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HomeMy WebLinkAbout01-29-18 City Commission Packet Materials - A2. Strategic Plan, Action Items 1-6, All 7 - SUPPLEMENTAL MATERIALS - PowerPoint PresentationCity Commission January 29, 2018 Definitions of strategic • relating to the identification of long-term or overall aims and interests and the means of achieving them • carefully designed or planned to serve a particular purpose or advantage • of great importance within an integrated whole or to a planned effect 2 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. RECAP of Adopted Portions of Strategic Plan 3 Vision Statements 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. 4 1.1 Outreach - Continue to strengthen and innovate in how we deliver information to the community and our partners. 1.2 Community Engagement - Broaden and deepen engagement of the community in city government, innovating methods for inviting input from the community and stakeholders. 1.3 Public Agencies Collaboration - Foster successful collaboration with other public agencies and build on these successes. 1.4 Business and Institutional Partnerships - Explore opportunities for partnerships with key business groups and non-profit organizations. 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. 5 2.1 Business Growth - Support retention and growth of both the traded and local business sectors while welcoming and encouraging new and existing businesses. 2.2 Infrastructure Investments - Strategically invest in infrastructure as a mechanism to encourage economic development. 2.3 Workforce Development - Support education and workforce development initiatives to improve the skills of our citizens. 2.4 Partnerships to Spur Economic Vitality - Pursue opportunities that connect creativity, innovation, and the economic development, governance, and education to improve the quality of life and enhance the business climate in Bozeman. 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. 6 3.1 Public Safety - Support high quality public safety programs, emergency preparedness, facilities, and leadership. 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. 3.3 Friendly Community - Ensure Bozeman continues to welcome diversity through policies and public awareness. 3.4 Active Recreation – Facilitate and promote recreational opportunities and active health programs and facilities. 3. A Safe, Welcoming Community We embrace a safe, healthy, welcoming and inclusive community. 7 4.1 Informed Conversation on Growth - Continue developing an in-depth understanding of how Bozeman is growing and changing and proactively address change in a balanced and coordinated manner. 4.2 High Quality Urban Approach - Continue to support high-quality planning, ranging from building design to neighborhood layouts, while pursuing urban approaches to issues such as multimodal transportation, infill, density, connected trails and parks, and walkable neighborhoods. 4.3 Strategic Infrastructure Choices - Prioritize long-term investment and maintenance for existing and new infrastructure. 4.4 Vibrant Downtown, Districts & Centers - Promote a healthy, vibrant Downtown, Midtown, and other commercial districts and neighborhood centers – including higher densities and intensification of use in these key areas. 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. 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. 8 5.1 Civic and Cultural Infrastructure - Expand Bozeman’s civic and cultural “infrastructure” as the city grows. 5.2 Support for Public Art - Encourage and support partnerships for public art and other arts and cultural initiatives in the city. 5.3 Partnerships for Education and Learning – Strengthen and support partnerships for arts and culture with a wide variety of individuals, organizations, and institutions to enhance and improve education and learning in Bozeman. 5. A Creative, Learning Culture We expand education, arts, expression, and creativity for all ages. 9 6.1 Clean Water Supplies - Ensure adequate supplies of clean water for today and tomorrow. 6.2 Protect Local 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. 6.4 Climate Change Adaptation and Mitigation - Increase the community’s resiliency and preparedness in response to climate change. 6.5 Parks, Trails & Open Space - Support the maintenance and expansion of an interconnected system of parks, trails and open spaces. 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. 10 7. A High Performance Organization We operate as an ethical high performance organization, anticipating future needs, utilizing best practices and striving for continuous improvement. 7.2 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. 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. 7.4 Performance Metrics - Utilize key performance and cost measures to monitor, track and improve the planning and delivery of City programs and services, and promote greater accountability, effectiveness and efficiency. 7.1 Values-Driven Culture - Promote a values-driven organizational culture that reinforces ethical behavior, exercises transparency and maintains the community’s trust. 11 Strategic Plan - Review the Action Items 1-6 • Review each Action Item • Keep: Commission goes through the list of actions and determines which ones remain doing so by agreement on each, including any modifications (vote on each action) • Remove: Commissioners can suggest items to remove and they are placed on a list (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 12 Understanding the Charts Colors—Departments in the Lead Role Columns--The Blue Column indicates the overall ranking given by staff • A is Top Priority • B is Mid Tier Priority • C is Lower Tier Priority Cost, Difficulty, Time Rankings are Low to High 1-3 Low cost=1, Moderate cost=2 and Significant cost=3 Short Time=1, Moderate Time=2, 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. Notes-- are comments and status indicators of the project as understood by the City Manager. 13 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. 14 1.1 Outreach 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. Task AN ENGAGED COMMUNITY – We foster a culture of engagement and civic leadership based on innovation and best practices involving community members of all 1.1 Outreach – Continue to strengthen and innovate in how we deliver information to the community and our partners. The most important component of this section is to develop a city communication plan. 15 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. d) Implement a City-wide 311. Implement a non-emergency community hotline for requests for city services. 16 1.2 Community Engagement Priority Cost Difficulty Time Lead Partners NOTES 1 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. Task AN ENGAGED COMMUNITY – We foster a culture of engagement and civic leadership based on innovation and best practices involving community members of all 1.2 Community Engagement – Broaden and deepen engagement of the community in city government, innovating methods for inviting input from the Reviewing the strategic mission and the efficiency of each of the city boards and commissions will ensure that Bozeman is maximizing the benefits of public input. 17 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. 18 1.3 Public Agencies Collaboration These action items are ongoing and vital to successful partnerships. 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 Task 1.3 Public Agencies Collaboration – Foster successful collaboration with other public agencies and build on these successes. 19 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. 20 1.4 Business and Institutional Partnerships These action items are ongoing and vital to successful partnerships. 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 Task 1.4 Business & Institutional Partnerships – Explore opportunities for partnerships with key business groups and non-profit organizations. 21 Parking lot for Vision Statement 1 • Of the items identified, are we adding any back #1? • Modification of items to then add? • Delete? • Adding any new? 22 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. 23 2.1 Business Growth Priority Cost Difficulty Time Lead Partners NOTES 2 2.1 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 Task a b c d e AN INNOVATIVE ECONOMY – We grow a diversified and innovative economy leveraging our natural amenities, skilled and creative people, and educational resources to Business Growth – Support retention and growth of both the traded and local business sectors while welcoming and encouraging new and existing businesses Providing strong support for business growth through the local government comes from a variety of angles. Shown here are several ways that the city staff encourages business growth through the leadership of Economic Development. 24 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. c) Tourism funds for economic development. Consider how tourism funds can be incorporated into economic development 25 2.2 Infrastructure Investment 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 Infrastructure Investment – Strategically invest in infrastructure as a mechanism to encourage economic development Task a b c These action items require staff time away from the daily tasks to identify and build successful relationships. We need policies that guide good decision making and information from the business community about their infrastructure needs. 26 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. 27 2.3 Workforce Development 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. Workforce Development – Support education and workforce development initiatives to improve the skills of our citizens a b Task Chamber of Commerce Executive Director Daryl Schliem identified these two action items as vital for support of the local business community at the recent Chamber Annual Banquet. 28 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 29 2.4 Partnerships to Spur Economic Vitality 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 Strengthen collaborative relationships with local, regional and state economic development partners A 1 2 3 Economic Development Econ Development, CM, Commissioners Ongoing Partnerships to Spur Economic Vitality – Pursue opportunities that connect creativity, innovation, and the economic development, governance, and education a b Task These action items are ongoing and vital to successful partnerships. Time for meetings, lunches, sit visits and other interactions is needed to ensure that relationships form before issues arise. 30 Parking lot for Vision Statement 2 • Of the items identified, are we adding any back #2? • Modification of items to then add? • Delete? • Adding any new? 31 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) 32 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 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 Task 3.1 Public Safety The Public Safety complex action item is the highest priority in this section. 33 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. 34 3.2 Health & Safety Action and Awareness The Community Risk Assessment is the highest priority in this section, yet both are important interactions with stakeholders in the community. 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. 3.2 Health & Safety Action and Awareness – Work with our partners to improve education, public awareness, and to coordinate programs concerning Task 35 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. 36 3.3 Friendly Community These action items are important and can be part of work ongoing by several departments. 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 Task 3.3 Friendly Community – Ensure Bozeman continues to welcome diversity through policies and public awareness 37 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. 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. 38 3.4 Active Recreation 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. Task 3.4 Active Recreation – Facilitate and promote recreational opportunities and active health programs and facilities The TOPS project action items are the highest priority. 39 Parking lot for Vision Statement 3 • Of the items identified, are we adding any back #3? • Modification of items to then add? • Delete? • Adding any new? 40 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. 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. 41 4.1 Informed Conversation on Growth 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 B 1 2 2 Community Dev City Mgr, Asst City Mgrs,City Attorney, Director Team, Sustainability Mgr NCOD? This is a high priority 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 Task 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 4.1 Informed Conversation on Growth – Continue developing an in-depth understanding of how Bozeman is growing and changing and proactively The Growth Policy action item is the highest priority in this section. 42 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. 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. 43 4.2 High Quality Urban Approach 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 Task 4.2 High Quality Urban Approach – Continue to support high-quality planning, ranging from building design to neighborhood layouts, while pursuing urban Several action items are a top priority in this section as it reflects that Bozeman is moving away from big town to an urban area. 44 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. 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. 45 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 accommodate development projects A 3 2 2 Public Works Finance Director Important to identify partnerships for cost savings where possible. 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 Task Priority Cost Difficulty Time Lead Partners NOTES T+A100:L112ask 4.3 Strategic Infrastructure Choices – Prioritizing long-term investment and maintenance for existing and new infrastructure 4.3 Strategic Infrastructure Choices Change gas tax to local option sales tax Infrastructure needs are our most costly and important action items. 46 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 e xist 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. e) Downtown and Midtown Public Space . Develop public spaces in the downtown area and other commercial locations. 47 4.4 Vibrant Downtown, Districts and Centers The code enforcement action item provides the most visible city-wide improvement for the community. Core community work in the downtown is enhanced with an updated Downtown Plan and Neighborhood Conservation Overlay District. 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 downtown infrastructure plan. 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 Task 4.4 Vibrant Downtown, Districts & Centers – Promote a healthy, vibrant Downtown, Midtown, and other commercial districts and neighborhood centers – 48 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. 49 4.5 Housing and Transportation Choices Priority Cost Difficulty Time Lead Partners NOTES 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 Task 4.5 Housing and Transportation Choices – Vigorously encourage, through a wide variety of actions, the development of sustainable and lasting housing Affordable Housing is one of the most important, if not most important, tasks in the Strategic Plan. Staffing is underway and a plan will follow. 50 Parking lot for Vision Statement 4 • Of the items identified, are we adding any back #4? • Modification of items to then add? • Delete? • Adding any new? 51 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 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 newsatellite branch and additional parking resources . 52 5.1 Civic and Cultural Infrastructure Priority Cost Difficulty Time Lead Partners NOTES 5 a Create an arts, 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. Civic and Cultural Infrastructure – Expand Bozeman’s civic and cultural “infrastructure” as the city grows Task A Creative, Learning Culture –We expand learning, education, arts, expression and creativity for all ages 5.1 Arts and Libraries provide one of the best economic development tools that cities can use to demonstrate quality of life. 53 Create a municipal percent for arts 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 d escribe the existing and public art features in Bozeman. c) . d) Create an Art Trail Map. Partner with existing organizations to create a bike and trail map that showcases public art throughout the City. 54 5.2 Support for Public Art Priority Cost Difficulty Time Lead Partners NOTES Task 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 Funding arts through a percentage of new construction is one way to integrate art into all new development and public spaces. 55 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 56 5.3 Partnerships for Education and Learning Priority Cost Difficulty Time Lead Partners NOTES 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 Arts and Education organizations Ongoing Task 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. Education and Learning partnerships build a solid foundation for economic development, job investment, and workforce success. 57 Parking lot for Vision Statement 5 • Of the items identified, are we adding any back #5? • Modification of items to then add? • Delete? • Adding any new? 58 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. 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. 59 6 a Prioritize water conservation and new water resources A 3 3 3 Public Works City Attorney, Water Operations Supt b Develop wastewater quality standards B 2 2 2 Public Works City Attorney, Water Operations Supt c Watershed management A 2 3 3 Public Works Sustainability Mgr., Water Operations Supt Clean Water Supplies – Ensure adequate supplies of clean water for today and tomorrow A Sustainable Environment - We cultivate a strong environmental ethic, protecting our clean air, water, open spaces and climate, and promote environmentally sustainable 6.1 6.1 Clean Water Supplies Natural resources are one of the reasons this area is so attractive. High prioritization for watershed management and water conservation with this Strategic Plan section. 60 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. 61 6.2 Air Quality a Monitor air pollution data A 1 1 1 Sustainability Sustainability Mgr., Water Operations Supt Ongoing 6.2 Air Quality – Protect local air quality Monitoring the air is relatively easy and inexpensive--a top priority. 62 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. 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. add this 63 6.3 Climate Action Priority Cost Difficulty Time Lead Partners NOTES 6 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 Climate Action – Reduce community and municipal Greenhouse Gas (GHG) emissions, increase the supply of clean and renewable energy; foster Clean Water Supplies – Ensure adequate supplies of clean water for today and tomorrow Task A Sustainable Environment - We cultivate a strong environmental ethic, protecting our clean air, water, open spaces and climate, and promote environmentally sustainable 61 6.3 Natalie 64 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. 65 6.4 Climate Change Adaptation and Mitigation 6 a Develop a climate adaptation plan A 2 2 2 Sustainability Pub Works Director, Com Dev Director, Ec Dev Director Important Climate Change Adaptation and Mitigation – Increase the community’s resiliency and preparedness in response to climate change A Sustainable Environment - We cultivate a strong environmental ethic, protecting our clean air, water, open spaces and climate, and promote environmentally sustainable 6.4 Resiliency Planning A Climate Adaptation Plan is a top priority…. 66 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. 67 6.5 Parks, Trails & Open Space 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 Park system interconnectivity and the PROST plan are important projects that continue the good work of previous park planning efforts, ensuring that all projects interconnect. 68 Strategic Plan – Action Items for Strategies 1-6 Review each Action Item - Completed • Keep: Commission goes through the list of actions and determines which ones remain doing so by agreement on each (show of hands?) • Remove: Commissioners can suggest items to remove and they are placed on a list (parking lot) 69 Definition of strategic • relating to the identification of long-term or overall aims and interests and the means of achieving them • carefully designed or planned to serve a particular purpose or advantage • of great importance within an integrated whole or to a planned effect 70 Information Technology (Strategic actions) • Enhance Website for Greater Interaction • Develop Performance Management Dashboards • Create Access to Development Documents • Update Public Safety Technology Systems Strategic: relating to the identification of long-term or overall aims and interests and the means of achieving them; carefully designed or planned to serve a particular purpose or advantage; of great importance within an integrated whole or to a planned effect Library • Library expansion planning 71 City Manager (Strategic actions) • Develop city communication plan and protocol • Develop community engagement plan • Schedule regular meetings with MSU, the Chamber of Commerce and Prospera, Bozeman Health • Develop and support a legislative agenda • Strengthen community service networks • Develop a city/county social service network • Diversify advisory boards • Develop multi-lingual services • Advance the triangle growth plan • Prepare for Metropolitan Planning Organization designation • Annexation of islands and critical adjacent lands • Enhance public transportation city-wide • Develop relationships and common goals with stakeholders (arts) • Identify and support strategic educational partnerships (arts) • Develop a cross-functional team culture • Create a culture of innovation • Be a “best in class” employer • Implement an employee excellence recognition program • Improve departmental collaboration • Develop high-level policy conversations Strategic: relating to the identification of long- term or overall aims and interests and the means of achieving them; carefully designed or planned to serve a particular purpose or advantage; of great importance within an integrated whole or to a planned effect 72 Directors Team/City Clerk (Strategic actions) • Develop performance management dashboards • Implement a city-wide 311 system • “Invite the Stranger” into discussions and decision making • Develop diversity outreach programs • Develop and grow leaders within the city organization • Create a mentoring program • Quarterly city/county commission meetings • Attend BSD7 board meetings • Create a standard boards & commissions onboarding and education process • Develop data analysis tools to inform decision making • Reevaluate and update departmental performance measures Strategic: relating to the identification of long-term or overall aims and interests and the means of achieving them; carefully designed or planned to serve a particular purpose or advantage; of great importance within an integrated whole or to a planned effect Analyze and collect data from performance measures Engage community in service delivery expectations Identify key system integrations Update departmental plans 73 Commissioners (Strategic actions) • Coordinate city committees and advisory boards • Develop community engagement plan • “Invite the Stranger” into discussions and decision making • Diversify advisory boards • Advance the triangle growth plan • Encourage a local option sales tax • Develop relationships and common goals with stakeholders (arts) • Identify and support strategic educational partnerships (arts) • Create a municipal percent for arts Strategic: relating to the identification of long-term or overall aims and interests and the means of achieving them; carefully designed or planned to serve a particular purpose or advantage; of great importance within an integrated whole or to a planned effect 74 Economic Development (Strategic actions) • Provide permitting assistance through the Economic Development Department • Identify industry cluster siting needs • Inventory land for appropriate zoning • Identify commercial/industrial infrastructure needs • Develop a broadband infrastructure installation policy • Develop options for use of tourism funds for economic development funding • Support Gallatin College curriculum development • Work with partners to develop workforce public transportation system • Support School District, MSU and Gallatin College in development of workforce training and education • Strengthen collaborative relationships with local, regional and state economic development partners • Use tourism business improvement dollars for infrastructure Strategic: relating to the identification of long-term or overall aims and interests and the means of achieving them; carefully designed or planned to serve a particular purpose or advantage; of great importance within an integrated whole or to a planned effect • Establish an economic development group 75 Police (Strategic actions) • Develop a public safety complex facility plan • Update public safety technology systems • Adopt, fund, and implement staffing plan for Police Department • Enhance livability of neighborhoods through city services and code enforcement • Perform a community risk assessment Strategic: relating to the identification of long-term or overall aims and interests and the means of achieving them; carefully designed or planned to serve a particular purpose or advantage; of great importance within an integrated whole or to a planned effect 76 Fire (Strategic actions) • Improve emergency preparedness programs • Develop a fire station location plan • Complete Fire Department accreditation • Perform a community risk assessment • Update public safety technology systems Strategic: relating to the identification of long-term or overall aims and interests and the means of achieving them; carefully designed or planned to serve a particular purpose or advantage; of great importance within an integrated whole or to a planned effect 77 Public Works (Strategic actions) • Complete lead pipe replacement • Review city streets and facilities for ADA compliance • GIS land use & infrastructure development tracking • Implement the Water Resources Plan • Increase capacity of sewer pipes to accommodate development projects • Expand stormwater control systems • Complete a downtown infrastructure plan • Enhance pedestrian and cycling system • Infrastructure adjustments for non-motorized transportation • Prioritize water conservation and new water resources • Develop wastewater quality standards • Watershed management • Increase solid waste recycling services Strategic: relating to the identification of long-term or overall aims and interests and the means of achieving them; carefully designed or planned to serve a particular purpose or advantage; of great importance within an integrated whole or to a planned effect 78 Parks & Recreation (Strategic actions) • Increase programming for multi-generational recreation programs and facilities • Complete development of Story Mill Community Center • Complete Phase 1 of Sports Park • Complete construction of separated path to the “M” & Drinking Horse • Develop the Story Mill Community Park • Develop a plan to construct a new aquatics facility • Repair and upgrade Bogert Pool • Identify trail connection gaps • Develop a comprehensive parks maintenance and facilities funding program • Develop downtown and midtown public spaces • Update PROST parks & recreation strategic plan • Parks system interconnectivity Strategic: relating to the identification of long-term or overall aims and interests and the means of achieving them; carefully designed or planned to serve a particular purpose or advantage; of great importance within an integrated whole or to a planned effect 79 Community Development (Strategic actions) • Adopt a new growth policy based on sustainable growth principles • Update historic preservation guidelines • Update the Downtown Plan • Manage growth adjacent to city (donut) • Implement more comprehensive sub-area and node planning • Re-evaluate city zone map • Develop a comprehensive affordable housing plan • Enhance pedestrian and cycling system • Infrastructure adjustments for non-motorized transportation Strategic: relating to the identification of long-term or overall aims and interests and the means of achieving them; carefully designed or planned to serve a particular purpose or advantage; of great importance within an integrated whole or to a planned effect Complete Unified Development Code, Phase 2 Develop and align infill policies, NCOD 80 Sustainability (Strategic actions) • Implement sustainable technologies in city operations • Monitor air pollution data • Update the climate action plan • Renewable energy solutions for city facilities and programs • Renewable energy development and collaboration • Create solar energy policies • Develop a climate adaptation/resiliency plan Strategic: relating to the identification of long-term or overall aims and interests and the means of achieving them; carefully designed or planned to serve a particular purpose or advantage; of great importance within an integrated whole or to a planned effect 81 Human Resources (Strategic actions) a) Become a more adaptable organization by: 1- encouraging employees to understand each other’s work style 2-understanding their own strengths and weaknesses 3-further implementing assessment tools citywide • Develop and implement an innovative onboarding program for new employees • Set workforce diversity goals • Implement department staffing plans Strategic: relating to the identification of long-term or overall aims and interests and the means of achieving them; carefully designed or planned to serve a particular purpose or advantage; of great importance within an integrated whole or to a planned effect 82 Departments that Assist/Advise/Monitor/Maintain • City Attorney • Finance • City Clerk • Facilities Management Strategic: relating to the identification of long-term or overall aims and interests and the means of achieving them; carefully designed or planned to serve a particular purpose or advantage; of great importance within an integrated whole or to a planned effect 83 Strategic Plan – Review #7 in Entirety • Review each Strategy • Keep: Commission goes through the list of strategies for #7 and determines which ones remain, doing so by agreement on each • Remove: Commissioners can suggest strategies to remove, placing on a list (parking lot) • Discuss ‘parking lot’ #7 Strategy items on the list, one by one and voted upon. • Add strategy back in to Strategic Plan unchanged • Modify strategy and add back into Strategic Plan • Remove strategy from Strategic Plan 84 7.1 Values-Driven Culture - Promote a values-driven organizational culture that reinforces ethical behavior, exercises transparency and maintains the community’s trust. Insist on a values-driven organizational culture that expects ethical conduct, competency, performance, and innovation. 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. Have the attitude of do what it takes within the bounds of the law to serve the public. Be accountable and expect accountability from others. Make demonstrated use of good judgement a part of the evaluation process for promotions. 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. Be also adaptable and flexible with an outward focus on the customer and an external understanding of the issues as others may see them. Rely upon staff across the organization who show innovative solutions to problems and who are interested to have variety in their work. 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. Use ‘community consulting’ to gather information to improve services, to learn from those outside city government, and to measure specific tasks for performance. 1. A High Performance Organization We operate as an ethical high performance organization, anticipating future needs, utilizing best practices and striving for continuous improvement. 85 Strategic Plan – Review #7 in Entirety Review each Strategy - Completed Next Step: Review each Action Item • Keep: Commission goes through the list of actions and determines which ones remain doing so by agreement on each (show of hands?) • Remove: Commissioners can suggest items to remove and they are placed on a list (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 86 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 SystemCity-wide. Adopt the DiSC Profile System for all employees to enhance our culture of teamwork and understanding. a) Become a more adaptable organization by 1- encouraging employees to understand each other’s work style 2-understanding their own strengths and weaknesses 3-further implementing assessment tools citywide 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 c) Create a culture of innovation 87 7.1 Values-Driven Culture Priority Cost Difficulty Time Lead Partners NOTES 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 culture A 1 2 2 City Manager Director Team ongoing and expandable c Create a culture of innovation A 1 2 3 City Manager HR Director/Dept Directors ongoing and expandable A High Performance Organization - We operate as an ethical, high performance organization anticipating future needs, utilizing best practices, and striving for continuous Task 7.1 Values-Driven Culture – Promote a values-driven organizational culture that reinforces ethical behavior, exercises transparency and maintains the Adaptable work units, understanding the styles of work, and rewarding innovation are elements of a strong organization. 88 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. 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. 89 a) Implement an Employee Excellence Recognition Program. b) Implement the “Lead from Within” Academy. Implement this leadership training program for lead workers and first line supervisors that are new to the role. c) 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. d) Create a Mentoring Program. Implement a mentoring and coaching program for emerging leaders in the organization. e) Create a Career Path Program. Research and develop a model for succession planning and a career path program. f) 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. g) 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. 90 7.2 Employee Excellence Priority Cost Difficulty Time Lead Partners NOTES Develop and grow leaders within the city organization A 2 1 2 Director Team City Manager, HR Director Currently HPO Be a “best in class” employer B 2 2 2 City Manager Director Team National Recognition/Standards Implement an employee excellence recognition program A 1 1 1 City Manager Director Team Needed 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 Set workforce diversity goals B 2 2 2 Human Resources City Manager, Director Team Ongoing/more deliberate focus needed Employee Excellence – Recruit, retain and value a diverse, well-trained, qualified and motivated team capable of delivering superior performance in Task 7.2 Mentoring and recognition of employees provides support for developing future leaders within the organization. 91 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. 92 7.3 Best Practices, Creativity & Foresight Priority Cost Difficulty Time Lead Partners NOTES 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. 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 Task The time for developing partnerships and collaboration is not during a crisis. We need time to connect on high level issues as well as daily details. 93 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. 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. 94 7.4 Performance Metrics Priority Cost Difficulty Time Lead Partners NOTES 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 7.4 Performance Metrics – Utilize key performance and cost measures to monitor, track and improve the planning and delivery of City programs and Task What gets measured gets done. These steps take staff time and collaboration among departments. 95 Strategic Plan – Review #7 in Entirety Review each Strategy - Completed Review each Action Item – Completed 96 Next Steps • Update Strategic Plan draft document with changes made tonight • Receive input from community over the next 30 days • Build a GANTT Chart of projects along a timeline • Identify staffing and budget constraints • Finalize flyer for Strategic Plan 97