HomeMy WebLinkAbout09-11-17 City Commission Packet Materials - A5. 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: September 11, 2017
AGENDA ITEM TYPE: Action
RECOMMENDATION: Review and discuss the City leadership team’s recommended Actions for the next three –to-five fiscal years that are informed by the City’s Strategic Plan Vision, Vision Statements and Strategies adopted by the City Commission on May 15, 2017. Review, discuss and provide feedback and direction to the interim City Manager on the process and timeline for
completion the 2017-2022 City Strategic Plan.
RECOMMEDED MOTION: No motion required. BACKGROUND: For the last two years the City of Bozeman has been working on the first ever
strategic plan for the City of Bozeman. The Commission recognized the importance of adopting a
strategic plan to address challenges and opportunities facing the City over the next three to five years to provide strategic guidance ways to address those challenges and opportunities. The strategic plan and process as detailed in the original scope of work included robust community
and City 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 Vision, Vision Statement and Strategies were adopted by the City Commission on May 15, 2017. The draft action items were presented to the City Commission on August 14, 2017. The City Commission and the City’s leadership team will discuss the proposed action items
during a work session during the City Commission’s September 11, 2017 meeting and will give
direction to the interim City Manager on how to proceed. The City Commission will review and give feedback to the interim City Manager on the draft action items, timelines and priorities and may 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.
451
Attachments:
Report compiled on May 15, 2017 Suggested change in HPO strategy Issues Raised by Deputy Mayor Andrus Draft Actions Items—For Discussion Only Strategic Plan Score Charts
452
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
453
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.
454
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)
455
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
456
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)
457
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.
458
1.4. Business & Institutional Partnerships. Explore opportunities for partnerships with key
business groups and non-profit organizations.
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.
4.6. Planning Coordination. Expand and enhance efforts to coordinate planning with other
public agencies. (5-0)
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.
7.5. Funding for City Programs & Services. Develop equitable and sustainable sources of
funding for appropriate city programs and services. (5-0)
459
August 7, 2017
For Discussion Purposes Only
1
Contents
1. An Engaged Community .................................... 2
2. An Innovative Economy ..................................... 6
3. A Safe, Welcoming Community ....................... 12
4. A Well-Planned City ......................................... 25
5. A Creative, Learning Culture .......................... 43
6. A Sustainable Environment ............................. 46
7. A High Performance Organization .................. 52
460
2
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.
Cost Difficulty Time Who is Needed
1 2 2 City Manager, Directors, Neighborhood Coordinator, Communications,
Crough, Kennedy
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.
Cost Difficulty Time Who is Needed
1 1 1 City Manager, Directors, Solberg
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. Cost Difficulty Time Who is Needed
1 2 2 City Manager, Directors, Henderson, McMahan Rosenberry,
Donald,
461
3
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.
Cost Difficulty Time Who is Needed
2 2 2 City Manager, Jorgenson, Rosenberry, Winn, Fontenot,
Fine
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.
Cost Difficulty Time Who is Needed
1 3 2 City Manager, Rosenberry, Winn, Crough, Sweeney
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 establishing a citizens’ academy.
462
4
Cost Difficulty Time Who is Needed
2 2 2 City Manager, Neighborhood Coordinator, Rosenberry, Winn, Bethany,
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.
Cost Difficulty Time Who is Needed
2 2 1 City Manager,
Rosenberry, Winn, McMahan, Hendersen, Crough, Matsen
b. Access to Development Documents. Develop a project information portal for public access to documents regarding new development. Cost Difficulty Time Who is Needed
2 2 1 McMahan, Crough, Matsen
c. 311. Implement a citywide 311 system – a non-emergency community
hotline for requests for city services.
463
5
Cost Difficulty Time Who is Needed
2 2 2 City Manager, Rosenberry, Winn, McMahan,
Crough, Woolard, Waldo, Crawford
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 such as public utilities, Chamber of Commerce
and citizen groups.
Cost Difficulty Time Who is Needed
1 3 3 City Manager, Directors, Winn, Rosenberry, Woolard, Waldo, Crawford, Meyer
464
6
2. An Innovative Economy
A. Business Growth
Ongoing
a. Technology. Use technology to drive efficiency, productivity and
improved customer service.
Cost Difficulty Time Who is Needed
2 2 2 Henderson, McMahan
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.
Cost Difficulty Time Who is Needed
2 2 1 McMahan, Henderson
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.
Cost Difficulty Time Who is Needed
1 2 2 City Manager, Rosenberry, Fontenot,
Henderson,
465
7
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).
Cost Difficulty Time Who is Needed
1 2 2 City Manager, Fontenot, Matsen,
Rosenberry
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.
Cost Difficulty Time Who is Needed
1 1 1 City Manager, Jorgenson,
Fontenot, Fine, McMahan,
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.
Cost Difficulty Time Who is Needed
2 2 2 Woolard, Vandelinder, Fontenot, Henderson
466
8
FY 2020
a. Industry Cluster Siting. Work with industry clusters to understand
their unique siting needs and help them find locations.
Cost Difficulty Time Who is Needed
1 1 2 City Manager,
Fontenot, Matsen, Woolard, Henderson
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.
Cost Difficulty Time Who is Needed
2 2 2 Fontenot, Matsen, Woolard, Sullivan, Donald, Henderson
c. Land Inventory. Ensure enough appropriately zoned land in desired
employment areas.
Cost Difficulty Time Who is Needed
3 2 2 Fontenot, Matsen, Woolard, Henderson
467
9
d. Implementation Group. Establish Economic Development Group
with County Economic Development, Planning and Public Works
staff.
Cost Difficulty Time Who is Needed
1 1 2 Fontenot,
Matsen, Woolard
B. Infrastructure Investments
Ongoing
a. Citywide High-speed Broadband (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.
Cost Difficulty Time Who is Needed
1 2 2 City Manager, Fontenot, Woolard,
McMahan, Rosenberry, Winn
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).
468
10
Cost Difficulty Time Who is Needed
1 1 1 City Manager, Woolard, Donald
b. Grants. Based on the understood need, apply for grants or apply Tax Increment Financing (TIF) funds to projects in appropriate districts.
Cost Difficulty Time Who is Needed 1 1 1 Fontenot, Woolard, Donald, Matsen,
LaMeres
c. Tourism Funds. Consider how tourism funds can be incorporated into economic development. Cost Difficulty Time Who is Needed
1 2 2 City Manager,
Rosenberry, Fontenot, Donald
C. Workforce Development
Ongoing
a. Public Transit Near Housing. Support efforts to build higher density
housing near public transit and active transportation routes.
469
11
Cost Difficulty Time Who is Needed
2 2 2 Matsen, Donald, Woolard, Winn, Meyer, Hixson
b. Bike and Pedstrian Connections. Enhance bike and pedestrian
connections throughout the city to offer low-cost transportation
options.
Cost Difficulty Time Who is Needed
2 2 2 Woolard, Overton, Matsen
FY 2019
a. Gallatin 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.
Cost Difficulty Time Who is Needed
1 1 1 Fontenot,
Waldo, Crawford, Overton, Matsen
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.
Cost Difficulty Time Who is Needed
1 1 2 Fontenot, Woolard, Matsen
470
12
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.
Cost Difficulty Time Who is Needed
1 2 1 City Manager, Rosenberry, Winn,
McMahan, Waldo, Crawford
b. Leadership Development. Pursue opportunities to send Division Commanders to the FBI National Academy for leadership development and growth.
Cost Difficulty Time Who is Needed
1 1 1 City Manager, Winn, Crawford, Jorgenson
471
13
c. National Fire Academy. Pursue opportunities to send Fire Department personnel to the National Fire Academy as appropriate.
Cost Difficulty Time Who is Needed
1 1 1 City Manager, Waldo, Jorgenson,
Winn
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.
Cost Difficulty Time Who is Needed 3 3 3 City Manager, Crawford, Woolard, Winn, Donald, Rosenberry, Sullivan
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.
Cost Difficulty Time Who is Needed
1 2 2 Winn, Crawford, Waldo
472
14
c. Plan New Fire Station 1. Develop plan for rehabilitation,
reconstruction, or relocation of Fire Station 1.
Cost Difficulty Time Who is Needed
3 3 2 City Manager, Winn, Rosenberry, Matsen
FY 2019
a. Update Technology Systems. Work with Gallatin County to fund and
implement necessary new technology systems for Police and Fire
Departments.
Cost Difficulty Time Who is Needed
2 3 2 Waldo, Crawford, McMahan, Winn
b. Crisis Intervention Training. Implement appropriate level of crisis intervention training for Fire Department personnel. Cost Difficulty Time Who is Needed
1 1 1 Crawford, Waldo, Gregory
473
15
c. Improve Police Service Delivery. Augment staffing to improve
efficiencies and police service delivery to the community consistent with the findings of staffing analysis.
Cost Difficulty Time Who is Needed
2 1 2 City Manager, Rosenberry, Winn, Crawford,
Jorgenson, Donald
d. Leadership Certification. Certify all first line supervisors through completing the Montana Executive Leadership Institute (MLEA).
Cost Difficulty Time Who is Needed
1 1 1 City Manager, Winn, Crawford
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).
Cost Difficulty Time Who is Needed
1 1 1 City Manager, Winn, Waldo
474
16
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.
Cost Difficulty Time Who is Needed
1 1 1 City Manager, Winn, Waldo
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. Cost Difficulty Time Who is Needed
3 3 3 City Manager, Winn, Rosenberry, Donald, Waldo,
Matsen
FY 2021
a. Replace Lead Pipes. Replace all existing lead service lines in the city.
Cost Difficulty Time Who is Needed
2 1 2 Woolard, Winn, Hixson
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.
475
17
Cost Difficulty Time Who is Needed
2 1 2 Crawford, Waldo, Gregory, Overton,
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.
Cost Difficulty Time Who is Needed
3 3 3 City Manager, Winn, Rosenberry, Donald, Waldo, Matsen
b. Fire Department Accreditation. Pursue Fire Department accreditation through the Center for Public Safety Excellence (CPSE) Commission on Fire Accreditation International (CFAI).
Cost Difficulty Time Who is Needed
2 1 2 City Manager, Winn, Waldo
476
18
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.
Cost Difficulty Time Who is Needed
2 2 2 City Manager, Crawford, Waldo, Gregory,
Sullivan
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.
Cost Difficulty Time Who is Needed
1 1 1 Winn, Waldo, Crawford
b. Crisis Intervention Training/Fire. Investigate and implement
appropriate level of crisis intervention training for Fire Department personnel.
Cost Difficulty Time Who is Needed
1 1 1 Winn, Waldo
477
19
c. Crisis Intervention Training/Law Enforcement. Provide crisis
intervention training to patrol officers as a core certification within an
officer’s first four years.
Cost Difficulty Time Who is Needed
1 1 1 Winn, Crawford
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.
Cost Difficulty Time Who is Needed
1 1 2 Waldo, Winn,
Woolard, Crawford
C. Friendly Community.
Ongoing
a. Indigenous Peoples Day. Continue to annually recognize the important contributions of Native Americans to our community.
Cost Difficulty Time Who is Needed
1 1 1 City Manager, Jorgenson, Crough
478
20
FY 2018
a. Community Conversation. Develop an ongoing community conversation on the importance and challenges of a diverse and inclusive community. Cost Difficulty Time Who is Needed
1 1 1 City Manager, Neighborhood Coordinator, Directors
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 diverse age groups, people of limited or fixed
incomes, and others who traditionally may not be otherwise inclined to participate in local government.
Cost Difficulty Time Who is Needed
1 2 2 City Manager, Directors, Neighborhood Coordinator, Crough, Sweeney,
b. Multi-lingual Services. Create program to increase non-English language skills for city employees.
Cost Difficulty Time Who is Needed
1 1 1 Jorgenson, Directors
479
21
c. Equal Pay. Actively encourage other local governments in Gallatin
County and businesses to adopt equal pay policies.
Cost Difficulty Time Who is Needed
1 2 2 City Manager, Directors,
Jorgenson
d. Transgender Health Care. Work to improve health care benefits that
address medical needs specific to transgender employees and dependents.
Cost Difficulty Time Who is Needed
1 2 2 City Manager, Jorgenson
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).
Cost Difficulty Time Who is Needed
1 2 2 City Manager, Neighborhood Coordinator, Jorgenson,
Crawford
f. LGBTQ Equality and Safety. Take legislative efforts or set public
policy on LGBTQ equality. Follow up on reporting of 2014 Hate
Crimes statistics.
Cost Difficulty Time Who is Needed
1 2 2 City Manager,
Crawford
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
480
22
locations of limited mobility recreation facilities, and identify missing
connections.
Cost Difficulty Time Who is Needed
1 2 1 City Manager, Gray, Waldo,
Crawford, Overton, Matsen, Hixson, Henderson,
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.
Cost Difficulty Time Who is Needed
1 1 1 Overton, Crawford
b. 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.
Cost Difficulty Time Who is Needed
2 2 2 Neighborhood Coordinator, Overton
481
23
FY 2020
a. Story Mill Community Center. Develop, program and open the Story Mill Community Center.
Cost Difficulty Time Who is Needed
1 2 2 City Manager, Overton, Matsen, Gray, McMahan, Woolard, Sullivan
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.
Cost Difficulty Time Who is Needed
3 3 3 City Manager, Overton,
Woolard, Donald
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.
Cost Difficulty Time Who is Needed
1 1 3 Overton, Woolard, Sullivan, Donald
482
24
FY 2021
a. Story Mill Community Park. Build a multi-generation community outdoor recreation facility. Cost Difficulty Time Who is Needed
3 3 3 City Manager, Overton, Matsen, Woolard, Sullivan, Donald
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. Cost Difficulty Time Who is Needed
3 3 3 City Manager, Winn, Rosenberry, Sullivan, Donald, Overton, Fontenot, Henderson
b. Bogert Pool. Repair and upgrade Bogert Pool if new Aquatics Facility is not built.
Cost Difficulty Time Who is Needed
2 2 3 City Manager, Winn, Overton, Matsen, Woolard, Gray
483
25
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.
Cost Difficulty Time Who is Needed
3 3 3 City Manager, Sullivan, Saunders, Meyer b. Development Policies. Develop, adopt and align city policies for infill
and redevelopment, economic development and public infrastructure.
Cost Difficulty Time Who is Needed
1 2 2 City Manager, Fontenot, Matsen, Meyer, Woolard, Overton, Rosenberry, Winn, Sullivan
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.
484
26
Cost Difficulty Time Who is Needed
2 2 2 City Manager, Fontenot, Matsen, McMahan, Henderson
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.
Cost Difficulty Time Who is Needed
2 2 2 City Manager, Henderson, Matsen, Woolard, McMahan,
Fontenot
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.
Cost Difficulty Time Who is Needed 1 1 2 Neighborhood Coordinator, Crough, McMahan
c. Establish List. Establish list of infrastructure needs tied to facilitation
of site development.
Cost Difficulty Time Who is Needed
1 1 1 Woolard
485
27
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.
Cost Difficulty Time Who is Needed 2 2 2 McMahan, Henderson, Fontenot, Woolard,
Matsen
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.
Cost Difficulty Time Who is Needed
1 2 3 City Manager, Sullivan, Saunders,
Matsen, Rogers
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.
Cost Difficulty Time Who is Needed
2 2 2 Matsen, Winn,
Saunders, Woolard
486
28
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.
Cost Difficulty Time Who is Needed
2 3 3 Winn, Matsen, Saunders, Sullivan,
Woolard
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.
Cost Difficulty Time Who is Needed 2 2 3 Matsen, Meece, Rogers
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.
Cost Difficulty Time Who is Needed
2 2 2 City Manager,
Rosenberry, Donald, Fontenot, Meece, Winn, Woolard,
Hixson,
487
29
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.
Cost Difficulty Time Who is Needed
2 2 2 City Manager,
Woolard, Sullivan, Winn, Matsen
d. Historic Preservation Guidelines. Update the Neighborhood
Conservation Overlay District (NCOD) guidelines for historic preservation in downtown, midtown, and other commercial districts and neighborhood centers. Promote continued investment in the city's inventory of historic structures relative to ongoing infill and redevelopment.
Cost Difficulty Time Who is Needed
1 3 3 Neighborhood Coordinator, Sullivan, Saunders,
Matsen
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. Cost Difficulty Time Who is Needed
1 1 1 City Manager, Crough, Fontenot, Matsen, Sweeney, Jorgenson
488
30
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. Cost Difficulty Time Who is Needed
2 2 2 Winn, Woolard, Hixson, Alston,
Henderson
c. Trail Connections. Further trail connectivity, particularly E/W trail
connections to facilitate active transportation.
Cost Difficulty Time Who is Needed
2 2 2 Overton, Poisant, Woolard, Hixson, Winn
FY 2022
a. Parks Proximity. Ensure a Parks & Recreation facility is within walking distance of all residents. Utilize 3D data for modeling
community design alternatives.
Cost Difficulty Time Who is Needed
3 2 2 Henderson,
Matsen, Woolard, Overton, Fontenot
489
31
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.
Cost Difficulty Time Who is Needed
2 2 2 City Manager, Woolard,
Matsen, Sullivan
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 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
Cost Difficulty Time Who is Needed
1 2 2 City Manager, Matsen, Sullivan
490
32
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. Cost Difficulty Time Who is Needed
2 3 2 Rosenberry, Winn, Woolard, Matsen c. Sourdough Canyon Water Transmission Main Project. Complete
water main project to expand transmission capacity for water.
Cost Difficulty Time Who is Needed
3 3 3 Winn, Rosenberry, Donald, Alston, Woolard
d. Davis Lane Sewer Project. Increase capacity of sewer pipes to accommodate development projects in Davis Lane area.
Cost Difficulty Time Who is Needed
3 1 2 Alston,
Woolard, Matsen, Hixson
e. 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.
Cost Difficulty Time Who is Needed 3 3 3 Winn, Rosenberry, Donald, Woolard, Sullivan, Matsen, Waldo
491
33
f. 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. Cost Difficulty Time Who is Needed
1 2 1 City Manager, Fontenot,
Donald
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).
Cost Difficulty Time Who is Needed
3 2 3 City Manager, Rosenberry, Winn, Overton, Donald
b. Groundwater Well Field and Transmission Construction. Construct a groundwater well field and transmission lines. Cost Difficulty Time Who is Needed
3 3 3 City Manager, Woolard, Hixson, Alston, Sullivan
c. Sourdough Canyon Natural Storage Project. Reestablish natural water storage area/reservoir. Cost Difficulty Time Who is Needed
3 3 3 City Manager, Woolard,
Alston, Winn
492
34
d. North Frontage Road Sewer Project. Increase capacity of sewer pipes to accommodate development projects in North Frontage Road area.
Cost Difficulty Time Who is Needed
2 2 2 Winn, Woolard, Hixson, Sullivan, Alston
e. Front Street Sewer Project. Increase capacity of sewer pipes to
accommodate development projects in Front Street area.
Cost Difficulty Time Who is Needed
3 1 2 Woolard, Donald, Hixson
g. 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.
Cost Difficulty Time Who is Needed
2 2 2 Mehrens,
Woolard, Matsen
FY 2021
a. Lyman Water Tank and Transmission Main. Replace water tank for increased capacity and construct transmission main.
Cost Difficulty Time Who is Needed
3 2 2 Woolard, Donald, Alston
493
35
FY 2020
a. Downtown Infrastructure Plan. Complete a plan for downtown infrastructure and prioritize improvements in the various Capital Improvement Programs (CIPs).
Cost Difficulty Time Who is Needed
3 3 2 City Manager,
Winn, Rosenberry, Woolard, Matsen, Donald
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. Cost Difficulty Time Who is Needed
2 2 2 City Manager, Rosenberry,
Winn, Sullivan, Saunders, Matsen, Woolard
FY 2021
a. New Park Locations, Finance & Maintenance. Actively plan for new locations for parks to address financial resources required for new facilities. Cost Difficulty Time Who is Needed
3 2 3 Donald, Overton,
Matsen
494
36
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.
Cost Difficulty Time Who is Needed
2 2 2 Overton, Matsen,
Woolard, Hixson, Henderson
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.
Cost Difficulty Time Who is Needed
3 3 3 Donald, Overton, Woolard 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. Cost Difficulty Time Who is Needed
2 2 2 Meyer, Fontenot, Meece, Woolard, Matsen
e. Local Gas Tax. Suggest Gallatin County propose a local gas tax to be approved by voters to help fund local infrastructure projects. This is
495
37
another way to share the City’s funding burden of providing urban
services with other county residents as well as tourists.
Cost Difficulty Time Who is Needed
1 3 2 City Manager,
Rosenberry, Winn, Sullivan
FY 2022
a. Hyalite Dam and Reservoir Improvements. Add capacity to and make improvements to Hyalite Dam and reservoir.
Cost Difficulty Time Who is Needed
3 3 3 City Manager, Water Conservation,
Woolard, Donald, Alston, Sullivan a. 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.
Cost Difficulty Time Who is Needed
3 3 3 City Manager, Water Conservation, Woolard, Donald,
496
38
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.
Cost Difficulty Time Who is Needed
2 2 2 City Manager, Fontenot,
Matsen
b. Compact Development. Guide compact patterns of growth and development within well-defined neighborhoods. Cost Difficulty Time Who is Needed
2 2 2 Matsen, Krueger c. Foster Neighborhoods. Foster cohesive, distinct, vibrant, safe and
attractive neighborhoods.
Cost Difficulty Time Who is Needed
1 1 1 Neighborhood
Coordinator, Matsen
d. Attractive Neighborhoods. Maintain and enhance attractive neighborhoods through improved city services, innovative enforcement techniques and voluntary compliance with city codes and
regulations.
Cost Difficulty Time Who is Needed
1 1 1 Neighborhood
Coordinator, Matsen, Krueger
497
39
e. Sub-Area Planning. Ensure adequate resources exist to develop
future planning for targeted subareas of the city such as downtown, midtown, or neighborhoods.
Cost Difficulty Time Who is Needed
2 2 3 City Manager, Winn,
Saunders, Sullivan
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.
Cost Difficulty Time Who is Needed
1 2 2 City Manager,
Winn, Rosenberry, Sullivan, Fontenot, Matsen,
Overton
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.
Cost Difficulty Time Who is Needed
1 2 2 Sullivan, Matsen, Saunders, Fontenot
498
40
c. Live/Work Zoning. Revise the business park mixed use zoning to
enable live-work/light manufacturing neighborhoods.
Cost Difficulty Time Who is Needed
1 1 1 Fontenot, Matsen, Meese
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.
Cost Difficulty Time Who is Needed
2 2 2 Winn, Meece, Woolard, Fontenot, Matsen
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.
Cost Difficulty Time Who is Needed
2 2 3 Fontenot, Overton, Matsen
499
41
E. Housing & Transportation Choices
FY 2018
a. Affordable Housing. Hire Affordable Housing staff and evaluate Affordable Housing Program for any necessary adjustment.
Cost Difficulty Time Who is Needed
2 2 2 Winn, Jorgenson, Matsen
FY 2019
a. Enhance Public Transportation. Increase support for the Streamline Bus system, including funding and planning for future expansion. Cost Difficulty Time Who is Needed
2 2 1 Donald, Hixson, Meyer, Fontenot
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
500
42
or 6 models of ground floor Accessory Dwelling Units (ADUs)
that are available free of charge from the City. Waive building permit plan review fees, as the plans are preapproved. Simplify ADU regulations to allow them in all zoning districts with appropriate standards.
Cost Difficulty Time Who is Needed
3 3 3 City Manager, Winn, Rosenberry,
Matsen
FY 2020
a. Explore code amendments to require the “missing middle” housing in all subdivisions, to provide more middle-income housing.
Cost Difficulty Time Who is Needed
3 3 3 Matsen, Sullivan
FY 2021
a. Right of Way Extensions. Proactively seek right of way for
extension of pedestrian and bicycle systems.
Cost Difficulty Time Who is Needed
2 2 2 Sullivan, Woolard, Hixson, Overton
501
43
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.
Cost Difficulty Time Who is Needed
1 1 1 Overton, Gregory,
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. Cost Difficulty Time Who is Needed
1 1 1 Neighborhood Coordinator, Fontenot, Gregory, Overton
FY 2022
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.
Cost Difficulty Time Who is Needed
3 3 3 City Manager, Donald, Gregory,
502
44
Woolard, Matsen, Rosenberry, Winn
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.
Cost Difficulty Time Who is Needed
1 1 1 Sullivan, Gregory, Woolard, Overton, Kennedy
b. Document Public Art. Develop program to memorialize and describe the existing and public art features in Bozeman.
Cost Difficulty Time Who is Needed
1 1 1 Kennedy, Henderson
c. Art and Culture Advisory Board. Expand and reform the role of the beautification advisory board to develop recommendations for
enhancing the city’s arts and cultural infrastructure.
Cost Difficulty Time Who is Needed
1 2 1 Neighborhood Coordinator, Kennedy, Crough, Sweeney
503
45
FY 2020
a. Public Arts Coordinator. Develop a policy for funding an arts coordinator role. Cost Difficulty Time Who is Needed
2 2 2 City Manager,
Jorgenson, Kennedy
b. Art Trail Map. Create a bike and trail map that showcases public art throughout the city. Cost Difficulty Time Who is Needed
1 1 1 Kennedy, Overton, Henderson
504
46
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.
Cost Difficulty Time Who is Needed
3 3 3 Water Conservation, Mehrens, Woolard, Sullivan, Alston
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.
Cost Difficulty Time Who is Needed
3 3 3 Water Conservation, Woolard, Sullivan, Alston
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. Cost Difficulty Time Who is Needed
2 3 2 Water Conservation, Alston, Woolard,
Mehrens, Meyer
505
47
FY 2020
a. Regional Watershed Management. Implement a regional watershed approach to manage water quantity and quality.
Cost Difficulty Time Who is Needed
2 3 3 Water Conservation, Woolard, Meyer, Alston
b. Regulation Compliance. Provide sufficient resources to ensure ongoing compliance with existing regulatory obligations.
Cost Difficulty Time Who is Needed
2 2 2 Woolard, Meyer
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.
Cost Difficulty Time Who is Needed
1 1 1 Meyer
506
48
C. Climate Action
FY 2019
a. Climate Acton Plans. Update the Climate Action Plan and revisit greenhouse gas emissions inventories, review reduction targets, etc. Cost Difficulty Time Who is Needed
1 1 1 Woolard, Meyer 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.
Cost Difficulty Time Who is Needed
2 2 2 Meyer, Waldo, Crawford, Donald, Gray
c. Non-motorized transportation. Paint shared lane markings and strategic crosswalks for cyclists to encourage alternative means of
transportation.
Cost Difficulty Time Who is Needed
2 1 2 Woolard, Henderson, Overton 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.
Cost Difficulty Time Who is Needed
2 3 2 Woolard, Donald
507
49
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. Cost Difficulty Time Who is Needed
1 3 2 City Manager, Woolard, Meyer,
Fontenot
b. Solar Energy Policies. Review three-year data from NorthWestern Energy’s community solar installation to inform planning and policies. Cost Difficulty Time Who is Needed
1 1 1 Woolard, Meyer, Matsen,
Fontenot
c. Workforce Training for Sustainable Business. Collaborate with MSU and Gallatin College to develop curricula for workforce training for sustainability-related businesses.
Cost Difficulty Time Who is Needed
1 2 2 Fontenot, Meyer, Jorgenson, Woolard
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.
508
50
Cost Difficulty Time Who is Needed
1 2 2 Woolard, Meyer
FY 2020
a. Climate Adaptation. Develop and implement an integrated Climate
Adaptation Plan with community members and regional stakeholders.
Cost Difficulty Time Who is Needed
2 2 2 Meyer, Woolard,
Matsen, Fontenot
b. Urban Agriculture. Protect and promote sustainable urban agriculture to enhance local food production.
Cost Difficulty Time Who is Needed
1 1 1 Meyer, Fontenot
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.
Cost Difficulty Time Who is Needed
2 2 3 Overton, Woolard, Matsen
FY 2022
509
51
a. 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.
Cost Difficulty Time Who is Needed
1 1 2 Neighborhood Coordinator, Overton, Meyer
b. Parks System Interconnectivity. Promote park system interconnectivity (e.g., Safe Routes to Parks), partnering with other groups such as the Gallatin Valley Land Trust. Cost Difficulty Time Who is Needed
2 2 2 Overton, Matsen, Woolard,
Sullivan, Donald
510
52
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. Cost Difficulty Time Who is Needed
1 1 1 City Manager, Winn, Rosenberry, Jorgenson, Directors
b. Emergencies Leadership. Continue to develop leaders and partners for fire and emergency prevention, preparedness, and response.
Cost Difficulty Time Who is Needed
2 1 1 City Manager, Winn, Waldo, Crawford, Jorgenson, c. Staffing According to Values. Hire, train and promote based on our
core values of Integrity, Leadership, Service, and Teamwork.
Cost Difficulty Time Who is Needed
1 1 1 City Manager, Jorgenson, Directors
511
53
d. Ethics Training. Continue to work towards more relevant ethics
training across the organization that will foster trust at all levels.
Cost Difficulty Time Who is Needed
1 1 1 City Manager,
Sullivan, Kennedy, Rosenberry, Jorgenson
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.
Cost Difficulty Time Who is Needed
2 2 2 City Manager, Winn, Rosenberry, Jorgenson
FY 2020
a. More Agile City Culture. Build an adaptive, resilient, nimble and innovative city culture by finding more agile ways of working Cost Difficulty Time Who is Needed
1 2 2 City Manager, Winn,
Rosenberry, Jorgenson, Directors
512
54
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.
Cost Difficulty Time Who is Needed
2 2 2 City Manager, Rosenberry, Winn, Jorgenson, Directors b. Learning Environment. Foster and maintain a learning environment
that is inclusive and supportive.
Cost Difficulty Time Who is Needed
1 1 2 City Manager, Jorgenson, HPO Team c. Flexibility. Allow for a healthy work/life balance through flexibility
within the workplace so that employees can be “on” when they are
here.
Cost Difficulty Time Who is Needed
1 2 2 City Manager, Jorgenson, HPO Team
d. Lead by Example. The City’s leadership team will model the organization’s cultural goals.
Cost Difficulty Time Who is Needed
1 1 1 City Manager, Rosenberry, Winn, Directors
513
55
e. Continued Growth. Continue to increase the capacity and skills of existing leaders. Cost Difficulty Time Who is Needed
2 1 2 City Manager, Jorgenson, Directors,
f. Opportunities for Leaders. Allow more opportunity for managers and superintendents to contribute at a higher level, particularly in their areas of expertise. Cost Difficulty Time Who is Needed
1 2 2 City Manager, Rosenberry, Winn,
Directors
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.
Cost Difficulty Time Who is Needed
2 2 2 City Manager, Winn, Rosenberry, Directors
b. Staff Development. Provide staff development opportunities for all
City employees.
Cost Difficulty Time Who is Needed
2 2 2 City Manager, Winn,
Rosenberry, Jorgenson, Directors
514
56
c. Healthy Employees. Support and promote the health and well-being of City employees. Cost Difficulty Time Who is Needed
2 2 2 City Manager, Jorgenson, Directors 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. Cost Difficulty Time Who is Needed 3 3 3 City Manager, Rosenberry, Winn, Gray, Woolard, Matsen
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
development programs for the wider organization. Remove fear of failure to encourage employees to use their skills and try leadership activities. Cost Difficulty Time Who is Needed
1 1 2 City Manager,
Rosenberry, Winn, Directors
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.
515
57
Cost Difficulty Time Who is Needed
1 1 1 City Manager, Rosenberry,
Winn, Jorgenson
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. Cost Difficulty Time Who is Needed
2 2 2 City Manager, Directors,
Jorgenson,
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. Cost Difficulty Time Who is Needed
2 2 2 City Manager,
Rosenberry, Winn, Jorgenson
516
58
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. Cost Difficulty Time Who is Needed
2 1 1 City Manager,
Rosenberry, Winn, Jorgenson 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.
Cost Difficulty Time Who is Needed
1 1 1 City Manager, Rosenberry, Winn, Jorgenson
g. “Lead from Within” Academy. Implement this Leadership training program for lead workers and first line supervisors that are new to the role. Cost Difficulty Time Who is Needed
2 1 2 City Manager, Rosenberry, Winn, Jorgenson,
Directors
517
59
FY 2020
a. Leadership Training. Continue High Performance Organization leadership training for current and emerging leaders.
Cost Difficulty Time Who is Needed
1 1 2 City Manager,
Winn, Rosenberry, Directors, Jorgenson 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.
Cost Difficulty Time Who is Needed
2 2 2 City Manager, Winn,
Rosenberry, Jorgenson, Directors c. Mentoring Opportunities. Be more deliberate about creating
mentoring and coaching opportunities for emerging leaders in the
organization.
Cost Difficulty Time Who is Needed
1 1 1 City Manager, Rosenberry, Winn,
Jorgenson
518
60
d. Professional Development. Establish professional development
expectations for each city employee that includes cross-training and career development.
Cost Difficulty Time Who is Needed
1 1 2 City Manager,
Rosenberry, Winn, Jorgenson, Directors e. Career Path Program. Research and develop a model for succession
planning and a career path program.
Cost Difficulty Time Who is Needed
1 1 2 City Manager, Rosenberry, Winn,
Jorgenson
f. Living Wage Ordinance. Review the City's current Living Wage ordinance for its current and future relevance and update it accordingly.
Cost Difficulty Time Who is Needed
1 1 2 City Manager, Rosenberry, Winn, Jorgenson
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. Cost Difficulty Time Who is Needed
2 2 2 City Manager, Rosenberry, Winn,
Jorgenson, Directors
519
61
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.
Cost Difficulty Time Who is Needed
2 2 2 City Manager, Rosenberry, Winn, Directors
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.
Cost Difficulty Time Who is Needed
2 2 2 City Manager, Rosenberry, Winn, Jorgenson, Directors
FY 2019
a. Data Collection and Analysis. Ensure adequate resources for City data collection, analysis and application to City policy and programs.
Cost Difficulty Time Who is Needed
2 2 2 City Manager, Rosenberry,
Winn, McMahan, Donald, Directors,
520
62
b. Integration. Integrate City strategy, structures and systems for optimal efficiency and effectiveness. Cost Difficulty Time Who is Needed
1 2 2 City Manager, Rosenberry, Winn, Directors
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.
Cost Difficulty Time Who is Needed
1 2 2 City Manager, Rosenberry, Winn, Directors,
HPO Team
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. Cost Difficulty Time Who is Needed
2 2 2 City Manager,
Winn, Rosenberry, Gregory, Overton, Waldo 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.
521
63
Cost Difficulty Time Who is Needed
3 3 2 City Manager,
Rosenberry, Winn, Jorgenson
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 be more action-oriented in our response to
agencies and citizens and to improve city services and processes.
Cost Difficulty Time Who is Needed
2 2 2 City Manager, Rosenberry, Winn, Henderson, McMahan
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. Cost Difficulty Time Who is Needed
1 3 3 City Manager, Rosenberry, Winn, Directors
522
64
D. Performance Metrics
Ongoing
a. Performance Metrics. Collect and analyze performance measures for levels of service aligned with this Strategic Plan. These results can help us improve as teams, provide accountability, and provide
information we can use to determine whether we need new resources.
Cost Difficulty Time Who is Needed
2 3 2 City Manager, Rosenberry, Winn, Directors
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. Cost Difficulty Time Who is Needed
1 1 1 City Manager, Kennedy
c. Fiscal & Operational Feasibility. Test new City plans against fiscal and operational feasibility before adoption.
Cost Difficulty Time Who is Needed
1 2 2 City Manager, Winn, Rosenberry, Donald, Directors
523
65
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.
Cost Difficulty Time Who is Needed
1 2 2 City Manager, Rosenberry, Winn, Directors
524
Strategic Plan Cost Difficulty
Engaged Community
Outreach & Community
Engagement
Involve Community Stakeholders 1 2
Enhanced Website. 1 1
Performance Management
Dashboards. 1 2
City Communication Plan and
Protocol 2 2
City Committee Coordination. 1 3
Community Engagement. 2 2
Open Data. 2 2
Access to Development
Documents. 2 2
311 2.00 2.00
Strengthen Partnerships. 1 3
Involve Community
StakeholdersEnhanced Website.
Performance Management
Dashboards.
City Communication Plan
and Protocol
City Committee
Coordination.
Community Engagement.
Open Data.
Access to Development
Documents. 311
Strengthen Partnerships.
1
2
3
1 2 3LESS ---------COST-----------MOREEASY -----------DIFFICULTY------------HARD
Engaged Community
525
Strategic Plan Cost Difficulty
Innovative Economy
Technology 2 2
Geographic Information System (GIS) Data
Sharing. 2 2
Implement Economic Development Plan 1 2
Legislative Agenda. 1 2
Permitting Assistance. 1 1
Prioritize Public Works Services to
Commercial Cores. 2 2
Industry Cluster Siting. 1 1
Commercial/Industrial Infrastructure. 2 2
Land Inventory. 3.00 2.00
Implementation Group. 1 1
Citywide High-speed Internet Service. 1 2
In-house Collaboration. 1.00 1.00
Grants. 1.00 1.00
Tourism Funds. 1.00 2.00
Public Transit Near Housing. 2.00 2.00
Bike and Ped Connections. 2.00 2.00
Gallatin College Support 1.00 1.00
Workforce Commutes. 1.00 1.00
Technology Geographic Information System
(GIS) Data Sharing.
Implement Economic
Development Plan
Legislative Agenda.
Permitting Assistance.
Prioritize Public Works Services
to Commercial Cores.
Industry Cluster Siting.
Commercial/Industrial
Infrastructure.
Land Inventory.
Implementation Group.
Citywide High-speed Internet Service. In-house Collaboration.
Grants.
Tourism Funds.
Public Transit Near Housing.
Bike and Ped Connections.
Gallatin College Support
Workforce Commutes.
1
2
3
1 2 3LESS ---------COST-----------MOREEASY -----------DIFFICULTY------------HARD
Innovative Economy
526
Strategic Plan Cost Difficulty
Safe, Welcoming Community
Keep Tech. Current 1 2
Leadership Dev.1 1National Fire Academy 1 1
Criminal Justice Facility 3 3
Emergency Preparedness Programs 1 2
New Fire Station 1 3 3
Update Tech Systems 2 3
Crisis Intervention Training 1 1
Improve Police Service Delivery 2.00 1.00
Leadership Certification 1 1
Fire Department Leadership Certification 1 1
Fire Department EMS Cert.1.00 1.00
Relocate Fire Station 2 3.00 3.00
Replace Lead Pipes 2.00 1.00
Strengthen Community Serv. Networks 2.00 1.00
Fire Station 4 3.00 3.00
Fire Dept. Accreditation 2.00 1.00
Comm. Serv. Networks 2.00 2.00
Public Safety Outreach Programs 1.00 1.00
Crisis Intervention Training/Fire 1.00 1.00
Crisis Intervention Training/Police 1.00 1.00
Perform Community Risk Assessment 1.00 1.00
Indigenous Peoples Day 1.00 1.00
Community Conversation 1.00 1.00
Diversity of Advisory Boards 1.00 2.00
Multi-Lingual Services 1.00 1.00
Equal Pay 1.00 2.00
Transgender Health Care 1.00 2.00
LGBTQ Liaisons 1.00 2.00
LGBTQ Equality and Safety 1.00 2.00
Accessibility 1.00 2.00
Safety Training and Awareness 1.00 1.00
Provide Multi-Generational Recreation Program 2.00 2.00
Story Mill Community Center 1.00 2.00
Sports Park 3.00 3.00
Path to "M" and Drinking Horse 1.00 1.00
Story Mill Comm. Park 3.00 3.00
Aquatics Facility 3.00 3.00
Bogert Pool 2.00 2.00
Keep Tech. CurrentLeadership Dev.
National Fire Academy
Criminal Justice Facility
Emergency Preparedness
Programs
New Fire Station 1
Update Tech Systems
Crisis Intervention Training
Improve Police Service Delivery
Leadership Certification
Fire Department Leadership
Certification
Fire Department EMS Cert.
Relocate Fire Station 2
Replace Lead Pipes
Strengthen Community Serv. Networks
Fire Station 4
Fire Dept. Accreditation
Comm. Serv. Networks
Public Safety Outreach Programs
Crisis Intervention Training/Fire
Crisis Intervention
Training/Police
Perform Community Risk Assessment
Indigenous Peoples Day
Community Conversation
Diversity of Advisory Boards
Multi-Lingual Services
Equal Pay
Transgender Health CareLGBTQ Liaisons
LGBTQ Equality and Safety
Accessibility
Safety Training and Awareness
Provide Multi-Generational
Recreation Programs and Fac.
Story Mill Community Center
Sports Park
Path to "M" and Drinking Horse
Story Mill Comm. Park
Aquatics Facility
Bogert Pool
1
2
3
1 2 3LESS ---------COST-----------MOREEASY -----------DIFFICULTY------------HARD
Safe, Welcoming Community
527
Strategic Plan Cost Difficulty
Well Planned City
Sustainable Growth 3 3
Development Policies 1 2Robust Database on Growth and Planning 2 2
Land Use & Infrastructure Dev. Tracking 2 2
Public Information Packets 1 1Establish List 1 1
Sophisticated Data Analytical Tools 2 2
Revised Unified Dev. Code 1 2Regional Growth Management Strategy 2.00 2.00Triangle Growth Plan 2 3
Unified Development Code - Phase 2 2 2
Parking Management 2.00 2.00Metropolitan Planning Organization 2.00 2.00
Historic Preservation Guidelines 1.00 3.00
Boards and Commissions Trainings 1.00 1.00Piping Infrastructure Monitoring Systems 2.00 2.00
Trail Connections 2.00 2.00
Parks Proximity 3.00 2.00
Prioritize Infill Infrastructure 2.00 2.00Manage Growth Adjacent to City 1.00 2.00
Failed Instersections 2.00 3.00
Sourdough Canyon Water Transmission Main P 3.00 3.00
Davis Lane Sewer Project 3.00 1.00
Groundwater Well Field Transmission 3.00 3.00
Tourism Business Improvement Dist.1.00 2.00
Align Funding for Dev. Of Parks w/ Strat Plan 3.00 2.00Groundwater Well Field and Transmission Con 3.00 3.00
Sourdough Canyon Natural Storage Project 3.00 3.00
North Frotage Road Sewer Project 2.00 2.00
Front Street Sewer Project 3.00 1.00Stormwater Control 2.00 2.00
Lyman Water Tank and Transmission Main 3.00 2.00
Hyalite Dam and Reservoir Improvements 3.00 3.00Hyalite Dam and Reservoir Improvements 3.00 3.00
Downtown Infrastructure Plan 3.00 3.00
Annexation of Islands and Critical Adjacent Lan 2.00 2.00
New Park Locations, Finance & Maintenance 3.00 2.00Enhance Cycling Facilities 2.00 2.00
Sustainable Technology 2.00 2.00
Local Gas Tax 1.00 3.00Private Sector Investment for Reuse 2.00 2.00
Compact Dev.2.00 2.00
Foster Neighborhoods 1.00 1.00
Attractive Neighborhoods 1.00 1.00Sub-Area Planning 2.00 2.00
High Density Zoning 1.00 2.00
Transitional Zones 1.00 2.00
Live/Work Zoning 1.00 1.00
Parking 2.00 2.00
Downtown and Midtown Public Spaces 2.00 2.00
Affordable Housing 2.00 2.00Enhance Public Transporation 2.00 2.00
Explore Code Amendments 3.00 3.00
Workforce Housing 3.00 3.00
Right of Way Extensions 2.00 2.00HOA, Comm., Res., and Public Infrastructure 3.00 3.00
Sustainable Growth
Development Policies
Robust Database on Growth and Planning
Land Use & Infrastructure Dev. Tracking
Public Information Packets
Establish List
Sophisticated Data Analytical Tools
Revised Unified Dev. Code
Regional Growth Management Strategy
Triangle Growth Plan
Unified Development Code -Phase 2
Parking Management
Metropolitan Planning
Organization
Historic Preservation Guidelines
Boards and Commissions Trainings
Piping Infrastructure Monitoring Systems
Trail Connections
Parks Proximity
Prioritize Infill Infrastructure
Manage Growth Adjacent to City
Failed Instersections
Sourdough Canyon Water Transmission Main ProjectDavis Lane Sewer Project
Groundwater Well Field Transmission
Tourism Business Improvement Dist.
Align Funding for Dev. Of Parks w/
Strat Plan
Groundwater Well Field and Transmission Construction
Sourdough Canyon Natural Storage Project
North Frotage Road Sewer Project
Front Street Sewer Project
Stormwater Control
Lyman Water Tank and Transmission Main Hyalite Dam and Reservoir
Improvements
Hyalite Dam and Reservoir
Improvements
Downtown Infrastructure Plan
Annexation of Islands and Critical Adjacent Lands
New Park Locations, Finance &
Maintenance
Enhance Cycling Facilities
Sustainable Technology
Local Gas Tax
Private Sector Investment for
Reuse Compact Dev.
Foster Neighborhoods
Attractive Neighborhoods
Sub-Area Planning
High Density Zoning
Transitional Zones
Live/Work Zoning
Parking
Downtown and Midtown Public
Spaces
Affordable Housing
Enhance Public Transporation
Explore Code Amendments
Workforce Housing
Right of Way Extensions HOA, Comm., Res., and Public Infrastructure
1
2
3
1 2 3LESS ---------COST-----------MOREEASY -----------DIFFICULTY------------HARD
Well Planned City
528
Strategic Plan Cost Difficulty
Creative, Learning Culture
Arts & Culture 1 1
Arts and Music Facilities 1 1Library Expansion Planning 3 3
Spontaneous Art 1 1
Document Public Art 1 1
Art and Culture Advisory Board 1 2
Public Arts Coordinator 2 2
Art Trail Map 1 1
Arts & Culture
Arts and Music Facilities
Library Expansion Planning
Spontaneous Art
Document Public Art
Art and Culture Advisory Board
Public Arts Coordinator
Art Trail Map
1
2
3
1 2 3LESS ---------COST-----------MOREEASY -----------DIFFICULTY------------HARD
Creative, Learning Culture
529
Strategic Plan Cost Difficulty
Sustainable Environment
Water Resource Planning 3 3
Water Conservation and New Water Resources 3 3
Water Reclamation Facility Masterplan 2 3
Regional Watershed Management 2 3
Regulation Compliance 2 2
Air Pollution Data 1 1
Climate Action Plans 1 1
City Facilities and Programs 2 2
Non-motorized Transporation 2.00 1.00
Solid Waste Services 2 3
Renewable Energy Collaboration 1 3
Solar Energy Policies 1.00 1.00
Workforce Training for Sustainable Business 1.00 2.00
Climate Risk Assessment 1.00 2.00
Climate Adaptation 2.00 2.00
Urban Agriculture 1.00 1.00
New Parks and Recreation Strategic Plan 2.00 2.00
Sustainability of Parks and Recreational Resour 1.00 1.00
Parks System Interconnectivity 2.00 2.00
Water Resource Planning
Water Conservation and New
Water Resources
Water Reclamation Facility
Masterplan
Regional Watershed ManagementRegulation Compliance
Air Pollution Data
Climate Action Plans
City Facilities and ProgramsNon-motorized Transporation
Solid Waste Services
Renewable Energy CollaborationSolar Energy Policies Workforce Training for
Sustainable Business
Climate Risk Assessment
Climate Adaptation
Urban Agriculture
New Parks and Recreation
Strategic PlanSustainability of Parks and
Recreational Resources
Parks System Interconnectivity
1
2
3
1 2 3LESS ---------COST-----------MOREEASY -----------DIFFICULTY------------HARD
Sustainable Environment
530
Strategic Plan Cost Difficulty
High Performance Organization
Promote Values-Driven Culture 1 1
Emergencies leadership 2 1
Staffing According to Values 1 1
Ethics Training 1 1
DiSC Profile System 2 2
More Agile City Culture 1 2
Recruitment of Top Level Employees 2 2
Learning Environment 1 1Flexibility1.00 2.00
Lead By Example 1 1
Continued Growth 2 1
Opportunities for Leaders 1.00 2.00
Results-Oriented Approach 2.00 2.00
Staff Development 2.00 2.00
Healthy Employees 2.00 2.00
Facilities for a Growing Staff 3.00 3.00
Broaden Leadership Across Organization 1.00 1.00
All-Staff Meetings 1.00 1.00
Employee Self-Improvement, Retention and Pro 2.00 2.00
Best Practice Services and Innovation 2.00 1.00
Excellence Recognition Program 1.00 1.00
"Lead From Within" Academy 2.00 1.00
Leadership Training 1.00 1.00
New Employee Recruitment Tools 2.00 2.00
Mentoring Opportunities 1.00 1.00
Professional Development 1.00 1.00
Living Wage Ordinance 1.00 1.00
Diversity Goals and Program 2.00 2.00
Strategic Plan Implementation/Management 2.00 2.00
Department Staffing Plans 2.00 2.00
Data Collection and Analysis 2.00 2.00
Integration 1.00 2.00
Department Collaboration 1.00 2.00
Departmental Plan Updates 2.00 2.00
Build Staff to Meet City's Needs 3.00 3.00
Data Analysis Tools 2.00 2.00
High-level Policy Conversations 1.00 3.00
Performance Metrics 2.00 3.00
Quarterly Updates 1.00 1.00
Fiscal & Operational Feasibility 1.00 2.00
Expectation Management 1.00 2.00
Career Path Program 1.00 1.00
Employee Engagement 2.00 2.00
Promote Values-Driven Culture
Emergencies leadership
Staffing According to Values
Ethics Training
DiSC Profile System
More Agile City Culture
Recruitment of Top Level
Employees
Learning Environment
FlexibilityLead By Example
Continued Growth
Opportunities for Leaders
Results-Oriented ApproachStaff Development
Healthy Employees
Facilities for a Growing Staff
Broaden Leadership Across Organization
All-Staff Meetings
Employee Self-Improvement,
Retention and Promotion
Best Practice Services and
Innovation
Excellence Recognition Program
"Lead From Within" Academy
Leadership Training
New Employee Recruitment Tools
Mentoring Opportunities
Professional Development
Living Wage Ordinance
Diversity Goals and Program
Strategic Plan Implementation/Management
Department Staffing Plans Data Collection and Analysis
Integration
Department Collaboration
Departmental Plan Updates
Build Staff to Meet City's NeedsData Analysis Tools
High-level Policy Conversations
Performance Metrics
Quarterly Updates
Fiscal & Operational Feasibility
Expectation Management
Career Path Program
Employee Engagement
1
2
3
1 2 3LESS ---------COST-----------MOREEASY -----------DIFFICULTY------------HARD
High Performance Organization
531