HomeMy WebLinkAboutGrowth Policy Update PB memo 4-2-2019
TO: PLANNING BOARD
FROM: TOM ROGERS AND CHRIS SAUNDERS
RE: GROWTH POLICY UPDATE – VISION THEMES, GOALS AND OBJECTIVES,
AND INDICATORS (METRICS)
DATE: APRIL 2, 2019
The purpose of this meeting is to:
1. Review, refine, and provisionally approve the vision themes,
2. Review the preliminary goals and objectives, and
3. Refine and select draft indicators and metrics for the Community Plan.
This memo is organized in three parts. Part one relates to the draft vision themes. Part 2
Part 1 – Review, refinement and provisional adoption of the Vision themes
At the March 26, 2019 Planning Board meeting suggested changes to the draft vision
themes. Based on this discussion staff provides the following revisions to the seven themes.
In addition, an organizational scheme emerged. Based on the general consensus that vision
one, generally stated as “The Shape of the City”, is an overarching statement about the
growth of the city and each subsequent vision supports this desired outcome. Visually this
relation could be shown as a bridge with supporting pillars below, looking to the future.
Shape of the City
The 2009 Bozeman Community
Plan identified seven key
principles in organizing its future
physical development. These are
described in Chapter Three, land
use. They are:
Neighborhoods – Small
town within a city.
Sense of Place – We know
where we are and why.
Natural Amenities –
Beautiful streams, blue
skies, trails, open spaces,
and wildlife
Centers – Focal points for
the community.
Integration of Action –
Keeping both hands
working to the same
purpose.
Urban Density – Good
things can come in
compact packages.
Sustainability – Thinking of the future in today’s actions.
Vision theme 1
Current:
THE SHAPE OF THE CITY | The shape of our City is defined by our three- to seven-story
skyline, streetscapes, and the natural landscapes that surround us
Proposed:
THE SHAPE OF THE CITY AND DEFINED EDGES | THE SHAPE OF THE CITY – The urban character
of our City is manifested by our defined urban edges, three-seven story skyline, pedestrian friendly
streetscapes, and integration with the natural landscape that surrounds us.
Figure 1 Related concepts matrix, Page 3-2, 2009 Bozeman Community Plan
Vision theme 2
Current:
A CITY OF NEIGHBORHOODS | Our City is made up of a series of distinct, well-planned
neighborhoods, defined by our inclusivity, commercial nodes, a variety of quality housing,
walkable centers, schools, and parks.
Proposed:
No changes suggested
Vision theme 3
Current:
A CITY BOLSTERED BY DOWNTOWN AND COMPLEMENTARY DISTRICTS | Our City is
bolstered by our Downtown, Midtown, and University areas that include appropriate levels
of density, business, culture, education, and the arts, resulting in thriving, enriching,
healthy, and inspiring environments
Proposed:
A CITY BOLSTERED BY DOWNTOWN AND COMPLEMENTARY DISTRICTS | Our City is
bolstered by our Downtown, Midtown, and University and other commercial districts and
neighborhood centers that include higher densities and intensification of use in these key
areas supporting business, culture, education, and the arts, resulting in thriving, enriching,
healthy, and inspiring environments.
Vision theme 4
Current:
A CITY INFLUENCED BY OUR MOUNTAINS, PARKS, TRAILS, AND OPEN SPACE | Our City is
home to an outdoor-conscious population that celebrates our natural environment and
immediate access to a well-managed open space and parks system.
Proposed:
No changes suggested.
Vision theme 5
Current:
A CITY THAT PRIORITIZES MOBILITY CHOICES | Our City offers residents and visitors a
variety of transportation choices to move efficiently and safely on complete streets, within
pedestrian-friendly areas, and along pathways that connect us to our surrounding region
Proposed:
No changes suggested.
Vision theme 6
Current:
A CITY POWERED BY ITS CREATIVE, INNOVATIVE, AND ENTREPRENEURIAL ECONOMY |
Our City, and all residents benefit from an expanding economy that is powered by
education development, strong regional partnerships, job creation, talent retention, and
support for local businesses
Proposed:
A CITY POWERED BY ITS CREATIVE, INNOVATIVE, AND ENTREPRENEURIAL ECONOMY |
Our City, and all residents benefit from an expanding economy that is powered by
education development, strong regional partnerships, job creation, talent retention, and
support for local businesses, therefore, the City’s land development policies and map
support these activities.
Vision theme 7
Current:
A CITY INFLUENCED BY REGIONAL COORDINATION AND DEFINED EDGES | Our City, in
partnership with Gallatin County, Montana State University, and other regional authorities,
addresses the needs of a rapidly growing and changing population through strategic
infrastructure choices and thoughtful decision-making
Proposed:
A CITY INFLUENCED BY REGIONAL COORDINATION | Our City, in partnership with Gallatin
County, Montana State University, and other regional authorities, addresses the needs of a
rapidly growing and changing population through strategic infrastructure choices and
thoughtful decision-making
Part 2 – Review of the preliminary Goals and Objectives of the Community Plan
Goals and Objectives should be focused things that can be implemented by City actions.
Part 3 – Refinement of the indicators and metrics of the Community Plan
Indicators may exist as part of the larger system described by Jon Henderson at the
March 26th meeting or may be unique to the Community Plan. Any selected indicator or
metric should have the following characteristics.
Relevant to the Plan’s vision and goals to track meaningful desired outcomes;
Clear and understandable and do not rely on overly complex definitions or
calculations;
Defensible and grounded in quality data that can be regularly reported and can be
consistently and accurately tracked over time;
Useful in making decisions that affect the community, reflecting topics the
community directly or indirectly addresses through local plans, policies or
implementation programs;
Interdisciplinary in that the same indicator can be used in conjunction with other
City (and outside entity) plans and programs;
Comparable to other regional, municipal, state or national benchmarks
Supported by the community, staff and elected officials
We are asking the Board to refine and prioritize these indicators. Tracking and managing a
vast array of data may not improve the outcome of the plan. Carefully crafted and selected
indicators under each theme is suggested. However, no one metric will capture the intent of
the Community Plan. Additional qualitative measures may be needed in addition to any
quantitative measures employed.
A performance measurement system that requires excessive effort to implement will not
continue over time as other priorities push it aside. In order to support long term success
in implementation, Staff suggests that not more than two metrics be chosen for each theme
in the Community Plan.
Part 4 – Implementation
As you consider how goals may be implemented please review Chapter 16 of the current
Bozeman Community Plan. This describes different types of implementation tools the City
uses and shows the kind of language used last time. The current document is available at
http://weblink.bozeman.net/WebLink8/0/doc/37839/Page1.aspx.
Attachments:
A. Draft goals and objectives (with existing vision theme language)
B. Draft indicators
C. Sample Chapter 2 section linking Community Plan and Strategic Plan