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HomeMy WebLinkAbout03-06-17 City Commission Packet Materials - A4. Strategic Plan DiscussionCommission Memorandum REPORT TO: Honorable Mayor and City Commission FROM: Carson Taylor, Mayor SUBJECT: Strategic Plan Discussion MEETING DATE: March 6, 2017 AGENDA ITEM TYPE: Action RECOMMENDATION: Compare the December statements to at present to determine what of the present versions are acceptable, and/or how much tweaking is needed, and approve the final Vision and final Vision Statements in preparation for the upcoming Strategic Plan Retreat, and approve appropriate Strategies as agreed. RECOMMEND MOTION: I move to approve the final Vision, final Vision Statements, and Strategies as discussed, in preparation for the Strategic Plan Retreat on Thursday, March 9th and Friday, March 10th , 2017. BACKGROUND: The City of Bozeman has been involved in creating a Vision and Strategic Plan. Confirming the final Vision, final Vision Statements, and appropriate Strategies, prepares discussion for the publicly noticed Strategic Plan Retreat on Thursday, March 9th and Friday, March 10th , 2017. UNRESOLVED ISSUES: None. ALTERNATIVES: Do not approve the final Vision, final Vision Statements, and Strategies. FISCAL EFFECTS: None. Attachments: Draft Strategic Plan Report compiled on: 3/1/2017 213 STRATEGIC PLAN Vision, Vision Statements, and Strategies Comparison Comparison of results of previous commission work session (Dec 2016) and latest draft with the input from commission members and staff March 1, 2017 214 Our Vision Bozeman remains a safe, inclusive community, fostering civic engagement and creativity, with a diverse economy, a strong environmental ethic, and a high quality of life as our community grows and changes. Vision Statements DRAFT RESULTS FROM DEC 20166 WORK SESSION REVISED DRAFT WITH INPUT FROM COMMISSION AND STAFF Revised areas highlighted #1) An Engaged Community. We foster a culture of engagement and civic leadership based on innovation and best practices involving community members of all backgrounds and perspectives. #1) An Engaged Community. We foster a culture of engagement and civic leadership based on innovation and best practices involving community members of all backgrounds and perspectives. (no change) #2) An Innovative Economy. We grow a diversified and innovative economy, leveraging our natural amenities, educational resources and skilled and creative people to generate economic opportunities. #2) An Innovative Economy. We grow a diversified and innovative economy leveraging our natural amenities, skilled and creative people, and educational resources to generate economic opportunities. # 3) A Safe, Welcoming Community. We embrace a safe, welcoming and inclusive community. # 3) A Safe, Welcoming Community. We embrace a safe, healthy, welcoming and inclusive community. # 4) A Well-Planned City. We maintain our community's quality of life as it grows and changes, honoring our sense of place and the 'Bozeman feel' as we plan for a livable, affordable, more connected city. # 4) A Well-Planned City. We maintain our community's quality of life as it grows and changes, honoring our sense of place and the 'Bozeman feel' as we plan for a livable, affordable, more connected city. (no change) #5) A Creative, Learning Culture. We promote learning, education, arts, expression and creativity for all ages. #5) A Creative, Learning Culture. We expand learning, education, arts, expression and creativity for all ages. 215 #6) A Sustainable Environment. We cultivate a strong environmental ethic, protecting our clean air, water, and open spaces, and promoting environmentally sustainable lifestyles. #6) A Sustainable Environment. We cultivate a strong environmental ethic, protecting our clean air, water, and open spaces and climate, and promote environmentally sustainable businesses and lifestyles. #7) A High Performance Organization. We operate as a high performance organization, delivering superior programs and services, employing best practices and striving for continuous improvement. #7) A High Performance Organization. We operate as a high performance organization, delivering superior programs and services, employing best practices and striving for continuous improvement. (no change) 216 1. An Engaged Community We foster a culture of engagement and civic leadership based on innovation and best practices involving community members of all backgrounds and perspectives. STRATEGIES: DRAFT RESULTS FROM DEC 20166 WORK SESSION STRATEGIES: REVISED DRAFT WITH INPUT FROM COMMISSION AND STAFF 1. Communication Technology. Continue to innovate in the use of technology by the City, including how we interact and engage with the community and our partners. 1. Communications. Continue to strengthen and innovate in how we deliver information to the community and our partners. 2. Community Engagement & Capacity Building. Broaden and deepen engagement of the community in city government, inviting input and building the capacity of all residents, including newcomers, to participate effectively. 2. Community Engagement. Broaden and deepen engagement of the community in city government, inviting input of all residents, including newcomers. 3. Relationships with Public Agencies. Foster successful partnerships with other public agencies including Gallatin County, and build on these successes to promote greater collaboration. 3. Public Agencies Collaboration. Foster successful collaboration with other public agencies (Gallatin County, Montana State University, K- 12 school districts, etc.) -- and build on these successes. 4. Business & Institutional Partnerships. Explore opportunities for partnerships with key business groups and other organizations including Bozeman Health Deaconess Hospital. 4. Business & Institutional Partnerships. Explore opportunities for partnerships with key business groups and other non-profit organizations. 217 2. An Innovative Economy We grow a diversified and innovative economy leveraging our natural amenities, skilled and creative people, and educational resources to generate economic opportunities. STRATEGIES: DRAFT RESULTS FROM DEC 20166 WORK SESSION STRATEGIES: REVISED DRAFT WITH INPUT FROM COMMISSION AND STAFF 1. Business Growth. Support retention and growth of existing businesses, while welcoming and encouraging new businesses. 1. Business Growth. Support retention and growth of both the trade and local business sectors while welcoming and encouraging new business sectors, such as the creative industries. 2. Business Infrastructure Investments. Invest in infrastructure as a mechanism to drive economic development. 2. Business Infrastructure Investments. Invest in infrastructure as a mechanism to support economic development. 3. Workforce Development. Support education and workforce development initiatives to provide businesses with qualified workers 3. Workforce Development. Support education and workforce development initiatives to provide businesses with qualified workers. (No change) 4. Sustainable Economy. Foster collaboration to build a healthy supply of sustainability-sector businesses that enhance environmental stewardship. (New) 218 3. A Safe, Welcoming Community We embrace a safe, healthy, welcoming and inclusive community. STRATEGIES: DRAFT RESULTS FROM DEC 20166 WORK SESSION STRATEGIES: REVISED DRAFT WITH INPUT FROM COMMISSION AND STAFF 1. Affordability. Ensure Bozeman is a community that continues to welcome and accommodate residents of all income levels, including middle class families, working people, the elderly, and students. (Modified and sent to #3. Friendly Community) 2. Public Safety Facilities. Develop facilities to support high-caliber police and fire safety services and equipment that remain current with growth. 1. Public Safety Facilities. Support high quality public safety services with staffing, technology and equipment that remain current with growth. (Moves from #2 to #1) 3. Health & Safety Education & Awareness. Improve education and public awareness concerning emergency services, criminal justice, and social health issues, such as mental health, domestic abuse and homelessness. 2. Health & Safety Education & Awareness. Improve education and public awareness concerning emergency services, criminal justice, and social health issues and services while making progress with emergency preparedness at both the governmental and community levels. 4. Active Recreation. Facilitate and promote recreational opportunities and active health programs and facilities. 3. Friendly Community. Ensure Bozeman continues to welcome and accept all people. (see #1 in left column) 5. Diversity, Equity & Inclusion. Promote increased diversity, equity and inclusion through policies and awareness. 4. Diversity, Equity & Inclusion. Welcome increased diversity, equity and inclusion through policies and awareness. (No change. Aligns with #5 to left) 5. Active Recreation. Facilitate and promote recreational opportunities and active health programs and facilities. (No change. Aligns with #4 to left)) 6. Preparedness Leadership. Continue to develop leaders and partners for fire and emergency prevention, preparedness, and response. (New) 219 4. A Well-Planned City. We maintain our community's quality of life as it grows and changes, honoring our sense of place and the 'Bozeman feel' as we plan for a livable, affordable, more connected city. STRATEGIES: DRAFT RESULTS FROM DEC 20166 WORK SESSION STRATEGIES: REVISED DRAFT WITH INPUT FROM COMMISSION AND STAFF 1. Informed Conversation on Growth. Continue developing an in- depth understanding of how Bozeman is growing and changing, and conduct an informed public conversation on its future growth options. 1. Informed Conversation on Growth. Continue developing an in-depth understanding of how Bozeman is growing and changing, conduct an informed public conversation on its future growth options, and proactively address change in a balanced and coordinated manner. 2. Coordinated Planning & Communication. Improve coordination and communication regarding all City plans and policies that address Bozeman's growth and development. 2. High Quality Urban Approach. Continue to support high quality planning, ranging from building design to neighborhood layouts, while pursuing urban approaches to issues such as multimodal transportation, infill, density, connected trails and parks, and walkable neighborhoods. 3. Strategic Infrastructure Choices. Prioritize long-term strategic infrastructure investments for maintenance of existing and development of new infrastructure that reflect the City's limited resources. 3. Strategic Infrastructure Choices. Prioritize long-term investments for existing and new infrastructure. 4. Vibrant Downtown, Districts & Centers. Promote a healthy, vibrant Downtown, along with commercial districts and neighborhood centers. 4. Vibrant Downtown, Districts & Centers. Promote a healthy, vibrant Downtown, commercial districts, and neighborhood centers - including higher densities and intensification of use in these key areas. 5. Housing & Transportation Choices. Foster a broad range of housing and transportation choices, including diverse housing types, costs and locations and improved mobility options that balance cars, public transportation, bicycling and walking. 5. Housing & Transportation Choices. Foster a broad range of housing and transportation choices, including diverse housing types, costs and locations, and improved mobility options that accommodate all travel modes. 220 5. A Creative, Learning Culture We expand learning, education, arts, expression and creativity for all ages. STRATEGIES: DRAFT RESULTS FROM DEC 20166 WORK SESSION STRATEGIES: REVISED DRAFT WITH INPUT FROM COMMISSION AND STAFF 1. Civic and Cultural Infrastructure. Promote expansion of Bozeman's civic and cultural "infrastructure" as the city grows, increasing opportunities for civic and cultural engagement. 1. Civic and Cultural Infrastructure. Expand Bozeman's civic and cultural "infrastructure" as the city grows, increasing opportunities for civic and cultural engagement. 2. Support for Public Art. Encourage and support partnerships for public art and other arts and cultural initiatives in the city. 2. Support for Public Art. Encourage and support partnerships for public art and other arts and cultural initiatives in the city. (No change) 3. Partnerships for Education and Learning. Pursue partnerships with schools, higher education and libraries to enhance and improve education and learning in Bozeman. 3. Partnerships for Education and Learning. Strengthen and support partnerships with schools, higher education and libraries to enhance and improve education and learning in Bozeman. 221 6. A Sustainable Environment. We cultivate a strong environmental ethic, protecting our clean air, water, open spaces and climate, and promote environmentally sustainable businesses and lifestyles. STRATEGIES: DRAFT RESULTS FROM DEC 20166 WORK SESSION STRATEGIES: REVISED DRAFT WITH INPUT FROM COMMISSION AND STAFF 1. Clean Water Supplies. Ensure adequate supplies of clean, drinkable water to meet Bozeman's future growth and projected population. 1. Clean Water Supplies. Ensure adequate supplies of clean, drinkable water for future growth through diligent conservation, water resource management strategies, and development of new water supplies. 2. Air and Water Quality. Protect local water resources and air quality by working with neighboring communities to meet or exceed all state and federal regulatory requirements and standards. (New) 2. Energy Sources. Collaborate with energy providers to ensure adequate supplies of clean and renewable energy to meet Bozeman's future growth and projected population. 3. Climate Action. Respond to climate change by reducing community and municipal Greenhouse Gas (GHG) emissions and increasing the community's resiliency and preparedness. 3. Climate Action Plan. Develop and implement a citywide climate action plan to reduce the community's greenhouse gases and reduce its carbon footprint. 4. Renewable Energy. Collaborate with energy providers and stakeholders to advance energy efficiency and increase the supply of clean, renewable energy. (Moved from 2 to 4) 4. Parks, Trails & Open Space. Develop a structure to support funding for the maintenance and expansion an interconnected systems of parks, trails and open space. 5. Parks, Trails & Open Space. Develop a structure to support funding for the maintenance and expansion of an interconnected system of parks, trails and open space. (could be an action under 4.3, 7.5 or even 7.6) (Moved from 4 to 5) 222 7. A High Performance Organization. We operate as a high performance organization, delivering superior programs and services, employing best practices and striving for continuous improvement. STRATEGIES: DRAFT RESULTS FROM DEC 20166 WORK SESSION STRATEGIES: REVISED DRAFT WITH INPUT FROM COMMISSION AND STAFF 1. Values-driven Culture. Promote a values-driven organizational culture that reinforces ethical behavior, exercises transparency and maintains the community’s trust. (New) 1. Employee Excellence. Recruit and retain well-trained, well qualified, excellent personnel capable of delivering superior performance in their positions. 2. Employee Excellence. Continue to recruit, retain and value well-trained, qualified and motivated team members capable of delivering superior performance in their service to the community. 2. New Technologies. Incorporate proven new information and communication technologies to strengthen and enhance City efficiency and effectiveness. 3. Innovation. Incorporate proven technologies to strengthen and enhance City efficiency and effectiveness. 3. Performance Metrics. Utilize key performance measures and metrics to monitor, track and improve delivery of City program and services, and promote greater accountability. 4. Performance Metrics. Utilize key performance measures and metrics to monitor, track and improve delivery of City programs and services, and promote greater accountability. (No change) 4. Departmental Planning. Encourage and support ongoing strategic planning by City departments aligned with the City's Strategic Plan, human resources, and workload planning initiatives. 5. Departmental Planning. Encourage and support strategic planning by City departments aligning with the City's Strategic Plan, staffing, and workload planning initiatives. 5. Funding for City Programs & Services. Increase the City's capacity to adequately fund municipal programs and services over time, through the development of diverse, equitable and sustainable sources of revenue. 6. Funding for City Programs & Services. Increase the City's capacity to adequately deliver municipal programs and services over time, through the development of diverse, equitable and sustainable sources of revenue. 7. Diverse Workforce. Strive for workforce diversity that mirrors the Bozeman community in gender and race. (New) 223