HomeMy WebLinkAbout04-16-18 City Commission Packet Materials - A3. Resolution 4852, Formal Adoption of the Bozeman Strategic Plan
Commission Memorandum
REPORT TO: Honorable Mayor and City Commission
FROM: Andrea Surratt, City Manager
Chuck Winn, Assistant City Manager
SUBJECT: Resolution 4852, Formal Adoption of the Strategic Plan for the
City of Bozeman
MEETING DATE: April 16, 2018
AGENDA ITEM TYPE: Discussion
RECOMMENDATION: Consider the current draft of the City’s strategic plan and provide
any modifications or prioritization that will be incorporated into the final plan and adopt
Resolution 4852.
SUGGESTED MOTION: I move to adopt Resolution 4852 and to direct the City Manager to incorporate the Strategic Plan into the framework of department work plans, the budget process, and future performance evaluations for the City of Bozeman, and to bring back a report on the
accomplishments and ongoing activities annually each year as a part of the budget process.
BACKGROUND: Every successful municipal organization needs a strategy and a plan. The City’s strategic plan is intended to address both long-term aspirations and short-term benchmarks. Informed by the preferences of the City Commission, the availability of staff and
financial resources; a strategic plan will focus the efforts of the City to accomplish the most
important goals as set by the Commission and community within the determined timeframe.
On March 5, 2018 the City Commission reviewed and accepted the action items for the Strategic Plan. The final draft of the plan narrative was adopted and submitted for public review and
comment for the subsequent 30 days. On April 16, 2018 the City Commission is expected to
review the public comment, prioritize any key projects within the plan, and confirm the final
adoption of the Strategic Plan by resolution. Previously, on January 29, 2018 and February 5, 2018, the City Commission considered
language, confirming with motions and votes in each of the Action Items in 1-6, the Vision
Statement for 7, and Vision Strategy 7.1. 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. On November 6, 2017, staff presented the City Commission with the draft of the City’s strategic plan. On September 11,
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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. 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.
UNRESOLVED ISSUES: The City Commission is encouraged to select a few priorities from
among the many action items in the Strategic Plan and give staff direction about the most
important, immediate tasks to be accomplished. Similarly, the Commission will have public comment to consider from the previous 30 days that the draft plan was posted on the City of
Bozeman website.
ALTERNATIVES: As suggested by the City Commission.
FISCAL EFFECTS: Items selected as the highest priorities may have budget and staffing
implications that are beyond the scope of funds available during one fiscal year. Projects will
proceed with support from the FY19 adopted budget and future budgets.
Attachment:
Strategic Plan Narrative adopted on March 5, 2018 Resolution 4852
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COMMISSION RESOLUTION NO. 4852
A RESOLUTION OF THE CITY COMMISSION OF THE CITY OF BOZEMAN,
MONTANA, ADOPTING THE BOZEMAN STRATEGIC PLAN.
WHEREAS, the City of Bozeman is experiencing considerable growth and change in our
physical environment and in our community of citizens and visitors; and
WHEREAS, the City of Bozeman recognizes the value of establishing a community-wide
plan that can guide future policy and funding decisions; and
WHEREAS, considerable efforts have been made to develop a Strategic Plan that includes
a vision, strategies, and action items that are based upon input from a wide cross-section of the
community;
NOW, THEREFORE, BE IT RESOLVED by the City Commission of the City of
Bozeman, Montana that the Bozeman Strategic Plan, dated March 5, 2018, attached and by this
reference made a part hereof, is hereby adopted.
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PASSED, ADOPTED, AND APPROVED by the City Commission of the City of
Bozeman, Montana at a regular session thereof held on the 16h day of April, 2018.
CYNTHIA L. ANDRUS Mayor
ATTEST:
ROBIN CROUGH
City Clerk
APPROVED AS TO FORM:
GREG SULLIVAN City Attorney
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As Adopted by City Commission on March 5, 2018
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 consistently improve our community’s quality of life as it grows and changes,
honoring our sense of place and the ‘Bozeman feel’ as we plan for a livable, affordable, more
connected city.
5. A Creative, Learning Culture. We expand learning, education, arts, expression and creativity for all
ages.
6. A Sustainable Environment. We cultivate a strong environmental ethic, protecting our clean air, water,
open spaces and climate, and promote environmentally sustainable businesses and lifestyles.
7. A High Performance Organization. We operate as an ethical, high performance organization
anticipating future needs, utilizing best practices, and striving for continuous improvement.
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1. An Engaged Community
We foster a culture of engagement and civic leadership based on innovation and best practices
involving community members of all backgrounds and perspectives.
1.1 Outreach - Continue to strengthen and innovate in how we deliver information to the community and
our partners.
a) City Communication Plan and Protocol. Develop, implement, and train for, a City-wide communications
protocol and outreach plan.
b) Dramatically increase transparency and create access to all city documents.
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) Enhance 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) Create a Standard Boards and Commission Onboarding and Education Process. Increase education for
boards, advisory boards and the zoning commission.
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 between the City of
Bozeman and Gallatin County Commission as well as an annual meeting with the City of Belgrade.
b) Enhance our relationship with BSD7.
c) Enhance our relationship with Montana State University.
d) Enhance our relationship with State Agencies.
e) Develop and support a legislative agenda.
1.4 Business and Institutional Partnerships - Explore opportunities for partnerships with key business
groups and non-profit organizations.
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2. An Innovative Economy
We grow a diversified and innovative economy leveraging our natural amenities, skilled and creative
people, and educational resources to generate economic opportunities.
2.1 Business Growth - Support retention and growth of both the traded and local business sectors while
welcoming and encouraging new and existing businesses.
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.
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.
a) Diversify the use of our tourism funds to attract a greater number of visitors to promote economic
development. Consider how tourism funds can be incorporated into economic development.
b) Institute an annual conference with regional partners to better understand workforce and cluster
development.
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3. A Safe, Welcoming Community
We embrace a safe, healthy, welcoming and inclusive community.
3.1 Public Safety - Support high quality public safety programs, emergency preparedness, facilities, and
leadership.
a) Develop a Criminal Justice Facility Plan. Continue to work with Gallatin County to develop a joint City-
County facility for law enforcement and criminal justice courts and propose it to voters.
b) Improve Emergency Preparedness Programs. Improve our community’s emergency preparedness by
implementing outreach programs to include information and planning to assist residents in self
preparedness.
c) Implement the Fire Station Location Plan.
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) Obtain Fire Department Accreditation. Pursue Fire Department accreditation through the Center for Public
Safety Excellence (CPSE) Commission on Fire Accreditation International (CFAI).
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) 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.
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.
c) Develop a City/County Social Service Network. Work with Gallatin County and other community partners to
identify needs, develop, and appropriately fund a comprehensive strategy for addressing mental health,
substance abuse and addiction, and housing challenges.
3.3 Friendly Community - Ensure Bozeman continues to welcome diversity through policies and public
awareness.
a) Anticipate, celebrate, and incorporate an increasingly diverse population into the community, city advisory
boards, and city staff.
b) Review the feasibility of all city vendors and suppliers to establish and enforce a gender pay equality policy.
3.4 Active Recreation – Facilitate and promote recreational opportunities and active health programs
and facilities.
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4. A Well-Planned City
We consistently improve our community’s quality of life as it grows and changes, honoring our sense of place
and the ‘Bozeman feel’ as we plan for a livable, affordable, more connected city.
4.1 Informed Conversation on Growth - Continue developing an in-depth understanding of how
Bozeman is growing and changing and proactively address change in a balanced and coordinated manner.
a) Adopt a New Growth Policy Based on Sustainable Growth Principles. Direct and guide sustainable growth
through appropriate planning, annexation, land use, and a streamlined development review process.
b) Develop and Align Infill Policies. Develop, adopt and align city policies for infill and redevelopment,
economic development and public infrastructure.
c) GIS Land Use & Infrastructure Development Tracking. Provide easy-to-use, accurate and informative
tracking of land-use and infrastructure development trends and project-specific progress for use across the
organization to inform strategic infrastructure investments.
4.2 High Quality Urban Approach - Continue to support high-quality planning, ranging from building
design to neighborhood layouts, while pursuing urban approaches to issues such as multimodal
transportation, infill, density, connected trails and parks, and walkable neighborhoods.
a) Manage Growth Adjacent to City (Donut). Prioritize continuing to allocate resources to address growth in
the greater Bozeman area.
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) 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.
4.3 Strategic Infrastructure Choices - Prioritize long-term investment and maintenance for existing
and new infrastructure.
a) Develop a Comprehensive Parks Maintenance and Facilities Funding Program.
b) Increase Capacity of Sewer Pipes to Accommodate Development Projects. Projects include: North Frontage
Road sewer project, Front Street sewer project and Davis Lane.
c) Complete a Downtown Infrastructure Plan. Complete a plan for downtown infrastructure and prioritize
improvements in the various Capital Improvement Programs (CIPs).
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d) 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.
e) 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.
f) 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.
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) Update the Downtown Plan.
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) Enhance Non-motorized Transportation.
b) Develop a Comprehensive Affordable Housing Action Plan that includes, but is not limited to:
1. Mandates the creation of affordable housing across all dwelling unit types.
2. Provides prescribed flexibility in the manner in which the mandate can be accomplished.
3. Provides a substantial, broad-based and reliable source of funding for the construction of affordable
housing and for affordable housing loans.
4. Actively encourages Bozeman’s major employers to develop workforce housing programs for their
employees.
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5. A Creative, Learning Culture
We expand learning, education, arts, expression, and creativity for all ages.
5.1 Civic and Cultural Infrastructure - Expand Bozeman’s civic and cultural “infrastructure” as the city
grows.
a) Library Expansion Planning. Ensure library services and facilities meet the demands of the city.
5.2 Support for Public Art - Encourage and support partnerships for public art and other arts and
cultural initiatives in the city.
a) Document and Create an Art Trail Map. Partner with existing organizations to create a bike and trail map
that showcases public art throughout the City.
b) Explore an Outdoor Music Venue.
c) Create a municipal percent for arts.
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) Strategic Educational and Arts Partnerships. Develop and strengthen partnerships with the School District
and Montana State University to further the arts.
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6. A Sustainable Environment
We cultivate a strong environmental ethic; protect our clean air, water, open spaces and climate; and promote
environmentally sustainable businesses and lifestyles.
6.1 Clean Water Supplies - Ensure adequate supplies of clean water for today and tomorrow.
a) 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) Apply for state funding for a study to monitor 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) Update the Climate Action Plan. Update the Climate Action Plan and revisit greenhouse gas emissions
inventories, review reduction targets, and explore a voluntary energy efficiency incentive program or stretch
code to encourage new residential and commercial construction to exceed the performance standards of
the currently adopted building energy code.
b) Increase Solid Waste Recycling Services. Adopt incentive programs to increase the public’s utilization of city
recycling and solid waste services.
c) 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.
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.
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7. A High Performance Organization
We operate as an ethical high performance organization, anticipating future needs, utilizing best practices and
striving for continuous improvement.
7.1 Values-Driven Culture - Promote a values-driven organizational culture that reinforces ethical
behavior, exercises transparency and maintains the community’s trust.
a) Develop a Cross-Functional Team Culture. Use cross-functional teams to meet Bozeman’s future
opportunities and challenges.
b) Create a culture of innovation.
7.2 Employee Excellence - Recruit, retain and value a diverse, well-trained, qualified and motivated
team capable of delivering superior performance. Be accountable and expect accountability from others.
Make demonstrated use of good judgement a part of the evaluation process for promotions.
a) Be a “Best in Class” Employer. Enhance the attractiveness of the City as a place to work through salary and
benefit packages, workplace amenities and facilities, as well as professional development.
b) 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.
c) Implement an Employee Excellence Recognition Program.
d) 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. Be also adaptable
and flexible with an outward focus on the customer and an external understanding of the issues as others
may see them.
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.
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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. Learn from those outside city government and measure specific tasks for performance.
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.
7.5. Funding and Delivery of City Services - Use equitable and sustainable sources of funding for
appropriate City services, and deliver them in a lean and efficient manner.
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