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Home My WebLink About01-29-18 City Commission Packet Materials - A2. Strategic Plan, Action Items 1-6, All 7Commission Memorandum REPORT TO: Honorable Mayor and City Commission FROM: Andrea Surratt, City Manager Chuck Winn, Assistant City Manager SUBJECT: Strategic Plan for the City of Bozeman, Action Items for Vision Statements 1-6, All Contents of Vision Statement 7 MEETING DATE: January 29, 2018 AGENDA ITEM TYPE: Discussion RECOMMENDATION: Consider the current draft of the City’s strategic plan and provide any modifications that will be incorporated into the final plan. SUGGESTED MOTION: Changes on individual action items for Vision Statements 1-6 and all contents of Vision Statement 7 are anticipated throughout the course of discussion on this project. No motion and final adoption vote for the entire plan is expected as more materials will be provided as a part of this project at a future meeting. The Assistant City Managers will be tracking and displaying an active document with changes. It is recommended that the Commission consider a final motion for each Vision Statement section, after “parking lot” motions are resolved, such as: I move to approve the Action Items for Vision Statement Section [X] with changes as discussed. BACKGROUND: On November 27, 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 at a future date. City staff have developed additional materials for the Commission’s consideration and will seek input on the Action items for Vision Statements 1- 6 and all contents of Vision Statement 7. 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. 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 125 2 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. The table provided includes a complex amount of information. Each Vision Statement, the Vision Strategies and the proposed Action Items are listed to the left, numbered as they are in the narrative. A priority has been assigned for consideration by the City Manager in consultation with staff. An “A” priority is most significant, “B” is a mid-tier priority and a “C” is a lower tier priority. The project action items were each ranked by cost, difficulty and time variables from low to high with a 1 being low cost, etc and a 3 being the a very significant expenditure. Rankings are Low to High 1-3 Low cost=1, Moderate Cost=2, and Significant Cost=3 Short Time=1, Moderate Time=2, and Signficant Time=3 Not particularly difficult=1, Moderately difficult=2, Extremely difficult=3 Partners are Persons/Departments that will play a role in the success of the project. And Notes are comments and status indicators of the project as understood by the City Manager. Throughout the presentation, the City Manager will make reference to top priority items as separated out by Department. The Commission is asked to review each Action Item for Vision Statements 1-6 and All of 7. The process for approval is as follows: • Action items to keep: Commission goes through the list of actions and determines which ones remain doing so by agreement on each, including any modifications 126 3 • Action Items to remove: Commissioners can suggest items to remove and they are placed on a list during the meeting. (parking lot) • Discuss ‘parking lot’ action items on the list one by one and voted upon. • Add action item back in to Strategic Plan unchanged • Modify action item and add back into Strategic Plan • Remove action item from Strategic Plan 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. UNRESOLVED ISSUES: A Gantt chart, timeline, budget and staffing implications of this plan have not yet been developed. That information can be developed once agreement has been reached on the action items and item 7. A meeting for Monday, February 26, 2018 has been tentatively scheduled to continue the discussion or move ahead to these remaining items as listed above. ALTERNATIVES: As suggested by the City Commission. FISCAL EFFECTS: None. Attachment: Strategic Plan Narrative Strategic Plan Table Summary 127 Priority Cost Difficulty Time Lead Partners NOTES 1 a Enhance website for greater interaction C 1 1 1 IT City Manager, Directors, Web Developer Initial project completed. Ongoing maintnenance required. b Develop performance management dashboards B 1 2 2 Directors/IT GIS Manager, Assistant City Manager Project requires staff time to develop. Not a significant impact to the budget. c Develop city communication plan and protocol A 2 2 2 City Manager HR Director, Asst City Mgrs, EC Dev Director High priority! Moderate cost and difficulty d Create access to development documents B 2 2 2 IT Comm Dev, IT, Public Works Project requires staff time. Important work to do inventory but urgency not as critical. a Coordinate city committees and advisory boards A 1 3 2 Commission City Manager, Asst City Mgrs, Clerk, Deputy Clerk Changes and updates to Boards will define the City's work groups in the future. Important to begin this early. b Develop community engagement plan B 2 2 2 Commission/CM Neighborhood Coord, Asst City Mgrs, HR Director Important for the work of the Neighborhood Coordinator and Communications Director. c “Invite the Stranger” into discussions and decision making B Commission/Directors Ongoing d Implement a city-wide 311 system C 2 2 2 Director Team City Manager, Asst City Mgrs Sizeable cost and training to implement. Additional information needed to evaluate. Appropriate for later years of plan horizon. Priority Cost Difficulty Time Lead Partners NOTES a Quarterly city/county commission meetings A 1 2 3 City Clerk/City Commission Commission, City Mgr, Asst City Mgrs., Directors Ongoing b Attend BSD7 board meetings A 1 1 2 City Management City Mgr, Asst City Mgrs., Directors Ongoing Priority Cost Difficulty Time Lead Partners NOTES a Schedule regular meetings with MSU, the Chamber of Commerce, Prospera, Bozeman Health A 1 3 3 City Manager Asst. City Mgrs. Ongoing Priority Cost Difficulty Time Lead Partners NOTES 2 Develop and support a legislative agenda A 1 2 2 City Manager Ec Dev Director, Comm Dev Director, Asst City Mgrs. Ongoing Provide permitting assistance through the Economic Development Department B 1 1 1 Economic Development City Mgr, HR Director, IT Director Ongoing Identify industry cluster siting needs A 1 1 2 Economic Development City Mgr, Comm Dev Director, Pub Works Director, GIS Manager High priority! Moderate cost and difficulty Inventory land for appropriate zoning B 3 2 2 Economic Development Comm Dev Director, Pub Works Director, GIS Manager Important work for planning growth in the future Establish an economic development group A 1 1 2 Economic Development Comm Dev Director, Pub Works Director High priority! Staff relationships strengthen Priority Cost Difficulty Time Lead Partners NOTES 2.2 Identify commercial/industrial infrastructure needs A 1 2 2 Economic Development City Mgr, Pub Works Director, Comm Dev Director, IT Director, Asst City Mgrs. Ongoing Develop a broadband infrastructure installation policy A 1 2 2 Economic Development City Mgr, Pub Works Director, Comm Dev Director, IT Director, Asst City Mgrs. High Priority! Develop options for use of tourism funds for economic development funding B 1 2 2 Economic Development City Mgr, Asst City Mgrs., Finance Director Ongoing Priority Cost Difficulty Time Lead Partners NOTES 2.3 Support Gallatin College curriculum development B 1 1 1 Economic Development Fire Chief, Police Chief, Parks & Rec Director, Comm Dev Director Ongoing Work with partners to develop workforce public transportation system B 1 1 2 Economic Development Pub Works Director, Comm Dev Director Work needs to begin but may take multiple years/funding to get established. Priority Cost Difficulty Time Lead Partners NOTES 2.4 Support School District, MSU and Gallatin College in development of workforce training and education B 1 2 2 Economic Development Econ Development, CM Ongoing a Workforce Development – Support education and workforce development initiatives to improve the skills of our citizens a b Strengthen collaborative relationships with local, regional and state economic development partners A 1 2 3 Economic Development Econ Development, CM, Commissioners Ongoing Priority Cost Difficulty Time Lead Partners NOTES 3 a Develop a public safety complex plan A 3 3 3 PD, Attorney, CM Finance Director, Asst City Mgrs, Judge Seel Ongoing b Improve emergency preparedness programs B 1 2 2 Fire Chief Asst City Mgr, Police Chief, Fire Chief Ongoing c Develop a fire station location plan A/completed 3 3 3 Fire Chief City Manager, Asst City Mgrs, Comm Dev Director, Finance Director Completed. d Update public safety technology systems A 2 3 2 Police, Fire, IT Asst City Mgrs A several year project with significant funding requirements. e Adopt, fund, and implement staffing plan for Police Department A 2 1 2 Police City Manager, Asst City Mgrs, HR Director, Finance Director A much needed multi-year project with significant funding requirements. f Complete lead pipe replacement C 2 1 2 Public Works Asst City Mgr, City Engineer Ongoing g Strengthen community service networks B 2 1 2 City Manager Police Chief, Fire Chief, Library Director, Parks & Rec Director Begin relationship building, resource identification, and financial participation needs h Complete Fire Department accreditation A 2 1 2 Fire City Manager, Asst City Mgr Highly important Priority Cost Difficulty Time Lead Partners NOTES a Develop a city/county social service network B 2 2 2 City Manager Police Chief, Fire Chief, Library Director, City Attorney Begin relationship building, resource identification, and financial participation needs b Perform a community risk assessment A 1 1 2 Police and Fire Asst City Mgr, Pub Works Director Important reconnaisance work to identify vulnerable areas. Priority Cost Difficulty Time Lead Partners NOTES a Develop diversity outreach programs A 1 1 1 Director Team City Manager, Neighborhood Coordinator Some work has been done. Partner with Communications and Neighborhoods to implement. b Diversify advisory boards B 1 2 2 Commission/CM Transparency is enhanced. Link to evolution of Boards and Commissions. c Develop multi-lingual services B 1 1 1 City Manager HR Director, Director Team Seek out staff to assist. Seek resources from Gallatin College and University. d Review city facilities, policies and benefits to ensure all people are treated equally B 1 2 2 Directors Team City Manager, Asst City Mgrs This should be done every five years as an update. e Review city streets and facilities for ADA compliance B 1 2 1 Public Works City Manager, Facilities Supt, Director Team Ongoing Priority Cost Difficulty Time Lead Partners NOTES a Increase programming for multi- generational recreation programs and facilities B 2 2 2 Parks and Recreation Neighborhood Coord Ongoing b Complete development of Story Mill Community Center A 1 2 2 Parks and Recreation City Mgr, Comm Dev Director, Facilities Supt, IT Director, Pub Works Director, City Attorney High Priority! TOPS Bond c Complete Phase 1 of Sports Park A 3 3 3 Parks and Recreation City Mgr, Asst City Mgrs, Finance Director, City Attorney High Priority! TOPS Bond d Complete construction of separated path to the “M” & Drinking Horse A 1 1 3 Parks and Recreation Pub Works Director, Finance Director, City Attorney High Priority! TOPS Bond e Develop the Story Mill Community Park A 3 3 3 Parks and Recreation City Mgr, Comm Dev Director, Pub Works Director, City Attorney, Finance Director High Priority! TOPS Bond f Develop a plan to construct a new aquatics facility C 3 3 3 Parks and Recreation City Mgr, Asst City Mgrs, Comm Dev Director, Pub Works Director, City Attorney, Finance Director, Ec Dev Director, GIS Mgr Long Range and expensive. Likely not within five years. g Repair and upgrade Bogert Pool B 2 2 3 Parks and Recreation City Mgr, Asst City Mgr, Comm Dev Director, Pub Works Director, Facilities Supt Medium range and considered ongoing work to support existing infrastructure. Priority Cost Difficulty Time Lead Partners NOTES 4 a Adopt a new growth policy based on sustainable growth principles A 3 3 3 Comm Dev, Sustainability City Mgr, City Attorney High Priority! b Develop and align infill policies, NCOD A 1 2 2 Community Dev City Mgr, Asst City Mgrs,City Attorney, Director Team, c GIS land use & infrastructure development tracking B 2 2 2 Public Works GIS Manager, Comm Dev Director, IT Director, Ec Dev Director Important database of information. Ongoing Priority Cost Difficulty Time Lead Partners NOTES a Advance the triangle growth plan B 2 3 3 Commission/CM Asst City Mgr, Comm Dev Director, Long Range Planning Mgr, City Attorney, PubWorks Director Participate, Lead, Provide Resources b Complete Unified Development Code, Phase 2 A 2 2 3 Community Dev Parking Manager Ongoing c Parking management by district B 2 2 2 Parking Division City Mgr, Asst City Mgrs, Finance Director, Pub Works Director, Ec Dev Director, City Engineer Begin relationship building, resource identification, and financial participation needs d Prepare for Metropolitan Planning Organization designation A 2 2 2 City Manager Pub Works Director, City Attorney, Comm Dev Director, Asst City Mgr. Understand scope of opportunity and responsibility. Ongoing e Update historic preservation guidelines A 1 3 3 Community Dev Neighborhoods Coord, City Attorney Important. Ongoing f Create a standard boards & commissions onboarding and education process B 1 1 1 City Clerk City Mgr, Ec Dev Director, Comm Dev Director, HR Director Important once changes have been made to Boards and Commissions. g Identify trail connection gaps A 2 2 2 Parks and Recreation Pub Works Director, City Engineer, Asst City Mgr Ongoing Priority Cost Difficulty Time Lead Partners NOTES a Manage growth adjacent to city (donut) A 2 2 2 Community Dev City Manager, City Attorney Study areas adjacent to City. Important to begin study asap. b Use tourism business improvement dollars for infrastructure A 1 2 1 Economic Development City Manager, Finance Director Ongoing c Develop a comprehensive parks maintenance and facilities funding program A 3 2 3 Parks and Recreation City Manager, Asst City Mgrs, Finance Director, City Attorney High Priority! d Implement the Water Resources Plan A 3 3 3 Public Works City Manager, City Attorney, Finance Director High Priority but must be implemented on a task by task basis from the Plan. e Increase capacity of sewer pipes to f Expand stormwater control systems B 2 2 2 Public Works Comm Dev Director Ongoing g Complete a downtown infrastructure plan B 3 3 2 Public Works City Mgr, Asst City Mgrs, Finance Director, Com Dev Director Sizeable cost to design and implement. Additional information needed to evaluate. Appropriate for later years of plan horizon. h Annexation of islands and critical adjacent lands A 3 3 3 City Manager Asst City Mgrs, City Attorney, Comm Dev Director, Long Range Planning Mgr, Pub Works Director High Priority! Study needed asap. i Implement sustainable technologies in city operations A 2 2 2 Sustainability Ec Dev Director, Parking Manager, Pub Work Director, Comm Dev Director Ongoing j Encourage a local sales tax A 1 3 2 City Commission City Manager, Asst City Mgrs, City Attorney Important work for planning growth and how to pay for it in the future Priority Cost Difficulty Time Lead Partners NOTES a Enhance livability of neighborhoods through city services and code enforcement A 1 1 1 Police Neighborhood Coord, Comm Dev Director, Subdivision Planning Mgr. Consideration of additional resources and greater centralized staff coordination. b Implement more comprehensive sub- area and node planning B 2 2 3 Community Dev City Mgr, Asst City Mgr, City Attorney Some coordinated work each year, area by area c Re-evaluate city zone map C 1 2 2 Community Dev City Attorney, Ec Dev Director, Parks & Rec Director, City Manager Either part of the Growth Policy project or adjusted in future years. d Adopt a strategic parking plan B 2 2 2 Parking Division Asst City Mgr, Pub Works Director, Comm Dev Director, Ec Dev Important work that coordinates with many other Planning projects and e Develop downtown and midtown public spaces C 2 2 3 Parks and Recreation Ec Dev Director, Comm Dev Director Important but development of those spaces should not jeapordize TOPS focus. f Update the Downtown Plan A 2 2 2 Community Dev Bozeman Downtown Update 10 year plan to more closely align with other city plans g NCOD A 2 2 2 Community Dev Asst City Mgr, Pub Works Director, Comm Dev Director, Ec Dev Director underway with RFP Priority Cost Difficulty Time Lead Partners NOTES Task a Develop a comprehensive affordable housing plan A 2 2 2 Community Dev Asst City Mgr, HR Director High Priority! b Enhance public transportation city- wide B 2 2 1 City Manager Finance Director, City Engineer, Sustainabiltiy Mgr., Ec Dev Director Important but will be influenced by the MPO designation and access to funding. c Enhance pedestrian and cycling system B 3 3 3 Public Works/Com Dev Public Works/Com Dev Ongoing d Infrastructure adjustments for non- motorized transportation B 3 3 3 Public Works/Com Dev Public Works/Com Dev Ongoing Priority Cost Difficulty Time Lead Partners NOTES Task 5 a Create an arts and culture plan B 1 1 1 City Manager Parks & Rec Director, Library Director, Neighborhood Coord, Ec Dev Director Important Priority! Identifying staff capacity will be essential. b Library expansion planning B 3 3 3 Library Director City Manager, Finance Director Important based upon usage and growth projections. a Create spontaneous art programs B 1 1 1 City Manager City Attorney, Library Director, Pub Works Direcotr, Parks & Rec Director City Manager Staff and partners needed. b Document new and existing public art B 1 1 1 City Manager Executive Asst, GIS Mgr. Volunteers and new staff needed. c Create a municipal percent for arts A 2 2 2 City Manager HR Director, Executive Asst. Funding to come from a percent for arts could be managed by outside group d Create an art trail map B 1 1 1 City Manager Parks & Rec Director, Executive Asst, GIS Mgr. Important inventory and resource. 5.2 Support for Public Art – Encourage and support partnerships for public art and other arts and cultural initiatives in the city 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 134 a Develop relationships and common goals with stakeholders B 1 2 3 CM/Commissioners Arts and Education organizations Ongoing b Identify and support strategic educational partnerships B 2 2 2 CM/Commissioners Ongoing 6 a Prioritize water conservation and new water resources A 3 3 3 Public Works City Attorney, Water Operations Supt High priority! b Develop wastewater quality standards B 2 2 2 Public Works City Attorney, Water Operations Supt Important project. Need more information. c Watershed management A 2 3 3 Public Works Sustainability Mgr., Water Operations Supt Ongoing a Monitor air pollution data A 1 1 1 Sustainability Sustainability Mgr., Water Operations Supt Ongoing a Update the climate action plan A 1 1 1 Sustainability Pub Works Director Important b Renewable energy solutions for city facilities and programs B 2 2 2 Sustainability Facilities Supt, Fire Chief, Police Chief, Finance Director Important. Need funding resources. c Increase solid waste recycling services B 2 3 2 Public Works Finance Director Market driven oriented solutions. d Renewable energy development and collaboration C 1 3 2 Sustainability City Manager, Public Works Director, Ec Dev Director Ongoing e Create solar energy policies A 1 1 1 Sustainability Com Dev Director, Pub Works Director, Ec Dev Director Important a Develop a climate adaptation plan A 2 2 2 Sustainability Pub Works Director, Com Dev Director, Ec Dev Director Important a Update parks & recreation PROST strategic plan B 2 2 3 Parks and Recreation Pub Works Director, Com Dev Director TOPS projects much more important to substantially complete. This plan can be informed by operations of new facilities. b Parks system interconnectivity B 2 2 2 Parks and Recreation Comm Dev Director, Pub Works Director, City Attorney, Finance Director 6.5 Parks, Trails & Open Space – Support the maintenance and expansion of an interconnected system of parks, trails and open spaces 6.4 Climate Change Adaptation and Mitigation – Increase the community’s resiliency and preparedness in response to climate change 6.2 Air Quality – Protect local air quality 6.3 Climate Action – Reduce community and municipal Greenhouse Gas (GHG) emissions, increase the supply of clean and renewable energy; foster related businesses A Sustainable Environment - We cultivate a strong environmental ethic, protecting our clean air, water, open spaces and climate, and promote environmentally sustainable 6.1 Clean Water Supplies – Ensure adequate supplies of clean water for today and tomorrow 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. 135 Priority Cost Difficulty Time Lead Partners NOTES Task 7 a Become a more adaptable organization, encouraging employees to understand each other's work style better and their own strengths and weaknesses by further implementing assessment tools city wide A 2 2 2 Human Resources City Manager, Asst City Mgrs This comes with predictability from management as to the expectations of being more adaptable as well as understanding each other/work styles b Develop a cross-functional team A 1 2 2 City Manager Director Team ongoing and expandable e Implement wellness programs 2 2 2 Human Resources City Manager, Director Team g Foster leadership at all levels 1 1 2 Director Team City Manager h Hold regular all staff meetings 1 1 1 City Manager HR Director Be a “best in class” employer B 2 2 2 City Manager Director Team National Recognition/Standards j Encourage employee engagement Director Team Develop and implement an innovative onboarding program for new employees B Human Resources Department Directors Needed Create a mentoring program A 1 1 1 Director Team City Manager More formal framework needed o Create a career path program 1 1 2 Human Resources City Manager, Director Team p Review the city’s living wage ordinance 1 1 2 Human Resources City Manager Set workforce diversity goals A 2 2 2 Human Resources City Manager, Director Team Ongoing/more deliberate focus needed Priority Cost Difficulty Time Lead Partners NOTES Task a Implement department staffing plans A 2 2 2 Human Resources City Manager, HPO Group ongoing b Identify key system integrations B 1 2 2 Director Team City Manager c Improve departmental collaboration A 1 2 2 City Manager Director & HPO Teams More specific opportunities and also trust building d Update departmental plans B 2 2 2 Director Team City Manager ongoing e Develop high-level policy conversations A 1 3 3 City Manager Director Team Viewing the city from 50,000 feet. Needed. Priority Cost Difficulty Time Lead Partners NOTES Task 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 7.3 Best Practices, Creativity & Foresight – Utilize best practices, innovative approaches, and constantly anticipate new directions and changes relevant to the 7.1 Values-Driven Culture – Promote a values-driven organizational culture that reinforces ethical behavior, exercises transparency and maintains the 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 High Performance Organization - We operate as an ethical, high performance organization anticipating future needs, utilizing best practices, and striving for continuous 136 a Develop data analysis tools to inform decision making B 2 2 2 Director Team City Manager, GIS Manager Important b Reevaluate and update departmental performance measures B 2 3 2 Director Team City Manager Make them relevant to latest work, simple, measurable c Analyze and collect data from performance measures B 2 3 2 Director Team City Manager ongoing, establish routines, fill in gaps d Engage community in service delivery expectations C 1 2 2 Director Team City Manager focus groups, vendor/customer input 137 1 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. 138 2 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 ............................................................................................................................................................................... 20 139 3 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 140 4 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. 141 5 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. 142 6 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. 143 7 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. 144 8 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 145 9 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) 146 10 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. 147 11 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. 148 12 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. 149 13 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. 150 14 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. 151 15 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. 152 16 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. 153 17 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 154 18 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. 155 19 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. 156 20 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. 157 21 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. 158 22 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. 159 23 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. 160 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 Task 4.4 Vibrant Downtown, Districts & Centers – Promote a healthy, vibrant Downtown, Midtown, and other commercial districts and neighborhood centers – 133 accommodate development projects A 3 2 2 Public Works Finance Director Important to identify partnerships for cost savings where possible. 4.3 Strategic Infrastructure Choices – Prioritizing long-term investment and maintenance for existing and new infrastructure T+A100:L112ask Task 4.2 High Quality Urban Approach – Continue to support high-quality planning, ranging from building design to neighborhood layouts, while pursuing urban 132 Sustainability Mgr NCOD? This is a high priority 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, 4.1 Informed Conversation on Growth – Continue developing an in-depth understanding of how Bozeman is growing and changing and proactively address Task 3.4 Active Recreation – Facilitate and promote recreational opportunities and active health programs and facilities Task 131 Task 3.3 Friendly Community – Ensure Bozeman continues to welcome diversity through policies and public awareness Task 3.2 Health & Safety Action and Awareness – Work with our partners to improve education, public awareness, and to coordinate programs concerning emergency b Task 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 130 Task Partnerships to Spur Economic Vitality – Pursue opportunities that connect creativity, innovation, and the economic development, governance, and education to Infrastructure Investment – Strategically invest in infrastructure as a mechanism to encourage economic development a b c Task b c d e Task a 129 2.1 Task AN INNOVATIVE ECONOMY – We grow a diversified and innovative economy leveraging our natural amenities, skilled and creative people, and educational resources to generate Business Growth – Support retention and growth of both the traded and local business sectors while welcoming and encouraging new and existing businesses Task 1.4 Business & Institutional Partnerships – Explore opportunities for partnerships with key business groups and non-profit organizations. Task 1.3 Public Agencies Collaboration – Foster successful collaboration with other public agencies and build on these successes. 1.2 Community Engagement – Broaden and deepen engagement of the community in city government, innovating methods for inviting input from the Task AN ENGAGED COMMUNITY – We foster a culture of engagement and civic leadership based on innovation and best practices involving community members of all backgrounds 1.1 Outreach – Continue to strengthen and innovate in how we deliver information to the community and our partners. 128