of possible capital improvement for the City, and those projects are
identified in the Capital Improvement Plan;
WHEREAS, on June 27, 2023, the City Council adopted the Capital Improvement Plan
recommended by KLJ Engineering, City Department Heads, and City Staff;
WHEREAS, since the adoption of the Capital Improvement Plan, the City has identified
the need for a Custom-Chassis Fire Truck for the City of Laurel Fire Department;
WHEREAS, the City believes that the Capital Improvement Plan needs to be amended
to reflect this capital need, and Staff has prepared the amended Capital Improvement Plan,
attached hereto and incorporated herewith, reflecting this change; and
WHEREAS, the City of Laurel now wishes to adopt the amended Capital Improvement
Plan to assist in guiding the City’s capital improvement projects for the future, prioritizing such
projects, and establishing cost estimates for said projects.
NOW THEREFORE BE IT RESOLVED by the City Council of the City of Laurel,
Montana, that the City of Laurel amended Capital Improvement Plan, a copy attached hereto
and incorporated herein, is hereby approved.
Introduced at a regular meeting of the City Council on the 25th day of June, 2024, by
Council Member ________________.
PASSED and APPROVED by the City Council of the City of Laurel the 25th day of
June, 2024.
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R24-46 Approve Adoption of Amended Capital Improvement Plan
APPROVED by the Mayor the 25th day of June, 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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Contents
INTRODUCTION ............................................................................................................................................. 2
COMMUNITY BACKGROUND ........................................................................................................................ 3
PUBLIC WORKS: ............................................................................................................................................. 5
PUBLIC SAFETY: ........................................................................................................................................... 11
CITY CLERK/TREASURER: ............................................................................................................................. 16
CITY PLANNING: .......................................................................................................................................... 16
CITY LIBRARY ............................................................................................................................................... 19
COMMUNITY-WIDE/MULTIPLE DEPARTMENT PROJECTS: ......................................................................... 20
Projects and Potential Funding Summary ................................................................................................... 21
AVAILABLE COMMUNITY FUNDING RESOURCES: ....................................................................................... 26
EXTERNAL FUNDING RESOURCES: .............................................................................................................. 27
RECOMMENDATIONS AND SUMMARY STATEMENTS: ............................................................................... 30
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INTRODUCTION
A Capital Improvement Plan (CIP) is first, and foremost, a tool used to assist a community in the
prioritization and budgeting process for community infrastructure and capital improvements. The CIP
process is intended to assist community leaders in identifying capital improvement needs and issues early
and to build a strategy to maximize often limited revenues, while achieving maximum public good. Added
benefits to the CIP process are identification of projects and priorities in a way that allows for public
engagement, strategic investment, and phased approaches that allow for a coordinated approach to
funding, early preparation for available grant funding, and a coordinated approach to community
infrastructure needs.
On May 25,2021, the City of Laurel issued a Task Order to KLJ to assist in
preparation of a CIP. A series of meetings was scheduled with City
Department Directors and staff in which capital projects were identified,
prioritized, and estimates of cost established in conjunction with preparation
of annual Department operations and acquisitions budgets.
For purposes of the CIP, a “Capital Project” is defined as any acquisition,
improvement, or expenditure that exceeds $50,000 and/or has a useful life of
five (5) years. The established $50,000 cost threshold includes design,
engineering, architectural planning, financing, procurement, and construction costs associated with
completion of the identified project. It also includes rehabilitation and maintenance projects necessary to
preserve the functionality of existing equipment and infrastructure. Operations and Maintenance (O&M)
are excluded as are consumable items, staff, and training.
Also, for purposes of the CIP, projects are ranked on a scale of 1-5 and the following guidance was provided
to staff and utilized to select and prioritize projects for the next five years:
1=Need
2=Could Really Use
3=Want
4=Would be Nice
5=If We Have the Funding
As is typical in most communities, the Public Works Department, as the custodian of most of the
community capital infrastructure, is the primary beneficiary of the CIP and the related planning process.
It is, however, hoped that with ongoing use of the document, other Departments will see the value and
rewards associated with the CIP. When utilized consistently, a CIP will assist not just public works, but
department leaders and staff as well as City Council in making critical financial and manpower decisions
related to city infrastructure and equipment.
The CIP is a “living” document in that it is intended to be easily updated to reflect changing priorities,
unforeseen events, and the passage of time. It is also important to point out that most of the projects
discussed herein are very complex and require elevated levels of analysis and design before an engineer’s
opinion of probable costs can be established. Where possible, equipment suppliers were contacted to
get estimates, but estimates are “in the moment” costs and, again, will require additional analysis and
review depending on when the project comes to fruition. Construction and infrastructure project costs
have been estimated following discussions within the CIP planning team and utilizing past projects of
similar scope and size as a base for estimation.
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It is essential to remember that actual infrastructure project costs are a function of scope, schedule, on-
site conditions, supply chain, and workforce costs at the time of project initiation/completion; all of which
are beyond the scope and intent of the CIP. Costs outlined are high-level estimates utilizing information
available at the time of the planning process. They should be treated accordingly and, as the City moves
forward with projects, should be re-assessed based on more specific analysis and current costs.
COMMUNITY BACKGROUND
The City of Laurel originated in 1806 when Captain William
Clark, of the Lewis and Clark expedition, camped at the
mouth of the Clarks Fork River where it meets the
Yellowstone River. The site was originally known as Carlton,
but later was changed to Laurel because of an abundant
local shrub found in the hometown of a railroad official
from North Carolina residing there. Eventually, Laurel
moved north and west (further away from the Yellowstone
River), to locate where it is today.
Laurel is home to approximately 6,300 people within the City limits and another 5,000 in the
surrounding area. It is considered a “bedroom” community to the largest urban center in Montana,
Billings, but maintains the small-town atmosphere and feel, giving residents the best of both a small
town and a nearby urban center. Like many Montana communities, particularly following the onset of
COVID-19, Laurel is growing. The community experienced slow but steady growth between 2000-2020
and is now seeing more rapid growth related to the relocation of people from urban centers outside the
state seeking the wide-open spaces and natural social distancing provided in rural Montana.
Like many communities in Montana, part of Laurel’s appeal is
access to significant outdoor recreation opportunities. Laurel is
within a very short distance of Riverside Park, Buffalo Mirage
Fishing Access, Laurel Golf Club and Cooney Dam. It is also a
gateway for visitors to Red Lodge, Bear Tooth Pass, and
Yellowstone National Park.
As previously indicated, Laurel often serves as the residence and
home to employees who work for various businesses in Billings.
There are, however, two major local employers in Laurel: Montana
Rail Link (MRL) and Cenex Harvest States Refinery. The “Laurel
Leaf” refinery began operations in 1930. In 1943, the refinery was
purchased by Farmers Union Central Exchange, and in 1972, the
company changed their name to Cenex Harvest States Refinery.
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Laurel also straddles both
sides of an intricate pattern of
railroad tracks. Home to the
largest and busiest rail yard in
Montana, it extends for 2.5
miles on a wedge-shaped
piece of land between East
Main Street and Shannon
Road. MRL has owned the
yard since 1987, but prior to
that, Burlington Northern
Santa Fe (BNSF) operated it
from 1970-1987, and
Northern Pacific prior to that, with the first recorded train stopping in Laurel in 1882.
The average annual income in Laurel (according to the 2010 census) is $51,790 and the community is
predominantly Caucasian (estimated at just under 95 percent of the community). Laurel is an
incorporated community, utilizing an elected Mayor and City Council for governance. There are 9 council
members (including the Mayor), representing four (4) City Wards, as well as several functioning boards,
commissions, and authorities supervising several Department Directors and related staff. The City’s
mission is “elected officials, appointed committee members, employees, and volunteers of the City of
Laurel are committed to developing and enhancing community quality of life while preserving the City’s
unique character. This is accomplished by providing the best municipal services possible.”
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PUBLIC WORKS:
As previously indicated, public works, by nature of their role
as custodians of most of the community capital
infrastructure, plays a critical and key role in capital
planning. Matt Wheeler is the current Public Works Director.
He is supported by leadership by building inspection and
planning. The goal of public works is to “ensure an
unsurpassed quality of life and to provide dependable,
knowledgeable staff to serve the community.”
The following projects under public works supervision and purview have been identified and prioritized:
Public Works -Storm Water, Streets and Parks
Project Name Year Priority
#
Fund Type Project Cost Estimate
Street reconstruction of W.
12th Street between Valley Dr.
and 1st Ave.
2024 1 General $360,000
Storm Water Plan for the
South Side
2024 2 General $75,000
Thompson Park Facility Update 2024 2 General $500,000
Underground Sprinkler
Systems-City Parks
2025 4 General $50,000/1 acre
Kiwanis 3.95 acres - $200,000
Nutting 2.5 acres - $125,000
Estimated Total:
$250,000/$325,000
Parks & Cemetery Equipment
Replacement
2025 5 General $72,000
BMX Bike Track at Fir Field NW
of the intersection of Fir Ave.
& Eleanor Roosevelt Dr.
2026 1 General $250,000
Cemetery Expansion & Road
Replacement
2026 1 General $750,000
Stormwater Outfall Structure
from Russell Park to the
Yellowstone River
2027 3 General $960,000
1st Ave Storm Water
Replacement
2028 1 General $1,265,000
Southside Stormwater
Improvements (to the alley
east of Woodland next to the
Senior Center)
2028 5 General $15,000,000
PASER PMP Category 3 & 4
Streets
2026/
2028
1 General/Street
Maint. Fund
$17,500,000
PASER PMP Category 1 & 2
Streets
2028/
2035
1 General/Street
Maint. Fund
$35,600,000
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Additional Detail:
W. 12th Street Reconstruction: $360,000
West 12th Street between Valley Drive and 1st Ave. has deteriorated to the point where reconstruction of
that section of street required.
Storm Water Plan for the Southside: $75,000
Includes storm water management collection and outfall identification.
Thompson Park Facility Update: $500,000
Thompson Park is currently home to tennis court facilities that are in disrepair and no longer meet the
needs or demand of the community. Costs are for demolition of the existing facilities/structures.
Underground Sprinkler Systems City Parks: $250,000-$325,000
Kiwanis, & Nutting Parks currently have above-ground irrigation systems laid out and taken down after
use. The City would like to install automatic underground systems at each of these Parks.
Parks & Cemetery Equipment Replacement: $72,000
The Parks and Cemetery Department needs to replace existing equipment to include a truck, lawnmowers,
and a crack-sealer.
BMX Bike Track: $250,000
The local community has identified a BMX bike track as a need for the community. This is to include a
toddler run as well as a track for more advanced riders.
Cemetery Expansion and Road Replacement: $750,000
The Cemetery Master Plan recommends expansion of the existing cemetery grounds and replacement of
the internal roads to include new signage and an information kiosk to assist visitors in wayfinding.
Stormwater Outfall Structure: $960,000
The Southside Stormwater Masterplan identified replacement of the existing outfalls as a high priority.
The creation of stormwater detention in Russell Park is not a permanent solution to Laurel’s Southside
stormwater issues.
1st Ave Storm Water Replacement: $1,265,000
Current storm water piping between 1st Street and 7th Street must be replaced. It is old (wood
construction) and past its useful life.
Southside Stormwater Improvements (to the alley east of Woodland next to the Senior Center):
$15,000,000
There are currently stormwater flow issues in this area that require correction. Ideally, to avoid future
issues and to maximize funding and manpower, the water and wastewater systems in the area should be
upgraded at the same time.
PASER PMP Category 3 and 4 Streets: $17,500,000
Encompasses City streets structural overlay projects.
PASER PMP Category 1 and 2 Streets: $35,600,000
Encompasses City Street reconstruction projects.
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Public Works -Water
Drinking water in Laurel is surface water
that comes from the Yellowstone River,
south of the City. Like all other public
utilities, supervision and maintenance of
the City water system falls to the Public
Works Director and his/her staff. As
required by the Safe Drinking Water Act
(SDWA), the City produces an annual
Drinking Water Quality Report, providing
details as to where City water comes
from, what it contains, and how it
compares to standards set by regulatory
agencies. To review a copy of the 2021
Annual Drinking Water Quality Report (or
prior year reports) please go to https://cityoflaurelmontana.com/publicworks/page/annual-drinking-
water-quality-reports.
The following projects related to public works specific to the drinking water system have been identified
and prioritized:
Public Works -Water
Project Name Project Year Priority # Fund Type Project Cost
Bulk Water Sales Station 2024 1 Enterprise $200,000
West 7th Street Water
Replacement
2024 3 Enterprise $650,000
Riverside Park Water +
Irrigation System
2025 1 General $360,000
Water Treatment Plant
Stormwater Improvements
2025 2 Enterprise $125,000
New Water Tank, Booster
station & piping redundancy
2026 1 Enterprise $21,000,000
1st Ave. Water Valve
Installation Project
2028 1 Enterprise $170,000
City Wide Valve & Hydrant
Replacement Project
2024-2028 2 Enterprise Valves 100
$4,000/EA
FH 50
$6,500/EA
Total
$725,000
Replacement of water lines 2024 - 2028 3 Enterprise 900 ft @ $400/lf
$360,000
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Additional Detail:
Bulk Water Sales Station: $200,000
The bulk water sales station would be a money generator for the City as there is a large community
outside of the City that hauls water and needs a nearby source.
West 7th Street Water Replacement: $650,000
The water main line in West 7th Street between Alder Avenue and Cottonwood is deteriorated and has
exceeded useful life. The line has repeatedly broken in the last 2-3 years and requires replacement.
Riverside Park Water + Irrigation system: $360,000
This project includes a new water line from the Yellowstone Bridge into Riverside Park as well as related
new service connections to feed all the existing structures.
Water Treatment Plant Stormwater Improvements: $125,000
Currently, there are issues with stormwater collecting outside the water treatment plant facility as well
as the water plant. To address these concerns, grading needs to be adjusted/improved to allow for
disbursement/removal of stormwater to the river.
New Water Tank, Booster station & Piping Redundancy: $21,000,000
As identified in the 2022 Laurel Water system PER, the community needs a new water tank, upgrades to
the booster station and piping redundancy to provide adequate pressures and volumes in Zone 2.
1st Avenue Water Valve Installation Project: $170,000
Currently, there are few to no valves that are operable on this street. The project and related costs
outlined would allow for installation of water valves on the north-south mainline in 1st Avenue.
City-Wide Valve & Hydrant Replacement Project: $725,000
Valves are failing throughout the City due to corrosion. This has resulted in several hydrants that are no
longer functioning. Costs reflect a city-wide assessment and replacement of valves and related hydrants
to ensure functional fire protection in all City locations.
Replace Out of Date Water Lines: $360,000
The existing cast iron water mains used in various locations throughout the City are deteriorating and
reaching the end of their useful life. These will need to be replaced with modern/upgraded materials.
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Public Works Wastewater
The City of Laurel wastewater treatment plant underwent signficant improvements in 2019. Supervision
and maintenance of the City wastewater system falls to the Public Works Director and his/her staff. The
following projects related to public works specific to the wastewater system have been identified and
prioritized:
Public Works Wastewater
Project Name Project Year Priority 1 -5 Fund Type Project Cost
Primary Clarifier Recoating 2024 1 Enterprise $200,000
Sewer line replacement in
the alley between Main St &
1st St from 5th Ave. to 7th Ave.
2024 1 Enterprise $350,000
Wastewater Plant Boilers 2025 2 Enterprise $600,000
Manhole Lining Project 2024 to 2028
3-5 Year Plan
3 Enterprise MH – 563
$3,500/MH
$500,000
Additional Detail:
Primary Clarifier Recoating: $200,000
Costs include draining and recoating of two of the clarifiers currently being utilized at the Wastewater
Treatment Plant.
Sewer Line Replacement from 5th to 7th Ave:
The sewer main line in the alley way between Main Street and W. 1st Street from 5th Ave. to 7th Ave. is in
poor condition and recent failures have prompted it replacement.
Wastewater Plant Boilers: $600,000
A recent boiler Inspection identified that the wastewater plant boilers are failing and there is risk they
may not be recertified during the next inspection.
Manhole Lining Project: $500,000
Costs are to line existing internal manholes throughout the City to assist in reducing I&I in the system.
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Public Works Solid Waste
The City of Laurel solid waste
division is under the supervision
and maintenance of the Public
Works Director and his/her staff,
most specifically to the
Maintenance Supervisor. Solid
waste is part of the larger
Sanitation Department which also
includes sanding/snow removal,
street cleaning, information about
the container site (dump) and the
schedule for public transit.
The following projects related to
public works specific to the solid waste division have been identified and prioritized:
Public Works-Solid Waste
Project Project
Year Funding Sources Priority (1-5) Project Costs
Solid Waste Building 2024 Solid Waste
Enterprise
2 $650,000
Garbage Truck Replacement 2025 Solid Waste
Enterprise
1 $350,000 (each)
Garbage Container Replacement 2026 Solid Waste
Enterprise
1 $30,000
Transfer Station Expansion 2028 Solid Waste
Enterprise
3 $600,000
Additional Detail:
Solid Waste Building: $650,000
Currently, several of the reserve solid waste trucks are stored outdoors. These vehicles are exposed to
extreme temperatures/poor weather conditions, and vandalism. During the winter months, extreme cold
temperatures mean that reserve vehicles may not start and are therefore not available to fill the void
when a frontline vehicle goes down. Ideally, as with City vehicles utilized for water and wastewater
department use, all vehicles would be stored indoors.
Garbage Truck Replacement: $350,000
All five (5) of the existing garbage collection trucks need to be replaced. If all were replaced the total
estimated cost would be $1,750,000 ($350,000 each)
Garbage Container Replacement: $30,000
Replacement of 2 of the 40-yard garbage containers at the Container Site. ($15,000 each)
Transfer Station Expansion: $600,000
The existing garbage transfer station building is at/above maximum capacity. Estimated cost is for
expansion and/or addition to the existing garbage transfer station building.
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PUBLIC SAFETY:
Public Safety encompasses the diverse needs of individual citizens as well as
whole communities. Modern advancement in transportation,
communications, and commerce have rapidly shifted how citizens manage
their daily lives. Today’s conveniences keep lives moving and as the public
has adapted their use, so have criminals. Ensuring the safety of the public has
become increasingly expensive and complex. Community safety reflects not
only violent acts, but also injuries caused unintentionally through accidents.
Communities, including Laurel, often spend most of their public dollars in this
arena, seeking to reduce both the existence and perception of unsafe
environments, neighborhoods, and activities. The Laurel Police Department
typically employees 14 sworn officers and 6 dispatchers.
The following projects/purchases related to public safety have been identified and prioritized:
Police Department:
Project Project
Year
Funding
Sources Priority (1-5) Project Costs
Replacement of one (1)
vehicle each year Annual General 1 $70,000 (per vehicle)
New Law & Justice Center 2025 General 1 $10,000,000
Establishment of a new
Repeater site 2027 General 2 $150,000
Additional Details:
Vehicle Replacement: $70,000 (annually)
The Police department has very few vehicles and places an estimated 40,000 miles on each car every
year. This high level of use requires each vehicle be replaced every 3-4 years. Replacement of at least
one (1) vehicle each year allows for expenditures to be disbursed over multiple years instead of
purchasing all new cars in a single year.
Law and Justice Center: $10,000,000
As has been noted in several sections of the CIP, adequate space for City operations is a significant issue
for the City. Fire, police, ambulance, and court systems are all struggling to accommodate staff needs as
well as storage needs for equipment and vehicles. These issues cause undue stress on employees, but also
impact the ability of staff to meet the public’s needs. Creation of a law and justice center would aid in
reducing/alleviating immediate concerns specifically related to police and criminal justice. As has been
discussed, depending on the availability of land and facility space, this could be combined with
construction of a new city hall and/or new fire/police/ambulance facilities to best meet community needs
and limit costs to the degree possible.
New Repeater Site: $150,000
The radio communications system for the City has several locations in which communications between
patrol units and dispatch are poor. The addition of a repeater should provide the coverage needed within
the designated patrol area of the police department. The repeater would also benefit the ambulance and
fire departments, both of which are experiencing the same inconsistency of communications quality.
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Fire Department:
The Laurel Volunteer Fire Department (LVFD) is proud and honored to have been able to serve the citizens
of Laurel and the surrounding area for over 100 years. The main purpose of the LVFD is to provide
firefighting and emergency rescue response to the community of Laurel and the 125 square miles
surrounding Laurel, including to all those who travel through Laurel. In addition, the LVFD provides mutual
aid to the City of Billings, Park City, CHS Industrial Fire Departments, and several surrounding fire
departments in Lockwood, Red Lodge, Columbus, Molt, and Joliet.
The Laurel Volunteer Fire Department Association, made up of members of the LVFD, has a long-standing
tradition of supporting Laurel in community service, including hosting the world class 4th of July fireworks
show, which is rated as one of the top ten events in the northwest.
The LVFD is also known for its award-winning fire prevention program. The LVFD visits the children of
Laurel several times each year, educating on preventing fires and fire safety.
Fire Department:
Project Project
Year Funding Sources Priority (1-5) Project Costs
Fire Fighter Protection Gear 2024 General 1 $43,000
(annually)
Army 2 ½ ton Type 3 or 4 Brush
Truck Replacement 2025 General 1 $750,000
Communication Equipment
Replacement
2025-
2028 General 4 $20,000
(annually)
New Repeater 2026 General 2 $150,000
Tender Replacement 2026 General 5 $290,000
Shed for Major Equipment 2027 General 1 $500,000
New Fire Station (FA) 2027 General 5 $15,000,000
Custom-Chassis Rescue Fire Truck 2028 Safer Grant 5 $1,100,000
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Additional Detail:
Fire Fighter Protection Gear: $43,000 (Annually)
Costs encompass outfitting up to 10 fire fighters annually with necessary protective gear at an average
cost of $4,300 per fire fighter. Current equipment is aging (some as old as 10 years) and reaching the end
of a safe useful life. This includes replacement of coats, helmets, and other related personal safety
equipment ensuring that fire fighters remain safe and have appropriate equipment to do the work.
Army 2 ½ Ton Type 3 or 4 Brush Truck Replacement: $750,000
Cost represents the estimate for replacement of the current 1973 Type 4, 2 ½ Ton Brush Truck with an
Army 2 ½ ton with a Type 3 or 4 Brush Truck
(125-250 gpm pump; 500-750-gallon tank).
Communication Equipment Replacement: $20,000 (Annually)
The Department is considering a bulk replacement of all the communications equipment or an annual
partial replacement that ensures communications equipment is always fully functional and of the
highest quality. The primary advantage of a total replacement is ensuring all equipment is standardized
and compatible. The obvious drawback is centralizing the full cost into a single fiscal year. The most
expedient and cost-effective solution would be to purchase half of the equipment in June of one fiscal
year and the second half in July, which would be a new fiscal year, allowing for purchase of standardized
and compatible equipment with the costs spread over two separate fiscal years.
New Repeater: $150,000
This priority is also noted in Public Safety Police Department section of the CIP. The radio communications
system for the City has several locations in which communications between patrol units, ambulances and
fire vehicles is poor. The addition of a repeater should provide the coverage needed within the designated
patrol and service area of these departments. The repeater would benefit all the public safety providers
all of which are experiencing the same inconsistency of communications quality.
Tender Replacement: $290,000
Cost represents the replacement of the current 1999 Freightliner Type 1 Vac Tender (500 gpm; 2850-
gallon tank) with the Tactical Tender (3000 gallon tank), estimated at between $200,000-$290,000 in
2021 dollars.
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Shed for Major Equipment: $500,000
The facility currently being utilized for equipment belongs to Public Works, and, as such, is primarily
utilized for storage of public works equipment, resulting in fire department equipment being stored
outside. When equipment is exposed to weather, the useful life is diminished due to wear from the
elements. A separate shed for fire station equipment would ensure that all equipment can be
adequately stored and protected from weather and related wear and tear, increasing the time
equipment is viable and ensuring the quality of the equipment for the duration of its use.
New Fire Station: $15,000,000
The current fire station no longer meets the needs of the fire department or the anticipated growth of
the community. Construction of a new fire station would allow for additional bays/storage for all
vehicles and apparatus, living quarters for increasingly diverse staff, and adequate office space to
perform required administrative functions of the Department.
Custom-Chassis Rescue Fire Truck Addition: $1,100,000
Costs are for the addition of a Custom-Chassis Rescue Fire Truck. This Fire Truck, if purchased, will
include a 3/16” Extruded Aluminum Body Configuration, with Pump Capacity of 1500 GPM and a Tank
Capacity of 1000 Water/30 Foam.
Ambulance General:
The Laurel Ambulance Service provides emergency medical and public safety services for the City of Laurel
and surrounding territory in Yellowstone County, serving approximately 205 square miles. The ambulance
service is staffed by volunteer EMRs, EMTs, and paramedics and became a city-run agency in June of 1976.
The Ambulance Service responds to approximately 850-1000 calls annually.
Ambulance/EMS Services:
Project
Project
Year
Funding Sources
Priority 1-5
Project Costs
Replace Ambulance-Care 2 2026 General 1 $300,000
Communication Equipment
Replacement 2026 General 2 $20,000
3 - Physio Control LP-15 Defibrillator 2027 General 1 $90,000
Replace Primary Ambulance 2027 General 2 $300,000
Acquire ‘Mega Code Kelly’ 2028 General 4 $10,000
Community Paramedicine Equipment 2028 General 5 $120,000
Additional Detail:
Ambulance Replacement, Care 2: $300,000
Care 2, the second ambulance, needs replacement. It is a 1999 unit, has high mileage, and is nearing the
end of its useful life. In addition, it does not have 4-wheel drive, which given the unpredictable weather
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in Laurel is required to ensure accessibility throughout the Laurel service area. Annual maintenance
costs for the vehicle are reaching a level near the cost of the new ambulance.
Communication Equipment replacement: $20,000 (Annually)
As is the case with replacement of the communications equipment in the Fire Department, the
Ambulance Service is also considering a bulk replacement of all the communications equipment or an
annual partial replacement that ensures communications equipment is always fully functional and of the
highest quality. The primary advantage of a total replacement is ensuring all equipment is standardized
and compatible. The obvious drawback is centralizing the full cost into a single fiscal year. The most
expedient and cost-effective solution would be to purchase half of the equipment in June of one fiscal
year and the second half in July, which would be a new fiscal year, allowing for purchase of standardized
and compatible equipment with the costs spread over two separate fiscal years.
Physio Control LP-15 Defibrillator: $90,000
The Departments’ defibrillators need to be upgraded or replaced. These
are essential life-saving equipment. The current plan is to place these
devices on a routine amortization schedule so that the equipment is
updated promptly and remains within current health and safety standards
for use.
Ambulance Replacement, Primary: $300,000
Cost includes the replacement of the primary ambulance in 2024. This is the anticipated time frame in
which the primary vehicle will reach high enough mileage and needed repair/maintenance that meets or
exceeds the cost of replacement.
Mega Code Kelly. $10,000
Mega Code Kelly is the most recent generation of training aids available to EMS Departments. Training
and training aids are a critical piece of providing continual preparation for first responders to address
life-threatening situations.
Community Paramedicine Equipment: $120,000
There is a strong desire is to create a Quick Response Unit (QRU) to
address urgent EMS needs within the jurisdiction. The cost estimate
provided is not for personnel costs but is instead proposed to acquire the
necessary equipment and a vehicle to support QRU operations.
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CITY CLERK/TREASURER:
In addition to public works and public safety, the City is responsible for the daily governance of the
community. This includes duties that fall to Clerk/Treasurers office which include the City Clerk, records
and information technology, utility billing, accounts payable and receivable, the cemetery, treasury, water
office and various other entities required to ensure City government remains operatio nal. The
Clerk/Treasurer Department has custody of, and is responsible for, all official records and monies
belonging to the City of Laurel.
The following projects/purchases related to the City Clerk/Treasurer Division have been identified and
prioritized:
City Clerk/Treasurer
Project
Project
Year Funding Sources Priority (1-5) Project Costs
New Accounting Software 2027 General 1 $80,000
Additional Detail:
New Accounting Software: $80,000
The finance accounting software used by the Clerk/Treasurer is outdated. A new accounting program
needs to be purchased that better meets current accounting standards as well as the growing needs of
the community.
CITY PLANNING:
Laurel City Planning is responsible for guiding and directing the future growth of the City. Staff strives to
plan for growth and development while maintaining the hometown atmosphere that Laurel citizens enjoy.
The City Planner is responsible for current short-, medium- and long-term planning, zoning compliance,
subdivision review, and economic development activities. The Department seeks to both build on current
assets within the city through development and to grow the city through thoughtful planning projects and
strategic expansion.
The main goals of the City Planner are to:
Provide consistent direction for projects within the City
Manage major planning activities and codes.
Guide subdivision development through the public process
Ensure growth activities maintain a high quality of life for residents.
Create an attractive community for prospective residents, businesses, and institutions.
The following projects/purchases related to City Planning have been identified and prioritized:
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City Planning:
Project
Project
Year Funding Sources Priority (1-5) Project Costs
Annexation Plan 2024 General 1 $30,000.00
Zoning Code Updates 2024 General 1 $25,000.00
West Laurel Interchange
Study
2024 General 1 $50,000.00
Land Use, Zoning, and
Infrastructure Study
in/around the West Laurel
Interchange and Golf
Course Rd Corridor.
2025 General 2 $60,000.00
($25,000 awarded
from Dept of
Commerce)
Subdivision Code Update 2025 General 2 $40,000.00
Downtown Master
Planning
2025 General 3 $50,000.00
Department Vehicles 2026 General 4 $100,000
Park Master Plan 2026 General 4 $30,000.00
Trails Plans 2026 General 4 $40,000.00
Growth Management
Policy
2028 General 5 $50,000
Additional Detail:
Annexation Plan: $30,000
Costs include development of a plan that establishes priorities for the annexation of land and property
surrounding the current city limits of Laurel, including subdivisions and properties within the Laurel Zoning
Jurisdiction (County Properties on Laurel water and/or sewer, the golf course corridor and West Laurel
Interchange, north/near east (E 8th, Yard Office), and the airport and adjacent areas).
Zoning Code Update: $25,000
Cost includes a comprehensive update to Laurel Municipal Code (LMC) Chapter 17. Significant items in
need of update include zoning districts, sign code, overlay districts and allowable uses. The primary goal
of the update is to simplify the codes, making them easier to use and to implement.
West Laurel Interchange Study: $50,000
This study would be utilized to assess land use, zoning, and infrastructure needs in/around the West Laurel
Interchange and Golf Course Road Corridor. A grant has been received in the amount of $25,000 from
Department of Commerce for this purpose.
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Land Use, Zoning, and Infrastructure in and around the West Laurel Interchange and Golf Course Road
Corridor: $60,000
This cost estimate includes updating the transportation master plan including a study of transportation
corridors, categorization of roadways, mapping, future roadway planning, timeline/schedule of roadway
improvements, and priorities for transportation in/around the city. A grant has been received in the
amount of $25,000 from Department of Commerce to assist with this cost.
Subdivision Code Update: $40,000
Costs include an update to Laurel Municipal Code (LMC), Chapter 16. The current subdivision code has
not been updated for the past three Montana legislative cycles (6 years).
Downtown Master Planning: $50,000
Downtown Master Planning includes planning for parking, beautification, and lighting improvements. The
plan should focus on improving Laurel downtown (to include SE 4th Street and traditional downtown N of
the overpass). Completion of the study including recommended upgrades and improvements would
provide direct recommendations for the City for implementation in the short/medium term.
Department Vehicles: $100,000 ($50,000 each)
The current planning and building Department vehicles are aging and are no longer suitable for fieldwork.
Costs include the purchase of two (2) new all-wheel drive vehicles including visibility markings and city
logo application for the planning and building department.
Park Master Plan: $30,000
A park master plan would provide recommendations for utilization of parkland within the City of Laurel.
The plan should include recommendations for parkland best practices and/or priorities for parkland
donated or dedicated to the City.
Trails Plans: $40,000
The Trails Plan is one option for assessing the opportunities for, and then creating a trails system within
Laurel and the surrounding planning jurisdiction. This could incorporate the best uses for parklands,
location of trails and the specific requirements for maintenance and access to any trails as they are
established.
Growth Management Policy: $50,000
The City Growth Management Plan should be updated a minimum of every five (5) years. The most
current plan was completed in 2022 and should, therefore, be updated in 2025, ensuring that the City
maintains a plan for guided development moving forward.
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CITY LIBRARY
The Laurel Public Library policy and operations is overseen by the Laurel Public Library Board of Trustees,
who are responsible for ensuring the Library bylaws are adhered to and updated on a regular basis. The
City Mayor appoints trustees with City Council approval and from recommendations provided by the
existing Board. According to current bylaws (as revised and adopted in 2020), three (3) of the trustees are
residents from within the boundaries of School District #7/70, one (1) is a resident from the surrounding
tri-county area and one (1) can be a resident “at large” of the State of Montana.
Like many libraries, the Laurel Public Library is an important community resource, providing a venue for
numerous community events and family activities. In addition, the library provides educational resources,
legal and tax information, tech support, voting information, and public computers and spaces that can be
reserved by the public.
The following projects/purchases for the Laurel Public Library have been identified and prioritized:
City Library:
Project
Project
Year Funding Sources Priority (1-5) Project Costs
Computer Replacement Annually General 1 $6,000/year
Library Roof, Soffit, & Fascia 2025 General 1 $50,000
Air Conditioning Units 2026 General 2 $25,000
Building Additions (2 Wings) 2028 General 3 $750,000
Additional Detail:
Computer Replacement: $6,000
The computers currently being utilized by the public and by the staff are long past their useful life (6-10
years in age) and are no longer meeting current software or security needs. Costs include replacement of
all staff and public computers starting in 2024 replacing 2-3 a year.
Library roof, soffit, and fascia: $50,000
The building roof and fascia is in severe disrepair and requires replacement. The last inspection performed
in 2018 recommended replacement with deterioration ongoing. Recommendations were for a complete
roofing replacement, gutters, downspouts, soffits, and fascia.
Air Conditioning Units: $25,000
The existing air conditioning units were installed with the building in 1998 and are beginning to fail. Due
to the age of the units, maintenance is almost impossible as parts are no longer available, and costs are
reaching the level that new units would be more cost effective.
Building Additions (2 wings): $750,000
The library has outgrown the current footprint and is struggling to meet the current community demands.
Costs include an addition to the North 7 West sides (10ft out) which will allow for a storage room,
additional meeting rooms, and office space.
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COMMUNITY-WIDE/MULTIPLE DEPARTMENT PROJECTS:
As noted throughout the designated department sections of the CIP, there are several projects that are
identified that cross over into other Departments and could be combined for cost savings and maximum
return on investment. There are also projects that were not listed under individual Department
priorities as they impact the whole of City services (i.e., replacement of City Hall). These projects are
listed and/or reiterated here for consideration as the community continues to prioritize those projects
that are most needed and would have the most impact on the community and city services overall if
they were able to be addressed:
Project
Project
Year Funding Sources Priority (1-5) Project Costs
Trail Master Plan
(Transportation Action Plan) 2024 General $40,000
New Fire/Ambulance Facility 2025 General 1 $15,000,000
Replace City Hall 2027 General/Enterprise 2 $15,000,000
Joint Public Works Storage Facility 2028 General/Enterprise 1 $1,500,000
Additional Detail:
Trial Master Plan (Transportation Action Plan): $40,000
Both a Trails and Park Master Plan are listed as priority projects for City Planning. These plans would
encompass the entirety of the City and would potentially impact public works as well as public safety.
Creation of the trails master plan as part of a larger active transportation master plan would allow the
community to consider how parks, trails and other public amenities are fully integrated into the
community to create walkability and access for all residents.
Fire and Ambulance Facility: $15,000,000
The facility currently being utilized for fire and emergency services is an older, converted fire station. As
it was originally for limited use for the fire department, it is not well suited for the current combined use
in which fire, ambulance and police are all in the same location. The building is not configured
appropriately and is much too small for the current number of staff and for vehicles and equipment.
Departments have prioritized rehabilitation, expansion, and minor remodel projects to assist in creating
a more suitable space, but these are short-term fixes to a long-term problem and will not resolve the
situation fully. Costs are estimated for an entirely new facility designed to meet the needs of all three
departments and their staff/equipment.
City Hall Replacement: $15,000,000
Much like the fire and ambulance building, City staff and services have outgrown City Hall. The City
Court is out of room and overall, the building no longer functions well for its designed purpose. Costs
are estimated for a significant remodel/expansion of the current building or construction of an entirely
new building to better meet the community’s current and growing needs.
Equipment Storage Facility: $1,500,000
It has been noted throughout the CIP that several departments and City agencies do not have adequate
space for equipment and vehicle storage, which often results in equipment/vehicles being stored outside
subjecting them to the elements and to theft and vandalism. The current City shop is also at capacity and
spare parts for City equipment are difficult to find and maintain due to lack of space.
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In addition to a desire for storage for public works and public safety department inventory, the City shop
requires expansion or relocation to a larger facility. Depending on land and facility availability, these
projects could be combined or completed separately to meet the needs of all City departments.
Projects and Potential Funding Summary
While all identified projects are important, often they are prioritized based on limited financial and
capacity issues. With the 2021 passage of the Bi-Partisan Infrastructure Law (BIL)/Infrastructure
Investment and Jobs Act (IIJA), there is no better time for communities to review identified projects
within the context of additional federal grant dollars. While most federal grants continue to require a 20
percent match, particularly for large, expensive, and transformational projects, this investment can be
leveraged against significant federal contributions that make what were, in some cases, previously
unrealistic projects, attainable.
While federal money is not available for all identified projects or equipment, and there are never
guarantees that grants applied for will be awarded, what follows is an overview of the most common
grant/loan resources that could potentially be accessed/further researched to assist in moving projects
forward and/or buying necessary equipment. This is not an exhaustive list as grant availability changes
all the time and new resources are added while some are removed. The following list is also primarily
“public” grants/resources and does not include private/foundation grants which, especially for
amenities like parks and community facilities, can often supplement public dollars. Additionally, some of
the resources listed have several different grant programs (for example, WaterSmart has 16 different
grant programs, primarily for utilization in water projects). For this reason, the City is encouraged to do
additional research and/or to have funding/grant experts do that research on a project-by-project basis.
Funding projects, especially large infrastructure projects, can be extremely complex and even with the
recent influx of federal grant dollars, grants are extremely competitive. Timing of when grants are
available and due becomes critical as, often, projects need to be considered and planned 2-3 years in
advance of seeking applicable funding. Construction grants are often seeking projects that are as close
to “shovel ready” as is feasible, requiring significant planning ahead of submission. Because of this,
many grant resources have dollars set-aside for planning which should be accessed and utilized prior to
considering construction/implementation grant resources. Lastly, some Montana grants are only
available on alternating years and require legislative approval, resulting in 2–3-year cycles before money
becomes available. To take maximum advantage of grant funds, communities need to always think 3-5
years into the future. Like infrastructure development, planning and application for grants takes
significant time and cannot be done well last minute or “on the fly.”
For this reason, it is recommended that Laurel utilize outside technical assistance when considering any
of the grants/funding resources as outlined. Professional grant writers can often assist in determining
whether projects are competitive for grant funding, what the timing of applications should be, and
ensuring that in cases in which application is made, those applications are as competitive as possible and
provide Laurel the best opportunity for award success.
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PUBLIC WORKS
WATER, WASTEWATER, STORMWATER
Program Min/Max Grant Match Deadlines
DNRC RRGL-Planning
$15,000
No Match
Required
Summer
DNRC RRGL-
Construction
$125,000
No Match
Required
May 15th
MT Coal Endowment
(MCEP)-Planning
$15,000
1:1
Summer (June/July) odd
numbered years
MT Coal Endowment
(MCEP)- Construction
$500K-$625K
1:1
Spring (April/May) even
numbered years
Economic Development
Administration (EDA)
$1 million
1:1
No deadlines
CDBG-Planning $50,000 1:3 March, June & November
CDBG-Construction $750,000 25 percent Fall (September/October)
MT Coal Board
$1 million
Must show local
contribution
Quarterly
USDA RD Based on LMI Based on LMI No deadlines
WaterSmart Varies by grant
program
Typically,
between 20-50
percent
Varies by grant program-Federal
Program w/multiple grant
opportunities based on type/size
of project
State Revolving Fund
Loan (SRF)
Based on debt
capacity
No Match-Loan
No deadlines-Projects should be
submitted to the intended use
plan
Intercap Loan (Board of
Investments)
Based on debt
capacity
No Match- Loan
No deadlines- Applications under
$1 million are reviewed by staff-
More than $1 million by board
quarterly
TRANSPORTATION, STREETS, SIDEWALKS/PATHWAYS
MT Coal Board
$1 million
Must show local
contribution
Quarterly
MT Transportation
Alternatives (TA)-
Pavement Preservation
$600,000
13.42 percent
Varies
MT TA-Capital
Improvements
$3 million
13.42 percent
Varies
USDOT PROTECT-Planning Min. $100,000 No Match Summer/Fall (August)
USDOT PROTECT-
Construction
Min. $500,000
20 percent
Summer/Fall (August)
Bridge Investment
Program (BIP)-Planning
No Min/Max
20 percent
Summer (July/August)
BIP Construction Min. $2.5 mill 20 percent Fall (August/September)
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PUBLIC WORKS
TRANSPORTATION, STREETS, SIDEWALKS/PATHWAYS (Continued)
Program Min/Max Grant Match Deadlines
National Culvert Grant $2 mill 20 percent Winter (January/February)
Wildlife Crossing Program No Min/Max 20 percent Summer/Fall (August)
FTA Bus & Bus Facilities $37 million 15-20 percent Spring (April/May)
Rebuilding American
Infrastructure
w/Sustainability & Equity
(RAISE)
$1 million
20 percent
Winter (January/February)
Infrastructure for
Rebuilding America
(INFRA)
Multimodal Project
Discretionary Grant
(MPDG)
(MEGA/INFRA/RURAL)
MEGA-Min.
$100 million
INFRA -Min. $1
million
RURAL -Min $25
million
MEGA 40 percent
INFRA 20 percent
RURAL 20
percent
Spring/Summer (May/June/July)
Safe Streets & Roads for
All (SS4A) – Planning
$1 million
20 percent
Summer/Fall (July/August/Sept)
SS4A-Construction $3 million 20 percent Summer/Fall (July/August/Sept)
Reconnecting
Communities-Planning
$2 million
20 percent
Fall/Winter (October/November)
Reconnecting
Communities-
Construction
$100 million
50 percent
Fall/Winter (October/November)
Railroad Crossing
Elimination-Planning
No Min/Max
20 percent
Fall/Winter (October/November)
Railroad Crossing
Elimination-Construction
Min. $1 million
20 percent
Fall/Winter (October/November)
Consolidated Rail
Infrastructure and Safety
Improvements (CRISI)
No specified
min/max
20 percent
Winter (November/December)
SOLID WASTE
USDA Solid Waste
Management
No Min./Max
No Match
Required
December
EPA Solid Waste
Infrastructure for
Recycling
$2 million
No Match
Required
February/March
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PUBLIC WORKS
PARKS/TRAILS
Program Min/Max Grant Match Deadlines
MT Transportation
Alternatives (TA)
$3 million
13.42 percent
Varies
MT Fish Wildlife & Parks
(FWP)-Recreational Trails
Program
$100,000
20 percent
Winter (December/January
MT FWP-Trail
Stewardship Program
$75,000
10 percent
January
Land & Water
Conservation Fund
Recreation Grants
$1.5 million
20 percent
Fall
MT Trails, Recreation &
Park Association
Varies
Unknown
Fall/Winter (when $$ are
available)
BLM Recreation & Visitor
Services
$25K Min
$350,000 Max
No Match
Required
Spring (March/April)
PUBLIC SAFETY
Police, Fire, Ambulance/EMS Services
Program Min/Max Grant Match Deadlines
MT Coal Board
$1 million
Must show local
contribution
Quarterly
DHS First Responder
Grants
Several programs
w/various
requirements/max
amounts.
Match is typically
20 percent but
varies by
program
Varies
Wildland Urban Interface
Community Fire Asst.
$5,000 Min
$10 Mill Max
No Match
Requirement
Fall (September/October)
USDA Community
Facilities Direct
Loan/Grant
Loan/Grant
combination
amount
depending on
project size/loan
amount
No match but
percentage of
loan is based on
community size
and LMI
No deadline
FEMA Staffing for
Adequate Fire and
Emergency Response
(SAFER)
No specified
min/max
No Match
Required
Spring (February/March)
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CITY/ECONOMIC/LAND USE PLANNING
Program Min/Max Grant Match Deadlines
CDBG Planning $50,000 1:3 March, June & November
MT Coal Board
$1 million
Must show local
contribution
Quarterly
Economic Development
Administration (EDA)
$1 million
1:1
No deadlines
Big Sky Economic
Development Trust Fund
$27,000
1:1
Varies
MT Main Street Program $50,000 1:1 November/December (Must be
a designated Main Street
Community
USDA-Rural Community
Development Initiative
(RCDI)
$50,000 Minimum
$500,000 Max
1:1
June/July/August
LIBRARY/COMMUNITY FACILITIES
Program Min/Max Grant Match Deadlines
CDBG Construction $750,000 25 percent Fall (September/October)
EDA Public Facilities $1-$1.5 million 1:1 No deadlines
USDA Community
Facilities Direct
Loan/Grant
Loan/Grant
combination
amount
depending on
project size/loan
amount
No match but
percentage of
loan is based on
community size
and LMI
No deadline
In addition to funding resources that are targeted to specifically identified in the CIP, there are several
federal resources, many of which are the result of the Bipartisan Infrastructure Law (BIL), that target
energy efficiency, green energy, electric vehicle deployment, energy and mineral development, and
climate resiliency. Additionally, more money is available to address telecommunications and broadband
needs than ever before, creating avenues for communities and private providers to extend and enhance
connectivity throughout the country.
New grant programs that may be considered include (but are not limited to), the Rural Energy Pilot
Program, USDA ReConnect grant and loan program, PROTECT Resiliency Planning/Implementation, the
Community Wildfire Defense Grant, and additional monies for brownfields assessment and clean-up.
As the City continues to prioritize and address already identified and new projects, these resources
should be considered as a means to supplement traditional funding and also address connectivity,
resiliency, sustainability, and longevity of infrastructure development.
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AVAILABLE COMMUNITY FUNDING RESOURCES:
General Fund and Cash Reserves: The City of Laurel raises approximately $4.1 million each fiscal year for
the general fund. The City Council has appropriated (approved for spending) approximately $4.8 million
in expenditures for Fiscal Year 2022. In discussion with the Clerk-Treasurer, the City has a pattern over
the past 5-years of appropriating more general fund dollars than is collected. Assuming all approved
expenditures occur, the balance is paid from the City reserves. The City can hold cash reserves equal to
50 percent of annual appropriations or approximately $2.4 million. Cash reserves currently stand at about
$1 million or 21 percent of the annual general fund balance. Cash reserves at this percentage are not
problematic for any given fiscal year and considered to be a sound cash position. Reserves are how the
City continues to ensure City services and general fund operations from July 1st until tax proceeds are
distributed, generally in late November of each year.
Tax Increment Finance (TIF) Districts: TIF Districts are often seen as a two-edged sword. While they
generally encourage investment/reinvestment in communities, this tool also increases taxable value
(increment), used to pay debt for the District while not providing additional revenues to the general fund.
TIF Districts in Laurel have been successful, and there is current development occurring within the
established Laurel TIF Districts.
Public Safety or Other Levies:
In addition to general fund, cash reserves, and TIF Districts, the City also may request voter approval for
levies. Most prominently, communities will request a public safety mill levy, however, levy dollars may
also be requested for schools, recreation, and other specific City needs as identified. These efforts
generally take significant outreach to the public to provide information regarding the need and to answer
taxpayer questions, however, can be a useful and significant funding stream for high priority community
projects. Neighboring communities of Billings and Red Lodge have been successful in recent years in
passing public safety mill levies to assist in paying for these critical fire, police, and ambulance services.
Enterprise Funds:
Solid Waste: The solid waste fund is in the ‘black’ for the first time in several years. Because of this, and
because there have not been substantial revenues to meet identified needs, the solid waste program has
a backlog of capital needs which are outlined in the CIP.
Water: The water enterprise fund is in a healthy financial position, however, there are also several
significant capital needs as outlined in the CIP. The City is considering utilizing American Rescue Plan Act
(ARPA) allocations to assist with some of these outstanding needs. In addition to capital needs, the City
is having discussion about the need to separate the drinking and storm water enterprise fund.
Currently both drinking water and stormwater needs are being funded through the water enterprise fund.
This is not ideal and, eventually, these should be divided into separate enterprise funds.
Sewer: The sewer enterprise fund is in a healthy financial position, however, is like the water enterprise
fund in that the capital needs are more significant than the current financial resources available. This is
another potential opportunity to utilize ARPA funds to assist with one-time priority expenditures.
As previously mentioned, Laurel is continuing to grow. As a result, it is anticipated that within the five
years, Laurel will become a Class 2 City. A 2nd class city has a population between 10,000 and 20,000
people. This growth and designation will result in significant changes especially related to appropriations
for the Fire Department and City Court.
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EXTERNAL FUNDING RESOURCES:
Maintaining, rebuilding, and constructing infrastructure is an expensive and time-consuming process.
Costs often exceed revenues collected and communities find it necessary to access outside grant and
loan resources to fund these projects fully. Although the following is not an exhaustive list of those
resources, it does provide a short description of common and often utilized state and federal resources
available to assist communities in their infrastructure goals. Some of these programs are only available
every-other year (as they are approved by the Montana State legislature). Because of this, it is important
that the City plan well in advance, ensuring that projects are ready for consideration when grants are
open for application.
Federal Stimulus/Recovery Funds:
In addition to the typical state and federal resources as outlined, beginning in 2020, there has been a
substantial influx of federal stimulus/recovery money available. The purpose of these dollars is to assist
communities in recovering from negative economic impacts related to COVID-19, but this takes many
forms and provides for considerable local latitude in how federal allocations and grants are spent to
meet this need.
The CARES Act in 2020 included substantial funding for communities for payroll protection, businesses,
renter assistance, unemployment insurance, healthcare, as well as childcare, schools, and food
assistance. In March 2021, the American Rescue Plan Act (ARPA) was passed, providing over $350 billion
in government support. Extension of several CARES Act programs and dollars were included along with
direct appropriations to States, Counties, and Cities for use in providing aid to households, small
businesses, non-profits, and assistance to industries particularly hard hit such as tourism, hospitality,
and travel; funding government services that were curtailed because of decreased tax revenue caused
directly by the pandemic; and making necessary investments in water, sewer, or broadband
infrastructure.
In early 2022, the ARPA final rule was released which provided additional flexibility in the spending of
ARPA dollars to include up to a presumed $10 million revenue deficit for communities. This resulted in
communities no longer having to complete lengthy revenue loss calculation forms to utilize their ARPA
allocations as “lost revenue,” effectively giving communities permission to utilize their direct ARPA
allocation (with very few exceptions) for ANYTHING that governments typically spend their revenues.
This includes roads, bridges, community facilities, and other forms of infrastructure previously not
included.
In late 2021 Congress passed the third federal relief bill, the Infrastructure Investment and Jobs Act
(IIJA); Building a Better America. This provides an additional $973 billion over five years (FY2022-FY2026)
including $550 billion in new infrastructure investments in transportation, water, power and energy,
environmental remediation, public lands, broadband, and resilience. This includes reauthorization and
additional funding for several existing grant/loan programs as well as several NEW grant/loan programs
that will be made available in the next 5 years. There is considerable money for planning and for “shovel
ready” projects, making it important that communities identify priority projects and ensure planning and
related planning documents/processes are in place to take full advantage of these limited-time
opportunities. These programs/funding resources change frequently and are only guaranteed available
through 2026. A comprehensive list of these can be found here: https://www.whitehouse.gov/wp-
content/uploads/2023/02/Open-and-Upcoming-Infrastructure-Funding-Opportunities-Feb-6-2023-
VF.pdf
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Montana Coal Endowment Program (MCEP)
MCEP (formerly known as the Treasure State Endowment Program or TSEP) offers both planning and
construction dollars for water, wastewater, sanitary or storm sewer systems, solid waste disposal, and
separation systems and bridges. Planning grants are available for up to $15,000 and require a 1:1 match.
Construction grants are available for the same types of projects and can be awarded for up to $750,000
depending on user rates being charged in the project area. Construction grants also require a 1:1 match.
MCEP planning grant applications are generally accepted in the spring of “odd-numbered” years
(legislative years) and construction grants on the alternating “even-numbered” years (when the
legislature is not in session). Planning grants are awarded relatively quickly, however, construction
grants are ranked and then approved by the legislature, resulting in at least a year between application
and award/contract. https://comdev.mt.gov/Programs-and-Boards/Montana-Coal-Endowment-
Program/
Community Development Block Grant (CDBG)
CDBG also offers planning and construction dollars for communities to preserve affordable housing,
provide services to the most vulnerable citizens, and plan, construct or rehabilitate infrastructure and
public facilities that primarily benefit low-to-moderate income (LMI) citizens. Planning grants are
available for up to $50,000 and require a 1:3 match. They can be used for various community planning
activities including studies, research projects, growth policies, CIP links, updating of subdivision and
zoning regulations, master plans, and economic development studies. Applications for planning are
generally requested in the late summer/early fall of each year. CDBG Construction grant applications are
accepted once per year (usually in the fall/winter of each year) and may request up to $450,000.
These also require a 1:3 match and projects must be in communities where the percentage of LMI
citizens is at least 51 percent. https://comdev.mt.gov/Programs/CDBG
Montana Coal Board
The Montana Coal Board facilitates funding from the Montana Coal Severance Tax. Funding is
appropriated by the Montana legislature every two years and utilized to assist local governments that
have been impacted because of the development of coal or coal energy in public services (including
infrastructure, emergency equipment, and other community facility needs). Only communities
designated as being in the Coal Impact Area can apply (Laurel is included in the Coal Impact Area).
Communities are expected to contribute to project costs to the degree they are able, but there is no
specified maximum grant amount nor a specified match requirement.
The Coal Board meets quarterly and reviews applications at that time. Funding is always contingent on
coal severance tax revenues. https://comdev.mt.gov/Boards/Coal
Department of Natural Resources- Renewable Resource Grant and Loan Program (DNRC-RRGL)
DNRC-RRGL offers both grants and loans for planning and construction. Funds are utilized for projects
that conserve, manage, develop, or preserve Montana’s renewable resources. This includes numerous
public facility projects, including drinking water, wastewater, and solid waste development and
improvement projects. Planning grants are available for up to $15,000 and do not require a match.
Applications are typically due in early spring and depending on funding availability, sometimes a second
round in the fall of each year. Construction grants are available for up to $125,000, and, again, there is
no match requirement. These applications are due on May 15th of even-numbered years and, like MCEP,
are ranked and then approved for funding through the Montana legislature in the following legislative
cycle.
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DNRC-RRGL also offers low-interest loans, which are determined by the community’s debt capacity.
Additional smaller grants for irrigation development, watershed management, and emergencies (both
grants and loans) are also available. http://dnrc.mt.gov/divisions/cardd/resource-
development/renewable-resource-grant-program
Montana State Revolving Loan Fund (SRF)
Located within the Department of Natural Resources and Conservation (DNRC), these low-interest loans
are available to local government borrowers for wastewater (water pollution control projects) and
drinking water projects. Loans can be applied for at any time (there is no official deadline) and funds are
made available depending on the community’s debt capacity/ratio.
http://dnrc.mt.gov/divisions/cardd/financial-bureau
Montana Board of Investments- INTERCAP Loan Program
INTERCAP loans are available for a variety of community infrastructure and public equipment/vehicle
needs. Loans are low interest and, like the SRF loans, based on the community’s debt capacity/ratio. Like
SRF, there is no hard deadline for these applications. For smaller loans (less than $1 million), staff can
review loans at any time and make determinations. If a loan is more than $1 million, the loan committee
must approve the loan. That committee generally meets monthly. If a loan is more than $5 million, the
Board of Investments must approve the loan. That Board meets quarterly. The interest rates on
INTERCAP loans are generally less than that of other loans, but the loan term is also less, with a
maximum term of 15 years or useful life of the project, whichever is less.
https://investmentmt.com/INTERCAP
US Department of Agriculture-Rural Development (USDA-RD)
USDA-RD offers grants and loans for planning and construction of various community and individual
projects. The division provides business and industry loan guarantees, rural business development
grants, rural energy and renewable energy programs, efficiency improvement loans & grants, value-
added producer grants, community facility direct loans and grants, water and waste disposal loans and
grants, single-family housing direct home loans, single-family housing repair loans and grants and
technical assistance grants. USDA RD prefers loan/grant combinations for infrastructure projects and
serves rural communities with populations of no more than 20,000 residents. There is a strong
preference for communities with a population of less than 5,500 and low-income communities having a
median household income below 80 percent of the state nonmetropolitan median household income.
USDA generally has substantial resources, but the application process is lengthy and sometimes
prohibitive, especially for communities without a grant writer or dedicated staff.
https://www.rd.usda.gov/mt
Economic Development Administration (EDA)
EDA offers funding through their Public Works and Economic Assistance Program to assist economically
distressed communities and regions with comprehensive and flexible resources to address a wide
variety of economic development needs. Project funds can be utilized to support work in Opportunity
Zones and support for creating and retaining jobs, increasing private investment, advancing innovation,
enhancing manufacturing capacity of regions, providing workforce development opportunities, and
growing ecosystems that attract foreign direct investment. EDA funds are facilitated by the US
Department of Commerce (federal dollars).
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There are generally no “hard” deadlines for application to EDA funds and no specified maximum grant
amounts, although the influx in federal funds to EDA has resulted in several new programs that do have
deadlines and specified maximum grant awards. EDA does typically require a 1:1 match, and it is
recommended applicants work with their regional EDA representative to discuss projects and formulate
applications in advance of submission.
RECOMMENDATIONS AND SUMMARY STATEMENTS:
As was noted in the Introduction to the CIP, this plan is intended to be a living document that can evolve
and be updated as projects are completed and/or as other projects are identified and made a priority. At
a minimum, it is recommended that the City formally update the document every two years. This allows
for a thorough review of projects and the opportunity to update project tables, community information,
and cost estimates, ensuring that projects that are completed are removed and new projects are
incorporated into the plan.
The CIP references the use of CARES Act, ARPA and IIJA dollars (all federal stimulus/recovery dollars) as
possible one-time funding resources for various identified infrastructure projects and related City
equipment. It is recommended the City plan for, apply, and utilize these funds for completion of as many
projects as is possible (and that qualify) during this time of unprecedented federal assistance. This will
assist in reducing the burden on local revenues for completion of those projects/equipment purchases,
allowing for use of those funds on projects that do not qualify for federal assistance.
In discussions with Department staff in the creation of the CIP, several projects were identified that are
substantially similar and often cross over multiple departments/divisions. As the City proceeds, it would
be recommended that these projects be considered as joint/combined projects, allowing City resources
to be utilized as efficiently as possible. These projects have been called-out and identified in “Multiple
Department Projects.” They are large projects that will take substantial financial resources and community
support to come to fruition.
As part of this effort, it is recommended that an Inventory of City Owned Property as well as a Space Study
be completed as identified in “Multiple Department Projects” (estimated cost of $75,000-$100,000). This
would be a substantial first step in assisting City leadership in identifying existing City owned properties
and space needs as well as discussing planning for future space needs and means by which the City might
combine some of these projects to meet multiple Department needs. For example, the City has expressed
the need for both a new City Hall and a Law and Justice Center. Several communities have combined these
facilities successfully, meeting the needs of multiple Departments and centralizing multiple City services,
staff, equipment, and supplies.
The City is currently outlining and finalizing the FY2022 budget. It is recommended the City begin
implementation of the CIP as part of the budget process, ensuring that projects identified as priorities for
FY2022-2023 be included (to the degree possible) in the FY2022-2023 budget and that Department’s
consider how they can begin saving for projects planned/identified in FY2023-2024 and beyond.
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File Attachments for Item:
13. Resolution No. R24-47: A Resolution Of The Council Awarding The Bid And Authorizing
The Mayor To Execute All Contract And Related Documents For The Purchase Of A Custom-
Chassis Fire Truck From US Fire.
236
R24-47 Accepting Bid and Authorizing Mayor to Execute Contract Documents for Purchase of Custom-Chassis
Fire Truck
RESOLUTION NO. R24-47
A RESOLUTION OF THE COUNCIL AWARDING THE BID AND AUTHORIZING
THE MAYOR TO EXECUTE ALL CONTRACT AND RELATED DOCUMENTS
FOR THE PURCHASE OF A CUSTOM-CHASSIS FIRE TRUCK FROM US FIRE.
WHEREAS, the City of Laurel (hereinafter “the City”) is in need of a Custom-Chassis
Fire Truck (hereinafter “the Fire Truck”);
WHEREAS, the City’s Capital Improvement Plan has been amended to reflect the need
for the purchase of the Fire Truck;
WHEREAS, the City has complied with its procurement policy and Montana law by
utilizing a competitive bid process to ensure the Fire Truck cost and company selected is in the
best interests of the City in both quality and price;
WHEREAS, the City sought bids from qualified companies from whom to purchase the
Fire Truck by publicly advertising the bid pursuant to Montana law;
WHEREAS, the City received a responsive bid from US Fire (hereinafter “US Fire”)
for the Fire Truck;
WHEREAS, US Fire’s bid to complete the Fire Truck is for the total cost of One Million
Fifty-Eight Thousand Two Hundred Forty Three Dollars and No Cents ($1,058,243.00);
WHEREAS, US Fire was the lowest qualified bidder, and such bid is attached hereto
and incorporated by reference herein; and
WHEREAS, the City currently possesses adequate funds to purchase the Fire Truck
and/or can make appropriate and reasonable lending arrangements, and it is in the City’s best
interests to proceed with the purchase of the Fire Truck.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Laurel,
Montana, that the City Council accepts the bid with US Fire, and the Mayor is authorized to
execute all contract and related documents with US Fire for the purchase of the Fire Truck,
pursuant to the terms and conditions contained in the attached bid for the total cost of One
Million Fifty-Eight Thousand Two Hundred Forty Three Dollars and No Cents
($1,058,243.00).
Introduced at a regular meeting of the City Council on the 25th day of June, 2024, by
Council Member ________________.
PASSED and APPROVED by the City Council of the City of Laurel the 25th day of
June, 2024.
237
R24-47 Accepting Bid and Authorizing Mayor to Execute Contract Documents for Purchase of Custom-Chassis
Fire Truck
APPROVED by the Mayor the 25th day of June, 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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File Attachments for Item:
14. Resolution No. R24-48: A Resolution Of The City Council Approving The Montana
Department Of Transportation Title VI Plan For The City Of Laurel Transit.
299
R24-48 Approve MDT Title VI Plan
RESOLUTION NO. R24-48
A RESOLUTION OF THE CITY COUNCIL APPROVING THE MONTANA
DEPARTMENT OF TRANSPORTATION TITLE VI PLAN FOR THE CITY OF
LAUREL TRANSIT.
BE IT RESOLVED by the City Council of the City of Laurel, Montana,
Section 1: Approval. The Montana Department of Transportation Title VI Plan for the
City of Laurel Transit (hereinafter “MDT Title VI Plan”), a copy attached hereto and
incorporated herein, is hereby approved.
Section 2: Execution. The Mayor is hereby given authority to execute the MDT Title
VI Plan on behalf of the City.
Introduced at a regular meeting of the City Council on the 25th day of June, 2024, by
Council Member ____________.
PASSED and APPROVED by the City Council of the City of Laurel the 25th day of
June, 2024.
APPROVED by the Mayor the 25th day of June, 2024.
CITY OF LAUREL
___________________________
Dave Waggoner, Mayor
ATTEST:
_______________________________
Kelly Strecker, Clerk-Treasurer
APPROVED AS TO FORM:
______________________________
Michele L. Braukmann, Civil City Attorney
300
Rev. 4/2023
Requirements for Federal Transit Administration Subrecipients
Title VI of the Civil Rights Act of 1964 protects people from discrimination based
on race, color, and national origin in programs and activities receiving federal
financial assistance.
The Montana Department of Transportation Rail, Transit and Planning Division is
responsible for managing funds from the Federal Transit Administration (FTA). These
funds are used for the planning, development, operation, and integration of transit and
rail into the statewide transportation system. The Office of Civil Rights works with the
Planning Division to implement and monitor compliance with FTA's civil rights
requirements.
Title VI Program
FTA Circular 4702.1B, Chapter 3 for FTA Subrecipients:
Title VI Requirements & Guidelines for FTA Recipients
FTA’s Title VI Circular 4702.1B provides guidance to grantees on how to comply with
Title VI regulations, as well as to ensure grantees provide meaningful language access
to persons who are limited English proficient. The FTA requires all subrecipients of FTA
financial assistance to develop a Title VI plan and ensure nondiscrimination on the basis
of race, color and national origin. As the primary recipient of FTA funding, MDT is
required to monitor subrecipients for compliance with Title VI, including collecting and
reviewing subrecipient Title VI plans.
The following template is intended to assist subrecipients in developing a Title VI plan
consistent with FTA requirements. By completing this document, you are stating that
your board of directors, appropriate governing entity, or officials responsible for policy
decisions and/or approval of board meeting minutes understand the required FTA
Circular 4702.1B, Chapter 3 regulations and agree to adopt all MDT procedures to
comply with FTA Title VI Program guidelines:
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2
Agency: City of Laurel Transit System
TITLE VI PLAN
Year: 2024
Title VI Contact Name: Kelly Strecker
Title VI Contact Phone: 406-628-7431 ex. 5100
Title VI Contact Email: _kstrecker@laurel.mt.gov_
Introduction to Agency
The Laurel Transit System operates in the city limits of Laurel Montana. They are a curb
to curb on demand service. The Laurel Transit operates Monday through Friday from 10
a.m. to 4 p.m. We also have service to Billings Montana every Tuesday with morning
and afternoon rides. The Laurel Transit is ADA compliant and services all ages. We
have been in service since 2009. The Laurel Transit has two dedicated bus drivers and
one substitute along with one dispatcher. The Laurel Transit has an advisory committee
with 5 members and a local governing body that consists of eight council members and
a Mayor.
Title VI Program Requirements
Public Notice
Laurel Transit posts the Public Notice of Title VI Program Rights (below) in the following
locations: A copy of the notice is given to each passenger that rides the bus. It is posted
in transit vehicles, online/website at www.cityoflaurelmontana.com, and office/reception
areas as well as in our Laurel Transit brochure.
Public Notice of Title VI Program Rights
The Laurel Transit gives public notice of its policy to uphold and assure
full compliance with the non-discrimination requirements of Title VI of the
Civil Rights Act of 1964 and related nondiscrimination authorities. Title VI
and related nondiscrimination authorities stipulate that no person in the
United States of America shall, on the ground of race, color, national
origin, sex, age, disability, income level or limited English proficiency be
excluded from participation in, be denied the benefits of, or be subjected
to discrimination under any program or activity receiving Federal financial
assistance.
Any person who desires more information regarding MDT’s Title VI
Program can contact Kelly Strecker at the address noted below.
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Any person who believes they have, individually or as a member of any
specific class of persons, been subjected to discrimination on the basis of
race, color, national origin, sex, age, disability, income level or limited
English proficiency, has the right to file a formal complaint. Any such
complaint must be in writing and submitted within 180 days following the
date of the alleged occurrence to:
Kelly Strecker
Laurel Transit
115 W 1st ST
Laurel, MT 59044
406-628-7431 ex 5100
kstrecker@laurel.mt.gov
A complainant may file a complaint directly with the Federal Transit
Administration at the following address:
Office of Civil Rights
Federal Transit Administration
Attention: Title VI Program Coordinator
East Building, 5th Floor – TCR
1200 New Jersey Ave SE
Washington, DC 20590
If information is needed in another language, please contact MDT’s Office of Civil Rights
at 406-444-6334.
Complaints
The following procedures cover complaints filed under Title VI of the Civil Rights Act of
1964 and the Civil Rights Restoration Act of 1987:
Any person who believes they, or any specific class of persons, were
subjected to prohibited discrimination based on race, color or national origin
may file a written complaint individually or through a representative. A
complaint must be filed no later than 180 days after the date of the alleged
discrimination, unless the discrimination is ongoing, or the time for filing is
extended by the FTA.
Laurel Transit has adopted MDT’s complaint form, which is located on our website:
www.cityoflaurelmontanta.com and hard copies in the transit bus, City of Laurel Office
Complaints alleging violations of Title VI by Laurel Transit may be filed in writing with
the following agencies:
Commented [MH1]: Use this link on your website: Civil
Rights Discrimination Complaint Form
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4
Laurel Transit
115 W 1st ST
406-628-7431 ex.5100
kstrecker@laurel.mt.gov
Montana Department of Transportation
Office of Civil Rights
2701 Prospect Ave
PO Box 201001
Helena, Montana 59601
Phone: 406-444-6334
TTY: 800-335-7592
Fax: 406-444-7243
Email: mdtcrform@mt.gov
Office of Civil Rights
US Department of Transportation
Federal Transit Administration
1200 New Jersey Ave SE
Washington DC 20590
If information is needed in another language, please contact MDT’s Office of Civil Rights
at 406-444-6334.
Laurel Transit adopts MDT’s complaint processing procedures, which are consistent
with FTA’s Title VI Requirements and Guidelines for Federal Transit Administration
Recipients. Additional information can be found in MDT’s Title VI Plan:
cityoflaurelmontana.com and FTA’s website: https://www.transit.dot.gov/regulations-
and-guidance/civil-rights-ada/file-complaint-fta.
Complaint Log
Laurel Transit tracks civil rights complaints in the following table and submits them to
MDT Office of Civil Rights on an annual basis.
Investigation
(I), Lawsuit
(L), or
Complaint (C)
Date
Filed
Basis of
Complaint
(Race,
Color,
National
Origin or
Disability)
Summary
of
Allegation
Status Action(s)
Taken
Final
Findings
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For the period October 1, 2020 to September 30, 2023.There were 0 Title VI complaints
filed against Laurel Transit.
Public Participation Plan
Laurel Transit engages the public in its planning and decision-making processes, as
well as its marketing and outreach activities. The public will be invited to participate in
the process whether through public meetings or surveys.
As an agency receiving federal financial assistance Laurel Transit made the following
community outreach efforts and activities to engage minority, Limited English Proficient
populations, or other traditionally underserved populations since the last Title VI Plan
submittal to MDT Office of Civil Rights.
An ad is posted weekly in our local newspaper, the Laurel Outlook. We also have it posted on our
City Website at cityoflaurelmontana.com Six times a year a public notice goes in the Prime
Connections newsletter and that reaches almost 9,000 subscribers. Our bus drivers visited local
rest homes and Senior Living Centers.
Language Assistance Plan
Laurel Transit adopts MDT’s Language Assistance Plan:
mdt.mt.gov/other/webdata/external/civilrights/limited_english_proficiency_plan.pdf
Montana’s demographic makeup does not meet the Federal threshold that requires
mandatory written translation in any language, but Laurel Transit has resources
available to provide language assistance if needed. MDT provides the Language
Identification and Assistance Guide to transit providers, which gives guidance for how to
provide interpretation services when interacting with LEP individuals.
mdt.mt.gov/other/webdata/external/civilrights/Language-Assistance-Guide.pdf
Laurel Transit evaluates its ridership and populations within its service area and will
coordinate with MDT Office of Civil Rights if the frequency of interactions with LEP
individuals would require written translation.
Transit Committee
Laurel Transit has a transit-related, non-elected advisory council. The racial breakdown
of membership on the advisory council is as follows:
Body
African
American
/ Black
American
Indian/
Alaskan
Native
Native
Hawaiian/
Other
Pacific
Islander
Asian Hispanic
/ Latino White
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City of Laurel
Population- 7222 TYPE %
HERE%
TYPE %
HERE%
TYPE %
HERE%
TYPE %
HERE%
TYPE %
HERE%
TYPE %
HERE%
Laurel Transit
Advisory
Committee
.5% 2% 0% 1% 5% 89%
Laurel Transit takes the following efforts made to encourage participation of minorities
or other traditionally underserved populations:
The City has requested membership from the Nursing Homes, Adult Resource Alliance
of Yellowstone County, General Public and anyone that would be willing to participate .
Equity Analysis
A transit provider planning to acquire land to construct certain types of facilities must not
discriminate on the basis of race, color, or national origin, against persons who may be
impacted by the sitting of the facility. MDT Office of Civil Rights will conduct a Title V I
equity analysis to compare various siting alternatives prior to selection of the preferred
site.
Laurel Transit did not develop new transit facilities covered by these requirements.
System-wide Service Standards and Policies
Based on size of transit providers and population, none of MDT subrecipients meet the
additional requirements for fixed route transit providers. However, all transit providers
that operate fixed route service must have system-wide standards and policies. Laurel
Transit is an on-demand service provider.
Commented [HM2]: Data can be pulled from
data.census.gov Table P9 and selecting your appropriate
service area
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