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Home My WebLink About16- Economic Development Strategy Update - Leland Consulting Group City of Bozeman | Economic Development Strategy Update November 2016 Page i Acknowledgements Bozeman City Commission Mayor Carson Taylor Deputy Mayor Cynthia Andrus Commissioner Chris Mehl Commissioner I-Ho Pomery Commissioner Jeff Krauss Economic Development Council Mayor Carson Taylor, Commission Liaison Erik Garberg Steve Holland Chris Kukulski Kris Kumlien Rebecca Marhurin Cheryl Ridgely Daryl Schliem Economic Development Council Subcommittee of Local Business Leaders Terry Alborn Jim Ness Alistair Stewart Penny Zacharisian Economic Development Department Brit Fontenot David Fine Prepared By Leland Consulting Group, Inc. 610 SW Alder Street, Suite 1008 Portland, Oregon 97205 503.222.1600 City of Bozeman | Economic Development Strategy Update November 2016 Page ii Table of Contents Introduction ..................................................................................................................................................................... 1 What is Economic Development? ........................................................................................................................ 2 Talent ........................................................................................................................................................................... 5 Skilled Workforce ...................................................................................................................................................... 6 What is the Benefit of an Economic Development Vision and Strategy? ................................................. 7 Background .................................................................................................................................................................... 9 Stakeholder Interview Themes .............................................................................................................................. 9 Citywide Survey Themes ........................................................................................................................................ 10 Business Owner Survey Themes .......................................................................................................................... 11 Montana Photonics Industry Alliance Member Survey (2014) ..................................................................... 14 Strengths, Weaknesses, Opportunities, and Challenges (SWOT) ............................................................... 14 Economic Profile .......................................................................................................................................................... 15 Population Growth .................................................................................................................................................. 15 Employment Growth .............................................................................................................................................. 16 Commute Patterns .................................................................................................................................................. 16 Median Age .............................................................................................................................................................. 17 Distribution of Employment.................................................................................................................................. 17 Income Distribution ................................................................................................................................................ 18 Education Attainment............................................................................................................................................. 19 Industry Clusters .......................................................................................................................................................... 20 Photonics .................................................................................................................................................................. 20 Software/IT ............................................................................................................................................................... 23 Outdoor .................................................................................................................................................................... 24 Tourism/Recreation ............................................................................................................................................... 26 Biotechnology ......................................................................................................................................................... 28 The Strategy ................................................................................................................................................................. 30 Current Strategy ..................................................................................................................................................... 30 Strategy Update ...................................................................................................................................................... 30 Goal 1: Expand the Existing Base ......................................................................................................................... 31 Goal 2: Support Business ...................................................................................................................................... 33 Goal 3: Regional Connections ............................................................................................................................. 35 Appendix A: Action List Appendix B: Stakeholder List Appendix C: Commission Resolution City of Bozeman | Economic Development Strategy Update November 2016 Page 1 Introduction The modern global economy consists of rapidly changing market trends. The one economic certainty that pertains to any industry is the increasing need for skilled talent. Unfortunately, complex issues driving income stratification and workforce skills gaps are making it more difficult for all citizens to realize positive personal economic growth in keeping with business growth. In order to plan for this modern economy, communities must consciously foster a diverse economic base and skilled workforce to weather inevitable negative and positive cycles. Coupled with global economic trends, the city of Bozeman is growing rapidly, which introduces new challenges regarding affordable housing, traffic, and public service provision. It is important for the City to consciously manage growth aligned with the desired economic base in order to retain the small town and outdoor qualities that make Bozeman unique, while remaining competitive in the global modern economy. Finally, city government plays a unique and distinct role in economic development. They are the key stakeholder among many engaged organizations that significantly invests in infrastructure and guides land use policy. Fortunately, the City of Bozeman has a strong culture poised to facilitate collaboration among departments including public works , finance and community and economic development to thoughtfully align objectives that foster a healthy economic base. City of Bozeman | Economic Development Strategy Update November 2016 Page 2 What is Economic Development? Economic development can be defined as efforts that seek to improve the economic well -being and quality of life for a community by creating and/or retaining middle and high income jobs and supporting or growing incomes and the tax base through diversification of the local economy. These jobs are generally defined as two different sectors with distinct needs i n terms of workforce and business location. In addition, the City must provide different types of support and investments for each sector. These sectors are distinguished for clarification regarding strategy objectives and actions. Traded Sector vs. Local Sector Jobs Traded sector (also referred to as basic sector) businesses include industries and employers which produce goods and services that are consumed outside the region where they are produced and therefore bring in new income to the area (e.g., outdoor gear, photonics, software). Workers in the traded sector tend to be better educated, work more hours, and earn higher average wages th an local sector business. As the traded sector increases employment and wages, it also enables entrepreneurs to develop skills and resources to foster innovation and start new businesses and increase employment opportunities. Furthermore, certain traded sector companies foster a supply chain effect that create the need for additional companies to supply components of a product that is manufactured. Tourism is a unique traded sector industry to Bozeman in that it brings new income into the region and it leverages Yellowstone National Park as well as numerous outdoor assets not found elsewhere in the United States. Local sector business consists of industries and firms that are in every region. They produce goods and services that are consumed locally in the region where they were made, and therefore circulate existing income in the area (e.g., drug stores, physician offices, restaurants). These businesses are important as they make a community distinct and provide amenities to attract young professionals and families that drive the new economy. A sampling of traded vs. local sector businesses in the Bozeman region is indicated in Figure 1. City of Bozeman | Economic Development Strategy Update November 2016 Page 3 Figure 1. Representative Traded Sector and Local Sector Bozeman Businesses Traded Sector Local Sector Table 1 highlights the average wage difference between traded sector jobs and local sector jobs in the U.S. Also of note is the difference between Gallatin County and U.S. average wages. The community is well aware of this disparity and that it is currently an advantage for employers. However, business leaders interviewed as part of this economic development strategy process expressed an understanding that this is not a healthy trend. For businesses to continue to attract a highly skilled workforce, there need to be more companies here. When there is a larger job base, it is more attractive to employees because they have options for career growth. In turn, once the employment base grows, competition will occur and ultimately increase wages. Montana is starting to realize gains in this area with real median household income increasing by 6.8 percent between 2014 and 2015 per American Community Survey statistics. City of Bozeman | Economic Development Strategy Update November 2016 Page 4 Table 1. 2015 Annual Average Wages by Industry Sector NAICS Industry Sector United States Average Wage 2015 Gallatin County Average Wage 2015 Mesa County, CO (City of Grand Junction) Average Wage 2015 Traded Sector 55 Management of Companies & Enterprises $116,745 $60,078 $101,797 51 Information $95,038 $56,541 $44,836 54 Professional, Scientific, & Technical Services $ 89,785 $66,648 $53,640 42 Wholesale Trade $ 73,363 $56,074 $55,629 31-33 Manufacturing $64,305 $41,516 $43,293 Local Sector 23 Construction $57,009 $46,908 $49,377 61 Education Services $47,968 $25,908 $21,404 62 Health Care & Social Assistance $47,296 $44,891 $45,897 71 Arts, Entertainment, Recreation $36,128 $25,840 $16,454 44-45 Retail Trade $29,742 $29,319 $27,194 72 Accommodation & Food Services $19,415 $18,307 $16,888 Source: Quarterly Census of Employment and Wages - Bureau of Labor Statistics, May 2016 . The lower average wages in Gallatin County are further impacted by the higher cost of living in Bozeman as compared to similar communities as identified in the following table. As an example, Grand Junction, CO with a similar size population as Bozeman has similar average wages as indicated in Table 1. However Grand Junction has a lower Cost of Living Index score as identified in Table 2, which provides more purchasing power with the wages. The composite Cost of Living Index score is based on six categories – housing, utilities, grocery items, transportation, health care, and miscellaneous goods and services. The national average composite index is set at 100 each period; so the index conveys relative price levels at a specific point in time. City of Bozeman | Economic Development Strategy Update November 2016 Page 5 Table 2. Cost of Living Index Results (Q2 2016) Source: Pro spera Business Network , September 2016 . Talent The national economy is becoming increasingly more talent/knowledge-based than resource-based meaning people over raw materials are the most important asset to a company’s value and prospects for growth. This applies to all industries including manufacturing, professional services, and technology. Articulating this further is the following chart defining the shift in market assessment for the world’s most valuable companies. As illustrated in Figure 2, 10 years ago the most valuable companies consisted largely of natural resource extraction and now they are largely technology companies with values based upon people Figure 2. The Age of Tech City of Bozeman | Economic Development Strategy Update November 2016 Page 6 generating innovative ideas and processes. This is not to suggest that Bozeman needs to focus their industrial base entirely on technology companies, but to understand that the modern economy thrives more on skilled people than natural resource extraction. A significant cohort of the talent in demand consists of the “Millennial” generation (generally ages 19 to 35 in 2016) made up of approximately 76 million people – the largest demographic group our country has seen. As this generation grows and shapes our talent-based economy, it is important to understand what motivates them and the communities they choose in such a highly mobile environment. Such an environment includes the following elements:  Job Base. Talent moving to a new community wants to know that there are other opportunities if the job that brought them there does not fulfill expectations.  Simple Commute. Many Millennials are not defined by the automobile, and do not want to drive if they don’t have to. As reported in Urban Land Institute (ULI) Emerging Trends 2016, miles traveled by car for those people 34 years old or younger are down 23 percent nationally. Locally, the average miles travelled by any mode – walking, driving, biking, or taking transit – is the lowest for Millennials.  Urban Lifestyle. They tend to prefer density with alternative transportation modes and retail nearby, which provides alternatives to owning a car. This urban lifestyle does not mean that an entire community must conform to urban densities. What is important is that some element of an urban lifestyle through either a healthy Main Street in a traditional downtown or denser town centers in suburbs is provided.  Amenities. Millennials are looking for ample amenities, especially restaurants and access to outdoor recreation.  Open Culture. They embrace social or ethical causes1 and communities that are more diverse, accepting, and open to change. Skilled Workforce When planning for a future economy it is important to understand that all industries are dependent on a talented workforce that has technical skills and/or higher education attainment. Bozeman’s future economy requires a skilled workforce with training in career technical education (CTE) and access to higher education science, technology, engineering, and mathematics (STEM) degrees. Career Technical Education (CTE) Training CTE training is targeted toward middle-skill jobs, which require education and training beyond high school but less than a bachelor's degree, and are a significant part of the economy. Of the 55 million job openings created by 2020, 30 percent will require some college or a two-year associate degree. 1 Brookings Institute, 11 Facts about the Millennial Generation, June, 2014. City of Bozeman | Economic Development Strategy Update November 2016 Page 7 It is important to foster partnerships with Gallatin College and local primary and secondary schools to encourage youth to consider this career path. By engaging youth early, they may be more likely to attend Gallatin College or obtain other skills training and either start their own enterprise or apply their critical skills with local companies in Bozeman. An example of CTE training includes culinary programs that support the hospitality and tourism industry, and photonics technician trainin g with Computer Numeric Control (CNC) machining skills development that supports high-tech manufacturing. Higher Education Globally, positions requiring substantial independent judgment and decision making are now in high demand. Increasingly employers are demanding a workforce that has technical skills, including manufacturing jobs that involve the operation of sophisticated machinery requiring some advanced training beyond high school. Science, technology, engineering, and mathematics (STEM) workers are increasingly in demand and in short supply, especially in the private sector which needs software developers, data scientists, and those in skilled trades. Bozeman is fortunate in that it is home to Montana State University (MSU), which provides several degrees and research facilities to equip students with these technical, interpersonal, and entrepreneurial skills that are in high demand. What is the Benefit of an Economic Development Vision and Strategy? In order to prepare a community to proactively respond to rapidly changing trends, it must have a strategy in place. Without a strategy, efforts are often reactive, non -collaborative, and not connected for meaningful impact. An economic development strategy will: #1: Document a Playbook For economic development to succeed, numerous partners and organizations must be engaged and collaborate toward common goals. At the same time, it is essential for public and private entities to recognize that they are partners in economic development efforts, as one cannot be sustained without the other. To efficiently and effectively align goals, a community must understand, document, and achieve consensus on its vision, values, opportunities, and objectives. Bozeman has established a solid foundation with the three economic development pillar strategies defined below: 1. Support retention and growth of existing businesses, while welcoming and encouraging new businesses; 2. Invest in infrastructure as a mechanism to drive economic development; and 3. Support education and workforce development initiatives to provide businesses with qualified workers. City of Bozeman | Economic Development Strategy Update November 2016 Page 8 The world’s economy is changing rapidly. An established “playbook” provides enough broad goals to recognize opportunities when they arise, and also clear direction regarding the City’s roles to help determine projects that should be pursued and those that are better implemented by other stakeholders. To effectively implement a strategy, it is as important to say “no” to certain opportunities as it is to say “yes” to others. #2: Identify Specific Actions and Metrics Once goals and objectives are defined, action must be taken. Often these actions will appear minor without the overall context of the plan. Furthermore, some actions will build momentum and have a meaningful impact, others will fail, and some may not occur due to limited stakeholder interest or resources. The intent of the strategy is to provide several action items by several partners, all working toward the same overall goal. This is a flexible document that will be shaped as opportunities arise. Finally, it is important to revisit the document annually and determine where progress is being made, where other areas are deficient, and acknowledge that progress is being made. It will be necessary to update the document every three to five years in keeping with the rapid pace of change in the economy. City of Bozeman | Economic Development Strategy Update November 2016 Page 9 Background In developing the economic development strategy, it is important to obtain information from local businesses and employees. We have achieved this through personal interviews of stakeholders identified in Attachment B and survey responses from the business community. Consistent themes from the interviews and surveys are summarized below and are reflected in the strategy. Stakeholder Interview Themes In August, 2016 Leland Consulting Group and Bozeman Economic Development staff held several meetings with industry representatives, small business organizations, the Economic Development Committee, and City staff to determine opportunities and challenges to fostering economic development in the Bozeman region. Consistent themes and comments are noted below.  Hard to attract and hire senior level talent. Often want to also bring professional spouse but may not have a position for that person. This is referred to as a “trailing spouse issue”.  Need to tell Bozeman business story (outdoor recreation story is done well already).  If more companies are here, it is more attractive to employees because they have options for career growth and competition which ultimately increases wages.  Need to make sure existing companies have place to grow. They want to stay within the Bozeman city limits but that opportunity is becoming constrained by costs and lack of building sites.  Protect access to and quality of outdoor life and ecosystem (aquifers, trails, streams, views). This is vital to Bozeman.  Emerging growth and economic development issues must be addressed on a regional level. Need to start thinking regionally.  Financial resources are constrained. Need to work together (private/public) for proactive solutions.  Accommodate and welcome new businesses interested in Bozeman, and balance other economic development priorities with recruitment of companies.  Work with industry clusters to determine gaps in supply-chain and target companies needed to fill the gaps. City of Bozeman | Economic Development Strategy Update November 2016 Page 10 Citywide Survey Themes The City of Bozeman is undergoing a Strategic Planning Process, which included outreach to the local citizens via survey. They received over 530 responses, including the following, which represent consistent themes in answering “What is your vision for an innovative economy?”  Higher wages, more appreciation of workforce, less concentration of wealth in the hands of a few privileged folks  Promote growth on the micro level by opening doors and lightening unnecessary restrictions that were written with larger businesses in mind. We need more people manufacturing or running businesses out of their homes and vehicles as the cost of brick and mortar businesses has become prohibitive to smaller startups.  Small, entrepreneurial businesses are the key. They are flexibl e, hire the most individuals and adapt better than large businesses to a constantly changing economy!  Thriving business community, lots of growing startups, full employment, opportunities to get training to improve your position.  Easy to start a business, easy to get funding.  A varied economy that continues to make quality of life a priority.  Economy based on multiple legs – technology, recreation, other skilled employment  Utilizing local talent and businesses.  Develop a plan to improve jobs and employment opportunities for residents wanting to stay in the area equally matched with recruiting out of state residents for current and future openings for employment. Develop training programs for workforces underrepresented, like skilled trades, high-tech, and service work such as hospitality, landscaping, or unskilled labor.  Jobs that pay enough to let you live here.  Global, technology based businesses and other clean industries.  I would hope that Bozeman is an outdoor industry hub, has more than high-tech as options for well-paying jobs, and has direct educational opportunities for residents who want to pursue jobs in Bozeman.  Bozeman has a healthy mix of industries, including thriving high-tech companies who are based in Bozeman.  That Bozeman would not become a mini Silicon Valley, even though high-tech businesses are here. We need to make sure Bozeman remains diversified enough that we have a variety of business that offer a variety of positions from skilled labor to Ph.D....not just all jobs requiring a high amount of education.  A diversified economy that provides high paying jobs but doesn't detract from our natural environment. City of Bozeman | Economic Development Strategy Update November 2016 Page 11 Business Owner Survey Themes City of Bozeman staff in partnership with Prospera, Bozeman Chamber of Commerce, and Downtown Partnership distributed a survey to over 2,000 businesses. A total of 107 responses were submitted. The company make-up is shown in the following chart and predominant themes are summarized below. Figure 3. Types of Businesses Responding to Survey City of Bozeman | Economic Development Strategy Update November 2016 Page 12 Figure 4. Where Bozeman Companies Find Talent Figure 5. Ideal Location for Bozeman Companies 0 5 10 15 20 25 30 35 Manufacturing Retail/Restaurant Professional services Tourism Outdoor Photonics Bioscience Software/IT City of Bozeman | Economic Development Strategy Update November 2016 Page 13 Business Owner Survey Comments  I work with businesses who are hiring. Barriers include: No local job posting site, costly nature of newspaper advertisements, many businesses don't offer any type of health insurance (too expensive), inability to be competitive with wages.  Available pool of experienced applicants, timing of students coming and g oing seasonally.  Hiring is done through word of mouth, online notices, in -store notices; university job board and local Job Center.  If you could locate anywhere, where would it be: o Downtown o Northeast Bozeman o Four Corners o West end of Huffine o MSU Innovation Campus  What do you like about your current location: o Easy access to I-90 for shipping. Central. o Downtown – close to services, culture, active main street. o Easy to get to, easy parking, close to MSU campus. o In the heart of the western expansion of Bozeman . o Don't like current location with too much traffic and no place to walk. Suburban.  I'm not a "Bozeman native," I moved here in 2003. So I realize I'm part of the "growth challenge." I believe there are ways we can grow responsibly, put infrastructure first (so we're not handling those issues in "reactive mode" five years from now), and foster a sense of community downtown and beyond, so we don't lose the fine qualities that drew us to Bozeman in the first place. We do need to look at establishing more live/work/eat/play hubs outside the Bozeman Main Street. That will be the toughest shift I imagine. Our single-street downtown is so beloved by so many, but as the valley continues to grow, that Main-centric mentality will get even harder to sustain. Thriving ci ties find a way to establish micro-hubs and self-sufficient mini communities in rays branching out from the main downtown. We don't have that yet, but it's where we need to go.  The City needs help implementing a system that would work more efficiently for small business owners. It shouldn't take as long as it does to get permits approved.  Thank you for this opportunity to give input. City of Bozeman | Economic Development Strategy Update November 2016 Page 14 Montana Photonics Industry Alliance Member Survey (2014) The Photonics Alliance issues an annual survey to its membership. One specific question is “What are the three most important things that the city/county government could do to promote the success your organization?” This question helps guide specific actions the city should take to foster economic development. The three most common answers were:  Support the Montana Photonics Industry Alliance (20 percent).  Support a campaign to increase awareness of the growing Montana photonics industry and the attractiveness of this area for photonics companies and employees (20 percent).  Support infrastructure projects such as increased internet bandwidth and better b usiness travel connections (20 percent). Strengths, Weaknesses, Opportunities, and Challenges (SWOT) The following strengths, weaknesses, opportunities, and threats (SWOT) are derived from stakeholder input, survey responses, and general research. Strength (internal) Weakness (internal)  High-wage and knowledge-based industry clusters  MSU and Gallatin College programs and increasing enrollment in both  Bozeman Yellowstone International Airport  Outdoor recreation opportunities  Vibrant downtown  High net-worth population  Small-town feel  Strong K-12 system  Sustainable culture  Regional retail hub (important for talent attraction)  I-90 access  City has great GIS data sharing capability and culture  Limited affordable housing  Low salaries (also a strength for business)  Limited rail freight loading  Isolated location  Lack of cultural diversity  Limited access to venture capital and startup ecosystem  Hard to attract senior level talent  City permitting process perceived as difficult  Broadband infrastructure  Limited site availability for business expansion  Lack of activities to support youth programs, especially teenagers  Lack of larger conference/convention facility Opportunity (external) Threat (external)  Yellowstone National Park tourist attraction  Big Sky Resort business leader attraction  Millennial talent pool is mobile and seeks quality location  Population growth in mountain states  MT #6 best state for business tax climate  Limited STEM education workforce  State dependence on energy economic base  Increase in fuel prices City of Bozeman | Economic Development Strategy Update November 2016 Page 15 Economic Profile The following information provides a current snapshot of economic conditions in the city of Bozeman that provide direction regarding strategy actions. These data points can be used over longer periods of time as a point of reference in gauging if the City is achieving overall goals. Population Growth The city of Bozeman’s population increased from 27,509 in 2000 to 39,123 in 2014 for a 42.2 percent change in population. Population is projected to continue to grow at an annual rate of 4.2 percent. This trend will continue to compel the City to consider strategic infrastructure investments that can foster efficient development patterns that will support this growth. Figure 6. Percent Change in Population (2000 to 2014) Source: U.S. Department of Commerce. 2015. Census Bureau, American Community Survey Office, Washington, D.C.; U.S. Department of Commerce. 2000. Census Bureau, Systems Support Division, Washington, D.C. Produced by Economic Profile System (EPS) September, 2016. City of Bozeman | Economic Development Strategy Update November 2016 Page 16 Employment Growth In line with population growth, employment grew at an average of 3.2 percent annually in Gallatin County from 2004 to 2014. Table 3. Gallatin County Annual Total Employment 2008 2009 2010 2011 2012 2013 2014 2008 to 2014 2010 to 2014 Gallatin County 49,081 45,324 45,043 46,419 47,718 50,315 55,533 6,452 10,490 Annualized Employment Growth -7.7% -0.6% 3.1% 2.8% 5.4% 10.4% 2.2% 5.4% Source: U .S . Census LEHD Leland Consulting Group . Commute Patterns Commute patterns reflect how much of the workforce lives and works within the city of Bozeman. Ideally, the workforce lives and works within the city to reduce congestion and retain spending dollars within the community. Table 4 shows there is an increase of employment and residents within the city between years 2010 and 2014. What is remarkable is the minimal increase in people commuting into Bozeman for a job and living outside the city. Instead there is an increase in people living and working in Bozeman, as well as the number of people living in Bozeman but working outside the city. What this suggests is that the workforce prefers to live in Bozeman. Therefore, if an employer locates a business within Bozeman they have a competitive advantage in providing a desired location that reduces commute times and congestion and more access to local sector businesses. Table 4. City of Bozeman Commute Patterns 2010 2014 Employment in City 24,384 27,317 Employed Individuals Living in City 13,737 18,266 Commute into City for Employment and Live Outside 16,370 16,637 Live and Work in City 8,014 10,680 Live in City but Leave for Employment 5,723 7,585 Source: U .S . Census LEHD Leland Consulting Group . City of Bozeman | Economic Development Strategy Update November 2016 Page 17 Median Age The median age in Bozeman is 27.5 years versus the U.S. average of 37.4 years. The distribution of ages within Bozeman is shown in Figure 7. As evidenced, the Millennial cohort dominates the Bozeman population. This average age is largely influenced by Montana State University, but still has a significant influence on the culture and design of the community quality of life elements. Distribution of Employment Table 5 reflects the distribution of employment within Bozeman in comparison with U.S. averages. Of note is a smaller percentage of manufacturing employment at seven percent compared with a national average of 10.4 percent. This likely reflects the nature of small manufacturing facilities within the city. There is a higher percentage of arts and entertainment at 14.8 percent compared to the national average of 9.5 percent which reflects the unique tourism industry within Bozeman. According to projections by the U.S. Department of Labor, service-providing sectors are projected to capture 94.6 percent of all the jobs added between 2014 and 2024. This trend toward the service- producing sectors emphasizes the importance of focusing on talent based industries that require skills and some additional education. Figure 7. City of Bozeman Average Age (2014) Source : U.S. Department of Commerce. 2015. Census Bureau, American Community Survey Office, Washingt on, D.C.; U.S. Department of Commerce. 2000. Census Bureau, Systems Support Division, Washington, D.C. Produced by Economic Profile System (EPS) September, 2016. City of Bozeman | Economic Development Strategy Update November 2016 Page 18 Table 5. Distribution of Employment by Industry (2014) Bozeman, MT U.S. Goods-Producing/Non-Service Ag, Forestry, Fishing & Hunting, Mining 2.2% 2.0% Construction 6.4% 6.2% Manufacturing 7.0% 10.4% Wholesale Trade 1.8% 2.7% Service Related Retail Trade 12.9% 11.6% Transportation, Warehousing, and Utilities 2.2% 4.9% Information 1.5% 2.1% Finance and Insurance, and Real Estate 4.6% 6.6% Professional, Scientific, Management, Admin, & Waste Management 11.4% 10.9% Education, Health Care, & Social Assistance 27.6% 23.2% Arts, Entertainment, Recreation, Accommodation, & Food 14.8% 9.5% Other Services, except Public Administration 3.8% 5.0% Public Administration 3.7% 4.9% Source : U.S. Department of Commerce. 2015. Census Bureau, American Community Sur vey Office, Washington, D.C. Produced by Economic Profile System (EPS) September, 2016. Income Distribution In the 2009 to 2014 period, the income category in the city of Bozeman with the most households was $50,000 to $74,999 (19.3 percent of households). The income category with the fewest households was $150,000 to $199,999 (2.5 percent of households). In the 2009 to 2014 period, the bottom 40 percent of households in the city of Bozeman accumulated approximately 10.7 percent of total income, and the top 20 percent of households accumulated approximately 52.6 percent of total income. Figure 8. City of Bozeman Household Income Distribution (2014) Source: U.S. Department of Commerce. 2015. Census Bureau, American Community Survey Office, Washington, D.C. Produced by Economic Profile System (EPS) September, 2016. City of Bozeman | Economic Development Strategy Update November 2016 Page 19 This income distribution is summarized by a Gini coefficient, which is a commonly used measure of inequality. In the 2009 to 2014 period, the city of Bozeman had an average income distribution between high and low-income households (Gini coefficient of 0.47) similar to the U.S. average income distribution (Gini coefficient of 0.48). Education Attainment As discussed, the modern global economy thrives on a skilled workforce. As indicated in the following table, Bozeman is fortunate to have a highly-skilled workforce based on education attainment. This is especially important for the types of industry clusters driving the Bozeman economy that require a highly skilled workforce. Table 6. Educational Attainment (2014) Bozeman % of Total U.S. % of Total No High School Degree 2.5% 13.7% High School Graduate 97.5% 86.3% Associates Degree 6.6% 7.9% Bachelor's Degree or Higher 54.4% 29.3% Bachelor's Degree 35.6% 18.3% Graduate or Professional 18.8% 11.0% Sourc e : U.S. Department of Commerce. 2015. Census Bureau, American Community Survey Office, Washington, D.C. Produced by Economic Profile System (EPS) September, 2016. Figure 9. Gini Coefficient (where 1 represents inequality) Source: U.S. Department of Commerce. 2015. Census Bureau, American Community Survey Office, Washington, D.C. Produced by Economic Profile System (EPS) September, 2016. City of Bozeman | Economic Development Strategy Update November 2016 Page 20 Industry Clusters Industry clusters are groups of similar and related traded sector businesses in a defined geographic area that share common markets, technologies, worker skill needs, and which are often linked by buyer-seller relationships. Industry clusters represent distinct qu alities of a community and help define what makes one community different from another. As they convey distinct qualities, it is important to be specific in the definition of a cluster. For example, rather than promoting “high- tech,” a community should focus on “software or photonics” to convey the type of product being manufactured and its unique workforce and supply chain needs. Promotion of clusters helps reinforce to existing businesses and interested outside talent the unique community assets and why it is good place to stay and grow. When interviewed, business leaders agreed with this approach in that it helps convey an understanding of the distinct industry assets in the region. The City has identified the following key industry clusters it can support and grow:  Photonics  Software/IT  Outdoor  Tourism/Recreation  Biotechnology Each cluster benefits from partnership with the significant higher education assets of Montana universities and colleges. Furthermore, the city’s infrastructure, unique assets, and existing company base serves to support these industries. In defining specific clusters and fostering collaboration, new business opportunities arise, workforce training needs can be met, and physical site expansion needs can be addressed. The following summaries by cluster will vary in the amount of detailed information depending on the level of business alliance organization behind each cluster and the research invested to date. Those with more information provide a good benchmark for the level of infor mation desired from business retention efforts and fostering formal business alliances for each group. Photonics Overview Optics and photonics are a significant component of the southwestern Montana economy. On a per capita basis, Bozeman has one of the highest densities of optics companies found anywhere in the United States. Many of these companies were founded by Montana State University graduates, often through MSU technology transfer. City of Bozeman | Economic Development Strategy Update November 2016 Page 21 Companies There are at least 30 photonics companies within the Bozeman region (http://www.montanaphotonics.org/members/). Anchor companies that founded the cluster and are larger employers include Quantel, ILX Lightwave, Lattice Materials Corporation, and FLIR. Sixty-three percent of the companies reported fewer than 20 employees, while 18 percent had 21 to 50 employees, and another 18 percent had 50 to 100 employees.2 A sizeable majority of the firms in the cluster were formed since 2000, and they tend to be young, small, and innovation intensive. Industry Growth Projections According to the following excerpt from Multiannual Strategic Roadmap 2014 – 2020 by the European Technology Platform Photonics21, the opportunities for the photonics is significant: “Photonics is everywhere around us: from communications and health, to materials processing in production, to lighting and photovoltaics and to everyday products like DVD players and mobile phones. Yet the full disruptive potential of photonics is only now becoming clear. New advances in photonics will revolutionize healthcare and provide new ways of detecting, treating and even preventing illness. In manufacturing, laser processing will be a basic prerequisite for high-volume, low-cost manufacturing.”3 The report continues to identify significant opportunities clearly conveying how photonics is becoming one of the most important industries for the future. According to a Montana Photonics Industry Alliance 2015 Member Survey, total industry employment is 517 and they forecast headcount growth rate of nine percent for the year. Distinct Resources Many of the companies have a strong connection to MSU’s Optical Technology Center (OpTec) and its associated nonprofit Spectrum Lab. OpTec plays a prominent role within the optics cluster as a networking center for research and talent development. Spectrum Lab was “spun out” of OpTec in 1999 to further development technologies from MSU’s research facilities. Spectrum Lab serves as a kind of optics “application incubator” for faculty and industry and as a bridge between MSU labs and the private sector.4 2 Imagining a Future for the Big Sky Optics Cluster, RTS Inc., October 2012. 3 Multiannual Strategic Roadmap 2014 – 2020 by the European Technology Platform Photonics21, April 2013. 4 Imagining a Future for the Big Sky Optics Cluster, Regional Technology Strategies, October 2012. City of Bozeman | Economic Development Strategy Update November 2016 Page 22 Montana Manufacturing Extension Center (MMEC) is an important organization fostering growth of the cluster as well. The MMEC at Montana State University’s College of Engineering in Bozeman is a statewide manufacturing assistance center that provides technical support and training to Montana businesses. MMEC is also a part of the National Institute of Standards and Technology (NIST) nationwide network of centers created to assist small and mid-size manufacturers, the Manufacturing Extension Partnership (MEP). MMEC offers a wide array of services to Montana manufacturers including business management, design and product development, lean enterprise, process improvement, and quality systems services as well as a variety of training courses. Workforce The photonics industry is able to access a skilled workforce from both MSU and Gallatin College through the following programs. Montana State University:  Bachelor of Science (BS) Degree in: o Chemical Engineering o Computer Engineering o Industrial Engineering  Masters of Science (MS) Degree in Optics and Photonics  BS, MS, PhD in Physics Gallatin College:  Associate of Applied Science (AAS) Degree o Photonics, Laser, Optics Technology. o Design Drafting o Production Management Course for Manufacturing (proposed)  Certificate of Applied Science (CAS) Degree o Welding o Machining Industry Alliances The Montana Photonics Industry Alliance is a strong organization serving the Bozeman area. They perform annual surveys of members and have identified that they most need support from the City regarding organizational support and employee attraction. Through their industry collaboration they worked with Gallatin College to create the Photonics AAS degree that started Fall, 2016. City of Bozeman | Economic Development Strategy Update November 2016 Page 23 Software/IT Overview The majority of software/IT companies within the Bozeman region provide Ente rprise Software (SaaS) services. These are companies with a software distribution model in which a third-party provider hosts applications and makes them available to customers over the Internet. This distinguishes Bozeman’s clusters from other regions that may specialize in consu mer-facing or gaming products. Companies Bozeman is fortunate to be home to a major facility of a globally recognized company, Oracle, which serves as a significant anchor company for the region. Other growing companies include Workiva, Zoot Enterprises, and Wisetail. Industry Growth Projections In 2016, spending on public cloud infrastructure as a service hardware and software is forecast to reach $38 billion, growing to $173 billion in 2026. SaaS and Platform as a Service (PaaS) portion of cloud hardware and infrastructure software spending are projected to reach $12 billion in 2016, growing to $55 billion in 2026.5 Trends driving the market growth include geographic expansion, industry customization, developer focus, expanding professional and managed services, and enhanced security, governance, and compliance. The Montana High-Tech Business Alliance (HTBA) includes software companies as well as high-tech manufacturers. The HTBA 2016 Member Survey indicates that Montana’s high-tech companies anticipate growing almost seven times faster than the Montana economy as a whole. HTBA members (23 percent of all responses) most often reported that attracting talent and hiring skilled technology workers was their firm’s largest impediment to growth. Distinct Resources A robust broadband network is critical for the growth of this industry. The City’s leadership role in planning this infrastructure is a significant action toward fosterin g the growth of this industry. Continuing to ensure access to convenient business flights to major software/IT regions is important for talent attraction and access to capital will be important as well. 5 Statistica: Public cloud Infrastructure as a Service (IaaS) hardware and software spending from 2015 to 2026, by segment (in billion U.S. dollars). City of Bozeman | Economic Development Strategy Update November 2016 Page 24 Workforce The software industry differs slightly from the business survey results regarding source of hi ring. As this industry has strong demand for talent that is highly mobile companies often extend beyond Bozeman and Montana to hire employees. However, they can access a skilled workforce from both MSU and Gallatin College through the following programs: Montana State University:  BS, MS, and PhD in Computer Science  Bachelor of Science Degree Computer Engineering Gallatin College:  Certificate of Applied Science (CAS) Degree o Network Administration Technology (Fall 2017) Industry Alliances The Montana High-Tech Business Alliance (HTBA) consists of more than 300 high tech and manufacturing firms and affiliates in Montana. It consists is a broad range of companies including pharmaceutical, semiconductor, software, and manufacturing using high-tech methods. If Bozeman wants to foster a distinct software cluster, it can benefit from a distinct industry alliance that is focused on their unique culture of collaboration, fostering startups, and addressing their need for talent. Outdoor Overview Leveraging the unparalleled access to outdoor recreation, Bozeman has a growing industry tied to this asset. The outdoor cluster consists of firms that design, develop, manufacture, market, distribute and sell apparel, footwear, and gear for active outdoor recreation. While manufacturing is a key component to the industry, it also hosts highly skilled knowledge-based workers in design, marketing, and managing product development. Companies A key Bozeman regional anchor company is Simms Fishing Products, with its significant brand awareness and large workforce. Other Bozeman companies include Mystery Ranch, Sklar Bikes, Buck Products, and Sitka. City of Bozeman | Economic Development Strategy Update November 2016 Page 25 Industry Growth Projections Outdoor recreation is an economic powerhouse in the United States, each year generating $646 billion in consumer spending.6 Outdoor recreation in Montana generates $5.8 billion in consumer spending on gear, vehicles, trips, travel-related expenses, and more. Over the next five years, as total recreation expenditure expands, demand for hiking and outdoor equipment is anticipated to grow. Industry revenue is $4 billion within Montana, with an annual growth of 1.8 percent.7 Distinct Resources Outdoor manufacturers such as Simms place a high value on the Montana Manufact uring Extension Center (MMEC) due to its practical and meaningful consulting services that help a company improve production efficiencies. Bozeman’s easy access to the outdoors helps attract workers in this industry to the region. Workforce The outdoor industry is made of a variety of skills and degrees tied to design and manufacturing. Local industries benefit from tailored training programs offered by Gallatin College:  Associate of Applied Science (AAS) Degree o Design Drafting o Production Management Course for Manufacturing (proposed)  Apprenticeship o Sewing Apprenticeship - According to Gallatin College staff, they are currently working with Extended University-MSU, and Career Transitions (non-profit) and some outdoor industry manufacturers to put together an industrial sewing apprenticeship or short-term training, likely through a non-credit course path. Business Alliances Several Bozeman companies are members of the Outdoor Industry Association, which is a national organization focused on the broader advancement to encourage outdoor recreation. Local Bozeman manufacturing companies could benefit from an organized effort to promote their companies tied to the Bozeman tourism/recreation industry. There is a ready opportunity to leverage the messages and collaborations developed in the recent Bring it to Bozeman outdoor video. Additionally, they can continue to partner with higher -education partners to grow the workforce base. 6 Outdoor Recreation Economy, Outdoor Industry Association, 2016 . 7 Climbing high: Revenue trends upward as recreational spending rises, IBIS World, September 2015 . City of Bozeman | Economic Development Strategy Update November 2016 Page 26 Tourism/Recreation Overview The tourism industry cluster consists of a very wide range of businesses that benefit from travelers. Buses, automobiles, airlines, rail, and other transportation companies bring travelers into an economic region. These consumers in turn purchase products and services offered by local lodging establishments, restaurants, amusement, recreational and entertainment establishments, and general retail outlets. This process creates many employment and business opportunities, all of which help sustain and expand the local economy.8 Companies This industry cluster is supported by numerous local sector businesses including hotels, restaurants, tour guides, and retailers. Industry Growth Projections In 2015, Yellowstone National Park experienced record visitation. One reason is that this iconic national park is a draw for many international visitors. Pair that with reduced visa requirements in China, for example, and there is a sudden boom. Nationally, the number of visitors from China to the U.S. currently ranks as the 7th highest visitor group. By 2020, Chinese visitors are expected to be one of the largest groups of visitors to the U.S.9 This trend is reflected in the National Park Service recent addition of Mandarin speaking translators at the Park. Projected growth in the industry is highlighted in Figure 10. 8 The Economic Review of the Travel Industry in Montana, Institute for Tourism & Recreation Research , University of Montana, December 2014. 9 Montana Economic Report, Bureau of Business and Economic Research, 2016. City of Bozeman | Economic Development Strategy Update November 2016 Page 27 Figure 10. Total Travel Expenditures in the U.S. Source: The U.S. Travel Association, June 2016 . Distinct Resources The Bozeman Yellowstone International Airport, direct access to Interstate 90, and nearby access to Interstate 15 in Butte are critical infrastructure assets for the tourism industry. The continual trend of the Bozeman Yellowstone International Airport outpacing Billings in passenger volume remained in 2015. Bozeman, with its population growth and nearby attractions (Yellowstone and ski resorts), should remain Montana's busiest airport for visitation in the state. Additionally, distinct assets such as Yellowstone National Park, Big Sky Resort, and Bridger Bowl Ski Area are important to the vitality of this industry. Workforce The tourism/recreation industry consists of a variety of skills and degrees. Local industries benefit from tailored training programs offered by MSU and Gallatin College: Montana State University:  BS, Hospitality Management Gallatin College:  Associate of Applied Science (AAS) o Culinary Arts AAS Fall 2017 City of Bozeman | Economic Development Strategy Update November 2016 Page 28 Business Alliances The Bozeman Convention and Visitor Bureau and the Bozeman Area Chamber of Commerce currently promote local businesses and attractions for visitors. There is an opportunity for these organizations to align events, marketing, and promotions to highlight and promote traded-sector outdoor companies. The alignment between tourism and outdoor gear marketing can effectively help the existing traded-sector companies expand their market base and revenues, which in turn allows them to grow the company. Biotechnology Overview Southwest Montana has developed its own distinctive biotech infrastructure that includes several medical/bioscience research institutes, hospitals with research and clinical trials capacity, and a very strong life sciences and related engineering presence within its two major universities. Nearly 61 percent of all bioscience jobs in Montana are in the Research, Testing and Medical Laboratories category, compared to 56.5 percent in the U.S. Bozeman has the largest concentration of bioscience companies, with 33 percent of all Montana companies being located in Bozeman.10 Companies The broader Southwest Montana bioscience cluster is anchored by the GlaxoSmithKline manufacturing facility in Hamilton, Montana. Within Bozeman, companies include Takeda, Microbion, ProPharma Group, and ADVR Inc. Industry Growth Projections Entering the second half of this decade, most life sciences organizations appear to be adopting an attitude of cautious optimism. Significant opportunities exist in the global marketplace but challenges exist as well. Spending growth in pharmaceuticals (pharma), biotechnology (biotech), and medical technologies (medtech) is projected to follow an upward trend due to increasing demand, but pricing challenges are still an issue. Industry margins are being eroded by high discounts, retail sector price controls, public sector purchasing policies, and the move to value-based care. Biotech drugs (vaccines, biologics) continue to gain traction in the life sciences sector. Of the top 10 pharma products by sales in 2014, the majority of them were biotech drugs, including monoclonal antibodies and recombinant products. Treatments for rheumatoid arthritis, Hepatitis C, and cancer figure most prominently in the list of the most sales generating drugs.11 10 Montana Bioscience Cluster Revisited, RTS Inc., 2013. 11 Global life sciences outlook, Deloitte, 2016. City of Bozeman | Economic Development Strategy Update November 2016 Page 29 GlaxoSmithKline shut down its vaccine R&D branch within its Hamilton facility and laid off all of the unit’s 27 employees in 2015. (No layoffs have occurred for the manufacturing portion of the Hamilton site, where the bulk of the company’s employees work.) In addition, Takeda Pharmaceutical Company will close its vaccine facility in Bozeman by 2017 as part of a company- wide consolidation. While these companies have announced their relocation, some staff have indicated that they will not leave Bozeman and instead start new companies. This is a significant testament to Bozeman’s ability as a community to retain talent and continue to grow industr y clusters from the ground up. Furthermore, according to interviews with local business bioscience leaders, the industry holds promise with the recent addition of Dr. Renee Reijo Pera highlighted below, which will only further support the talent base determined to stay in Bozeman . Distinct Resources Montana State University lab facilities and technology transfer services are critical to the growth of this industry. Dr. Renee Reijo Pera, an internationally recognized stem cell scientist and former director at Stanford University is the new Vice President for Research and Economic Development at Montana State University.12 According to business leaders, there is approximately 40,000 square feet of private wet lab space available for lease. This is a highly valuable asset that should be highlighted and promoted to retain and grow local companies. Additionally, development of the Montana State University Innovation Campus has gained momentum and is attracting interest in development. Workforce The biotech industry is able to access a skilled workforce from MSU through the programs listed below. Gallatin College currently does not have specific training programs tied to this cluster, however staff indicated that they are willing to work with the industry leaders to develop new programs as needed. Montana State University:  Bachelor of Science Degree in Biotechnology  PhD in Bioengineering Business Alliances Montana Bioscience Alliance is an organization that serves as a hub for Montana’s biotechnology companies, entrepreneurs, laboratories, hospitals, clinics , and universities to commercialize, grow, and sustain globally competitive bioscience companies. Business leaders expressed in interviews that it would be beneficial to work with this organization with more concentrated focus on Bozeman companies and MSU opportunities for commercialization. 12 Bioscience Under the Big Sky, Montana Bioscience Alliance, 2014. City of Bozeman | Economic Development Strategy Update November 2016 Page 30 The Strategy Strategies must continuously evolve as economic situations change, actions are accomplished, and new opportunities arise. Current Strategy The City of Bozeman has established a solid approach to economic development with its current strategy that is based on the three economic development pillar strategies below. 1. Business Growth: Support retention and growth of existing businesses, while welcoming and encouraging new businesses. 2. Infrastructure: Invest in infrastructure as a mechanism to drive economic development. 3. Workforce: Support education and workforce development initiatives to provide businesses with qualified workers. Strategy Update The strategy update builds on the current work to date with a consideration of broader economic development trends. Specifically, within this recent economic growth cycle, the nation has seen large regions boom with innovation and employment that largely benefits a workforce with significant education and skills development. Many of these areas are now struggling with complex issues tied to increased traffic and limited affordable housing for the middle and low-income workforce. The city of Bozeman is at a critical point in growth and has an opportunity to learn from these larger regions. Fortunately, civic leadership is looking ahead to retain the exceptional quality of life in the city, while also growing the economic base that is so vital to the health of a community. A critical question that was heard throughout the development of this strategy was “Can we maintain the high quality of life Bozeman citizens expect while increasing wages to compete regionally and nationally?” The answer is yes with a commitment to the following outcomes, which are the foundation of this strategy update, and shape the three explicit goals outlined below. Strong Economic Base  Increase middle and high wage traded sector employment and diversify the economic base by supporting existing businesses and strategically growing the local supply chain.  Support local sector businesses with a seamless permitting process and awareness about existing small business programs.  Invest in infrastructure projects identified on the capital improvement plan (CIP) that the business community needs and wants by leveraging the City’s proactive culture to foster collaboration across departments and commitments to identified projects. City of Bozeman | Economic Development Strategy Update November 2016 Page 31 Strong Community  Protect the outdoor environment by guiding efficient industry site development within the city limits.  Foster an environmentally and economically sustainable community with an active transportation network (transit networks, bicycle routes, trails, and sidewalks) that employers and employees desire.  Offset livability costs for citizens with conscious infrastructure and workforce investments that improve access to job opportunities with the understanding that several other stakeholders are focused specifically on affordable housing. Goal 1: Expand the Existing Base Why this Goal? The Bozeman area is fortunate to already host a robust base of knowledge-based industries that are poised for more growth. However, these existing industries are challenged with attracting a skilled workforce. Due to Bozeman’s high quality of life, it can attract and retain this needed talent with a concentrated message and outreach effort. When there is a larger employment base, it is more attractive to employees because they have options for career growth. In turn, once the employment base grows, competition will occur and ultimately increase wages. Objective 1.1 Develop strategic approach to business retention visits City staff must have a good understanding of the existing industry base to effectively support it. Meeting with businesses and documenting opportunities and challenges is an important first step to gain industry insights, resolve challenges, and foster collaboration. Furthermore, based on the significant amount of appreciation for outreach identified in the survey, it is clear this effort is desired and needed. Actions  Prepare list of existing targeted traded-sector companies that are within industry clusters. Become familiar with workforce services and grant programs that can help business. May want to include workforce representative as appropriate on visits.  Identify companies that are facing retirement and need to transition ownership or need assistance in scaling up facility.  Based on interviews with businesses, identify any barriers to growth. Compile responses from business to find common themes of strengths and weaknesses of working in Bozeman.  Obtain quotes from CEOs to authentically promote Bozeman. City of Bozeman | Economic Development Strategy Update November 2016 Page 32 Objective 1.2 Invest in infrastructure and employment areas desired by traded sector business expansion It is important to understand where different industries can locate. For example, bioscience needs to be near MSU research facilities and photonics is sensitive to vibration and can’t be near rail. With this understanding of site needs, the appropriate infrastructure improvements can be made in the right locations to foster growth. City staff has the unique role in guiding infrastructure investments, land use pol icy, and the permitting process. Removing barriers to site development and proactively fostering site readiness tied to business needs is a critical role in economic development. Furthermore, development in the desired downtown core is more complex than standard “greenfield” development and requires hands-on engagement with staff. Actions  Work with industry clusters to understand their unique siting needs and help them find locations. Leverage planning and investment in broadband with site determination pro cess.  Establish list of infrastructure needs tied to facilitation of site development.  Collaborate with Public Works, Finance, and Community Development Department to determine if the needed infrastructure serves multiple properties and is on the Capital Improvement Plan (CIP).  Ensure enough appropriately zoned land in desired employment areas.  Based on this understood need, apply for grants or apply Tax Increment Financing (TIF) funds for projects in appropriate districts. Consider applying for a federal EDA Public Works grant for infrastructure serving multiple employment sites. Objective 1.3 Foster industry cluster collaboration Industry clusters can thrive with a concentrated effort to bring research, workforce t raining, and business together. In doing so, innovation is commercialized, business opportunities are fostered, and training needs addressed. Cluster collaboration is realized through events, business assistance, infrastructure investment, workforce training, mentorships, education, and marketing . Actions  Continue to provide staff support for the photonics industry alliance.  Provide funding and staff support to implement a software industry alliance that includes stakeholder representatives.  Provide funding and staff support to implement an outdoor industry alliance that includes stakeholder representatives. City of Bozeman | Economic Development Strategy Update November 2016 Page 33  Provide staff support to engage existing tourism organizations to align events, marketing and promotions to highlight and promote local outdoor companies.  Provide staff support to engage Montana Bioscience Alliance locally to further a bioscience industry alliance that includes stakeholder representatives.  Determine if there are gaps in the supply-chain requiring a specific company presence to bolster industry cluster strength. Partner with industry leaders to fill supply-chain gaps with known sites, market demand, and workforce opportunities. Objective 1.4 Strategically market for talent attraction The number one asset and need for any industry is talent. In expanding the existing base, it is important for businesses to easily retain and attract t alent. In preparing the strategy, almost all industry sectors expressed the need to build one compelling website that aggregates the business case for Bozeman and why talent will want to come here. Additionally, in the business survey responses it was expressed that limited pools of applicants and no central site for postings is a barrier to hiring. The website could serve as important tool as a portal for hiring. Actions  Pending private industry match, hire consultant to build basic website for talent attraction that supports all industries. Consider annual maintenance in budget and strategy to engage industry for use and upkeep. Based on meetings with business groups and BRE visits, determine key messages to attract talent. Goal 2: Support Business Why this Goal? New businesses account for nearly all net new job creation and almost 20 percent of gross job creation. Furthermore, companies less than one-year-old have created an average of 1.5 million jobs per year over the past three decades.13 People generally start businesses in the places they are already located, and many of the resources they access are at the local or regional level. New local sector businesses are important as they make a communi ty distinct, provide amenities to attract young professionals and families that drive the new economy, a nd serve the tourist industry. Many of these businesses need “brick-and-mortar” locations often requiring tenant improvements and building permits, which can be a daunting process. These businesses often benefit greatly from business planning and consulting as well. For these business owners, having one point of contact to navigate the process of starting a new business is extremely valuable. 13 The Importance of Young Firms for Economic Growth, Kaufman Foundation, September 13, 2015 . City of Bozeman | Economic Development Strategy Update November 2016 Page 34 New traded sector startups generally stem from university research or an existing indust ry cluster. These new businesses have limited space needs and may just be start ing out of the home or garage. These businesses need access to capital and industry networks for col laboration and support. Objective 2.1 Provide resources to local businesses to help them grow and expand Often owners of new businesses have never experienced permitting and development of a business place nor are they aware of the many programs offered to support their growth. City staff has a unique role as an important point of contact for these new business owners and can make the process more seamless and supportive. Actions  Create a role for a specific person in economic development department to be first stop for permitting and process concierge. Introduce businesses to existing small business programs.  Continue to proactively share GIS data and information to help businesses determine new locations. Objective 2.2 Support existing startup infrastructure It is important to support an ecosystem where startups are supported and celebrated to create new jobs. An entrepreneurial culture not only serves to create new jobs, but it provides an environment that supports “trailing spouses:” a person who follows his or her life partner to another city because of a work assignment. In a tough hiring climate, promoting this asset is important. Actions  Collaborate with the startup organization to define roles and objectives. The City’s role is to help promote awareness of programs. Promote existing programs through business license renewal or City mailings.  Promote the MSU Blackstone Launchpad, which is an entrepreneur resource for students, alumni, and faculty offering coaching, ideation, and venture creation support.  Collaborate with MSU Tech Link (formerly Tech Transfer Office) staff to foster partnerships with industry clusters.  Promote the Blue Ocean Innovation Center, which is an existing private co-working space, as resource for startups.  Promote Startup Bozeman as networking resource for startups. City of Bozeman | Economic Development Strategy Update November 2016 Page 35 Goal 3: Regional Connections Why this Goal? Complex issues driving income stratification and workforce skills gaps are making it more difficult for all citizens to realize positive personal economic growth in keeping with business growth. In order to plan for this modern economy, communities must consciously foster a diverse economic base and skilled workforce to weather inevitable negative portions of the economic cycles. Objective 3.1 Regional focus The economic development issues facing Bozeman do not adhere to geopolitical boundaries. In order for the City to effectively achieve goals of efficient, sustained and diverse economic growth, it must collaboratively work with County staff. Furthermore, if new financing tools are to be secured, it will take a unified regional voice. Actions  Establish economic development implementation group with County economic development, planning and public works staff.  Consider how tourism funds can be incorporated into economic development efforts.  Align economic development legislative agendas on a regional level for stronger voice and actions to preserve existing economic development tools and diversified funding stream for new opportunities.  Support Gallatin College in finding a location for a 100,000-square-foot facility and aligning regional funding. Objective 3.2 Workforce training partnerships To succeed in the modern global economy people must develop skills. In order to ensure economic opportunities for Bozeman citizens, it is important to foster interest in job opportunities at a young age and make training programs readily available. Actions  Build project-based learning partnerships between industry and K-12 programs. Have students visit manufacturing facilities to make education relevant.  Continue to support Gallatin College and training programs by commuting needs of businesses.  Explore opportunity for a coding school. These are fully-immersive coding boot-camp programs and a part-time course designed to produce or enhance highly employable software developers ready to work in Montana’s thriving community of startups and tech businesses. City of Bozeman | Economic Development Strategy Update November 2016 Page 36 Objective 3.3 Strategically invest Urban Renewal With a conscious investment in active transportation, the City provides the crucial infrastructure to foster affordable lifestyle (not just affordable housing). With a focused effort to promote infill and building housing and employment along corridors, individuals are less compelled to own an automobile, which translates into $9,000 in personal annual savings. Actions  Understand where different types of workforce lives and their employment locations. Determine if there are commute barriers/opportunities.  Collaborate with transit authority to determine if routes and service are match ing with employer and employee locations.  Support efforts to build higher-density housing near transit and active transportation routes.  Enhance bike and pedestrian connections throughout the city to offer low cost active transportation options. End of document. City of Bozeman | Economic Development Strategy Update November 2016 Appendices Appendix A: Action List Appendix B: Stakeholder List Appendix C: Commission Resolution Business Growth Infrastructure Workforce Actions and Metrics 2017 2018 2019 Years 4 and 5 Staff and Resource Partner Metric Outcome Expand the Existing Base √ Prepare list of existing targeted traded-sector companies that are within industry clusters. Become familiar with workforce services and grant programs that can help business. May want to include workforce representative as appropriate on visits. X X X X Project Manager / new staff Prospera, Chamber, Gallatin College, MSU, and other similar partners Identify how many business visits made in what sector. How many training programs utilized by business and what skills traiing is provided. Identify companies that are facing retirement and need to transition ownership or need assistance in scaling up facility. X X X X New staff Manufacturing Partnership List how many companies are facing this situation and resolution by what organization. Based on interviews with businesses, identify any barriers to growth. Compile responses from business to find common themes of strengths and weaknesses of working in Bozeman. X X X X New staff Brokers, developers, engineers Identify the barriers to growth and how are they resolved by staff. Obtain quotes from CEOs to authentically promote Bozeman.X X X X New staff NA Document quotes and utilize on website. √√ Work with industry clusters to understand their unique siting needs and help them find locations. Leverage planning and investment in broadband with site determination process. X X X X Project Manager Brokers, developers, engineers, MSUIC Identify how many infill projects were developed. Establish list of infrastructure needs tied to facilitation of site development.X X X X Project Manager Brokers, developers, engineers Document needed infrastructure projects. Collaborate with Public Works, Finance and Community Development departments to determine if the needed infrastructure serves multiple properties and is on the captial improvement plan. X X X X Project Manager City staff Identify how many ED projects on CIP and where. Ensure enough appropriately zoned land in desired employment areas.X X X Project Manager Community Development Department Identify how many sites available for expansion and where. Based on this understood need, apply for grants or apply Tax Increment Financing (TIF) funds to projects in appropriate districts. Federal EDA Public Works grant for infrastructure serving multiple employment sites. X X Project Manager City staff Identify how many grants and dollars have and/or can be obtained to fund infrastructure. √√ Continue to provide staff support for the photonics industry alliance. X X X X Director / Project Manager Photonics companies, MSU, and Gallatin College Determine barriers to growth within industry and how they align with regional legislative agendas. Build industry support for determined infrastructure needs. Provide funding and staff support to implement a software industry alliance that includes stakeholder representatives.X X X New staff and $10,000 Software companies, MSU, and Gallatin College Organization Chair identified and first meeting held. Provide funding and staff support to implement an outdoor industry alliance that includes stakeholder representatives. X X New staff and $10,000 Outdoor companies, MSU, MMEC and Gallatin College Organization Chair identified and first meeting held. Provide staff support to engage existing tourism organizations to align events, marketing and promotions to highlight and promote local outdoor companies. X X New staff Tourism organization and chamber Staff attending meetings to determine if there is an opportunity to align with outdoor industry. Provide staff support to engage Montana Bioscience Alliance locally to further a bioscience industry alliance that includes stakeholder representatives. X X New staff Biotechnology companies, MSU, and Gallatin College Organization Chair identified and first meeting held. Determine if there are gaps in the supply-chain requiring a specific company presence to bolster industry cluster strength. Partner with industry leaders to fill supply-chain gaps with known sites, market demand, and workforce opportunities. X X X Director / new staff Industry cluster organizations Identify company gaps internally and outreach strategy to address. √√ Pending private industry match, hire consultant to build basic website for talent attraction that supports all industries. Consider annual maintenance in budget and strategy to engage industry for use and upkeep. Based on meetings with business groups and BRE visits, determine key messages to attract talent. X X $15,000 + maintenance Industry cluster organizations Website created. Business attracts talent more easily. Glossary Strategy Overall document that guides economic development department workplan for up to five years. Goal An overarching principle that guides decision making. Objective Specific area of focus to implement goal. Action Specific task undertaken by staff to meet objective. Outcome Three Pillar Strategies Result of actions. Objective 1.3 Foster industry cluster collaboration Objective 1.4 Strategically market for talent attraction BOZEMAN ECONOMIC DEVELOPMENT STRATEGY (2017 to 2022) Objective 1.1 Develop strategic approach to business retention visits Objective 1.2 Invest in infrastructure and employment areas desired by traded sector business Business opportunities are fostered, innovation encouraged, training needs addressed, and barriers removed, all strengthening and growing industry base. Local industries grow with the removal of barriers to growth and nuturing of assets. Construction of infrastructure to employment areas desired by industry. Business Growth Infrastructure Workforce Actions and Metrics 2017 2018 2019 Years 4 and 5 Staff and Resource Partner Metric Outcome Three Pillar Strategies BOZEMAN ECONOMIC DEVELOPMENT STRATEGY (2017 to 2022) √ Create a role for a specific person in ED to be first stop for permitting and process concierge. Introduce businesses to existing small business programs.X X X X New staff DDA, SCORE, SBA, County, Chamber, and similar partners Identify how many businesses supported and the services provided. Continue to proactively share GIS data and information to help business determine locations for new business to help determine where infrastructure investments should be made. X X X X Director / new staff City staff Identify how many business licenses issued annually in what sector and where. √ Collaborate with the start-up organizations to define roles and objectives. City’s role is to help promote awareness of programs. Promote existing programs through business license renewal or City mailings. X X X X Director / new staff Launchpad, Tech Link, Blue Ocean, Startup Bozeman, and other Document number of promotions provided for each start-up organization. Promote the MSU Blackstone Launchpad, which is an entrepreneur resource for students, alumni, and faculty offering coaching, ideation, and venture creation support. X X Director / new staff Startup Organization Highlight information in website. Collaborate with MSU Tech Link (formerly Tech Transfer Office) staff to foster partnerships with industry clusters. X X Director / new staff Startup Organization Highlight information in website. Promote the Blue Ocean Innovation Center, which is an existing private co- working space, as resource for startups.X X Director / new staff Startup Organization Highlight information in website. Promote Startup Bozeman as networking resource for startups. X X Director / new staff Startup Organization Highlight information in website. √√√ Establish economic development implementation group with County economic development, planning and public works staff.X X X X Director County Organize committee and hold at least two meetings. Consider how tourism funds can be incorporated into economic development efforts.X X X Director Convention and Tourism Bureau, Chamber, and other similar partners Meet with partners and identify potential projects for funding that support both tourism and economic development. Align economic development legislative agendas on a regional level for stronger voice and actions to preserve existing economic development tools and diversified funding stream for new opportunities. X X Director Chamber and other similar partners Prepare aligned legislative agenda items for focused efforts. Identify how industry leaders can specific support efforts. Support Gallatin College in finding a location for a 100,000 square foot facility and aligning regional funding.X X Director Gallatin College, County, Chamber, Prospera, and other similar partners Work with partners to determine specific college needs and fundraising strategy. Leverage established partnerships. √ Build project-based learning partnerships between industry and K-12 programs. Have students visit manufacturing facilities to make education relevant. X X X X Director / new staff Gallatin College, MSU, industry organizations Align with ongoing efforts to define and promote programs when visiting businesses. Continue to support Gallatin College and training programs by commuting needs of businesses. X X X X Director / new staff Gallatin College, industry organizations Document training needs identified in business visits and document follow up as to how need is met. Explore opportunity for a coding school. These are fully-immersive coding boot-camp programs and a part-time course designed to produce or enhance highly employable software developers ready to work in Montana’s thriving community of startups and tech businesses. X X Director / new staff Sofware companies, Gallatin College, MSU Based on business visits determine industry support and need. Document need and next steps with partners. √ Understand where different types of workforce lives and employment locations. Determine if there are commute barriers/opportunities.X X X X Project Manager Brokers, developers, engineers Map desired areas and if there are infrastructure gaps. Collaborate with transit authority to determine if routes and service are matching with employer and employee locations. X X X X Project Manager HRC, businesses Map employment and employee areas and desired transit routes. Determine opportunities for new services lines and necessary revenues. Support efforts to build higher-density housing near transit and active transportation routes.X X X X Project Manager Community Development Department Document and map new housing projects. Enhance bike and ped connections throughout city to offer low cost active transportation options.X X X X Project Manager Public works Document and map new projects. Objective 2.1 Provide resources to local businesses to help them grow and expand Objective 2.2 Support existing startup infrastructure Objective 3.1 Regional focus Objective 3.2 Workforce training partnerships Objective 3.3 Strategically invest Urban Renewal Business starts and grows more easily. Regional Connections Local workforce is strengthened with enhanced skills and training. Community has awareness of existing start-up community and more start-ups may emerge. City builds the type of place employees and employers want to live and work in. City and County partners effectively and proactively address complex issues facing the region. Support Business City of Bozeman | Economic Development Strategy Update November 2016 Stakeholder List City Staff Craig Woolard, Public Works Shawn Kohtz, Public Works Chris Saunders, Community Development Natalie Meyer, Sustainability Mitchell Overton, Parks and Recreation State and Community Partners and Resource Providers Paul Reichert, the Prospera Business Network Rob Gilmore, Northern Rocky Mountain EDD Chris Naumann, Downtown Bozeman Partnership Karyl Tobel, Montana Department of Commerce Heather Grenier, Human Resource Development Council Tracy Menuez, Human Resource Development Council Jackie Haines, Human Resource Development Council Stephanie Gray, Gallatin College Bob Hietala, Gallatin College Warren Vaughan, Gallatin County Daryl Schliem, Bozeman Area Chamber of Commerce Les Craig, Blackstone LaunchPad and the Montana State University Innovation Campus; Anya Frey, Small Business Development Center at Montana State University Sarah Ferguson, Montana Community Development Corporation Luke Howard, Southwest Montana Building Industry Association Business Leaders Jim Ness, Big Sky Western Bank Bob Gieseke, Rocky Mountain Bank Matt Johnson, First Interstate Bank Andrew Hull, Elixiter KC Walsh, Simms Fishing Products Andy Wunch, Sitka Gear Rob Irizarry, Oracle Justin Bigert, Wisetail Ken Fichtler, Lattice Materials, Startup Bozeman Michael Monaghan, Beartooth Radio Cody Sauer, StartUp Bozeman Bob Wall, Iron Core Labs Robert Goodwin, Takeda Pharmaceuticals Larry Johnson, Montana Photonics Industry Alliance Pete Roos, Bridger Photonics Tim Sheehy, Bridger Aerospace COMMISSION RESOLUTION NO. 4730 A RESOLUTION OF THE CITY COMMISSION OF THE CITY OF BOZEMAN, MONTANA, ADOPTING THE 2016 ECONOMIC DEVELOPMENT STRATEGY UPDATE. WHEREAS, On August 3, 2009, via Commission Resolution 4195, the Bozeman City Commission (the "Commission") adopted Bozeman's 2009 Economic Development Plan (the 2009 Plan"); and WHEREAS, the 2009 Plan established an advisory committee, the Economic Development Council, to review the City of Bozeman's development review and permitting process, evaluate development issues and make recommendations for policy and procedure changes to the Commission; and WHEREAS, the 2009 Plan designated a qualified city employee with economic development responsibilities and a role as the community business advocate in coordination with the Economic Development Council on the implementation of the 2009 Plan; and WHEREAS, the recommended priorities identified in the 2009 Plan's Implementation Matrix that could be addressed and completed have been; and WHEREAS, local economic conditions present upon adoption of the 2009 Plan have changed; WHEREAS, the Economic Development Council led the effort to coordinate internal and external stakeholders and supports the 2016 Economic Development Strategy Update (the 112016 Update") and the recommendations contained therein; and WHEREAS, the Commission remains committed to facilitating mid- and high wage job growth and economic strength and diversification in the City and the region through updated and timely economic development planning, strategy and policy updates; and WHEREAS, the Commission supports the primary tenets of the 2016 Update: a) retention and growth of existing businesses, while welcoming and encouraging new businesses; and b) investments in infrastructure as a mechanism to drive economic development; and Page 1 of 3 Resolution 4730, Adoption of the City ofBozeman's 2016 Economic Development Strategy Update c) education and workforce development initiatives to provide businesses with qualified workers. NOW, THEREFORE, BE IT RESOLVED by the City Commission of the City of Bozeman, Montana, that: Section 1 The 2016 Economic Development Strategy Update is hereby adopted and shall be as follows: See Exhibit A. Section 2 Effective Date. This resolution shall be in full force and effect upon passage. PASSED AND APPROVED by the City Commission of the City of Bozeman, Montana, at a regular session thereof held on the 14th day of November, 2016. CARSON TAYLOR Mayor ATTEST: OF! BO ' ROBIN CRO1UdH A , City Clerk -- 3 C. u Page 2 of 3 Resolution 4730, Adoption of the City ofBozeman's 2016 Economic Development Strategy Update APPR VED AS T FORM: GREG kDELIVAN City Attorney Page 3 of 3