HomeMy WebLinkAbout08-14-17 City Commission Packet Materials - A6. Staff Recommendation on Strategic Plan Process
Commission Memorandum
REPORT TO: Honorable Mayor and City Commission
FROM: Dennis M. Taylor, Interim City Manager SUBJECT: Staff Recommendation on Strategic Plan Process MEETING DATE: August 14, 2017
AGENDA ITEM TYPE: Action
RECOMMENDATION: Review and discuss staff’s recommended Actions for the next three –to-five fiscal years that are informed by the City Commission adopted City’s Strategic Plan Vision, Vision Statements and Strategies adopted on May 15, 2017. Review and provide feedback and direction to staff on the process and timeline for completion the 2017-2022 City Strategic Plan.
RECOMMEDED MOTION: I move to hold work session on the draft Actions prepared by the City’s leadership team on Monday, September 11, 2017. BACKGROUND: On February 9, 2016, the Commission authorized the City Manager to sign a
professional service agreement with HDR Engineering to facilitate the development of a strategic
plan for the City of Bozeman. The Commission recognized the importance of adopting a plan to address challenges facing the City and provide strategic guidance to the effort necessary to address those challenges.
The plan and process as detailed in the scope of work included robust community and Commission
participation in the creation of vision and goals, and focused Commission and staff involvement in the development of the strategies and action plans needed to achieve the adopted goals. The plan was to be completed by September 31, 2016. The Vision, Vision Statement and Strategies were adopted by the City Commission on May 15, 2017.
• At the August 14 City Commission Meeting, Interim CM Taylor will present a working draft of the recommended strategic plan, including staff’s recommendation for action plans and timelines.
• The Commission will then use staff’s recommendations to conduct a work session with the Interim City Manager and the City leadership team on September 11 regarding recommended actions, proposed time line and responsible people for each key result area.
• The City Commission will review and give feedback to staff on the working draft Actions and suggest changes as appropriate.
FISCAL EFFECTS: None anticipated as the remaining work will be performed by current staff members.
ALTERNATIVES: As suggested by the Commission.
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Attachments:
Report compiled on May 15, 2017 Suggested change in HPO strategy Draft Actions Items—For Discussion Only
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City of Bozeman Strategic Plan Components May 15 DRAFT 1
STRATEGIC PLAN
Vision, Vision Statements,
and Strategies
(REVISED DRAFT WITH INPUT FROM COMMISSION AND STAFF (NOVEMBER/DECEMBER 2016)
AND FINALIZED BY THE COMMISSION MARCH 2017) AMENDED BY CITY COMMISSION ON MAY 15, 2017
DRAFT May 15, 2017
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City of Bozeman Strategic Plan Components May 15 DRAFT 2
Vision
Revised draft with input from staff and commission (November/December 2016)
and finalized by the Commission (March 2017)
Bozeman remains a safe, inclusive community, fostering civic engagement and creativity,
with a thriving diversified economy, a strong environmental ethic, and a high quality of
life as our community grows and changes.
Strategic Plan Vision Statements
Revised draft with input from staff and commission (November/December 2016)
and finalized by the Commission (March 2017)
#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.
#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, 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.
#5) A Creative, Learning Culture. We expand learning, education, arts, expression and creativity
for all ages.
#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.
#7) A High Performance Organization. We operate as an ethical, high performance organization
anticipating future needs, utilizing best practices, and striving for continuous improvement.
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City of Bozeman Strategic Plan Components May 15 DRAFT 3
Strategic Plan Vision Statements with Strategies
Revised draft with input from staff and commission (November/December 2016)
and finalized by the Commission (March 2017) Amended by City Commission on May 15, 2017)
Vision Statement # 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
1.1. Outreach. Continue to strengthen and innovate in how we deliver information to the community
and our partners.
1.2. Community Engagement. Broaden and deepen engagement of the community in city government,
innovating methods for inviting input from the community and stakeholders. (5-0)
1.3. Public Agencies Collaboration. Foster successful collaboration with other public agencies and build
on these successes.
1.4. Business & Institutional Partnerships. Explore opportunities for partnerships with key business
groups and non-profit organizations.
Vision Statement #2 -- An Innovative Economy. We grow a thriving, diversified, and innovative economy
leveraging our natural amenities, skilled and creative people, and educational resources to generate economic
opportunities.
STRATEGIES
2.1. Business Growth. Support retention and growth of both the traded and local business sectors while
welcoming and encouraging new and existing businesses.
2.2. Infrastructure Investments. Strategically invest in infrastructure as a mechanism to encourage
economic development.
2.3. Workforce Development. Support education and workforce development initiatives to improve the
skills of our citizens.
2.4. Partnerships to Spur Economic Vitality. Pursue opportunities that connect creativity, innovation,
and the arts to economic development, governance, and education to improve the quality of life and
enhance the business climate in Bozeman.
Vision Statement #3 -- A Safe, Welcoming Community. We embrace a safe, healthy, welcoming, and inclusive
community.
STRATEGIES
3.1. Public Safety. Support high quality public safety programs, emergency preparedness, facilities, and
leadership. (5-0)
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City of Bozeman Strategic Plan Components May 15 DRAFT 4
3.2. Health & Safety Action. Work with our partners to improve education, public awareness, and to
coordinate programs concerning emergency services, criminal justice, and important social services.
(5-0)
3.3. Friendly Community. Ensure Bozeman continues to welcome diversity through policies and public
awareness. (5-0)
3.4. Active Recreation. Facilitate and promote recreational opportunities and active health programs
and facilities.
Vision Statement #4 -- A Well-Planned City. We consistently improve 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. (5-0)
STRATEGIES
4.1. Informed Conversation on Growth. Continue developing an in-depth understanding of how
Bozeman is growing and changing and proactively address change in a balanced and coordinated
manner.
4.2. 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.
4.3. Strategic Infrastructure Choices. Prioritize long-term investment and maintenance for existing and
new infrastructure.
4.4. Vibrant Downtown, Districts & Centers. Promote a healthy, vibrant Downtown, Midtown, and
other commercial districts and neighborhood centers – including higher densities and intensification
of use in these key areas. (5-0)
4.5. Housing & Transportation Choices. Vigorously encourage, through a wide variety of actions, the
development of sustainable and lasting housing options for underserved individuals and families and
improve mobility options that accommodate all travel modes.
(safe and affordable in action items)
4.6. Planning Coordination. Expand and enhance efforts to coordinate planning with other public
agencies. (5-0)
Vision Statement #5 -- A Creative, Learning Culture. We expand education, arts, expression, and creativity for
all ages.
STRATEGIES
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City of Bozeman Strategic Plan Components May 15 DRAFT 5
5.1. Civic and Cultural Infrastructure. Expand Bozeman’s civic and cultural “infrastructure” as the city
grows.
5.2. Support for Public Art. Encourage and support partnerships for public art and other arts and
cultural initiatives in the city.
5.3. Partnerships for Education and Learning. Strengthen and support partnerships for arts and culture
with a wide variety of individuals, organizations, and institutions to enhance and improve education and
learning in Bozeman.
Vision Statement #6 -- A Sustainable Environment. We cultivate a strong environmental ethic; protect our clean
air, water, open spaces and climate; and promote environmentally sustainable businesses and lifestyles.
STRATEGIES
6.1. Clean Water Supplies. Ensure adequate supplies of clean water.
6.2. Air Quality. Protect local air quality.
(Include in action: work w/neighboring communities)
6.3. Climate Action. Reduce community and municipal Greenhouse Gas (GHG) emissions, increase the
supply of clean and renewable energy; foster related businesses. (5-0)
6.4. Adaptation and Mitigation. Increase the community’s resiliency and preparedness in response to
climate change.
6.5. Parks, Trails & Open Space. Support the maintenance and expansion of an interconnected system
of parks, trails and open spaces.
Vision Statement #7 -- A High Performance Organization. We operate as an ethical high performance
organization, anticipating future needs, utilizing best practices and striving for continuous improvement.
STRATEGIES
7.1. Values-driven Culture. Promote a values-driven organizational culture that reinforces ethical
behavior, exercises transparency and maintains the community’s trust.
7.2. Employee Excellence. Recruit, retain and value a diverse, well-trained, qualified and motivated
team capable of delivering superior performance in their service to the community. (5-0)
Have ICM add words that express the notions of flexible, adaptable, nimbleness, etc. (5-0)
7.3. Best Practices, Creativity and Foresight. Utilize best practices, innovative approaches, and
constantly anticipate new directions and changes relevant to the governance of the City.
7.4. Performance Metrics. Utilize key performance and cost measures to monitor, track and improve
the planning and delivery of City programs and services, and promote greater accountability,
effectiveness and efficiency.
7.5. Funding for City Programs & Services. Develop equitable and sustainable sources of funding for
appropriate city programs and services. (5-0)
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To: City Commission
From: Dennis Taylor, City Manager
Re: Revised Strategy of “Employee Excellence”
As requested, I propose the following revised language for the strategy of “Employee
Excellence” under the High Performance Organization section of your Strategic Plan Vision
Statements with Strategies to reflect the values of flexibility and adaptability:
Employee Excellence. Recruit, retain and value a diverse, well-trained, qualified and
motivated team capable of delivering superior performance in their service to the
community by nimbly adapting to ever-present change, responsive to new
opportunities and needs as they arise.
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August 7, 2017
For Discussion Purposes Only
1
Contents
1. An Engaged Community .................................... 2
2. An Innovative Economy ..................................... 4
3. A Safe, Welcoming Community ......................... 9
4. A Well-Planned City ......................................... 15
5. A Creative, Learning Culture .......................... 23
6. A Sustainable Environment ............................. 25
7. A High Performance Organization .................. 28
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1. An Engaged Community
A. Outreach & Community Engagement
Ongoing
a. Involve Community Stakeholders. Involve community members in the process of setting priorities for public service and determining methods of service delivery.
b. Enhanced Website. Direct resources to continue to enhance the City’s website. The City will be able to provide additional information, greater customer interaction, access to the Commission’s priorities, and important community engagement opportunities.
c. Performance Management Dashboards. Continue to develop and raise visibility of performance management systems, or “dashboards” to measure and report on how well the City is meeting the objectives of this Strategic Plan, using a common platform across departments.
FY 2018
a. City Communication Plan and Protocol. Fund a City
Communications position to develop and implement a City-wide
communications and outreach plan as well as protocol for external communication. These will help departments to have consistent, high quality interaction with the community and ensure cross-promotion of department initiatives.
b. City Committee Coordination. Develop and implement a plan to restructure or combine City boards and committees to more effectively advise the City and engage the public. Consider reinstating a Citizens’ Police Academy to replace certain city boards.
FY 2019
a. Community Engagement. Fund the preparation of a citywide
community engagement plan that explores new ways and venues for involving community members in city decision-making processes. Include the use of online city hall, partnering on community forums on current issues, and possibly reinstituting a citizens’ police academy.
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FY 2020
a. Open Data. Expand the scope and use of our existing Open Data
platform to deliver current information and accept public comments.
This will help ensure transparency so the public has easy access to the
information the City acquires.
b. Access to Development Documents. Develop a project information portal for public access to documents regarding new development.
c. 311. Implement a citywide 311 system – a non-emergency community
hotline for requests for city services.
B. Public Agencies Collaboration
Ongoing
a. Strengthen Partnerships. Forge stronger local, regional, and national
partnerships. These will help to achieve the City’s strategic priorities
and to coordinate law enforcement services, economic development,
and infrastructure plans.
• Governments: Gallatin County, Airport, City of Belgrade,
Bozeman School District
• Non-profit organizations: HRDC, Bozeman Health
• Educational institutions: Montana State University, Gallatin
College
• Private entities
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2. An Innovative Economy
A. Business Growth
Ongoing
a. Technology. Use technology to drive efficiency, productivity and
improved customer service.
b. Geographic Information System (GIS) Data Sharing. Continue to
proactively share GIS data and information to help businesses
determine new locations and to help determine where infrastructure
investments should be made.
c. Implement Economic Development Plan. Make specific decisions
during the budget and goal setting process each year to fund and staff
the actions related to permitting assistance, industry cluster siting, land
inventory and Geographic Information Sharing.
FY 2018
a. Legislative Agenda. Align Economic Development legislative agenda
with other regional economic development groups to preserve existing
economic development tools such as Tax Increment Financing (TIF).
FY 2019
a. Permitting Assistance. Create a role in Economic Development for a
specific person to introduce businesses to the city's permitting and
development process.
b. Prioritize Public Works Services to Commercial Cores. Place a priority on service to business areas. Streets with businesses not on our normal plow routes are prioritized with arterials and collectors. Haul the snow when time permits to open up customer parking.
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FY 2020
a. Industry Cluster Siting. Work with industry clusters to understand
their unique siting needs and help them find locations.
b. Commercial/Industrial Infrastructure. Identify sites for new or redevelopment in commercial and industrial areas that lack adequate infrastructure and develop new financing strategies to fund these investments.
c. Land Inventory. Ensure enough appropriately zoned land in desired
employment areas.
d. Implementation Group. Establish Economic Development Group
with County Economic Development, Planning and Public Works
staff.
B. Infrastructure Investments
Ongoing
a. Citywide High-speed Internet Service. Develop a policy that guides
continued expansion of city owned high-speed internet infrastructure
throughout the city. In addition to encouraging commercial
development in mixed use and other areas, citywide service will
enhance the community’s quality of life and support government
operations.
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FY 2018
a. Sourdough Canyon Water Transmission Main Project. Complete water main project to expand transmission capacity for water.
b. Davis Lane Sewer Project. Increase capacity of sewer pipes to accommodate development projects in Davis Lane area. c. Groundwater Well Field and Transmission. Design a groundwater
well field to supplement surface water resources in cases of fire and
other uses. Planning stage includes preliminary engineering, water rights acquisition or verification, site selection process, and developing a financial plan with financing partners.
FY 2019
a. Front Street Sewer Project. Increase capacity of sewer pipes to
accommodate development projects in Front Street area.
b. Establish List. Establish list of infrastructure needs tied to facilitation
of site development.
c. Hyalite Dam and Reservoir Improvements. Initiate a discussion
with the Montana Department of Natural Resources regarding the
feasibility and desirability of adding capacity to and otherwise improving Hyalite Dam and the City’s proportionate share of funding.
FY 2020
a. In-house Collaboration. Collaborate with Public Works and Finance to determine whether a needed infrastructure project serves multiple properties and is included in the Capital Improvement Program (CIP).
b. Grants. Based on the understood need, apply for grants or apply Tax Increment Financing (TIF) funds to projects in appropriate districts. c. Tourism Funds. Consider how tourism funds can be incorporated into
economic development.
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d. Groundwater Well Field and Transmission Construction. Construct a groundwater well field and transmission lines. e. Sourdough Canyon Natural Storage Project. Reestablish natural
water storage area/reservoir.
f. North Frontage Road Sewer Project. Increase capacity of sewer pipes to accommodate development projects in North Frontage Road area.
FY 2021
a. Lyman Water Tank and Transmission Main. Replace water tank
for increased capacity and construct transmission main.
FY 2022
a. Hyalite Dam and Reservoir Improvements. Add capacity to and make improvements to Hyalite Dam and reservoir.
C. Workforce Development
Ongoing
a. Public Transit Near Housing. Support efforts to build higher density
housing near public transit and active transportation routes.
b. Bike and Ped Connections. Enhance bike and pedestrian connections
throughout the city to offer low-cost transportation options.
FY 2019
a. College Support. Support Gallatin College in its efforts to create an
industry group to advocate for additional two-year training programs
to its curriculum. The most immediate need is for a bioscience
technician curriculum.
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b. Workforce Commutes. Understand where different types of
workforce live in relation to their employment locations. Determine if
there are commute barriers/opportunities.Collaborate with transit
authority to determine if routes and services are aligned with locations
where employees live and their workplaces.
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3. A Safe, Welcoming Community
A. Public Safety
Ongoing
a. Keep Technology Current. Continue to evaluate emerging
technologies and best practices as they relate to public safety services.
b. Leadership Development. Pursue opportunities to send Division Commanders to the FBI National Academy for leadership development and growth.
c. National Fire Academy. Pursue opportunities to send Fire Department personnel to the National Fire Academy as appropriate.
FY 2018
a. Develop Criminal Justice Facility. Continue to work with Gallatin
County to develop a joint City-County facility for law enforcement
and criminal justice courts and propose it to voters.
b. Emergency Preparedness Programs. Improve our community’s
emergency preparedness by implementing outreach programs to
include information and planning to assist residents in self
preparedness.
c. Plan New Fire Station 1. Develop plan for rehabilitation,
reconstruction, or relocation of Fire Station 1.
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FY 2019
a. Update Technology Systems. Work with Gallatin County to fund and
implement necessary new technology systems for Police and Fire
Departments. b. Crisis Intervention Training. Implement appropriate level of crisis intervention training for Fire Department personnel. c. Improve Police Service Delivery. Augment staffing to improve efficiencies and police service delivery to the community consistent with the findings of staffing analysis. d. Leadership Certification. Certify all first line supervisors through completing the Montana Executive Leadership Institute (MLEA).
FY 2020
a. Fire Department Leadership Certification. Bring Fire Department leadership certification in line with national standards and best practices by certifying to the standards of the International Fire Service Accreditation Congress (IFSAC).
b. Fire Department EMS Certification. Bring certification for Fire Department’s Emergency Medical Services (EMS) in line with national standards and best practices by certifying all emergency response personnel to National Registry standards.
c. Relocate Fire Station 2. Relocating Fire Stations 1 and 2 would delay the need for building Fire Station 4 far into the future and be far more
cost-efficient.
FY 2021
a. Replace Lead Pipes. Replace all existing lead service lines in the city.
b. Strengthen Community Service Networks. Hire an employee to coordinate and strengthen existing community networks for those with mental health, substance abuse and addiction, and housing challenges. A secondary benefit will be reducing negative impacts to existing city services such as library, parks, and criminal justice.
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FY 2022
a. Fire Station 4. Develop plan for new Fire Station 4 based on findings in Fire Master Plan, if plan to combine Fire Stations 1 and 2, as stated above in item E is not approved.
b. Fire Department Accreditation. Pursue Fire Department accreditation through the Center for Public Safety Excellence (CPSE) Commission on Fire Accreditation International (CFAI).
B. Health & Safety Action and Awareness
FY 2018
a. Community Service Networks. Work with Gallatin County and other
community partners to identify needs and develop a comprehensive
strategy for addressing mental health, substance abuse and addiction,
and housing challenges. Present a funding proposal for the program to
the voters of Gallatin County in the form of an ongoing mill levy.
FY 2019
a. Public Safety Outreach Programs. Continually find new ways to interact with and educate the community on public safety issues with
programs such as the Citizens’ Police Academy.
b. Crisis Intervention Training/Fire. Investigate and implement
appropriate level of crisis intervention training for Fire Department
personnel.
c. Crisis Intervention Training/Law Enforcement. Provide crisis
intervention training to patrol officers as a core certification within an
officer’s first four years.
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d. Perform Community Risk Assessment. Assess the community’s risks for natural, health or human disasters in order to identify relevant needs for preparedness and recovery.
C. Friendly Community.
Ongoing
a. Indigenous Peoples Day. Continue to annually recognize the
important contributions of Native Americans to our community.
FY 2018
a. Community Conversation. Develop an ongoing community
conversation on the importance and challenges of a diversifying community.
FY 2019
a. Diversity of Advisory Boards. Focus on economic and social diversity in appointments to city boards and committees. Actively use partners to recruit young people, people of limited or fixed incomes, and others who traditionally may not be otherwise inclined to
participate in local government.
b. Multi-lingual Services. Create program to increase non-English language skills for city employees.
c. Equal Pay. Actively encourage other local governments in Gallatin
County and businesses to adopt equal pay policies. d. Transgender Health Care. Implement healthcare benefits for people who identify as transgender.
e. LGBTQ Liaisons. Use liaisons between the LGBTQ community and both the City Manager’s Office and the Police Department (or consider a LGBTQ Task Force within Police Department).
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f. LGBTQ Equality and Safety. Take legislative efforts or set public
policy on LGBTQ equality. Follow up on reporting of 2014 Hate Crimes statistics. g. Accessibility. Coordinate with groups representing folks of limited
mobility or with other disabilities to learn what the city can do to
increase accessibility, create an accessibility map marking the locations of limited mobility recreation facilities, and identify missing connections.
D. Active Recreation
Ongoing
a. Safety Training and Awareness. Continue to provide basic training
in safety related programs such as youth and adult swimming, swift water safety awareness, avalanche beacon classes and avalanche Beacon Park. Educate bicyclists about bicycle and traffic safety.
FY 2020
a. Community Center. Develop, program and open the Story Mill Community Center.
b. Sports Park. Complete construction of the first phase of the Bozeman
Sports Park, adding multi-use athletic fields to accommodate the increased number of participants in youth athletics. c. Separated Path to the “M” & Drinking Horse. Construct a
separated pathway from town to the community’s most popular
trailheads, thereby creating safe, active transportation routes to them. d. Provide Multi-Generational Recreation Programs and Facilities. Increase support for multi-generational recreational programs and
facilities such as pickle ball, curling, shuffleboard, and other activities.
FY 2021
a. Story Mill Community Park. Build a multi-generation community
outdoor recreation facility.
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b. Meet Demand. Add recreational programs and services that are not
currently provided but are in demand.
FY 2022
a. Aquatics Facility. Continue to investigate financing strategies for
construction of a new aquatics center including regional financing approaches. Complete design of the center, which will serve the Bozeman region, enhancing the quality of life of our residents.
b. Bogert Pool. Repair and upgrade Bogert Pool if new Aquatics Facility
is not built.
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4. A Well-Planned City
A. Informed Conversation on Growth
Ongoing
a. Sustainable Growth. Direct and guide sustainable growth through
appropriate planning, annexation, land use, and a streamlined development review process. b. Development Policies. Develop, adopt and align city policies for infill and redevelopment, economic development and public infrastructure.
FY 2018
a. Robust Database on Growth and Planning. Develop a robust
database on growth and planning in Bozeman to assist City planners and better inform public discussions. Include U.S. Census data and city-generated information on key indicators.
FY 2019
a. Land Use & Infrastructure Development Tracking. Provide easy-to-use, accurate and informative tracking of land-use and infrastructure
development trends and project-specific progress for use across the
organization. b. Public Information Packets. Prepare informative and engaging public information packets and keep them current. Deliver the
information through the website, speakers bureau, cable channel and
other methods to enable citizens ready access to the status of the community.
FY 2020
a. Sophisticated Data Analytical Tools. Develop more sophisticated analytical tools to access, monitor, measure and analyze data on growth and planning in the City. Use the information to respond to agency and citizen requests for information.
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B. High Quality Urban Approach
FY 2018
a. Revise Unified Development Code. Adopt a revised Uniform
Development Code (UDC) and accompanying design manual to reflect
current thinking on integrating land use and transportation. b. Regional Growth Management Strategy. As a precursor to becoming a Metropolitan Planning Organization (MPO), establish a
region-wide growth management strategy. Seek participation of key regional partners, including other government agencies, public institutions, education and the business community.
c. Triangle Growth Plan. Commit City resources and actively partner
with the County and other local jurisdictions to advance the Triangle Plan, addressing current growth issues in the area between Bozeman, Belgrade, and the Four Corners area. Issues include facility planning, economic development, land use, water and sewer use.
FY 2019
a. Unified Development Code, Phase 2. Once the updated Unified Development Code (UDC) for growth and infrastructure is adopted by City Commission, begin Phase 2 of UDC to address parking standards and affordable housing.
b. Parking Management. Develop a comprehensive, integrated approach to parking management for the downtown, midtown, university, and other districts. Consider a range of solutions including both on-street parking and parking garages.
c. Metropolitan Planning Organization. Begin advance planning and preparation for Bozeman’s anticipated designation as a Metropolitan Planning Organization (MPO). Coordinate with other regional governments on inter-local agreements, transportation planning
functions, and required development for the City as an organization.
d. Historic Preservation Guidelines. Update the Neighborhood Conservation Overlay District (NCOD) guidelines for historic preservation in downtown, midtown, and other commercial districts
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and neighborhood centers. Promote continued investment in the city's
inventory of historic structures relative to ongoing infill and redevelopment.
FY 2020
a. Boards & Commissions Trainings. Increase education for boards, advisory boards and the zoning commission regarding the importance of supporting high quality urban standards.
b. Piping Infrastructure Monitoring System. Develop an inventorying, monitoring, and modeling system for all existing street piping systems in order to promote efficient improvements and upgrades over time.
c. Trail Connections. Further trail connectivity, particularly E/W trail connections to facilitate active transportation.
FY 2022
a. Walkable Neighborhoods. Ensure a Parks & Recreation facility is within walking distance of all residents. Utilize 3D data for modeling community design alternatives.
C. Strategic Infrastructure Choices
Ongoing
a. Prioritize Infill Infrastructure. Establish priorities for the Capital
Improvement Program (CIP) to first accommodate infill development
and manage risks to infrastructure in those areas.
FY 2018
a. Manage Growth Adjacent to City. Prioritize continuing to allocate
resources to address growth in the Greater Bozeman Metro Area. Enhance support for the Triangle planning process for the area
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between Bozeman, Belgrade and the Four Corners area. Engage
Gallatin County in discussions that will lead to: (i) the County recognizing the Bozeman Community Plan’s growth policy for un-annexed areas surrounding the city
(ii) reestablishing a joint city-county planning board (iii) implementing urban infrastructure standards for new development that occurs in the county
b. Failed intersections. Review the “level of service” policy for intersections that determine their suitability for building on (so that intersections that don’t meet the criteria for building can be improved so as not to limit development). Revise the policy if appropriate.
FY 2019
a. Align Funding for Development of Parks with Strategic Plan. Align investments in the expansion and development of City parks,
recreational facilities, open space and trails with the Parks and Recreation Strategic Plan (PROST). b. Metropolitan Planning Organization. Begin advance planning and
preparation for Bozeman’s anticipated designation as a Metropolitan
Planning Organization (MPO). Include coordination with other regional governments, inter-local agreements, transportation planning functions.
c. Stormwater Control. Pilot, construct, and maintain green and low
impact stormwater control measures that soak up, filter, and infiltrate stormwater and its pollutants, while adding a natural and accessible look to the city’s built environment.
d. New Stormwater District. Develop a new stormwater district to
operate all stormwater facilities in the city and eliminate Homeowners Association involvement in stormwater finance and maintenance.
FY 2020
a. Downtown Infrastructure Plan. Complete a plan for downtown infrastructure and prioritize improvements in the various Capital Improvement Programs (CIPs).
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b. Annexation of Islands and Critical Adjacent Lands. Investigate the development of new annexation policies to address long term tax fairness for public services, locations of infrastructure, and locations for future infill and growth.
FY 2021
a. New Park Locations, Finance & Maintenance. Actively plan for
new locations for parks to address financial resources required for new
facilities. b. Enhance Cycling Facilities. Enhance programs, facilities, and infrastructure investment to increase bicycling safety and accessibility.
Use a “gap map” to prioritize completion of missing links and
strengthen the functionality of the non-motorized transportation network. c. Homeowner Associations, Commercial, Residential, and Public Infrastructure. Develop policies and educational efforts to move the
City away from reliance on Homeowner Associations (HOAs) and private entities to maintain public infrastructure such as parks/trails, streets, and stormwater facilities.
d. Sustainability Technology. Explore technologies to advance
environmental sustainability. Examples include Advanced Metering Infrastructure, performance management systems also known as community “dashboards,” indoor and outdoor lighting controls, Electric Vehicle (EV) charging infrastructure, and data analytics.
e. Tourism Business Improvement Districts. Seek legislative authority to allocate Tourism Business Improvement dollars generated from overnight stays in hotels to local infrastructure projects in order to for tourists to share part of the burden of providing urban services.
f. Local Gas Tax. Suggest Gallatin County propose a local gas tax to be approved by voters to help fund local infrastructure projects. This is another way to share the City’s funding burden of providing urban services with other county residents as well as tourists.
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D. Vibrant Downtown, Districts & Centers
Ongoing
a. Private Sector Investment for Reuse. Continue to facilitate private investment in Downtown and Midtown for the reuse of underutilized space for commercial and residential purposes.
b. Compact Development. Guide compact patterns of growth and development within well-defined neighborhoods.
c. Foster Neighborhoods. Foster cohesive, distinct, vibrant, safe and
attractive neighborhoods. d. Attractive Neighborhoods. Maintain and enhance attractive neighborhoods through improved city services, innovative
enforcement techniques and voluntary compliance with city codes and
regulations.
e. Sub-Area Planning. Ensure adequate resources exist to develop future planning for targeted subareas of the city such as downtown,
midtown, or neighborhoods.
FY 2019
a. Higher Density Zoning. Adopt higher density residential zoning in
proximity to commercial areas to connect people and services and support community walkability. b. Transitional Zones. Investigate whether design guidelines or other
land use tools can influence the impact of urban scale development in locations adjacent to residential areas. One solution might be to establish transition areas between the two, especially in the downtown.
c. Live/Work Zoning. Revise the business park mixed use zoning to
enable live-work/light manufacturing neighborhoods.
d. Parking. Reform existing strategies and develop new approaches to ensure available parking exists in locations and in a manner that supports vibrant commercial activity while not overconsuming land for
parking facilities. Ensure adequate funding for parking solutions.
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FY 2020
a. Downtown and Midtown Public Spaces. Develop small parks, park-lets and/or plazas to add to the public spaces in the downtown area and other commercial locations. Even small open spaces can relieve pressure from established spaces as residential densification occurs.
E. Housing & Transportation Choices
FY 2018
a. Hire Affordable Housing staff and evaluate Affordable Housing
Program for any necessary adjustment.
FY 2019
a. Enhance Public Transportation. Increase support for the Streamline
Bus system, including funding and planning for future expansion.
b. Workforce Housing. Implement a comprehensive affordable housing program. Explore the use of city-owned land, collaboration with outside agencies, and various options for workforce housing near
services and employers. Put an affordable housing levy on the ballot to provide a stable stream of funding.
• Design Models for Affordable Housing. Fund the design and engineering of innovative affordable home models.
• Measuring Affordability. Prioritize cost of housing occupancy over purchase price as the primary measure of affordability to recognize the effect of transportation options on real ability to occupy a home.
• Accessory Dwelling Units. Encourage the creation of rental units on citizens’ home property. Fund the design and engineering of 5 or 6 models of ground floor Accessory Dwelling Units (ADUs) that are available free of charge from the City. Waive building
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permit plan review fees, as the plans are preapproved. Simplify
ADU regulations to allow them in all zoning districts with appropriate standards.
FY 2020
a. Explore code amendments to require the “missing middle” housing in
all subdivisions, to provide more middle-income housing.
FY 2021
a. Right of Way Extensions. Proactively seek right of way for extension of pedestrian and bicycle systems.
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5. A Creative, Learning Culture
F. Civic and Cultural Infrastructure
FY 2018
a. Arts & Culture. Develop a clear strategic description of the City’s role in arts and culture.
FY 2019
a. Arts and Music Facilities. Facilitate community discussion on existing resources and needs for facilities for performing arts and live music within the city. Provide recommendations.
FY 2020
a. Library Expansion Planning. Continue planning of new facilities for the Bozeman Public Library. Include expansion of the main library, expanded bookmobile services, a new satellite branch and additional parking resources.
G. Support for Public Art
FY 2019
a. Spontaneous Art. Partner with MSU and other local entities to create
spontaneous art and music programs such as pop-up art, public pianos in parks, and other ephemeral cultural events.
b. Document Public Art. Develop program to memorialize and describe
the existing and historic art features in Bozeman.
c. Beautification Advisory Board. Reform the role of the beautification advisory board to develop recommendations for enhancing the city’s arts and cultural infrastructure.
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FY 2020
a. Public Arts Coordinator. Develop a policy for funding an arts coordinator role. b. Art Trail Map. Create a bike and trail map that showcases public art
throughout the city.
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6. A Sustainable Environment
A. Clean Water Supplies
FY2019
a. Water Resource Planning. Implement adopted plans including the Integrated Water Resources Plan, Wastewater Master Plan, and
Drought Management Plan. b. Water Conservation and New Water Resources. Prioritize water rights management and development of new water resources such as water storage in Sourdough Canyon and a new well field. Prioritize
ongoing and enhanced water conservation efforts. c. Water Reclamation Facility Masterplan. Work with regulatory agencies to develop water quality standards for the East Gallatin River.
Include regulations for future permitting and expansion of a treatment
facility.
FY 2020
a. Regional Watershed Management. Implement a regional watershed approach to manage water quantity and quality. b. Regulation Compliance. Provide sufficient resources to ensure
ongoing compliance with existing regulatory obligations.
B. Protect Local Air Quality
FY 2020
a. Air Pollution Data. Coordinate with the State and Gallatin City-County Health Department to monitor and track air pollutants of concern in and around the City of Bozeman. Use air quality
monitoring data to inform planning and policies.
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C. Climate Action
FY 2019
a. Climate Acton Plans. Update the Climate Action Plan and revisit greenhouse gas emissions inventories, review reduction targets, etc. b. City Facilities and Programs. Develop methods for using renewable energy in City facilities. Continue the use of alternative fuels and hybrid technology in the City’s transportation fleet.
c. Non-motorized transportation. Paint shared lane markings and
strategic crosswalks for cyclists. d. Solid Waste Services. Adopt incentive programs to increase the City’s market share of solid waste customers and eliminate the need for
multiple solid waste truck services in neighborhoods.
FY 2020
a. Renewable Energy Collaboration. Coordinate with partners on residential and commercial programs and policies for distributed
renewable energy. Support legislation to provide new opportunities for
renewable energy development. b. Solar Energy Policies. Review three-year data from NorthWestern Energy’s community solar installation to inform planning and policies.
c. Workforce Training for Sustainable Business. Collaborate with MSU and Gallatin College to develop curricula for workforce training for sustainability-related businesses.
D. Adaptation and Mitigation
Ongoing
a. Climate Risk Assessment. Identify climate vulnerabilities and
complete a climate risk assessment using the best available regional
climate data.
FY 2020
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a. Climate Adaptation. Develop and implement an integrated Climate
Adaptation Plan with community members and regional stakeholders. b. Urban Agriculture. Protect and promote sustainable urban agriculture to enhance local food production.
E. Parks, Trails & Open Space
FY 2021
a. New Parks & Recreation Strategic Plan. Develop the next iteration
of the Bozeman Parks & Recreation Strategic Plan (PROST). Use this plan to help inform the other City departmental planning.
FY 2022
a. New Park Locations, Finance & Maintenance. Actively plan for new locations for parks in the city. Update the parks plan to address financial resources for new facilities. Eliminate Homeowners Association involvement in park finance and maintenance. b. Sustainability of Parks and Recreational Resources. Promote stewardship of the City’s parks, open spaces, and natural areas. Educate the public and work with community organizations to help protect, enhance and display the benefits of parks as green infrastructure.
c. Parks System Interconnectivity. Promote park system interconnectivity (e.g., Safe Routes to Parks), partnering with other groups such as the Gallatin Valley Land Trust.
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7. A High Performance Organization
A. Values-driven Culture
Ongoing
a. Promote Values-driven Culture. Promote a values-driven city
culture that reinforces ethical behavior, transparency and fosters public trust. b. Emergencies Leadership. Continue to develop leaders and partners
for fire and emergency prevention, preparedness, and response.
c. Staffing According to Values. Hire, train and promote based on our core values of Integrity, Leadership, Service, and Teamwork.
d. Ethics Training. Continue to work towards more relevant ethics training across the organization that will foster trust at all levels.
FY 2019
a. DiSC Profile System. Adopt the DiSC Profile System for all employees to enhance our culture of teamwork and understanding. The system profiles each employee’s personality type as relevant to the
workplace, enhancing a team’s ability to work well together.
FY 2020
a. City Culture. Build an adaptive, resilient, nimble and innovative city culture.
B. Employee Excellence
Ongoing
a. Recruitment of Top Level Employees. Recruit highly skilled, proactive employees who fit the City’s organizational culture. Attract
them with competitive salary, benefits, opportunities for career advancement, employee satisfaction programs and community quality of life.
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b. Learning Environment. Foster and maintain a learning environment that is inclusive and supportive. c. Flexibility. Allow for a healthy work/life balance through flexibility
within the workplace so that employees can be “on” when they are
here. d. Lead by Example. The City’s leadership team will model the organization’s cultural goals.
e. Continued Growth. Continue to increase the capacity and skills of existing leaders. f. Opportunities for Leaders. Allow more opportunity for managers
and superintendents to contribute at a higher level, particularly in their
areas of expertise.
FY 2018
a. Results-oriented Approach. Garner city commission support for using “best practices,” evidence-based research, greater uses of metrics and an unwavering focus on results and customer service. b. Staff Development. Provide staff development opportunities for all City employees. c. Healthy Employees. Support and promote the health and well-being of City employees.
d. Facilities for a Growing Staff. Develop a Facilities Master Plan to address the existing shortage of space for staff and to accommodate continued growth of staff over next several years. Consider and go beyond possible remodel of City Hall and purchase of professional
building.
FY 2019
a. Broaden Leadership Across Organization. Encourage all
employees to be leaders within their departments and beyond. Broaden
Director Team and High Performance Organization training and team
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development programs for the wider organization. Remove fear of
failure to encourage employees to use their skills and try leadership activities. b. All-Staff Meetings. Hold four all-staff meetings each year to let
citywide staff see themselves as part of “One city. One team. One
voice.” Use the opportunity as a staff development day for career development and cross-departmental collaboration. c. Employee Engagement. Develop new programs (and funding) to
increase employee engagement. Enhance the attractiveness of the City
as a place to work through salary and benefit packages, workplace amenities, and other measures. Create opportunities for employees to be open about their expectations of the organization as an employer and to offer suggestions on process improvements.
d. Employee Self-Improvement, Retention & Promotion. Encourage retention and promotion of City employees to assume more responsible positions as they increase their knowledge and upgrade their skills and capacity. Support employees in this process of self-
development, adaptability and flexibility as they move up the City
career ladder. Create open dialogue between staff and leadership about individual professional goals. e. Best Practice Services and Innovation. Support employee capacity
to deliver exceptional and innovative "best practice" services.
Professional development, continuing education and recognition programs are useful methods of support. f. Excellence Recognition Program. Implement a program of regular
public recognition for employee excellence. Categories can include
service to the public, service to team members, length of service, and advancing the City’s sustainability initiatives. g. “Lead from Within” Academy. Implement this Leadership training
program for lead workers and first line supervisors that are new to the
role.
FY 2020
a. Leadership Training. Continue High Performance Organization
leadership training for current and emerging leaders.
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b. New Employee Recruitment Tools. Work with partners to develop
new tools to recruit and provide assistance to new employees so they feel welcome and prepared. c. Mentoring Opportunities. Be more deliberate about creating
mentoring and coaching opportunities for emerging leaders in the
organization. d. Professional Development. Establish professional development expectations for each city employee that includes cross-training and
career development.
e. Career Path Program. Research and develop a model for succession planning and a career path program.
f. Living Wage Ordinance. Review the City's current Living Wage
ordinance for its current and future relevance and update it accordingly. g. Diversity Goals & Program. Define the type of diversity the City
seeks to achieve as an organization (e.g., reflecting the community-at-
large) and develop a program to achieve these goals.
C. Best Practices, Creativity & Foresight
Ongoing
a. Strategic Plan Implementation/Management. Align staff resources to deliver day-to-day services, implement the strategic plan and have time to anticipate future opportunities and challenges not covered in the Plan. Use Strategic Plan as a management tool to build budgets
and staffing, realigning on an annual basis to fund current priorities. b. Department Staffing Plans. Develop a system for the creation and annual updating of department staffing plans to attain proper worker/supervisor ratios, job classification, and financial planning.
The result should be a staff that meets community needs and expectations as well as City Commission strategic priorities.
FY 2019
a. Data Collection and Analysis. Ensure adequate resources for City data collection, analysis and application to City policy and programs.
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b. Integration. Integrate City strategy, structures and systems for optimal efficiency and effectiveness. c. Departmental Collaboration. Develop collaboration between City
departments. High Performance Organization meetings and subgroups
on communications, community interactions, long-range planning, and other matters of common concern will facilitate collaboration. d. Departmental Plan Updates. Proceed with updates of the next
generation of departmental plans scheduled for review and update
during the 5-year timeframe of this strategic plan. Examples include the new Library Strategic Plan, new Parks & Recreation Strategic Plan, and the Fire Protection Master Plan.
e. Build Staff to Meet City’s Needs. Address the City’s critical staffing
shortage by adding a sufficient number of staff members to accomplish the City’s current workload as well as the many time-consuming tasks set forth in the Strategic Plan. Continue to add staff to keep pace with Bozeman’s rapid growth and to meet the expectations of the City
Commission as we work to accommodate that growth.
FY 2020
a. Data Analysis Tools. Develop more sophisticated analytical tools to access, monitor, measure and analyze data on growth and planning in the City. Use the data to respond to agency and citizen requests for information. b. High-level Policy Conversations. Develop a structure to foster regular, ongoing dialogue on new ideas and information that will affect the future of our organization and the performance of our jobs.
D. Performance Metrics
Ongoing
a. Performance Metrics. Continue to develop and utilize key
performance measures for levels of service aligned with this Strategic Plan. These results can help us improve as teams, provide
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accountability, and provide information we can use to determine
whether we need new resources. b. Quarterly Updates. The City Manager should provide quarterly updates to the City Commission highlighting the success of
departments at working towards various goals and initiatives.
c. Fiscal & Operational Feasibility. Test new City plans against fiscal and operational feasibility before adoption.
FY 2019
a. Expectation Management. Work with all City Departments to strategically manage community and employee expectations about the City's capacity to deliver new and/or priority programs, levels of service and new facilities in a realistic, planned, fiscally responsible,
and orderly fashion.
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