HomeMy WebLinkAbout11-27-17 City Commission Packet Materials - A4. Resolution 4852, Adopting the Strategic Plan
Commission Memorandum
REPORT TO: Honorable Mayor and City Commission
FROM: Chuck Winn, Assistant City Manager Andrea Surratt, City Manager SUBJECT: Resolution 4852, Adoption of the Strategic Plan for the City of
Bozeman.
MEETING DATE: November 27, 2017
AGENDA ITEM TYPE: Action
RECOMMENDATION: Consider the current draft of the City’s strategic plan and provide any
modifications necessary to adopt Resolution 4852.
MOTION TO REMOVE FROM TABLE REQUIRED PRIOR TO DISCUSSING THIS ITEM.
BACKGROUND: At a regular meeting on November 6, 2017, the City Commission opened this item, staff presented, questions of staff occurred, public comment was taken, and the public
hearing was closed. The following motion was made by Commissioner Mehl, seconded by Mayor Taylor after passing the gavel to Commissioner Pomeroy:
Motion to adopt Resolution 4852, adopting the strategic plan for the City of Bozeman. An affirmative vote of three commissioners is necessary to remove this item from the table in
order to proceed with discussion and vote on the pending motion. RECOMMENDED MOTION: I move to remove Resolution 4852, adopting the strategic plan for the City of Bozeman, from the table.
SUGGESTED MOTION: I move to adopt Resolution 4852, adopting the strategic plan for the
City of Bozeman.
BACKGROUND: On November 6, 2017, staff presented the City Commission with the draft of the City’s strategic plan. After much discussion, the Commission voted to table the item and bring it back for consideration on November 27, 2017. Staff is prepared to move forward as
directed by the Commission.
On September 11, 2017, the Interim City Manager presented a draft of the strategic plan to the City Commission. The Commission provided comments and suggestions to staff and requested the draft plan come back for further consideration with the modifications discussed. Tonight we
are here to consider Resolution 4852 which would formally adopt the City’s strategic plan.
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Every successful municipal organization needs a strategy and a plan. The City’s strategic plan is intended to address both long-term aspirations and short-term benchmarks. Informed by the preferences of the City Commission, the availability of staff and financial resources; a strategic plan will focus the efforts of the City to accomplish the most important goals as set by the
Commission and community within the determined timeframe.
On May 15, 2017, the Commission adopted a final version of the overarching Vision Statements and Strategies (goals) and asked the staff to draft suggested actions to accomplish the goals as adopted. The Director Team spent several months developing recommended actions which the
Commission reviewed on September 11, 2017.
A smaller shared-responsibility team meet over the course of several weeks to review the 78-page draft and compile it into a more succinct and useful document. The team developed the draft under consideration tonight using the following criteria;
• Similar items and duplicates were combined into fewer actions where it simplified and clarified the action.
• Work initiatives currently underway were removed unless they required significant
ongoing or additional resource inputs.
• Items specifically called out in other adopted plans were removed.
• Fiscal years within the plan were determined based on perceived priority and/or suggested sequence. Most are included within the first 3 years of the plan.
• Lead staff was determined based on primary responsibilities or expertise within the organization The plan is presented in two formats. The first attachment is a narrative containing complete
descriptions of the Vision, Vision Statements, Strategies and Action Items. The second
attachment is a summary of the same information presented in table form to allow the plan to be viewed as a whole. Should the Commission determine modifications should be made to the draft, staff will be
prepared to make those changes during the meeting so that a final draft could be considered prior
to adopting the resolution. UNRESOLVED ISSUES: Strategic partners have not been included in this draft. Further discussion with the Commission will be necessary to ensure all relevant partners are considered.
Should the Commission adopt the plan, we will work to package and present it in a professional and useful layout in both paper and electronic formats. ALTERNATIVES: As suggested by the City Commission.
FISCAL EFFECTS: None.
Attachment:
Strategic Plan Narrative Strategic Plan Table Summary Resolution 4852
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Our Vision
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.
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Contents
Introduction ................................................................................................................................................................................................................... 3
Vision and Vision Statements ........................................................................................................................................................................................ 4
An Engaged Community ................................................................................................................................................................................................. 5
An Innovative Economy ................................................................................................................................................................................................. 7
A Safe, Welcoming Community ..................................................................................................................................................................................... 9
A Well-Planned City ..................................................................................................................................................................................................... 12
A Creative, Learning Culture ........................................................................................................................................................................................ 16
A Sustainable Environment .......................................................................................................................................................................................... 18
A High Performance Organization ............................................................................................................................................................................... 20
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Introduction
The City of Bozeman is in the midst of considerable growth. As we continue to grow as a community, it is important for us as an
organization to determine what our priorities will be moving forward. Our Strategic Plan will serve as a tool to help lead policy
decisions, funding and budget conversations, and staffing choices. This document is broken down into the following parts:
• Vision
Our Vision is the framework for the strategic plan. It is a short statement that expresses the overall goal for the organization.
• Vision Statements
The Vision Statements are an extension of the Vision. They are statements that break the larger vision up into categories from
which to work with.
• Strategies
The Strategies are how we will achieve the Vision Statements. They are general tactics – or focus areas – to consider when
making decisions.
• Action Items
Action Items are staff’s proposed methods to progress within each of the Strategies. They are specific, measurable goals, which
will contribute to achieving the identified general Strategies.
While the Strategic Plan is a critical planning document intended to help guide the City, it is not the City’s only planning
document. Over the years Bozeman has initiated several important planning efforts targeting specific areas of municipal services and
governance. This Strategic Plan takes into account these planning efforts without duplicating the specific actions contained within
each of those plans. The Action Items included within this document are those that have been identified to specifically further the
identified Strategies. Other planning documents that help guide the City’s growth include (but are not limited to):
• Bozeman Community Plan
• Library Strategic Plan
• Fire Protection Master Plan
• Transportation Master Plan
• Water Facility Plan
• Stormwater Facilities Plan
• Urban Forestry Management Plan
• Parks, Recreation, Open Space and Trails Plan (PROST)
• Sustainability Plan
• Affordable Housing Action Plan
• Drought Management Plan
• Economic Development Plan
• Various Neighborhood and TIF Plans
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Vision and Vision Statements
Vision
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.
Vision Statements
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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1. An Engaged Community
We foster a culture of engagement and civic leadership based on innovation and best practices involving
community members of all backgrounds and perspectives.
1.1 Outreach - Continue to strengthen and innovate in how we deliver information to the community and
our partners.
a) Enhance Website for Greater Interaction. Direct resources to continue to enhance the City’s website to help with greater customer
interaction, access to the Commission’s priorities, and important community engagement opportunities.
b) Develop Performance Management Dashboards. Develop public dashboards to report on City performance.
c) City Communication Plan and Protocol. Develop and implement a City-wide communications protocol and outreach plan.
d) Create Access to Development Documents. Develop a project information portal for public access to documents regarding new
development.
1.2 Community Engagement - Broaden and deepen engagement of the community in city government,
innovating methods for inviting input from the community and stakeholders.
a) Coordinate City Committees and Advisory Boards. Restructure or combine City boards and committees to more effectively advise
the City and engage the public.
b) Community Engagement Plan. Develop a plan to increase community engagement in city decision-making processes.
c) “Invite the Stranger” Into Discussions and Decision Making. Develop a system or process that engages community members that
challenge our preconceived thoughts and processes in an effort to facilitate better decision making.
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d) Implement a City-wide 311. Implement a non-emergency community hotline for requests for city services.
1.3 Public Agencies Collaboration - Foster successful collaboration with other public agencies and
build on these successes.
a) Quarterly City/County Commission Meetings. Establish regularly scheduled meetings with the City and County Commission.
b) Attend BSD7 Board Meetings. Attend BSD7 meetings as appropriate to build relationships and look for opportunities to collaborate.
1.4 Business and Institutional Partnerships - Explore opportunities for partnerships with key
business groups and non-profit organizations.
a) Schedule Regular Meetings with MSU. Schedule regular meetings between MSU and the City to identify common interests and
opportunities to collaborate.
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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.
2.1 Business Growth - Support retention and growth of both the traded and local business sectors while
welcoming and encouraging new and existing businesses.
a) Develop and Support a Legislative Agenda. Develop and support a legislative agenda with other regional economic development
groups to preserve existing economic development tools.
b) Provide Permitting Assistance through the Economic Development Department. Create a role in Economic Development for a
specific person to introduce businesses to the city’s permitting and development process.
c) Identify Industry Cluster Siting Needs. Work with industry clusters to understand their unique siting needs and help them find
locations.
d) Inventory Land for Appropriate Zoning. Ensure enough appropriately zoned land in desired employment areas.
e) Establish an Economic Development Group. Establish an Economic Development Group with County Economic Development,
Planning and Public Works staff.
2.2 Infrastructure Investments - Strategically invest in infrastructure as a mechanism to encourage
economic development.
a) Identify Commercial/Industrial Infrastructure Needs. Identify sites for new or redevelopment in commercial and industrial areas
that lack adequate infrastructure and develop new financing strategies to fund these investments
b) Develop a Broadband Infrastructure Installation Policy. Develop a complete streets policy that includes installation of broadband
infrastructure and plan for future broadband infrastructure installation.
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c) Tourism funds for economic development. Consider how tourism funds can be incorporated into economic development
2.3 Workforce Development - Support education and workforce development initiatives to improve
the skills of our citizens.
a) Gallatin College curriculum support. Support Gallatin College in its efforts to create an industry group to advocate for additional
two-year training programs to its curriculum
b) Workforce public transportation. Work with Streamline to expand routes to include workforce housing.
2.4 Partnerships to Spur Economic Vitality - Pursue opportunities that connect creativity,
innovation, and the economic development, governance, and education to improve the quality of life and
enhance the business climate in Bozeman.
a) Work with local educational partners. Support SD7, MSU and Gallatin College in their efforts to develop curriculum and provide
training to develop local workforce.
b) Develop collaborative relationships with local, regional and state economic development partners. Support Prospera, Chamber,
NRMEDD Memberships and the Governor’s Office of Economic Development, the Mansfield Center and the Montana/Idaho
Community Development Corp to support local and regional economic development
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3. A Safe, Welcoming Community
We embrace a safe, healthy, welcoming and inclusive community.
3.1 Public Safety - Support high quality public safety programs, emergency preparedness, facilities, and
leadership.
a) Develop a Criminal Justice Facility Plan. 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) Improve 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) Develop a Fire Station Location Plan. Develop and adopt a plan to relocate Fire Station 1 and Fire Station 2.
d) Update Public Safety Technology Systems. Work with Gallatin County to fund and implement necessary new technology systems for
Police and Fire Departments.
e) Adopt, Fund and Implement Staffing Plan for Police. Augment staffing to improve efficiencies and police service delivery to the
community consistent with the findings of staffing analysis
f) Complete Lead Pipe Replacement. Replace all existing lead service lines in the city.
g) 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.
h) Complete Fire Department Accreditation. Pursue Fire Department accreditation through the Center for Public Safety Excellence
(CPSE) Commission on Fire Accreditation International (CFAI)
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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.
a) Develop a City/County Social Service Network. 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.
b) Perform a Community Risk Assessment. Assess the community’s risk for natural, health or human disasters in order to identify
relevant needs for preparedness and recovery.
3.3 Friendly Community - Ensure Bozeman continues to welcome diversity through policies and public
awareness.
a) Develop Diversity Outreach Programs. Develop an active outreach program that identifies the challenges and opportunities in
developing a diverse and inclusive community.
b) Diversify Advisory Boards. Focus on economic and social diversity in appointments to city boards and committees.
c) Develop Multi –Lingual Services. Create a program to increase non-English language skills for city employees and facilities.
d) Review City Facilities, Policies and Benefits to ensure all People are Treated Equally.
e) Review City Streets and Facilities for ADA Compliance. Work with groups representing folks with disabilities to learn what the city
can do to increase accessibility and identify missing connections. Create a map marking the locations of limited mobility recreation
facilities.
3.4 Active Recreation – Facilitate and promote recreational opportunities and active health programs
and facilities.
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a) Increase Programming for Multi-Generational Recreation Programs and Facilities. Increase support for multi-generational
recreational programs and facilities such as pickle ball, curling, shuffleboard, and other activities.
b) Complete Development of Story Mill Community Center. Remodel and open the Story Mill Community Center.
c) Complete Phase I of the Sports Park. Complete construction of the first phase of the Bozeman Sports Park.
d) Complete Construction of 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.
e) Develop the Story Mill Community Park. Build a multi-generation community outdoor recreation facility.
f) Develop a Plan to Construct a New Aquatics Facility. Continue to investigate financing strategies for construction of a new aquatics
center including regional financing approaches; and complete design of the center.
g) Repair and Upgrade Bogert Pool. Keep Bogert swimming pool as a community asset until such time a viable replacement exists.
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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.
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.
a) Adopt a New Growth Policy Based on Sustainable Growth Principles. Direct and guide sustainable growth through appropriate
planning, annexation, land use, and a streamlined development review process.
b) Develop and Align Infill Policies. Develop, adopt and align city policies for infill and redevelopment, economic development and
public infrastructure.
c) GIS 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 to inform strategic infrastructure
investments.
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.
a) Advance the Triangle Growth Plan. Commit City resources and actively partner with the County and other local jurisdictions to
advance the Triangle Plan, to include facility planning, economic development, land use, water and sewer use.
b) Complete 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 and sign code.
c) Parking Management by District. 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.
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d) Prepare for Metropolitan Planning Organization Designation. 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 MPO.
e) Update 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.
f) Create a Standard Boards and Commission Onboarding and Education Process. Increase education for boards, advisory boards and
the zoning commission regarding the importance of supporting high quality urban standards.
g) Identify Trail Connection Gaps. Further trail connectivity, particularly E/W trail connections to facilitate active transportation.
4.3 Strategic Infrastructure Choices - Prioritize long-term investment and maintenance for existing
and new infrastructure.
a) Manage Growth Adjacent to City (Donut). Prioritize continuing to allocate resources to address growth in the Greater Bozeman
Metro Area by establishing a joint city/county planning board and implementing urban infrastructure standards for new
development in the county.
b) Use Tourism Improvement Dollars for Infrastructure. Seek legislative authority to allocate Tourism Business Improvement dollars
to local infrastructure projects.
c) Develop a Comprehensive Parks Maintenance and Facilities Funding Program.
d) Implement the Water Resources Plan. Including: Groundwater well field, Sourdough canyon natural storage, Sourdough Canyon
water transmission, Lyman water tank and transmission main, Hyalite Dam Reservoir improvements.
e) Increase Capacity of Sewer Pipes to Accommodate Development Projects. Projects include: North Frontage Road sewer project,
Front Street sewer project and Davis Lane.
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f) 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.
g) Complete a Downtown Infrastructure Plan. Complete a plan for downtown infrastructure and prioritize improvements in the
various Capital Improvement Programs (CIPs).
h) 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.
i) Explore Sustainable 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.
j) Encourage a County-wide 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.
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.
a) Enhance Livability of Neighborhoods Through City Services and Code Enforcement. Maintain and enhance attractive
neighborhoods through improved city services, innovative enforcement techniques and voluntary compliance with city codes and
regulations.
b) Sub-Area and Node Planning. Ensure adequate resources exist to develop future planning for targeted subareas of the city such as
downtown, midtown, and neighborhoods.
c) Reevaluate City Zone Map. Make considerations for high density zoning, transitional zoning and live/work zoning.
d) Adopt a Strategic Parking Plan. Implement adopted strategic parking plan to provide adequate parking to support vibrant
commercial activity.
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e) Downtown and Midtown Public Space. Develop public spaces in the downtown area and other commercial locations.
4.5 Housing and 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.
a) Develop a Comprehensive Affordable Housing Program. Compile existing affordable housing plans, data, and best practices to
develop a new comprehensive program.
b) Enhance Public Transportation. Work with Streamline on system expansion options.
c) Enhance Pedestrian and Cycling System. 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.
d) Infrastructure for Non-motorized Transportation. Paint shared lane markings and strategic crosswalks for cyclists to encourage
alternative means of transportation.
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5. A Creative, Learning Culture
We expand education, arts, expression, and creativity for all ages.
5.1 Civic and Cultural Infrastructure - Expand Bozeman’s civic and cultural “infrastructure” as the city
grows.
a) Create an Arts, Culture and Music Plan. Develop a clear strategic plan detailing City’s role in arts and culture. Address the existing
resources and needs for facilities for performing arts and live music within the city.
b) Library Expansion Planning. Ensure library services and facilities meet the demands of the city through expansion of the main
library, expanded bookmobile services, a new satellite branch and additional parking resources.
5.2 Support for Public Art - Encourage and support partnerships for public art and other arts and
cultural initiatives in the city.
a) Create Spontaneous Art Programs. 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 New and Existing Public Art. Develop program to memorialize and describe the existing and public art features in
Bozeman.
c) Public Arts Coordinator. Explore options to fund an arts coordinator role.
d) Create an Art Trail Map. Partner with existing organizations to create a bike and trail map that showcases public art throughout the
City.
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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.
a) Develop Relationships and Common Goals. Identify key stakeholders that can contribute to a shared vision for the arts.
b) Strategic Educational Partnerships. Develop and strengthen partnerships with School District and Montana State University to
further the development of education
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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.
6.1 Clean Water Supplies - Ensure adequate supplies of clean water for today and tomorrow.
a) Prioritize 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.
b) Develop Wastewater Quality Standards. 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.
c) Watershed Management. Develop and Implement a regional watershed approach to manage water quantity and quality.
6.2 Protect Local Air Quality - Protect local air quality.
a) Monitor 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.
6.3 Climate Action - Reduce community and municipal Greenhouse Gas (GHG) emissions, increase the
supply of clean and renewable energy; foster related businesses.
a) Update the Climate Action Plan. Update the Climate Action Plan and revisit greenhouse gas emissions inventories, review reduction
targets, etc.
b) Renewable Energy Solutions for City Facilities and Programs. Develop methods for using renewable energy in City facilities. Expand
the use of alternative fuels and hybrid technology in the City’s transportation fleet.
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c) Increase Solid Waste Recycling Services. Adopt incentive programs to increase the public’s utilization of city recycling and solid
waste services.
d) Renewable Energy Development and 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.
e) Create Solar Energy Policies. Review three-year data from NorthWestern Energy’s Community Solar Installation to inform planning
and policies.
6.4 Climate Change Adaptation and Mitigation - Increase the community’s resiliency and
preparedness in response to climate change.
a) Develop a Climate Adaptation Plan. Develop and implement an integrated Climate Adaptation Plan with community members and
regional stakeholders.
6.5 Parks, Trails & Open Space - Support the maintenance and expansion of an interconnected system
of parks, trails and open spaces.
a) Update 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.
b) Parks System Interconnectivity. Develop and implement 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
We operate as an ethical high performance organization, anticipating future needs, utilizing best practices
and striving for continuous improvement.
7.1 Values-Driven Culture - Promote a values-driven organizational culture that reinforces ethical
behavior, exercises transparency and maintains the community’s trust.
a) Adopt the DiSC Profile System City-wide. Adopt the DiSC Profile System for all employees to enhance our culture of teamwork and
understanding.
b) Develop a Cross-Functional Team Culture. Use cross-functional teams to meet Bozeman’s future opportunities and challenges.
c) Establish an Award for Innovation. Create a culture where employees are empowered to find new and innovative ways to meet
Bozeman’s future opportunities and challenges. Acknowledge staff innovation through an Innovation Award program.
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.
a) Recruitment of Top Quality Employees. Recruit highly skilled, proactive employees who fit the City’s organizational culture. Attract
them with competitive salary, benefits, and opportunities for career advancement, employee satisfaction programs, and community
quality of life.
b) A Flexible Work Environment. Allow for a healthy work/life balance through flexibility within the workplace so that employees can
be “on” when they are here.
c) Lead by Example. The City’s leadership team will model the organization’s cultural goals.
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d) Continued Growth of Leadership. Continue to increase the capacity and skills of existing leaders.
e) Implement Wellness Programs. Support and promote the health and well-being of City employees by developing a comprehensive
wellness program.
f) Provide Quality Work Environments 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.
g) Foster Leadership at All Levels. Encourage all employees to be leaders within their departments by anticipating and responding to
needs.
h) Hold Regular All-Staff Meetings. Hold two all-staff meetings each year to let citywide staff see themselves as part of “One city. One
team. One voice.”
i) Be a “Best in Class” Employer. Enhance the attractiveness of the City as a place to work through salary and benefit packages,
workplace amenities (Popcorn at all facilities), and other measures.
j) Encourage Employee Engagement. Create opportunities for employees to be open about their expectations of the organization as
an employer and to offer suggestions on process improvements.
k) Implement an Employee Excellence Recognition Program.
l) Implement the “Lead from Within” Academy. Implement this leadership training program for lead workers and first line
supervisors that are new to the role.
m) Develop and Implement an Innovative Onboarding Program for New Employees. Work with partners to develop new tools to
recruit and provide assistance to new employees so they feel welcome and prepared.
n) Create a Mentoring Program. Implement a mentoring and coaching program for emerging leaders in the organization.
o) Create a Career Path Program. Research and develop a model for succession planning and a career path program.
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p) Review the City’s Living Wage Ordinance. Review the City’s current Living Wage Ordinance for its current and future relevance and
update it accordingly.
q) Set Diversity Goals. 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.
7.3 Best Practices, Creativity & Foresight - Utilize best practices, innovative approaches, and
constantly anticipate new directions and changes relevant to the governance of the City.
a) Implement Department Staffing Plans. Compile departmental staffing plans and create a system to implement the plans to address
current and future work load.
b) System Integration. Identify key systems that if integrated would improve efficiency and effectiveness.
c) Improve Departmental Collaboration. Identify opportunities to improve collaboration between City departments and create
subgroups on communications, community interactions, long-range planning, and other matters of common concern.
d) Update Departmental Plans. Proceed with updates of the next generation of departmental plans scheduled for review and update
during the 5-year timeframe of this strategic plan.
e) High-level Policy Conversations. Develop a structure to foster regular, ongoing dialogue on innovative ideas and information to
assist the commission with high level policy deliberation and decisions.
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.
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a) Develop Data Analysis Tools. Develop more sophisticated analytical tools to access, monitor, measure, and analyze data to inform
decision making.
b) Set Performance Measures. Set performance measures that align with the Strategic Plan.
c) Analyze and Collect Data from Performance Measures. Analyze and collect data from performance measures to ensure
implementation of the Strategic Plan, and redesign measures as needed.
d) Strategic Municipal Service Delivery Expectations. Strategically manage community and employee expectations about the City’s
capacity to deliver services.
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Task Priority Fiscal Year Lead Partners
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1 AN ENGAGED COMMUNITY – We foster a culture of engagement and civic leadership based on innovation and best practices involving community members of all backgrounds and perspectives
1.1 Outreach – Continue to strengthen and innovate in how we deliver information to the community and our partners.
a Enhance website for greater interaction X IT
b Develop performance management dashboards X Directors/IT
c Develop city communication plan and protocol X City Manager
d Create access to development documents X IT
1.2 Community Engagement – Broaden and deepen engagement of the community in city government, innovating methods for inviting input from the community and stakeholders.
a Coordinate city committees and advisory boards X Commission
b Develop community engagement plan X Commission/CM
c “Invite the Stranger” into discussions and decision making X Commission/Directors
d Implement a city-wide 311 system X Director Team
1.3 Public Agencies Collaboration – Foster successful collaboration with other public agencies and build on these successes.
a Quarterly city/county commission meetings X City Clerk
b Attend BSD7 board meetings X City Management
1.4 Business & Institutional Partnerships – Explore opportunities for partnerships with key business groups and non-profit organizations.
a Schedule regular meetings with MSU X City Manager
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
2.1 Business Growth – Support retention and growth of both the traded and local business sectors while welcoming and encouraging new and existing businesses
a Develop and support a legislative agenda X City Manager
b Provide permitting assistance through the Economic Development Department X Economic Development
c Identify industry cluster siting needs X Economic Development
d Inventory land for appropriate zoning X Economic Development
e Establish an economic development group X Economic Development
2.2 Infrastructure Investment – Strategically invest in infrastructure as a mechanism to encourage economic development
a Identify commercial/industrial infrastructure needs X Economic Development
b Develop a broadband infrastructure installation policy X Economic Development
c Develop options for use of tourism funds for economic development funding X Economic Development
2.3 Workforce Development – Support education and workforce development initiatives to improve the skills of our citizens
a Support Gallatin College curriculum development X Economic Development
b Work with partners to develop workforce public transportation system X Economic Development
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2.4 Partnerships to Spur Economic Vitality – Pursue opportunities that connect creativity, innovation, and the economic development, governance, and education to improve the quality of life and enhance the
business climate in Bozeman.
a Support School District, MSU and Gallatin College in development of workforce training and education X Economic Development
b Strengthen collaborative relationships with local, regional and state economic development partners X Economic Development
3 A SAFE, WELCOMING COMMUNITY – We embrace a safe, healthy, welcoming and inclusive community
3.1 Public Safety – Support high-quality public safety programs, emergency preparedness, facilities, and leadership
a Develop a criminal justice facility plan X PD, Attorney, CM
b Improve emergency preparedness programs X Fire
c Develop a fire station location plan X Fire
d Update public safety technology systems X Police, Fire, IT
e Adopt, fund, and implement staffing plan for Police Department X Police
f Complete lead pipe replacement X Public Works
g Strengthen community service networks X City Manager
h Complete Fire Department accreditation X Fire
3.2 Health & Safety Action and Awareness – Work with our partners to improve education, public awareness, and to coordinate programs concerning emergency services, criminal justice, and important social
services
a Develop a city/county social service network X City Manager
b Perform a community risk assessment X Police and Fire
3.3 Friendly Community – Ensure Bozeman continues to welcome diversity through policies and public awareness
a Develop diversity outreach programs X Director Team
b Diversify advisory boards X Commission/CM
c Develop multi-lingual services X City Manager
d Review city facilities, policies and benefits to ensure all people are treated equally X Directors Team
e Review city streets and facilities for ADA compliance X Public Works
3.4 Active Recreation – Facilitate and promote recreational opportunities and active health programs and facilities
a Increase programming for multi-generational recreation programs and facilities X Parks and Recreation
b Complete development of Story Mill Community Center X Parks and Recreation
c Complete Phase 1 of Sports Park X Parks and Recreation
d Complete construction of separated path to the “M” & Drinking Horse X Parks and Recreation
e Develop the Story Mill Community Park X Parks and Recreation
f Develop a plan to construct a new aquatics facility X Parks and Recreation
g Repair and upgrade Bogert Pool X Parks and Recreation
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.
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
a Adopt a new growth policy based on sustainable growth principles X Sustainability, Com Dev
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b Develop and align infill policies X Community Dev
c GIS land use & infrastructure development tracking X Public Works
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
a Advance the triangle growth plan X Commission/CM
b Complete Unified Development Code, Phase 2 X Community Dev
c Parking management by district X Parking Division
d Prepare for Metropolitan Planning Organization designation X City Manager
e Update historic preservation guidelines X Community Dev
f Create a standard boards & commissions onboarding and education process X City Clerk
g Identify trail connection gaps Parks and Recreation
4.3 Strategic Infrastructure Choices – Prioritizing long-term investment and maintenance for existing and new infrastructure
a Manage growth adjacent to city (donut) X Community Dev
b Use tourism business improvement dollars for infrastructure X Economic Development
c Develop a comprehensive parks maintenance and facilities funding program X Parks and Recreation
d Implement the Water Resources Plan X X X X X Public Works
e Increase capacity of sewer pipes to accommodate development projects Public Works
f Expand stormwater control systems X Public Works
g Complete a downtown infrastructure plan X Public Works
h Annexation of islands and critical adjacent lands X City Manager
i Implement sustainable technologies in city operations X Sustainability
j Encourage a county-wide local gas tax X City Commission
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
a Enhance livability of neighborhoods through city services and code enforcement X Police
b Implement more comprehensive sub-area and node planning X Community Dev
c Re-evaluate city zone map X Community Dev
d Adopt a strategic parking plan X Parking Division
e Develop downtown and midtown public spaces X Parks and Recreation
4.5 Housing and 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
a Develop a comprehensive affordable housing plan X Community Dev
b Enhance public transportation city-wide X City Manager
c Enhance pedestrian and cycling system X Public Works/Com Dev
d Infrastructure adjustments for non-motorized transportation X Public Works/Com Dev
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5 A Creative, Learning Culture – We expand learning, education, arts, expression and creativity for all ages
5.1 Civic and Cultural Infrastructure – Expand Bozeman’s civic and cultural “infrastructure” as the city grows
a Create an arts, culture and music plan X City Manager
b Library expansion planning X Library Director
5.2 Support for Public Art – Encourage and support partnerships for public art and other arts and cultural initiatives in the city
a Create spontaneous art programs X City Manager
b Document new and existing public art X City Manager
c Explore options to fund a public arts coordinator X City Manager
d Create an art trail map X City Manager
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.
a Develop relationships and common goals with stakeholders X City Manager
b Identify and support strategic educational partnerships X City Manager
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
6.1 Clean Water Supplies – Ensure adequate supplies of clean water for today and tomorrow
a Prioritize water conservation and new water resources X Public Works
b Develop wastewater quality standards X Public Works
c Watershed management X Public Works
6.2 Air Quality – Protect local air quality
a Monitor air pollution data X Sustainability
6.3 Climate Action – Reduce community and municipal Greenhouse Gas (GHG) emissions, increase the supply of clean and renewable energy; foster related businesses
a Update the climate action plan X Sustainability
b Renewable energy solutions for city facilities and programs X Sustainability
c Increase solid waste recycling services X Public Works
d Renewable energy development and collaboration X Sustainability
e Create solar energy policies X Sustainability
6.4 Climate Change Adaptation and Mitigation – Increase the community’s resiliency and preparedness in response to climate change
a Develop a climate adaptation plan X Sustainability
6.5 Parks, Trails & Open Space – Support the maintenance and expansion of an interconnected system of parks, trails and open spaces
a Update parks & recreation strategic plan X Parks and Recreation
b Parks system interconnectivity X Parks and Recreation
7 A High Performance Organization - We operate as an ethical, high performance organization anticipating future needs, utilizing best practices, and striving for continuous improvement
7.1 Values-Driven Culture – Promote a values-driven organizational culture that reinforces ethical behavior, exercises transparency and maintains the community’s trust
a Adopt the DiSC profile system city-wide X Human Resources
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b Develop a cross-functional team culture X City Manager
c Establish an award for innovation X City Manager
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
a Recruitment of top quality employees X Director Team
b Develop a flexible work environment X Human Resources
c Develop a “lead by example” culture X City Manager
d Develop and grow leaders within the city organization X Director Team
e Implement wellness programs X Human Resources
f Provide a quality work environment for growing staff X City manager
g Foster leadership at all levels X Director Team
h Hold regular all-staff meetings X City Manager
i Be a “best in class” employer X City Manager
j Encourage employee engagement X Director Team
k Implement an employee excellence recognition program X City Manager
l Implement the “lead from within” academy X Human Resources
m Develop and implement an innovative onboarding program for new employees X Human Resources
n Create a mentoring program X Director Team
o Create a career path program X Human Resources
p Review the city’s living wage ordinance X Human Resources
q Set workforce diversity goals X Human Resources
7.3 Best Practices, Creativity & Foresight – Utilize best practices, innovative approaches, and constantly anticipate new directions and changes relevant to the governance of the City
a Implement department staffing plans X Human Resources
b Identify key system integrations X Director Team
c Improve departmental collaboration X City Manager
d Update departmental plans X X X X X Director Team
e Develop high-level policy conversations X City Manager
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
a Develop data analysis tools to inform decision making X Director Team
b Reevaluate and update departmental performance measures X Director Team
c Analyze and collect data from performance measures X Director Team
d Engage community in service delivery expectations X Director Team
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COMMISSION RESOLUTION NO. 4852
A RESOLUTION OF THE CITY COMMISSION OF THE CITY OF BOZEMAN,
MONTANA, ADOPTING THE BOZEMAN STRATEGIC PLAN.
WHEREAS, the City of Bozeman is experiencing considerable growth and change in our
physical environment and in our community of citizens and visitors; and
WHEREAS, the City of Bozeman recognizes the value of establishing a community-wide
plan that can guide future policy and funding decisions; and
WHEREAS, considerable efforts have been made to develop a Strategic Plan that includes
a vision, strategies, and action items that are based upon input from a wide cross-section of the
community;
NOW, THEREFORE, BE IT RESOLVED by the City Commission of the City of
Bozeman, Montana that the Bozeman Strategic Plan, dated November 2017, as attached hereto
and by this reference made a part hereof, is hereby adopted.
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PASSED, ADOPTED, AND APPROVED by the City Commission of the City of
Bozeman, Montana at a regular session thereof held on the 27th day of November, 2017.
CARSON TAYLOR Mayor
ATTEST: ROBIN CROUGH City Clerk
APPROVED AS TO FORM:
GREG SULLIVAN City Attorney
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