HomeMy WebLinkAbout04-01-19 City Commission Packet Materials - A1. Strategic Plan Priorities and Goal Setting for FY 2019-2020
Commission Memorandum
REPORT TO: Honorable Mayor and City Commission
FROM: Andrea Surratt, City Manager
Jon Henderson, Strategic Services Director
SUBJECT: 2019 Strategic Plan Prioritization for the City of Bozeman
MEETING DATE: April 1, 2019
AGENDA ITEM TYPE: Action
RECOMMENDATION: Review Strategic Plan Priorities and Set Goals for FY19-20
SUGGESTED MOTION: I move to direct the City Manager to update Strategic Plan priorities for 2019, to include the
following items (insert selected items from list of fourteen) in the staff work plan, and to provide a quarterly report on the progress and accomplishments beginning with Q3 2019. BACKGROUND: Every successful municipal organization needs a strategic plan and a work
plan. The City’s adopted Strategic Plan is intended to address the most important work that will
enhance the community. The work plan is an internal work flow tool. The work plan is informed
by the priorities and key projects brought forth by the City Commission and the city staff, and the implementation is based upon the capacity of staff and financial resources. The strategic plan will:
-focus our work at the staff and commission level.
- focus our community efforts, and
- be realistic to accomplish in 2-5 years. These characteristics guide our laser focused decision-making to be realistic to budget constraints and allowable within Montana laws. The work plan is the tool to track our progress
implementing the most important projects within the city.
Staff and Commission recognize three distinct categories of work: 70% is routine, daily work, 20% is strategic plan related work, and 10% is responding to the unknown that must be addressed. The work plan attempts to identify a portion of the daily work that is of great
significance as well as the strategic plan projects in order to get a more complete picture of
staffing capacity. The work plan does not identify all of the daily required work. They include
but are not limited to: general field operations, construction design, plan review, fiscal processes, statutory requirements, public right to know/review/participate requirements, legal issues, permitting and other regulatory reporting, archiving and records management, information
technology, human resource requirements, programs for the public, mandatory and optional
training, accounts payable/receivable, calls for service, facilities and asset management, and
more.
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On February 11, 2019, the City Commission modified the list of Strategic Plan priorities as well
developed an additional list of projects that they would consider to be included in the 2019-20
Work Plan for the coming year. Staff developed very general scopes of work to further describe
the projects that had been submitted for consideration. In addition, staff developed scopes of work for each of the priority projects that the City Commission approved as the top Priorities of
the Strategic Plan for 2019. https://media.avcaptureall.com/session.html?sessionid=b4afef06-
c22e-4acb-8e88-54ce3784c631&prefilter=654,3835
Strategic Plan Priorities for 2019: Community Outreach
Affordable Housing
Planning and Land Use Initiatives
Annexation Analysis and Study
Parks and Trails Maintenance District
Fourteen Proposed Projects for Inclusion in Work Plan
Broadband as Essential Utility ED/Public Works
Evaluation of Library expansion opportunities, w/HS on west side
or other
Library
Gender pay project for vendors Finance/Attorney
Infill “black holes” Improvements update (transportation and utilities) Public Works
Living wages and market rate pay to avoid compression for city
employees HR
Modification of 600-ft Alcohol license rules Attorney/Community Development
One Percent for Art City Manager/Finance
PCC study for planning donut around city Community Development
Pile C of the UDC Community Development
Push Notification Communications/ED
Review UDC codes for landscaping/conservation Community Development/Conservation
Street light study Public Works
Stretch Code Community Development
Wetlands Community Development
Staff in Strategic Services has developed a comprehensive work plan tool that will assist in managing the work flow. In partnership with City Commissioners, who put forth certain items,
staff developed project summaries for each of the five priorities as well as fourteen recent
projects of particular interest. It was important to further define the projects, understanding what
the Commissioners had in mind as goals and what success would look like. Staff then developed
general steps to accomplish the work, defined the resources needed and proposed a timeline to accomplish the project. Those project summaries are attachments in the agenda packet for this
item. This information has been compiled into an online platform tool called Smartsheet to help
schedule and prioritize tasks allowing for a more timely and collaborative space to communicate
progress (i.e., “Work Plan”). The Work Plan is able to provide a dynamic view of available
resources to help identify bottlenecks and opportunities.
WORK PLAN TOOL:
Staff has identified the timeline for completion of each of the projects in the Work Plan,
including the Strategic Plan items. One page summaries have been developed to further define
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the five Strategic Plan priorities and the remaining fourteen projects. More work needs to be
done by staff on developing updated one page summaries on each of the remaining work plan
projects, and that will be an ongoing effort for staff through the spring.
Work Plan Tool Guide for Use https://tinyurl.com/ycpqvsx7
There are many ways to sort and filter the volume of projects to focus on a particular need.
Select the “Filter Off” menu to explore subgroups of the data (e.g., Ending in 2019, Strategic
Plan Only, etc.).
The default view after visiting the above link will show the ‘card view’. This is a simple way to
visualize projects according to major categories (e.g., Strategic Plan, Priority, Difficulty, etc.).
Select the dropdown menu to explore the various headings (in conjunction with the filter):
Selecting the dropdown menu on the far left will expose the other views – the “Gantt View”
shows all projects over a timeline (dark purple = complex, multi-department, political, high risk / pink = moderate, co-department, semi-political, medium risk / green = simple, single-department, apolitical, low risk):
The “Grid View” shows all project details, further defined below (sort the columns like a
spreadsheet – yellow highlighted rows show projects that will be completed by the end of the
year):
Summaries highlighting basic information related to the items identified at the February 11th
Commission meeting have been included as attachments to the card view titled Priority. These
documents help convey the resources and timelines necessary to determine future needs within
existing constraints.
Column Definitions:
• Project
• Strategic Plan Vision Statement / Strategy / Action Item
• Staffed = staff capacity currently exists or included in a future staffing plan
• Budgeted = funding has been scheduled within the annual operating budget or 5-year CIP
• Start Date = estimated beginning
• End Date = estimated completion
• Difficulty
• Status = percent complete (0%, 25%, 50%, 75%, 100%)
• Department Lead
• Individual Dept. Columns = departments that are likely to be involved
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Below are the list of fourteen projects for consideration to be added into the work plan. The key
indicates the type of project.
Fourteen Proposed Projects for Inclusion in Work Plan
Broadband as Essential Utility ED/Public Works
Evaluation of Library expansion opportunities, w/HS on west side or other Library
Gender pay project for vendors Finance/Attorney
Infill “black holes” Improvements update (transportation and
utilities)
Public Works
Living wages and market rate pay to avoid compression for city employees* HR
Modification of 600-ft Alcohol license rules Attorney/Community Development
One Percent for Art City Manager/Finance
PCC study for planning donut around city Community Development
Pile C of the UDC Community Development
Push Notification Communications/ED
Review UDC codes for landscaping/conservation Community
Development/Conservation
Street light study Public Works
Stretch Code Community Development
Wetlands Community Development
Note: The living wage work is done through the Living Wage Ordinance compliance and market studies performed at appropriate times as they relate to union contract negotiations. This project is ongoing.
DECISION MAKING PROCESS:
Commission could identify up to five projects from the list of fourteen to add into the Work Plan. To the greatest extent possible, staff reserves the right to establish the practical start times for projects as departments have capacity or as the work is needed to be performed during a
particular time of year. That is illustrated in the work plan smart sheet. Most of these projects
have timelines for completion that will span further than the remainder of 2019.
In identifying up to five projects, please be mindful that staff only has capacity for one black diamond project among the five. The remainder must be a combination of blue squares (moderate) or green circles (simple). Another option is to pick up to three blue squares and one
green circle with no black diamond projects. A simple quantitative way of valuing each is to
think of black diamonds as 50% of available staff capacity, blue squares as 20% and green
circles as 10%. The total capacity is 100%. You can decide which projects in which combination are most strategic to accomplish this year. Ideally, your selection of projects should speak to furthering the accomplishments of the adopted Strategic Plan in some way.
Staff and City Commission must reach an understanding that this is the work of the coming 8-14
months, specifically the remainder of 2019 and into 2020 as projects are continuing toward
completion. Staff will not be able to take on additional projects during the year unless work on another project involving equivalent staff is stopped. As projects are completed, that leaves room in the schedule for work to continue on the remaining projects. We can reevaluate the projects in
Q1 2020 and reprioritize for the next year. At that time, it is my recommendation that new
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projects be added from this list of 14, more added to the list for consideration (as they will likely
build up during the course of the year), Strategic Plan Priorities are modified, and the process
starts again.
UNRESOLVED ISSUES: This is a work in progress. We have tried to foreshadow the work of the city while understanding that we have a public purpose and an obligation by law to respond. As issues such as staff vacancies or budget constraints emerge, we will need to modify this work
plan. It is based upon our collective best estimate.
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.
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Adopted April 16, 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 Bozeman School District #7.
c) Enhance our relationship with Montana State University.
d) Enhance our relationship with Gallatin College.
e) Enhance our relationship with State and Federal Agencies.
f) 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, in
coordination with the Economic Development Plan.
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 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.
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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.
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, homelessness, 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.
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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 downtownand 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.
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c) Complete a Downtown Infrastructure Plan. Complete a plan for downtown infrastructure
and prioritize improvements in the various Capital Improvement Programs (CIPs).
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.
d) 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.
6.6 Habitat – Work with partner organizations to identify at-risk, environmentally sensitive
parcels contribute to water quality, wildlife corridors, and wildlife habitat.
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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.
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e) High-level Policy Conversations. Develop a structure to foster regular, ongoing dialogue on
innovative ideas and information to assist the Commission with high level policy deliberation
and decisions.
7.4 Performance Metrics - Utilize key performance and cost measures to monitor, track
and improve the planning and delivery of City programs and services, and promote greater
accountability, effectiveness and efficiency. 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.
Prioritization of Strategic Plan:
1. Community Outreach
2. Affordable Housing
3. Planning and Land Use Initiatives
4. Annexation Analysis and Study
5. Parks Maintenance District
6. Partnerships for Education and Learning
7. Public Law and Justice Center
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Goal/Issue: 1% for Art
The Strategic Plan identifies this project: 5.2 Support for Public Art- c) Create a municipal percent for arts Develop a program for all public buildings built to have 1% of the construction costs to be set aside for art in that public space. This type of program provides a guaranteed funding mechanism for the acquisition of artwork for new public facilities and civic spaces. This would begin with a City ordinance adopting the 1% with the guidelines for the selection of the art to be commissioned and the artist selection. There are many examples of city and state programs throughout the US to help in the development of the ordinance and process including; Missoula, San Francisco, Seattle, Anchorage, and Bend. Staff along with the Commission would develop the ordinance and the guidelines best on Commission goals.
Concerns (financial/legal/operational): Legal: None identified. Financial: This would add to the cost of capital projects that are typically bonded and therefore put to a vote. Depending on the art installed, there could be annual maintenance costs involved. Operational: The selection of the artist and art would need a process and could include an additional board or involve a current board. In addition, the program will need to be assigned to staff in the City Manager’s office to oversee. Additional procurement and contract procedures would need to be developed and implemented.
Plan to Resolve: The concerns identified would be addressed through the ordinance development.
Advisory Boards: Possibly new board or use of another one for selection of artist and art. Staff/Project Lead: City Manager and City manager Designee Timeframe: Three to six months to develop ordinance and program setup.
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Goal/Issue: Affordable Housing Action Plan This project is the second part of a two part process and will utilize the information gathered in the Housing Needs Assessment with the goal of providing a work plan and road map for the City’s efforts regarding affordable housing. It will produce a community-supported and implementable housing plan that is devised by the community, not by the consultants. Specific strategies will be identified for implementation over a 5-year timeframe, but the Plan is anticipated to have a longer life and should be updated over time.
Concerns (financial/legal/operational): Funding exists for the study in the Workforce Housing fund. The plan should identify possible funding sources for the strategies identified.
Plan to Resolve: The proposed process will involve the public and “roll up your sleeves” work from the Housing Working Group. The process will integrate data from the needs assessment, knowledge from the Working Group and other stakeholders, education and experience from the consultant team and feedback from the public. It is comprised of:
• Two public open-houses. One to set the stage for Action Plan development at the start of the process and a second to solicit and incorporate input on the draft Action Plan.
• A kick-off and four (4) Housing Working Group work sessions (two- to three-hours each), in addition to Working Group attendance at the open houses.
• Website presence to keep the public apprised of the process, post documents and solicit input;
• Draft Plan review with the Working Group and the consultants; and
• Final plan presentation before the public and City Commission. Advisory Boards: CAHAB Staff/Project Lead: Affordable Housing Manager with guidance from the Community Development Director
Timeframe: Approximately 6 months from inception to completion
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Goal/Issue: Expand Exemption from State 600-foot Rule for Alcohol Licensing Montana law prohibits locating a business that sells alcohol on premise within 600-feet of and on the same street as a building used as a church, synagogue, other place of worship, or a school. Sect. 16-3-306(4), MCA, authorizes a local government to supplant the 600-foot rule. The City of Bozeman has done so through adoption of 4.02.020.B, BMC. The exemption from the State rule is applicable to restaurants serving alcohol pursuant to a beer and wine license, temporary events, and restaurant within the B2-M and B-3 zoning districts serving in alcohol pursuant to a state issued beer with wine amendment license. For restaurants within the B3 or B2M zoning districts serving alcohol pursuant to a state issued beer license with wine amendment the Commission adopted certain standards. See 38.360.060.B.2, BMC. The City has not provided for an exemption from the State’s distance rule for any other license type. The Commission last considered this issue in the spring of 2018. The Commission has the legal authority to expand the exemption from state law city-wide and to all state-issued alcohol license types. Recently, property owners have raised concerns the limitations imposed restrict their business opportunities. Specifically, Dave Weiss has sent comments regarding the restrictions imposed on his business under Chpt. 38, BMC. Concerns (financial/legal/operational): The Commission will need to determine whether to expand the exemption and if so the scope of the expansion of the exemption. The Commission should consider community values, whether to include stakeholders (churches, synagogues, places of worship, schools, business owners, etc.) in a policy discussion. As this would be the second time in the past year the Commission addressed this issue we urge the Commission to finalize the approach to the 600-foot rule on a city-wide basis. If the Commission adjusts the provisions in Chpt. 38, BMC, a zoning text amendment will be required. Plan to Resolve: Requires specific Commission direction as to the scope of expansion of the exemption. We recommend the Commission conduct a single policy discussion and provide specific direction by motion. After that, an ordinance will be drafted.
Advisory Boards: None required unless the Commission desires to adjust the provisions of Chpt. 38, BMC; if so, a hearing before the Zoning Commission will be required.
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Staff/Project Lead:
Greg Sullivan, City Attorney; assigned staff from Community Development for a zone text amendment. Timeframe: As time permits per City Manager direction. Staff can provide the Commission documents related to its policy discussions in 2018 but we request we not engage in significant research as the issue has been addressed recently. From start to effective date of an ordinance: approximately four months.
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Goal/Issue: Annexation Study The City Strategic Plan identifies the Annexation Study in 4. A Well Planned City, 4.3 Strategic Infrastructure Choices: 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. The goal of this study is to determine the feasibility and process for annexing wholly surrounded parcels into the city limits of Bozeman. The intent is to present the City Commission with a plan for annexation that allows a decision to be made about the number of annexations, the type or priority, and the timeline for implementation. The wholly surrounded annexation statutes are found at part 45 of Title 7, Chpt 2. To reduce sprawl and allow for the efficient extension of city services, The City of Bozeman encourages annexations of land contiguous to the City. It encourages all areas that are totally surrounded by the City to annex, without regard to parcel size. The City also encourages all properties currently contracting with the City for City services such as water, sanitary sewer and/or fire protection to annex. The City of Bozeman requires annexation of all land proposed for development lying within the existing and planned service area of the municipal water and sewer systems as depicted in their respective facility plans, any land proposed for development that proposes to utilize municipal water or sewer systems, and to encourage annexations within the urban area identified on the future land use map in the current Bozeman Growth Policy. Concerns (financial/legal/operational):
• Concern about wholly surrounded parcels is an issue of long term tax fairness as well as continuing to allow significant gaps in infrastructure such as road connections, water and sewer line extensions, and public safety services.
• Water quality concerns from septic systems that have failed
• Transportation issues stem from private, unmaintained roadways that have deteriorated due to increased travel and use
• Rights of way are often disconnected by wholly surrounded parcels that have existed within the city boundaries
• The City CIP does not take into account projects that may need to be done to serve those areas outside of the city unless there is an annexation agreement that identifies the agreed upon work to provide services.
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Plan to Resolve: Step 1: Finalize Annexation Study Areas summary information on each parcel grouping. Step 2: Discuss significant trends and challenges with each parcel grouping Step 3: Modify the current Annexation Policy to reflect more of the language in this document below. Step 4: Prepare annexation documents and initiate annexation process including but not limited to resolution of intent to annex, public notice, protest period, final annexation public hearing and annexation There are __ parcels that are considered wholly surrounded which would create the focus of the annexation study project. Staff has grouped the parcels into categories reflecting geography (areas of Bozeman) and by service delivery challenges. Some key thresholds for annexing wholly surrounded parcels include the following:
• The City must prioritize annexations that it initiates to facilitate provision of public infrastructure and provide for public health and safety.
• The City seeks to annex all areas that are totally surrounded by the City, without regard to parcel size.
• The City seeks to annex all property currently contracting with the City for City services such as water, sanitary sewer and/or fire protection.
• The City of Bozeman must be guided by its facility plans and the current edition of the Bozeman Growth Policy in determining initiation of annexation.
• No fee for application processing will be charged to a landowner for any City-initiated annexation.
• The City must prepare a provision of services plan for any area to be annexed adequate to meet the requirements of 7-2-4732. This plan may include one or more areas to be annexed. Infrastructure and emergency services for an area proposed for annexation will be reviewed for the health, safety and welfare of the public. If it is found that adequate services are not presently available to ensure public health, safety and welfare, the City must provide a written plan for installation or expansion of these services, or not approve the annexation. City initiated annexations would be prioritized according to the possible following scale of significance:
Priority 1 is City owned property, or to facilitate acquisition of rights-of-way for collector and arterial streets, water and sewer utilities, and any other infrastructure deemed necessary to provide or improve essential services for future development of the city. The City’s annual capital improvement program
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is the lead document for identifying needed right-of-way or facility improvements.
Priority 2 is to address public health concerns due to known or anticipated near term failing sanitation systems.
Priority 3 is all other wholly surrounded parcels not meeting priority 1 or 2; and non-surrounded parcels connected to municipal water or sewer systems.
Priority 4 is developed property adjacent to the City, not meeting a higher ranked priority, but utilizing other City services. Advisory Boards: Planning Board/City Commission
Staff/Project Lead: Chris Saunders Public Works Director (currently vacant) Annexation Team (cross functional) Timeframe: Project is underway.
• Annexation Policy discussion is scheduled for an April City Commission agenda
• Annexation areas of wholly surrounded properties have been identified Steps 1-3 as referenced above will take six months to complete. Step 4 will be ready to move forward afterwards. Statutes must be followed for process including public notice requirements.
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Goal/Issue: Declare Broadband as Essential Infrastructure
The declaration of Broadband as an essential infrastructure by the local government officials
sends a message to the business and residential community that the City of Bozeman values and
supports the deployment of fiber optic conduit and fiber optic assets, when appropriate, across
the Bozeman community in furtherance of both residential and commercial hi-speed, redundant,
economical connectivity. This declaration also signals to City staff that we should be prioritizing,
planning and supporting the deployment of broadband infrastructure in Bozeman.
The City Strategic Plan identified INNOVATION as our method to grow a diversified economy by
leveraging our natural amenities, skilled and creative people, and educational resources to
generate economic opportunities. The concept of ubiquitous broadband in Bozeman is
supported by all three of the planks of the Innovative Economy platform found in the City’s
Strategic Plan:
2.1 Business Growth - Support retention and growth of both the traded and local business sectors
while welcoming and encouraging new and existing businesses, in coordination with the
Economic Development Plan.
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 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.
Concerns (financial/legal/operational):
Concerns about the legal aspects of a non-binding declaration of broadband as essential
infrastructure are minimal. While this proposed resolution is non-binding, it represents a specific
call to action to the community and to the City of Bozeman. A real concern is that if the City does
nothing, financially, operationally, or as a matter of policy, in support of its own resolution, it
becomes obvious that broadband is not as essential as declared. If that is our position, I
recommend that we not make such a declaration. After many years of collaboration efforts with
the Public Works Department, we have finally agreed that conduit standards should be included
into our engineering standards and a proposed new FTE (Electrical Engineer) recommended in
FY20 can and should manage the emerging city-owned conduit network utility. Additionally,
Economic Development has requested $100k in the FY 20 budget to create a Conduit Utility
Master Plan. Finally, Bozeman Fiber, the 501(c)4 community benefit non-profit organization
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started by the City of Bozeman in 2015 is discussing a potential dark fiber asset purchase by
network anchor tenants.
Staff capacity should exist for this priority. Duties and responsibilities for the work outlined in
this memo span departments and divisions within the City organization and includes, but is not
limited to; economic development, legal, finance, administration and public works.
There are many financial implications beginning with the change in the standard. The Capital
Improvement Plan would need to be updated for all street projects to include the conduit. This
would raise costs in the Street Impact Fee and Arterial and Collector. Some projects may have to
shift further out in the plan.
Plan to Resolve:
If broadband is an essential infrastructure then there are several steps, with multiple sub-steps,
associated with the proposed resolution that demonstrably support the spirit of the resolution.
If the City believes that broadband is indeed an essential infrastructure we should consider:
1) adopting conduit standards into the engineering standard;
2) creating / providing record drawings of the existing conduit system;
3) adopting a financially sustainable conduit utility master plan;
4) requiring fiber-optic conduit in commercial and residential subdivision design
standards;
5) managing the publicly owned conduit we already have in the ground; and
6) negotiating with Bozeman Fiber on the purchase of the dark fiber asset currently
leased by the City from Bozeman Fiber.
Advisory Boards:
Urban Renewal Boards (Downtown, Northeast, Midtown)
Economic Development Council
Staff/Project Lead:
Brit Fontenot, Economic Development
Timeframe:
At least one year from inception to completion
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Goal/Issue: Chapter 38 text amendments Text amendments were planned after the adoption of the revised Chapter 38 development code update. Two amendments are in per the Oct. 22, 2018 memo to the City Commission. Additional amendments anticipated in 2019/2020 fiscal year include but are not limited to:
Water quality, quantity, and conservation related changes,
Legislative changes as a result of the 2019 session
Public utility standards
Parking standards
Affordable housing implementation amendments
NCOD revisions
Downtown Business Improvement Plan suggested amendments
Development and inclusion of revised illustrations for current code
Sign Code revisions as requested by City Attorney
Amendments relating to Strategic Plan directed annexation policy changes Concerns (financial/legal/operational): Considerable Community Development staff and legal team support is required to develop, initiate public outreach, and process amendments through the adoption process. Outcomes from the State Legislature may add additional demands of unknown complexity that may require immediate attention to insure compliance with adopted law(s). Ongoing current development remains high. Staff capacity does not currently exist for this project beyond the two on-going amendments. Plan to Resolve: Focus available resources on prioritized objectives with realistic schedule. Additional staff is requested in the departmental staffing plan. Consider contractor support for various aspects of amendment process. No identified funding for additional support.
Advisory Boards: Zoning Commission, Planning Board, Design Review Board, Historic Preservation Advisory Board, Community Affordable Housing Advisory Board, and other applicable boards.
Staff/Project Lead: Chris Saunders Timeframe: The two amendments now underway can be completed by the end of 2019.
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Goal/Issue: Communications Plan A Communications Plan is a tool that outlines goals and strategies for our organization to increase and improve the information sharing we do with Bozeman residents. The plan will also outline communications protocols which, unlike the goal setting aspect, will be more static and will provide City of Bozeman staff with standards on communications procedures. The City Strategic Plan identifies a Communications Plan and Protocol under priority 1.1, Outreach: a) City Communication Plan and Protocol. Develop, implement, and train for, a City-wide communications protocol and outreach plan. Concerns (financial/legal/operational): The Communications Plan is clearly identified in the City Strategic Plan. With the hiring of the Communications Coordinator this task is staffed and work started in FY 19. By choice of the City Manager and Communications Coordinator this task will be completed in house saving on the cost of an outside consultant.
Plan to Resolve: Work on the Communications Plan is currently in progress. Research of other city plans, networking with communications representatives from across the country, and meetings and brainstorming sessions with city staff have been completed. As a result of cost savings by doing the plan in house, some money will be spent to bring on a vendor to conduct opt-in scientific surveys of the public to gather understanding from Bozeman residents about how they communicate and their expectations from our communications. Several existing policies will be woven into the Communications Plan including the Web Governance Policy and the Social Media Use Policy to recognize policies that already directly influence communications. While protocols written in the plan will be static they may be changed over time as technologies and needs evolve. Goals for the plan can be reviewed and adjusted after the life of the plan.
Advisory Boards: None
Staff/Project Lead: Melody Mileur
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Timeframe: Expected completion first quarter of FY 20
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Goal/Issue:
The Strategic Plan identifies this project: 3.3 Friendly Community- b) Review the feasibility of all city vendors and suppliers to establish and enforce a gender pay equality policy Practices already in place Federal and State law covers this issue and provides recourse:
• The Equal Pay Act of 1963 (EPA), (Title VI of the Civil Rights Act of 1964; Section 140, Title 2, United States Code) prohibits pay discrimination on the basis of sex.
• 39-3-104, MCA makes it unlawful for the state or any county, municipal entity, school district, public or private corporation, person, or firm to employ women in any occupation for compensation less than that paid to men for equivalent service or for the same amount or class of work or labor in the same industry, school, establishment, office, or place of employment of any kind or description. The law also provides a penalty with a conviction on no less than $25 and a maximum fine of $500. IN addition to requirements placed on vendors by law, pursuant to current City policy1, contracts for the purchase of goods and services entered into by the City require a signed Statement of Non-discrimination. This statement requires contractors to affirm the contractor will not discriminate on the basis of race, color, religion, creed, sex, age, marital status, national origin, or because of actual or perceived sexual orientation, gender identity or disability.
Possible Expansion To fulfill the Strategic Plan item, City staff will need to investigate the efficacy of inserting a clause (similar to the City’s non-discrimination clause) into all City contracts. The options include provisions that would: • Require contractors to acknowledge that they must abide by 39-3-104, MCA as a condition of being awarded a contract. • Require contractors to report to the City of Bozeman any violations of the law that the company has been found guilty of within 60 days. • Require contractors acknowledge that they have visited the Montana Equal Pay for Equal Work “best practices” website (https://equalpay.mt.gov/BestPractices/Employers) and have read the material. (this can be substituted for some other “best practices” reference material.
Concerns (financial/legal/operational): 1 Resolution 4243 (City not discriminate in its employment decisions) and Resolution 4250 (prohibiting discrimination in City contracts) were adopted in 2010.
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Financial Issue: Minimal with a slight chance of reducing the number of bids and proposals. Operational Issue: The City’s current documents would need to be updated and staff informed to ensure compliance. More work needs to be done to identify internal procedures when noncompliance is discovered. Plan to Resolve: A project team will be put together to draft the new form and possible policy. Specifically, an internal team will need to be brought together, a project leader assigned, and then working with the CM, staff will draft a new policy to be adopted by resolution. There will need to be specific guidance and training for all staff to communicate with contractors. Bid documents will need to adjusted and other additional considerations.
Advisory Boards: None Staff/Project Lead: Finance Timeframe: Could be developed within 12 months. Implementation time is dependent upon degree of current compliance and how many problems this creates for current contracts.
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Goal/Issue: Growth Policy Update – Community Plan The growth policy is the legal foundation for the City’s zoning and subdivision standards. A periodic review and update is required by state law. It is the basic statement of policy for annexation locations and expansion of the water and sewer service areas. The growth policy coordinates policies for land development across multiple functions of the city. Concerns (financial/legal/operational): Phase 1 (data and projections) of the plan is complete. Phase 2 (goals, text, map) is underway but behind schedule by approximately six months. Inadequate staff resources have made this deadline slip. This is the first growth policy since the Strategic Plan was adopted. Planning board desires to focus on land use issues. The Commission generally supported this approach but scope creep is a concern that could substantially add to completion time. The Planning board wishes metrics for plan success. Discussions are being coordinated with Strategic Services and other City efforts. Information value and workload to apply the metrics in the future is a concern. Expectations management is a key issue for this project. In the past there was something for everyone in the document and there is a need at this time for the document to acknowledge the limits of City capacity and declare priorities. Plan to Resolve: A contract expansion for the consultant has been budgeted and needs to be processed. Staffing losses are putting additional strain on existing staff. Continue project with narrow land development focus to reduce scope creep. Prioritization over other projects must happen.
Advisory Boards: Planning Board Staff/Project Lead: Tom Rogers, Chris Saunders Timeframe: Current schedule is to have a draft document for review by the end of May. Public review and discussion to be completed and adoption finalized by end of 2019.
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Goal/Issue: Intersection Level-of-Service The City’s municipal code 38.400.060 sets intersection level-of-service (LOS) standards that indicate intersections of collector/arterial streets must operate at a LOS of “C” or better. Development within a half-mile radius of the intersection must meet this standard to receive final approval. The referenced code section also provides details where exceptions or waivers to the intersection LOS requirement may be granted. The latest City-wide assessment of intersection LOS is provided in the Transportation Master Plan Update Figure 2.13. That data was collected in 2016. At that time, there were 17 collector/arterial intersections operating at a LOS less than “C”.
Since the Transportation Master Plan Update, 4 intersection upgrades have been completed to address LOS issues including Babcock/Ferguson, Oak/Davis, Oak/7th, and Kagy/7th. The Kagy/7th intersection improvement was completed as a temporary improvement until the Kagy corridor is upgraded in fiscal year 2024. Oak/7th lane widths were adjusted and re-striped until Montana Department of Transportation (MDT) upgrades this intersection. Several intersections are planned to be constructed in the summers of 2019 and 2020 to address LOS issues including the intersections of Durston/Ferguson, Baxter/Davis,
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Highland/Main, Oak/27th, and Peach/Rouse. The intersection of Griffin/Manley is planned to be upgraded within a 3-year timeframe. Several other intersections are planned to be upgraded within the next three years, which do not have LOS issues but are anticipated in the near-term to have LOS issues including Oak/Cottonwood, Griffin/7th, 3rd/Graf, Cottonwood/Babcock, Bridger/Story Mill, and 7th/Peach. Babcock/Fowler will be upgraded with the Fowler corridor upgrade in fiscal year 2023. Several intersections are granted exceptions to the LOS requirement. Three intersections are considered to be built out to their maximum lane and turning movement capacity (Willson/College, Main/19th, and Baxter/7th); therefore, development within a half-mile radius of those intersections is granted an exception. The intersection of Haggerty/Main is impacted by the freeway off-ramp, and Montana Department of Transportation (MDT) will not allow that intersection to be upgraded due to its proximity to the Main Street freeway off-ramp. Therefore, development within a half-mile radius of that intersection is granted an exception to the LOS standard. Similarly, MDT controls the freeway off-ramp at the intersection with 19th, and an exception to the LOS standard is granted for development within a half-mile radius of that intersection. Other intersections, such as many of the intersections downtown, are also considered upgraded to their maximum lane and turning movement capacity, and those intersections currently meet the LOS standard. MDT has recently initiated a plan to upgrade the intersection of Kagy/Sourdough within the next three years. The remaining collector/arterial intersection with a LOS less than “C” not in the 5-year CIP is Highland/Kagy. Additional intersections may be identified with LOS less than “C” as growth continues to impact intersection operations.
Concerns (financial/legal/operational): 1) Concern exists that intersections operating at a LOS less than “C” are not sufficiently communicated, particularly to layman members of the community resulting in a lack of predictability when making investment decisions. Figure 2.13 is located in the City Transportation Master Plan, which is posted on the City’s web page. However, that data becomes stale within 1-2 years given the City’s current pace of growth and as intersection and street corridor upgrades are completed. Since the City only updates its transportation master plan approximately every 10 years, the data to generate Figure 2.13 is not refreshed at a frequency to generate a current failing intersections map. The City relies on traffic impact studies submitted with development applications to analyze impacts to intersections within a half mile of development.
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2) Commissioners also requested communication of the status of failing intersections with the annual capital improvements program review, especially as it relates to TIF districts. This communication would involve both the impact fee advisory committee and the City Commission. An element of this communication would be to indicate where development entitlements are significantly loading intersections. 3) The current construction environment is creating a bid environment that generates high construction costs, limiting the amount of work that can be completed within budget constraints. Eight percent per year and greater construction cost increases have been observed over the past two years. We are attempting to respond to this by creating larger projects, where possible, to generate more contractor interest in bidding City contracts. For example, the intersection of Durston and Ferguson was bid in 2018, but the bid price was $500,000 over the amount budgeted for the improvement. That project was postponed one construction season to combine the intersection improvements with improvements to Durston Road and bid the project earlier in the construction season when bidding is generally more competitive. 4) The arterial and collector district is now fully available, which helps implement the Streets capital plan on a quicker timeframe. However, this has simultaneously used up the capacity of the City’s engineering division staff to implement the capital plan. We are working with this issue in the three year staffing plan. There is pressure to complete more of the streets projects led by City Engineering staff instead of using private/public partnerships, particularly when using the special improvements district (SID) funding mechanism, given the recent experience with the “Mega-Build” project. This places further burden on City staff instead of relying on development partners to complete streets projects.
Plan to Resolve: 1) Continue to implement the City’s capital plan within the limits of funding capacity. 2) Investigate alternative policies to the LOS “C” requirement. This will be further investigated when a new public works director is hired. 3) Provide additional detail during the capital improvements program annual review regarding locations of failing intersections and development entitlements. That additional detail would be provided to the impact fee advisory committee and to the City Commission. 4) If the City Commission desires to more fully communicate the current status of intersection LOS across the City, an investment of approximately $200,000 will be
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needed every other year to obtain the necessary data and complete analysis to update Figure 2.13. That data collection and analysis effort would consist of counting traffic at arterial/collector intersections, not considered to be built to their maximum turning lane and movement capacity, in the City and entering that data into intersection modeling software. There is a module that could be used as part of the City’s draft transportation model. The annual license cost of that module is approximately $12,000. Also, there are other software packages that may be used to analyze intersection LOS. Advisory Boards: Impact Fee Advisory Committee
Staff/Project Lead: Future Public Works Director Anna Rosenberry, Assistant City Manager Shawn Kohtz, City Engineer Timeframe: Ongoing
Goal/Issue: Sanitary Sewer Constrictions
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Sanitary sewer constrictions exist in the City’s sewer collection system. Those constrictions are due to increased demand on the system, aging and undersized lines, and in some cases significantly increased development density relative to planned capacity in lines. Sanitary sewer constrictions exist at the following locations: Front Street Sewer This constriction is identified in the City Wastewater Collection Facilities Plan Update. Baxter Meadows Lift Station Capacity of this lift station has been fully dedicated to approved development as identified in the City Wastewater Collection Facilities Plan Update. However, the lift station is operating at less than half it’s capacity at present. Flows to the lift station will increase as vacant lots are built out. Laurel Glen Lift Station Capacity of this lift station allows for the assumed buildout density of its service area. However, development has been proposed at higher densities than assumed in the design of the lift station. For example, the Rosa Apartments project at Oak and Twin Lakes proposed development density of three times the density assumed for the parcel. Therefore, initial phases of the project may be constructed, but future phases must be served by an upgraded sanitary sewer system. Valley West Trunk Sewer Main Capacity of this trunk sanitary sewer main allows for the assumed buildout density of its service area. However, development has been proposed at higher densities than assumed in the design of the main. For example, the Icon Apartments project was proposed at two times the density than was assumed for that property when the trunk main was designed. Therefore, the first project phase may be constructed, but the sanitary sewer system must be upgraded to accommodate the second phase. 6-inch Diameter Mains Downtown A significant portion of the downtown area was constructed with 6-inch vitrified clay mains that are now over 100 years old. Those mains are insufficient to accept significantly increased flows. The current industry standard is a minimum 8-inch main size. Additionally, deterioration of the old clay pipes has allowed inflow and infiltration of groundwater and stormwater into the sanitary sewer system, which further uses up capacity of the system. Ongoing Capacity Evaluations
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The City evaluates sanitary sewer capacity with each development. Given the pace of development, additional capacity restrictions may be identified over time. Planned Sanitary Sewer Upgrades Several large sewer projects are planned to ease sanitary system constrictions: 1. The Front Street Sewer is planned to be upgraded to accommodate development along E. Main Street, Bozeman Deaconess owned properties, and in portions of the northeast area of the City. This project consists of 7,600 feet of upgraded pipe ranging from 18-inch to 24-inch pipe, which will replace existing 12-inch and 14-inch mains. Design and permitting of this project is nearly complete. Bozeman Deaconess hired consultant services to complete design of this project to expedite their new facility expansion. Upon completion of design and permitting, the City will bid and construct the project using the State Revolving Fund (SRF) program to finance the project. The City’s wastewater impact fee program will pay the loan payments. The engineer’s opinion of cost for this upgrade is $3.5M. 2. The Norton East Ranch Sanitary Sewer Main and Davis Lane Lift Station project will eliminate the capacity restriction at the Baxter Meadows Lift Station and create substantial sanitary sewer system capacity for areas in the west portion of the community and areas south of Huffine Lane. We are also looking into an option to reroute flows from the Laurel Glen Lift Station to the Norton East Ranch sewer to alleviate the capacity limitation at the Laurel Glen Lift Station. Additionally, some flows within the service area of the Valley West Trunk Main may be rerouted to the Norton East Ranch Interceptor to alleviate capacity limitations in the Valley West Trunk Main. Design of this project is underway, and the initial estimate for the project is $12M. Construction is planned to begin in 2020. 3. As infill development occurs in the downtown areas, 6-inch mains are being replaced to accommodate increased density. Additionally, as the City completes local street reconstruction projects, old clay pipes are being replaced with larger PVC mains. Concerns (financial/legal/operational): 1) The pace of development stresses or outstrips the City’s ability to replace or build new sanitary sewer mains to accommodate growth given budget constraints. This results in the need to finance projects and/or develop private/public partnerships to complete sanitary sewer main upgrades to accommodate new development. 2) Sanitary sewer capacities cannot be exceeded without dire consequences. If the capacity of a sewer main is exceeded, this results in backup of raw sewage into homes or businesses.
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3) Commissioner Krauss voiced a concern that sanitary sewer constrictions are not sufficiently communicated, particularly to layman members of the community resulting in a lack of predictability when making investment decisions. Existing sanitary sewer constrictions can be communicated with mapping. However, sanitary sewer modeling and facility design reports must be used to analyze capacity for each development when development applications are submitted. For example, the City cannot predict the amount of increased density on vacant or tear-down parcels until a development application is submitted. Additionally, capacity data becomes stale within 1-2 years given the City’s current pace of growth. 4) Commissioner Krauss also requested communication of the status of capacity limited sanitary sewer mains with the annual capital improvements program review, especially as it relates to TIF districts. This communication would involve both the impact fee advisory committee and the City Commission. An element of this communication would be to communicate where development entitlements are significantly loading sanitary sewer flows into the system. 5) The City’s sanitary sewer master plan pipe sizing predictions are based on assumptions of density for undeveloped parcels, and the plan also assumes the existing developed parcels will continue at the current densities. Increased densities for infill or on undeveloped parcels must be analyzed on a case-by-case basis to determine if sanitary sewer capacity can be provided for increased density or if a downstream upgrade is required. Plan to Resolve:
1) Implement the City’s capital improvement plan to eliminate or alleviate sanitary sewer constrictions. 2) Continue to replace old and undersized mains in the downtown areas. 3) The City recently implemented a new sanitary sewer hydraulic model. The model was developed with limited funds and must be improved given inaccuracies in the model. The City is planning a substantial update of the model in fiscal year 2020, which will more accurately define sanitary sewer limitations and provide improved input to the capital planning process. 4) Continue to develop public/private partnerships to complete sanitary sewer upgrades to accommodate new development.
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5) The City recently completed an inflow and infiltration study to determine groundwater and stormwater contributions to the downtown and midtown sanitary sewer system. That data is being used to more accurately analyze capacity for infill development. 6) Provide additional detail during the capital improvements program annual review regarding locations of sanitary sewer constrictions and development entitlements. That additional detail would be provided to the impact fee advisory committee and to the City Commission. 7) City staff are in the process of implementing a method to update the sanitary sewer hydraulic model on an annual basis. However, staff limitations have not allowed time to perform model updates, so those updates must be performed by consultant engineers. 8) A map may be developed for community use to communicate current sanitary sewer constrictions. However, that map must come with legal advisories that sanitary sewer capacity must be analyzed with each development application. Advisory Boards: Impact Fee Advisory Committee Staff/Project Lead: Future Public Works Director Anna Rosenberry, Assistant City Manager Shawn Kohtz, City Engineer
Timeframe: Ongoing
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Goal/Issue: Library Expansion The current Library is in need of expansion to provide more space to meet public demand for meeting room and study space. The Library’s large meeting room is routinely too small to hold the crowds that attend programs. We have had to begin seating attendees in the lobby for most events due to overcrowding. Members of the public have commented to me and other Library staff when leaving popular events, such as our Yellowstone series in September, 2018, that “you need a bigger room!” The two meeting rooms are booked months in advance; demand is such that we have had to change our protocol and no longer allow groups to book more than two meetings at a time, which frustrates patrons. We have a growing demand for more flexible space that will allow for innovative programs. We have regular complaints that there is not enough quiet space to read. The Library sees an average of 1100-1600 people visit daily, but the number can be as high as 1800 in the summer. These visitors and patrons are increasingly vocal about wanting more space in which to gather, study, discuss and connect as a community. There is also a need to provide a loading dock and covered garage space for the Library Bookmobile. The Bookmobile is currently housed in a garage on the property on Tamarack designated for the new Public Safety Center. We need a new, permanent location for this important outreach tool. The City Strategic Plan identifies this goal in Section 5. A Creative, Learning Culture: 5.1, a. Library Expansion Planning: Ensure library services and facilities meet the demands of the city.
Concerns (financial/legal/operational): The Library Foundation Board has voted to support and fund a Master Plan of the current Library and grounds, to be developed by architects with a proven history of library planning through a bid process. The Plan should indicate what expansion options are and could also include ideas for improving the current parking shortage with innovative building concepts. The Foundation Director is committed to working with several donors, in particular, to develop a capital campaign to raise private money to fund an expansion of the existing Library building. The Foundation does not want to raise money for a parking garage per se, but is open to seeing what current library design ideas might offer in covered parking for patrons. The intention of the Library Foundation is to pursue private funds for an addition or annex.
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The understanding is that a project of this nature will be complex and take several years to plan and accomplish. The Library will work closely with the City Attorney’s office to ensure any contracts developed during the project are legally viable and comply with City of Bozeman regulations. Plan to Resolve: The Library Director and Foundation Director have met with the Economic Development staff for support in developing an RFQ for the bid process. The Library Director has discussed the project and future impacts on Facilities planning with the Strategic Services Director, Jon Henderson. Discussion of the project is ongoing with the Library Board and Foundation Board.
Advisory/Governing Boards:
Bozeman Public Library Board of Trustees Bozeman Public Library Foundation Board Staff/Project Lead: Susan Gregory, Director Kit Stephenson, Assistant Director (Janay Johnson, Library Foundation Director)
Timeframe: Three to four years from inception to completion.
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Goal/Issue: NCOD PHASE 1 The NCOD Review Project Phase 1 is set to be completed early summer 2019. The purpose of Phase 1 of the NCOD Review project is to evaluate and explore potential alternatives to the NCOD Review and a restructure of the existing preservation program. The scope of work for Phase 1 of the NCOD Review is to, “recommend alternatives to the current laws, regulations and physical boundaries of the NCOD.” Once approved by the City Commission, the NCPOD Review will result in a detailed work plan for any changes or alterations made to the NCOD program or Historic Preservation Program. The City Strategic Plan identifies 4.2 d) Update Historic Preservation Guidelines - Update the Neighborhood Conservation Overlay District (NCOD) guidelines for historic preservation in downtown and other commercial districts and neighborhood centers. Promote continued investment in the city's inventory of historic structures relative to ongoing infill and redevelopment.
Concerns (financial/legal/operational): Plan to Resolve: The HPAB, Historic Preservation Specialist, and other staff have worked with the consultant to identify key policy recommendation that will be acted on by the City Commission in the near future. Policy direction from this discussion will lead into and form the basis for the NCOD Phase II project.
Advisory Boards: Historic Preservation Advisory Board, Planning Board, and Zoning Commission
Staff/Project Lead: Phillipe Gonzales, Chris Saunders Timeframe: This has been a 9 month process that is currently in the final wrap up stage.
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Goal/Issue: NCOD PHASE 2 Phase II of the NCOD Review Project will include a detailed work plan previously approved by the City Commission. The detailed work plan will encompass projects and work directives as a result of Phase I of the NCOD Review Project. This may include but is not limited to modifications to the NCOD Boundary, creating and implementation of new design guidelines for newly formed design areas, restructuring of the roles and responsibilities of the Historic Preservation Advisory Board, develop and implementation of a new Historic Preservation Program. The City Strategic Plan identifies 4.2 d) Update Historic Preservation Guidelines - Update the Neighborhood Conservation Overlay District (NCOD) guidelines for historic preservation in downtown and other commercial districts and neighborhood centers. Promote continued investment in the city's inventory of historic structures relative to ongoing infill and redevelopment.
Concerns (financial/legal/operational): There are many independent steps in this project with individualized concerns. Code revisions will require both Community Development and Legal staff time. Staff capacity exists for a slow implementation of this project. A rapid completion will be better for the community. Depending on the speed with which completion is desired existing priorities would need to be reviewed before committing the necessary resources. Plan to Resolve: The HPAB, Historic Preservation Specialist, and other staff will work on individual elements of the work plan. As they complete each one the project will advance. Some funding is available in the Conservation Overlay District restricted cash obtained from application fees.
Advisory Boards: Historic Preservation Advisory Board, Zoning Commission Staff/Project Lead: Phillipe Gonzales, Chris Saunders
Timeframe:
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At least three years from inception to completion. Elements of the work will be completed individually.
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Goal/Issue: Park and Trail Special District The citywide Park and Trail Special District is a special assessment, based on square footage of lots that completely funds park and trail operations and maintenance, similar to the Forestry Special Assessment. The special assessment removes the need for General Fund dollars to pay for park and trail maintenance as 100% of the special assessment would be used to fund all city owned parks and trails. This addresses deferred park and trail maintenance throughout the system, new TOP bond project park maintenance, increases the level of service to the national average level over five years, and city maintenance of neighborhood parks that to date have been the responsibility of the adjoining property owners association. Finally, the district ensures a minimum standard level of service for all city parks and trails and a single point of contact for the system. This project aligns with Vision Statement 4, A Well Planned City which states, “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”. Strategy 4.3 Strategic Infrastructure Choices – Prioritizing long-term investment and maintenance for existing and new infrastructure, lists Action Item: a) Develop a Comprehensive Parks Maintenance and Facilities Funding Program. Concerns (financial/legal/operational): Financial: City staff have used operations data to model increased costs to the park and trail system over the next five years. The District is set up to fund 100% of park and trail maintenance and operations. The Commission has not taken action on what would become of the current funds allocated to park and trail operations and maintenance from the City’s General Fund. Legal: The City may create a special district under Title 7, Chpt. 11, Part 10, MCA using one of three methods. The City Commission may either create a special district by resolution subject to protest, order a referendum on the creation of the District, or use a process that would require both a resolution with protest and a referendum. On March 4, 2019 the Commission voted to place the Citywide Park and Trail Special District on the November 2019 general election ballot. The Commission will need to pass a resolution ordering the referendum by end of July 2019. City will also need to establish an incidental political committee through the Montana Commissioner of Political Practices and report expenditures on the educational effort.
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Operational: The City’s current Park and Trail District Implementation Plan lists a suggested timeline for implementation steps. Staff will need to take a deeper dive into this implementation plan to match it up with a November 2019 ballot and an FY’21 Implementation of the District. Furthermore, staff will need to plan for operations of the park and trail system if the referendum should happen to not pass this November. Plan to Resolve: The citywide park and trail district addresses the issues of park and trail deferred maintenance, underfunded operations and capital, various service levels and various maintenance/management responsibilities of city owned parks and trails, inequities in pay structures, and funding for operations and maintenance for bond project parks.
Advisory Boards: Recreation and Parks Advisory Board (RPAB) Staff/Project Lead: Mitch Overton Timeframe: November 5, 2019 City Ballot Initiative. Education efforts to begin in earnest May/June 2019. If referendum is approved, Parks Division takes all necessary steps to ensure acceptance of responsibility of all city owned parks and trails July 1, 2020. Assessment collection to begin September 2020.
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Goal/Issue: Bozeman Public Library Partnership with Bozeman Public Schools in
New High School Library The Bozeman Public School Superintendent has proposed that the Bozeman Public Library form a partnership with the Schools and share space in the new high school library. The concept is that benefits would be twofold: it would allow students and community members to use the new high school library after school hours and on weekends and it would provide the fastest, most efficient way for the Bozeman Public Library to establish a presence on the west side of town. We anticipate that a west-side branch of the Library will be needed as Bozeman continues to grow, but sharing space in the new high school library when it opens in Fall, 2020, would be the fastest, most economical way for the Library to have a presence on that side of town until a branch is built in the future. This goal meets priority no. 5, A Creative, Learning Culture, section 5.1, a.: Library Expansion Planning. Ensure library services and facilities meet the demands of the city. It also meets the priority of 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. Concerns (financial/legal/operational): The logistics of sharing space and materials will need to be worked out between Bozeman Library administration and the administrators of the new high school. The hours of operation of the high school library after school hours by Bozeman Public Library (BPS) staff will need to be decided upon, which will impact the number of additional Library staff needed. We will need to determine the impact of this new location on our materials budget, determine how much to increase our budget and how much support to ask for from the General Fund, the Bozeman Public Library’s Friends and the Library Foundation. Staff capacity does not currently exist for this project. We anticipate that the main financial impact will be for additional staff. Our budgetary requests to support this new operation will be presented in the FY21 budget cycle, starting in February, 2020. We anticipate that we will need to work with the City Attorney’s office to develop a Memo of Understanding or contract regarding the shared operation that formalizes responsibilities and understanding of the arrangement.
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Plan to Resolve:
The Library’s Foundation Director, Janay Johnson, and I met with Bozeman Public Schools Superintendent Rob Watson on March 7th to further discuss the plan. He gave us his verbal commitment to the plan and will follow up with the recently hired principal of the new high school and the Bozeman Public Schools Board. He will be in touch with us regarding setting up future joint meetings. Advisory/Governing Boards:
Bozeman Public Library Board of Trustees Bozeman Public Schools Board Bozeman Public Library Foundation Board Friends of the Bozeman Public Library Board
Staff/Project Lead: Susan Gregory, BPL Director and Kit Stephenson, BPL Assistant Director Timeframe: At least one year from inception to beginning of operations in Fall, 2020.
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Goal/Issue: Planning Coordination Committee- PCC STUDY The PCC is a Bozeman, Belgrade, Gallatin County joint committee to coordinate and share information on issues of growth and development. The Strategic Plan, items 1.3 and 4.3f are advanced by this project. There is an interlocal agreement under development to establish a formal shared annexation approach and to ensure that adequate subdivision design happens in areas within the Bozeman planning area but not presently annexing. These standards will enable extension of municipal facilities and good road/ped/bike links. This advances the development of the MPO anticipated in 2022-2023.
Concerns (financial/legal/operational): The interlocal agreement will require City Attorney and City Commission review and approval. The agreement is approximately 90% complete and negotiations between Commission representatives on the essential remaining 10% occur on April 4th. The annexation elements of the agreement take effect on passage. However, once adopted there are considerable amendments needed by Gallatin County to revise their subdivision regulations. Coordination with Bozeman planning and public works staff will be essential for those amendments to achieve their intended goal of enabling the reasonable and financially prudent expansion of the city over the long term. Planning, legal and public works departments have more than full loads at this time. Plan to Resolve: The work is part of the on-going project lead’s responsibilities. Coordination with other departments and Commission agendas will occur as needed. The great majority of the work on this task will occur at the staff level.
Advisory Boards: Planning Coordination Committee, Planning Board Staff/Project Lead: Chris Saunders Timeframe: Dependent on political will to advance the interlocal agreement. Anticipate the interlocal agreement to be ready to go before the respective Commission’s in late July after legal review. Assuming approval by both bodies, the Gallatin County code revisions will likely require at least a year after approval of the interlocal agreement.
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Goal/Issue: Push Notifications Push notification is a method used for pushing information to people through email, text, applications or other means. These notifications can be pushed via a preset schedule, on demand or from a triggering event. The people receiving such notices would need to opt in to receive them and opt out to stop receiving the notices. The City Strategic Plan does not specifically mention a push notification system; however, it was identified as a need under priority 1.1a, Outreach:
a) City Communication Plan and Protocol – Develop, implement, and train for, a City-wide communications protocol and outreach plan.
Concerns (financial/legal/operational): The initial identified use for this system is to notify members of the public about land development related projects/actions. There was some concern about possible legal impacts on the existing notifications required by law regarding development actions. Another concern was whether the City currently has systems that could perform the initial desired use, and if so, would those systems also meet the need for expanded use of push notifications in the future. Plan to Resolve: Our intent is to push information out regarding land development actions that coincide with the existing notifications we already do as part of the legal notification requirements. We can currently perform push notifications (via email only) with our system and it would meet the need that was identified. However, when we look to future use and likely expansion of push notifications in other areas our current system falls short. We are currently investigating toolsets that could help us achieve a rich and robust push notification solution that could be used to notify citizens about anything under the City’s purview. Some critical elements of this solution might include all or some of the following:
• Ability to tie notifications to geography. That might be a quadrant of town or a neighborhood, for example.
• The ability to notify via email, text, social media or other means.
• Scheduled, automated, and on demand notifications. Advisory Boards: None
Staff/Project Lead: Melody Mileur, Scott McMahan, Jon Henderson
Timeframe: First Quarter of FY20
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Goal/Issue: Street Light Study The City has a patch work of Special Improvement Lighting District’s (SILD’s) with a combination of lights being owned by the City and others being owned by Northwestern Energy, which costs are assessed to the properties in those districts. Some lighting is also paid for through the Street Maintenance fund. With development, the number of SILDs is growing. The newer SILD’s have been required to comply with our engineering standards that align with dark skies compliance and are energy efficient LED lights. Many of the older SILD lights are owned by NorthWestern Energy. Of those, most are the energy inefficient high pressure sodium lamps with capital maintenance costs that are also charged by NorthWestern Energy. The City maintains its lights and often performs maintenance on the NorthWestern energy lights for timely response to citizens. Currently, staff is consolidating the downtown lighting districts into one, which are a few of the City’s oldest SILDs. A review of the NorthWestern Energy owned lights should be performed to see if there are possibilities of efficiency and cost savings for taking over the operational and maintenance costs of those lights. In addition, a review of the City’s growing number of SILDs, and light maintenance processes, could be included for possible improvements of efficiency and the possibility of a utility formation. Concerns (financial/legal/operational): Legal: If the program moves forward after the study City Attorney’s Office will evaluate whether any legal concerns exist. Financial: The results of the review would reveal possible financial implications, which could be cost savings. The depth of the study could warrant the need for possible consulting services. The direction chosen to go in lighting could result in the need for more staff dedicated to lighting. Operational: Staff time would be needed for the study even with consultants. Plan to Resolve: Advisory Boards: None
Staff/Project Lead: City Engineer and Finance
Timeframe:
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Depending on the depth of study three months to a year.
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Goal/Issue: Stretch Code A stretch code is a policy tool that incentivizes builders to voluntarily meet a more advanced energy efficiency standard than the base energy code, resulting in buildings that achieve higher energy savings over the life of the structure. The City Strategic Plan identifies a stretch code under priority 6.3, Climate Action: a) Update the Climate Action Plan - Develop Update to the Climate Action Plan and revisit greenhouse
gas emissions inventories, review reduction targets, and explore a voluntary energy efficiency program or stretch code to encourage new residential and commercial construction to exceed the performance standards of the currently adopted building energy code. Advancing energy efficiency within new buildings can be pursued using several different related policy tools. To ensure consideration for the range of options, four broad policies are summarized below: voluntary building energy stretch code, zoning code amendments, building code advancement, and energy use disclosure.
Concerns (financial/legal/operational): Montana state code restricts a city or town to adopting only building codes approved by the Montana Department of Labor and Industry. 50-60-301(2), MCA. However, according to 50-60-301(2)b), MCA a local jurisdiction may adopt energy conservation standards more stringent than the state code in order to take advantage of a local incentive. Participation in a local stretch code must be voluntary. Currently, there is no funding source for an incentive program. To make the program attractive there would need to be an incentive and a funding source for it. Limited staff capacity exists for this project. Existing priorities would need to be reviewed before committing the necessary resources. A variety of concerns related to staff time and lack of funding would likely need to be addressed as the program is developed. Plan to Resolve: In the first year of implementation, staff would undertake a review of the following policies to determine the most feasible and cost-effective methods to advance energy efficiency in new construction. 1) Voluntary Building Energy Stretch Code: The specifications of stretch code standards should be primarily performance-based and align with current code and future code updates. Establishing reliable third-party verification in lieu of a secondary stretch code standard will be necessary to avoid any conflict with state statute in the allocation of
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building inspector fees, as well as potentially complicated or costly review for our building officials. The incentive to builders may be a direct financial payment or waiver of fees, but could also include recognition programs, preferential planning review, or a variety of other options. The stretch code specifications would be developed through a stakeholder engagement process to determine the energy efficiency standard, compliance process, incentive(s) offered, and communication needs. The program would be developed in partnership with the Water Conservation Division to ensure we are concurrently promoting energy and water conservation. A stretch code would support the Water Conservation Division in encouraging builders to install high efficiency fixtures from the outset of the building process, eliminating the need for retrofits and bridging an important communication gap with the building community. There are opportunities for statewide coordination through the Montana Energy Codes Collaborative, which is a diverse group working to advance a statewide energy codes, including a stretch code for local jurisdictions. The level of participation in the program would be highly dependent upon the incentive package. If the incentive is not commensurate with the identified building energy standard, we expect there would be a significant effort around education, outreach, and program administration with marginal participation among builders. For illustrative purposes, the following table outlines the greenhouse gas emissions reduction potential from a residential stretch code based on the average energy usage of newly constructed homes in Montana (39.66 kBTU/sf/yr) relative to a Net-Zero Energy Ready home (18 kBTU/sf/yr). Over the last five years, Bozeman has averaged 280 new single-family homes with the median square footage of 2,150 SF. Stretch Code Residential Program Participation Level 3 homes (1%) 28 homes (10%) 56 homes (20%) Metric Tons of CO2 Savings 26.1 294 587 If we targeted 28 homes per year as a program goal and included a budget for program education, marketing, recognition, and a small financial incentive of $1,000 per home, we could spend $68,000 per year on the program. In comparison, a City of Bozeman LED street lighting retrofit totaled $226,000 and saves 134 Metric Tons of CO2 per year. The economics of commercial construction are not readily quantifiable without in-depth analysis. On the basis of square footage, the potential carbon reductions in the commercial sector would be higher.
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Encouraging builders to construct homes to a higher energy efficiency standard benefits long-term home affordability in Bozeman. Gas, electric, and water utility costs will all be significantly lower over the life of the building. Net-Zero Energy homes with a solar installation will further insulate themselves from future utility rate increases. The challenge will be to design and fund a program that attracts widespread participation. 2) Zoning Code Amendments: To leverage existing processes, the zoning code should be thoroughly reviewed for opportunities to advance energy efficiency in new construction. One potential opportunity in the zoning code would be to evaluate orientation requirements for new subdivisions to ensure that the majority of lots are elongated within 20 degrees of geographical east-west. This will encourage construction of buildings that are oriented for solar efficiency. A building’s orientation is one of the most cost-effective energy saving measures by providing natural lighting, using the sun for passive heating, offering protection from over-heating, and allowing for the deployment of photovoltaic power or solar water heating. This review would also allow staff to vet any opportunities in code to explore requirements for large commercial buildings to achieve third-party certifications, such as Leadership in Energy and Environmental Design (LEED), and integration of Electric Vehicle (EV)- ready standards for Planned Unit Development points or as conditions for site plan approval. This action would require little financial investment on behalf of the City, but would require staff time and considerable education and outreach within the development community. 3) Building Code Advancement: Participation in shaping the National Model Energy Codes helps to advance energy efficiency in new construction locally and regionally. The International Code Council (ICC) updates the model building and energy code every three years, and many states, such as Montana, eventually amend and adopt the national codes. Local government members of ICC are the only authorized voters on the proposed national code amendments and have high potential to influence the outcome. At the state level, we can continue to help promote adoption of the model energy code (without amendments). The State of Montana is expected to review and adopt the 2018 IECC this year, updating it for the first time since adoption of the 2012 IECC. The new code is approximately 2 percent more efficient than the 2012 IECC—an incremental
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improvement that compounds with each new building and represent a long-term investment over the 100-year life of a building. 4) Energy Use Disclosure: To increase transparency and drive consumer demand for building energy efficiency, staff can explore policies to help homebuyers and renters understand the energy efficiency of a property before making a long-term commitment. Buildings over 50,000 square feet have high energy savings potential. We could pursue a policy for large commercial buildings that would involve an energy evaluation and energy benchmark to disclose the average energy cost per square foot at the time a property is listed for sale or for rent. For single-family homes and duplexes, the upcoming adoption of the 2018 International Energy Conservation Code will likely require new homes to complete a home energy rating. The energy performance rating could be incorporated into real estate listings and property rentals to help buyers/renters quickly understand how a home performs and estimate future utility costs.
This policy would require little financial investment on behalf of the City, but significant staff time to coordinate with stakeholders and advance a viable policy. It would effectively increase consumer awareness and demand for building energy performance. Advisory Boards: Bozeman Climate Partners Working Group, Planning Board
Staff/Project Lead: Natalie Meyer, Sustainability Program Manager Jon Henderson, Strategic Services Director Marty Matsen, Community Development Director Timeframe: With existing staff resources, up to one year would be needed to research, complete a legal review, and conduct stakeholder engagement on the four policy opportunities before drafting one or more policy recommendations for Commission approval. Any budget or staff needs would need to be considered as part of the FY21 budget.
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Goal/Issue: Document Transparency The City Strategic Plan identifies document transparency under priority 1.1, Outreach: b) Dramatically increase transparency and create access to all city documents The City currently digitizes a significant number of documents that are publically accessible. However, there is more to document transparency beyond access, including proactive outreach, improved search mechanisms, and systems to make sense of available information in tangible ways for citizens.
Concerns (financial/legal/operational): Staffing recommendations have been made for FY20 to enable progress on the below options. The purchase of additional software applications will be required based on chosen options for resolution plan (below). Plan to Resolve: A strong foundation of digital document management will be critical prior to any further steps in place. The City will need to commit resources to establish said foundation, which includes updating current software, creating and implementing a digital migration plan, and designating staff resources to manage a more robust program. With a stronger foundation of digital document management, transparency can be increased through a number of avenues, ranked from anticipated least to most difficultly in implementation (resources, time, and challenge): 1. Improved search mechanisms – Improvements can be made at multiple document retrieval points to provide easier access to already-existing public documents. 2. Project-based information retrieval – Alternate or improved use of the website to provide document access through project filters. 3. Proactive outreach – Utilize additional methods to proactively disseminate relevant information/documents to citizens. 4. Geography-based information retrieval – Implement new tools to organize, display, and distribute information/documents based on location.
Advisory Boards: N/A
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Staff/Project Lead: Robin Crough, Scott McMahan, Jon Henderson Timeframe: Building a stronger records management program to properly enable the above options would take approximately a year from initial investment. Option 1 could likely be implemented without the larger effort. Options 2 through 4 will take increasing amounts of time for build and implementation, possibly ranging from 3 to 9 months each, depending on level of complexity.
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Goal/Issue: Revisions to Landscape Regulations/Requirements in the UDC The landscaping requirements currently outlined in the Unified Development Code do not support the demand reduction target outlined in the adopted 2012 Integrated Water Resources Plan (IWRP), which calls for ~10,000 acre-feet of future water supplies to come from conservation by 2062. Currently, approximately 40% of total annual multi- and single- household residential water use goes into lawns and landscapes, with single-household homes using the most water outdoors. A recent data analysis completed by the City’s Engineering Department shows that newer single household homes (built after 2009) use more water to irrigate lawns and landscapes than older single household homes (built before 2009), despite having smaller lot sizes and vegetated areas. Without landscaping code revisions to require the implementation of water efficient landscaping and irrigation, it is anticipated this trend will continue, making the demand reduction target outlined in the 2012 IWRP more difficult to achieve. Furthermore, the adopted 2017 Drought Management Plan outlines four stages of drought, which, if declared, may include response measures requiring residents to reduce outdoor water use - such as a lawn-watering ban in a drought warning (stage 3) and drought emergency (stage 4). This is in conflict with the existing landscaping code, which requires irrigation of landscaping, and that the landscaping be maintained in a healthy, growing condition at all times (BMC 38.550.100). The goal of this initiative is to align all city standards, codes and regulations as they relate to landscaping and irrigation to ensure that they meet the intent and objectives outlined in City adopted plans. .
Concerns (financial/legal/operational): Many homeowners associations have private covenants which do not support the efficient use of water on lawns and landscapes. There are restrictions on how cities can contradict private covenants, however, city codes do ultimately supersede these covenants. The city’s latitude in requiring homeowners associations to adhere to landscaping and irrigation efficiency measures outlined in city code may depend on the location of the measures within the municipal code. This initiative involves many areas addressed in the code including water conservation, zoning and weed control. A detailed review of the existing code, development of proposed changes and necessary follow-up to ensure that the goal of this initiative is achieved will require considerable staff time. Staff capacity for this project is very limited. Existing priorities would need to be reviewed before committing the necessary resources.
Plan to Resolve: In 2016, Water Conservation Division staff began the development of landscape and irrigation performance standards which include best practice for reducing outdoor water use through efficient landscape and irrigation techniques. This was developed through inter-departmental and industry professional collaboration. A series of industry professional focus group meetings were held to ensure that the drafted performance
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standards would result in water savings, yet were reasonable and achievable for those in the landscape and irrigation industry. A series of inter-departmental focus group meetings were held to ensure that the standards were reasonable and aligned with other city regulations, adopted plans, and goals. Staff in multiple divisions across departments will re-visit the drafted landscape and irrigation performance standards from 2016 and work collaboratively to identify all areas of code addressing landscaping and irrigation. The city’s policy intent will be drafted, reviewed and approved. Staff will then work to ensure documents are revised and, where necessary, amended by resolution or ordinance. Advisory Boards: Bozeman Climate Partners Working Group, Zoning Commission Staff/Project Lead: Tom Rogers, Chris Saunders, Marty Matsen, Jessica Ahlstrom; City Attorney’s Office
Timeframe: At least one year from inception to completion.
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Goal/Issue: Mitigation of Loss of Wetlands by Development Currently, mitigation of impacts to wetlands1 that occur during development is subject to both federal and local regulation.2 Where development impacts to wetlands are unavoidable, mitigation of such impacts may occur in locations distant from the City. The proposed goal would be to ensure mitigation of wetlands occur as close as possible to the wetland disturbed by the development. As such, the starting question for investigation could be: Should the City’s Unified Development Code (UDC) require impacts to wetlands and watercourses, regardless of jurisdictional status, to be mitigated in the East Gallatin watershed when impacts cannot be mitigated on-site through avoidance or on-site mitigation? This project is aligned with the following Strategic Plan provisions:
• 6.1. a) Watershed Management - Develop and implement a regional watershed approach to manage water quantity and quality.
• 6.3.d) Climate Change Adaptation and Mitigation - Increase the community's resiliency and preparedness in response to climate change.
• 6.5 Parks, Trails and Open Space - Support the maintenance and expansion of an interconnected system of parks, trails and open spaces.
• 6.6 Habitat – Work with partner organizations to identify at-risk, environmentally sensitive parcels [that] contribute to water quality, wildlife corridors, and wildlife habitat. Concerns (financial/legal/operational): Should the Commission determine to begin this project, operational and legal issues exist. The Federal Clean Water Act (CWA) requires no net loss of wetlands and calls for mitigation to be as close as possible to the disturbed wetland.3 Given this general principal, to what extent can local rules supplant a developer’s ability to pick a location for mitigation (or use a wetland bank that may be in another drainage or part of the State)? This review will require evaluation of a local government’s authority to regulate the disturbance and the location of the mitigation of wetlands. In addition, the investigation must examine whether the City must provide for circumstances where actual mitigation or a wetland bank4 is not available in the East Gallatin Watershed. 1 This project would address wetlands subject to Clean Water Act jurisdiction and wetlands that do not fall under the jurisdiction of federal regulations. 2 Wetlands are regulated by the City pursuant to Chpt. 38, Art. 6, Div. 610, BMC. 3 Citation? 4 Community members may already be working on a wetland bank and other mitigation locations within the East Gallatin Watershed may soon be available.
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Should the Commission desire to adjust the City’s UDC after a policy discussion, staff from Community Development will need to begin a zoning text amendment process that includes stakeholders and the City’s zoning commission. As a part of this project, Community Development staff and/or Parks & Recreation Department will need to increase its knowledge of wetland issues and also educate the public and City Commission on the standards currently adopted for addressing loss of wetlands during development review. During this process, the Parks & Recreation Department should be involved to reexamine the existing City policy of not accepting wetlands and other critical lands as dedicated parkland. In addition, City staff will need to evaluate the efficacy of its current approach to regulatory requirements for mitigation and its current enforcement efforts.
Plan to Resolve/Staff: Form an inter-departmental team with a designated project manager from Community Development. The Team should include at a minimum a civil attorney from the City Attorney’s Office, a member from Parks & Recreation Department, and the City’s wetland consultant.5 Have the team establish a set of policy questions, conduct legal work on the underlying questions provided above, and, eventually, prepare a memorandum for City Commission policy discussion. If the Commission instructs the staff to move forward, a UDC text amendment will be necessary. Advisory Boards/Stakeholders: Depending on solution. If the solution requires a zoning text amendment Zoning Commission will be involved. Wetland professionals within our community, those interested in the conservation of wetlands, real estate developers, and landowners should also be invited to participate.
Timeframe: At least one year from Commission direction to begin project to effective date of ordinance amending the UDC. This would allow for six months of background work, three months of collaboration with community members, and three months of ordinance development and adoption.
5 The City dissolved the Wetlands Review Board several years ago as it was difficult to find qualified applicants in regards to the potential for conflicts of interest. The City does, however, pay a consultant to review proposals for development in or near wetlands.
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