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HomeMy WebLinkAbout180914_Bozeman_Phase2_PreliminarySructure-Vision_V2 BOZEMANMT COMMUNITY PLAN UPDATE PHASE 2: ANALYSIS + VISION | PRELIMINARY STRUCTURE + THEMES | 1 BOZEMANMT COMMUNITY PLAN PHASE 2: ANALYSIS + VISION | PRELIMINARY STRUCTURE + THEMES 14 September 2018, INTERNAL DRAFT Existing Guidance A Well-Planned City The Bozeman Strategic Plan is the overarching statement of policy for the City. It was adopted by the City Commission on March 5, 2018 by Resolution 4852 after a 24 month process of community discussion and evaluation. The Strategic Plan provides an overarching vision statement and more detailed vision statements about seven themes of how Bozeman operates and interacts with its citizens and other community partners. The Bozeman Community Plan (growth policy) is a lead implementing document looking into greater details regarding land use planning and related municipal utility and other issues affecting the use of land. The Strategic Plan contains elements that ensure that Bozeman remains a well-planned city, and includes the following specific goals and objectives: 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. [UNDERWAY] b) Develop and Align Infill Policies. Develop, adopt and align city policies for infill and redevelopment, economic development and public infrastructure. [UNDERWAY] 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. [UNDERWAY] 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. [UNDERWAY] BOZEMANMT COMMUNITY PLAN UPDATE PHASE 2: ANALYSIS + VISION | PRELIMINARY STRUCTURE + THEMES | 2 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. [COMPLETE] 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. [UNDERWAY] 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. [ONGOING] g) Identify Trail Connection Gaps. Further trail connectivity, particularly E/W trail connections to facilitate active transportation. 4.3 Strategic Infrastructure Choices - Prioritize long-term investment and maintenance for existing and new infrastructure. a) Manage Growth Adjacent to City (Donut). Prioritize continuing to allocate resources to address growth in the Greater Bozeman Metro Area by establishing a joint city/county planning board and implementing urban infrastructure standards for new development in the county. b) Use Tourism Improvement Dollars for Infrastructure. Seek legislative authority to allocate Tourism Business Improvement dollars to local infrastructure projects. c) Develop a Comprehensive Parks Maintenance and Facilities Funding Program. d) Implement the Water Resources Plan. Including: Groundwater well field, Sourdough canyon natural storage, Sourdough Canyon water transmission, Lyman water tank and transmission main, Hyalite Dam Reservoir improvements. [UNDERWAY] e) Increase Capacity of Sewer Pipes to Accommodate Development Projects. Projects include: North Frontage Road sewer project, Front Street sewer project and Davis Lane. [UNDERWAY] BOZEMANMT COMMUNITY PLAN UPDATE PHASE 2: ANALYSIS + VISION | PRELIMINARY STRUCTURE + THEMES | 3 f) Stormwater Control. Pilot, construct, and maintain green and low impact stormwater control measures that soak up, filter, and infiltrate stormwater and its pollutants, while adding a natural and accessible look to the city’s built environment. g) Complete a Downtown Infrastructure Plan. Complete a plan for downtown infrastructure and prioritize improvements in the various Capital Improvement Programs (CIPs). h) Annexation of Islands and Critical Adjacent Lands. Investigate the development of new annexation policies to address long term tax fairness for public services, locations of infrastructure, and locations for future infill and growth. i) Explore Sustainable Technology. Explore technologies to advance environmental sustainability. Examples include Advanced Metering Infrastructure, performance management systems also known as community “dashboards,” indoor and outdoor lighting controls, Electric Vehicle (EV) charging infrastructure, and data analytics. j) Encourage a County-wide Local Gas Tax. Suggest Gallatin County propose a local gas tax to be approved by voters to help fund local infrastructure projects. This is another way to share the City’s funding burden of providing urban services with other county residents as well as tourists. 4.4 Vibrant Downtown, Districts & Centers - Promote a healthy, vibrant Downtown, Midtown, and other commercial districts and neighborhood centers – including higher densities and intensification of use in these key areas. a) Enhance Livability of Neighborhoods Through City Services and Code Enforcement. Maintain and enhance attractive neighborhoods through improved city services, innovative enforcement techniques and voluntary compliance with city codes and regulations. b) Sub-Area and Node Planning. Ensure adequate resources exist to develop future planning for targeted subareas of the city such as downtown, midtown, and neighborhoods. c) Reevaluate City Zone Map. Make considerations for high density zoning, transitional zoning and live/work zoning. d) Adopt a Strategic Parking Plan. Implement adopted strategic parking plan to provide adequate parking to support vibrant commercial activity. [UNDERWAY] BOZEMANMT COMMUNITY PLAN UPDATE PHASE 2: ANALYSIS + VISION | PRELIMINARY STRUCTURE + THEMES | 4 Bozeman Planning Board Memo from 14 November 2017 – Growth Policy Update The planning board emphasized the need to establish a clearly articulated vision of what Bozeman will look like in the future, as it is critical to the success of the new Growth Policy (Community Plan). Additionally, the board stated that the Community Plan should: - Provide a direction for development that builds a sustainable community - Guide land use decisions, provide context and understanding for annexation policy, and guide development of the community - Provide clear understandings of future growth areas, infill potential, downtown and commercial areas, historic preservation, and clear connections that tie future growth to future infrastructure. - Demonstrate a commitment to outcomes and be more than just a set of goals and objectives - Indicate actions and timelines that will work towards achieving the goals that are identified in the plan - Identify measureable outcomes to assist in plan implementation Potential challenges to be faced during the update process: - Hearing all points of view - Engaging different segments of the population and using those to craft a plan that reflects the community input - Any limitations that come predicting future changes to the population, technology, and economy - Being resource constrained and being realistic about resource availability Key Takeaways from Phase 1 The Bozeman community was tasked with identifying aspects of their city that they loved, areas where improvement is needed, and what they expected Bozeman to look like in the year 2040. Community input was gathered through an intense outreach program that involved stakeholder interviews, listening sessions with residents, meetings with community development staff, and a community questionnaire, offered both electronically and in a hard-copy format. Approximately 360 people were able to participate and provide a groundwork for which the vision for the future of Bozeman will be established. Many of the comments received through public outreach reconfirmed each of the elements listed above from the Strategic Plan. The residents of Bozeman are very passionate about their home and take pride in the small town feel and outdoor lifestyle that Bozeman provides. Bozeman is considered to be very family-friendly and offers a high quality of life with a great trail network for outdoor enthusiasts and every day travel. While residents had many great things to say about Bozeman, a large portion of concerns centered on the current transit system, housing affordability, the long-term preservation of open space, the workforce, and the need to address city boundaries. BOZEMANMT COMMUNITY PLAN UPDATE PHASE 2: ANALYSIS + VISION | PRELIMINARY STRUCTURE + THEMES | 5 In 2040, residents imagined Bozeman to have a multimodal transportation system, be much more dense, diverse, and affordable while still maintaining the small town feel that it has today. Some participants noted concern that the town would become too congested, unfriendly, and sprawled out due to the projected growth. Relationship to Other Plans (REVISED GEAR GRAPHIC & NARRATIVE TO BE COMPLETED AND INSERTED) Existing Functional Plans Strategic Plan (TBD 2018) Climate Action Plan (to be revised FY19) Transportation Master Plan (2017) Parks, Recreation, Open Space, and Trails (PROST) Plan (to be revised FY19) Economic Development Strategy Update (2016) Water Facility Plan Update Report (2017) Fire and Emergency Medical Services Master Plan (2017) Wastewater Collection Facilities Plan Update (2015) Bozeman Storm Water Facilities Plan (2008) Integrated Water Resources Plan (2013) Neighborhood Conservation Overlay District (ongoing) Affordable Housing Action Plan (to be revised FY19) Neighborhood Plans Midtown Action Plan (2017) Bozeman Creek Enhancement Plan (2012) Downtown Bozeman Improvement Plan (2018) Design and Connectivity Plan for North 7th Street Corridor (2016) Bozeman Health Services Subarea Plan (2005) Bozeman Creek Neighborhood Plan (2005) North 19th Avenue/Oak Street Corridor Master Plan (1997) TIF District Plans North 7th Avenue Urban Renewal District Plan (2016) North Park Urban Renewal District Plan (2017) North East Urban Renewal District Plan (NURB) (2005) Downtown Urban Renewal Plan (1995) BOZEMANMT COMMUNITY PLAN UPDATE PHASE 2: ANALYSIS + VISION | PRELIMINARY STRUCTURE + THEMES | 6 Preliminary Draft Themes The preliminary draft themes were developed using the framework provided from the Strategic Plan along with the emerging themes identified through extensive public outreach efforts to best address the thoughts and concerns of the 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. (From the Strategic Plan) The above theme will be supported by six themes that have been developed from Phase 1 public comment: The Shape of the City (4.1 An Informed Conversation on Growth) The shape of our City is defined by our spectacular natural landscape that surrounds us, our mid-rise horizon defined by our distinct buildings and the people that choose to call Bozeman home. A City of Neighborhoods (4.2 High Quality Urban Approach) Our City is made up of a series of distinct historic, traditional, and non-traditional neighborhoods, defined by commercial nodes, a variety of quality housing, walkable centers, schools and/or other civic amenities, parks and other community gathering areas. A City Anchored by Downtown and Complementary Districts (4.4 Downtown, Midtown, University) (to be coordinated with the Downtown Plan) Our City is anchored by our Downtown, Midtown, and University areas that include an intensity of housing, businesses, culture, education and the arts, resulting in thriving, enriching, healthy and inspiring environments. A City Influenced by our Mountains, Open Space, Trails, and Parks An outdoor-conscious City that celebrates our natural environment, immediate access to open space and trails and parks we enjoy. An Inclusive City of Life-Long Learning and Creative Culture Our City thrives on inclusivity, creativity, education, and respectful dialogue that promote a sense of shared values and stimulates innovation. A City that Prioritizes Mobility Choices (to be coordinated with the Transportation Master Plan) Our City offers residents and visitors a choice to move efficiently and safely using a variety of new and emerging modes on comfortable complete streets, walkable centers, and pathways that connect our entire City.