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)
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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)
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