HomeMy WebLinkAbout07-20-20 City Commission Packet Materials - WS1. Community Housing Action Plan Priority Work1
Commission Memorandum
REPORT TO: Mayor and City Commission
FROM: Tanya Andreasen, Community Housing Program Manager
Martin Matsen, Director of Community Development
SUBJECT: Work session to review and discuss City Commission identified
Community Housing Action Plan priority work for the City’s
Community Housing Program and staff.
MEETING DATE: July 20, 2020
AGENDA ITEM TYPE: Work Session
RECOMMENDATION: Upon reviewing the material and considering the discussion on
community housing programs and incentives, provide direction to staff regarding community
housing priorities for the City of Bozeman.
STRATEGIC PLAN:
Initiative 4. A Well-Planned City, 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.” Within this initiative in section 4.5.b) it reads
“Develop a Comprehensive Affordable Housing Action Plan that includes, but is not limited to:
• Mandates the creation of affordable housing across all dwelling unit types.
• Provides prescribed flexibility in the manner in which the mandate can be accomplished.
• Provides a substantial, broad-based and reliable source of funding for the construction
of affordable housing and for affordable housing loans.
• Actively encourages Bozeman's major employers to develop workforce housing
programs for their employees.”
BACKGROUND:
The City of Bozeman adopted its first inclusionary housing ordinance in 2007, with subsequent
revisions resulting in the Affordable Housing Ordinance in effect today (last revision, 2019). The
City’s Community Housing Program really began in 2017, with the hiring of dedicated staff.
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Grounded in the City’s Strategic Plan, the city-wide Community Housing Needs Assessment and
subsequent Community Housing Action Plan, “Action Plan”, were the work of 2018 and 2019,
with the Action Plan accepted on November 18, 2019. At the January 13, 2020 City Commission
meeting, the Commission amended the accepted Action Plan by adding two strategies, and
identified eight (8) action items from the Action Plan as priority work for the City of Bozeman.
WORK SESSION OBJECTIVES
The work session on July 20, 2020 is an opportunity to share progress made on the City
Commission prioritized and other Action Plan strategies and action items. It is also a space for
discussion of community partnerships and assets that serve to address some of the Action Plan
strategies. Meeting the objectives of the Action Plan demands community partnerships. Being
deliberate about which Action Plan strategies the City has capacity and resources to address,
while at the same time relying on strong community partnerships, can advance our
community’s efforts to address local housing challenges.
Commission Questions:
1. Does the Commission continue to support the priorities it identified from the Action
Plan?
• Audit and revisions to the UDC
• Identify LIHTC opportunities in qualified Census tracts
• Identify development relaxation standards to promote affordable housing (via
PUD)
• Support up-zoning within the adoption of the Community Plan
• Develop criteria for up-zoning applications
• Develop transition standards when up-zoning
2. Does the Commission support these metrics?
• Rental vacancy rates
• Cost of rent
• # affordable homes built
• # affordable homes preserved (renovated, restored, purchased)
• # affordable homes held in perpetual or long term affordability (ground lease,
deed restriction)
• Location of affordable homes (transportation costs, access to services &
employment)
• Housing costs relative to median income
3. Are there other initiatives that we or our partners should be considering?
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FISCAL EFFECTS: Fiscal effects vary with policy direction given by the City Commission. Current
levels of funding in the Community Housing Program budget meet the anticipated needs of the
program for this fiscal year. Should the Commission change or add to the priorities identified at
the January 13, 2020 City Commission meeting, the possibility of needing additional staff,
consultant services, software, etc. would be tied to those changes.
Report Compiled on July 10, 2020
ATTACHMENTS
- Staff Memorandum to Commission January 13, 2020
- Draft City Commission Meeting Minutes January 13, 2020
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Monday July 20, 2020Community Housing Program
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Strategic Plan
4.5.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 the 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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Community Housing Program Work Session
•Review identified Action Plan priorities
•Progress report on Action Plan priorities
•Commission direction
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What are we trying to accomplish?
•Get homes built.
•Increase the number of affordable homes in our community.
•Get people into homes.
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Commission Questions
1.Does the Commission continue to support the priorities it identified from the Action Plan?
•Audit and revisions to the UDC
•Identify LIHTC opportunities in qualified Census tracts
•Identify development relaxation standards to promote affordable housing (via PUD)
•Support up-zoning within the adoption of the Community Plan
•Develop criteria for up-zoning applications
•Develop transition standards when up-zoning
2. Does the Commission support these metrics?
•Rental vacancy rates
•Cost of rent
•# affordable homes built
•# affordable homes preserved (renovated, restored, purchased)
•# affordable homes held in perpetual or long term affordability (ground lease, deed restriction)
•Location of affordable homes (transportation costs, access to services & employment)
•Housing costs relative to median income
3.Are there other initiatives that we or our partners should be considering?
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Action Plan Strategies
1.General Funds
2.Tax Increment Financing (TIF)
3.Community Land Trust
4.Deed Restricted Housing (permanent)
5.Inclusionary Zoning
6.Public / Private / Institutional Partnerships
7.Home Buyer Assistance
8.Permanent Supportive Housing &
Transitional Housing
9.Fee Waiver / Deferral
10.Co-op Housing (mobile home parks)
11.Land Banking
12.Employer Assisted Housing
13.Removal of Regulatory Barriers
14.Accessory Dwelling Units (ADU)
15.Low Income Housing Tax Credits (LIHTC)
16.Taxes Dedicated to Housing
17.Commercial Linkage
18.Pre-Approved Planned Unit Development
19.Up-Zoning
7* Green indicates City Led
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Action Plan Priorities
City Commission Identified
1.Audit and revisions to the UDC
2.Identify LIHTC opportunities in qualified Census tracts
3.Identify development relaxation standards to promote affordable
housing (via PUD)
4.Support up-zoning within the adoption of the Community Plan
5.Develop criteria for up-zoning applications
6.Develop transition standards when up-zoning
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Action Plan Priorities
Additional Staff Commitments
1.Research and report costs and benefits of permanent deed restrictions
2.Research and report the inclusion of rental/multi-family homes in the
Affordable Housing Ordinance (AHO)
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Action item:
Audit and revisions to the Unified Development Code
Multiple Requests for Proposal/Qualifications in development:
1.RFQ –Engineering Design Standards Review
2.RFP –Review of UDC and Community Housing Program
3.RFP –Audit of UDC
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Strategy: Removal of Regulatory Barriers
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Action item:
Identify LIHTC opportunities in qualified Census
tracts
•Initial work begun
•Anticipated report October 2020
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Strategy: Low Income Housing Tax Credits (LIHTC)
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Action item:
Identify development relaxation standards to
promote affordable housing (via PUD)
•Anticipated first draft in August 2020
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Strategy: Review of Planned Unit Developments (PUD)
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Action item:
Support up zoning in the adopted Community Plan
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Action item:
Develop transition standards when up-zoning
Action item:
Develop criteria for up-zoning applications
Strategy: Up-Zoning
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Action item:
Research and Report costs and benefits of
permanent deed restrictions
•Anticipated first draft in July 2020, final draft to Commission in August.
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Strategy: Deed Restricted Housing
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Action item:
Research and report the inclusion of rental/multi-
family homes in the Affordable Housing
Ordinance
•Staff have begun initial discussions and research
•Anticipated update to Commission October 2020
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Strategy: Inclusionary zoning
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Community Progress
•HRDC
•Headwaters Community Housing Trust
•One Valley Community Foundation
•Family Promise
•Private development
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Headwaters Community Housing Trust
•Regional Community Land Trust (CLT) organization
•Incorporated in June
•First project will be Bridger View Redevelopment
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One Valley Community Foundation
•Seat at the Table –Fall 2020
County-wide housing needs assessment
•Four year plan
Housing and community data platform
Regional Housing Council
Housing Trust Fund
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FY 20 Community Housing Outcomes
7 people received down payment assistance
$39,362 impact fees reimbursed to developers of affordable homes
413 people attended homebuyer education
283 people received pre-purchase counseling and screening
$565,493 Cash in lieu of built affordable homes received
18 affordable homes constructed, as mandated by the AHO
36 affordable homes in approved Housing Plans
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Other critical work
•Education and public engagement
•Community partnerships
•Development application review and process
•CAHAB staff liaison
•Policy and process updates and creation
•Research and data
•Monthly update
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Commission Questions
1.Does the Commission continue to support the priorities it identified from the Action Plan?
•Audit and revisions to the UDC
•Identify LIHTC opportunities in qualified Census tracts
•Identify development relaxation standards to promote affordable housing (via PUD)
•Support up-zoning within the adoption of the Community Plan
•Develop criteria for up-zoning applications
•Develop transition standards when up-zoning
2. Does the Commission support these metrics?
•Rental vacancy rates
•Cost of rent
•# affordable homes built
•# affordable homes preserved (renovated, restored, purchased)
•# affordable homes held in perpetual or long term affordability (ground lease, deed restriction)
•Location of affordable homes (transportation costs, access to services & employment)
•Housing costs relative to median income
3.Are there other initiatives that we or our partners should be considering?
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Commission Memorandum
REPORT TO: Mayor and City Commission
FROM: Dennis M. Taylor, Interim City Manager
Martin Matsen, Director of Community Development
SUBJECT: Presentation of City Manager’s recommendation regarding
Objectives, Action Strategies, and Action Items from the adopted
Community Housing Action Plan.
MEETING DATE: January 13, 2020
AGENDA ITEM TYPE: Action
RECOMMENDATION: A recommendation for each Action Strategy is outlined below.
SUGGESTED MOTION: Having reviewed and considered the City Manager’s
recommendations, public comment and all other information
presented, I hereby move to accept the recommendations as
outlined.
STRATEGIC PLAN:
Initiative 4. A Well-Planned City, 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.” Within this initiative in section 4.5.b) it reads
“Develop a Comprehensive Affordable Housing Action Plan that includes, but is not limited to:
• Mandates the creation of affordable housing across all dwelling unit types.
• Provides prescribed flexibility in the manner in which the mandate can be accomplished.
• Provides a substantial, broad-based and reliable source of funding for the construction
of affordable housing and for affordable housing loans.
• Actively encourages Bozeman's major employers to develop workforce housing
programs for their employees.”
Speaking directly to this planning effort the City Commission has identified Affordable Housing
as one of its five priorities for 2019.
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BACKGROUND:
The Community Housing Action Plan presents a set of actions that address a range of
community housing needs. This plan was developed to begin addressing identified community
housing needs and to create a lasting framework for implementation that will evolve as the
community and its housing needs continue to evolve. The partnership framework for
accelerating community housing in Bozeman is based on the recognition that no one entity can
solve the local housing challenges by itself. Utilizing the 2019 City of Bozeman Community
Housing Needs Assessment as a base to understand the housing needs of residents and
employees in Bozeman, a local Housing Working Group, comprised of Bozeman community
stakeholders, with input from the public and technical assistance from consultants, created this
Plan. A timeline for achieving priority strategies has been established, recognizing that this Plan
will have life beyond this timeline and will continue to evolve and meet changing community
housing needs over the long term. By including various community members in its
implementation (employers, institutions, community organizations, and stakeholders), the Plan
acknowledges that community involvement is necessary for the Plan’s success.
PROCESS TO DATE:
The Community Housing Working Group met with the consultants to learn about the various
tools/strategies used in the inter-mountain west. Tools that might be used to relieve the stress
of increasing home prices and monthly rental rates were explored. The project began in the
spring of this year (2019) and followed the schedule below:
April 30 Outreach to Housing Working Group
May 8 CAHAB Regular Meeting
May 13 City Commission Regular Meeting
May 14 Action Plan Outreach
May 22 Kick-off Meeting – Session 1: Housing Working Group and CAHAB
May 23 Public Workshops – Inform Public and Gather Information
June 11 Housing Working Group - Session 2: Tool Prioritization
June 12 CAHAB Regular Meeting
July 24 Housing Working Group – Session 3: Strategy Refinement of Prioritized Tools
July 25 Housing Working Group - Session 4: Strategy Refinement of Prioritized Tools
Aug 20 Public Open Houses – Community Involvement
Sept 10 Housing Working Group - Session 5: Strategy Refinement; Financing; Timeline;
Responsibilities (part 1)
Sept 11 Housing Working Group - Session 6: Strategy Refinement; Financing;
Timeline; Responsibilities (part 2)
Sept 27 Draft Action Plan to City Staff for review
Oct 3 Draft Action Plan to Housing Working Group for review
Oct 10 Meeting/Conference call – Draft Action Plan Review
Oct 14 Final Action Plan (with revisions) to City Staff for review
Oct 18 Final Action Plan Release to public (for 30 day comment period)
Oct 22 Public Open Houses – Community Involvement
Nov 18 City Commission Regular Meeting, Presentation and Adoption
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Jan 13, 2020 City Commission Regular Meeting, Action Item Prioritization
DOCUMENT REVIEW:
A completed plan was released for public review in October 2019. The document is available on
the City’s website, at City Hall, the Planning office and the Library. Additionally, staff held two
public open houses on October 22 in an attempt to educate and inform the public regarding the
completed plan. The Plan was presented, discussed and adopted at the regular City Commission
meeting on November 18, 2019.
PLAN OBJECTIVES:
The three main objectives that form the foundation of the Plan are as follows:
1. Income Levels. Community housing should serve the full range of incomes without
losing sight of safety net programs. The primary focus should be on:
• Ownership housing from 80% to 120% AMI, while also incentivizing the
production of missing middle housing up to 150% AMI;
• Additional resident and employee rentals up to 80% AMI; and
• Safety net rentals below 30% AMI
2. Jobs-Housing Relationship. Produce community housing at a rate that exceeds, or at
least matches, job growth at income levels and ratios being earned by Bozeman
employees.
3. Community Housing Built and Preserved. Strive to produce community housing at a
rate that matches the spectrum of community housing needs, while also preserving
what we have through a target of no net loss of existing community housing stock.
With the help of the City’s Strategic Services Department, staff is working on gathering the
appropriate data and creating methods for accurately measuring and presenting success as it
relates to the Plan’s Objectives moving forward.
ACTION STRATEGIES:
The Plan identified 17 Action Strategies with 71 underlying Action Items. In the adoption
process, the City Commission adopted 2 additional Action Strategies and staff has subsequently
created 7 additional Action Items related to these Strategies. This memo will briefly discuss the
resulting 19 Action Strategies and some related action items. Please see Appendix A for more
detailed information regarding all 78 underlying Action Items.
In order to provide meaningful recommendations, staff has evaluated each of the 78 action
items using a number of criteria. First, is the action item something that City Management feels
is already part of the daily work of the Community Development Department, the Community
Housing Program Manager or other City Staff? Second, does the Action item need policy
direction from the Commission before additional efforts are undertaken? Third, are additional
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resources needed in terms of additional staff resources, additional legal review or additional
money in order to accomplish the action item? Additional resource needs were looked at from
both a one-time need and from an ongoing or programmatic need once completed or
established. Specific references to each criteria for all action items can be found within Appendix
A.
After evaluation of all 78 action items, 26 action items are being considered as part of the
normal daily work of staff (noted in green rows within Appendix A). All of these items are being
recommended to continue and only 2 of these items would need additional funding or
resources. 34 action items are thought to need additional policy direction from the commission
(noted in yellow rows within Appendix A), all of which would have either one-time or ongoing
resource needs. Staff is recommending that the commission give specific direction regarding
some of the action items that are viewed as needing both policy direction and additional
resources. The specific recommendations are listed below each Strategy area below and will be
restated at the end of this memo. In some cases the individual action item recommendations
may be grouped together in the final recommendations section when efforts done individually
would overlap or when efficiencies have been identified.
Presented below is a discussion of the main issues associated with each of the Plan’s 19 Action
Strategies.
1) General Funds -
This strategy has two associated action items and the Plan has identified the City as the lead
agency for implementation. The General Fund has many funding obligations and
considerable stress on its limited resources. Each year, it is the City Manager’s obligation to
recommend a balanced budget to the Commission for adoption. As is suggested in the
action items, staff is currently planning on submitting a budget request for 3 mills
(~$340,000) for the fiscal year 2021. The plan discusses the need to secure a reliable
funding source and staff is actively exploring options in the area. This Strategy includes an
additional action item regarding the establishment of allocation criteria for monies directed
to the City’s workforce Housing Fund. This effort is underway. Staff proposed draft
allocation criteria to the Community Affordable Housing Advisory Board (CAHAB) at their
December 2019 regular meeting. That discussion will continue at the Board’s January
meeting with the goal of bringing recommended allocation criteria to the Commission later
this spring.
Recommendation: Continue ongoing efforts regarding this Action Strategy.
2) Tax Increment Financing (TIF)
This strategy has two associated action items and the Plan has identified the City as The
lead agency for implementation. Community Development staff are currently working with
staff from the City’s Economic Development Department on new and creative ways the
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Urban Renewal District (URD) and TIF funds could be used to leverage money for good
projects that include housing at all income levels. While not a TIF district, the Downtown
Business Improvement District has already started a pilot project hoping to incentivize the
creation of more small dwelling units in the downtown core.
Recommendation: Continue ongoing efforts regarding this Action Strategy.
3) Community Land Trust
This strategy has two associated action items and the Plan has identified Habitat for
Humanity as the lead agency for implementation. Community Development staff is actively
involved in discussions regarding the creation of a Community Land Trust. Currently an
organized effort is underway revolving around the Bridger View development. While not
identified as the lead on this strategy, the City is supportive of our community partners in
this area.
Recommendation: Continue ongoing efforts regarding this Action Strategy.
4) Deed Restricted Housing (permanent)
This strategy has six associated action items and the Plan has identified the City as the lead
agency for implementation. Action items in this area are centered on creating a stock of
permanently deed restricted housing units. This would be a new program area for the City
and is therefore listed as a policy issue. New efforts in this area would need additional
resources, both to research and set-up the program, but also ongoing resources would be
needed to manage the program in perpetuity.
Recommendation: Revisit this strategy in coming months. Staff will research the pros and
cons of permanent deed restriction programs, provide examples and report back to the
Commission in memo format with associated recommendations in six months (July 2020).
5) Inclusionary Zoning
This strategy has six associated action items and the Plan has identified the City as the lead
agency for implementation. The first of the Action Items states, ‘revisit affordable housing
ordinance: evaluate what has worked and not’. It is important to note that staff is
constantly evaluating the inclusionary zoning ordinance. The current ordinance is limited to
mandating that a percentage of homes in new subdivisions be sold at less than market rate.
The ordinance is working well under this limited scope. Action items 2 through 5 in this
strategy seek to increase the scope of the ordinance by mandating the inclusion of
affordable units in rental and multifamily projects and by adding the requirement that
permanent deed restrictions be placed on affordable units. The action items also call for the
consideration of mandating the creation of units for sale at up to 120% of the area median
income. The inclusion of rental projects in the ordinance needs to be researched by legal
staff in order to fully explore the City’s authority under State Statutes. The fiscal effects of
increased requirements on multifamily and rental projects needs to be further researched.
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Moving to a permanent deed restricted program would have significant impacts on staffing
and would do away with the current non-cash subsidy funding for the program’s future.
Recommendation: Staff will continue to monitor the inclusionary zoning ordinance and will
suggest improvements when needed either through policy or ordinance revisions. Included
in the recommendation above staff will produce information regarding deed restriction
programs for the Commission’s consideration. The inclusion of rental and multifamily
projects in the inclusionary zoning ordinance is not being recommended at this time. The
recommendation is that both fiscal and legal analysis be undertaken with a report to the
Commission in memo format with associated recommendations in ten months (October
2020).
6) Public / Private / Institutional Partnerships
This strategy has five associated action items and the Plan has identified the School District
as the lead agency for implementation. While the city is not identified as the lead for
actions within this strategy Community Development staff is actively working with
community partners to identify possible land and project partners. City staff will be taking
an active role in facilitating the due diligence process with community partners.
Recommendation: Funds from the Workforce Housing fund may be requested to facilitate
parcel appraisals and project feasibility studies as City staff identify available land.
7) Home Buyer Assistance
This strategy has four associated action items and the Plan has identified the City as the
lead agency for implementation. The City, in contractual relationship with the Human
Resources Development Council (HRDC), is currently working on first time home-buyer
education. With the recent hire of the Community Housing Program Manager, these efforts
will be increased. Policy direction is needed should there be the desire to increase efforts to
potential buyers beyond the 80% of area median income as suggested by the plan.
Recommendation: Continue ongoing efforts regarding this Action Strategy.
8) Permanent Supportive Housing (PSH) and Transitional Housing
This strategy has four associated action items and the Plan has identified HRDC as the lead
agency for implementation. City staff and elected officials have been actively engaged in
efforts regarding the FUSE project and other supportive and transitional housing projects.
Recommendation: Continue ongoing efforts regarding this Action Strategy.
9) Fee Waiver / Deferral
This strategy has five associated action items and the Plan has identified the City as the lead
agency for implementation. The City’s inclusionary zoning ordinance includes an impact fee
reimbursement incentive and the Community Development Director is writing a policy to
better explain the process for reimbursement. This policy will be updated in the Affordable
Housing Manual. All fees can currently be calculated prior to project approval and better
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educational materials are being developed and will be placed within the Affordable Housing
Manual and on the City’s website. Efforts to increase fee reimbursement or to defer fees on
projects beyond the scope of those dwelling units provided through the inclusionary zoning
ordinance would be a policy decision of the Commission. Some legal questions remain
regarding the City’s ability to defer certain fees and more work needs to be done to fully
explore all options. Additionally, the question remains of how efforts in this area would be
funded. Action item 5 in this strategy again refers to deed restricting of projects receiving a
fee reimbursement, reduction or deferral. This will be addressed in the research and
reporting mentioned above.
Recommendation: Continue ongoing efforts regarding this Action Strategy including legal
review of statutory ability and research and reporting regarding deed restriction.
10) Co-op Housing (mobile home parks)
This strategy has four associated action items and the Plan has identified HRDC as the lead
agency for implementation. Currently the City’s Unified Development Code allows Co-op
housing and mobile home parks in a number of ways. Staff is supportive of efforts in this
strategic area and will continue to work with community partners on these action items.
Recommendation: Continue ongoing efforts regarding this Action Strategy.
11) Land Banking
This strategy has four associated action items and the Plan has identified the City as the
lead agency for implementation. While Community Development staff has a good
understanding of vacant and underutilized land in the City, a formal process for identifying
and tracking these parcels does not exist. Staff capacity does not currently exist to stand-up
a system in this strategic area. Resources in terms of additional staffing or consultant fees
would be needed in order to both identify all possible land and outline a process for the
next steps included in a Land Banking program. Policy direction is needed should the
Commission desire to move forward in this strategic area.
Recommendation: Additional efforts in this area are not being considered at this time.
12) Employer Assisted Housing
This strategy has four associated action items and the Plan has identified Prospera as the
lead agency for implementation. All action items in this strategic area are focused on
outreach and education. Staff is actively involved as opportunities present themselves.
Recommendation: Continue ongoing efforts regarding this Action Strategy.
13) Removal of Regulatory Barriers
This strategy has six associated action items and the Plan has identified the City as the lead
agency for implementation. The first action item in this strategic area has been
implemented and the online process for submitting code revisions is live on the City’s
website. The first round of these revisions is slated for April of this year. Ongoing efforts to
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improve the development review process and ensure it is predictable are transparent or
ongoing. Action items 3, 4 and 5 represent a significant amount of work and would need
Commission approved funding to ensure timely completion. An RFP is currently being
written and the expected funding needed would be approximately $80,000 to $120,000 to
fully complete. Action item 6, relating to the creation of new regulations for movable tiny
homes is a policy decision for the Commission and is not being recommended at this time.
Recommendation: Move forward with an RFP for a consultant led project regarding City
code analysis, audit and suggested revisions.
14) Accessory Dwelling Units (ADU)
This strategy has four associated action items and the Plan has identified the City as the
lead agency for implementation. Significant efforts in this area have been made over the
past 18 months. City Staff has worked with MSU architecture students on a pilot project
with success in educational and outreach efforts. Action item 1 is slated to come before the
Commission for action in April of this year and educational efforts are ongoing. Action item
3 could be accomplished in short order but would likely take some funding as architectural
plans may need to be purchased and initial building plan review would need to be paid for.
Action item 4 would be part of the research and reporting discussed in previous strategies.
Recommendation: Continue ongoing efforts regarding this Action Strategy.
15) Low Income Housing Tax Credits (LIHTC)
This strategy has three associated action items and the Plan has identified HRDC as the lead
agency for implementation. In concert with our community partners, staff is currently
working to ensure the upcoming Census 2020 data is as accurate as possible. Staff is not
currently making any efforts to secure local representation on the Montana Housing Board.
Action item 3 is a worthwhile effort but would take some additional capacity to have the
biggest impact. City Community Development staff with help from the City GIS Specialists
could accomplish the initial analysis fairly easily. Once the analysis is done it could be a
heavier lift to ensure alignment of all zoning. This effort may need additional resources in
term of consultant funding.
Recommendation: Continue ongoing efforts regarding action item 1. Using consultant
funding when needed, Staff should move forward with action item 3 at this time.
16) Taxes Dedicated to Housing
This strategy has six associated action items and the Plan has identified the City as the lead
agency for implementation. Action items in the strategic area are categorized by the plan as
longer term efforts. All action items would need policy direction from the Commission and
are not being actively worked on at this time. Should the Commission choose, additional
resources would be needed in terms of staff time or consultant funding. Educational and
outreach costs may also be incurred.
Recommendation: Additional efforts in this area are not being considered at this time.
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17) Commercial Linkage
This strategy has four associated action items and the Plan has identified the City as the
lead agency for implementation. Three of the four action items in this strategic area call for
consultant led work resulting in a nexus study and peer community evaluation. These action
items would need policy direction from the Commission and are not being actively worked
on at this time. Should the Commission choose, additional resources would be needed in
terms of staff time or consultant funding. Action item 4 states that staff should continue to
encourage employers to build housing and encourage housing to be built over commercial
projects when feasible.
Recommendation: Continue ongoing encouragement regarding residential development.
Additional efforts in this area are not being considered at this time.
18) Pre-Approved Planned Unit Development (PUD)
The City Commission added this Action Strategy to the Plan at the time of adoption. Staff
has proposed three associated action items and has identified the City as the lead agency
for implementation. Staff is looking for Commission agreement on the three action items as
listed below;
1. Evaluate past PUD relaxation approvals
2. Explore changes in the UDC and other City standards to minimize the need for PUD relaxations
3. Develop a pattern book and template for PUD approval when providing Affordable Units
Staff has done some work on action item number 1, no work has been done on items 2 and
3. These action items would require policy direction from the Commission and associated
resources in terms of staff capacity of consultant dollars.
Recommendation: Continue ongoing efforts regarding action item 1. Using consultant
funding when needed, Staff should move forward with action items 2 and 3 at this time.
19) Up-Zoning
The City Commission added this Action Strategy to the Plan at the time of adoption. Staff
has proposed four associated action items and has identified the City as the lead agency for
implementation. Staff is looking for Commission agreement on the four action items as
listed below;
1. Align growth policy recommendations with the density goals supporting up-zoning.
2. Develop expanded criteria to be used for evaluation of up-zoning applications.
3. Develop appropriate transition standards when up-zoning existing parcels.
4. Identify areas ripe for up-zoning.
While staff has done some work on action item number 1, no work has been done on items
2 – 4. All of these action items would require policy direction from the Commission and
associated resources in terms of staff capacity or consultant dollars. Educational and
outreach costs may also be incurred.
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Recommendation: Using consultant funding when needed, Staff should move forward with
action items 1 – 3 at this time. Action Item 4 should be tabled until such time as criteria and
transition standards have been adopted.
RECOMMENDATION RECAP AND DIRECTION REQUESTED:
Completing all of recommendations below would represent significant staff effort. It is
reasonable to expect that some of the action items may take longer than a year to complete.
Input from the Commission regarding priorities is appreciated.
1. Shall Staff move forward to engage third party to edit, reorganize and reformat the UDC
to be more streamlined, functional and user friendly and remove duplicative language
and inconsistencies? (strategy 13, item 3)
a. Related action item would seek to engage third party to review all city codes,
regulations and policies to identify disconnects and recommend methods to
resolve. (strategy 13, item 4)
b. Related action item to revisit Engineering Design Standards and Specifications
Policy to allow more compact development standards. (strategy 13, item 5)
c. Related action item aimed at exploring changes in the UDC and other City
standards to minimize the need for PUD relaxations. (strategy 18, item 2)
This would be a large and expensive project and would need to have an appropriate
scope of work and be well managed in order to ensure the most cost effective results.
The expected price tag on such an effort could be as much as $200,000 but could be
broken into appropriate pieces of multiple years depending on the direction from the
Commission.
2. Shall Staff move forward to procure and make available to the public for free, pre-
approved and plan reviewed ADU construction document sets? (strategy 14, item 3)
General inquiries to local design professionals would indicate that this could cost as
much as $5,000 per design. Staff would look for partners interested in helping keep these
costs to a minimum.
3. Shall Staff move forward to identify and suggest changes that would align regulations
and zoning with Qualified Census Tracts to encourage LIHTC development? (strategy 15,
item 3)
Minimal consulting funding may be needed to accomplish this task (<$7,000)
4. Shall Staff move forward to engage third party to develop a pattern book and template
for PUD approval when providing Affordable Units? (strategy 18, item 3)
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This item would best be done after a full review of the UDC as recommended above.
Staff would explore the possibility of MSU student help and other creative approaches to
accomplish this task.
5. Shall Staff move forward to suggest ways to align growth policy recommendations with
the density goals supporting up-zoning? (strategy 19, item 1)
This could be done through staff analysis and reporting during the Community Plan
(Growth Policy) adoption process.
6. Shall Staff move forward to develop expanded criteria to be used for evaluation of up-
zoning applications? (strategy 19, item 2)
This would be done by current staff to be brought before the Zoning Commission for
recommendation and to the City Commission for approval.
7. Shall Staff move forward to develop appropriate transition standards when up-zoning
existing parcels? (strategy 19, item 3)
Minimal consulting funding may be needed to accomplish this task (<$7,000)
ACTION ITEMS NOT RECOMMENDED AT THIS TIME:
The following is a list of action items with associated strategy areas that are not currently being
worked on by City Staff and are not being recommended to move forward at this time. All items
listed below would require both policy direction from the Commission as well as additional one-
time and/or ongoing resources.
4) Deed Restricted Housing (permanent)
1. Transition to a permanent restriction when publicly subsidized community housing units are
created.
2. Align with other policies: fee waivers and incentives.
3. Transition to a permanent restriction when publicly subsidized community housing units are
created.
4. Structure the eligibility and occupancy criteria to ensure “fairness.”
5. Increase management capacity - begin by evaluating existing capacity, considering
adjustments, and/or establishing a new entity, such as a Housing Authority or Community
Land Trust.
5) Inclusionary Zoning
2. Apply to multi-family development, as well as single family: ownership and rental.
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4. Consider addressing up to 120% AMI for ownership
5. Require deed restrictions to be permanent.
7) Home Buyer Assistance
2. Seek local funding to serve households up to 120% AMI.
3. Community education program – financial literacy and assistance options.
4. Work with employers to assist employees. Technical assistance, loan/grant options,
administration, etc.
9) Fee Waiver / Deferral
2. Structure fees to incentivize desired development (e.g. lower fees for smaller ownership and
for-rent units.
3. Explore options to cover the cost of reduced fees – General Fund, Tax Increment Financing
(TIF), etc.
5. Ensure homes benefit the community (deed restricted) if get reduced fees
11) Land Banking
1. Establish criteria to prioritize site(s).
2. Inventory potential opportunities.
3. Understand constraints.
4. Include vacant, underutilized, redevelopment.
13) Removal of Regulatory Barriers
6. Explore adding code section for Moveable Tiny Homes. Coordinate at the State level.
14) Accessory Dwelling Units (ADU)
4. Deed-restrict units that receive an incentive/public subsidy to build to ensure community
benefit – e.g., require long term rental, resident/employee occupancy
16) Taxes Dedicated to Housing
1. Pursue either a mill levy or bond issue.
2. Coordinate with a comprehensive education campaign.
3. Consider citywide Special District.
4. Evaluate what entity should hold funds collected (City, new Housing Trust fund, etc.).
5. Evaluate who should administer allocation of funds, taking into consideration accountability
requirements with the use public funds.
6. Establish allocation criteria that considers: scoring system, leverages funds, aligns with
income targets, requires permanent affordability.
17) Commercial Linkage
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1. Conduct Nexus Study to evaluate the potential impact of linkage on community housing and
businesses
2. Consider the impact on business growth and the impact on the community of doing nothing
(status quo).
3. Identify peer communities and evaluate what has worked and not worked: learn from others
19) Up-Zoning
4. Identify areas ripe for up-zoning.
ATTACHMENTS:
- Appendix A – Action Item Detail (SmartSheet)
- Resolution 5081 (Adopted November 18, 2019)
- Community Housing Action Plan
- Community Housing Action Plan Appendix A
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Affordable Housing Action StrategiesExistingProcedurePolicyDirectionOne TimeResourcesNeededOngoingResourcesNeededLegalStaffRecommendationFundingDifficultyTypeLeadStrategy1) General FundsFundingCity1. Maintain in the short-term until broad-based, reliable funding source is secured$$$CityGeneral Funds2. Establish allocation criteria to inform use of the City’s Affordable Housing Fund.n/aCityGeneral Funds2) Tax Increment Financing (TIF)FundingCity1. Use of TIF to support community housing needs to be explored at the local and state levels.CityTax Increment Financing (TIF)2. Downtown is considering the use of TIF to incentivize ADUs and 1-bedroom units and/or units that have long-term affordabilityassurances.CityTax Increment Financing (TIF)3) Community Land TrustPartnership/LandHabitat1. Consider establishing a Community Land Trust (CLT) organization that has the capacity to take on management responsibilities ofpermanent restrictions.HabitatCommunity Land Trust2. Coordinate with existing housing providers with CLT homes to increase efficacy and avoid redundancy.HabitatCommunity Land Trust4) Deed Restricted Housing (permanent)PreservationCity1. Transition to a permanent restriction when publicly subsidized community housing units are created.$$CityDeed Restricted Housing (Permanent)2. Align with other policies: fee waivers and incentives.CityDeed Restricted Housing (Permanent)3. Create a permanent deed restriction that balances longterm affordability with wealth creation.CityDeed Restricted Housing (Permanent)4. Structure the eligibility and occupancy criteria to ensure “fairness.”CityDeed Restricted Housing (Permanent)5. Increase management capacity - begin by evaluating existing capacity, considering adjustments, and/or establishing a new entity,such as a Housing Authority or Community Land Trust.$$$CityDeed Restricted Housing (Permanent)6. Emphasize customer service, such as one point of contact.Deed Restricted Housing (Permanent)5) Inclusionary ZoningRegulationCity1. Revisit Affordable Housing Ordinance: evaluate what has worked and not.CityInclusionary Zoning2. Apply to multi-family development, as well as single family: ownership and rental.CityInclusionary Zoning3. Incorporate incentives along with housing development requirement.CityInclusionary Zoning4. Consider addressing up to 120% AMI for ownership.$$$CityInclusionary Zoning5. Require deed restrictions to be permanent.CityInclusionary Zoning6. Ensure consistency with other development codes.Inclusionary Zoning6) Public / Private / Institutional PartnershipsPartnership/LandSchool District1. Establish criteria to prioritize site(s).School DistrictPublic/Private/Institutional Partnerships2. Understand partner and site constraints.School DistrictPublic/Private/Institutional Partnerships3. Facilitate partnerships.School DistrictPublic/Private/Institutional Partnerships4. Issue Request for Proposals with desired community housing outcomes.School DistrictPublic/Private/Institutional Partnerships5. Keep prioritized list for future housing opportunities.School DistrictPublic/Private/Institutional Partnerships7) Home Buyer AssistanceProgramCity1. Build upon existing program through the City, HRDC, Habitat for Humanity.CityHome Buyer Assistance2. Seek local funding to serve households up to 120% AMI$$CityHome Buyer Assistance3. Community education program – financial literacy and assistance options.$CityHome Buyer Assistance4. Work with employers to assist employees. Technical assistance, loan/grant options, administration, etc.$CityHome Buyer Assistance8) Permanent Supportive Housing (PSH) and TransitionalProgramHRDC1. Inform developers of PSH incentives/opportunities.HRDCPermanent Supportive Housing (PSH) and2. Identify needs (HRDC).HRDCPermanent Supportive Housing (PSH) and3. Form housing group to advocate for more state funds.HRDCPermanent Supportive Housing (PSH) and4. Implement FUSE model to more efficiently and effectively provide services (HRDC).HRDCPermanent Supportive Housing (PSH) and9) Fee Waiver / DeferralIncentiveCity1. Update Affordable Housing Ordinance to reflect how fee waiver is implemented.CityFee Waiver/Deferral2. Structure fees to incentivize desired development (e.g. lower fees for smaller ownership and for-rent units, etc.).CityFee Waiver/Deferral3. Explore options to cover the cost of reduced fees – general fund, tax increment financing (TIF), etc.$$CityFee Waiver/Deferral4. Create an upfront schedule of all fees for developments – predictability.CityFee Waiver/Deferral5. Ensure homes benefit the community (deed restricted) if get reduced fees.CityFee Waiver/Deferral10) Co-op Housing (mobile home parks)PreservationHRDC1. Explore as a means to preserve mobile home parks.HRDCCo-op Housing (Mobile Home Parks)2. Reach out to NeighborWorks Montana through HRDCHRDCCo-op Housing (Mobile Home Parks)3. Explore how the program works.HRDCCo-op Housing (Mobile Home Parks)4. Verify that it can work in Bozeman/with Bozeman area mobile home parks, including evaluating parks and residents for interestand feasibility.HRDCCo-op Housing (Mobile Home Parks)11) Land BankingPartnership/LandCity1. Establish criteria to prioritize sites(s).CityLand Banking258143
Affordable Housing Action StrategiesExistingProcedurePolicyDirectionOne TimeResourcesNeededOngoingResourcesNeededLegalStaffRecommendationFundingDifficultyTypeLeadStrategy2. Inventory potential opportunities.CityLand Banking3. Understand constraints.CityLand Banking4. Include vacant, underutilized, redevelopment.CityLand Banking12) Employer Assisted HousingProgramProspera1. Need education of and outreach to employers – present options and educate on tools available.ProsperaEmployer Assisted Housing2. Hold symposium/education session. May be led by Chamber, Prospera, employers that currently have assisted housing programsin place, or another.ProsperaEmployer Assisted Housing3. Gauge interest in options from employers. Use information from the employer survey from the Needs Assessment as a startingpointProsperaEmployer Assisted Housing4. Find leaders to carry forwardProsperaEmployer Assisted Housing13) Removal of Regulatory BarriersIncentiveCity1. Implement a biannual code revision process to make it easier for boards, committees, development professionals and the generalpublic to suggest revisions to address current and future community housing needs.CityRemoval of Regulatory Barriers2. Ensure process is predictable, transparent, useful and that codes produce what we want.CityRemoval of Regulatory Barriers3. Engage third party to edit, reorganize and reformat the UDC to be more streamlined, functional and user friendly. Removeduplicative language and inconsistencies.$$$CityRemoval of Regulatory Barriers4. Engage third party to review all city codes, regulations and policies to identify disconnects and recommend methods to resolve.$$$CityRemoval of Regulatory Barriers5. Explore revisiting Engineering Design Standards and Specifications Policy to allow more compact development standards$$CityRemoval of Regulatory Barriers6. Explore adding code section for Moveable Tiny Homes. Coordinate at the state level.CityRemoval of Regulatory Barriers14) Accessory Dwelling Units (ADU)IncentiveCity1. Explore removing special use permit requirement for a detached ADU in R-1 zone to allow by-right.CityAccessory Dwelling Units (ADU)2. The city has taken steps to decrease the cost of ADUs, educate the community about these cost reductions and exploreopportunities for additional reductions (i.e. permitting, impact fees, parking regulations).CityAccessory Dwelling Units (ADU)3. Make pre-engineered ADU designs available for free – only a building permit needed to construct.$CityAccessory Dwelling Units (ADU)4. Deed-restrict units that receive an incentive/public break to build to ensure community benefit – e.g., require long term rental,resident/employee occupancyCityAccessory Dwelling Units (ADU)15) Low Income Housing Tax Credits (LIHTC)FundingHRDC1. Work with the “Complete Count Committee” to assist with the 2020 census count. An “Entitlement Community”, or city with apopulation of 50,000, receives increased and direct tax credit allocations.HRDCLow Income Housing Tax Credits (LIHTC)2. Get Bozeman representation on the Montana Board of HousingHRDCLow Income Housing Tax Credits (LIHTC)3. Align regulations and zoning with Qualified Census Tracts to encourage LIHTC development.HRDCLow Income Housing Tax Credits (LIHTC)16) Taxes Dedicated to HousingFundingCity1. Pursue either a mill levy or bond issue$CityTaxes Dedicated to Housing2. Coordinate with a comprehensive education campaignCityTaxes Dedicated to Housing3. Consider citywide Special District.$CityTaxes Dedicated to Housing4. Evaluate what entity should hold funds collected (City, new Housing Trust fund, etc.).CityTaxes Dedicated to Housing5. Evaluate who should administer allocation of funds, taking into consideration accountability requirements with the use publicfunds.CityTaxes Dedicated to Housing6. Establish allocation criteria that considers: scoring system, leverages funds, aligns with income targets, requires permanentaffordabilityCityTaxes Dedicated to Housing17) Commercial LinkageRegulationCity1. Conduct Nexus Study to evaluate the potential impact of linkage on community housing and businesses.$$CityCommercial Linkage2. Consider the impact on business growth and the impact on the community of doing nothing (status quo).$CityCommercial Linkage3. Identify peer communities and evaluate what has worked and not worked: learn from others$CityCommercial Linkage4. Make it easy for employers to build housing today if they want to: e.g. continue to encourage residential above commercial or onsame lot.CityCommercial Linkage18) Pre-Approved Planned Unit Development (PUD)1. Evaluate past PUD relaxation approvalsCityPre-Approved Planned Unit Development (PUD)2. Explore changes in the UDC and other City standards to minimize the need for PUD relaxationsCityPre-Approved Planned Unit Development (PUD)3. Develop a pattern book and template for PUD approval when providing Affordable UnitsCityPre-Approved Planned Unit Development (PUD)19) Up-Zoning1. Align growth policy recommendations with the density goals supporting up-zoning.CityUp-Zoning2. Develop expanded criteria to be used for evaluation of up-zoning applications.CityUp-Zoning3. Develop appropriate transition standards when up-zoning existing parcels.CityUp-Zoning4. Identify areas ripe for up-zoning.CityUp-Zoning259144
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RESOLUTION NO. 5081
A RESOLUTION OF THE CITY COMMISSION OF THE CITY OF BOZEMAN,
MONTANA, ACCEPTING THE 2019 COMMUNITY HOUSING ACTION PLAN AND
ESTABLISHING IT AS A BASIS FOR FORMULATION OF HOUSING
IMPLEMENTATION ACTIONS.
WHEREAS, the City of Bozeman has recognized housing, including affordable housing,
as a community need in its growth policy since 1972; and
WHEREAS, the City of Bozeman has adopted a strategic plan that identifies affordable
housing as one area of community priority; and
WHEREAS, the City of Bozeman is committed to data and fact based decision making;
and
WHEREAS, as an aid to, and in preparation for, an updated affordable housing action
plan the City contracted with WSW Consulting and Navigate LLC to conduct a housing needs
assessment to document existing conditions and needs for housing; and
WHEREAS, the City Commission adopted Resolution 5024 on March 11, 2019 accepting
an updated housing needs assessment and directing that it be the basis for the creation of an
affordable housing action plan where housing is addressed as a community priority and in balance
with other established community priorities; and
WHEREAS, the City received a community housing action plan document in October
2019 that identifies 17 potential strategies for creation of additional housing in the community.
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Resolution 5081, Acceptance of the 2019 Community Housing Action Plan
Page 2 of 3
WHEREAS, the City’s implementation of the community housing action plan requires
additional research, evaluation, and funding development for individual strategies.
NOW, THEREFORE, BE IT RESOLVED by the City Commission of the City of
Bozeman, Montana, that:
Section 1
That the 2019 Community Housing Action Plan is accepted by the City Commission as a
document of the City.
Section 2
The City of Bozeman will begin the implementation process by evaluating, researching, and
determining required actions and consequences of individual strategies for affordable housing where
housing is addressed as a community priority and in balance with other established community
priorities.
Section 3
That the 2019 Community Housing Action Plan is attached to this resolution as Exhibit A.
Section 4
This resolution is effective upon passage.
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Resolution 5081, Acceptance of the 2019 Community Housing Action Plan
Page 3 of 3
PASSED, ADOPTED, AND APPROVED by the City Commission of the City of
Bozeman, Montana, at a regular session thereof held on the 18th day of November, 2019.
____________________________________
CYNTHIA L. ANDRUS Mayor ATTEST:
_________________________________ ROBIN CROUGH City Clerk
APPROVED AS TO FORM: ____________________________________
GREG SULLIVAN
City Attorney
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Bozeman Community Housing Action Plan
Working together to strengthen community by
increasing the inventory of quality homes
across the spectrum of needs.
October 16, 2019
Prepared by:
Christine Walker, Navigate Consulting | Wendy Sullivan, WSW Consulting | Seana Doherty, Freshtracks Collaboration
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Table of Contents
EXECUTIVE SUMMARY ....................................................................................................................................................................................... 1
BOZEMAN COMMUNITY HOUSING ACTION PLAN .............................................................................................................................................. 3
1. OBJECTIVES ........................................................................................................................................................................................................... 5
2. HOUSING ACTION STRATEGIES .................................................................................................................................................................................. 6
Timeline for Implementation ............................................................................................................................................................................. 7
Roles and Responsibilities .................................................................................................................................................................................. 9
Action Strategy Descriptions ............................................................................................................................................................................ 10
3. CORE COMPONENTS ............................................................................................................................................................................................. 22
APPENDIX A – ACTION PLAN PROCESS, DEFINITIONS AND ACKNOWLEDGEMENTS ........................................................................................ A-1
COMMUNITY HOUSING ACTION PLAN PROCESS .................................................................................................................................................................. 1
DEFINITIONS ................................................................................................................................................................................................................. 3
ACKNOWLEDGEMENTS ................................................................................................................................................................................................... 4
FRONT COVER PHOTO BY ANDY AUSTIN, VIEW OF SPANISH PEAK FROM BOZEMAN
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Executive Summary
The Bozeman Community Housing Action Plan outlines a partnership framework to address community housing in Bozeman over at
least the next five years. Community Housing is defined as:
Homes that those who live and/or work in Bozeman can afford to purchase or rent. This includes
apartments, townhomes, condominiums, emergency shelters, accessory dwelling units, mobile homes
and single-family homes – all dwelling types – serving the entire spectrum of housing needs.
The Plan presents a set of actions that address a range of community housing needs. The 2019 City of Bozeman Community Housing
Needs Assessment study showed that between 5,400 to 6,340 housing units are needed over the next five years to address the
current housing shortfall for residents and the workforce and to keep up with job growth. About 60% of these units need to be
priced below-market to meet the full range of community housing needs. This includes a mix of housing unit types to diversify
options for residents, with prices ranging primarily between $160,000 and $400,000 for ownership and $500 to $1,200 per month
for rent. This plan was developed to begin addressing identified community housing needs and to create a lasting framework for
implementation that will evolve as the community and its housing needs continue to evolve.
The partnership framework for accelerating community housing in Bozeman is based on the recognition that no one entity can solve
the local housing challenges – it takes a community to build a community.
Utilizing the 2019 City of Bozeman Community Housing Needs Assessment as a base to understand the housing needs of residents
and employees in Bozeman, a local Housing Working Group, comprised of Bozeman community stakeholders, with input from the
public and technical assistance from consultants, created this Plan. Strategies to meet housing needs have been identified and
prioritized; roles and responsibilities have been assigned. A timeline for achieving priority strategies has also been established,
recognizing that this Plan will have life beyond this timeline and will continue to evolve and meet changing community housing
needs over the long term. By including various community members in its implementation (employers, institutions, community
organizations, and stakeholders), the Plan acknowledges that community involvement is necessary for the Plan’s success.
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Objectives established in the Plan that will continue to be tracked to ensure progress is made, include:
• Ensuring community housing serves the full range of incomes without losing sight of safety net programs for extremely low
income and homeless families. This includes safety net rentals below 30% AMI (about $20,000 per year), additional resident
and employee rentals up to 80% AMI (about $55,000 per year), and ownership housing up to 150% AMI (about $104,000 per
year).
• Producing community housing at a rate that exceeds, or at least matches, job growth so that new employees can find homes.
• Striving to produce community housing at a rate that matches the spectrum of community housing needs, while also
preserving what we have through a target of no net loss of existing community housing stock below 80% AMI.
The following graphic summarizes the strategies Bozeman will pursue over the next five years. The primary affordability level that
each strategy will address is illustrated below and represents the provision of a diversity of housing for community members across
multiple income levels and in various life stages.
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Bozeman Community Housing Action Plan Bridge
5800 UNITS
NEEDED BY 2025
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Bozeman Community Housing Action Plan
This section presents the Bozeman Community Housing Action Plan. This Plan will focus the community housing partnership
framework and increase the ability to meet community housing needs in Bozeman.
The primary components of the Plan include:
1. Objectives. Plan objectives are established to help monitor progress. Objectives should be revisited as community housing
needs evolve.
2. Action Strategies. The action strategies represent the prioritized strategies that have been developed to meet housing
objectives. The action strategies include defined roles and responsibilities and a timeline for achievement. This is the Action
part of the Plan.
Because not every strategy can be implemented at once, the sequence of strategies were prioritized by evaluating current
partner capacities and resources, understanding that some strategies may need to be implemented before others can be
successful, and recognizing that others may have current political or legal limitations that will take more time. This
prioritization is defined in more detail in the Action Strategy section.
3. Core Components. The core components represent the core operational needs to implement strategies, administer an
inventory of community housing, and track the progress of the Action Plan. This structure is needed for successful
implementation and to ensure continuation of the partnership framework to increase the availability of community housing
in Bozeman.
The Appendix contains a summary of the Action Plan process, defined terms used in this Plan, and acknowledgements of Plan
participants.
This Plan is also accompanied by Technical Documentation, which contains important information for Plan implementation. The
Technical Documentation contains detail on each housing action strategy. The Technical Documentation should be referenced by
implementing parties to understand the detailed background behind the formation of each strategy, best practices for each strategy,
other communities implementing the strategy, and implementation steps and roles specific to Bozeman.
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1. Objectives
The Bozeman Community Housing Action Plan presents a set of actions that address a range of community housing needs. The 2019
City of Bozeman Community Housing Needs Assessment study showed that between 5,400 to 6,340 housing units are needed over
the next five years to address the current housing shortfall for residents and the workforce and to keep up with job growth. About
60% of these units need to be priced below-market to meet the full range of community housing needs. This includes a mix of
housing unit types to diversify options for residents, with prices ranging primarily between $160,000 and $400,000 for ownership
and $500 to $1,200 per month for rent. As community housing needs change, the Housing Action Plan will evolve accordingly.
The actions identified in this Plan are designed to help Bozeman improve the availability of community housing, defined as:
Homes that those who live and/or work in Bozeman can afford to purchase or rent. This includes
apartments, townhomes, condominiums, emergency shelters, accessory dwelling units, mobile homes
and single-family homes – all dwelling types – serving the entire spectrum of housing needs.
The following objectives for meeting community housing needs will be tracked to monitor progress and revisited as community
housing needs evolve:
• Income Levels. Community housing should serve the full range of incomes without losing sight of safety net programs. The
primary focus should be on:
o Ownership housing from 80% to 120% AMI, while also incentivizing the production of missing middle housing up to
150% AMI;
o Additional resident and employee rentals up to 80% AMI; and
o Safety net rentals below 30% AMI.
• Jobs-Housing Relationship. Produce community housing at a rate that exceeds, or at least matches, job growth at income
levels and ratios being earned by Bozeman employees.
• Community Housing Built and Preserved. Strive to produce community housing at a rate that matches the spectrum of
community housing needs, while also preserving what we have through a target of no net loss of existing community housing
stock.
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2. Housing Action Strategies
Recognizing that there is no silver bullet – that no one housing strategy can do it all – the Housing Working Group evaluated about
40 different methods that could be used to address community housing needs in Bozeman. The reviewed options were based on
strategies that have been used in high-amenity communities throughout the nation to address a variety of community housing
needs. This process is described in more detail in the Appendix.
Of the different options reviewed, the Working Group, with input from the public, housing needs assessment and technical
assistance from the consultants, prioritized 17 of the options to implement within the next five years. Prioritization was required
because neither the City nor the implementing partners have the capacity or resources to implement every strategy at once, nor
would every strategy necessarily be effective in Bozeman. The other options are not lost, however. As the City and partners expand
their capacity and successes, more strategies can be brought into the housing program to increase the impact of the actions taken.
The 17 strategies identified for implementation over the next five years cover a range of options and target a variety of incomes and
housing types, ensuring that community housing needs are being addressed from multiple angles. This includes:
Funding: How do we pay for it?
Programs: How do we get people into homes?
Regulations: How do we make it happen?
Incentives: How do we make it easier?
Partnerships: How do we work together?
Preservation: How do we keep what we create?
The graphic on page two of this Plan (Executive Summary – Bozeman Community Housing Action Plan Bridge) summarizes the
housing strategies that Bozeman will implement over the next five years and the primary affordability level that each strategy will
address.
This section provides more detail on the developed strategies, to-date, as follows:
• Timeline for implementation: Shows the anticipated schedule for implementation for each community housing strategy over
the next five years.
• Roles and responsibilities: Identifies the Bozeman entities, organizations or stakeholders that will be responsible for
implementing each strategy. Lead and supporting roles are identified.
• Action strategy descriptions: Provides more detail on each of the 17 housing strategies, presented in the order shown on the
timeline. A definition is provided for each strategy, along with a summary of the proposed action steps. A summary of non-
prioritized strategies is also provided, many of which will be revisited for potential addition to the Action Plan as the housing
program matures, capacity is added, and community needs change.
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Timeline for Implementation
The 17 housing strategies identified for implementation within the next five years are shown on the timeline below. Strategies will
be monitored and modified as needed to ensure effectiveness. The bottom of the timeline shows existing housing strategies that will
continue and that will also be monitored as part of this Plan.
Strategies on the five-year timeline were identified as being “easy,” “medium,” and “hard” to implement, meaning:
• “Easy” strategies utilize existing capacity, organizations and momentum in Bozeman. This includes tweaking what already
exists to focus more specifically on housing and borrowing on current programs that are already under development. These
strategies are also perceived as having good political and community support.
• “Medium” strategies may require additional steps to complete, including more capacity or consultants; additional public
outreach and input; new partnerships and/or more funding to ensure success.
• “Hard” strategies will require a combination of additional capacity, expertise and possibly local financing; may have complex
implementation or approval systems; and may have varied political or public support requiring additional research and
education. State statutory limitations may be in place for some, requiring creative approaches or possibly legislative changes
to implement.
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Timeline of Priority Action Strategies
Abbreviations: HRDC = Human Resources Development Council
Strategies Type
General Funds Funding
Tax Increment Financing (TIF)Funding
Community Land Trust Preservation
Deed Restricted Housing (permanent)Preservation
Inclusionary Zoning Regulation
Public/Private/Institutional Partnerships Partnership/Land
Home Buyer Assistance Program
Program
Removal of Regulatory Barriers Incentive/Regulation
Accessory Dwelling Units (ADU)Incentive
Fee Waiver/Deferral Incentive
Co-op Housing (mobile home parks)Preservation Key:
Employer Assisted Housing Program Action Phase
Land Banking Partnership/Land On-going Phase
Taxes Dedicated to Housing Funding
Low Income Housing Tax Credits (LIHTC)Funding
Flexible Development Standards Incentive City changes in effect; evaluation
Short-Term Rental Regulations Regulation City adopted 2017; monitor
Housing Rehabilitation and Weatherization Preservation Habitat for Humanity; HRDC
Self Help Build Program Habitat for Humanity
Senior Housing Program Various
Funding HRDC, City
Easy- exists; Medium-redirect for housing
1 to 2 years
Short
Easy-current; modify
Mid Long
3 to 5 years 5+ years
Medium
Medium
Hard
Medium
Hard
Hard
Permanent Supportive Housing (PSH) and Transitional
Federal and State Grants/Loans – CDBG. HOME,
USDA/Rural Development, Section 8
Easy-in process
Medium
Medium-modifications
Medium
Hard
Hard
Hard
Hard
On-going programs - to continue
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Roles and Responsibilities
The Housing Working Group recognized that utilizing partners that are already working on or that have expertise with various
identified strategies have a role either leading or supporting identified actions. This includes the City, HRDC, Habitat for Humanity,
primary employers and others working with or alongside each other to further housing goals in the community. Joint
implementation provides the ability to share resources and capacity and leverage successes for a more robust and effective housing
program. More specific involvement for each strategy is summarized in the Technical Documentation for this Plan.
Matrix of Responsibilities: Action Strategies
Strategies are sorted in the same order of the timeline presented above.
Abbreviations: City = elected officials, advisory boards, and staff; HRDC = Human Resources Development Council; FUSE = Frequent Users Systems
Engagement; Habitat = Habitat for Humanity; Chamber = Bozeman Chamber of Commerce; Prospera = Prospera Business Network; MSU = Montana State
University; TBD = To Be Determined
STRATEGIES Type Lead Support
General Funds Funding City TBD
Tax Increment Financing (TIF)Funding City TIF Districts
Community Land Trust Preservation HRDC/Habitat HRDC/Habitat
Deed Restricted Housing (permanent)Preservation City HRDC/Habitat
Inclusionary Zoning Regulation City 3rd party expert
Public/Private/Institutional Partnerships Partnership/Land School district City support/convene potential
partners; County; Habitat
Home Buyer Assistance Program City/HRDC Prospera/Chamber
Permanent Supportive Housing (PSH) and Transitional Program HRDC FUSE Team, hospital
Fee Waiver/Deferral Incentive City TBD
Co-op Housing (mobile home parks)Preservation HRDC Bozeman Cohousing
Land Banking Partnership/Land City TBD
Employer Assisted Housing Program Prospera City, Habitat
Removal of Regulatory Barriers Incentive/Regulation City 3rd party expert
Accessory Dwelling Units (ADU)Incentive City MSU
Low Income Housing Tax Credits (LIHTC)Funding HRDC City
Taxes Dedicated to Housing Funding City Community/philanthropy (non profit)
Commercial Linkage Regulation City TBD
Flexible Development Standards Incentive
Short-Term Rental Regulations Regulation
Housing Rehabilitation and Weatherization Preservation
Self Help Build Program
Senior Housing Program
Federal and State Grants/Loans – CDBG. HOME,
USDA/Rural Development, Section 8 Funding
On-going programs - to continue
HRDC, City
City changes in effect; evaluation
City adopted 2017; monitor
Habitat for Humanity; HRDC
Habitat for Humanity
Various
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Action Strategy Descriptions
This section provides a short summary of the Action Strategies, with more detailed information provided in the Technical
Documentation for this Plan. Strategies are color-coded based on the primary category type shown in the timeline:
Funding: Blue
Partnerships: Purple
Programs: Red
Regulations: Orange
Incentives: Yellow
Preservation: Green
Strategies are summarized as follows:
• Priority Action Strategies: Each priority action strategy is summarized and presented in order of implementation. A definition
is provided for each strategy, along with a summary of the proposed actions.
• On-Going Strategies: Each strategy that is on-going, meaning they are functioning and not currently a priority for additional
changes or action at this time, are summarized. This includes the definition of the strategy, its current status and comments
received.
• Potential Strategies for Future Consideration: Strategies that were evaluated, but not yet prioritized for implementation, are
summarized. This includes the definition of the strategy, along with comments from the public and Housing Working Group.
Note that the strategies with a (*) indicate that the program is already in the place.
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Bozeman Action Plan Strategies
General Funds*An annual or occasional budget
allocation primarily to support
staffing, pre-development and
gap financing for community
housing.
• Maintain in the short-term until broad-based, reliable funding source is
secured.
• Establish allocation criteria to inform use of the City’s Affordable Housing
Fund.
Tax Increment
Financing (TIF)*
Allows a local government or
redevelopment authority to
generate revenues for properties
targeted for improvement. As
improvements are made within
the district, and as property
values increase, the incremental
increases in property tax
revenue are earmarked for a
fund. Expenditures of TIF-
generated revenues are subject
to certain restrictions and must
be spent within the district.
• Use of TIF to support community housing needs to be explored at the local
and state levels.
• Downtown is considering the use of TIF to incentivize ADUs and 1-bedroom
units and/or units that have long-term affordability assurances.
• Considerations:
o More TIF for housing means less money is available for other
community priorities.
o Potential challenges with state regulations and use for housing.
o May be vulnerable at the state – care in crafting.
o The establishment of any new TIF districts should balance competing
community funding priorities.
Community Land
Trust*
Community nonprofit owns land,
develops housing and provides
long-term stewardship for
permanent affordability through
long-term ground leases.
Typically, single family or
townhomes for moderate and
middle-income households.
• Consider establishing a Community Land Trust (CLT) organization that has
the capability to take on management responsibilities of permanent
restrictions.
• Coordinate with existing housing providers with CLT homes to increase
efficacy and avoid redundancy.
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Deed Restricted
Housing
(Permanent)
Dwelling units permanently
restricted by occupancy (local
employee/resident), income
level, and with rent/resale
restrictions to retain affordability
in rising and high cost housing
markets.
• Transition to a permanent restriction when publicly subsidized community
housing units are created.
• Align with other policies: fee waivers and incentives.
• Create a permanent deed restriction that balances long-term affordability
with wealth creation.
• Structure the eligibility and occupancy criteria to ensure “fairness.”
• Increase management capacity - begin by evaluating existing capacity,
considering adjustments, and/or establishing a new entity, such as a
Housing Authority or Community Land Trust.
• Emphasize customer service, such as one point of contact.
Inclusionary
Zoning*
Requires that new residential
subdivisions and PUD’s
include/build homes that are
deed restricted for community
housing.
• Revisit Affordable Housing Ordinance: evaluate what has worked and not.
• Apply to multi-family development, as well as single-family: ownership and
rental.
• Incorporate incentives along with housing development requirement.
• Consider addressing up to 120% AMI for ownership.
• Require deed restrictions to be permanent.
• Ensure consistency with other development codes.
Public/Private/
Institutional
Partnerships
Public/institutional organizations
partnering with the private
sector for development
expertise to build community
housing on publicly owned site.
May be vacant or under-utilized
land. May also include
institutional properties.
• Establish criteria to prioritize site(s).
• Understand partner and site constraints.
• Facilitate partnerships.
• Issue Request for Proposals with desired community housing outcomes.
• Keep prioritized list for future housing opportunities.
Homebuyer
Assistance*
Down payment assistance of
grants or second mortgages for
qualified buyers. Can be used for
restricted or market units.
• Build upon existing program through the City, HRDC, Habitat for Humanity.
• Seek local funding to serve households up to 120% AMI.
• Community education program – financial literacy and assistance options.
• Work with employers to assist employees. Technical assistance, loan/grant
options, administration, etc.
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Permanent
Supportive
Housing (PSH)
and
Transitional*
PSH pairs housing with supportive
services to transition chronically
homeless into home security.
Transitional housing provides
temporary assistance to bridge the
gap from homelessness to
permanent housing.
• Inform developers of PSH incentives/opportunities.
• Identify needs (HRDC).
• Form housing group to advocate for more state funds.
• Implement FUSE model to more efficiently and effectively provide services
(HRDC).
Water/sewer, building permit or
other fees waived in part or whole
or deferred until occupancy/sale
to reduce upfront cost to build.
General funds or other source
need to cover cost if fees waived
or reduced and/or for the deferral
period.
• Update Affordable Housing Ordinance to reflect how fee waiver is
implemented.
• Structure fees to incentivize desired development (e.g. lower fees for
smaller ownership and for-rent units, etc.).
• Explore options to cover the cost of reduced fees – general fund, tax
increment financing (TIF), etc.
• Create an upfront schedule of all fees for developments – predictability.
• Ensure homes benefit the community (deed restricted) if get reduced
fees.
Co-op Housing Common ownership and
management of purpose-built
communities. As related to
preserving mobile home parks,
residents form a corporate entity
that purchases the park, placing
the responsibility of park
maintenance in the hands of the
residents. Residents can self-
organize to purchase or seek
assistance. NeighborWorks
Montana can provide assistance in
Montana.
• Explore as a means to preserve mobile home parks.
• Reach out to NeighborWorks Montana through HRDC
o Explore how the program works.
o Verify that it can work in Bozeman/with Bozeman area mobile home
parks, including evaluating parks and residents for interest and
feasibility.
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Land Banking Acquiring land for eventual
community housing development.
Acquisition may occur through
purchase, trades, life estates,
donation (non-profits), in-lieu
requirements.
• Establish criteria to prioritize sites(s).
• Inventory potential opportunities.
• Understand constraints.
• Include vacant, underutilized, redevelopment.
Employer
Assisted Housing
Employers providing housing support
to employees. May be direct
employee support (help with housing
search, down payment,
rent/mortgage, relocation) or master
lease/buy/construct units.
• Need education of and outreach to employers – present options and
educate on tools available.
• Hold symposium/education session. May be led by Chamber, Prospera,
employers that currently have assisted housing programs in place, or
another.
• Next step:
o Gauge interest in options from employers. Use information from the
employer survey from the Needs Assessment as a starting point.
o Find leaders to carry forward
Updating/modifying code provisions
and procedures that impair
community housing development.
For example, ensuring codes are
consistent, simplifying applications.
Complete code review and rewrite
might be required.
• Implement a biannual code revision process to make it easier for boards,
committees, development professionals and the general public to suggest
revisions to address current and future community housing needs.
• Ensure process is predictable, transparent, useful and that codes produce
what we want.
• Engage third party to edit, reorganize and reformat the UDC to be more
streamlined, functional and user friendly. Remove duplicative language
and inconsistencies.
• Engage third party to review all city codes, regulations and policies to
identify disconnects and recommend methods to resolve.
• Explore revisiting Engineering Design Standards and Specifications Policy
to allow more compact development standards.
• Explore adding code section for Moveable Tiny Homes. Coordinate at the
state level.
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An ADU is a second smaller home
sharing a lot with a single-family or
townhome residence. Some examples
include an apartment over a garage, a
tiny house in the backyard, or a
basement apartment. Accessory
dwellings that may be restricted for
use by residents and employees
require compliance monitoring.
• Explore removing special use permit requirement for a detached ADU in
• R-1 zone to allow by-right.
• The city has taken steps to decrease the cost of ADUs, educate the
community about these cost reductions and explore opportunities for
additional reductions (i.e. permitting, impact fees, parking regulations).
• Make pre-engineered ADU designs available for free – only a building permit
needed to construct.
• Deed-restrict units that receive an incentive/public break to build to ensure
community benefit – e.g., require long term rental, resident/employee
occupancy.
Low Income
Housing Tax
Credits (LIHTC)*
A federal program that creates an
incentive to finance rental housing
for households below 60% AMI.
• Work with the “Complete Count Committee” to assist with the 2020 census
count. An “Entitlement Community”, or city with a population of 50,000,
receives increased and direct tax credit allocations.
• Get Bozeman representation on the Montana Board of Housing.
• Align regulations and zoning with Qualified Census Tracts to encourage
LIHTC development.
Taxes Dedicated
to Housing
Sales, property, lodging, short-term
rental fee, real estate transfer,
excise tax, vacancy tax, unit
demolition or conversion fees. Voter
approval required in most states.
Revenue stream can be used for
most housing-related activities.
Approval requires extensive public
education.
• Pursue either a mill levy or bond issue.
• Coordinate with a comprehensive education campaign.
• Consider citywide Special District.
• Evaluate what entity should hold funds collected (City, new Housing Trust
fund, etc.).
• Evaluate who should administer allocation of funds, taking into
consideration accountability requirements with the use public funds.
• Establish allocation criteria that considers: scoring system, leverages funds,
aligns with income targets, requires permanent affordability.
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Commercial
Linkage
Requires new commercial
development to provide housing or
pay fees for a portion of employees
needed to fill the new jobs
generated by the development.
Nexus study is required to
determine the mitigation
requirement. Fluctuates with
building activity.
• Conduct Nexus Study to evaluate the potential impact of linkage on
community housing and businesses.
• Consider the impact on business growth and the impact on the community
of doing nothing (status quo).
• Identify peer communities and evaluate what has worked and not worked:
learn from others.
• Make it easy for employers to build housing today if they want to: e.g.
continue to encourage residential above commercial or on same lot.
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On-Going Strategies
Modified land use regulations in exchange for community
housing. May include reductions in parking, setbacks, open
space, height limits, road widths, etc. Quality, compatibility,
safety and neighborhood impacts are concerns.
• City changes are in effect – monitor.
• Comments for future consideration:
o Create predictable list of incentives that are by-right
(approved by staff) in exchange for providing
community housing benefit.
o Amend utility and engineering standards to enable
the creation of tiny home villages.
o Evaluate reasons why mobile home parks are not
being built or updated, consider adjustments to the
building codes, engineering standards and UDC to
encourage.
Short Term Rental
(STR) Regulations*
Prohibiting or limited the use of homes for STR in specified
neighborhoods or zones; placing resident-occupancy
requirements on units that are rented short-term (e.g. rent
bedroom only; ADU and primary home cannot both be STR;
etc); require registration and charge fees; or other options.
• City adopted restrictions in 2017; monitor.
Housing Rehabilitation
and Weatherization*
Repairing, updating, enlarging, improving energy efficiency, and
providing handicapped accessibility, typically with Federal or
State grants with strict limitation on who can be served.
Staff/time intensive. Does not increase inventory of Community
Housing; rather improves the quality of the existing housing
inventory.
• Implementing partners: Habitat for Humanity; HRDC
• Comments/benefits:
o Enables people to stay in their homes.
o Weatherization serves households earning <60%
AMI.
o Provides low interest loans to rehab homes.
o Differentiate rehab (e.g. The Boulevards) from
weatherization.
o Keep – it’s a good thing.
Self Help Build* Homebuyers receive low interest loans and technical assistance
for their construction of homes. Requires large time
commitment
• Implementing partner: Habitat for Humanity
• Comments:
o Active in the area; keep doing it.
o Scalability is a problem – modest production.
o Land costs are a challenge in Bozeman.
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Senior Housing* High density, smaller, low maintenance units designed for
retiring residents.
• 260 affordable rentals for seniors and/or persons
with disabilities exist in the City; multiple
managers/providers are involved.
• Comment for future:
o Research full range of senior housing & service
needs
o Understand what is working well and not.
o Expand reach of needs to more than low-
income renters.
• Identify partners – a leader for this program.
Federal and State
Grants/Loans – CDBG,
HOME, USDA/Rural
Development, Section 8*
Federal and State grants/loans for affordable housing, generally
for construction of units. These include CDBG, HOME, and
USDA/Rural Development. Major federal funding cuts proposed.
Can only serve low income households (<50%, 60% or 80% AMI).
Competitive and complicated grant application and
administration process.
• Primary implementing partners: City, HRDC
• Comments:
o Utilized to the max right now.
o Allocation process skewed toward smaller
communities. Takes longer to pull required
information together in larger population
communities such as Bozeman.
o Highly competitive.
o A population >50,000 would push Bozeman to
an “Entitlement Community” status, which
would increase availability and provide direct
access to funding sources.
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Other Strategies Reviewed – For Future Consideration
HOUSING PROGRAMS
• Construction Education
Extension
• Public Sector Development
Work with local education system (high school technical
extension, community colleges, post-secondary education)
to provide training in the construction trades industry.
Initiating, designing, financing and constructing dwelling
units by municipalities, counties and/or housing
authorities. Similar to developing other public
infrastructure.
• Shortage of construction labor – program can
help build local labor/expertise.
• High school and MSU as potential partners.
• Requires public sector capacity and specific
expertise.
• Has financial risk.
FUNDING
• Construction & Debt Financing
with Favorable Terms
• Private Donations/Grants
• Special Improvement District
• Opportunity Zones
Low interest loans, tax exempt bonds, certificates of
participation and other forms of development financing
available to housing authorities, cities, counties and some
non profits to develop housing.
Tax deductible contributions to a non-profit organization,
which purchases or develops housing. Competes with
other charitable causes.
Special Improvement Districts (SIDs) are typically formed
to fund public improvements, typically infrastructure
(roads, sewer, etc.) or maintenance of City facilities or
services. Costs are distributed across the properties within
the SID that benefit from the improvements. Use
specifically for housing is not common.
The Opportunity Zones investment incentive was
established in 2017 to encourage long-term private
investments in low-income communities. Opportunity
Zones are eligible to receive private investments through
opportunity funds in the Bozeman area. The program does
not explicitly address below-market community housing
but may be designed to do so.
• Favorable terms include 90% LTV (loan to
value) and 30-40 year amortization.
• Create a pot of money to use and leverage.
• Interest rates are currently low; more effective
in high-interest rate environment.
• Donations to non-profit builders.
• Philanthropic grants.
• Consider a city-wide special improvement
district.
• Requires approval by 60% of the property
owners in the proposed district.
• System in place.
• State regulations may be a challenge.
• Not recommended for immediate use – new,
untested, and complex.
• Need education.
• Economic Development tool, does not have
any affordability incentives or controls.
• City’s AHO could require some community
housing in opportunity zones
• Tax credit projects get an equity boost in
Opportunity Zones.
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Other Strategies Reviewed – For Future Consideration (Continued)
PRESERVATION
• No Net Loss
• Condominium
Conversion Policy
• Deed Restriction –
Local Preference
• Acquisition of
Market Units
Requires replacement of below-market dwellings occupied by
residents when redevelopment occurs. Similarly-priced units
should be replaced on site or another site, or a fee-in-lieu of
replacement could be allowed. Demolition tax can be used to
fund replacement.
Limiting or prohibiting conversion of apartments to
condominiums to retain rental housing. May require some
portion of converted units to be restricted community housing
or provide first right of refusal of sales to apartment occupants,
among other conditions. Some impose a conversion fee that
goes into a housing fund.
A deed restriction can be structured to give occupancy priority
to certain households, as long as the priority does not
discriminate against protected classes (race, color, religion, sex,
handicap, familial status, national origin and, generally, source
of income) in violation of the Fair Housing Act. Common
preferences include employees that are working a certain
number of hours in the community, employees that have
worked a certain number of years in the community, and critical
employees such as emergency service providers.
Usually involves investing public funds to lower the sales price in
exchange for restricted community housing. Inability to obtain
condo mortgages can result in units being rented. Public sector
purchases can drive up prices for low-end market units.
• A demolition fee was discussed in the ”Funding”
strategy session.
• Homes transition from serving lower incomes to
higher incomes – red to green on the bridge.
• Some demolition and redevelopment is good.
• Provide plan for displaced individuals.
• Disincentivizes rehabilitation and redevelopment.
• Must define substandard/unsafe housing that is
best removed/redeveloped.
• A conversion fee was discussed in the “Funding”
strategy session.
• Converted apartments to condominiums can create
an entry level homeownership opportunity.
• Conversions from apartments to condominiums are
overseen by the state – would need to establish a
city tracking system.
• Big Sky requires 1590 hours of employment in
community.
• Be careful to not discriminate against “new locals.”
• More bang for your buck with other options.
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Other Strategies Reviewed – For Future Consideration (Continued)
REGULATIONS
• Annexation
Policies
• Residential
Linkage
Negotiating restricted community housing as part of annexation
agreements. Policy based. Entities have discretion in
negotiations. This is a widespread practice among communities
with community housing programs.
Requires new residential development to provide housing or
pay fees for a portion of employees needed to fill the new jobs
generated by the development. Nexus Study required.
Mitigation rate often increases with house size. Fluctuates with
building activity.
• Could apply to County “donuts” within the City.
• Consider if commercial linkage is applied. Ensure all type
of development contributes to community housing
impacts, not just one group.
Providing additional density in exchange for community
housing. Must be large enough to entice development yet small
enough for livability and compatibility. Not effective if existing
zoned densities are high (e.g. when zoned at a level where
developers have trouble building to existing densities).
Gives priority to developments that include community housing.
May include expedited approval; help navigating entitlements
(ombudsman approach).
• Parking will be of concern if more density allowed in
some areas.
• May need to modify existing densities for bonuses to be
effective. City currently has density minimums in all
residential districts in place.
• Need more staff capacity in order to fast track
applications.
• Potential for discontent among market rate developers if
other projects move ahead.
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3. Core Components
The Bozeman region has several programs, organizations and structures in place that are addressing community housing needs. This
Action Plan presents the ability to evolve the housing program to better meet the needs of residents and employees by creating,
strengthening and defining a partnership framework to address housing needs. This will allow Bozeman to leverage resources and
capacity throughout the community and region. We recognize that programmatically and administratively, this requires additional
capacity to manage an inventory of permanently restricted housing.
Core components are the tasks and structures needed to ensure that the partners and Plan continue to move forward. To ensure
support and continuation of this partnership, a sound administrative structure needs to be established, along with housing program
support to manage community housing that is produced through this Plan. Most of this structure needs to be in place within the first
two-years of Action Plan implementation, as shown below.
Core Components Timeline
*Darker blue = the action phase for each element; lighter blue = on-going phase.
CORE COMPONENTS LONGER TERM
Quarter 3 4 1 2 3 4 1 2 3 4 2022+
1. Action Plan Administration
2. Action Plan Coordinator/Facilitator - Action Plan to Work Plan
3. Housing Program Management
Housing guidelines
Deed restrictions (permanent)
Unit management/housekeeping
Inventory tracking
2019 2020 2021
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Each item is generally defined below, followed by the recommended implementation for each core component. For more detail,
please reference the Technical Documentation for this Action Plan:
1. Action Plan Administration – includes procuring and managing the budget and staff to implement the Plan.
The first steps of administration will be to:
o Submit the Action Plan for acceptance by the City Commission;
o Present the Plan to Gallatin County for recognition;
o Budget for 3 years of implementation (staff, contractors, etc.); and
o Evaluate existing community housing program management (housing guidelines, deed restrictions-permanent, unit
management, inventory tracking, etc.) and consider adjustment to meet community housing objectives.
2. Identify Action Plan Partner Coordinator—identifying a staff person/contractor who will serve as the convener of the Action
Plan to assist with a regular meeting schedule (quarterly to begin) to track progress, learn of partner successes and
challenges, and gather information for potential Plan modifications.
• Staff for this position could either be: 1) City of Bozeman Affordable Housing Manager, 2) Contractor with City, or 3)
Contractor with another entity, such as the Bozeman Community Foundation.
• Role of coordinator:
o Facilitation of partner meetings (at least quarterly to begin);
o Summarize and advertise the “collective impact” of Action Plan partners (update quarterly and track and advertise
through a published “Placemat” document or website);
o Public outreach/communications tasks;
o Partnership Development to build capacity of existing partners and recommend and bring in new partners;
o Project management: work with partners on teams to implement strategies (research, facilitate teams, data
analysis, outreach, etc.); and
o Work Plan development: Concurrently, the coordinator would work with each Action Plan partner to take steps
to develop a work plan for community housing from identified roles and tasks in the Action Plan.
At the city, this would include, for example, incorporating the Plan into any Memorandums of Understanding
(MOU) or contracts for implementation with supporting partners, as well as prioritizing strategies for which the
City has a role and identifying capacity and next steps for implementation.
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Action Plan to Work Plan Graphic
Bozeman Community
Housing Action Plan
CITY
AH PROGRAM MANAGER
CITY CONTRACT
COMMUNITY
FOUNDATION
ACTION PLAN
WORK PLAN
Community City County HRDC
Habitat for
Humanity
School
District Building
Industry
Chamber of
Commerce
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3. Community Housing Program Management – ensuring clear tracking, monitoring and management of units to retain
community housing goals:
a. Housing guidelines – providing information on community housing development specifications, affordability levels,
ownership and rental qualification procedures, sale/resale and rental standards, compliance and grievance processes,
unit management, etc. The City and HRDC has guidelines in place; ensuring compatibility with new permanent
affordability deed restrictions will be needed.
b. Deed restriction (permanent) – ensuring consistency, clarity, and that community housing goals are met, which means
preserving affordability in perpetuity for community housing produced.
c. Unit management/housekeeping – having a central structure in place to monitor and manage the sales/rental
occupancy, qualifications, maintenance, compliance monitoring, waitlists, etc. of community housing units. This
oversight will require additional capacity as the inventory of homes expands.
d. Inventory tracking – maintaining a database of deed-restricted rental and ownership units to track their effectiveness,
continued affordability, turnover, and occupancy to ensure the housing program and units are meeting goals. HRDC
has acquired HomeKeeper, a deed restricted housing tracking program, that can be very effective for this purpose.
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A-1
APPENDIX A – Action Plan Process, Definitions and Acknowledgements
Community Housing Action Plan Process
The Action Plan process began with an update to the “2012 Affordable Housing Needs Assessment for the City of Bozeman,
Montana,” to:
• Identify how much, what type, at which price points, and for whom community housing is needed both currently and
projected over the next five years;
• Inventory existing resources and capacity; and
• Understand current housing achievements.
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Using the 2019 City of Bozeman Community Housing Needs Assessment report and employer survey as the foundation, the Bozeman
Community Housing Action Plan process kicked off in May 2019. The process included six work sessions with the Housing Working
Group over a six-month period, two public open houses and online participation opportunities for public input. The consultant team
provided technical assistance and expertise on housing solutions in the intermountain west and, guided by a professional facilitator,
worked with the over twenty (20) community members comprising the Housing Working Group to decide upon and craft strategies
to make the Plan “Bozeman.” Input from the public helped ground the approach through open house and online opportunities for
participation. Throughout this process, the community drove the Plan’s priorities and development, resulting in the Bozeman
Community Housing Action Plan.
More specifically, the process:
• Began with an overview of key findings from the 2019 City of Bozeman Community Housing Needs Assessment and employer
survey to shape initial goals and priorities for the community housing Action Plan. The public weighed in at the first open
house and online regarding community housing objectives; Housing Working Group members were additionally presented
with information on the necessary components of successful housing programs; core needs for housing plan implementation;
and how other communities have been addressing similar housing challenges.
• At the second session, the Housing Working Group was presented with near 40 tools that other communities have used to
address community housing needs. Through input from the consultants and discussion among the Group, the Housing
Working Group prioritized tools they felt would be most effective for Bozeman.
• The Housing Working Group then spent two technical work sessions on the prioritized tools to develop action strategies.
Through this process, the Housing Working Group learned about best practices in comparable communities, developed
strategies, and discussed roles and responsibilities for implementation. The outcome of these sessions was presented to the
public in a second open house to evaluate priorities and get input on drafted actions.
• The final session modified the actions and priorities pursuant to public input received. Objectives were revaluated; a timeline
for prioritized action strategies was developed; and roles and responsibilities were identified among the various partners to
implement the Plan.
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Definitions
The following definitions are provided and coincide with those used in the City of Bozeman Community Housing Needs Assessment
(February 2019).
Affordable housing – As used in this report, housing is affordable if the monthly rent or mortgage payment is equal to or
less than 30% of gross household income (before taxes).
Area Median Income (AMI) – A term that generally refers to the median incomes published annually for counties by the
US Department of Housing and Urban Development (HUD). AMI varies by household size. AMI is used to set income and
rent limits for housing programs statutorily linked to HUD income limits (e.g. low-income housing tax credit rentals).
Community Housing – Homes that those who live and work in Bozeman can afford to purchase or rent. This includes
apartments, townhomes, condominiums, emergency shelters, accessory dwelling units, mobile homes and single-family
homes – all dwelling types – serving the entire spectrum of housing needs. The report City of Bozeman Community
Housing Needs Assessment (February 2019) identifies community housing needs in Bozeman in 2019 through 2025.
Community Housing Action Plan – A partnership framework with actionable strategies to increase the inventory of
community housing – dwellings that Bozemanites can afford to purchase or rent.
Missing Middle – Generally refers to ownership housing needed for residents and employees earning over 80% AMI, yet
that cannot afford market-rate housing. In Bozeman, this generally refers to households earning between about 80% AMI
up to 150% AMI (an average-sized 2.0-person household earning between $55,700 to $104,400 per year).
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Acknowledgements
We would like to thank everyone who gave their time and assistance to create the Bozeman Community Housing Action Plan. Input
from local employers, Realtors, developers, end-users, lenders, and property managers (through targeted interviews and focus
group meetings) and 491 businesses or about 10% of all businesses in the City of Bozeman (through an employer survey), were
central to identifying the community housing needs and several strategies that are the focus of this Plan. Development of the Plan
relied on funding from the City of Bozeman and philanthropy along with extensive participation from the City of Bozeman staff and
community stakeholders, leaders, and residents that formed the Housing Working Group:
Bozeman Community Housing Action Plan Working Group
*Many working group members are affiliated with multiple organizations in Bozeman. Only the primary affiliation of each member is listed above.
We cannot thank the community enough for the wealth of insight and experience they brought to this process. The Bozeman
Community Housing Action Plan would not exist without this broad and extensive participation.
NAME AFFILIATION
Bill Fiedler & Penny Zacharisen (Alt)Chamber of Commerce
Brian Popiel SWMBIA
Bridget Wilkinson Bozeman Area Community Foundation
Connie Campbell-Pearson Gallatin Valley Interfaith Association
David Magistrelli Habitat for Humanity
Desiree Smith Bank of Bozeman/Residential Lending
Ellen Beck Gallatin Association of Realtors
Erik Nelson ThinkTank/Development
Jason Smith Bozeman Health
Karin Jennings West Paw/Manufacturing
Kathi Thorson Legacy Properties/Property Management
Kevin Thane CAHAB
Lila Fleishman & Brian Guyer (Alt)Missing Middle
Loren Olsen & Marty Madsen City Staff
Mathieu Menard Gallatin County Planner
Pat Strauss Bozeman School District
Paul Reichert Prospera
Rob Pertzborn Intrinsik/Achitect
Scott MacFarlane Gallatin County Commission
Susan Riggs & Chris Naumann (Alt)Downtown Partnership
Terry Cunningham City Commission
Tracy Ellig & Michael Becker (Alt)Montana State University
Tracy Menuez HRDC
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THE CITY COMMISSION MEETING OF BOZEMAN, MONTANA
DRAFT MINUTES
Monday, January 13, 2020
THIS RECORDING BEGINS AT ITEM E
Previous portions of the meeting can be viewed here:
https://media.avcaptureall.com/session.html?sessionid=d9b8fe52-5bb2-4c0b-89e3-
7a9f1b724ea7&prefilter=654,3835
Staff Present at the Dais: Interim City Manager (ICM) Dennis M. Taylor, City Attorney (CA) Greg Sullivan,
Assistant City Manager (ACM) Chuck Winn, Community Development Director (CDD) Martin Matsen,
Interim City Clerk (ICC) Mike Maas, Meeting Clerk Tom Londe
A. Call to Order – 4:00 PM - Commission Room, City Hall, 121 North Rouse
B. Authorize Absence - Commissioner Michael Wallner
C. Action Item 1
1. Discussion Regarding City Manager Profile and Recruitment Process
D. Pledge of Allegiance and a Moment of Silence
06:00:09 PM (00:13:42) Call to Order
Mayor Mehl called the meeting back to order. Cm. Wallner joined the meeting.
Mayor - Chris Mehl: Present
Deputy Mayor - Cynthia Andrus: Present
Commissioner - I-Ho Pomeroy: Present
Commissioner - Terry Cunningham: Present
Commissioner - Michael Wallner: Present
E. 06:00:28 PM (00:14:01) Changes to the Agenda
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ICM Taylor added FYI after disclosures.
F. 06:00:54 PM (00:14:27) Public Service Announcement
1. No City Commission Meeting and City Offices Closed on January 20, 2020 in Observance of
Martin Luther King, Jr. Day
G. 06:01:19 PM (00:14:52) Commission Disclosures
No disclosures
06:01:25 PM (00:14:58) FYI:
Mayor Mehl announced that the Planning Board will meet in the Commission Room regarding the
Community Plan
H. 06:02:00 PM (00:15:32) Minutes
1. Approve the Regular Meeting Minutes from December 2, December 9, and December 16,
2019, Special Meeting Minutes from December 5 and December 11, 2019, Executive Session
Minutes from December 5, 2019, and User Access to Linked Minutes (Maas)
06:02:28 PM (00:16:01) Motion and Vote to approve the combined City Commission minutes from
December 2, December 5, December 9, December 11, and December 16, 2019 as submitted. The
motion passed 5-0.
Deputy Mayor - Cynthia Andrus: Motion
Commissioner - Terry Cunningham: 2nd
Mayor - Chris Mehl: Approve
Deputy Mayor - Cynthia Andrus: Approve
Commissioner - I-Ho Pomeroy: Approve
Commissioner - Terry Cunningham: Approve
Commissioner - Michael Wallner: Approve
I. 06:03:09 PM (00:16:41) Consent
1. Authorize Payment of Accounts Payable Claims for Goods and Services (LaMeres)
2. Formal Cancellation of January 20, 2020 City Commission Meeting (Maas)
3. Authorize the Interim City Manager to Sign the First Amendment to the Professional Services
Master Task Order Agreement with Design 5, LLC for Median Landscape Design Professional
Services. (Ahlstrom)
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4. Authorize the Interim City Manager to Sign Amendment Number 8 to the Durston and
Cottonwood Roads Improvements Project for the Durston Road from Flanders Mill to Fowler
Avenue Construction Phase (Murray)
5. Authorize Interim City Manager to Sign License Agreement with Merin Property Owner, LLC
and Dick Anderson Construction for Use of Community Gardens for Construction Staging for
the Merin Building (Sullivan)
6. Award Bid of the New Dump Truck to Floyd’s Truck Center in Belgrade Montana and Authorize
the Interim City Manager to Sign Purchase Agreement for the Total Amount of $96,170
(Pericich)
7. Resolution 5125, Calling a Public Hearing to Approve Certain Public Infrastructure
Improvements in the Bozeman Midtown Urban Renewal District as an Urban Renewal Project
and to Finance the Project Through the Issuance of Tax Increment Urban Renewal Bonds; and
Making a Reimbursement Declaration in the Event that Tax-Exempt Bond Proceeds Reimburse
Original Expenditures of the City (Fine)
8. Resolution 5128, Authorizing the Mayor to Sign Change Order Number 1 to the Sunset Hills
Cemetery and Lindley Park Water Conservation Project (Ahlstrom)
06:03:00 PM (00:16:33) Interim City Manager Overview
ICM Taylor provided the highlights of the consent agenda.
06:03:35 PM (00:17:08) Motion to approve Consent Items 1-8 as submitted. The motion passed 5-0.
Commissioner - Terry Cunningham: Motion
Commissioner - I-Ho Pomeroy: 2nd
06:03:45 PM (00:17:18) Public Comment
There was no public comment.
06:03:56 PM (00:17:29) Vote on the Motion to approve Consent Items 1-8 as submitted. The motion
passed 5-0.
Commissioner - Terry Cunningham: Motion
Commissioner - I-Ho Pomeroy: 2nd
Mayor - Chris Mehl: Approve
Deputy Mayor - Cynthia Andrus: Approve
Commissioner - I-Ho Pomeroy: Approve
Commissioner - Terry Cunningham: Approve
Commissioner - Michael Wallner: Approve
J. 06:04:20 PM (00:17:52) Public Comment
Mayor Mehl opened the meeting to public comment
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06:05:02 PM (00:18:35) Michelle Alverson, Public Comment
Ms. Alverson advocated that the City pursue changes to limitations upon regulating landlords in
Montana Code Annotated.
K. 06:11:14 PM (00:24:47) Special Presentation
Mayor Mehl introduced the role of special presentations for the upcoming year.
1. 06:12:13 PM (00:25:46) Human Resource Development Council's Update on Homelessness
in Bozeman (Menuez, HRDC)
06:12:44 PM (00:26:17) CEO Heather Grenier, Housing Director Shari Eslinger, and Housing and Health
Coordinator Lila Fleishman presented the state of homelessness nationally and specifically in Bozeman.
They presented the services utilized by community members and provided data on the amount of
services used.
06:26:05 PM (00:39:38) Questions
Cm. Pomeroy commented on the presentation and asked about data for positive outcomes related to
homelessness and how the City can assist with HRDC’s work with homeless citizens. She also inquired
about the status of Fork & Spoon.
Cm. Wallner thanked HRDC for their work and asked if HRDC is familiar with the work done in Boise, ID.
DM Andrus asked about other financial partners and commented on the work by the National League of
Cities.
Cm. Cunningham commented on the frequent users identified by the FUSE initiative and the need for self-
sustaining funding. He asked about the cause of homelessness in our community. He asked about the
number individuals on waiting lists and their duration for housing services.
Mayor Mehl offered his thanks to HRDC for their presentation. He commented on the benefit to the City
to hear from their community partners.
L. 06:39:45 PM (00:53:18) Action Items 2
1. 06:39:57 PM (00:53:29) Resolution 5122, Creation of Special Improvement Lighting District
758, Nelson Meadows Subdivision (Donald)
06:40:10 PM (00:53:43) Staff Presentation
Finance Director Kristin Donald explained this is the public hearing for SILD 758 for which there were no
protests received. She talked about the type of lighting, location, and assessments.
06:41:11 PM (00:54:44) Questions of Staff
Cm. Pomeroy asked about changes in lighting standards.
Cm. Wallner asked about whether the cost’s presented was for this specific district or city-wide.
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DM Andrus asked about light shields and adjustments to light intensity.
Mayor Mehl asked for the highlight of the forthcoming lighting survey.
06:48:14 PM (01:01:47) Staff Clarification
City Engineer Shawn Kohtz previewed the forthcoming results from the City’s lighting survey.
06:49:11 PM (01:02:44) Public Comment
There was no public comment.
06:49:21 PM (01:02:54) Motion to adopt Resolution 5122, Creation of Special Improvement Lighting
District Number 758, North Meadows Subdivision.
Commissioner - I-Ho Pomeroy: Motion
Commissioner - Michael Wallner: 2nd
06:49:40 PM (01:03:13) Discussion
Cm. Pomeroy stated she will support the motion.
Cm. Wallner stated the importance of lighting districts for public safety. He will support the motion.
DM Andrus stated she is looking forward to the future presentation and how to deal with overlighting
and to comply with the Dark Skies Initiative. She will support the motion.
Cm. Cunningham stated he will support the motion and added he too is looking forward to the future
lighting presentation.
06:50:53 PM (01:04:26) Vote on the Motion to adopt Resolution 5122, Creation of Special
Improvement Lighting District Number 758, North Meadows Subdivision. The motion passed 5-0.
Commissioner - I-Ho Pomeroy: Motion
Commissioner - Michael Wallner: 2nd
Mayor - Chris Mehl: Approve
Deputy Mayor - Cynthia Andrus: Approve
Commissioner - I-Ho Pomeroy: Approve
Commissioner - Terry Cunningham: Approve
Commissioner - Michael Wallner: Approve
2. 06:51:27 PM (01:04:59) Resolution 5123, Amending the City’s Annual Budget for the Street
Maintenance, Water, Wastewater, Solid Waste, Stormwater, and Public Works Admin Funds
Appropriations for the Fiscal Year Ending June 30, 2020 (FY20). (Donald)
06:51:43 PM (01:05:16) Staff Presentation
Finance Director Donald presented the changes to the current fiscal year’s budget.
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06:54:14 PM (01:07:46) Questions of Staff
Cm. Wallner asked when the first bid for the project occurred. He asked about lack of need for
snowplowing and if it is part of this project.
DM Andrus asked about the funding related to vacancy savings.
Cm. Cunningham asked what projects were forgone to create the savings expended by this project.
Cm. Pomeroy asked why the Public Works Administration fund was not adjusted.
Mayor Mehl asked about funding from Information Technology and Planning portions of the funding
adjustment.
06:58:50 PM (01:12:23) Public Comment
No public comment
06:59:06 PM (01:12:39) Motion to approve Resolution 5123, amending the City’s Annual Budget for
the Street Maintenance, Water, Wastewater, Solid Waste, Stormwater, and Public Works Admin
Funds Appropriations for the Fiscal Year Ending June 30, 2020 (FY20).
Commissioner - Michael Wallner: Motion
Deputy Mayor - Cynthia Andrus: 2nd
06:59:28 PM (01:13:01) Discussion
Cm. Wallner looks forward to staff having an improved work space. He thanked staff for their work on a
necessary project. He stated his support for the motion.
DM Andrus stated her support for the motion.
Cm. Cunningham thanked staff and appreciated the project’s improvements to workflow and morale.
Cm. Pomeroy stated her support for the motion.
Mayor Mehl spoke to the improved customer service result of this project.
07:01:38 PM (01:15:10) Vote on the motion to approve Resolution 5123, amending the City’s Annual
Budget for the Street Maintenance, Water, Wastewater, Solid Waste, Stormwater, and Public Works
Admin Funds Appropriations for the Fiscal Year Ending June 30, 2020 (FY20). The motion passed 5-0.
Commissioner - Michael Wallner: Motion
Deputy Mayor - Cynthia Andrus: 2nd
Mayor - Chris Mehl: Approve
Deputy Mayor - Cynthia Andrus: Approve
Commissioner - I-Ho Pomeroy: Approve
Commissioner - Terry Cunningham: Approve
Commissioner - Michael Wallner: Approve
3. 07:01:52 PM (01:15:25) Resolution 5120, Adoption of Annexation and Provisional Adoption
of Ordinance 2037 Regarding Annexation of 0.388 acres and Adjacent Right-of-way and
Amending the City Zoning Map for the Establishment of a Zoning Designation of R-3
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Residential Medium Density District at 2504 W. Mendenhall Street, Application 19462.
(Saunders)
07:02:35 PM (01:16:08) Staff presentation
Planner Chris Saunders presented the staff report and recommendations on the annexation and zoning
designation of application 19462.
07:10:33 PM (01:24:06) Questions of Staff
DM Andrus asked about the standards of roads included in the application.
Cm. Cunningham asked about the driving force for this application and the Zoning Commission’s action.
Cm. Pomeroy asked about unannexed islands in this area and if the applicant will be paying for
upgrades.
Cm. Wallner asked about the infill definition and specific zoning designation in the application.
Mayor Mehl asked about spot zoning criteria and the contiguous zoning extension. He asked for
clarification regarding the potential of intensification of density.
07:21:01 PM (01:34:33) Presentation of Applicant
Tanner Skelton spoke to the application’s zoning request and the process of annexation. He stated the
need for the application was due to a failed septic system.
07:24:24 PM (01:37:57) Questions of the Applicant
Cm. Cunningham spoke to the flexibility offered by the Commission to the City Manager. He asked
whether the remedy to the applicant’s immediate concern was to their satisfaction.
Cm. Pomeroy asked about costs associated with connecting to City services.
Cm. Wallner asked about the two units.
Mayor Mehl asked if the applicant had seen the staff report and if he had any issues with it.
07:27:35 PM (01:41:08) Public Comment
There was no public comment.
07:27:54 PM (01:41:27) Motion that having reviewed and considered the staff report, application
materials, public comment, and all information presented, I hereby adopt the findings presented in the
staff report for application 19462 and move to approve Resolution 5120, the 2504 W. Mendenhall
Street Annexation and authorize the Interim City Manager to sign the annexation agreement on
behalf of the City.
Deputy Mayor - Cynthia Andrus: Motion
Commissioner - Terry Cunningham: 2nd
07:28:22 PM (01:41:55) Discussion
DM Andrus stated her support of the application due to meeting of City’s goals for annexation.
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Cm. Cunningham commented on the likelihood of similar future emergency annexations and their
financial burden.
Cm. Pomeroy commented on the need for the City to help with financial needs of annexation. She will
support the motion.
Cm. Wallner stated he will not support the motion as it is out of character for the neighborhood.
Mayor Mehl stated he will support the motion.
07:33:59 PM (01:47:31) Vote on the Motion that having reviewed and considered the staff report,
application materials, public comment, and all information presented, I hereby adopt the findings
presented in the staff report for application 19462 and move to approve Resolution 5120, the 2504 W.
Mendenhall Street Annexation and authorize the Interim City Manager to sign the annexation
agreement on behalf of the City. The motion passed 4-1.
Deputy Mayor - Cynthia Andrus: Motion
Commissioner - Terry Cunningham: 2nd
Mayor - Chris Mehl: Approve
Deputy Mayor - Cynthia Andrus: Approve
Commissioner - I-Ho Pomeroy: Approve
Commissioner - Terry Cunningham: Approve
Commissioner - Michael Wallner: Disapprove
07:34:17 PM (01:47:50) Motion that having reviewed and considered the staff report, application
materials, public comment, and all information presented, I hereby adopt the findings presented in the
staff report for application 19462 and move to provisionally adopt Ordinance 2037, the 2504 W
Mendenhall Street Zone Map Amendment.
Deputy Mayor - Cynthia Andrus: Motion
Commissioner - Terry Cunningham: 2nd
07:34:40 PM (01:48:13) Discussion
DM Andrus stated she will support the motion because the applicant meets the required four goals in
the Growth Policy.
Cm. Cunningham stated support for the motion.
Cm. Pomeroy stated support for the motion.
Cm. Wallner stated he will not support the motion because R-3 zoning designation is inconsistent with
the character with the neighborhood.
Mayor Mehl agreed with the staff recommendations and will support the motion.
07:38:04 PM (01:51:36) Vote on the Motion that having reviewed and considered the staff report,
application materials, public comment, and all information presented, I hereby adopt the findings
presented in the staff report for application 19462 and move to approve Resolution 5120, the 2504 W.
Mendenhall Street Annexation and authorize the Interim City Manager to sign the annexation
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agreement on behalf of the City. The motion passed 4-1.
Deputy Mayor - Cynthia Andrus: Motion
Commissioner - Terry Cunningham: 2nd
Mayor - Chris Mehl: Approve
Deputy Mayor - Cynthia Andrus: Approve
Commissioner - I-Ho Pomeroy: Approve
Commissioner - Terry Cunningham: Approve
Commissioner - Michael Wallner: Disapprove
4. 07:38:34 PM (01:52:06) University Crossing 2020 Annexation and Zone Map Amendment,
Annexation of 1.62 Acres and Amendment of the City Zoning Map for the Establishment of a
Zoning Designation of B-2, Community Business District, Located Southwest of the
Intersection of Kagy Blvd and Stockman Way, Application 19444 (Saunders)
07:39:09 PM (01:52:41) Staff Presentation
Planner Saunders presented the staff report and recommendations on the annexation and zoning
designation of application 19444.
07:43:00 PM (01:56:33) Questions of Staff
Cm. Cunningham asked whether the applicant considered B-2M designation.
Cm. Pomeroy asked about the difference between this action item and the previous action item
regarding the lack of ordinances and resolution.
07:46:45 PM (02:00:17) Presentation of the Applicant
Matt Hauser, Project Engineer with C&H Engineering presented for the applicant.
07:48:17 PM (02:01:49) Questions of Applicant
Cm. Cunningham asked if the applicant’s representative agreed to the conditions contained in the staff
report.
07:48:47 PM (02:02:20) Public comment
There was no public comment.
07:48:59 PM (02:02:32) Motion that having reviewed and considered the staff report, application
materials, public comment, and all information presented, I hereby adopt the findings presented in the
staff report for application 19444 and move to approve the University Crossing 2020 Annexation with
recommended terms of annexation, and direct staff to prepare an annexation agreement for signature
by the parties.
Commissioner - Terry Cunningham: Motion
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Commissioner - I-Ho Pomeroy: 2nd
07:49:37 PM (02:03:10) Discussion
Cm. Cunningham agreed with the staff report and staff findings. He will support the motion.
Cm. Pomeroy stated she also agreed with staff’s recommendation and will support the motion.
Cm. Wallner thanked staff and the applicant.
07:51:05 PM (02:04:38) Vote on the Motion that having reviewed and considered the staff report,
application materials, public comment, and all information presented, I hereby adopt the findings
presented in the staff report for application 19444 and move to approve the University Crossing 2020
Annexation with recommended terms of annexation, and direct staff to prepare an annexation
agreement for signature by the parties. The motion passed 5-0.
Commissioner - Terry Cunningham: Motion
Commissioner - I-Ho Pomeroy: 2nd
Mayor - Chris Mehl: Approve
Deputy Mayor - Cynthia Andrus: Approve
Commissioner - I-Ho Pomeroy: Approve
Commissioner - Terry Cunningham: Approve
Commissioner - Michael Wallner: Approve
07:51:19 PM (02:04:52) Motion that having reviewed and considered the staff report, application
materials, public comment, and all information presented, I hereby adopt the findings presented in the
staff report for application 19444 and move to approve the University Crossing 2020 Zone Map
Amendment, with contingencies required to complete the application processing.
Deputy Mayor - Cynthia Andrus: Motion
Commissioner - I-Ho Pomeroy: 2nd
07:51:39 PM (02:05:12) Discussion
Cm. Cunningham stated the requirements for zoning. He agreed with staff’s recommendation and will
support the motion.
Cm. Pomeroy stated she will support the motion.
Cm. Wallner agreed with Cm. Cunningham in support of the motion and thanked the applicant.
DM Andrus stated her support for the motion and supports a future designation of B2-M in the future.
Mayor Mehl stated the Zoning Commission supported a B2-M designation. He stated he will support the
motion.
07:53:30 PM (02:07:03) Vote on the Motion that having reviewed and considered the staff report,
application materials, public comment, and all information presented, I hereby adopt the findings
presented in the staff report for application 19444 and move to approve the University Crossing 2020
Zone Map Amendment, with contingencies required to complete the application processing. The
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Motion Passed 5-0.
Commissioner - Terry Cunningham: Motion
Commissioner - I-Ho Pomeroy: 2nd
Mayor - Chris Mehl: Approve
Deputy Mayor - Cynthia Andrus: Approve
Commissioner - I-Ho Pomeroy: Approve
Commissioner - Terry Cunningham: Approve
Commissioner - Michael Wallner: Approve
07:53:43 PM (02:07:16) Recess
Mayor Mehl called for a 10 minute recess
08:03:15 PM (02:16:48) Call to order
Mayor Mehl called the meeting back to order.
5. 08:03:22 PM (02:16:55) Presentation of City Manager’s Recommendations Regarding
Objectives, Action Strategies, and Action Items from the Adopted Community Housing
Action Plan (Matsen)
08:03:35 PM (02:17:08) Introduction
ICM Taylor presented an introduction including an update since he was with the City two years ago.
08:06:15 PM (02:19:48) Commission Clarification
Cm. Pomeroy asked about the possibility of adding action items.
08:09:08 PM (02:22:40) Presentation of Staff
CDD Marty Matsen welcomed Tanya Andreasen, the City’s new Community Housing Program Manager.
He highlighted affordable housing’s place within the City’s Strategic Plan, the objectives of the
Community Housing Action Plan, the 19 action strategies, and staff’s seven recommended action items
to implement those strategies.
08:28:38 PM (02:42:10) Questions of staff
Cm. Pomeroy asked about the practicality of accomplishing the new seven action items. She asked
whether staff looked into efforts from other cities.
Cm. Wallner thanked Director Matsen and staff for their efforts. He asked about the effectiveness of
inclusionary zoning. He asked about the requirements for deed restricted housing. He asked about
staffing levels required to meet the action items. He asked about up-zoning actions by other cities. He
asked about current regulatory limits and their effect on affordable housing. He asked about other
cities’ efforts to adjust parking strategies related to up-zoning.
DM Andrus asked about the audit and recommendations to the UDC and how that interacts with other
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action items. She asked about needs for additional capacity requirements to align Low Income Housing
Tax Credits census tracts and City zoning. She asked about City resource requirements resulting from
actions led by community partners. She asked about criteria to allocate Community Housing Funds.
Mayor Mehl asked for clarification on who will draft recommendation for criteria of fund requests.
DM Andrus asked if any specific action items will result in a specified number of additional housing
units.
Cm. Cunningham asked for clarification from the Mayor regarding policy direction process. He asked
about staff’s level of credence given to the strategic plan when developing action items. He asked about
up-zoning’s representation in the seven action items. He asked how the City can move along strategies
that are driven by community partners. He asked about the value of the Commission having a
presentation regarding deed restriction and land trust housing. He asked for clarification regarding land
trust housing. He asked whether review of the UDC and other City codes would provide affordable
housing and the proper funding method for that effort. He asked about how LIHTC relates to code
changes.
Cm. Pomeroy asked for clarification on staffing levels of building inspectors. She asked about operating
hours in Community Development. She asked about the timeline of building reviews to address a citizen
complaint. She asked about balancing workloads of day-to-day operations with action items presented
in the Community Housing Plan.
DM Andrus asked about previous City efforts involving accessory dwelling units in relation to the
recommended actions.
Cm. Wallner asked about duplexes with an attached garage’s effect on affordable housing.
Mayor Mehl noted CAHAB’s question on incentives alignment with UDC review. He asked for
clarification on the audit and review of the UDC. He asked about CAHAB’s inquiry about rental subsidies.
He asked about a timeline from CAHAB regarding evaluation criteria to utilize workforce housing funds.
He asked about parking review’s position in the UDC review. He asked about a timeline upon adoption
of recommendations. He asked for clarification about the development tracker provided in
supplemental materials. He asked why Public/Private/Institutional Partnerships was not combined with
Employer Assisted Housing. He asked about clarification around the pre-approved plans for ADUs and
whether the number suggested would meet demand. He asked about the recommendation of no
adjustments at this time. He asked about inclusionary zoning’s particulars for effectiveness*. He asked
about including a requirement for alternative transportation related to up-zoning.
DM Andrus asked how many ADU have been built resulting from the partnership with MSU and
community demand for them. She asked whether providing pre-approved plans for ADUs would result
in a valuable return on the City’s investment.
09:50:09 PM (04:03:42) Public Comment
There was no public comment.
09:51:31 PM (04:05:04) Motion that having reviewed and considered the City Manager’s
recommendations, public comment and all other information presented, I hereby move to accept the
recommendations as outlined below.
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Commissioner - I-Ho Pomeroy: Motion
Commissioner - Terry Cunningham: 2nd
09:51:55 PM (04:05:28) Discussion
Mayor Mehl asked for any overarching motions before discussion the action strategies individually.
09:52:08 (04:05:41) Amendment to the Motion that the CAHAB Commission liaison, in coordination
with the City Manager, shall work with the Community Development Department to advance the
action plan items that require coordination with community partners, providing regular updates to the
Commission.
Commissioner - Terry Cunningham: Motion
Deputy Mayor - Cynthia Andrus: 2nd
09:52:45 PM (04:06:18) Discussion
Cm. Cunningham spoke to his amendment.
DM Andrus asked for clarification on the amendment for community partners.
Mayor Mehl asked a follow up question whether Cm. Cunningham intended his amendment to only
items recommended by staff or to any items in the Action Plan.
DM Andrus asked if Cm. Cunningham intended his amendment to move on items not recommended
from the City Manager or Director.
Cm. Cunningham clarified the intent was directed at the action strategies that the City was not
identified as the lead.
Cm. Pomeroy asked for staff’s opinion on Cm. Cunningham’s amendment.
09:58:24 PM (04:11:57) Meeting Extended
Mayor Mehl extended the meeting to 10:30 PM.
09:58:33 PM (04:12:06) Clarification of Staff
CDD Matsen and ICM Taylor responded to Cm. Pomeroy’s question.
09:59:58 PM (04:13:31) Discussion Continues
Cm. Wallner asked for clarification from Cm. Cunningham on his amendment.
Mayor Mehl asked for clarification on the reporting mechanism Cm. Cunningham recommended. He
stated his support for the amendment.
DM Andrus stated her uncertainty at this amendment setting precedent with how the Commission
operates as a liaison.
10:06:28 PM (04:20:00) Vote on the Amendment to the Motion that the CAHAB Commission liaison, in
coordination with the City Manager, shall work with the Community Development Department to
advance the action plan items that require coordination with community partners, providing regular
updates to the Commission. The motion passed 5-0.
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Commissioner - Terry Cunningham: Motion
Deputy Mayor - Cynthia Andrus: 2nd
Mayor - Chris Mehl: Approve
Deputy Mayor - Cynthia Andrus: Approve
Commissioner - I-Ho Pomeroy: Approve
Commissioner - Terry Cunningham: Approve
Commissioner - Michael Wallner: Approve
10:07:27 PM (04:21:00) Discussion
Mayor Mehl began addressing individual action strategies 1 through 19.
10:07:48 PM (04:21:21) Point of Order
Cm. Cunningham offered a motion to amend Action Plan item 2 involving Tax Increment Financing.
DM Andrus called for a point of order to clarify whether the amendment was intended to amend the
previously adopted Action Plan.
Mayor Mehl inquired of CA Sullivan the nature of the matter before the Commission.
10:08:38 PM (04:22:11) Staff Clarification
CA Sullivan stated that amending the Action Plan is not before the Commission tonight. He stated that
the Action Plan was adopted by resolution and that an amendment to the plan would have to be done
by the same process. The matter before the Commission is the implementation of the Action Plan.
CDD Matsen stated that staff intended to bring a final draft of the Action Plan after input from the
Commission for final adoption.
ICM Taylor agreed to a separate action before the Commission to amend the plan for final adoption.
10:13:30 PM (04:27:03) Amendment to the Motion to use TIF to incentivize long-term affordable
housing with the districts including incentivizing ADUs and 1-bedroom units in the Downtown TIF and
incentivizing tax-credit qualifying projects in Midtown TIF.
Commissioner - Terry Cunningham: Motion
Deputy Mayor - Cynthia Andrus: 2nd
10:14:02 PM (04:27:35) Discussion:
Cm. Cunningham spoke to his motion.
Cm. Wallner asked for the opinion of Economic Development Director (EDD) Brit Fontenot regarding the
amendment.
10:14:58 PM (04:28:31) Staff Clarification
EDD Fontenot asked why limit it to a specific district.
10:15:27 PM (04:29:00) Discussion Continues
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Cm. Cunningham offered to strike the last three words from his amendment, “in Midtown TIF.”
Mayor Mehl stated his willingness to accept a friendly amendment with no objection from the 2nd.
DM Andrus had no objection.
10:15:49 PM (04:29:22) Vote on the Amendment to the Motion to use TIF to incentivize long-term
affordable housing with the districts including incentivizing ADUs and 1-bedroom units in the
Downtown TIF and incentivizing tax-credit qualifying projects. The motion passed 5-0.
Commissioner - Terry Cunningham: Motion
Deputy Mayor - Cynthia Andrus: 2nd
Mayor - Chris Mehl: Approve
Deputy Mayor - Cynthia Andrus: Approve
Commissioner - I-Ho Pomeroy: Approve
Commissioner - Terry Cunningham: Approve
Commissioner - Michael Wallner: Approve
10:16:12 PM (04:29:45) Amendment to the Motion to add HRDC as a co-lead to strategy number three,
Community Land Trust.
Commissioner - Terry Cunningham: Motion
Commissioner - I-Ho Pomeroy: 2nd
10:16:32 PM (04:30:05) Discussion
Cm. Cunningham spoke to the amendment.
10:16:58 PM (04:30:31) Vote on the Amendment to the Motion to add HRDC as a co-lead to strategy
number three, Community Land Trust. The motion passed 4-1
Commissioner - Terry Cunningham: Motion
Commissioner - I-Ho Pomeroy: 2nd
Mayor - Chris Mehl: Approve
Deputy Mayor - Cynthia Andrus: Disapprove
Commissioner - I-Ho Pomeroy: Approve
Commissioner - Terry Cunningham: Approve
Commissioner - Michael Wallner: Approve
10:17:13 PM (04:30:46) Amendment to the Motion and Vote to facilitate a presentation to the
Commission concerning community land trust and deed restriction to inform the Commission
regarding future action. The motion passed 5-0.
Commissioner - Terry Cunningham: Motion
Deputy Mayor - Cynthia Andrus: 2nd
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Mayor - Chris Mehl: Approve
Deputy Mayor - Cynthia Andrus: Approve
Commissioner - I-Ho Pomeroy: Approve
Commissioner - Terry Cunningham: Approve
Commissioner - Michael Wallner: Approve
10:18:32 PM (04:32:05) Amendment to the Motion to work with CAHAB to develop a recommendation
on incorporating condominiums into the inclusionary zoning ordinance, possibly targeting 100 percent
AMI.
Commissioner - Terry Cunningham: Motion
Commissioner - I-Ho Pomeroy: 2nd
10:19:08 PM (04:32:41) Discussion
Cm. Cunningham spoke to the amendment that it provides specificity to staff what the Commission
would like to see.
Mayor Mehl asked about the significance of 100 percent AMI.
10:20:23 PM (04:33:55) Vote on the Amendment to the Motion to work with CAHAB to develop a
recommendation on incorporating condominiums into the inclusionary zoning ordinance, possibly
targeting 100 percent AMI. The motion passed 5-0.
Commissioner - Terry Cunningham: Motion
Commissioner - I-Ho Pomeroy: 2nd
Mayor - Chris Mehl: Approve
Deputy Mayor - Cynthia Andrus: Approve
Commissioner - I-Ho Pomeroy: Approve
Commissioner - Terry Cunningham: Approve
Commissioner - Michael Wallner: Approve
10:20:40 PM (04:34:13) Amendment to the Motion to research the feasibility of including multi-family
rental units in the inclusionary zoning ordinance, possibly targeting 80 percent AMI.
Commissioner - Terry Cunningham: Motion
Commissioner - I-Ho Pomeroy: 2nd
10:20:53 PM (04:34:26) Discussion
Cm. Cunningham spoke to the motion that the intent is primarily legal research into what Montana
Code allows.
10:21:22 PM (04:34:55) Staff Clarification
CA Sullivan asked for clarification as to the nature of the amendment whether it was intended as a
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trigger or a satisfaction of inclusionary zoning.
10:23:31 PM (04:37:04) Discussion Continues
Mayor Mehl asked whether the request was merely for a legal opinion or for the wisdom of including
rentals in the inclusionary zoning.
DM Andrus asked for clarification if Cm. Cunningham intended to add these to the recommended action
items or suggesting a timeframe.
10:25:39 PM (04:39:11) Vote on the Amendment to the Motion to research the feasibility of including
multi-family rental units in the inclusionary zoning ordinance, possibly targeting 80 percent AMI. The
motion passed 5-0.
Commissioner - Terry Cunningham: Motion
Commissioner - I-Ho Pomeroy: 2nd
Mayor - Chris Mehl: Approve
Deputy Mayor - Cynthia Andrus: Approve
Commissioner - I-Ho Pomeroy: Approve
Commissioner - Terry Cunningham: Approve
Commissioner - Michael Wallner: Approve
10:25:50 PM (04:39:23) Amendment to the Motion and Vote to work with CAHAB to develop a
recommendation regarding adjusting the single-family and townhome ownership requirements in the
inclusionary zoning ordinance to include up to 120 percent AMI.
Commissioner - Terry Cunningham: Motion
Commissioner - Michael Wallner: 2nd
Mayor - Chris Mehl: Approve
Deputy Mayor - Cynthia Andrus: Approve
Commissioner - I-Ho Pomeroy: Approve
Commissioner - Terry Cunningham: Approve
Commissioner - Michael Wallner: Approve
10:28:05 PM (04:41:38) Amendment to the Motion to work with community partners to evaluate the
establishment of home buyer assistance funds from non-city sources for home purchase made outside
the inclusionary zoning ordinance.
Commissioner - Terry Cunningham: Motion
Deputy Mayor - Cynthia Andrus: 2nd
10:28:27 PM (04:42:00) Discussion
Cm. Cunningham spoke to the motion to the willingness from the lending community to aid home
purchases on a broader sense than inclusionary zoning but the City has a role in these discussions.
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Mayor Mehl asked for clarification if this is a work item for staff or an advisory role.
10:30:45 PM (04:44:17) Vote on the Amendment to the Motion to work with community partners to
evaluate the establishment of home buyer assistance funds from non-city sources for home purchase
made outside the inclusionary zoning ordinance. The motion passed 5-0.
Commissioner - Terry Cunningham: Motion
Deputy Mayor - Cynthia Andrus: 2nd
Mayor - Chris Mehl: Approve
Deputy Mayor - Cynthia Andrus: Approve
Commissioner - I-Ho Pomeroy: Approve
Commissioner - Terry Cunningham: Approve
Commissioner - Michael Wallner: Approve
10:30:52 PM (04:44:25) Meeting Extended
Mayor Mehl extended the meeting to 10:45 PM
10:31:46 PM (04:45:19) Amendment to the motion to add Bozeman Area Community Foundation as a
co-lead on action strategy number eleven, Land Banking.
Commissioner - Terry Cunningham: Motion
Deputy Mayor - Cynthia Andrus: 2nd
10:31:59 PM (04:45:32) Discussion
Cm. Cunningham spoke to his motion that having a non-profit partner eligible to receive land donations
is beneficial to the discussion.
DM Andrus agreed as the foundation has the ability to do things the City cannot.
10:32:28 PM (04:46:01) Vote on the Amendment to the motion to add Bozeman Area Community
Foundation as a co-lead on action strategy number eleven, Land Banking. The motion passed 5-0.
Commissioner - Terry Cunningham: Motion
Deputy Mayor - Cynthia Andrus: 2nd
Mayor - Chris Mehl: Approve
Deputy Mayor - Cynthia Andrus: Approve
Commissioner - I-Ho Pomeroy: Approve
Commissioner - Terry Cunningham: Approve
Commissioner - Michael Wallner: Approve
10:33:02 PM (04:46:35) Amendment to the Motion to combine action strategies number six and
number twelve.
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Commissioner - Michael Wallner: Motion
Commissioner - Terry Cunningham: 2nd
10:33:38 PM (04:47:11) Staff Clarification
CDD Matsen asked if the intention was to retitle the new combined strategy while keep all action items
under both.
10:33:59 PM (04:47:32) Vote on the Amendment to the Motion to combine action strategies number
six and number twelve. The motion passed 5-0.
Commissioner - Michael Wallner: Motion
Commissioner - Terry Cunningham: 2nd
Mayor - Chris Mehl: Approve
Deputy Mayor - Cynthia Andrus: Approve
Commissioner - I-Ho Pomeroy: Approve
Commissioner - Terry Cunningham: Approve
Commissioner - Michael Wallner: Approve
10:34:27 PM (04:47:59) Commission Clarification
Cm. Cunningham asked about the possibility of combining action items under strategy number 18, Pre-
Approved Planned Unit Development with action items under strategy number 13, Regulatory Barriers.
10:37:10 PM (04:50:43) Commission Clarification
Cm. Cunningham stated that he thought the money dedicated to pre-approved ADU plans could be
better allocated elsewhere.
DM Andrus agreed with Cm. Cunningham.
10:37:44 PM (04:51:17) Commission Comment
Cm. Cunningham commented that strategy number fifteen, Low Income Housing Tax Credits, are a high
priority.
10:38:02 PM (04:51:35) Amendment to the Motion to conduct a legal review of Montana Code to
determine the most appropriate sustainable funding sources for Commission review and
consideration.
Commissioner - Terry Cunningham: Motion
Commissioner - Michael Wallner: 2nd
10:38:34 PM (04:52:07) Discussion
Mayor Mehl asked Cm. Cunningham if he was aware that this amendment did not create an immediate
action item.
Cm. Cunningham acknowledge the Mayor and spoke to the motion that this strategy is one of the four
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pillars of the Housing Plan. He stated that there are limitations to what is permissible and this is the first
step to rule out what is not available.
DM Andrus stated her belief that this was done during the process of developing the Housing Plan.
Cm. Cunningham agreed that it was done in a vague way and the intent of his motion is to get specific
recommendations.
10:40:32 PM (04:54:04) Vote on the Amendment to the Motion to conduct a legal review of Montana
Code to determine the most appropriate sustainable funding sources for Commission review and
consideration. The motion passed 5-0.
Commissioner - Terry Cunningham: Motion
Commissioner - Michael Wallner: 2nd
Mayor - Chris Mehl: Approve
Deputy Mayor - Cynthia Andrus: Approve
Commissioner - I-Ho Pomeroy: Approve
Commissioner - Terry Cunningham: Approve
Commissioner - Michael Wallner: Approve
10:43:06 PM (04:56:39) Staff Clarification
CDD Matsen requested clarification on the Commission’s intention for recommendation two per-
planned ADU’s.
10:43:53 PM (04:57:25) Commission Clarification
Cm. Cunningham spoke to the role of the Convener with community partners.
10:45:36 PM (04:59:09) Meeting Extended
Mayor Mehl extended the meeting to 11 PM.
10:45:55 PM (04:59:27) Discussion Continues
Cm. Pomeroy general comment she hopes the City can accomplish the action items
Cm. Cunningham offered thanks to staff for their efforts and offered his concerns about the future of
the City.
Cm. Wallner offered thanks to staff and spoke to the scope and size of the policy.
DM Andrus offered her gratitude and identified the amount of work outlined in the action plan.
Mayor Mehl offered his thanks to staff and citizens.
10:55:02 PM (05:08:35) Vote on the Motion that having reviewed and considered the City Manager’s
recommendations, public comment and all other information presented, I hereby move to accept the
recommendations as outlined below. The motion passed 5-0.
Commissioner - I-Ho Pomeroy: Motion
Commissioner - Terry Cunningham: 2nd
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Mayor - Chris Mehl: Approve
Deputy Mayor - Cynthia Andrus: Approve
Commissioner - I-Ho Pomeroy: Approve
Commissioner - Terry Cunningham: Approve
Commissioner - Michael Wallner: Approve
10:55:18 PM (05:08:51) Staff Clarification
ICM Taylor recapped tonight’s actions and staff’s effort regarding these recommendations.
6. 10:56:32 PM (05:10:05) Appointments to the Recreation and Parks Advisory Board (RPAB)
(Maas)
10:56:48 PM (05:10:21) Motion and Vote to appoint Jacob Holmes, Kendra Prather, Angie Kociolek,
Brian Close, and Katie Bills Walsh to the Recreation and Parks Advisory Board for the terms specified
by the individual positions. The motion passed 5-0.
Commissioner - Michael Wallner: Motion
Commissioner - I-Ho Pomeroy: 2nd
Mayor - Chris Mehl: Approve
Deputy Mayor - Cynthia Andrus: Approve
Commissioner - I-Ho Pomeroy: Approve
Commissioner - Terry Cunningham: Approve
Commissioner - Michael Wallner: Approve
M. 10:57:23 PM (05:10:56) FYI/Discussion
N. 10:57:27 PM (05:11:00) Adjournment
Mayor Mehl adjourned the meeting at 10:57 PM.
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