HomeMy WebLinkAbout01-05-21 EVB Agenda & Packet MaterialsA.Call to Order - 6:00 PM Via WebEx
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B.Disclosures
C.Changes to the Agenda
D.Approval of Minutes
D.1 Approval of Minutes from the December 1, 2021 meeting.(DiTommaso )
E.Public Comments
F.Action Items
F.1 Economic Vitality (EV) Board 2022 Work Plan Discussion and Approval (Fontenot )
THE ECONOMIC VITALITY BOARD OF BOZEMAN, MONTANA
EV AGENDA
Wednesday, January 5, 2022
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F.2 Appoint up to three (3) Member(s) to represent the Economic Vitality Board on the
Regional Leadership Committee (RLC) for the Economic Developemt Strategy
update.(Fontenot)
G.FYI/Discussion
H.Adjournment
I.For more information please contact Brit Fontenot, bfontenot@bozeman.net
General information about the Economic Vitality Board is available in our Laserfiche repository.
This board generally meets the first Wednesday of the month from 6:00 pm to 8:00 pm.
Citizen Advisory Board meetings are open to all members of the public. If you have a disability and
require assistance, please contact our ADA coordinator, Mike Gray at 406-582-3232 (TDD 406-
582-2301).
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Memorandum
REPORT TO:Economic Vitality Board
FROM:Jesse DiTommaso, Economic Development Specialist
Brit Fontenot, Economic Development Director
SUBJECT:Approval of Minutes from the December 1, 2021 meeting.
MEETING DATE:January 5, 2022
AGENDA ITEM TYPE:Citizen Advisory Board/Commission
RECOMMENDATION:Move to approve minutes from the December 1, 2021 meeting.
STRATEGIC PLAN:1.1 Outreach: Continue to strengthen and innovate in how we deliver
information to the community and our partners.
BACKGROUND:In accordance with Commission Resolution 5323 and the City of Bozeman's
Citizen Advisory Board Manual, all boards must have minutes taken and
approved. Prepared minutes will be provided for approval by the board at
the next regularly scheduled meeting. Staff will make any corrections
identified to the minutes before submitting to the City Clerk's Office.
UNRESOLVED ISSUES:None.
ALTERNATIVES:Do not approve the minutes.
FISCAL EFFECTS:None.
Attachments:
120121 DRAFT Economic Vitality Board Minutes.docx
Report compiled on: December 8, 2021
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Bozeman Economic Vitality Board Meeting Minutes, December 1, 2021
Page 1 of 2
THE CITY COMMMISSION MEETING OF BOZEMAN, MONTANA
MINUTES
December 1, 2021
A)00:04:50 Call to Order -6pm via WebEx
B)00:05:03 Introductions
C)00:20:26 Public Comments
D)00:22:57 FYI/Discussion
D.1 00:23:01 Discussion on Advisory Board Norms
City Manager Mihelich presented norms of behavior for citizen advisory boards.
00:36:51 Questions of Staff
D.2 00:38:11 Review of High Performing Boards Manual
City Clerk Maas presented information contained in the High Performing Boards Resolution and
the Citizen Advisory Board Manual.
00:55:47 Questions of Staff
D.3 00:57:42 City Ethics On-boarding Training
Assistant City Attorney Giuttari provided the ethics onboarding and annual training.
01:33:13 Questions of Staff
D.4 01:38:22 Role of Advisory Board
Staff Liaison and Economic Development Director Brit Fontenot presented the subject specific role
of Economic Vitality Board.
01:47:23 Questions of Staff
E)02:09:02 Adjournment
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Bozeman Economic Vitality Board Meeting Minutes, December 1, 2021
Page 2 of 2
___________________________________
Katharine Osterloth
Chair
ATTEST:
___________________________________
Brit Fontenot
Staff Liaison
PREPARED BY:
___________________________________
Jesse DiTommaso
Economic Development Specialist
Approved on: January 5, 2022
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Memorandum
REPORT TO:Economic Vitality Board
FROM:Brit Fontenot, Economic Development Director
SUBJECT:Economic Vitality (EV) Board 2022 Work Plan Discussion and Approval
MEETING DATE:January 5, 2022
AGENDA ITEM TYPE:Citizen Advisory Board/Commission
RECOMMENDATION:I move to approve the Work Plan items and strategy recommended by Staff
or with any specific changes or modifications made by the Board.
STRATEGIC PLAN:1.2 Community Engagement: Broaden and deepen engagement of the
community in city government, innovating methods for inviting input from
the community and stakeholders.
BACKGROUND:Established in August, 2021 by Resolution 5329, the Economic Vitality Board
is responsible for the following four areas of focus:
1. Community Housing. The Economic Vitality Board will provide advisory
recommendations to the Commission, and as requested by the City Manager
to the City Manager, on policies related to community housing needs.
2. Economic Development. The Economic Vitality Board will advise the City
Commission, and as requested by the City Manager to the City Manager, on
policies related to economic development issues.
3. Diversity, Equity, and Inclusion (“DEI”). The Economic Vitality Board will
advise the
City Commission, and as requested by the City Manager to the City Manager,
on policies related to diversity, equity, and inclusion. In doing so, the Board
must be cognizant the
City values and encourages the inclusion of diverse perspectives and
experiences, and makes proactive efforts to ensure Bozeman is safe,
welcoming, and inclusive.
4. Public Art. The Economic Vitality Board will advise the City Commission,
and as requested by the City Manager to the City Manager, on policies
related to the development and implementation of public art programs. In
doing so, the Board must be cognizant the City recognizes public art is an
indicator of Bozeman’s economic and community vitality. The Board will also
assist the City in conducting the City’s annual Beautification Awards.
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Additionally, the Economic Vitality Board encourages policies that:
1. Support and provide for community housing;
2. Enhance personal and professional economic growth in Bozeman, and
vitalize
Bozeman’s workforce development and job growth;
3. As requested by the City Manager or City Commission, assist the City
regarding implementation of economic development plans;
4. Promote diversity, equity, and inclusion in Bozeman;
5. Recognize the use of public art as an indicator of economic and
community vitality; and
6. Consider principles of sustainability and the Bozeman Climate Action
Plan in its policy recommendations.
Finally, Resolution 5323, adopted in August of 2021 establishes standards,
expectations, duties and norms of behavior for all appointed City boards.
Section 2 of the ordinance references the board annual work plans and
alignment with the City Commission’s adopted Strategic Plan. The elements
of the City’s adopted Strategic Plan Vision Statements include:
1. An Engaged Community. We foster a culture of engagement and civic
leadership based on innovation and best practices involving community
members of all backgrounds and perspectives.
2. An Innovative Economy. We grow a diversified and innovative economy
leveraging our natural amenities, skilled and creative people, and
educational resources to generate economic opportunities.
3. A Safe, Welcoming Community. We embrace a safe, healthy, welcoming
and inclusive community.
4. A Well-Planned City. We consistently improve our community’s quality of
life as it grows and changes, honoring our sense of place and the ‘Bozeman
feel’ as we plan for a livable, affordable, more connected city.
5. A Creative, Learning Culture. We expand learning, education, arts,
expression and creativity for all ages.
6. A Sustainable Environment. We cultivate a strong environmental ethic,
protecting our clean air, water, open spaces and climate, and promote
environmentally sustainable businesses and lifestyles.
7. A High Performance Organization. We operate as an ethical, high
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performance organization anticipating future needs, utilizing best practices,
and striving for continuous improvement.
Preparing the 2022 Economic Vitality Board work plan is a priority. As
referenced above, there are four primary areas of focus. Staff will lead a
discussion with the EV Board on the status of each of the focus areas and
recommend how the existing and ongoing work can be feathered into the
Board’s 2022 work plan. David Fine, Urban Renewal and Housing Manager
will discuss the status of the program and where the Board can join the work
in progress being done in the Community Housing program. Similarly, Dani
Hess, Community Engagement Coordinator, will lead a discussion on the
recently completed DE&I Gaps Analysis, review the Inclusive City Quarterly
Report (November, 2021) and discuss the planning for a future DE&I Action
Plan. Your Staff Liaison will lead the next two discussion on the 1% for Art
Program and finally the Economic Development Strategy Update. Your Staff
Liaison will be joined by Alisa Pyszka of Bridge Economic Development, one
of our partners on this project.
Once discussions are complete, the Board should take one vote to approve
the items and work plan strategy recommended by Staff or with any changes
or modifications made by the Board.
UNRESOLVED ISSUES:None at this time.
ALTERNATIVES:As proposed by the Economic Vitality Board.
FISCAL EFFECTS:None at this time.
Attachments:
2020 Bozeman Community Housing Action Plan.pdf
2021 Gallatin County Regional Housing Study - One Valley.pdf
CoB Inclusive City Report November 2021.pdf
CoB Equity Indicators Gaps Analysis 2021.pdf
20- Ordinance 2056 Final Adoption Establishing Municipal
Percent for Art Program.pdf
Bozeman ED Strategy Update_11-2016_Final v 2.pdf
Task Order 4 - Update of the EDS - 12.14.21.pdf
BZN ED Strategy Milestones.pdf
Report compiled on: December 23, 2021
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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.
April 9, 2020 Amendment
Prepared by:
Christine Walker, Navigate Consulting | Wendy Sullivan, WSW Consulting | Seana Doherty, Freshtracks Collaboration
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Bozeman Community Housing Action Plan – April 9, 2020 Amended Version
WSW Consulting, Inc.; Navigate, LLC.; Freshtracks Collaboration TOC
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 ............................................................................................................................................................................................. 24
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.
Bozeman City Commission Amendments
The Bozeman City Commission voted on January 13, 2000 to incorporate amendments into the October 16, 2019 Bozeman
Community Housing Action Plan. Those amendments are incorporated into this April 9, 2020 version and are shown in “pink” text
throughout the document. The amendments were not reviewed by either the Housing Working Group or Consultant Team, but are
incorporated at the request of the City of Bozeman.
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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; Community Foundation = Bozeman Area Community Foundation
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/Community Foundation 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; 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 Studios 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.
• Use TIF to incentivize long-term affordable housing within the districts
including incentivizing ADUs and 1-bedroom units in the Downtown BID
and incentivizing tax-credit qualifying projects. This amendment serves to
clarify and combine the first two actions listed in this strategy.
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.
• Facilitate a community land trust presentation to the City Commission.
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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.
• Facilitate a deed restricted housing presentation to the City Commission.
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. Work with CAHAB to
develop a recommendation for adjusting the single-household and
townhome ownership requirements in the inclusionary zoning ordinance to
include up to 120%.
• Require deed restrictions to be permanent.
• Ensure consistency with other development codes.
• Work with CAHAB to develop a recommendation on incorporating
Condominiums into the inclusionary zoning ordinance, possibly targeting
100% AMI.
• Research the feasibility of including multi-family rental units in the
inclusionary zoning ordinance, possibly targeting 80% AMI.
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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.
* Strategies "Public/Private/Institutional Partnerships" and "Employer
Assisted Housing" were seen as aligned by the Bozeman City Commission, and
they amended the document to combine them into one strategy.
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.
• 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.
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).
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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.
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.
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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
* Strategies "Public/Private/Institutional Partnerships" and "Employer Assisted
Housing" were seen as aligned by the Bozeman City Commission, and they
amended the document to combine them into one strategy.
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.
• Conduct a legal review of Montana Code to determine the most appropriate
sustainable funding sources for Commission review.
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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.
• Conduct a legal review of Montana Code to determine the most
appropriate sustainable funding sources for Commission review.
Review of
Planned Unit
Developments
(PUD)
Planned Unit Developments (PUD)
are a mechanism to gain relaxations
from City Code by providing public
benefit above and beyond what
would otherwise be required. The
PUD process can be lengthy and cost
prohibitive in some cases due to the
information needed prior to
approval. This strategy would seek
to further define elements of the
code that could be standardized for
approval when Community Housing
needs are the focus of Code
relaxations.
• Evaluate past PUD relaxation approvals.
• Explore changes in the UDC and other City standards to minimize the need
for PUD relaxations.
• Develop a pattern book and template for review of PUD criteria when a
PUD includes construction of affordable homes
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Up-Zoning With the goal of allowing increased
density where appropriate this
strategy would seek to identify areas
where density could contribute to
increased housing supply. The
strategy is meant to create
uniformity in decision making and
lend some level of certainty to
property owners looking to aid
Community Housing efforts by
adding to the housing supply beyond
what current zoning would
allow. Tools in this strategic area
may include changes to policy as
well as text within the City Code.
• Align growth policy recommendations with the density goals supporting up-
zoning.
• Develop expanded criteria to be used for evaluation of up-zoning
applications.
• Develop appropriate transition standards when up-zoning existing parcels.
• Identify areas ripe for up-zoning.
NOTE: 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.
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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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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).
40
Bozeman Community Housing Action Plan – April 9, 2020 Amended Version
WSW Consulting, Inc.; Navigate, LLC.; Freshtracks Collaboration
A-4
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
41
Gallatin County
Regional Housing Study
Summer 2021
42
Gallatin County Regional Housing Study | July 2021 2 | Intro
With a robust economy and wide attraction to those who love the outdoors,
Gallatin County, Montana has experienced rapid growth over the past decade,
growing jobs at nearly 4% per year and population approaching 3% per year
prior to the COVID pandemic in 2020. While jobs declined beginning March
2020, following the national trend due to COVID public health orders, recovery
since then has been rapid. And the housing market experienced the opposite
effect – a rapid influx of visitors and new residents seeking less populated areas
and taking advantage of the increased ability to work from home. This situation
has only exacerbated an already prevalent housing shortage problem for
residents and employees making their living in Gallatin County. This document
highlights many of those challenges and provides information and ideas by
which the region can move forward together to address these challenges.
The following pages provide a point in time overview of the local economy,
housing markets, and community housing needs, illustrating key housing and
jobs information for each primary community area and the connections between
them. This document should help:
•Create a common understanding of countywide housing needs and the
interrelationship of each county region in providing homes for residents;
•Elevate the region’s understanding of employee and resident housing basics,
including how to communicate effectively about housing issues;
•Educate and motivate regional coordination among local governments and key
stakeholders around resident and employee housing issues in Gallatin County;
•Provide the necessary baseline of data and information to promote meaningful
regional housing discussions; and
•Help the region understand how they can work to address challenges and
craft solutions.
Table of Contents
Gallatin County . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
The Language of Housing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
Identifying the Problem . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
Challenges Moving Forward . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
What Can We Do?. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .13
Next Steps. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .18
Appendix . . . . . . . . . . . . . . . www.onevalley.org/regionalhousingstudy
Introduction
METHODOLOGY
The report builds upon recent housing studies and housing action plans that
have been conducted in Bozeman and Big Sky, supplemented with available
information on all community regions in the county. It combines data from public
sources with primary research from the aforementioned studies. The information
is presented in two parts:
•The summary report presents the big picture of housing needs and
connections in the county which is intended to facilitate discussion on how to
address housing in the region; and
•The appendix contains more detailed data and figures that can be referenced
if desired. This provides a deeper dive into the data brought forth in the
summary report.
43
Gallatin County Regional Housing Study | July 2021 3 | Intro
WYOMING
ID
A
H
O
0 10 20mi
MeagherBroadwater
Jeferson
Park
Madison
Beaverhead
Three ForksLoganManhattan
Belgrade
Four Corners Bozeman
LivingstonGallatinGateway
Big Sky
West Yellowstone
Belgrade CCD
ManhattanCCD
BozemanCCD
Gallatin Gateway CCD
ThreeForksCCD
Big Sky and southCCD
Gallatin County is the third most populous county in Montana,
with approximately 120,000 people. One of the fastest
growing micropolitan communities in the country, it is uniquely
nestled between the Bridger Mountains in the north and the
Gallatin Range and Yellowstone National Park to the south.
Three Forks CCD
Population � � � � � � � � � � � � � 3,000
Located 30 miles west of Bozeman the community
attracts many middle income families, providing the
most affordable home prices in the county. The area
also has the fewest jobs in the county, which are
predominately in mining, manufacturing,
education and food services.
Belgrade CCD
Population � � � � � � � 25,000
Belgrade is the most proximate community to
Bozeman and has been growing at the second fastest
pace in the county. The area attracts families and
some households that find homes in Bozeman too
expensive. Jobs are predominately in construction,
manufacturing, retail and professional services.
Bozeman CCD
Population � � � � � � � 50,000+
Bozeman is the county seat and the primary job
center in the county. In addition to its beautiful
location, the city boasts Montana State University, a
robust and diverse economy, and is one of the fastest
growing small cities in the United States.
Manhattan CCD
Population � � � � � � � � � � � � � 5,000
Manhattan is part of the Bozeman micropolitan
area and includes Amsterdam -Churchhill, offering
mid-rental and entry-owner households. Jobs are
predominantly in agriculture, construction,
education, retail and services.
Gallatin Gateway CCD
Population � � � � � � � � 4,800
Gallatin Gateway is twelve miles southwest of
Bozeman. Housing in the community is comprised
mostly of single household homes on larger lots,
with a few rental opportunities in the Four Corners
area. Jobs are predominately construction, retail and
service, with some manufacturing.
Big Sky CDP and South (incl. West Yellowstone)
Population � � � � � � � � � � � � � 5,000
The southern end of the county is primarily a tourism
service economy and includes the town of West
Yellowstone and unincorporated community of Big
Sky. Part of the Big Sky community also falls within
neighboring Madison County.
Gallatin County
Census County Divisions (CCDs) are referenced throughout
this document and are defined as areas delineated by the
Census Bureau in cooperation with state, tribal, and local officials
for statistical purposes. CCDs have no legal function and are
not governmental units. CCD boundaries usually follow visible
features and usually coincide with census tract boundaries.
Census Designated Places (CDPs) are the statistical
counterparts of incorporated places, and are delineated to
provide data for settled concentrations of population that are
identifiable by name but are not legally incorporated under the
laws of the state.
44
Gallatin County Regional Housing Study | July 2021 4 | Intro
Affordable Housing - Housing is affordable if the
monthly rent or mortgage payment is equal to or
less than 30% of gross household income (before
taxes). Many people think the term “affordable
housing” refers only to rental housing that is
subsidized by the government. In reality, it’s a very
broad term that can include housing provided by the
private, public and non-profit sectors and includes
all forms of housing tenure.
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 is used to
set income and rent limits for affordable housing
programs statutorily linked to HUD income limits
(e.g. low-income housing tax credit rentals).
AMI varies by household size and is published each
year by HUD for households at various income
levels. Common affordability categories used are
as follows:
• Extremely Low Income – At or below 30% AMI
• Very Low Income –Between 31% and 50% AMI
• Low Income – From 51% to 80% AMI
• Moderate Income – From 81% to 100% AMI
Attainable - A term used to describe the ability of a
household to enter, and graduate to successively
higher levels of, the local housing market. Implicit
in the usage of attainability is the idea that a range
of housing options (type, size, tenure, cost) exists
in the local market. Households at various income
levels can find and secure (attain) suitable housing.
Average household size - This refers to the number
of persons living in a housing unit – includes all
adults (employed or not) and children. There are
about 2.0-persons per household in the city of
Bozeman and 2.5 in Big Sky.
Average year-round jobs - The average number of
jobs available throughout the year, represented by
the sum of jobs during each month (Jan. to Dec.)
divided by the number of months in a year (twelve).
Many employers hire for only the summer or winter
seasons. Average year-round jobs condenses the
fluctuation into one number for ease of reporting
and to understand on average how many jobs a
community supplies.
Catch-up needs - The number of housing units
needed to catch up to meet the current shortfall in
housing available for residents.
Community housing - Homes that those who
live and/or work in Gallatin County 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.
Community Land Trust - A community nonprofit
that owns land, develops housing and provides
long-term stewardship for permanent affordability
through long-term ground leases. Typically, single
household or townhomes for moderate and middle-
income households.
Cost Burdened - When housing costs exceed 30%
of a household’s gross (pretax) income. Housing
costs include rent or mortgage and may or may
not include utilities, homeowner association fees,
transportation or other necessary costs depending
upon its application. Households are severely cost-
burdened when housing costs comprises 50% or
more of gross income.
Deed Restriction - A mechanism recorded
on a property to keep a housing unit out of
the speculative market. Often used to protect
the investment in and preserve the long-term
affordability of units priced below below-market
levels through a public or philanthropic subsidy, or
government regulation (I.e. density bonus, reduced
parking standards, impact fee waiver).
Employee (or workforce) housing - Housing
intended for employees earning local wages. Places
to live may or may not be rented or sold at below
market rates and can serve a range of household
income levels.
Housing unit - A residential unit such as a house,
apartment, mobile home, or group of rooms, where
a person or family eat, live and sleep.
Household - One or several persons who live in the
same dwelling and share meals. It may consist of a
family or another group of people.
In-commuter - Refers to an employee that works in
a community, but that lives outside the community
and must travel into the community for work.
Occupied housing unit - Occupied housing unit
means housing units that are occupied by persons
that consider a community as their usual place of
residence or that have no usual place of residence
elsewhere. (US Census definition). Occupied units
are also referred to as resident households in
this report.
Seasonal job - A job that lasts only during
one season.
Seasonal resident employee - An employee
that lives in a community or elsewhere in the
region for only part of the year and is employed in
that community. These may be persons that are
recruited from outside the area to fill seasonal jobs.
Subsidy - A financial or regulatory investment to
help bridge the capital gap between the cost to
produce housing and what a household can afford
to pay.
Transitional and emergency housing - Safe
and supportive places to live for those who are
temporarily in need of shelter while they secure
longer term housing.
Workforce - The people engaged in or available
for work.
Year-round job - A job that lasts throughout the
year, with no starting or ending date tied to the
seasons.
The Language of Housing This report uses a variety of terms in relation to housing, but there is not a
standard housing language. This alone is a challenge when addressing the
housing needs within the Gallatin County community. The following list of terms
will hopefully establish a baseline of definitions for Gallatin County.
45
Gallatin County Regional Housing Study | July 2021 5 | Identifying the Problem
Identifying the Problem
Jobs & Housing
Housing
Affordability
Community
Impact
• Jobs and housing are not evenly distributed within the
county, with some areas housing more workers than
providing jobs, and other areas relying on commuters to fill
jobs.
• The imbalance is increased when you see that the growth
in housing units has not been keeping up with job growth –
creating more of a housing shortage.
• The imbalance causes housing prices to rise, meaning the
wages paid in the area have trouble keeping up.
• The lack of diversity of home types mean that there are
few lower priced options for local workers to afford and for
residents to move into when their life circumstances change.
• With the low unemployment rate, if these trends continue,
even more people will need to commute for work or crowd
into homes to afford them locally.
• The increase in home sale prices and rents in Gallatin County
has been far outpacing the rise in wages, meaning that
homes are becoming more unaffordable for people earning
their living in the county.
• Most renters need homes priced under 100% AMI; there is
a large shortage of ownership homes priced between 80%
and 150% AMI for first time buyers in particular to purchase;
and the vast majority of homes available for sale are priced
for households earning 150% AMI or more.
• The affordability level varies by community, with the median
sale price of single family homes in Greater Three Forks
falling around 100% AMI, up to over 150% AMI in Bozeman
and Big Sky.
• Attached homes offer more affordable options, but are of
limited supply in most communities.
• With the rising home prices and comparatively low wages,
about 50% of renters and 24% of owners are cost-burdened
by their housing payment.
• In the effort to find homes they can afford, households
search for opportunities away from their place of work,
adding significant commuting costs to many households.
• The imbalance between where jobs are located and where
homes exist means that workers in Bozeman need to seek
homes in other places, such as Belgrade, who then push
Belgrade workers to live in Three Forks, for example.
• As jobs continue to grow, there will be more demand for
housing. This demand will vary depending on whether the
region desires to retain the current commuting patterns, or
communities desire to house more of their workers locally by
ensuring housing is available at a pace and price needed by
new workers.
The following section provides a point in time overview of the current status of
jobs, housing, and impact to the community. Key points to note are listed below.
46
Gallatin County Regional Housing Study | July 2021 6 | Identifying the Problem
Jobs & Housing
0 10 20mi
Belgrade CCD
ManhattanCCD
BozemanCCD
Gallatin Gateway CCD
ThreeForksCCD
Big Sky and southCCD
Three Forks
Manhattan
Belgrade
Bozeman
GallatinGateway
Big Sky
Commute into community area for work
Live and work in community area
Commute out of community area for work
4%
8%
Big Sky CDP and south
3%5%
Gallatin Gateway CCD
58%
69%
Bozeman CCD
3%
1%
Three Forks CCD
17%
25%Belgrade CCD
5%
3%Manhattan CCD
The labor force is in short supply in Gallatin County. As businesses recover from
COVID, job opportunities will increase, but these same businesses will face
increasing difficulty in filling positions due to low unemployment rates and wage
needs to meet the cost of living here. The information on this page is point in
time data, May 2021.
Wages
$56,200/year
professional position
$24,300/year
service industry
$51,390/year
average wage in
Gallatin County
The natural rate of unemployment is the unemployment
rate that would exist in a healthy economy operating at its
full potential.
What does unemployment
less than 4.4% mean for a community?
• Labor pool may not have requisite skills.
• Wage wars and moving vacant positions result when
businesses compete for the same skilled labor force.
• Business expense of turnover.
• The expense of moving and tight housing affects businesses
ability to attract employees from outside the area to fill jobs.
“I have had to raise wages to get
employees so that they can afford to
live here. The down side to that is that
I have had to raise my rates and have
lost customers that can no longer afford
my services.”
–2018 Employer Survey comments
Where are the jobs and households
located in Gallatin County?
4.1% increase in average wages/year
Unemployment
3�0%Unemployment rate in Gallatin County�
4�4% Natural unemployment rate nationwide*
*Estimate from the Congressional Budget Office
40% of jobs
in Gallatin
County pay
above the
average wage.
60% of jobs
in Gallatin
County pay
below the
average wage.
Housing Unit Breakdown
59%
Single-family
housing units
Detached units
on a lot.
34% - Multi-family
housing units
Townhome, condo, duplex,
apartments, all attached
housing units. The majority
(81%) of multi-family homes are
found in Bozeman and Big Sky.
7% - Other
Mobile home, boat, RV, van, etc. 97% of “other”
units are mobile homes, which are movable
manufactured homes that are design to be
towed and do not need a permanent foundation.
34%59%
7%
Growth Rate
Jobs and housing unit growth rates are not on the same path.
Households
Jobs
47,500 households in
Gallatin County
92,000 jobs in
Gallatin County
Housing Units
+
2
%
/
year
Jobs +3 �9%/year
TimeGrowth Rate47
Gallatin County Regional Housing Study | July 2021 7 | Identifying the ProblemELIGIBLE FOR FEDERAL SUB S ID IE S ADDRESSED BY LOCAL SUBSIDY
PR
O
VID
E
D B
Y
CURRENT MARKET24%6%27%12%16%11%
10%
10%
6%
9%7
%
1
4
%10%38%% of Owner Population% of Renter Population30%AMI
60%AMI
80%AMI 100%AMI
120%AMI
150%AMI
180%AMI
TransitionalandEmergencyHousing
Deeply Subsidized Rentals
SubsidizedRentals
Luxury Rentals/Ownership
Market RateRentals/Ownership
Market Rentals/SubsidizedHomeownership
Very Low Income$24,000
Low Income$49,000
Moderate Income$65,000
Middle Income$81,000 Upper MiddleIncome$98,000
Upper Income$122,000
HighIncome>$122,000
Housing Affordability The balance between what a household earns and what housing costs
is a struggle in Gallatin County. The common questions asked are:
“Can I afford to live here? And if so, where and for how long?”
Housing Affordability by Area Median Income (AMI)
In order to afford a Single Family Home In order to afford a Condo/Townhome In order to afford rent
3 full-time professional wages
6.8full-time service industry wages
or 1.8 full-time professional wages
4.3full-time service industry wages
or 1 full-time professional wages
2.4full-time service industry wages
or
Housing Costs in Gallatin County (January - May 2021)
$1,450/mo
Median monthly rent advertised for a housing
unit in Gallatin County in Dec. 2020. ($58,000 is
the income needed to afford the average rent.)
$648,000
Median sale price of a single-family home in
Gallatin County in 2021. ($166,000 is the income
needed to afford a median single-family home.)
FORRENT
$402,850
Median sale price for condo/townhome in
Gallatin County in 2021. ($103,000 is the income
needed to afford a median condo/townhome.)
Buying Renting
FORSALE
Growth Rate
Wages, housing prices, and rental rates are not on the same path.
Rental Rat
e
s
+
5
�2 %/year
Wages +4 �1%/year
Home S
al
e
Pri
c
e
+
9 �5%/year
“There is a severe lack of homes
being built that are starter homes.
Two bedrooms, with living and
storage space (ideally a garage).
Something where a young
couple can afford to start their
lives together.”
–Survey comment
“There are no homes in my price range. Have
tried to buy twice but offer not high enough.”
–Survey comment
**Based on 3-person household
TimeGrowth Rate48
Gallatin County Regional Housing Study | July 2021 8 | Identifying the Problem
Community Impact The high cost of housing compared to wages and incomes means households
struggle to afford a roof over their head as well as other life necessities.
Those who must commute to find and afford homes face significant additional
expense, not to mention stress and delays in bad weather.
Cost Burden
Cost burden is defined
as paying more than 30%
of household income for
housing (rent or mortgage,
plus utilities). Exceeding
30% means households have
insufficient income for life
necessities including food,
clothing, transportation and
health care.
50% of
RENTERS
in Gallatin County
are cost burdened�
24% of
HOME OWNERS
in Gallatin County
are cost burdened�
“Everyone wants to live in
Bozeman but find the cost of
living to be too high. The answer
is to live nearby but when all the
money is going to housing and
the cost of commuting there is not
money to make needed repairs to
their vehicles.”
–2018 Employer Survey comments (Bozeman)
CommutingFuture Needs
Jobs are
projected to
grow 2.2%/year
through 2026
(an increase of 13,132
jobs in Gallatin
County)
Bozeman to Big Sky
88 mi RT
$50 RT
($1,083/month)
Belgrade to Bozeman
22 mi RT
$12 RT
($269/month)Three Forks to Bozeman
62 mi RT
$35 RT
($754/month)
Three Forks
Belgrade
Bozeman
Big Sky
Cost to Commute*
* Based on IRS rate of $.56/mile.
Excludes other costs of commuting:
lost wages (pay/hr. commuting),
loss time with family/rest, stress.
RT=round trip
0 10 20mi
Belgrade CCD
ManhattanCCD
BozemanCCDGallatin Gateway CCD
ThreeForksCCD
Big Sky and southCCD
Three Forks
Manhattan
Belgrade
Bozeman
GallatinGateway
Big Sky
Commute into community area for work
Live and work in community area
Commute out of community area for work
2,306
1,778
813
Big Sky and south CCD
1,616
342
2,387
Gallatin Gateway CCD
20,010
21,730
10,720
Bozeman CCD
583
252
1,004
Three Forks CCD
6,004
4,045
11,578
Belgrade CCD
1,003
570
1,969
Manhattan CCD
COMMUTING IMPACTS ON EMPLOYEES
• Time and cost of commuting.
• Weather, accidents, and other
delays result in tardiness,
absences, stress.
• Unpredictable bus schedulesand capacity.
COMMUTING IMPACTS ON EMPLOYERS
• Loss of employees to jobs found
closer to their home.
• Increased employee tardiness,
absences, turnover and resulting
lower level of service.
• Cost of turnover, training and/orvacant jobs.
COMMUTE INTO community area for work
LIVE AND WORK in community area
COMMUTE OUT OF community area for work
Commuting is a result
of heavy job centers
(Bozeman and Big Sky)
and heavy housing
centers (rest of the
communities).
6,815 additional, new housing units are needed to accommodate the increase in jobs� This is in addition to the housing needs we have currently�
49
Gallatin County Regional Housing Study | July 2021 9 | Challenges Moving Forward
Employer Needs
and Involvement
Businesses cannot function if employees
cannot find homes� Some employers are
helping with housing; more opportunities
can be explored�
State
Restrictions
State statutes limit local options to pay for
and address housing needs�
Challenges Moving Forward
Cost of Construction/
Construction Challenges
$225/sq� ft� to construct, excluding
design, land, and process fees;
too expensive for locals�
Housing
Inventory
Over 6,800 homes are needed by 2026
for residents and employees, most (60%)
priced below market prices�
50
Gallatin County Regional Housing Study | July 2021 10 | Challenges Moving Forward
Development Costs Money
Developers rely on loans and other funding
sources to pay for construction. They are
available only if enough revenue can come
back to the developer after construction
is complete to pay them back. If costs of
construction go up, the amount needed to
show a profit goes up, which then drives
up the sale/rental price.
Cost of Construction/Construction Challenges
Cost to build: + soft costs: design/permits/fees
+ infrastructure cost
+ land cost
+ construction cost
A capital gap is when the cost to
develop housing is greater than
what a household can afford to pay
to cover all the development costs.
Public and/or philanthropic funds
used to fill the capital gap are often
referred to as subsidies.
Single Family Home (1,500 sq� ft�)
Capital Gap Examples (for new construction)
Construction Cost Factors
• Acquisition cost (land)
• Developer fee (cost of doing business)
• Design fees
• Construction loan interest
• Permanent financing fees
• Reserves
• Project management fees
• Cost and availability of materials
• Cost and availability of labor
• Potential revenue post construction
• Cost of operation (apartment rental building)
Cost to build:
$798,500
Affordable purchase price:
$338,200 @100% AMI
$460,300Community Investment/Assistance Needed
Cost to build:
$438,000
Townhome
Multi-Family (rental units)
Cost to build:
$11,900,000*
*For this illustration, we assume this is a 30-unit building, units are 2 bedroom each at 850 ft2 total.
Total annual rent (income) . . .$594,000
Annual operating costs . . . . . .$72,000
Net operating income (NOI). . .$522,000
NOI supported debt . . . . . $11,200,000
$99,800Community Investment/Assistance Needed
$23,333 per unit Community Investment/Assistance Needed
Affordable purchase price:
$338,200 @100% AMI
Affordable rent per unit:
$1,650/mo. @80% AMI
Capital Gap Equation
51
Gallatin County Regional Housing Study | July 2021 11 | Challenges Moving Forward
Employer Needs and Involvement
Employers, Employees,
and Housing
Jobs, employees, housing, and businesses are
all tied together. In order for a business to have
employees, those employees must have housing.
“We could not function without the housing that we
provide for our employees.”
-Local employer
Employee
Housing
Job
Businesseskept open
PROGRAM OPTIONS
Housing Search
Assistance
• Help applying for income-restricted rentals (for those that qualify)
• “Employees leasing to employees” rental inventory
• Realtor contacts to help employees learn neighborhoods and research homes
• Property manager list and contacts
Housing Unit Inventory • Purchase units (allows employer to control rents, lease terms (pets), etc.)
• Lease/master-lease agreements (easier to dispose of if no longer needed)
• Invest in new construction (rentals or ownership)
• Hotel or dorm options for short-term/emergency needs
• Temporary housing options - tiny home villages, RV lots
Renter Assistance
Programs
• First/last/deposit assistance
• Housing (rent) stipend
• Utility assistance/emergency needs (medical bills, etc.)
• Moving expenses/relocation assistance
Ownership Programs • Down payment assistance for first time homebuyers or move-up buyers
• Purchase a deed restriction from new or existing homebuyer
• Homebuyer education/financial counseling
• Home renovation/repair/rehabilitation support
• Housing stipend
• Low interest refinancing opportunities
• Utility assistance/emergency needs (medical bills, etc.)
• Moving expenses/relocation assistance
Commuting Costs • Mileage reimbursement/travel stipend
• Compensation for drive time
Other Assistance • Student loan forgiveness
• Childcare and tutoring/homeschooling assistance
• Food or grocery discounts
• Utility/emergency need assistance
• Improved transit/transit options/passes
• Insurance - medical, house/fire, pet
Options for Employer Involvement
Of that 29%:
79% pay higher wages than competitors
9% provide employer owned rentals
for employees to use
4% offer master-leased housing
for employees
8% offer temporary/relocation housing assistance for new hires
or other employees
9% provide financial assistance
to help with rent/move-in
4% provide assistance with
down payments/mortgages
According
to a 2018 City of
Bozeman Employer
Survey, about 29% of
employers indicated they
have been assisting
their employees
with housing�
Employers are responding
52
Gallatin County Regional Housing Study | July 2021 12 | Challenges Moving Forward
State RestrictionsHousing Inventory
0 10 20mi
Belgrade CCD
ManhattanCCD
BozemanCCD
Gallatin Gateway CCD
ThreeForksCCD
Big Sky and southCCD
Three Forks
Manhattan
Belgrade
Bozeman
GallatinGateway
Big Sky
333
522Big Sky CDP and south
310
219Gallatin Gateway CCD
3,951
4,678Bozeman CCD
217
94Three Forks CCD
1,677
1,126
Belgrade CCD
326
176Manhattan CCD
Based on current household distribution
Based on jobs distribution
How many housing units
are needed?
Current product being produced is
targeted to higher income households.
We need to produce
homes that community
members
can afford�
STATE RESTRICTIONS ON TAXES
Allowed Not Allowed
• Property tax
• Lodging (restricted)
• Short-term rental fee
•Unit demolition or
conversion fees
•Sales tax
•Real estate transfer tax*
•Excise tax
•Vacancy tax
*A 2010 Montana constitutional amendment specifically prohibits taxing real estate transfers.
State Restrictions on Local Communities
These restrictions inhibit the ability for communities to raise revenue
to dedicate toward housing affordability. Anything that is deemed to
interfere with the landlord/tenant relationship is explicitly not allowed.
• No rent control
• No luxury taxes
• No higher taxes on second home or out of state owners
• No real estate transfer tax
• No inclusionary zoning
• No property tax increase protections for current residents
In addition to the above opportunities
we also have the following:
Employer assisted housing
in Big Sky. . . . . . . . . . . .approx. 1,400 units
MSU student housing
in Bozeman . . . . . . . . . .approx. 5,200 units
Transitional and
Emergency Housing . . . . . . . . .see appendix
Where is community
housing located?Ownership Rental
Three Forks CCD 0 0
Manhattan CCD 0 16
Gallatin Gateway CCD 0 0
Big Sky CDP and south 59 55
Belgrade CCD 23 97
Bozeman CCD 162 940
Total 244 1,117
Subsidized Community
Housing
These units require philanthropic or public
investment, a subsidy, to bridge the capital
gap between the cost to produce the home and
what a household can afford to pay. To protect
this investment and keep the homes out of the
speculative housing market, they come with
eligibility criteria such as age, disability, or
income. Organizations manage subsidized units
to ensure the homes are used as intended, such
as qualifying households to purchase or rent the
home, annually confirming eligibility to occupy,
etc. This management responsibility is often
called stewardship.
53
Gallatin County Regional Housing Study | July 2021 13 | What Can We Do?
Pending
Developments
What Can We Do?
Current Programs
Strategies Collaboration
Communities need to look at solutions outside of the silos of their boundaries.
Working together with other cities, county, state, and partners to solve the bigger
issue is where solutions lie.
• Education and understanding of the issue and the causes from a regional standpoint
• Influence from the top down within the state
• Partnerships and coordination of efforts
54
Gallatin County Regional Housing Study | July 2021 14 | What Can We Do?
Current Programs
There are a variety
of programs available.
Determine which program
provides the assistance needed.
Determine qualification needs.
Each program has specific guidelines
for applying and required documentation.
The application process takes time.
Is there housing available for applicants?
The system has been navigated,
housing is available, assistance provided.
Current Programs
County-wide:
• HRDC
• Habitat for Humanity
of Gallatin Valley
• HAVEN
• Headwaters Community
Housing Trust
Bozeman based:
• Family Promise
• City of Bozeman
Big Sky based:
• Big Sky Community
Housing Trust
How are they Helping?
Assisting with temporary
and transitional shelter,
regular housing (defined
as rentals), and home
ownership.
Home Ownership
Assistance
• Dwellings built:
- 224 homes
- 1,117 rental units
Who Are They Helping?
The below 30% AMI to
100% AMI range, which is
only reaching the very low
end of the middle income
group (100-120% AMI).
Navigating the System
Agencies and systems are in place to help people
with housing and home ownership.
Programs
Knowledge
Qualifications
Navigation
Time
Availability
Payout
There are many organizations that are providing resource and programs to
address housing needs for special needs, low-income households, and other
households throughout the county. These organizations have a collaborative
relationship, joining resources where helpful to improve service.
HRDC
0-120% AMI (rental & ownership)
Habitat for Humanity
60% AMI (ownership)
City of Bozeman
0-120% AMI (rental & ownership)
Family Promise
30% AMI (rental)
HAVEN
30% AMI (rental)
Reach
30% AMI (rental)
Headwaters Community Housing Trust
60-120% AMI (ownership)
Big Sky Community Housing Trust
60-120% ami (rental & ownership)ELIGIBLE FOR FEDERAL SUB SID IES ADDRESSED BY LOCAL SUBSIDY
PR
O
VID
E
D B
Y
CURRENT MARKET24%6%27%12%16%
11%
10%
10%
6%
9%7
%
1
4
%10%38%% of Owner Population% of Renter Population30%AMI
60%AMI
80%AMI 100%AMI
120%AMI
150%AMI
180%AMI
TransitionalandEmergencyHousing
Deeply Subsidized Rentals
SubsidizedRentals
Luxury Rentals/Ownership
Market RateRentals/Ownership
Market Rentals/SubsidizedHomeownership
Very Low Income$24,000
Low Income$49,000
Moderate Income$65,000
Middle Income$81,000 Upper MiddleIncome$98,000
Upper Income$122,000
High
Income>$122,000
Housing assistance is provided throughout Gallatin County via a few organizations and their programs. Some of
these also serve neighboring counties.
Fewer than
200 homes
purchased in
Gallatin County
are assisted
through these
organizations.
55
Gallatin County Regional Housing Study | July 2021 15 | What Can We Do?
Pending Housing Development
*This data was obtained from planning departments of incorporated areas of Gallatin County. Unincorporated areas of Gallatin County are
regulated by the State of Montana and related data was not available. Even the shown data comes with a caution from the sources that providedinformation. Accurate projections of units that will be constructed will change over time as the development of housing from concept to
completion of construction can take many years and plans often change through the course of seeking rights to build.
Look around and you will see construction almost everywhere. But the
construction market is volatile with costs rapidly escalating due to many factors
including material and labor shortages. While this summary shows known
pending developments, many could be put on hold or canceled.
Special Needs Housing and Shelter in the Works
There are several developments in the pipeline that
address special needs and emergency shelters.
These include:
• Housing First Transitional Housing:
19 single detached tiny homes
• Community First:
170 shelter beds
• Blueprint Homes:
2 group living for teens
Below Market Rate Housing in the Works
There are several homes under construction that will meet the housing needs
of low and middle income households. These include:
Bridger View
Redevelopment
(currently under
construction)
31 permanently
restricted homes for
purchase by middle-
income residents.
Timber Ridge
Apartments:
30 rental homes
for seniors with a
household income
of less than
60% AMI.
Bozeman
Co-Housing
(in planning review):
46 condominiums,
privately owned
homes designed
around shared
common areas for
a strong sense of
community and
social engagement.
Arrowleaf
(under construction):
232 units in a low
income housing tax
(LIHTC) apartment
complex for
households earning
less than 60% AMI.
0 10 20mi
Belgrade CCD
ManhattanCCD
BozemanCCDGallatin Gateway CCD
ThreeForksCCD
Big Sky and southCCD
Three Forks
Manhattan
Belgrade
Bozeman
GallatinGateway
Big Sky
Housing Unit Types
There are approximately 1,200 units under
construction with over 950 of these units
designated as rental units**. Data shows a trend
toward more rental product than ownership,
with 4,367 rental apartments in the pipeline
and 962 under construction. The majority of
these units are market rate, which tend to
serve households below median incomes in a
stable rental market. There are also 232 Low
Income Housing Tax Credit (LIHTC) units in
planning review that would provide rentals for
households earning less than 60% AMI.
Manhattan
Single family - 7
Multi-household - 3
Three Forks
Single family - 6
Multi-household - 40
Belgrade
Single family - 200
Multi-household - 220
Bozeman
Single family - 520
Multi-household - 4,839
Pending Housing Developments in Incorporated Gallatin County*
13% - Single-family
housing units
Detached units on a lot.
87% - Multi-family housing units
Townhome, condo, duplex, apartments,
all attached housing units.
**This data is only for incorporated areas of Gallatin County. Data for “Other” was not collected.
13%
87%
56
Gallatin County Regional Housing Study | July 2021 16 | What Can We Do?
Strategies Recognizing that there is no silver bullet—that no single housing strategy can do it
all—communities utilize a variety of strategies to provide a diversity of product type
and tenure and to address housing needs across multiple income levels.
Infrastructure
Communities must obtain an understanding of their
infrastructure needs and how housing affordability fits
into that.
• Pooling Single Family Equivalents (SFEs) and water
and sewer policies
Funding
The capital gap to produce below market housing units
highlights the need for a reliable and significant pool of
funds to help subsidize the production of housing units
priced below market.
• Resort Tax
• General funds
• Fee waivers/deferral
• Tax Increment Financing (TIF)
• Private donations
• Federal/State funding (Grants/Loans)
• Homebuyer assistance – down payment
• Low-Income Housing Tax Credits (LIHTC)
• Targeted Economic Development District (TEDD)
for housing
• Voluntary Real Estate Transfer Assessment (RETA)
• Impact fees
• Taxes dedicated to housing
• Multifamily Coal Trust Homes Program
Partnerships
Organizations working together to leverage resources
and skill sets to develop or facilitate the development of
housing affordable to local residents.
• Employer provided seasonal/student housing
• Employer assisted housing
• Land acquisition
• Public/private institutional partnerships
Regulatory Tools
Levers that government entities have to manage
development in their jurisdictions.
• Zoning that allows more homes on less land
• Accessory Dwelling Units (ADUs)
•Removal of regulatory barriers
•Flexible development standards
•Annexation policies
•Housing affordability overlay
Preservation
Occupancy by locals (open and/or maintain existing
housing stock to local occupancy) and protect
investment in creating places to live for locals.
• Deed restricted housing (permanent)
• Short-Term Rentals (STR) conversion to Long-Term
Rentals (LTR)
• Short Term Rental (STR) regulations
• Employer assisted housing – rental matching and
management program
• Local option to purchase
• Buying down deed restrictions on existing homes
• Replacement or no-net-loss of housing requirements
Organizational Entity/Programs
Organizations with a mission or program that
addresses or targets a specific housing need.
• Community land trust
• Permanent Supportive Housing (PSH)
and transitional
• Co-op housing
• Housing rehabilitation and weatherization
• Self help build
• Senior housing
57
Gallatin County Regional Housing Study | July 2021 17 | What Can We Do?
Collaboration
Partnership Framework
A successful model to accelerate housing solutions is a partnership framework like the one shown here.
This framework brings together informal and formal community leaders that understand the value in
working together to maintain a vibrant and economically stable region. A collaborative environment
fosters partnerships and builds influence to thoughtfully address regional housing challenges.
An example comes from Tahoe, California. The Mountain Housing Council of Tahoe Truckee (MHC)
is a project of the Tahoe Truckee Community Foundation and brings together 28 diverse partners to
accelerate solutions to achievable local housing including availability, variety, and affordability.
www.mountainhousingcouncil.org
It takes a community to build a community.
Regionally our Gallatin County communities are
connected with the housing challenge impacting
the vitality of each one of them, and the county
as a whole. This makes it essential that the
communities come together to address the
community housing needs as these are regional
issues that require regional solutions.
Communities
Cities
County
School DistrictsProgram
Entities
Chamber of Commerce Employers
Regional Housing Approach
As shown previously there is a capital gap to produce
homes for residents who are earning a local income
that they can afford to purchase or rent. Additionally,
there are limited methods to raise reliable and
significant funds to bridge that gap and meaningfully
facilitate development of below market housing.
The question becomes, “how can we collaborate on
potential funding to move forward?” Listed to the
right is an example from Steamboat Springs, CO. But
locally, an example of potential funding comes from
the City of Bozeman, but could this be a solution for
Gallatin County as a whole?
Under consideration in the City of Bozeman is a ballot
measure to increase property taxes for mill levies to
fund affordable housing and provide repairs to a few
city facilities. Proposed are up to 7 mill levies which
could raise more than $9.5 million in the next decade.
For years the City Commission has been assigning
between 3-5 mills from the general fund to the
Bozeman Housing Fund. These funds have been used
to help subsidize the construction and preservation
of below market housing. While this funding model
has worked in the past, it does not address the fact
that there is a lack of other methods to raise funds,
and it highlights the need for a reliable and significant
source of funds for the future.
There are many other case studies and examples
available to show successes with this funding model.
Funding
STEAMBOAT SPRINGS/ROUTT
COUNTY, COLORADO: In 2017 voters
approved a one-mill property tax levy
collected over a 10-year period to fund
the development of affordable housing.
The key to the success was a strong
campaign that built upon the success
of the Yampa Valley Housing Authority
(YVHA) when it acted on the findings
of a community-wide housing steering
committee and successfully developed
an affordable apartment building, the
Reserves at Steamboat. This apartment
building contains 48 income-restricted
affordable rental apartments and used
federal income tax credits awarded
by the Colorado Housing Financing
Authority which were sold to a corporate
investor, allowing YVHA to partner with
a private sector apartment building
developer for the new housing project.
The tax raises about $900,000 annually
until it sunsets after 10 years. The YVHA
has been using these tax dollars to
leverage private investment to develop
affordable housing. They actively seek
development partners to further their
goals, clearly laying out what YVHA
can provide which is gap financing,
tax exemptions, local entitlements
expertise and land due diligence.
58
Gallatin County Regional Housing Study | July 2021 18 | Next Steps
Next Steps
Communities need to look at solutions outside
of the silos of their boundaries.
Working together with other cities, county, state, and partners to solve the bigger issue is
where solutions lie. The following core components should overlay any regional and local
housing strategy to improve success:
• Education and understanding of the issue and the causes from a regional
standpoint, and across all levels of state, regional, and local control.
• Influence from the top down within the state (state to local level). When the
state removes local flexibility, the ability to structure effective, tailored programs
is diminished.
• Partnerships and coordination of efforts, meaning jurisdictions at all levels, private
and non-profit organizations, employers, service providers, etc. A community-wide
problem needs community-wide involvement in solutions.
• Housing unit and program management. The job is not done when housing is
produced. Investments in resident and employee housing production and programs
must be monitored and maintained.
How to use this document to move forward:
Meet, discuss, set targets/goals, define a strategic path forward together:
1. Understand the problem: what housing gaps need to be filled regionally and locally.
2. Establish goals and objectives: what are our priorities and measurable targets?
Do the same for each local area, completing the puzzle to meet regional goals in
the process.
3. Identify housing strategies: place into context of existing capacity and how
coordinating with others in the region can expand that capacity.
4. Assign roles: who should be involved for each strategy.
5. Establish implementation steps and a timeline for each strategy
6. Continue to meet on a regular basis to track progress, address challenges,
learn from successes, and modify as needed.
Appendix
You can find the appendix with supporting data to this document at
www.onevalley.org/regionalhousingstudy.
59
1
NOVEMBER 16, 2021
City of Bozeman
Inclusive City Project Team
Inclusive City
Quarterly Report
November 2021
60
2
City Manager Update
In July of 2020, staff came before the City Commission with the Inclusive City report. This internal report has 24
actions describing how we can continue to strive towards a more equitable and inclusive organization and
community.
This is the City’s fifth quarterly report. We continue to remain dedicated to this work and I’m proud of the
progress we are seeing across our organization. We now have 17 of our actions in progress or complete! Of
course, the work is never done. As we look towards developing an equity action plan there will be more to do.
To view all previous reports visit our website at www.bozeman.net/equityandinclusion. This report includes a
list of completed actions along with updates on newly completed items, updates on actions that are in
progress, and a detailed timeline and associated budget for all actions. Words matter in this work, and it’s
important to point out that many of these items may never be “complete” but will be “ongoing” efforts that
the City is dedicated to incorporating as a part of routine work.
This fall was a busy season for several projects within the Inclusive City report. The Equity Indicators Project
was finalized this fall giving us clear data points on which we can measure our progress as a community. The
entire report is available on our website www.bozeman.net/equityandinclusion and we expect our live
dashboard to be up this winter!
After an extensive and intentional planning effort the Community Roundtable on Equity and Inclusion was a
success! The event was attended by over 120 community members and combined real life stories with the data
of our new equity indicators. We’d like to thank the many partners who attended and especially our planning
team including folks from Montana State University, Bozeman Health, Montana Racial Equity Project and
Bozeman School District 7. The roundtable helped strengthen and grow relationships across Bozeman and we
are excited to take this momentum into the next year.
Finally, the entire City Commission as well as some of our top leaders in City staff attended a four hour long
course on the foundations of equity. Training remains one of our top priorities and we are thrilled to deliver
core training to some of our key decision makers at the City.
In the simplest terms, our goal is to ensure that every resident, visitor, and City of
Bozeman employee feels welcomed and valued, and can thrive no matter their race,
identity, or life circumstance. – Jeff Mihelich
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3
Completed Actions
For further detail on completed actions please review previous reports on
our website at www.bozeman.net/equityandinclusion
City Manager Recommendations
1. Provide a quarterly progress report to the City Commission and interested
stakeholders
The next report will be delivered in February 2021.
4. Sponsor a Diversity, Equity and Inclusion Summit with community partners such as
Montana State University, HRDC, and Montana Racial Equity Project
The Community Roundtable on Equity & Inclusion was hosted in partnership with the Montana State University
Office of Diversity & Inclusion, Montana Racial Equity Project, Bozeman School District, and Bozeman Health.
The 2.5 hour virtual event took place on Monday, October 25th and was attended by over 120 community
members and leaders of organizations addressing our community’s most pressing needs. The planning
committee took steps to create a welcoming and inclusive space by co-creating and delivering a land
acknowledgement, establishing group agreements for participation in discussion, and providing language
access for Spanish speakers through live interpretation, and accommodating the needs of people with low or
no vision or hearing.
The event covered the data with a presentation of equity indicators, made space for the voices of three local
storytellers who shared their lived experiences, and sparked discussion among attendees about how we can all
contribute to closing the gaps in our community. Out of these facilitated discussions, we gathered input,
listened to people’s experiences, and exchanged contact information. We are excited to maintain momentum,
strengthen existing relationships, and build new ones as we take the next steps together.
The event closed by asking participants to commit to taking action in their organizations or personal lives
through continued learning about inequity and injustice, contributing to the work being done by local
organizations to correct inequities, and participate in the City of Bozeman’s upcoming efforts to develop a
Diversity, Equity & Inclusion plan. Participants were directed to the city’s website to stay informed and engaged
as we lay the groundwork for a Diversity, Equity & Inclusion plan in the coming year.
6. Become a member of the Government Alliance on Race and Equity (GARE)
The City of Bozeman was accepted into GARE in November 2020. Bozeman is now the first organization from
Montana to be a part of GARE! As a part of the City’s membership there are opportunities to learn from leaders
in the space as well as share successes. Several staff have already completed the GARE Foundations training
course “Advancing Racial Equity: The Role of Government” and are utilizing the network to ensure the City’s
actions are in line with best practices.
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4
Diversity, Inclusion and interaction with Minorities – Bozeman
Police Department
2. Augment existing policies and update to “Bias-free Policing”
The Bozeman Police Department has reviewed its existing policies against the model policy of “Bias-Free
Policing” and updated the department’s existing policies where necessary to be in line with this national best
practice (See Appendix A.) The final policy has now replaced the prior policy and staff have completed a
training program which highlighted the changes and the key points.
Use of Force – Bozeman Police Department
1. Policy Changes
The Bozeman Police Department has made revisions to the current policy which includes providing additional
policy direction concerning de-escalation and use of force. The goal of the updates is to address community
concerns and provide clarity for officers. As a result, a new and updated “Use of Force” policy (see Appendix B)
has been finalized and approved. The updated policy has been implemented and staff have completed a
training program to familiarize them with the changes.
Citizen Appeal Process – Bozeman Police Department
2. Clearly distinguish inquiries from complaints
After distinguishing inquiries from complaints, Bozeman Police Department staff began the lengthy process of
formulating workflow stemming from each category, which has now also been completed. The workflow clearly
separates and defines “inquiries,” “minor complaints,” and “major complaints.” After that, it distinguishes
which major complaints will require an administrative investigation and which will require an external
investigation.
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5
In Progress Actions
City Manager Recommendations
2. Identify anti-discrimination, implicit bias and systemic racism training for elected
officials and department heads.
In September the Bozeman City Commission as well as Directors and City Management participated in a four
hour foundational diversity, equity and inclusion training through The Equity Project. This voluntary,
interactive, virtual training provided an opportunity for all elected officials to receive a basic level course ahead
of implementation of the REAL program.
The project Training Team continues to work with National League of Cities’ Race, Equity And Leadership (REAL)
training program as the partner to deliver REAL 100: Normalizing Racial Equity in Local Government Training to
city staff, including elected officials and department heads. It is very important that everyone in our
organization, regardless of position, has the opportunity to experience this base-line training. The process
includes an employee assessment that will take place leading into the training that will assist in identifying
follow-up training needs after this 100-level course. Staff are currently putting together the questions for the
pre-training assessment that will go out to all employees.
5. Accelerate the implementation of body worn cameras for the Bozeman Police
Department.
After having selected Getac Video Solutions as the new vendor for patrol car video systems, interview room
video systems, and body worn cameras, the Bozeman Police Department installed a test patrol car video
system this summer. Having a system installed and being tested on a daily basis has allowed the department to
fix any issues and ensure complete integration with the new digital evidence management system. In addition,
plans have been finalized to have this system installed in the interview rooms in the new Bozeman Public Safety
Center. As of this report, the Bozeman Police Department and Bozeman City Attorney’s Office are still working
to finalize a contract with Getac Video Solutions. During this quarter, payment options were closely considered
and the departments’ Capital Improvement Project funding requests were adjusted. Once the contract is
finalized, the process of migrating all patrol car video systems to this vendor will begin, hopefully this coming
quarter. In addition, we have tentative plans to put together a community engagement process this winter, in
anticipation of beginning use of the body cameras next year.
3. Develop a City Equity and Inclusion Plan to engage stakeholders and identify gaps
community wide and to implement policies that help all persons in Bozeman thrive
regardless of economic, racial, cultural, or gender identity.
City staff finalized the Equity Indicators Report this fall and continue to focus on getting data sharing
agreements executed with partner organizations. An online platform will be developed to share live indicators
64
6
and is anticipated to launch this winter. The data is intended to inform conversations on how the city can take
action to address these needs and close the gaps together as a community.
The first steps to develop an equity action plan are expected to start early 2022.
Anti-discrimination
1. Implement additional training for all city staff.
As mentioned above under City Manager’s Recommendation Action 2, The project Training Team continues to
work with National League of Cities’ Race, Equity And Leadership (REAL) training program as the partner to
deliver REAL 100: Normalizing Racial Equity in Local Government Training to city staff, including elected
officials and department heads. It is very important that everyone in our organization, regardless of position,
has the opportunity to experience this base-line training. The process includes an employee assessment that
will take place leading into the training that will assist in identifying follow-up training needs after this 100-level
course. Staff are currently putting together the questions for the pre-training assessment that will go out to all
employees.
In June of 2021, the City Commission intentionally earmarked approximately $61,000 for the Bozeman Police
Department to use to increase training in the areas of implicit bias and de-escalation. During this quarter, the
Bozeman Police Department utilized those funds to purchase a virtual reality training simulator. Rather than
spending the funds on one-time training, the purchase of this system will allow the department to conduct
ongoing training on these issues. In addition, the system will be used to offer training to other City employees,
train new officers on a wide variety of topics, and during events such as the Citizen’s Police Academy.
Training Date Completed Length # Staff Trained Comments
Workplace
Diversity
Started December
2020, Ongoing
1 hour 98.2% of all
employees
Cultural diversity can strengthen an
organization’s values and enhance
community awareness. Due to our
country’s rapid growth and ever-
changing diverse populations,
organizations are realizing strength in
the marketplace is linked to their ability
to attract a culturally diverse workforce.
Unfortunately, discrimination still
occurs on many levels. The goals of this
program are to promote awareness and
encourage acceptance, describe
strategies to create a positive and
accepting work environment, and to
highlight the steps to take should
discrimination occur in the workplace.
GARE
Foundations
Advancing
Racial
Started December
2020, Ongoing
6 hours 7 This course provides an introduction to
the role, responsibilities and
opportunities for government to
advance racial equity. Participants gain
65
7
Equity: The
Role of
Government
awareness of the history of race and of
implicit and explicit bias and individual,
institutional, and structural racism and
how it impacts the workplace. The
course also focuses on normalizing
racial equity as a core value with clear
definitions of key terminology,
operationalizing racial equity via new
policies and institutional practices, and
organizing, both internally and in
partnership with other institutions and
the community. Participants also
become skilled at identifying and
addressing institutional and structural
racism.
3. Review employee performance appraisal system
The City’s Human Resources department is working with managers, supervisors and represented employee
groups to seek input on a new approach to performance evaluation. The new approach will have an emphasis
on coaching and development and will aim to facilitate timely, reliable and valuable feedback for all employees.
Once input has been received by staff the program will be reviewed and approved by City Management before
being launched with employees in the “non-represented” category and MFPE union.
4. Review best practice recommendations, including the THRIVE index and the
Municipal Equality index
City staff had initial discussions on the City’s current scores in the THRIVE index (Appendix C) and the Municipal
Equality Index (Appendix D.) Based on the City’s scores from 2019, the team has identified several key areas
where additional progress can be made:
1. THRIVE Index: We believe that we may be able to improve our Paid Parental Leave policies to assist
employees. The Human Resources Department is researching the issue and will make
recommendations to the City Manager within the coming months.
2. Municipal Equality Index: The City has submitted feedback to MEI for any changes to our 2021 score.
We expect a final scorecard to come out at the end of the year.
6. Evaluate Diversity and Inclusion on Advisory Boards
The City Commission recently took action to consolidate many of the City’s Citizen Advisory Boards. As a part of
the consolidation process the City Commission prioritized diversity, equity and inclusion in the new structure.
At the direction of the Commission the City developed a voluntary survey to gather baseline information from
the existing Citizen Advisory Board members. Upon the appointment of the new consolidated boards, the same
survey tool will be distributed to gain a second data point. All data will be compiled in the aggregate and begins
the formal tracking of diversity on the boards.
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8
The results from those who responded to the initial survey show that people of color are underrepresented on
advisory boards. The City also collected voluntary demographic data on gender, sexual orientation, age,
disability, and whether board members are renters or homeowners.
Diversity, inclusion and interaction with minorities – Bozeman
Police Department
1. Training
This item will be an ongoing effort by the Bozeman Police Department to explore additional training
opportunities on topics including recognizing implicit bias, anti-racial profiling and Bias-Free policing.
Training Date Completed Length # Staff Trained Comments
Implicit Bias November 2020 2.5 hours 64 (all officers) Officers completed an online
course intended to help them
understand how implicit bias
impacts actions and decisions.
The course examined the
relationship between
unconscious and implicit bias,
addressed illicit bias and how it
affects decision making, and
discussed the importance of
communicating effectively.
Use of Force
1. Training
This item will be an ongoing effort by the Bozeman Police Department to incorporate more communication and
de-escalation, scenario-based, in-service trainings for officers. Staff will also evaluate and consider additional
training programs on topics that include communication, de-escalation, intervention, recognizing force
mitigation opportunities, use of force decision-making and more.
Training Date Completed Length # Staff
Trained
Comments
Decision Making November 2020 2 hours 64 (all
officers)
Officers attended a training regarding
making good decisions during critical
incidents. This training included the science
behind why poor decisions are sometimes
made, the inherent “fight or flight” response
and how to overcome it, and how to remain
calm and think critically during high-stress
incidents.
De-escalation,
Intervention, and
Force Mitigation
January 2021 2 hours 62 (all
officers)
Officers completed an online course
focusing on “De-Escalation, Intervention,
and Force Mitigation.” After defining each
term, the training discussed the importance
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9
of focusing on a “guardian” mindset,
described a variety of factors involved in
human interaction, and explored techniques
for lowering emotions to change behavior in
volatile situations.
Situational
Awareness for
Force Usage
Training
May, 2021 2 hours 40 After participating in a live scenario that
obviously required force, officers were
placed in a slightly altered scenario that did
not require force. Scenarios were intended
to train officers to individually assess each
situation, utilize good communication skills,
recognize potential danger versus lethal
danger, and focus on de-escalating
whenever possible.
Force Mitigation September,
2021
2 hours 64 (all) Every year, all officers must certify in a
variety of “less lethal” options, all designed
to mitigate the amount of force used during
an encounter. During each training cycle,
officers must complete a written or verbal
test, practice with the tool, then complete a
scenario that includes communicating with
the individual in an attempt to avoid force,
then deciding whether that tool is
appropriate for the scenario.
Communication
and De-escalation
October, 2021 3 hours 6 (newly
hired
officers)
As part of their initial training, all new
officers hired this quarter attended a 3 hour
class on communication and verbal de-
escalation tactics. This course includes
examining the topic of “communication”
from both legal and best-practice
perspectives and ways to verbally de-
escalate situations.
Crisis Negotiations
Course
November, 2021 40
hours
3
(officers)
Three current officers attended a 40 hour
course focused on communicating
effectively with those in a variety of crises,
with the common goal always being to avoid
using any type of force to resolve the
situation.
Crisis Negotiations
Conference
November, 2021 16
hours
3
(officers)
Three different current officers attended a
2 day course which included classes on a
variety of crisis negotiations topics. The
conference and all included course again
center on decreasing the need for any force.
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Citizen Appeal Process
1. Create a stand-alone citizen complaint policy.3. Refine the complaint investigative
process.
These action items are interconnected and, for the sake of this report, are considered dependent upon each
other. After distinguishing inquiries from complaints, staff began the lengthy process of formulating workflow
stemming from each category, which has now also been completed. The workflow clearly separates and defines
“inquiries,” “minor complaints,” and “major complaints.” After that, it distinguishes which major complaints
will require an administrative investigation and which will require an external investigation. The overall citizen
complaint policy has now also been completed, a policy which will be included when the department soon
begins publically publishing all policies. The “complaint form” which will begin each complaint process is now
also being finalized and will also be made available to the public. Discussions are still ongoing regarding the
citizen’s appeal process, including who will conduct the review and how a review will be requested.
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11
Bozeman as an Inclusive City Report – Actions, Budget, Timeline
Green = Complete
Yellow = In progress or Ongoing
Red = Not yet started
City Manager Recommendations
Based on the review of our existing policies, procedures, training protocols and best practices the City Manager
recommends the following actions:
ACTION ITEM LEAD DEPARTMENT TIMELINE FOR
IMPLEMENTATION
BUDGET (ESTIMATE IF
AVAILABLE, NOTE IF
ALREADY BUDGETED
FOR AND WHAT FISCAL
YEAR)
1. PROVIDE A QUARTERLY PROGRESS
REPORT TO THE CITY COMMISSION
AND INTERESTED STAKEHOLDERS
CITY MANAGER’S
OFFICE
IMMEDIATELY - FIRST
REPORT NOVEMBER
2020
$0
2. IDENTIFY ANTI-DISCRIMINATION,
IMPLICIT BIAS AND SYSTEMIC RACISM
TRAINING FOR ELECTED OFFICIALS
AND DEPARTMENT HEADS
HUMAN
RESOURCES/CITY
MANAGER’S OFFICE
DEVELOP 12-MONTH
TRAINING PROGRAM
BY DECEMBER 2020
$53, 745 (PAID FOR
THROUGH GRANT)
3. DEVELOP A CITY DIVERSITY,
EQUITY AND INCLUSION PLAN TO
ENGAGE STAKEHOLDERS AND
IDENTIFY GAPS COMMUNITY WIDE
AND TO IMPLEMENT POLICIES THAT
HELP ALL PERSONS IN BOZEMAN
THRIVE REGARDLESS OF ECONOMIC,
RACIAL, CULTURAL, OR GENDER
IDENTITY
CITY MANAGER’S
OFFICE
18 MONTHS UNKNOWN
4. SPONSOR A DIVERSITY, EQUITY
AND INCLUSION SUMMIT WITH
COMMUNITY PARTNERS SUCH AS
MONTANA STATE UNIVERSITY,
HRDC, AND MONTANA RACIAL
EQUITY PROJECT
CITY MANAGER’S
OFFICE
2021 UNKNOWN
5. ACCELERATE THE
IMPLEMENTATION OF BODY WORN
CAMERAS FOR THE BOZEMAN POLICE
DEPARTMENT
BOZEMAN POLICE
DEPARTMENT
BPD WILL HAVE
RECOMMENDATION
ON TIMELINE AS A
PART OF THE
UPCOMING CAPITAL
IMPROVEMENT
PLANNING PROCESS
AND WILL MAKE
RECOMMENDATIONS
ON FISCAL YEAR.
BPD WILL HAVE COST
ESTIMATES AS A PART
OF THE UPCOMING
CAPITAL
IMPROVEMENT
PLANNING PROCESS.
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6. BECOME A MEMBER OF THE
GOVERNMENT ALLIANCE ON RACE
AND EQUITY
CITY MANAGER’S
OFFICE
IMMEDIATELY $1,000 ANNUALLY
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13
Overall Diversity for the Organization
ACTION ITEM LEAD DEPARTMENT TIMELINE FOR
IMPLEMENTATION
BUDGET (ESTIMATE IF
AVAILABLE, NOTE IF
ALREADY BUDGETED
FOR AND WHAT FISCAL
YEAR)
1. MAKE DIVERSITY A FORMAL
AND HIGH PRIORITY FOR THE
ORGANIZATION
The City will communicate its commitment to diversity to all city staff and significantly
increase formal training for
supervisors and employees on
implicit bias. The City will
review and adjust its employee
performance appraisal system
to ensure consistency of
evaluations and non-
discrimination.
CITY MANAGER HOLD ALL CITY STAFF
MEETING AND PASS
ADMINISTRATIVE
ORDER
$0
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14
Anti-discrimination
ACTION ITEM LEAD DEPARTMENT TIMELINE FOR
IMPLEMENTATION
BUDGET (ESTIMATE IF
AVAILABLE, NOTE IF
ALREADY BUDGETED
FOR AND WHAT FISCAL
YEAR)
1. IMPLEMENT ADDITIONAL
TRAINING FOR ALL CITY STAFF
HUMAN RESOURCES LMS “WORKPLACE
DIVERSITY” DEPLOYED
TO ALL EMPLOYEES BY
DECEMBER.
ESTABLISH A 12
MONTH TRAINING
CALENDAR FOR ALL
EMPLOYEES BY
MARCH 2021
WE HAVE A SYSTEM
WITH THESE TYPES OF
TRAININGS INCLUDED
BUT MAY NEED
FUNDING FOR IN
PERSON TRAINING
The City will consider more frequent and additional trainings
including trainings on “Inclusion
in the Workplace” and “Implicit
Bias”
2. EMPLOYEE ENGAGEMENT
SURVEYS
HUMAN RESOURCES MOVED TO SPRING
2022
$0
The City will engage employees
annually to gauge inclusion and
engagement in the workplace to
measure the success of other
efforts by the City.
3. EMPLOYEE PERFORMANCE
APPRAISAL SYSTEM
HUMAN RESOURCES FY22 $0
The City will review its employee
performance appraisal system
and provide updates with greater
consideration to fairness and inclusion.
4. REVIEW BEST PRACTICE
RECOMMENDATIONS, INCLUDING
THE THRIVE INDEX AND THE
MUNICIPAL EQUALITY INDEX
HUMAN
RESOURCES/CITY
MANAGER’S OFFICE
INITIAL MEETING
WITH CITY MANAGER
TO REVIEW THESE
PROGRAM ELEMENTS
IN JANUARY 2021
$0 FOR INITIAL
REVIEW.
IMPLEMENTING NEW
ELEMENTS MAY
REQUIRE FUNDING.
The City will review the best
practices of the THRIVE index
and the Human Rights
Campaign’s Municipality Equality
index and consider City policies
that may need additional updates
to meet these best practices.
5. REVIEW HOW THE CITY HANDLES
ANONYMOUS COMPLAINTS (ETHICS
ORDINANCE)
CITY MANAGER’S
OFFICE
2022 $0
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The City will review the current
policies within the ethics
ordinance that requires
complainants to give their name
before complaints are given a
complaint investigation status. The review will consider the failures of the policy to meet the needs of the victim and should be updated to reflect those needs.
6. EVALUATE DIVERSITY &
INCLUSION ON ADVISORY BOARDS
CITY CLERK’S OFFICE SUMMER 2021 $0
The City will conduct an
evaluation of City Advisory
Boards to determine how or if
the City tracks diversity on these
boards and consider systems that
could be implemented to support
diversity and inclusion in these
spaces.
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16
Diversity, inclusion and interaction with minorities – Bozeman Police
Department
ACTION ITEM LEAD DEPARTMENT TIMELINE FOR
IMPLEMENTATION
BUDGET (ESTIMATE IF
AVAILABLE, NOTE IF
ALREADY BUDGETED
FOR AND WHAT
FISCAL YEAR)
1. ADD FUTURE TRAININGS POLICE DEPARTMENT
The Bozeman Police
Department will explore
additional training opportunities
on topics including recognizing implicit bias, anti-racial profiling, and Bias-Free Policing.
IMPLICIT BIAS TRAINING
(ONLINE) (2.5 HR)
NOVEMBER
2020
$3,400
2. AUGMENT EXISTING POLICIES
AND UPDATE TO “BIAS-FREE
POLICING”
POLICE DEPARTMENT
The Bozeman Police
Department will review its
existing policies against the
model policy of “Bias-Free
Policing” and update existing
policies where necessary to be
in line with this national best
practice.
COMPLETED AND
TRAINING
IMPLEMENTED
$0
3. BROADEN COMMUNITY
OUTREACH EVENTS
The Bozeman Police Department will give continued consideration to broadening
community outreach events to
interact with more Montana
State University groups as well
as other community groups.
POLICE DEPARTMENT TO BE
DETERMINED
DEPENDENT
UPON
PANDEMIC-
RELATED
RESTRICTIONS
N/A
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17
Hiring Practices - Overall
ACTION ITEM LEAD DEPARTMENT TIMELINE FOR
IMPLEMENTATION
BUDGET (ESTIMATE IF
AVAILABLE, NOTE IF
ALREADY BUDGETED
FOR AND WHAT FISCAL
YEAR)
1. CONTINUED EFFORTS TO REACH
OUR BEST PRACTICES
The City will continue to evaluate
and improve its efforts to achieve
our best practices in hiring and
recruitment. This includes
improving our results for
candidates and evaluating the
impacts of turnover.
HUMAN RESOURCES APRIL 2021 MAY NEED MINIMAL
AMOUNTS FOR JOB
POSTINGS TO NICHE
GROUPS.
2. UPDATE HIRING PRACTICES
POLICY
HUMAN RESOURCES 2021-2022 $0
The City will update the hiring
practices manual to reflect current
practices and further efforts for
diversity. The City will also train
supervisors to the hiring practices
and hold supervisors accountable
for not following hiring practices.
3. REVIEW AND UPDATE THE
LANGUAGE AND IMAGES USED FOR
ADVERTISING POSITIONS
HUMAN RESOURCES 2021 $20,000
The City will review the language
and images used for recruiting and advertising open city positions to
specialized groups. Language and
images should take into
consideration literal and visual
differences in varied applicant
pools.
WORK WITH A
CONSULT TO DEVELOP
NEW VISUAL AND
WRITTEN MATERIALS
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18
Use of Force
ACTION ITEM LEAD DEPARTMENT TIMELINE FOR
IMPLEMENTATION
BUDGET (ESTIMATE IF
AVAILABLE, NOTE IF
ALREADY BUDGETED
FOR AND WHAT FISCAL
YEAR)
1. POLICY CHANGES
The Bozeman Police
Department will make revisions
to the current BPD policy and
provide additional policy
direction concerning de-
escalation and use of force.
These updates hope to address
community concerns and
provide clarity for officers.
POLICE DEPARTMENT COMPLETE AND
TRAINING
IMPLEMENTED
$0
2. FUTURE TRAININGS POLICE DEPARTMENT
The Bozeman Police Department will incorporate more
communication and de-escalation
scenario-based in-service
trainings for officers. They will
also evaluate and consider
additional training programs on
topics that include
communication, de-escalation,
intervention, recognizing force
mitigation opportunities, use of
force decision-making, and
others.
DECISION MAKING (IN
PERSON FOR
OFFICERS) (2 HR)
NOVEMBER 2020 $0
DE-ESCALATION AND
FORCE MITIGATION
(ONLINE FOR ALL
OFFICERS) (2 HR)
FALL 2020 $3,400
DE-ESCALATION
SCENARIOS (IN
PERSON FOR
OFFICERS) (2 HR)
MAY, 2021 $0
FORCE MITIGATION OCTOBER, 2021 $0
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COMMUNICATION
AND DE-ESCALATION
OCTOBER, 2021 $0
CRISIS NEGOTIATIONS NOVEMBER, 2021
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20
Citizen Appeal Process – Bozeman Police Department
ACTION ITEM LEAD DEPARTMENT TIMELINE FOR
IMPLEMENTATION
BUDGET (ESTIMATE IF
AVAILABLE, NOTE IF
ALREADY BUDGETED
FOR AND WHAT FISCAL
YEAR)
1. CREATE A STAND-ALONE CITIZEN
COMPLAINT POLICY
The Bozeman Police Department
will create a stand-alone Citizen
Complaint Policy that will be
available on the City’s website
with clear instructions on how to
file a complaint, the complaint
investigation process, timeline for
response, and steps for further
engagement after an outcome
has been determined.
POLICE DEPARTMENT SPRING 2021 $0
2. CLEARLY DISTINGUISH INQUIRIES
FROM COMPLAINTS
The Bozeman Police Department will create a process, including defining the terms “inquiry” and “complaint” to clearly distinguish inquiries from complaints
requiring an investigation and
create a system for documenting
inquiries.
POLICE DEPARTMENT SPRING 2021 $0
3. REFINE THE COMPLAINT
INVESTIGATIVE PROCESS
The Bozeman Police Department
will review and update the
Complaint Investigative Process
to establish a clear timeframe for
notification and follow-up within
24 hours with a complainant. The
Bozeman Police Department will
also explore options for developing an appeal process for citizens that are unsatisfied with
the outcome of a complaint
investigation.
POLICE DEPARTMENT SPRING 2021 $0
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GAPS ANALYSIS FOREQUITY INDICATORS PROJECT
July 31, 2021
SUBMITTED BY
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2GAPS ANALYSIS FOR EQUITY INDICATORS PROJECT
CITY MANAGER’S STATEMENT – EQUITY INDICATORS REPORT
Whether you’re one of the millions who visit this beautiful community every year or you have called
this place home for generations, the Bozeman area is special to many. Bozeman is built upon the
homelands, villages, and traditional use areas of many indigenous nations including the Bitteroot Sal-
ish, Pend O’Reille, Kootenai, Blackfeet, Northern Cheyenne, Crow, Chippewa Cree, Assiniboine, Gros
Ventre, Dakota, and others. Since long before Bozeman became the rapidly growing city it is today,
this area has supported thriving and diverse communities.
The goal of the equity and inclusion work we are doing at the City of Bozeman is to ensure that people
here can thrive, no matter their race, identity, or life circumstance. Residents, visitors, and employees
of the City of Bozeman all deserve to feel welcomed, valued, and included in our community.
As we work towards this goal, it is essential that the actions we take as a city are guided by data and
informed by the people we serve. The Equity Indicators Project is key to understanding where more re-
sources and support are needed and provides baseline data to measure our progress towards becom-
ing a more inclusive city. The equity indicators described in this report are living data points that the
City and local partners have developed together and will continue to refer to when making decisions
about how to support the most vulnerable people in our community.
To those who engaged in focus groups, interviews, surveys, community forums, and conversations,
thank you for sharing your insights, your professional expertise, and even your own lived experiences
and personal stories. We at the City of Bozeman recognize our reliance on the knowledge of people
providing and seeking accessible, inclusive, and high-quality services.
Our hope is that the equity indicators presented in this report serve as meaningful measures of equity
and reflect where we are as a community and where we need to go. We invite you to join us and con-
tinue the conversation of turning the results of the Equity Indicators Project into tangible action. Our
progress will be ongoing and intentional and we are excited for opportunities to work together to make
Bozeman a place where all are welcome, valued, and can thrive.
City Manager, Jeff Mihelich
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3GAPS ANALYSIS FOR EQUITY INDICATORS PROJECT
TABLE OF CONTENTS
Executive Summary 4
Introduction 11
Who lives in Bozeman 13
Who responded to the survey 14
Finding gaps and understanding needs 18
Perceptions of Equity in Bozeman 21
Housing 25
Transportation 35
Health 41
Education 50
Childcare and Youth Programming 59
Economic Opportunity 68
Quality of Place 73
Justice and Civic Health 79
Conclusion and Next Steps 87
Appendix A | Data Collection Tools 89
Appendix B | References 97
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4GAPS ANALYSIS FOR EQUITY INDICATORS PROJECT
EXECUTIVE SUMMARY
The City of Bozeman (the City) hired Thomas P. Miller & Associates (TPMA), an Indianapolis-based
consulting firm, to measure equity and access to resources in the City. The purpose of this project was
to establish a baseline to make Bozeman a more inclusive, welcoming, and equitable place.
The TPMA and City of Bozeman used the following definitions to guide the work.
• Equity: Ensuring that all residents, visitors, and City of Bozeman employees feel welcome, valued,
and like they can thrive in our community no matter their race, identity, or life circumstance.
• Equity indicator: A specific measurement that quantifies the disparity in experience between a
community average and a given identity or characteristic (race, ethnicity, gender identity, ability,
socioeconomic status).
• Gaps Analysis: A process to identify which services exist and which are needed to provide all
people with access to the things they need to thrive in our community.
The development of the report relied on input from the community through a survey, facilitated
conversations in focus groups, virtual one-on-one interviews, and two community forums. Data from
the census and from local community needs assessments and other programmatic documents were
also reviewed and included in this report. The community stakeholder engagement process provided
opportunities to discuss pressing needs of the community, share the lived experience of community
members and offer recommendations on what the equity indicators should measure. Qualitative
data was collected through community forums, focus groups, interviews, and open-ended survey
responses.
Priority Needs
• Housing
• Transportation
• Health
• Education
• Childcare and Youth Programming
• Economic Opportunity
• Quality of Place
• Justice and Civic Health
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5GAPS ANALYSIS FOR EQUITY INDICATORS PROJECT
Overall Ranking of Large and Moderate Needs
Affordable Housing
Increased Availability of Living-Wage Jobs
Substance Abuse Services
Access to Mental Health Care
Job Training
Early Childhood Care & Education
Homeless Support or Programs
Out-of-School Time Programs for Children
Improved Housing Quality
Clean & Well-Lit Streets & Sidewalks
Criminal Justice Reform
Violent Crime Prevention
Transportation To & From Work
Access to Broadband
Increased Access to Food
Legal Help
Access to Quality K-12 Education
Transportation for Reasons Other Than Work
Adult Education / GED / Language Programs
Truancy or Dropout Programs
College Enrollment / Persistence / Success
School Safety
Non-Violent Crime Prevention
Access to Public Parks / Playgrounds
Assistance with Public Health Hazards
68.9%11.3%
56.1%17.7%
39.9%31.6%
39.6%31.1%
25.49%35.4%
39.2%19.9%
30.5%28.2%
29.1%27.6%
26.6%28.0%
15.7%33.1%
15.5%32.3%
15.5%30.3%
12.6%30.2%
13.9%30.2%
13.4%27.1%
13.0%27.3%
13.3%23.9%
12.3%23.8%
9.6%27.4%
8.3%22.4%
17.9%27.9%
20.0%27.7%
21.9%22.9%
25.5%22.6%
25.5%22.5%
Large Need Moderate Need
Below is chart depicting the areas survey respondents identified as the most strongly needed and
indicates what percent of respondents indicated there was a Large Need or a Moderate Need.
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6GAPS ANALYSIS FOR EQUITY INDICATORS PROJECT
There were cross-cutting needs and gaps mentioned during stakeholder engagement that overlapped
all categories. Those needs included:
Increased information about resources // Stakeholders shared that they did not often know where to
look for resources and that improved communication would increase individuals’ ability to access the
resources needed.
Spanish translation // With a growing Hispanic and Latinx population, the need for Spanish translation
was mentioned regarding several of the categories listed above.
Partnering with other organizations // There are local organizations that are working to increase
equity and meet the needs of the community; stakeholders felt it was important that the City connect
with these organizations, both so they could serve as experts, and also to ensure services were not
needlessly duplicated.
Needs and Gaps Summary
Each category in the report includes three sections:
• “What We Heard” - The relevant findings from interviews, focus groups, survey results, and
community forums.
• “Recommendations” - Based on what we heard and available data, this section outlines
recommendations for programming or policy to support community needs or address gaps
• “Recommended Indicators” – These are the potential equity indicators that the City could choose
to adopt. The recommended indicators utilize both local sources and publicly available data;
they are not the only indicators that could be used, but reflect the gaps and needs reported by
the community. The City of Bozeman will determine which indicators work best in developing an
indicators dashboard.
The findings from each category are summarized below; detailed findings, recommendations, and
further explanation of the indicators are located in the report. Some of the recommended indicators
may not be collected currently and may need data sharing agreements or additional conversations
with local partners to develop the indicators.
Housing
Needs: There were a multitude of issues within the realm of housing that arose during the data
collection, the main needs identified were:
• Access to affordable housing
• Programs and supports for individuals and families experiencing homelessness
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7GAPS ANALYSIS FOR EQUITY INDICATORS PROJECT
Recommendations: Recommendations for housing included supporting and expanding existing
housing initiatives and navigation services as well as public policy and incentives to support the
development of affordable housing.
Recommended Indicators:
• Average listing price for homes
• Home ownership: percent owner-occupied households by race/ethnicity compared to rentals by
race/ethnicity
• Housing Cost Burden: The percentage of households that spend more than 30% of their income on
housing
• The rate at which individuals receive emergency housing, including how many people are
unhoused/living in tents/cars/RVs
• Have more data on the Affordable Home Buyers dashboard on the Community Hub
• Number of subsidized units, as reported to the U.S. Department of Housing and Urban
Development, in Bozeman as a proportion of number of households living in poverty
Transportation
Needs:
• Access to transportation
• Safety
Recommendations: Recommendations for transportation include increasing the hours of operation,
adopting innovative first mile/last mile solutions, and creating rider centered transit design.
Recommended Indicators:
• Percent of households without a vehicle by race and ethnicity: this information will not be available
until the 2020 Decennial Census is available.
• Means of transportation to work by vehicles available
• Use local source for Streamline and Galavan ridership
• Number of public transportation documents and signage translated into Spanish
• Audible Crosswalks
• Pedestrian and cyclist crashes by location
Health
Needs:
• Access to healthcare
• Mental health and substance use supports and programs
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8GAPS ANALYSIS FOR EQUITY INDICATORS PROJECT
Recommendations: Recommendations include using data driven solutions to address health
inequities, confronting institutional racism and discrimination, and prioritizing health system and
community collaboration.
Recommended Indicators:
• Drug use hospitalizations
• Mental disorders hospitalization rate
• Drug overdose mortality
• Suicide mortality
• Access to healthcare
• Tracking the rate of translation services used
• LGBTQ+ healthcare providers trainings
Education
Needs:
• Increased opportunities for adult education
• Addressing the disparity in k-12 education
Recommendations: Recommendations include creating cradle-to-career educational systems,
partnering with the community and leaders to advance educational equity, and investing in sector-
based strategies and career pathways.
Recommended Indicators:
• Educational Attainment for the population age 25-64, by race/ethnicity
• Number of job training programs and average cost
• Demographics for workforce programs
• Median earnings by educational attainment
• Graduation rate by race/ethnicity, receiving free and reduce lunch, English learner status,
experiencing homelessness, and students receiving IDEA services
• Percent of students receiving free and reduce lunch by school location
• 3rd grade reading scores by race/ethnicity, receiving free and reduce lunch, English learner status,
experiencing homelessness, and students receiving IDEA services
• Advanced Placement enrollment
• School suspension and instances of bullying
Childcare and Youth Programming
Need:
• Access to affordable programs
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9GAPS ANALYSIS FOR EQUITY INDICATORS PROJECT
Recommendations: Recommendations include supporting specialized childcare and youth
programming for vulnerable communities, addressing the childcare benefits cliff, and
expanding access to high quality, affordable childcare and early learning opportunities.
Recommended Indicators:
• Percent of children enrolled in school age 3 to 4
• Children younger than 6 by parental employment status
• Free programs offered for youth
• STARS to Quality Programs by level, and location in the community
• Families in Bozeman with Income Below 200% of the Federal Poverty Level
• Best Beginnings Child Care Scholarships for Bozeman
Economic Opportunity
Need:
• Having living wage jobs
Recommendations: Recommendations include institute a living wage. Enhance business retention and
expansion services to include emphasis on job quality and diversity, equity, and inclusion. Use fiscal,
purchasing, and incentive strategies to improve availability of quality jobs.
Recommended Indicators:
• Disability & unemployment ratio: between the unemployment rates for people with and without
disabilities
• Household income by race
• Poverty: percent people below poverty by race/ethnicity and age
• Unemployment: unemployment rate by race/ethnicity
• Business Ownership- firms by race/ethnicity, age, and gender
Quality of Place
Needs:
• Physical space needs including better trails and paths, safer built environment, and more
recreational spaces
• Increased access to broadband
Recommendations: Recommendations include incorporating inclusive placemaking design strategies
and the increased accessibility of broadband internet services.
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10GAPS ANALYSIS FOR EQUITY INDICATORS PROJECT
Recommended Indicators:
• ADA compliant pedestrian ramps
• Tracking accessible and inclusive signage and amenities in public spaces. Examples include gender
neutral bathrooms and signs in braille. Other inclusive art or signs like the rainbow crosswalks
or Black Lives Matter signs that indicate to the community the City supports all members of the
community.
• Percent of households without internet subscription by household income
• Participation in recreation and culture activities and events
• Number of City events that promote diversity, equity, and inclusion or celebrate diverse cultures.
Examples are Pride, Juneteenth, Indigenous Peoples Day.
Justice and Civic Health
Needs:
• Safety and justice reform
• Civic engagement & representation in government
Recommendations: Recommendations include recruiting and empowering diverse leaders, applying a
racial equity impact analysis to policy decisions, deepening the connection between safety and justice,
and investing in community equity and awareness training.
Recommended Indicators:
• Demographic breakdown of city employees
• City employee cumulative turnover rate
• Demographics of candidates applied, interviewed, and hired
• Representation in government of City Commissioners
• Bozeman Police Department call logs
• Police Department representation
• Traffic stops and arrests
• Incorporate the Inclusive City Quarterly Reports as indicators
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11GAPS ANALYSIS FOR EQUITY INDICATORS PROJECT
PROJECT OVERVIEW
The City of Bozeman (the City) hired Thomas P. Miller & Associates (TPMA), an Indianapolis-based
consulting firm, to measure equity and access to resources in the City. The purpose of this project was
to establish a baseline to make Bozeman a more inclusive, welcoming, and equitable place. The Equity
Indicators create ways to measure gaps and inequities, so the City can make data informed decisions
about how to close those gaps and correct inequities. Ultimately, the goal is to ensure that every
resident, visitor, and City of Bozeman employee feels welcomed, valued, and can thrive regardless
of their race, identity, or life circumstance. The outcome of the Equity Indicators Project is this Gaps
Analysis and the development of a set of equity indicators that can be used not only by the City, but
also community members and organizations serving Bozeman.
The TPMA and City of Bozeman used the following definitions to guide the work.
• Equity: Ensuring that all residents, visitors, and City of Bozeman employees feel welcome, valued,
and like they can thrive in our community no matter their race, identity, or life circumstance.
• Equity indicator: A specific measurement that quantifies the disparity in experience between a
community average and a given identity or characteristic (race, ethnicity, gender identity, ability,
socioeconomic status).
• Gaps Analysis: A process to identify which services exist and which are needed to provide all
people with access to the things they need to thrive in our community.
Data Gathering & Methodology
This report relied on input from the community through a survey, facilitated conversations in focus
groups, virtual one-on-one interviews, and two community forums. Data from the census and from
local community needs assessments and other programmatic documents were also reviewed and
included in this report. The community stakeholder engagement process provided opportunities to
discuss pressing needs of the community, share the lived experience of community members and
offer recommendations on what the equity indicators should measure. Qualitative data was collected
through community forums, focus groups, interviews, and open-ended survey responses. TPMA
utilized a mixed methods approach combining qualitative and quantitative data to provide insights.
Qualitative data collected through interviews and focus groups were placed into a matrix that listed
responses by interview questions (row) and participant (column). Based on participant responses,
key words were identified and listed in the appropriate column and row to produce themes. For the
surveys, data were exported into Excel for analysis. For quantitative data, Excel spreadsheets were
cleaned and merged for analysis, while qualitative data from open-ended responses supplemented the
themes identified in the matrix.
The protocols for the interviews, focus groups, and survey are included in Appendix A of this report.
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12GAPS ANALYSIS FOR EQUITY INDICATORS PROJECT
Focus Groups and Interviews: Focus groups and interviews were conducted from April 28, 2021,
through June 18, 2021, with 36 separate engagements during that time with a total of 64 Bozeman
community members. Focus groups were conducted to better understand the equity in certain
sectors; health, education, business, religious, and social service sectors were all included in focus
groups. Interviews were conducted with organizations and individuals who are serving or belong
to marginalized communities, completing equity work, or have insights into the needs and gaps in
services in Bozeman. The individuals identified for the focus groups and interviews were determined
by the internal City of Bozeman team with guidance from TPMA. When deliberating who should
be invited to the focus groups and interviews the internal City of Bozeman team used stakeholder
mapping, considering if the individual has a high or low level of influence in Bozeman or within a
particular community, and if they had a high or low stake in the work being completed for the Equity
Indicators project. Additional stakeholders were identified by participants in interviews and focus
groups.
Community Forums: On May 24th and May 26th TPMA and the City of Bozeman hosted two
Community Forums. The forum invites were shared on the City’s social media, and through local
news media outlets and shared with survey participants who indicated they would be interested
in participating in a forum. The May 24th community forum had 12 participants and the May 26th
community forum had 19 participants. Participants were asked questions about their lived experience
in Bozeman. During the May 26th forum the zoom experienced a glitch ending the session early. A
final community forum was hosted on June 30th to report out on what we heard during stakeholder
engagement and ensure that input was reflected in preliminary indicators. The June 30th forum was
attended by 33 community members.
Survey: The survey was available in Spanish and English. There was a total of 1518 completed
responses. 13 participants chose to take the survey in Spanish. In addition to the completed results
there were 213 partial responses that were at least 50% complete that were included in the analyses.
The survey was shared on social media, through local news media, sent to participants of the focus
groups, and included in some of the City of Bozeman’s internal team signature lines. The purpose
of the survey was to gather a better understanding of perceived needs in Bozeman, gather insights
to strategies to increase equity in the city, and understand how individuals define equity and the
city’s role in promoting equity. Participants were not required to answer all questions so there are
a variety of response rates for each question. The survey draft can be found in Appendix A. The
survey also collected respondents demographic information including age, employment status, race,
ethnicity, ability, gender identity, and sexual orientation. These pieces of information were essential
to separating responses based on an individual’s inherent characteristics or identity, also known as
“disaggregating” responses. While the survey collected information to help disaggregate responses
based on one’s race, ethnicity, gender, sexuality, and ability, the survey did not collect income level, so
the results cannot not be disaggregated by socioeconomic status.
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13GAPS ANALYSIS FOR EQUITY INDICATORS PROJECT
Who Lives in Bozeman
General Overview
According to The US Census Bureau’s American Community Survey (2019: ACS 5-Year Estimates Data
Profiles), the City of Bozeman has a population of 46,746i, making it the fourth largest city in Montana.ii
Race and Ethnicity Overview
The majority of the population of the City of Bozeman is White alone (89.6%), followed by those
reporting that they are two or more races (2.9%). The City is made up of 3.6% non-White, single race
members: 0.7% Black or African American alone, 0.7% Indian and Alaska Native alone, and 2.2% Asian
alone. 3.8% of the population is Hispanic or Latinx (of any race).iii Racial diversity is low in Bozeman, MT.iv
The national average for an area this size is 45,646 racially diverse peoplev, while there are 9,974 in
Bozeman.
Gender Overview
Males make up 53% of Bozeman’s population, while females make up 47% of the population.vi
Age Overview
The largest age group in the City of Bozeman
is between the ages of 20 and 24 (21.4%),
followed by those between 25 and 34 years
(19%). Overall, 62% of the population are 34
years of age or younger and 38% are 35 or
older.vii Bozeman’s largest age group is slightly
younger compared to the United States’
largest, 25 to 34 years (13.9%).viii
Disabled Community Overview
The disabled community makes up 7.6% of
Bozeman’s population. Type of disability is
broken down by hearing, vision, cognitive,
ambulatory, self-care, and independent living
difficulties. Cognitive difficulties make up
the largest number of disabilities in the City
(3.4%), followed by hearing difficulties.ix
Bozeman has a smaller disabled population
compared with the United States as a whole
(12.7%), with the United States’ most prevalent
disability being ambulatory difficulty (6.9%)
and cognitive difficulty being third most
common (5.2%).x
85 years and over
75 - 84 years
65 - 74 years
60 - 64 years
55 - 59 years
45 - 54 years
35 - 44 years
25 - 34 years
20 - 24 years
15 - 19 years
10 - 14 years
5 - 9 years
Under 5 years
HearingDifficulty VisionDifficulty CognitiveDifficulty AmbulatoryDifficulty Self-careDifficulty IndependentLivingDifficulty
Age of Residents
Type of Disability
1.1%
2.8%
1.3%
3.4%
2.6%
1.2%
2.2%
2.8%
5.4%
4.5%
4.2%
7.9%
11.7%
21.4%
19.0%
10.1%
4.1%
3.4%
4.5%
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14GAPS ANALYSIS FOR EQUITY INDICATORS PROJECT
Employment Overview
There is a 70.5% employment rate in Bozeman, of
those, 60% worked 35 hours or more in a week, 30%
worked 34 hours or less, and 10% did not work.xi
Bozeman’s 35+ hour workers are representative
of the United States (61%). Bozeman’s population is
made up of significantly more individuals working up
to 34 hours a week compared with the United States
rate (17%) and rates of those who did not work in
Bozeman are significantly less than that of the United
States (22%).xii
Income Overview
Those earning between $100,000.00 and $149,999.00 a year make up the largest group in Bozeman
(23.6%). Those earning $50,000.00 to $74,999.00 make up the next largest group (16.4%), followed
closely by those earning $75,000.00 to $99,999.00 (15.4%). Those earning less than $25,000 a year
make up 8.3% of the population. Bozeman’s median income is $55,569.00, and its poverty rate is 17.8%.xiii
The United States’ largest group are those earning $50,000.00 to $74,999.00 (17.4%). Those earning less
than $25,000 a year make up 18.1% of the United States’ population. The United States poverty rate is
12.3%, lower than that of Bozeman, MT, with a higher median income than that of Bozeman ($65,712.00).xiv
35+ Hours/Week
Up to 34 Hours/Week
Did not work
< $25K $25K - $50K $50K - $100K > $100K
Employment Type
Earnings
60.0%
8%18%32%42%
30.0%
10.0%
Who Responded to the Survey?
Survey Respondents, as Compared to General Population
This survey was intended to reach as many Bozeman community members as possible with targeted
outreach to Hispanic and Latinx communities. Local nonprofit and social service organizations were
asked share the survey with their clients to ensure representation of their needs in the survey. As
previously discussed in the Methodology section, this survey was used to establish overall community
needs. Further analysis of demographic breakdowns and comparisons against the overall population
are included in this section of the report.
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15GAPS ANALYSIS FOR EQUITY INDICATORS PROJECT
Race Data
Nearly two-thirds (65.8%) of survey respondents were white. In sum, approximately 20% of survey
respondents were non-White. White is the majority race in Bozeman (92%) and was also the majority
race of survey respondents (65.8%). In Bozeman, communities of color make up less than 8% of the
population but are represented by 22% of survey respondents. Specifically, Black or African American
made up 4.5% of respondents, Hispanic or Latinx made up 4.4%, American Indian or Alaska Native
made up 4.2%, Asian made up 3.6%, Native Hawaiian or another Pacific Islander made up 1.7%, Middle
Eastern or North African made up 1.5%, and those races/ethnicities not listed made up 0.8%.
Gender Data
According to census data, the City of Bozeman is relatively equal in terms of sex makeup of the
population; 53% of Bozeman residents are male and 47% are female. The survey asked respondents
to identify as transgender or cisgender. Transgender (often abbreviated to “trans-”) was defined as a
person whose gender identity, expression or behavior is different from those typically associated with
their assigned sex at birth. Cisgender (often abbreviated to “cis-”) was defined as a person whose
gender identity, expression, or behavior is the same as those typically associated with their assigned
sex at birth. Respondents had the option to choose from cisfemale, cismale, transfemale, transmale,
non-binary, prefer not to respond, or they could input their gender if it was not already listed. In
contrast to the population of Bozeman, ciswomen made up the majority of survey respondents (58%)
followed by cismen (26%). Approximately 4% of respondents were not ciswomen or cismen and 12% of
respondents preferred not to respond.
Race (N=1150)Gender (N=960)
Not listed
Hispanic or Latinx
Native Hawaiian / Other Pacific Islander
Middle Eastern / North African
Asian
White
Black / African American
American Indian / Alaska Native
Prefer not to answer
Female (cis-female)
Male (cis-male)
Prefer not to answer
Non-binary
Male (trans-male)
Female (trans-female)
Intersex, Genderqueer, Two spirit
65.8%
57.5%
26.4%
12.4%
2.1%
0.8%
0.7%
0.2%4.5%
4.2%
13.6%
0.8%
4.4%
1.7%1.3%3.6%
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16GAPS ANALYSIS FOR EQUITY INDICATORS PROJECT
Sexual Orientation Data
Nearly three-quarters (73.3%) of survey respondents identified as heterosexual or straight. 9% of survey
respondents were bisexual, 2.5% were gay or lesbian, and 2.2% of respondents’ genders were not listed
(pansexual/pan, fluid, queer, or asexual/ace). 13.1% of respondents preferred not to answer.
Age Data
The largest group of survey respondents (37.5%) were between the ages of 26 and 40, which is slightly
over representative of that age group in Bozeman (approx. 30%). Those who were over the age of 55
made up the next largest group of respondents (24.0%), which is slightly overrepresented as compared
to the general population in this age group (17.0%). There were very few respondents under the age
of 25 (10.4%); the population of those younger than 25 years old is underrepresented in the survey
as this population makes up the largest group in Bozeman (43%) but is represented by 10% of survey
respondents.
Sexual Orientation (N=976)
Age (N=1066)
Prefer not to answerNot listed: Pan, Fluid, Queer, AceGayBisexualHeterosexual / Straight
0-18 19-25 26-40 41-54 55+Prefer not to answer
2.2%
22.1%
13.1%
24.0%
9.0%
6.0%
2.5%
9.4%
1.0%
73.3%
37.5%
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17GAPS ANALYSIS FOR EQUITY INDICATORS PROJECT
Full-time (40 hours)
More than Full-time (40+ hours)
Retired
Multiple Jobs
Part-time (< 40 hours)
Student (University or Trade School)
Unemployed
Prefer not to answer
High School Student
Employment Status (N=1205)
Respondents with Disabilities (N=1058)
37.1%
17.3%
10.8%
10.1%
8.8%
5.5%
5.5%
0.6%
4.3%
Disability Data
Survey respondents who reported having a disability are generally representative of the disabled
population in the City of Bozeman. This community makes up 7.6% of Bozeman’s population and 9% of
survey respondents.
No Yes Prefer not to answer
83.3%
9.4%7.4%
Employment Data
Most survey respondents reported working full-time (37%), followed by those working more than
full-time (17%). Unemployed participants made up only 5% of survey respondents. For those working
40 hours or more, the survey (54%) was representative of Bozeman’s population (60%). Bozeman’s
population is made up of 10% of individuals who do not work. When considering unemployed and
retired respondents, the survey is fairly representative (16%) of Bozeman’s population.
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18GAPS ANALYSIS FOR EQUITY INDICATORS PROJECT
FINDING GAPS & UNDERSTANDING NEEDS
Based on the stakeholder engagement, key needs and gaps were identified and were grouped into
the following themes/categories:
• Housing
• Transportation
• Health
• Education
• Childcare and Youth Programming
• Economic Opportunity
• Quality of Place
• Justice and Civic Health
Each category includes three sections.
1. “What We Heard” - Relevant findings from interviews, focus groups, survey results, and community
forums. and recommendations. Findings were formed from both the stakeholder engagement and
the community profile data analysis, as well as drawing on national best practices and insights
shared by organizations currently serving Bozeman. Within this section, there is also an overview
of publicly available data related to the category. This community data was collected from a variety
of public sources, including the U.S. Census Bureau’s American Community Survey, Housing and
Urban Development, and Montana Office of Public Instruction Gems Public Dashboard. The data
regarding the social, financial, and general well-being of individuals in Bozeman has been analyzed
and incorporated into each of the categories.
2. “Recommendations” - Based on what we heard and available data, this section outlines
recommendations for programming or policy to support community needs or address gaps.
3. “Recommended Indicators” - Also included under each category are potential equity indicators
the City could adopt. The recommended indicators utilize both local sources and publicly available
data; they are not the only indicators that could be used, but reflect the gaps and needs reported
by the community. The City of Bozeman will determine which indicators work best in developing an
indicators dashboard.
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19GAPS ANALYSIS FOR EQUITY INDICATORS PROJECT
In addition to these categories there were needs and gaps mentioned during stakeholder engagement
that overlapped all categories those were:
Increased information about resources // Stakeholders shared that they did not often know where to
look for resources and that improved communication would increase individuals’ ability to access the
resources needed.
Spanish translation // With a growing Hispanic and Latinx population, the need for Spanish translation
was mentioned regarding several of the categories listed above.
Partnering with other organizations // There are local organizations that are working to increase
equity and meet the needs of the community; stakeholders felt it was important that the City connect
with these organizations, both so they could serve as experts and also to ensure services were not
needlessly duplicated.
More engagement opportunities for community participation // Stakeholders wanted opportunities
to better engage in decisions the City was making. “The City Council must connect more with the
community. Citizen involvement is critical to success in equity. Currently, [I] see few ways to be
engaged with what you are doing,” explained one survey respondent.
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20GAPS ANALYSIS FOR EQUITY INDICATORS PROJECT
Overall Ranking of Large and Moderate Needs
Affordable Housing
Increased Availability of Living-Wage Jobs
Substance Abuse Services
Access to Mental Health Care
Job Training
Early Childhood Care & Education
Homeless Support or Programs
Out-of-School Time Programs for Children
Improved Housing Quality
Clean & Well-Lit Streets & Sidewalks
Criminal Justice Reform
Violent Crime Prevention
Transportation To & From Work
Access to Broadband
Increased Access to Food
Legal Help
Access to Quality K-12 Education
Transportation for Reasons Other Than Work
Adult Education / GED / Language Programs
Truancy or Dropout Programs
College Enrollment / Persistence / Success
School Safety
Non-Violent Crime Prevention
Access to Public Parks / Playgrounds
Assistance with Public Health Hazards
68.9%11.3%
56.1%17.7%
39.9%31.6%
39.6%31.1%
25.49%35.4%
39.2%19.9%
30.5%28.2%
29.1%27.6%
26.6%28.0%
15.7%33.1%
15.5%32.3%
15.5%30.3%
12.6%30.2%
13.9%30.2%
13.4%27.1%
13.0%27.3%
13.3%23.9%
12.3%23.8%
9.6%27.4%
8.3%22.4%
17.9%27.9%
20.0%27.7%
21.9%22.9%
25.5%22.6%
25.5%22.5%
Large Need Moderate Need
Below is chart depicting the areas survey respondents identified as the most strongly needed and
indicates what percent of respondents indicated there was a Large Need or a Moderate Need. The
report further details these findings, the different areas of need are broken out in the next section and
disaggregated when responses from demographic groups varied significantly.
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21GAPS ANALYSIS FOR EQUITY INDICATORS PROJECT
Perception of Equity in Bozeman
Survey respondents were divided on the statement “The City of Bozeman is an equitable place to
live and work.” Nearly 50% somewhat or strongly disagreed that Bozeman was an equitable place to
live and work, 13% were neutral, and approximately 37% somewhat or strongly agreed that Bozeman is
an equitable place to live and work.
There is a perception from many stakeholders, particularly in the survey and community forums,
that there were not inequities in Bozeman, and that all necessary services were already offered to
community members. When asked in the survey “What services or opportunities for yourself or your
family do you wish were available in your community?”, these respondents answered with a variation
of no services were needed. However, many of them offered more insights than just writing none or
no services needed, and they generally offered two types of written responses, “None, the community
is great as is. Let’s not change it and make it worse!” and there are no services needed because the
individual or family “have been privileged to have the community provide the services we need.”
Survey respondents were also asked in an open-ended question, “How would you define equity?”
There was a range of responses from equity being a political tool or buzzword to it being an instrument
to address disparities. There were several survey respondents who indicated they believed that
equality should be the focus instead of equity. Many respondents discussed equal access or equal
opportunity; another word used frequently in definitions was fairness. Below are several quotes that
showcase some of the different views on what equity means to survey respondents.
• “Acknowledges that at times the allocation of resources and entitlements may need to focus
on particular groups, individuals or areas of concern in order to allow and encourage their full
participation in departmental practices and decision-making.”
• “Believing all people are equal and treating them that way.”
• “Addressing disparities in a way that acknowledges the vulnerability and unique needs of
marginalized groups to promote equal opportunities for success and security.”
• “Do for yourself and you will receive and equal opportunity. Everyone has equal access.”
• “It’s not needed. Equity comes from good character and hard work!”
• “Equal opportunity, respect, and support for everyone paired with an understanding of peoples
differing family, social, racial, cultural and other backgrounds.”
• “Equality has to do with giving everyone the exact same resources, whereas equity involves
distributing resources based on the needs of the recipients.”
Perceptions of Equity in Bozeman (N=1119)
24.9%25.5%13.2%14.9%21.9%
Strongly agree
The City of Bozeman is an equitable place to live and work
Somewhat agree Neither agree or disagree Somewhat disagree Strongly disagree
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22GAPS ANALYSIS FOR EQUITY INDICATORS PROJECT
• “Fair and impartial, opportunities for all people”
• “Making sure no citizen is left behind in Bozeman’s growth.”
• “Making sure everyone has the same opportunities, taking into account historical inequities”
Perceptions of Equity by Subgroups
As this study focuses on equity in the community, in many cases it is important to disaggregate
responses or look at the data for subgroups of the population, not just for the population as a whole.
Regarding the perceptions of equity in the community, survey data was analyzed by race & ethnicity,
gender, sexual orientation, and age to determine if there are variances in the perceptions within these
subgroups.
Almost half of respondents (44.4%) who identified themselves as part of the population of color
reported that they somewhat or strongly disagreed that Bozeman was an equitable place to live
and work. This is relatively similar (approx. 6% difference) to the overall group of respondents. Of
all respondents, the American Indian or Alaska Native group strongly disagreed with Bozeman’s
equitability at the highest rate (38.9%). The percentage of people of color in Bozeman who somewhat
or strongly disagree is fewer than the White respondents who somewhat or strongly disagreed (60.2%)
that Bozeman was an equitable place to live and work. Of all respondents, Black or African American
respondents strongly agreed with Bozeman’s equitability at the highest rate (53.3%).
Perceptions of Equity by Race/Ethnicity (N=1079)
31.2%
23.3%
22.8%
24.9%
16.7%
23.5%
14.3%
29.0%
6.7%
28.1%
23.8%
38.9%
23.5%
7.1%
11.0%
10.0%
10.5%
4.8%
16.7%
11.8%
42.9%
15.8%
6.7%
8.8%
9.5%
11.1%
23.5%
14.3%
13.0%
53.3%
29.8%
33.3%
16.7%
17.6%
21.4%
Strongly agree
The City of Bozeman
is an equitable place
to live and work
Somewhat agree Neither agree or disagree Somewhat disagree Strongly disagree
White
Hispanic or Latinx
Black or African American
Asian
American Indian or Alask Native
More than one race
Other Race/Ethnicity
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23GAPS ANALYSIS FOR EQUITY INDICATORS PROJECT
Perceptions of Equity by Sexual Orientation (N=1060)
34.0%
9.2%
28.3%
40.4%
11.7%
23.7%
5.0%
16.7%
12.9%
11.3%
14.2%
15.7%
9.2%
48.3%
19.5%
Strongly agree
The City of Bozeman
is an equitable place
to live and work
Somewhat agree Neither agree or disagree Somewhat disagree Strongly disagree
LGBTQ
Heterosexual
Prefer not to say
Nearly three-quarters of respondents (74.4%) who identified themselves as part of the LGBTQ+
population reported that they somewhat or strongly disagreed that Bozeman was an equitable
place to live and work. This is a substantial difference from the overall group of respondents, where
nearly half disagreed. The population of respondents who identified as straight responded in rates
more closely aligned to the overall group of survey respondents, with 35.2% somewhat or strongly
agreeing that Bozeman was an equitable place to work and live, as compared to 36.8% of the overall
group of survey respondents. 40% of respondents strongly disagreed that the City of Bozeman is an
equitable place to live and work, compared to 24% of non-LGBTQ+ respondents. Of the respondents
who preferred not to disclose their sexual orientation, almost 50% believed that Bozeman was an
equitable place to live and work.
Cisgender men agreed that Bozeman was an equitable place to live and work at higher rates than
any other gender. 47.1% of cismen strongly or somewhat agreed that Bozeman was an equitablie place
and 40.4% strongly or somewhat disagreed with this. In contrast, 66.1% of ciswomen respondents,
83.3% of transwomen respondents, 100% of transmen respondents, 60.8% of non-binary respondents,
and 100% of respondents whose gender was not listed either strongly or somewhat disagreed that
Bozeman is an equitable place to live and work.
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24GAPS ANALYSIS FOR EQUITY INDICATORS PROJECT
Perceived Equitability by Age (N=1248)
36.4%
31.2%
32.3%
22.1%
23.7%
18.2%
29.6%
31.3%
19.3%
20.3%
27.3%
11.5%
8.3%
14.8%
13.4%
18.2%
13.3%
16.7%
18.9%
12.5%
15.2%
11.5%
25.0%
30.2%
Strongly agree
The City of Bozeman
is an equitable place
to live and work
Somewhat agree Neither agree or disagree Somewhat disagree Strongly disagree
0-18
19-25
26-40
41-54
55+
Younger survey respondents were more likely to disagree that the City of Bozeman is an equitable
place to live and work. 63% of respondents between the ages of 19 and 25 either somewhat or
strongly disagreed and over half (54%) of respondents under the age of 18 either somewhat or strongly
disagreed. In contrast, 43% of respondents ages 41 to 54, and 44% of those older than 55 years either
somewhat or strongly agreed that Bozeman is an equitable place to live and work.
103
HOUSING
104
26GAPS ANALYSIS FOR EQUITY INDICATORS PROJECT
What We Heard: Housing
Needs related to housing were identified in almost every focus group, interview, and forum. For the
write-in survey question “What services or opportunities for yourself or your family do you wish were
available in your community?” over 30% of written responses mentioned housing. There were a
multitude of issues within the realm of housing that arose during the data collection, including access
to and availability of affordable housing, and resources for individuals facing homelessness.
Affordable Housing
Access to more affordable housing was the number one need identified in the survey, with 69% of
survey respondents reporting that affordable housing availability was a large need. This remained
consistent when disaggregating by all demographics (e.g. race, sexual orientation, gender, etc.) This
sentiment was present in the focus groups and interviews with even focus groups centered on health
or education indicating housing was a need. One participant in the healthcare field shared when
asked about other needs that “housing is another major issue. Probably the biggest.”
When asked “What services or opportunities for yourself or your family do you wish were available
in your community?” one survey respondent shared they wanted a “home I could afford for my wife
and child, because even though I work 40-50 hours per week at a good wage, with no debt, I don’t
have a chance to really take care of my family in that way.” Another reported, “Affordable housing
is the biggest need. I’m a first year, highly-educated teacher who [can] barely afford to stay in the
district. I will have to leave unless housing becomes more affordable.” Housing has been a high
need in Bozeman for years, but after reviewing the Bozeman, Montana Community Housing Needs
Assessment from February 2019,xiv it is clear that housing issues have been exacerbated by the
COVID-19 pandemic. Participants shared that while housing has been an issue for the City of Bozeman
for the last 5-10 years, they believed the pandemic has increased the number of people who can
work remotely causing more people, especially those with higher incomes, to move to Bozeman.
Recent trends from the 2019 report that were mirrored in focus groups, interviews, and community
forums included that many residents “are stuck in their homes. With no rentals available, renters
cannot move around as their housing situation changes. Owners looking to move as their families
grow, or downsize as they age, cannot find affordable options on the market.” Several residents who
participated in focus groups and community forums and who have lived in Bozeman for several years
stated that they would never have been able to purchase their homes if the housing market was like it
is currently. The need for affordable housing was identified as a significant need across all age groups
Affordable Housing Availability (N=1719)
6.3%2.0%11.5%11.3%68.9%
Large Need Moderate Need No Need Small Need Prefer not to answer / Unsure
Level of Need
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27GAPS ANALYSIS FOR EQUITY INDICATORS PROJECT
in the survey, at least three-quarters of all age
groups reported affordable housing as a moderate
or large need in Bozeman. All survey respondents
under the age of 18 believed affordable housing
was either a large or moderate need, and 89.0% of
those between 19-25 years of age concurred.
The need for access to affordable housing was
identified as a large need at similar rate across
all race/ethnicity groups in the survey. All race/
ethnicity groups reported at least a 60% large or
moderate need for access to affordable housing in
Bozeman – with the exception of Middle Eastern
or North African respondents, in which 33.0%
reported a large need and 0% reported moderate
need for affordable housing. White respondents
identified affordable housing as a large need at
the highest rate (79.0%), followed by Hispanic or
Lantinx respondents (72.0%) and Native Hawaiian or
another Pacific Islander (71.0%).
Out of State Homeownership and
Short Term/Vacation Rentals
Within the discussion around affordable housing,
there was also concern about people moving
into Bozeman who work remotely, individuals
purchasing vacation homes, and homes being
used for Airbnb’s instead of as rentals or made
available on the housing market. One survey
respondent shared they wanted “affordable
housing for people with Montana wages. It feels
like we are all being pushed out and the City
doesn’t seem to care.” Another stakeholder
shared “My rent continually goes up by quite a
bit every year, there were a few rental homes
that have been purchased and are now Airbnb’s.
Across the street, there was a family and then
someone bought the house and now the place
is an Airbnb, and someone only stays there one
week out of the month.”
Need for Affordable Housing by Age (N=1262)
0-18 19-25 26-40 41-54 55+
78.8%60.7%64.1%
Large Need Moderate Need Small Need No Need Prefer not to answer / Unsure
90.9%
9.1%5.0%6.5%14.1%17.5%
6.0%7.8%14.5%15.0%4.0%4.8%6.3%6.8%
1.0%1.8%1.2%
84.0%
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28GAPS ANALYSIS FOR EQUITY INDICATORS PROJECT
Access to affordable housing was reported as a priority need for several distinct populations
including individuals and families that fall under the poverty line, senior citizens, individuals and
families who have immigrated to Bozeman, and individuals and families who are above the poverty
line but still make less than the median income. One stakeholder shared that through her volunteer
work she helped three families who immigrated to Bozeman. “Finding housing was hard. Difficult
to rent, many live in RV park.” Lack of services to support non-English speakers and people without
documentation make these communities in Bozeman especially vulnerable to housing insecurity.
Additionally, there was concern for senior citizens and concern voiced by senior citizens who lived
on a fixed income, impacting their ability to stay in Bozeman. A stakeholder shared that “seniors who
have grown up in Bozeman and lived their whole lives [in Bozeman]” have been priced out of housing.
Participants reported that to pay for housing costs, some individuals had to choose between housing
and paying for basic needs and health care. Another participant shared “We cannot afford to rent or
buy a home on current [professional] salary.”
According to the Housing and Urban Development (2020) Assisted Housing: National and Local
data in Bozeman, there are 570 subsidized housing units. 84% subsidized housing units are currently
occupied.xv There are 3,815 households living below the poverty linexvi in Bozeman.
Subsidized housing units cover only 14.9% of households living in poverty. 99% of households in
subsidized housing units are very low income, and 85% are extremely low income. Additionally, the
average length of time on the waiting list for subsidized housing is nearly 3 years.
Total number of subsidized housing units 570 units
Total number of individuals in subsidized housing units 759 individuals
Average household income $12,855.00
% very low income 99%
% extremely low income 85%
% female headed household 64%
% with disability 36%
% minority 13%
Average number of months on waiting list 35 months
Average number of months since moving in 86 months
Characteristics of Households in Subsidized Housing Units in Bozeman
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29GAPS ANALYSIS FOR EQUITY INDICATORS PROJECT
Currently, the City works in partnership with Human Resource Development Council IX (HRDC) to
educate, certify, and prepare people to purchase an affordable home. The HRDC manages a waitlist
for purchasing affordable homes that are built by HRDC and homes built in accordance with the City
of Bozeman Affordable Housing Ordinance, prior to the outlawing of Inclusionary Zoning in the 2021
Montana State legislature. The Affordable Home Buyers dashboard on the Community Hub tracks
progress on the waitlist. As of June 22, 2021, there are 46 people on the waitlist, and the wait time is
well over one year, close to 16 months. The average household income for participants on the waitlist
is $49,613.
Prior to legislative changes in 2021, The City of Bozeman used Area Median Income to determine
pricing of affordable homes and eligibility of buyers of those homes. Home buyers have an average
Area Median Income (AMI) of 70.14%.xvii Below is the breakout of 2021 Median Income for Gallatin
County.xviii
46 70.14%$49,613 494People on Waitlist Average % of AMIAverage Household Average Days
Income On Waitlist
Total number of subsidized housing units
% Area Median Income 1 2 3 4 5 6 7 8
80%$49,784 $56,896 $64,008 $71,120 $76,810 $82,499 $88,189 $93,878
90%$56,007 $64,008 $72,009 $80,010 $86,411 $92,812 $99,212 $105,613
100%$62,230 $71,120 $80,010 $88,900 $96,012 $103,236 $110,236 $117,348
2021 Area Median Income (HUD)
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30GAPS ANALYSIS FOR EQUITY INDICATORS PROJECT
Housing Cost Burden
Cost burdened indicates the extent to which housing costs exceed 30% of the income of residents.
The Bozeman, Montana Community Housing Needs Assessment from February 2019 found that the
“percentage of households paying over 30% of their income for rent plus utilities is very high (55%).
These households are considered to be cost burdened, often having insufficient income left over for
other life necessities including food, clothing, transportation, and health care.”xix Housing cost burden
is a continued struggle for people renting and owning homes in Bozeman. This data aligns with the
2019 census data, as the percentage of households paying more than 30% of their income for housing
remains high.xx However, more current census data, which would demonstrate the extent to which
the COVID-19 pandemic affected housing burden, is not currently available. According to ACS data,
renters whose income is below $35,000 are three times as likely as homeowners to be housing cost
burdened.xxi
Percent of Households That Pay More Than 30% of Income on Housing by Income Level
Less than $20,000 $20,000 - $34,997 $35,000 - $49,995 $50,000 - $74,993 $75,000 or more
Own Rent
6.50%6.20%5.30%6.00%
2.50%
19.4%19.0%
7.3%
5.0%
2.0%
Equity Spotlight: According to the National Equity Atlas, “People of color are over-
represented in these [housing cost burdened] populations; this is due in part to a long
history of racial segregation forged through practices such as racially restrictive housing
covenants, redlining, and discriminatory lending. People of color are also more likely to
rent than own a home because historical dispossession and discrimination have prevented
accumulation of wealth and upward mobility.”xxii
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31GAPS ANALYSIS FOR EQUITY INDICATORS PROJECT
Resources for Individuals Facing Homelessness
Over half of survey respondents (58.7%) reported that there was a moderate or large need for more
homelessness support or programs. One stakeholder shared that “many residents are struggling to
find employment that pays a living wage, struggling to find affordable housing, and homeless high
school students and other homeless people are especially concerning.” Other stakeholders shared
they would like “more resources for our low income and homeless neighbors.”
One stakeholder shared “Instead of receiving direct aid from the community, our neighbors who are
hurting the most are expected to jump through bureaucratic hoops to prove need; many are long,
slow processes, like waitlists for housing or seeing a counselor. This barrier to access creates bad
outcomes for everyone. In the case of the houseless population, they are encouraged to leave the
community entirely and seek help in other Montana cities.”
Hispanic or Latinx and American Indian or Alaska Native respondents reported the highest levels of
need for homeless support or programs (40.0%). 71.6% of White respondents and 60% of Hispanic and
Latinx respondents believed there was a moderate or large need for homeless support or programs.
Homelessness Support or Programs (N=1625)
16.3%4.2%11.5%28.2%30.5%
Large Need Moderate Need Small Need No Need Prefer not to answer / Unsure
Level of Need
Need for Homeless Support or Programs by Race (N=1432)
White
Hispanic or Latinx
American Indian or Alaska Native
Asian
More than one race
Native Hawaiian or other Pacific Islander
Black or African American
Not listed above
37.6%34.0%
40.0%20.0%
40.0%10.0%
20.8%29.2%
30.0%16.7%
33.3%8.3%
14.0%18.6%
14.3%14.3%
Large Need Moderate Need
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32GAPS ANALYSIS FOR EQUITY INDICATORS PROJECT
When discussing programs or organizations in the area that were already working on addressing this
need, the Human Resource Development Council (HRDC) was reported as the main service provider
and connector of services in Bozeman. The HRDC shared, “on average, there are an estimated 100
homeless people in Bozeman on any given day.” According to the HRDC’s Community Profile for
Bozeman in 2020, 291 individuals were provided with a warm, safe place to sleep in the winter months
at the Warming Center and 180 individuals utilized the day center to access computers, snacks, and
housing resources.xxiii Not all individuals experiencing homelessness utilize services like the Warming
Center; it is important to also consider the needs of unhoused individuals that may reside in RVs, tents,
or cars when developing homelessness supports or programs.
Some individuals who felt that there was no need or a small need for supports expressed concern that
having supports in place would encourage more individuals who were experiencing homelessness to
come to Bozeman.
Housing Recommendations
Support and Expand Existing Housing Initiatives and Navigation Services
Organizations like HRDC offer a suite of important housing services including the administration of
housing choice vouchers, emergency rental assistance, homelessness prevention, and affordable
housing properties. They also offer unique navigation services which help residents find, access,
and maintain affordable housing. This is particularly critical for residents with low-incomes, for whom
navigating the often complex and bureaucratic federal rental subsidy program can be burdensome.
There is an additional need for these navigational services to be multilingual and accessible for the
growing Spanish speaking population in Bozeman.
Incentivize Affordable Housing Development
One of the most significant trends in Bozeman is the widening gap between the highest earners and
lowest earners. This manifests itself increasingly, in that the people who work in Bozeman, cannot
afford to live in Bozeman; this includes residents who are being priced out of market rate housing
options including single-family home ownership, multi-family home ownership, and rental units. As a
result, many residents would like to see the addition of incentives in city policy that would make the
development of affordable housing more attractive to developers. Examples of some of the incentive-
based tools that should be considered include cost reduction programs, density bonuses, and down
payment assistance and tax abatements:
Cost Reduction Programs: Policy that reduces the cost of developing affordable housing. This
may include development line items such as permit fee reductions, impact fees waivers, utility
improvement, and hook-up fee reductions.
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33GAPS ANALYSIS FOR EQUITY INDICATORS PROJECT
Density Bonuses: Density bonuses can be used to provide additional flexibility to developers that
incents the development of affordable housing. Using this policy, developers are able to build more
housing on a site when they meet affordable housing guidelines as outlined by the City.
Down Payment Assistance and Tax Abatements: Incentives that effectively reduce the equity/
debt needed either to build or buy a house will help lower the bar of entry for attainable housing
production. Programs such as tax abatement and down payment assistance can be effective in
encouraging housing production and home purchases.xxiv xxv
Engage the Community to Purposefully Build Diverse Neighborhoods
“Though many neighborhoods have “Black Lives Matters” signs in homes’ windows, I see VERY
FEW people of color in Bozeman.” This quote from a resident highlights that while many in Bozeman
would like to see a more diverse community, there is significant work to be done in making this reality
in many of the city’s neighborhoods. Efforts to diversify neighborhoods both from an affordability
standpoint and from a racial diversity standpoint will have varying responses from residents.
Strategies that both broaden and deepen community engagement in these efforts will be critical to
sustaining long term successes that result in a truly diverse community. This deepened community
engagement will be connected to the civic health of Bozeman and its ability to create and sustain a
civic infrastructure that invites community engagement.
Equity Spotlight: Redevelopment of mobile home parks can cause challenges if resident
displacement is not considered when they are closed. Strategies that should be deployed
when considering the redevelopment of a mobile home park should include resident
displacement mitigation strategies and mobile home park preservation strategies.
Examples of these strategies include subsidizing relocation and increased rental costs,
creating specific mobile home park zoning districts, and offering financial preservation
incentives for park owners and developers.xxvi
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Housing Recommended Indicators
The City of Bozeman is already tracking the work being done to add additional housing through the
Community Hub. To put an emphasis on equity, it is recommended the City begins collecting more
demographic data such as age, race, gender, and location in the City to better understand where and
to whom City resources are going. It would also be helpful to track some more general indicators of
housing in the City to share with community members, such as average listing price of houses, and to
work with Community Partners to track the rate at which individuals receive emergency housing and
subsidized housing. Initial recommended indicators include:
1. Average listing price for homes
2. Home ownership: percent owner-occupied households by race/ethnicity compared to rentals by
race/ethnicity
3. Housing cost burden: the percentage of households that spend more than 30% of their income on
housing
4. The rate at which individuals receive emergency housing, including how many people are
unhoused/living in tents/cars/RVs
5. Have more data on the Affordable Home Buyers dashboard on the Community Hub
6. Proportion of subsidized units, as reported to the U.S. Department of Housing and Urban
Development, in Bozeman compared to the number of households living in poverty
113
TRANSPORTATION
114
36GAPS ANALYSIS FOR EQUITY INDICATORS PROJECT
What We Heard: Transportation
Transportation issues discussed in focus groups, interviews, and the community forums included
not only discussion of the Streamline – the primary transit service for residents and visitors of
Bozeman and surrounding communities – but also the use of trails and bike paths as a means of
commuting, and not just for recreational purposes. Stakeholders shared there was a need for “better
bicycle infrastructure for commuters” and “bike/walk paths separated from motor vehicle traffic.”
Implementing such measures would help meet the need for “increased bicyclist and pedestrian
safety.” In response to the question “what strategies or suggestions would you give to make Bozeman
more equitable,” one survey respondent wrote they would like “better sidewalks and trails through
town for safe, enjoyable bike/walk to work.”
Survey respondents noted that transportation needs for traveling to or from work were greater
than needs for other reasons. 47.8% of respondents indicated that transportation to and from work
was a moderate or high need, while 42.8% of respondents believed transportation was a high or
moderate need for reasons other than work. One respondent to the survey shared “I wish there
were more public transportation options for those who do not drive or own a car, and multimodal
transportation facilities that made it more appealing and approachable for people to choose to bike or
walk.” Many survey respondents and stakeholders shared these thoughts when discussing operation
of transportation, they reported the need for increased and diversified services, including being able
to use multiple modes of transportation.
Need for Transportation (N=1596; 1559)
Large Need Moderate Need Small Need No Need Unsure / Prefer not to answer
To and From Work For Reasons Other Than Work
15.5%
32.3%
23.7%
20.1%
8.3%9.4%12.6%
30.2%
26.5%
21.3%
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37GAPS ANALYSIS FOR EQUITY INDICATORS PROJECT
Need for Transportation for Those with Disabilities (N=99; 99)
Large Need Moderate Need Small Need No Need Unsure / Prefer not to answer
To and From Work For Reasons Other Than Work
22.2%
29.3%
21.2%24.2%
3.0%5.1%
20.2%
29.3%
18.2%
27.3%
Means of Transportation to Work
Car, truck, or van - drove alone
Car, truck, or van - carpooled
Public Transportation (excluding taxicab)
Walked
Taxicab, motorcycle, bicycle, or other means
Worked from Home
8.8%
0.4%
6.6%
5.6%
7.3%
71.3%
Notably, according to the ACS 5-year estimates,
almost three-quarters (71.3%) of Bozeman households
drove to work alone in a car, truck or van, while
8.8% carpooled. Almost 7% of households worked
from home, though these data were pre-pandemic
estimates, and that percentage is likely to have
grown in 2020. Public transportation was the least
utilized means of transport for work. However, as
one stakeholder noted during a focus group, “Public
transit is still new for the community. It has only been
around 15 years, so the broader community still needs
buy-in to support it.”
While the overall majority of workers traveled to work
by driving alone in a car, truck, or van, workers older
than 16 who fell below 150% of the poverty level were
more likely to use public transportation, according to
the 2019 ACS 5-year estimates.
Participants also reported that there was a need for the public transit system, Streamline, to be
more accessible and available. One participant shared, “There needs to be more public transportation,
longer hours, more accessible.” Concerns over access included better resources on the Streamline’s
routes and times of operation. It was noted that it would help to have these resources available in
Spanish, as well as English. Another need reported when discussing transportation was making the
paths to transportation accessible, especially for senior citizens and individuals who are disabled.
Of survey respondents that reported having a disability, about half believed there was either a large or
moderate need for transportation to and from work (51.5%), and for reasons other than work (49.5%).
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38GAPS ANALYSIS FOR EQUITY INDICATORS PROJECT
“Complete Streets design provides an environment where all street users, particularly the most
vulnerable, can get around safely and efficiently. This means that regardless of the mode of
transportation, the age, the ability, or the confidence level, streets are accessible, safe, and
appropriate for the needs of all users. Complete Streets policies precisely aim at enabling safe use
and support mobility for all users using various street design elements such as:
• Pedestrian infrastructure: sidewalks, crosswalks, median crossing islands, curb extensions, pinch
point, Accessible pedestrian Signals for visually impaired people, pedestrian wayfinding, greenery,
and street furniture.
• Traffic calming measures to lower speeds of vehicles: speed humps, speed tables, speed cushions,
signage, and traffic lights.
• Bicycle accommodations: protected or dedicated bicycle lanes, repair stations, and bicycle parking.
• Public transit equipment: Bus Rapid Transit, bus pullouts, transit signal priority, bus shelters, and
dedicated bus lanes.”xxvii
Equity Spotlight: Participants shared that transportation, including walking, can be unsafe
for individuals with disabilities. One individual with disabilities shared that when trying to
cross Main Street, “it is a nightmare to understand traffic flows.” Utilizing Complete Streets
design could help create better accessibility.
Connection to Redesign Streamline 2020: Existing Service and Market Evaluation
Findings from the Gaps Analysis are similar to those of the Redesign Streamline 2020: Existing
Service and Market Evaluation which stated “in some cases, the lack of pedestrian infrastructure
makes it unsafe or extremely unpleasant to walk to a bus stop on the main road.” Additionally, it was
noted by stakeholders that the volume of stop announcements was affecting those who are disabled
and senior citizens. A stakeholder mentioned that the announcements for the stops on the Streamline
were turned “way down” so it was hard to hear when the stop was reached, this was particularly hard
for individuals who may be blind or visually impaired, as well as for citizens who may have difficulty
hearing low volume announcements.
According to the 2020 Existing Services report “The backbone of Streamline are the four local
routes serving Bozeman providing service 12-13 hours per day on weekdays and 10-11 hours on
Saturday with half hour service during the AM and PM weekday peak hours and 60 minutes during
weekday middays and Saturdays.” Stakeholders discussed that the Streamline schedule assumed
everyone worked a 9 to 5 job and that if someone worked different hours, it could be difficult to
utilize transportation. Stakeholders indicated they wished there was “better and more frequent public
117
39GAPS ANALYSIS FOR EQUITY INDICATORS PROJECT
transportation,” “better public transportation that’s economical,” and that there should be “expanded
public transportation.” One stakeholder suggested increasing public transportation by having “half
hour service and increased evening service.”
The report also indicated the “majority of Streamline routes operate as a one way loop. This strategy
maximizes coverage at minimal cost and is commonly used when resources are limited. However,
one-way service results in a poor experience for customers. Riders must typically ride through the
entire loop to end up at their origin, requiring significant out-of-direction travel and additional travel
time.” Participants shared that individuals utilizing public transportation for reasons such as getting to
work or getting children to daycare, are inconvenienced by one-way services making it hard to utilize
the Streamline efficiently.
Based off of the 2020 Existing Services report the “Routes were just redesigned for the fixed system.
The purpose is to better serve the city and provide more access to transportation routes. Part of
the redesign means tradeoffs.” One of the tradeoffs mentioned was taking service away from Four
Corners which would have an impact on the disabled community.
Transportation Recommendations
Increase the Hours of Operation
One survey participant shared the recommendation to increase “the number of pick-up times and
spots for Streamline. The schedule assumes that people work 9 to 5 jobs, but that is not accurate.
Service industry workers, cleaning industries, etc. work completely different hours and need access
to this resource.” This sentiment was echoed in focus groups when discussing barriers to access to
transportation.
Adopt Innovative First Mile/Last Mile Solutions
While the Streamline is often cited as an important asset for the community, there are gaps in service
which include both frequency of service and geographic location of routes. This can mean that for
riders there is a mismatch between their destination and the fixed schedule of public transit. To solve
this issue, residents requested the expansion and enhancement of infrastructure to support alternative
modes of transportation that complements existing transit services such as, “increased and safer bike
lanes/paths for commuting (not just recreation)” and “bike/pedestrian pathways need to be greatly
invested in and strengthened.”xxviii In addition to bike and pedestrian infrastructure, the community can
explore the expansion of unified transit solutions that include care and bike shares, facilities for making
modal connections, and additional technology solutions such as the RouteShout mobile app.xxix
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40GAPS ANALYSIS FOR EQUITY INDICATORS PROJECT
Create Rider Centered Transit Design
Very often the individuals with the most knowledge and understanding of a public transit system are
the riders themselves and yet, so often they are left out of decision-making processes. To build more
equitable transit services, riders, residents, and community-based organizations should be centered
in transit development conversations. Transit riders do not exist in a vacuum, their ability to use transit
and be successful on the job, at school, and at home are all interconnected. Therefore, an equitable
transit system must consider the holistic transit rider and connect to and enhance existing services
such as housing, workforce development, and economic development opportunities.xxx
An example of a successful transit strategy that recognizes these important intersections is the work
of the HRDC to meet the needs of Spanish speaking riders with limited English skills. Through multi-
lingual signage and personalized public transit tutorials, Streamline has recognized the need to create
customized solutions to meet the needs of this community. With additional rider input, Streamline may
find ways to increase the visibility of these opportunities and increase the usage of these services.
Transportation Recommended Indicators
The City is already tracking pedestrian and cyclist crashes as well as improvements being made to the
streets, maintaining this as an indicator will help inform where improvements could be made to make
the City safer. An indicator that summarizes the work being done and tracks how many accessible
projects, such as audible crosswalks, would help the community know what actions the City is
taking. Additionally, tracking who is using the Streamline and Galavan would be beneficial. Indicators
informed by census data, such as the percent of households without a vehicle disaggregated by race
and ethnicity, and the means of transportation to work by vehicles available, would help inform who is
using what means of transportation and why.
Initial recommended indicators include:
• Percent of households without a vehicle by race and ethnicity: this information will not be available
until the 2020 Decennial Census is available.
• Means of transportation to work by vehicles available
• Use local source for Streamline and Galavan ridership
• Number of public transportation documents and signage translated into Spanish
• Audible Crosswalks
• Pedestrian and cyclist crashes by location
119
HEALTH
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42GAPS ANALYSIS FOR EQUITY INDICATORS PROJECT
What We Heard: Health
When discussing health needs in Bozeman, three main issues were discussed in the stakeholder
engagement - accessing healthcare, mental health, and substance use. These align with the recent
community health needs assessmentsxxxi (2017 Community Health Needs Assessment Report: Gallatin,
Madison & Park Counties and the 2020 Community Health Needs Assessment Gallatin, Madison &
Park Counties, Montana).xxxii In 2017, all three of the needs that were identified by stakeholders were
among the top five in the prioritized list of community health needs for the three-county region and
in the 2020 Community Health Needs Assessment, mental health, substance abuse, and access
to health care services were in the top three prioritized community health needs. Stakeholders
noted that accessing healthcare does not only include physical access to locations, ability to pay for
services, and availability of medical professionals – though those are important components of access
– but access also includes trusting providers to meet your needs and having access to the services
you need.
Accessing Healthcare
Stakeholders reported that there is a need to increase trust in the healthcare system and local
providers, in order to increase use of healthcare services. Stakeholders emphasized that for
marginalized communities, almost everyone has had or knows someone who has had a terrible
healthcare experience, which has limited use of healthcare services. Several participants shared
experiences of being discriminated against or not receiving treatment they needed based on their
gender identity or race. One participant shared, “people don’t access healthcare anymore because
you can only have so many bad experiences with doctors in a place before you just don’t see them
anymore.”
Bilingual healthcare services: Stakeholders also reported that there was a need for practitioners who
better understood and could serve their patients. Stakeholders emphasized the need for having better
training and more accountability for medical professionals, so they are equipped to serve diverse
populations. One participant shared “Patients would love to have bilingual healthcare providers.
It’s not just a language barrier, it’s a cultural barrier. I’ve got some patients that would prefer to see
someone that already speaks Spanish. There is a shortage of bilingual counselors.”
Representation and diversity among providers: Participants noted that there is a need for enhanced
recruitment efforts to attract and retain diverse medical professionals that are members of the
communities that have been historically underserved by the healthcare system. One respondent
believed a strategy to increase equity in Bozeman would be to “talk about race and the impacts it has
had amongst BIPOC communities and what their lives actually look like in regard to trauma, resources,
access, food, culture, erasure, microaggressions, chronic conditions, and mental and physical health
of our bodies.”
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43GAPS ANALYSIS FOR EQUITY INDICATORS PROJECT
LGBTQ+ affirming healthcare: Enhanced resources for LGBTQ+ patients, training, and an increased
understanding from providers were identified healthcare needs for LGBTQ+ residents. Stakeholders
shared that there was a lack of providers in Bozeman who understand LGBTQ+ health needs,
particularly for transgender youth. A stakeholder discussed that providers are not trained to serve
the LGBTQ+ community in their coursework and often have to find supplemental training and
support, such as those provided by Bridgercare – a nonprofit reproductive healthcare facility – to
better understand the needs of LGBTQ+ patients. One stakeholder reported they believed, “more
medical providers should have more training on healthcare allies, and also transgender health. It’s a
shame because it would be helpful and make more people feel welcome in the healthcare system.”
This stakeholder went on to discuss that they “would love if that [training] was mandatory for all
pharmacies” stating it would make “everyone feel more understood when getting their medication.”
Stakeholders reported that without local providers who understand these needs, many residents
either forego medical care or seek it out-of-state.
Access to healthcare and insurance coverage: The 2020 CHNA found that “LGBTQ residents
receive routine checkups at a level that is statistically similar to others in the community, but are
more likely to report difficulties accessing services, and are more likely to be without insurance
coverage.” Additionally, the 2020 CHNA found, “communities of color are much less likely to get
routine checkups than White residents. And, while they don’t report access difficulties to a significantly
greater degree, they are significantly more likely to be without health insurance coverage.”xxxiii
Mental Health and Substance Use
Bozeman stakeholders reported that there is a need for an increase in both mental health services
and substance abuse support services, including more inpatient treatment options and more
resources. Over 70% of survey respondents indicated there is a large or moderate need for both
access to mental health care and substance abuse services. Regardless of age, sexual orientation,
gender, and race, survey respondents agreed that there was either a large or moderate need for
access to mental health services. One participant summarized the current situation in Bozeman by
sharing “mental health and substance abuse are at the root of so many issues as is housing and food
insecurity which are the result of wages that do not cover the cost of living.” Another stakeholder
highlighted that the COVID-19 pandemic has resulted in inequitable access to mental health services.
Stakeholders discussed how issues like housing security can be connected to mental health and
substance use. One survey respondent shared they believed there should be better supports for
homeless individuals where they “can receive the mental or drug care they need”. Others shared
these sentiments stating, “I wish there were facilities that were able to expediently assist members of
the community with their respective needs and be able to direct them to similarly expedient programs
that address things such as homelessness, medical assistance, financial and legal help, as well as
mental health.”
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44GAPS ANALYSIS FOR EQUITY INDICATORS PROJECT
Several respondents in the survey and focus groups indicated that not only increasing mental health
practitioners was a need but there was also a need for “mental health services, especially inpatient
adult and adolescent facility in Bozeman.” This need was echoed when discussing substance
abuse services, when it was reported that there were additional services needed for substance use,
including inpatient treatment options. Additionally, stakeholders expressed that there needed to be
changes within law enforcement to better respond to individuals having a mental health emergency or
who have substance use disorders. One survey respondent reported they wished “there were more
resources and collaboration between law enforcement, the healthcare system, and mental health orgs
[organizations] to support people with mental health needs.”
Many stakeholders reported that increased demand for services, the cost of services, and
perceived stigma around needing mental health care are all barriers that limit access to services
for Bozeman residents. One participant shared, “There’s an access to care problem for mental health.
We have a lot of people calling in for counseling referral and are able to connect with a counselor but
can’t afford it. If you look at the types of insurance counselors take and the types of insurance people
have there’s a mismatch.” Stakeholders consistently shared that there is often a wait to be seen by
a mental health professional. In addition to the cost and the perceived stigma surrounding mental
health, there are barriers to accessing mental health care. This was also found in the 2020 CHNA,
where survey respondents reported, when asked about what most often prevents people who need
mental health services from getting care, “most survey respondents mentioned stigma, cost, and
availability of services.”xxxiv
Need for Access to Mental Health Care & Substance Abuse Services (N=1524; 1515)
Reasons For Not Accessing Mental Health Care
Availability Stigma Cost
8.6%
8.6%
6.5%
6.5%
13.1%
13.3%
31.1%
31.6%
39.6%
39.9%
Large Need Moderate Need Small Need No Need Prefer not to answer / Unsure
Access to mental health care
Substance abuse services
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45GAPS ANALYSIS FOR EQUITY INDICATORS PROJECT
When assessing the Difficulty Accessing Mental Health Services, the 2020 CHNA found that “the
prevalence of difficulties is much higher in Gallatin County (especially Bozeman)”xxxv compared to the
total area, and that “among the small sample of those reporting difficulties, cost and barriers due to
coronavirus were predominant reasons given.”xxxvi
When discussing mental health, stakeholders also expressed that State of Montana policies impact the
wellbeing of LGBTQ+ community members. One stakeholder shared, “the legislation has been really
rough – the anti-trans bill. For those that identify as a sexual minority it’s been hard. A lot of people
are struggling with what’s happening at the state level.”
Ciswomen reported a large need for access to mental health services at a higher rate compared
to other genders. Nearly three-quarters of ciswomen (72.5%) believed that access to mental health
services in Bozeman was a large need. Similarly, all respondents whose gender was not listed
reported a large need. Cismen (40.9%), transwomen (42.9%), and non-binary respondents (46.2%)
reported a large need for access to mental health services at similar rates.
Access to Mental Health Services by Subgroups (N=1066; 867; 1058
0-40 41+Not LGBTQ LGBTQ No Disability Disability
57.1%67.1%55.6%50.5%
Large Need Moderate Need Small Need No Need Prefer not to answer / Unsure
58.7%
19.8%20.6%20.8%21.0%23.2%
14.5%
9.4%7.8%6.9%7.5%15.2%9.9%
14.9%9.6%11.6%12.1%11.1%5.3%
2.2%4.1%3.6%3.3%3.7%
53.0%
124
46GAPS ANALYSIS FOR EQUITY INDICATORS PROJECT
White respondents reported the highest levels of need for access to mental health services. Over
three-quarters of white respondents (83.8%) believed there was a moderate or large need for access
to mental health services. 80% of respondents whose race/ethnicity were not listed (N = 20), and 75%
of Asian respondents also identified a moderate or large need for access to mental health services.
Need for Access to Mental Health Services by Race (N=1524)
White
Not listed above
Asian
Hispanic or Latinx
American Indian or Alaska Native
Native Hawaiian or other Pacific Islander
More than one race
Black or African American
62.2%21.6%
35.0%45.0%
55.0%20.0%
45.7%20.0%
46.4%14.3%
50.0%10.0%
46.7%11.7%
21.6% 13.5%
Large Need Moderate Need
Equity Spotlight: Montana has ranked in the top five for suicide rates in the nation for the
past thirty years for all age groups. In a report for 2019 in the National Vital Statistics Report,
Montana has the 3rd highest rate of suicide in the nation.xxxvii The Montana DPHHS report
Suicide in Montana: Facts, Figures and Formulas for Prevention shared that according “to
the 2019 Youth Risk Behavior Survey, during the 12 months before the survey, 10% of all
Montanan students in grades 9 through 12 had made a suicide attempt and 15.6% of 7th and
8th graders. For American Indian students, 15.4% had attempted suicide one or more times
in the twelve months before the survey. There is a 380% increase in suicidal ideations for
students getting “D”’s compared to “A”’s.” The report also highlights other populations, such
as LGBTQ+ individuals, elderly, men, college students, and veterans, who have higher than
average suicide rates.”xxxviii
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47GAPS ANALYSIS FOR EQUITY INDICATORS PROJECT
When expressing the need for more mental health services, stakeholders also indicated that
resources for individuals experiencing a substance use disorder was also a need. All survey
respondents agreed that there was a large or moderate need for substance abuse services in
Bozeman, with almost half of all respondents identifying this as a large need. When looking at
subgroups, nearly three-quarters of respondents for all subgroups reported access to substance
abuse services as a moderate or large need. Stakeholders responded to the survey question “What
services or opportunities for yourself or your family do you wish were available in your community?” by
listing several types of supports they saw as a need including “substance support groups for Alcohol
that isn’t religious-based (AA) and support groups for cannabis abuse,” “teen substance abuse help,”
and a “substance abuse treatment center.”
Substance abuse services were identified as a large or moderate need at similar rates across
subgroups. All groups – of all ages, sexualities, and disabilities – reported at least a 69% large or
moderate need for substance abuse services in Bozeman.
Access to Substance Abuse Services by Subgroups (N=1248; 976; 1515)
0-40 41+Not LGBTQ LGBTQ No Disability Disability
45.0%49.0%43.5%45.5%
Large Need Moderate Need Small Need No Need Prefer not to answer / Unsure
44.0%
30.0%30.0%
30.0%30.4%24.2%24.0%
9.0%8.0%7.0%7.5%13.1%10.0%
15.0%11.0%12.0%12.0%14.1%8.0%
5.0%7.0%
9.0%6.6%
3.0%
42.0%
126
48GAPS ANALYSIS FOR EQUITY INDICATORS PROJECT
Hispanic or Lantinx respondents reported the highest levels of need for access to substance abuse
services. 82.7% of Hispanic or Lantinx respondents identified a moderate or large need for access to
substance abuse services. 80% of Asian respondents, and 79% of White respondents also identified a
moderate or large need for access to substance abuse services.
Need for Substance Abuse Services by Race (N=1500)
Hispanic or Latinx
Asian
White
Native Hawaiian or other Pacific Islander
Middle Eastern or North African
More than one race
Not listed above
American Indian or Alaska Native
Prefer not to answer
Black or African American
37.9%44.8%
40.0%40.0%
48.7%30.3%
50.0%25.0%
16.7%50.0%
33.3%26.7%
40.0%
18.8%
20.0%
32.0%
42.9%
18.9%
14.3%
27.0%
Large Need Moderate Need
Health Recommendations
Data Driven Solutions to Address Health Inequities
Health inequities exist across the United States and the case is no different in Bozeman. To be
successful in confronting these inequities, the community must understand the health outcomes being
experienced by residents. To do this, healthcare systems and leaders must insist on disaggregating
health outcomes by factors such as socio-economic status, race, gender, ability, and sexual
orientation and making those outcomes publicly available. The integration of disaggregation into
health dashboards will quickly highlight areas in which the healthcare system is serving populations
differently. These differences should provide opportunities to design custom intervention to address
disparities within the community.xxxix
Confront Institutional Racism and Discrimination
It is well documented that people of color and other marginalized communities experience
disproportionately negative health outcomes when compared with their peers.xl Research tells us
that in addition to the systemic factors outside of the healthcare system that influence health, the
healthcare system itself was designed to center its services from the majority group’s perspective,
which in the case of Bozeman is the white, heterosexual, able-bodied perspective.xli This
institutionalized centering, while in many cases implicit, leaves other groups marginalized and on the
fringe of an otherwise functioning healthcare system.
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49GAPS ANALYSIS FOR EQUITY INDICATORS PROJECT
Health Recommended Indicators
For Health Indicators, it will be important to create data sharing agreements with local hospitals and
health providers to get local data more frequently than it is shared at the state level and at a level that
can be disaggregated by race, ethnicity, gender identity, sexual orientation, and ability when possible.
In addition to those health indicators, tracking the rate of translation services and LGBTQ+ trainings
would also help measure need and services. It was reported that there are already efforts underway
between health organizations to create dashboards, so it would be beneficial for the City to connect
to see if partnering is a possibility. Initial recommended indicators include:
1.Health indicators
a. Drug Use Hospitalizations
b. Mental Disorders Hospitalization Rate
c. Drug Overdose Mortality
d. Suicide Mortality
e. Access to Healthcare
2.Rate of translation services used
3.LGBTQ+ health provider trainings conducted
4.Number of suicide prevention calls to the Help Center
Prioritize Health System and Community Collaboration
Health disparities and many of the factors associated with the social determinants of health happen
outside of the physical walls of a healthcare system. The community plays an integral part in the
health of residents and healthcare providers’ ability to connect, leverage, and center resources on
improving health outcomes for marginalized communities. Many of the factors that keep people from
regularly accessing and utilizing available healthcare services fall outside of the traditional purview
of a healthcare provider, but without accounting for and mitigating against these factors, providers
will continue to see poor health outcomes for marginalized communities. Examples of these types
of integral community connections include understanding if a patient has paid time off to attend an
appointment, understanding if a patient has access to transportation to appointments, and cultural
competencies when dealing with particular communities.xlii
128
EDUCATION
129
51GAPS ANALYSIS FOR EQUITY INDICATORS PROJECT
What We Heard: Education
Stakeholders considered K-12 education, post-secondary education, and adult education when
discussions around educational topics arose. Survey respondents were split on whether these issues
were of large/moderate need or small/no need. From the survey, 45% of respondents believed access
to quality K-12 education was of large or moderate need, while 46% believed there was small need or
no need. 42% believed adult education/GED/language programs were of large or moderate need but
39% believed in small or no need. 40% agreed college enrollment/persistence/success was of large
or moderate need however, 46% believed there was small need or no need. Finally, 40% believed
truancy or dropout prevention was a large or moderate need but 39% believed in small or no need.
These split findings were relatively consistent when disaggregated by race, age, sexual orientation,
gender, and location in Bozeman (NW, NE, SW, SE quadrants).
Increased Opportunities for Adult Education
Stakeholders shared in focus groups and interviews that they wished “more adult education
opportunities” were available in the community, this included classes for seniors, job training, as
well as career and technical experience opportunities. One survey respondent wrote, “[Bozeman]
used to have a lot of adult education classes, but I think it’s at a minimum right now. What happened
to them all? Computer classes, cooking, sewing, accounting, exercise, etc.”
Education Needs (N=1519; 1492; 1563; 1480)
Access to quality K-12 education Truancy or dropout prevention Adult education / GED / language programs College enrollment / persistence / success
13.4%
49.0%43.5%
Large Need Moderate Need Small Need No Need Prefer not to answer / Unsure
22.9%27.1%
13.0%13.9%
28.2%
24.0%
20.9%
21.8%15.1%
22.2%25.5%
27.3%
23.6%24.2%
8.7%
13.1%
18.5%14.3%
21.9%
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52GAPS ANALYSIS FOR EQUITY INDICATORS PROJECT
More than half of the survey respondents (60.9%) agreed there was at least a moderate need for
increased job training in Bozeman, and a quarter of the respondents (25.5%) believed there to be
a large need. Very few respondents (9.5%) believed that there was no need for increased job training
in Bozeman. One stakeholder shared, “because of the service/construction industry, there are a lot of
apprenticeship options because of the trades. Colleagues that have children who have gone through
that, electrician, carpentry, but beyond those trades and the Gallatin College I’m not aware of what
additional options there are.”
Job training was identified as a large or moderate need at similar rates across subgroups. All
groups – of all ages, sexualities, and disabilities – reported at least a 60% large or moderate need for
job training in Bozeman.
Need for Job Training (N=1483)
9.5%12.2%17.4%35.4%25.5%
Large Need Moderate Need Small Need No Need Prefer not to answer / Unsure
Need for Job Training by Subgroups (N=1483; 864; 1515)
0-40 41+Not LGBTQ LGBTQ No Disability Disability
26.5%31.3%25.3%45.5%
Large Need Moderate Need Small Need No Need Prefer not to answer / Unsure
25.2%
35.2%36.3%37.8%37.0%
31.3%
32.7%
9.8%8.4%
12.6%
8.5%9.1%
9.3%18.1%15.9%16.1%16.6%17.2%12.0%
8.1%
7.0%15.3%14.7%12.5%
5.1%
27.7%
131
53GAPS ANALYSIS FOR EQUITY INDICATORS PROJECT
Asian respondents reported the highest levels of need for job training in Bozeman. Three-
quarters of Asian respondents identified a moderate or large need for job trainings. 47.9% of White
respondents, and 60% of Native Hawaiian or another Pacific Islander respondents also identified a
moderate or large need for job trainings.
Need for Job Training by Race (N=1483)
Asian
White
Native Hawaiian or other Pacific Islander
Not listed above
American Indian or Alaska Native
More than one race
Hispanic or Latinx
Black or African American
55.0%20.0%
27.9%39.7%
30.0%30.0%
23.8%33.3%
40.7%14.8%
23.3%31.7%
23.5%23.5%
14.3%14.3%
Large Need Moderate Need
Within the City of Bozeman, 97.9% of the population over the age of 25 is a high school graduate or
higher,xliii whereas 58.7% percent of the population over the age of 25 has a Bachelor’s degree or
higher. When disaggregated by race, American Indian or Alaska Native individuals and individuals of
Hispanic or Latin origin have a lower percent of high school or high school equivalent attainment than
the community average. The disparity between education attainment and race is more prevalent in the
percent of individuals who have a Bachelors’ degree or higher. As the graph below shows, individuals
who are Black, American Indian or Alaska Native, Hispanic or Latino, or identified as some other races
are less likely to have attained a Bachelor’s degree or higher.
Educational Attainment by Race Age 25+
American Indian orAlaska Native Asian Black Hispanic or Latino Origin Some other race Two or more races White, not Hispanic or Latino
High school graduate or higher Bachelor’s degree or higher
94.6%100%98.8%94.7%100%100%97.9%
22.6%
60.2%59.6%
38.9%
70.8%
44.5%
29.3%
132
54GAPS ANALYSIS FOR EQUITY INDICATORS PROJECT
The disparity in educational attainment impacts income, as individuals who have a high school diploma
earn only 57% of the median earnings of an individual who has attained a Bachelor’s degree.xliv The
table compares the median earnings by educational attainment, showing the correlation between
increased educational attainment and increased median earnings.
Educational Attainment 25+Median Earnings in Last 12 Months
Less than high school graduate $15,842
High school graduate (includes equivalency)$24,026
Some college or associate’s degree $29,801
Bachelor’s degree $41,762
Graduate or professional degree $56,317
Disparity in K-12 Education
Stakeholders expressed that Bozeman could be more equitable by focusing equity efforts on K-12
education, one strategy mentioned was to “close the achievement gap in schools.” One participant
shared “we all want our students and children to be successful. [We want] our children to have it
better than we did.” According to Bozeman Public School District’s graduation rates for the 2019-2020
cohort, similar disparities are present with American Indian/Alaskan Native students and Hispanic
students having a lower graduation rate than their White and Asian peers.xlv It is important to note that
the cohort graduation does not include students who did not complete their high school education in
four years and the 2019-2020 rate did not have data available for Black or African American students.
2019-2020 Cohort Graduation Rate
75.7%
76.5%
78.6%
88.6%
95.0%
Hispanic Multi-Racial American Indian or Alaska Native White Asian
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55GAPS ANALYSIS FOR EQUITY INDICATORS PROJECT
In addition to a disparity between graduation rates between different races, students who qualified for
free or reduced lunch or were homeless were less likely to graduate than their peers. Students who
experienced homelessness in the 2019-2020 Cohort had a graduation rate of 55.0%, whereas 88.6%
of students who were not homeless graduated.xlvi Students who participated in free or reduced lunch
had a 69.5% graduation rate while students not eligible or not participating in free and reduced lunch
had a 91.1% graduation rate for the 2019-2020 cohort.xlvii
In the 2019-2020 cohort, students who were English Learners has a graduation rate of 65.5%
whereas students who were not English Learners has a graduation rate of 86.7%.xlviii Students with
disabilities who were receiving services under Individuals With Disabilities Education Act (IDEA) had
a lower graduation rate (75.5%) than students not receiving services under IDEA (87.4%).xlix When
comparing all the graduation rate demographics, housing security and whether a student experienced
homelessness had the largest impact on graduation rates.
69.5% of free and reduced lunch participants graduated whereas 91.1% of students who were not eligible or did not participate in
free and reduced lunch.
English learners has a graduation rate of 65.5% whereas students who were not English learners have a graduation rate of 86.7%
55.0% of students who experienced homelessness graduated whereas 88.6% of students did not experience homelessness
graduated.
75.7% of students with disabilities who were receiving services under IDEA graduated compared to 87.4% who were not.
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56GAPS ANALYSIS FOR EQUITY INDICATORS PROJECT
Resources for Students with Disabilities
In addition to understanding the lived
experience and having representation
in curriculum, participants shared that
education services to support students
with disabilities, particularly developmental
disabilities, was a need. One participant
discussing K-12 education shared, “students
with disabilities is big gap and funding for us
is an issue for all these programs. Schools
are asked to do more and more for students
with greater and greater needs.” Another
shared more broadly that for most resources,
including educational resources, a “large
funding gap exists for resources that support
developmentally disabled.”
Understanding Lived Experiences and
Representation in Curriculum
Stakeholders identified the need for
educational staff, counselors, and teachers, to
also serve students better through enhanced
understanding. Some stakeholders identified
training specially around cultural competency
and diversity; other stakeholders thought having
stronger recruitment and retention efforts for a
more diverse teaching staff, including members
of the BIPOC, Spanish speaking Hispanic and
Latinx, and LGBTQ+ communities would help
meet students’ needs.
It was also suggested that teachers and staff
who understand lived experience help create
safe spaces for students and can better
empathize and respond should instances of
bullying occur. Stakeholders also shared there
have been instances of bullying with regards
to race, including a racial slur being written on school property. Understanding lived experience also
includes understanding the different needs of students with disabilities.
In discussions around education, particularly K-12 education, there was an emphasis on curriculum
that was inclusive and representative of diverse populations. A participant referenced that diverse
curriculum should not just be a part of electives, but “part of the core curriculum.” The participant
noted that in looking at curriculum, “teachers are using derogatory statements [when] reading
passages out loud in class.” Another shared that Bozeman could be equitable by “addressing it
[equitability] at the school level by adding more inclusivity in learning and different cultures and
people.” This included having books that were written by diverse authors and ensuring history classes
did not only focus on the achievement and history of white men and women, but also shared the
history of BIPOC and LGBTQ+ experiences and contributions to society.
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57GAPS ANALYSIS FOR EQUITY INDICATORS PROJECT
Education Recommendations
Create Cradle-to-Career Educational Systems
To build a more equitable school system in which all students achieve better educational outcomes,
Bozeman must make a commitment to ensure that all students have the supports needed to be
successful. Often the supports necessary for a student to be successful in the classroom are found in
the community and must be leveraged within the school setting. Cradle-to-Career Education Systems
utilize community resources to provide students with wrap around supports from birth through
college. These supports can include health, social, and educational wrap around supports that are
deployed appropriately throughout a student’s development. These supports should also reflect the
students that they are serving and be culturally informed.l An example of this type of support would
be increased English as a Second Language services for the City’s growing population of Spanish
speaking students.
Partner with the Community and Leaders to Advance Educational Equity
Issues like income inequality and racism are too great for school districts to tackle alone. Each of
these challenges require community champions who are both interested in systemic change and are
supported and empowered to make that change. These champions can hold informal positions of
power such as community members and PTO parents or formal positions of power such as school
board members and teaching staff. These champions should also reflect the diversity of the community
and be supported to amplify marginalized voices in the education system.li These champions, such as
the school district’s diversity, equity, and inclusion committee, should be empowered to design and
implement equity strategies like updating curriculum to be racially informed and the recruitment of
diverse faculty and staff as recommended in stakeholder feedback.
Sector Based Strategies and Career Pathways
Invest in sector-based strategies and career pathways that can move individuals into jobs with family
sustaining wages, in particular the construction industry where “if we can train people on how to build,
we can overcome the labor shortage and associated costs, while possibly building the affordable
housing that Bozeman so desperately needs.” Sector-based strategies are an employer-driven model
for aligning resources and promoting collaboration among educational institutions, workforce service
providers, and community-based organizations to meet the needs of business. They offer a way to
simultaneously meet business’ needs for a robust and qualified workforce, while also expanding
access to the skills that lead to jobs with family sustaining wages for workers.lii
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58GAPS ANALYSIS FOR EQUITY INDICATORS PROJECT
Recommended Indicators: Education
Graduation rates and other public-school data is publicly available however there may be indicators
that are not captured in that data that through a data agreement with the local school district could
provide additional insights to equity, advanced placement enrollment is one such indicator that may
not be reported at the state level. It would also be beneficial for the City to track adult education
programs and opportunities available to community members. Initial recommended indicators include:
• Educational Attainment: Educational attainment for the population age 25-64, by race/ethnicity
• Number of job training programs and average cost
• Demographics for workforce programs
• Median Earnings by Educational Attainment
• Graduation Rate: race/ethnicity, receiving free and reduce lunch, English learner status,
experiencing homelessness, and students receiving IDEA services
• Percent of students receiving free and reduce lunch by school location
• 3rd grade reading scores: race/ethnicity, receiving free and reduce lunch, English learner status,
experiencing homelessness, and students receiving IDEA services
• Advanced Placement Enrollment
• School Suspension and Instances of bullying: though with the number of instances and small
number of minority students these may not be able to be disaggregated without potentially
identifying students.
137
CHILDCARE & YOUTH PROGRAMMING
138
60GAPS ANALYSIS FOR EQUITY INDICATORS PROJECT
What We Heard: Childcare & Youth Programming
Almost half (45%) of survey respondents believe access to quality K-12 education is a large or
moderate need, 59% of survey respondents believe early childhood care and education is a large or
moderate need and 57% of survey respondents believe out-of-school time programs for children and
youth are a large or moderate need.
The need for early childhood care and education was identified as a large or moderate need at
similar rates across subgroups. All groups – of all ages, sexualities, and disabilities – reported at
least a 48% large or moderate need for early childhood care and education in Bozeman. The largest
need was reported by heterosexual respondents, of which 69.4% identified early childhood care and
education as a large or moderate need.
Out-of-School Time Programs for Children & Youth and Early Childhood Care
and Education (N=1502; 1575)
Out-of-School Time Programs for Children & Youth Early Childhood Care & Education
29.1%
Large Need
Large Need
Moderate Need
Moderate Need
Small Need
Small Need
No Need
No Need
Prefer not to answer / Unsure
Prefer not to answer / Unsure
27.6%
39.2%
12.3%
15.4%
17.0%15.5%
13.9%
10.0%
19.9%
Early Childhood Care & Education by Subgroups (N=1575; 867; 1515)
0-40 41+Not LGBTQ LGBTQ No Disability Disability
49.8%36.8%45.2%34.2%45.6%
19.0%20.0%
19.6%20.2%
14.1%20.4%
17.7%10.6%
9.1%
11.7%
26.3%13.8%15.1%10.6%10.8%12.9%
15.2%9.9%
5.7%
10.8%14.3%19.1%10.0%10.1%
41.5%
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Three-quarters (75.6%) of ciswomen respondents reported a large need for early childhood care
and education. Cismen respondents reported a 59.8% large or moderate need for early childhood
care and education. Transwomen (42.9%) and non-binary (42.3%) respondents reported a large or
moderate need at similar rates, and all respondents whose gender was not listed reported a large or
moderate need for early childhood care and education.
White respondents reported the highest levels of need for early childhood care and education in
Bozeman. 69.8% of White respondents identified a moderate or large need for early childhood care
and education. 61.9% of Asian respondents, and approximately 58% of Native Hawaiian or another
Pacific Islander (58.3%) and Hispanic or Lantinx (57.9%) respondents also identified a moderate or
large need for early childhood care and education.
According to the 2019 American Community Survey 5-year estimates there are 10,348 individuals
between the ages of 0-19 in Bozeman, which is approximately 22% of the total population of Bozeman.liii
While most of this population falls between the ages of 15-19, there are still around 20% that are children
(approximately 2,000) under the age of 5.
Need for Early Childhood Care by Race (N=1575)
White
Asian
Native Hawaiian or other Pacific Islander
Hispanic or Latinx
More than one race
Not listed above
American Indian or Alaska Native
Black or African American
49.3%20.5%
38.1%23.8%
33.3%25.0%
42.1%15.8%
30.0%20.0%
22.7%27.3%
32.1%10.7%
10.0%30.0%
Large Need Moderate Need
Age of Children in Bozeman
Under 5 years
5 - 9 years
10 - 14 years
15 - 19 years
45.8%
15.4%
20.2%
18.6%
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Poverty guidelines, issued by the United States Department of Health and Human Services, simplify
the equation for the official poverty thresholds used to determine the poverty rate. According to the
guidelines, a one-parent household with one child is considered “in poverty” if their income is less
than $17,420 each year. A two-parent household with two children is considered “in poverty” if their
income is less than $26,500.liv
Federal Poverty Level
The federal poverty level provides a baseline for determining a community’s economic health, but
the full extent to which poverty’s effects negatively impact communities and individuals requires a
thorough understanding of local context. Also, once above the poverty level, individuals may still
struggle to make ends meet depending on the local cost of housing, food, childcare, transportation,
and medical care.
# of Persons in Household 2021 Federal Poverty Level for the 48 Contiguous States (Annual Income)
50%100%130%150%200%
1 $6,440 $12,880 $16,744 $19,320 $25,760
2 $8,710 $17,420 $22,646 $26,130 $34,840
3 $10,980 $21,960 $28,548 $32,940 $43,920
4 $13,250 $26,500 $34,450 $39,750 $53,000
5 $15,520 $31,040 $40,352 $46,560 $62,080
6 $17,790 $35,580 $46,254 $53,370 $71,160
7 $20,060 $40,120 $52,156 $60,180 $80,240
8 $22,330 $44,660 $58,058 $66,990 $89,320
Add $4,540 for each person in household over 8 persons
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Affordable Childcare & Youth Programming
While there are some affordable childcare options in Bozeman, not all families qualify for the support
they need to make childcare affordable. There are some affordable childcare options, such as HRDC’s
Early Childhood Education, but to qualify for childcare, families in the program must be “experiencing
homelessness, receiving TANF/SSI, have a foster child, or are below 130% of the federal poverty
guidelines.”lv This often leaves families, who earn above 130% of the federal poverty guidelines unable
to afford childcare. For example, a single parent with 2 children would not qualify for childcare if they
made over $28,548.lvi The Living Wage Calculation for Gallatin County, Montana estimated the typical
expense for childcare for one adult and two children is $17,507 and to support the typical expenses
of a family of that size in Gallatin County would require an annual income of $81,794 before taxes.lvii
According to the 2019 5-year American Community Survey estimates, of the families that fall below
200 percent of the federal poverty level, over half (56.8%) are above 125% of the federal poverty level
but still below 200%. Being below 200% of the federal poverty level for the family mentioned in the
example above would have an income under $43,920.lviii
Families in Bozeman with Income Below 200% of the Federal Poverty Level
50% of Poverty Level
125% of Poverty Level
150% of Poverty Level
185% of Poverty Level
200% of Poverty Level
30.2%
10.1%
23.1%
20.2%
16.4%
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64GAPS ANALYSIS FOR EQUITY INDICATORS PROJECT
Source: U.S. Census American Community Survey, 2015-2019 5-Year Estimates: Table B23008
Focus group participants discussed that not having affordable childcare could impact employment, for
example one adult in a two adult household would not be able to work as they would be the primary
caretaker for young children, participants noted that this impacts women more frequently than men.
Additionally, one participant shared, “[There is] now a childcare desert and [that is] making it harder on
working families and people that want to own businesses.” Another participant reported, “childcare in
Bozeman has been a problem for many, many years.” The chart below details the number of children
younger than 6 years old who have parents in the labor force. Women were more likely to not be in
the labor force, only 7.3% of mothers in two-parent families were the only worker in the labor force.lix
Evidence suggests that children who struggle to adapt to abrupt transitions from childcare to
kindergarten may benefit from dedicated efforts to make this transition smoother.lx To put this struggle
in the context of Bozeman, there is a large difference between the percentage of children enrolled
in school (defined as nursery, preschool, kindergarten, or elementary school) at ages 3-4 and the
percentage enrolled at ages 5-9. In Bozeman, as many as 40.4% more 5-9-year-old children are in
school as 3-4-year-old children.lxi Childcare options that included early education programming helps
set the tone for a smooth transition by helping prepare children for the rules and structure of school,
but research emphasizes that this must be paired with ongoing support even after children enter
kindergarten.lxii
Children Younger Than 6 by Parental Labor Force Status
With All Parents in Labor Force At Least One
Parent Not in Labor ForceTwo-Parent Family Single-Parent Family
1,062 422 907
School Enrollment by Age
3 and 4 years 5 to 9 years
Enrolled Not Enrolled
54.6%
95.0%
45.4%
5.0%
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65GAPS ANALYSIS FOR EQUITY INDICATORS PROJECT
Currently Bozeman has 11 programs that are part of the Best Beginnings STARS to Quality Program,
a voluntary quality rating and improvement system that aligns quality indicators with support and
incentives for early childhood programs and early childhood professionals.lxiii
STARS to Quality Programs
Stars Program Type Program Name
5 Family Mosaic Early Learning, LLC
4 Group Quail Hollow Dippers
3 Center AWARE Early Head Start at Hope Lutheran
3 Center Bozeman Montessori
3 Center Quail Hollow Cooperative Day School
2 Center Gallatin Valley YMCA Hawk’s Nest Early Learning Center
2 Center Montana Kids Too
1 Center ASMSU Daycare Preschool
1 Center Montana Kids
1 Center The Gathering Place
Pre-STAR Group Little Blessings Family Daycare
Lack of out-of-school time programs for children and youth also impacts families, especially in summer
months. When asked what opportunities or services survey participants would like to see in their
community, several written suggestions were offered for “more free programs for children and teens
and young adults.” Another stakeholder shared that they would like “affordable youth programming
and sports that don’t need signed up for 4-6 months in advance, easily available pool access and
lessons, academic enrichment opportunities/clubs that aren’t dependent on being in the ‘right’ school
district.” Participants also reported that not having affordable childcare and programs for youth in the
summer meant that some parents were leaving their children in the care of the oldest child in the family
while parents worked. Focus group and interview participants mentioned that low-income families
and families who had parents who worked outside of the City were more likely to be impacted by lack
of programming during the summer, specifically more options for families in the Hispanic or Latinx
community were requested. Additionally, it was noted that even though schools may offer programs
before and after school, if certain populations of children and youth cannot access them for reasons
such as lack of transportation or language barriers, then the program still was not meeting the need.
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Childcare and Youth Programming Recommendations
Support Specialized Childcare and Youth Programming for Vulnerable Communities
“When discussing childcare and the out-of-school time programs for children and youth, participants
discussed that while childcare and out-of-school time programming were needed for most, the needs
were different between different communities. Additionally, the need for resources translated in
Spanish was a need in multiple sectors and was prevalent in the discussions around childcare and out-
of-school time programs for children and youth.
For both the LGBTQ+ community and the Hispanic and Latinx community, participants discussed that
there were not central locations where children and young adults could gather and where parents
would feel their children were safe.
• For the Hispanic and Latinx community, the participants suggested the need for a space that
could serve as childcare center, especially during the summer months when schools were closed.
It was noted there is fear of the U.S. Immigration and Customs Enforcement in undocumented
communities, and that any organization or space would have to be trusted if they were to serve this
community.
• In the LGBTQ+ community, the focus was more on the need for an inclusive location where
children and young adults could have programming and access to resources, including inclusive
programming that respected gender identity and parent support resources. “I’d really love to see
an LGBTQ Center established to provide support and space for youth and adults,” shared a survey
respondent.
Address the Childcare Benefits Cliff
For families in Gallatin County, childcare is a significant expense. For many low-income families,
their ability to access high quality, affordable childcare is dependent on their ability to access public
childcare benefits. A person’s ability to access these benefits is often financially based which means
that increases in wages can have unintended consequences where families can unexpectedly lose
significant benefits due a small increase in earnings. To mitigate against the benefits cliff, policies
should allow for benefits to be phased out more gradually, access to benefits programs should be
expanded by increasing eligibility limits, and strong program coordination so that families do not lose
multiple benefits due to modest wage increases.lxiv
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Expand Access to High Quality, Affordable Childcare and Early Learning Opportunities
The need for expanded access to high quality childcare and early learning opportunities was noted
by residents throughout stakeholder engagement efforts. A family’s ability to access these services
is a determining factor in success on the job and future educational achievement. As one resident
noted, these services go even further to supporting overall family well-being; “More support for young
families. We are past this in our family, but we need more QUALITY pre-K childcare (especially [for]
infants). Also, general support for families, including housing and emotional wellbeing.”
To expand access, Bozeman should be thinking about not only the quantity of childcare options
available, but also the quality and how that quality is defined. Many assessments for childcare quality
do not consider characteristics related to equity. These characteristics can include curriculum and
pedagogy that are culturally responsive, expanded family and community engagement efforts, dual
language accessibility, and supports for culturally informed childcare options such as family childcare.lxv
Childcare and Youth Programming Recommended Indicators
For Childcare and Youth Programming the most useful indicators will be a mix of local data paired with
census data that helps contextualize the needs of families in Bozeman. Initial recommended indicators
include:
•Percent of children enrolled in school age 3 to 4
•Children younger than 6 by parental labor force status
•Free programs offered for youth
•STARS to Quality Programs by level, and location in the community
•Families in Bozeman with Income Below 200% of the Federal Poverty Level
•Best Beginnings Child Care Scholarships for Bozeman
146
ECONOMICOPPORTUNITY
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What We Heard: Economic Opportunity
Nearly three-quarters of survey respondents (73.8%) reported that increased availability of living-wage jobs
was a high or moderate need in Bozeman. The increased need for higher wage jobs corresponds to the
expressed high need of affordable housing. One stakeholder emphasized that “up until recently wages
weren’t keeping pace with wages nationally. People can’t afford to live in Bozeman making $18/hr.”
According to the American Community Survey 5-year estimates (2015-2019), the City of Bozeman has
an average household median income was $55,569.00.lxvi Only two groups of households were above
the median income – Asian and White. While Asian households had almost twice the average median
income, $106,204.00, White households were slightly above the average at $57,523.00 and all other
households were below the average. Black or African American households made slightly less at
$54,375.00 and American Indian and Alaska Native households made $50,536.00. Households that
selected some other race or Hispanic or Latino origin had the lowest median income, $43,023.00 for
some other race and $33,833.00 for Hispanic or Latino households.
Need for Increased Availability of Living-wage Jobs (N=1605)
14.8%1.8%9.7%17.7%56.1%
Large Need Moderate Need Small Need No Need Prefer not to answer / Unsure
Household Income by Race
$33,833
$43,023
$50,536
$54,375
$57,523
$106,204
Hispanic or Latino Origin (of any race)Some other race American Indian or Alaska Native
Black or African American White alone, not Hispanic or Latino Asian
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Living Wage Jobs
The need for good-paying jobs is vital for Bozeman, according to stakeholders. Many participants
shared that service industry workers could not afford to live in Bozeman, and that while unemployment
rates were low, employers were going to struggle to find and retain employees since workers were
not able to find affordable housing in Bozeman. “Affordability and livability are a major problem.
Many businesses can’t find employees who are willing to work low-paying jobs, and many people
can’t afford to live in Bozeman. I moved to Bozeman 6 months ago, have a good paying job with my
partner who works in the area, but I don’t know if Bozeman will be a long-term place for us because
we can’t afford to live here,” shared a survey respondent. Another participant added “I wish my salary
kept up with cost of living expenses.” “Fair wages consistent with cost of living here,” shared another
participant in response to what opportunity or services they wanted for themselves or their families.
Several survey respondents believed the City of Bozeman has a role in creating living wage jobs. One
survey respondent shared, “City government must be proactive implementing with their own staff first
for equal pay, diversify, and require all contractors to comply. Then come up with ways to get private
business, Gallatin County, to do the same with incentives offered.” Another respondent suggested
the City should give “rewards or tax breaks to businesses that pay their employees living wages on
par with the cost of living with the area.” Other participants thought the City should “support small
and local businesses.” When discussing strategies to make Bozeman more equitable, one participant
shared that the City should be supporting minority-owned businesses and businesses that serve
minority populations and highlighting those businesses within the community.
The most recent Survey of Business Owners and Self-Employed Persons (SBO) from the United States
Census Bureau was conducted in 2012, at the time Bozeman was estimated to have 7,473 total firms,
26.6% of that were owned by women and .03% that were minority owned.lxvii
Equity Spotlight: In addition to supporting minority owned businesses, a stakeholder
shared it was important to enact policies that supported and protected minority workers.
One of the recommended laws the City could adopt was the CROWN Act. “The CROWN
Act, which stands for ‘Creating a Respectful and Open World for Natural Hair’, is a law that
prohibits race-based hair discrimination, which is the denial of employment and educational
opportunities because of hair texture or protective hairstyles including braids, locs, twists or
bantu knots.”lxviii
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1 Adult
0 Children 1 Child 2 Children 3 Children
Living Wage $14.98 $31.11 $39.32 $51.87
Poverty Wage $6.13 $8.29 $10.44 $12.60
Minimum Wage $8.65 $8.65 $8.65 $8.65
2 Adults (1 Working)
0 Children 1 Child 2 Children 3 Children
Living Wage $23.96 $28.87 $32.73 $36.37
Poverty Wage $8.29 $10.44 $12.60 $14.75
Minimum Wage $8.65 $8.65 $8.65 $8.65
2 Adults (Both Working)
0 Children 1 Child 2 Children 3 Children
Living
Wage $11.98 $17.09 $21.68 $26.16
Poverty Wage $4.14 $5.22 $6.30 $7.38
Minimum Wage $8.65 $8.65 $8.65 $8.65
Economic Opportunity Recommendations
Institute a Living Wage
The residents of Bozeman are ready for a raise with countless survey respondents, focus group
participants, interviewees, and community forum participants citing the unaffordability of living and
working in Bozeman. A minimum wage increase would benefit many workers in Bozeman; it would
drastically improve conditions for people of color and women and begin to narrow pay gaps between
these groups and their White counterparts.lxix
The living wage shown below is the hourly rate that an individual in a household must earn to support
his or herself and their family in Gallatin County. The assumption is the individual is working full-time
(2080 hours per year).lxx
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Enhance Business Retention and Expansion Services to Include Emphasis on Job Quality and
Diversity, Equity, and Inclusion
Local government, chambers of commerce, economic development organizations, and other
community leadership groups are regularly interacting with businesses. As a part of those existing
conversations, these groups are well positioned as trusted partners to begin shaping employer
practice change towards greater jobs quality and improved diversity, equity, and inclusion. These
strategies can include targeted communication and outreach around specific workplace policies,
implementation of programs to improve employer practice, and recognition of employers of choice
who demonstrate and excel in creating workplaces that center job quality and diversity, equity, and
inclusion.
Use Fiscal, Purchasing, and Incentive Strategies to Improve Availability of Quality Jobs
Local government is uniquely positioned to positively influence area business behavior by leveraging
its public purchasing power to reward and incentivize businesses who are creating high quality and
equitable work environments. To do this, local governments can employ a number of strategies
including community benefits agreements, procurements processes – which favor high quality
employers, and subsidized services and technical assistance to businesses interested in improving the
quality of their jobs.lxxi While the City does have applications for business licenses, it does not include
demographic information. As the City looks to better understand and serve the community, knowing
the demographics of business owners will help inform what supports can be offered.
Economic Opportunity Recommended Indicators
Economic Opportunity indicators would benefit from being a mix of census level indicators and local
indicators. Once measures are established and the City is able to track the changes over time, it would
be beneficial for the City to change Economic Opportunity to Economic Mobility. Economic mobility is
a measure of how much a person’s income changes over time.lxxii The City should focus on indicators
of economic opportunity and then, as the City has data that is disaggregated, adapt the measure to be
longer term, looking at mobility. Initial recommended indicators include:
• Disability & unemployment ratio: between the unemployment rates for people with and without
disabilities
• Household income by race
• Poverty: Percent people below poverty by race/ethnicity and age
• Unemployment: Unemployment rate by race/ethnicity
• Business Ownership: Firms by race/ethnicity, age, and gender
151
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QUALITY OF PLACE
152
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What We Heard: Quality of Place
Improving Quality of Place - which has been defined as “the physical characteristics of a community, the
way it is planned, designed, developed and maintained that affect the quality of life of people living and
working in it and those visiting it both now and in the future,” - was an identified need in the survey.lxxiii
Survey respondents, when asked “What services or opportunities for yourself or your family do you wish
were available in your community?,” had several suggestions, including:
• Better trails and paths
• Safer built environment
• More recreational spaces, such as a swimming pool or splash park
While quality of place needs were not identified as the largest needs in Bozeman to advance
equity, there was still a desire among respondents for additional amenities. Even though
recreational water facilities, swimming pools, and splash parks were mentioned as a service or
opportunity survey respondents wanted, 60.9% of survey respondents indicated that access to parks
and playgrounds was a small need or no need. However, there was a large number of respondents
who wanted recreational options and amenities. One survey respondent shared they wished “we had
a real rec center with family centered amenities and hours. The swim center is entirely insufficient both
in what is offered and when. A splash park, slides, play features, etc. would be a great service to our
community.” When considering building or expanding services, the City should examine who would
utilize the services and ensure any new additions meet the needs of the community, such as being
ADA accessible and having inclusive signage.
The majority of survey respondents thought there was a moderate or small need for clean and well-
lit streets. As mentioned in the Transportation section of this report, stakeholders shared safety of
sidewalks and bike paths were a concern, especially for senior citizens and individuals with disabilities.
The transportation insights regarding Complete Streets have elements that can also be applied to
designing public spaces as stakeholders mentioned a need for “more wheelchair accessibility for
public events such as Sweet Pea and farmers markets” as well as “more wheelchair accessibility in
Bozeman such as parks and trails.” In addition to making public spaces accessible for individuals with
Quality of Place Needs (N=1541; 1531)
29.4%
16.5%
3.1%
2.8%
31.5%
32.0%
23.8%
33.1%
12.3%
15.7%
Large Need
Access to public parks/playgrounds
Clean and well-lit streets and sidewalks
Moderate Need Small Need No Need Prefer not to answer / Unsure
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75GAPS ANALYSIS FOR EQUITY INDICATORS PROJECT
disabilities, it was also discussed that not everyone in Bozeman is fit and the City could help in “ending
weight stigma and making more inclusive spaces for people of various sizes.”
Additionally, stakeholders thought public spaces, such as parks, could provide venues to help
celebrate diversity and promote a better sense of understanding and empathy in the community.
Stakeholders thought community events, both educational and recreational, would be a good way to
promote equity and understanding in the community, sharing the strategy that the City could “create
*free and affordable* community activities and spaces.” Additionally, stakeholders shared the City
should “provide educational spaces to provide awareness on equity and what that looks like.”
Broadband
In addition to physical spaces and safety, access to broadband and digital connectivity add to quality
of place. 47.7% of survey respondents reports a large or moderate need for access to broadband.
Over one-quarter (27.7%) of respondents believed there was a moderate need for access to
broadband in Bozeman. 65.3% agreed in some level of need for access and 20% identified this as a
large need.
Need for Access to Broadband (N=1680)
16.3%18.5%17.6%27.7%20.0%
Large Need
Access to Broadband
Moderate Need Small Need No Need Prefer not to answer / Unsure
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At least half of American Indian or Alaska Native respondents (53.2%), White respondents
(51.3%), and Asian respondents (50%) identified a moderate or large need for broadband. 48.4% of
respondents who were more than one race reported a moderate or large need for broadband.
Need for Access to Broadband by Age (N=1680)
0.0%
11.0%
12.5%
17.4%
12.9%
54.5%
28.0%
22.0%
14.0%
11.3%
27.3%
23.0%
19.3%
21.3%
14.5%
9.1%
24.0%
25.5%
28.9%
29.7%
9.1%
14.0%
20.8%
18.3%
31.6%
Large Need
0 - 18
19 - 25
26 - 40
41 - 54
55+
Moderate Need Small Need No Need Prefer not to answer / Unsure
Need for Access to Broadband by Race (N=1680)
American Indian or Alaska Native
White
Asian
More than one race
Native Hawaiian or other Pacific Islander
Hispanic or Latinx
Not listed above
Black or African American
Middle Eastern or North African
31.3%21.9%
22.0%29.3%
33.3%16.7%
16.7%31.7%
14.3%28.6%
18.6%23.3%
16.7%25.0%
16.7%
12.5%
14.3%
12.5%
Large Need Moderate Need
When disaggregated by age, the survey results showed that individuals age 55+ selected access to
broadband as a large need more frequently (31.6%) than any other age demographic.
The older population in Bozeman (55+) identified access to broadband as a large need at higher
rates than younger respondents. 61.3% of respondents ages 55+ agreed that access to broadband
was a large or moderate need. As the age of respondents increased, the level of agreement that
broadband was a large or moderate need also increased.
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77GAPS ANALYSIS FOR EQUITY INDICATORS PROJECT
Equity Spotlight: According to the National Digital Inclusion Alliance, “Digital Equity is a
condition in which all individuals and communities have the information technology capacity
needed for full participation in our society, democracy and economy. Digital Equity is
necessary for civic and cultural participation, employment, lifelong learning, and access to
essential services.”lxxv
Percent of Households Without Internet Subscription by Household Income
4.3%
11.6%
24.3%
$75,000 or more $20,000 - $74,999 Less than $20,000
Income is another factor that impacts the need for broadband. According to the American Community
Survey 5-year estimates, 10.9% of households are without an internet subscription of any sort,
including broadband. When disaggregated by household income, 24.3% of households that earn less
than $20,000 are without internet subscription, whereas 4.3% of households that earn $75,000 or
more are without internet.lxxiv
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Quality of Place Recommendations
Incorporate Inclusive Placemaking Design Strategies
Bozeman and its residents pride themselves on their love of the outdoors and all of the activities that
come along with it – skiing, hiking, camping, etc. It is one of the many reasons that residents reported
choosing to live in Bozeman and many public spaces have been designed with this stereotypical
Bozeman resident in mind. Despite residents citing recent park designs as being particularly
welcoming, there are still opportunities for placemaking processes to become more inclusive. Largely,
this means centering planning activities on individuals who may not already have a seat at the
planning table but for whom access to public spaces and places is equally as important, such as those
with disabilities, young people, people of color, or the LGBTQ+ community. These types of inclusive
processes allow diverse sets of users to define spaces, program goals, and efforts and generate
deeper connections in the community.lxxvi
Focus on Digital Equity Efforts
The challenges of the Covid-19 pandemic emphasized the need for digital connectivity in the way
people work, learn, and socialize. Access to broadband and computing devices, such as computers or
smartphones, is essential in helping people thrive and access the digital economy. Brookings released
an essay as part of their the Actionable Ideas for Economic Recovery in American Cities, about digital
equity offices sharing, “American households cannot access the digital economy due to physical
gaps in local broadband networks, unaffordable subscription plans and personal devices, and a lack
of digital skills.” Digital equity offices would aim to address these structural barriers and ensure the
digital economy reaches all local households.”lxxvii The City could benefit from establishing a digital
equity office or similar initiative, as the office “will create a permanent administrative unit to prioritize
historically disadvantaged groups and neighborhoods, build trust, and create interventions to directly
benefit those who have struggled the most to digitally compete.”
Quality of Place Recommended Indicators
Quality of Place equity indicators recommendations are centered around data the City currently
collects and local data the City could begin to collect. Initial recommended indicators include:
• ADA Compliant Pedestrian Ramps
• Broadband and Internet access
• Tracking accessible and inclusive signage and amenities in public spaces. Examples include gender
neutral bathrooms and signs in braille. Other inclusive art or signs like the rainbow crosswalks
or Black Lives Matter signs that indicate to the community the City supports all members of the
community.
• Percent of Households without Internet Subscription by Household Income
• Participation in Recreation and Culture Activities and Events
• Number of City events that promote diversity, equity, and inclusion or celebrate diverse cultures.
Examples are Pride, Juneteenth, Indigenous Peoples Day
157
JUSTICE &CIVIC HEALTH
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What We Heard: Justice & Civic Health
The concerns from stakeholders with regards to Justice and Civic Health centered around key themes
including:
• Safety and Justice Reform
• Civic Engagement & Representation in Government
The National Conference on Citizenship (NCoC), a nonprofit dedicated to advancing civic life in
America, defines civic health as “the manner in which communities organize to define and address
public problems” and has found that communities with strong indicators of civic health “have higher
employment rates, stronger schools, better physical health, and more responsive governments.”lxxviii
NCoC’s Civic Health Index uses measures such as voter registration and turnout, as well as community
engagement such as volunteering to measure civic health.
Safety and Justice Reform
Approximately half of survey respondents agreed that there was a moderate or large need for
criminal justice reform (48.1%) and violent crime prevention (48%) in the City of Bozeman. Several
survey respondents discussed defunding the police to support other services. “Defund the police and
give the budget to affordable housing, homeless and domestic violence shelter, food access assistance,
and mental health care providers,” said one respondent. Another stakeholder shared, “There is
much pushback against the proposed strategy of defunding the police, and often the pushback is
uninformed.” Not all respondents thought reform and crime prevention should be accomplished through
defunding police, one survey respondent called for “more aggressive policing of homeless and drug
addicts.”
Need for Criminal Justice Reform
29.4%3.1%31.5%23.8%12.3%
Large Need Moderate Need Small Need No Need Prefer not to answer / Unsure
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While nearly half (47%) of all respondents from any age, sexuality, or disability group identified
criminal justice reform as a large or moderate need, respondents belonging to the LGBTQ
community reported the largest need for criminal justice reform. 69.5% of LGBTQ respondents
identified criminal justice reform as a large or moderate need in Bozeman. Further, 41.7% of this group
identified criminal justice reform as a large need.
Large Need Moderate Need Small Need No Need Prefer not to answer / Unsure
Need for Criminal Justice Reform by Subgroups (N=1576; 866; 1576)
0-40 41+Not LGBTQ LGBTQ No Disability Disability
27.4%41.7%26.8%34.3%30.3%
26.8%
22.4%26.9%25.4%18.2%
27.8%
29.3%21.1%
10.1%
24.4%29.3%13.2%
16.9%10.4%12.3%13.6%14.1%
9.9%
6.5%
23.4%
11.4%7.3%9.8%4.0%
24.8%
Female (cis- and trans-) and non-binary respondents reported that criminal justice reform was
either a large or moderate need at higher rates than other genders. 66.3% of ciswomen, 71% of
transwomen, 57.7% of non-binary respondents, and all respondents whose gender was not listed
believe there is a large or moderate need for criminal justice reform. In contrast, 44.5% of cismen, and
no transmen reported criminal just reform as a large or moderate need.
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Asian respondents identified a moderate or large need for criminal justice reform at the highest
rates. 61.9% of Asian respondents believed in a large or moderate need for criminal justice reform
in Bozeman. Over half of White respondents (58%), American Indian or Alaska Native respondents
(53.6%), and respondents of more than one race (53.3%) reported a moderate or large need for
criminal justice reform.
Need for Criminal Justice Reform by Race (N=1576)
Asian
White
American Indian or Alaska Native
More than one race
Hispanic or Latinx
Native Hawaiian or other Pacific Islander
Not listed above
Black or African American
33.3%28.6%
31.2%26.8%
28.6%25.0%
23.3%30.0%
27.0%21.6%
27.3%9.1%
19.0%14.3%
12.2%19.5%
Large Need Moderate Need
A survey participant responded to the question of “What strategies or suggestions would you give
to make Bozeman more equitable?” by suggesting the City “reimagine what public safety is to
ensure BIPOC community members feel safe.” Another respondent shared that the City should be
“adequately dealing with hate crimes and the overall intolerance of White community members.”
Need for Crime Prevention (N=1534; 1549)
Non-violent crime (graffiti/theft) prevention Violent crime prevention
9.6%
Large Need Moderate Need Small Need No Need Prefer not to answer / Unsure
27.4%
25.5%
7.6%
26.1%
37.3%15.3%
18.1%
9.8%
22.5%
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According to Emsi’slxxix Regional Comparison Table, Bozeman has a lower property crime rate and
violent crime rate than both the United States and Montana. Bozeman’s violent crime rate was 2.3
violent crimes per 1000 people compared to the State rate of 3.97 and the national rate of 3.53.lxxx
Property crime rates per 1000 people were 12.77 for Bozeman, Montana was 21.65, and the national
rate is 19.79. Even though the crime rates were less than state and national rate, some stakeholders
shared they felt unsafe, especially while they advocated for equity.
Violent Crime
2.3/1,000 12.77/1,000
Property Crime
Bozeman, MT has 2.3 violent crimes per 1,000
people. The national rate is 3.53 per 1,000 people
Bozeman, MT has 12.77 property crimes per 1,000
people. The national rate is 19.79 per 1,000 people
Many of the insights and strategies stakeholders shared are actions the City is working on after the
Inclusive City Report. The Inclusive City Report May 2021lxxxi shows an update on the actions the City
has taken given the suggestions from stakeholders such as “make sure the City is equitable within
itself, City of Bozeman agency, before making change within it constituents.” However, since much of
the feedback from stakeholders is the same as these very actions that the City is taking for Inclusive
City, Bozeman may need to explore ways to better share these efforts with community members.
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Civic Engagement & Representation In Government
Survey respondents reported having a low level of confidence in the City of Bozeman in its ability
to make Bozeman more equitable. Almost half of respondents (48.8%) felt somewhat unconfident
or very unconfident in this ability. A survey respondent shared, “It’s hard not to be discouraged by
who’s running our state. It’s hard to think you can make a difference when our state is doing what it’s
doing to limit what we can do. I don’t really know what the City of Bozeman is doing.” Stakeholders
expressed a desire for more ways to engage in policy decisions with the City; however, as one
stakeholder shared “the city’s rules and bylaws are not accessible to the average person.”
The City of Bozeman must look at its own practices and equity as it works to make a more
equitable City. Stakeholders in the focus groups, interviews, and survey shared that the City, as
an organization, and organizations in Bozeman needed to recruit and retain BIPOC staff members.
Stakeholders noted the importance of representation in key leadership roles. One survey respondent
shared, “City employees are largely white. The City should recruit more people of color and create
employment practices that help to retain these employees.” Respondents pointed out that the City
needed to be sure they had equitable practices and work on needs within in the organization before
the City would be able to be a leader in equity efforts.
Confidence in Bozeman (N=1050)
23.1%25.7%21.8%22.5%6.8%
Very Confident Somewhat Confident Neither Confident Nor Unconfident Somewhat Unconfident Very Unconfident
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Justice and Civic Health Recommendations
Recruit and Empower Diverse Leaders
Residents recommended that Bozeman institutions should “actively seek, recruit and hire BIPOC
individuals into leadership positions. More BIPOC teachers, counselors and community leaders.
Actively and purposefully seek out diversity in the workplace while advertising across platforms
that attract BIPOC professionals.” Having leaders from diverse populations, especially those most
adversely affected by inequity, ensures that individuals with lived experiences have a meaningful voice
in community decision making. They can also lift up issues such as “race and the impacts it has had
amongst BIPOC communities and what their lives actually look like in regard to trauma, resources,
access, food, culture, erasure, micro aggressions, chronic conditions and mental and physical health of
our bodies” in a way in which a leader from the majority identity may not be able.
Apply a Racial Equity Impact Analysis to Policy Decisions
Racial equity impact analysis (REIA) tools are a “systemic examination of how different racial and
ethnic groups will likely be affected by a proposed action or policy change.”lxxxii The purpose of
these types of tools is to ensure that unanticipated adverse consequence are minimized for diverse
communities when new policies are implemented. Due to the systemic nature of racial inequity, it is
often perpetuated through regular decision making about policies, institutional practices, programs,
planning processes, and budgetary decisions. An REIA tool, mitigates against the unintentional
perpetuation of inequity and lifts up alternative solutions. This shift to applying an equity lens to
all decisions was emphasized in stakeholder engagement, “Equity has to be a cornerstone of
all discussions. When the City examines planning proposals, it must consider how the proposal
contributes to its equity commitment.”
Deepen Connection Between Safety and Justice
When comparing violent crime and property crime per capita data between Bozeman and other
similarly situated cities, Bozeman typically ranks below the average. However, when reviewing
stakeholder engagement data, residents reported a disconnect between this relatively low crime rate
and the feeling of safety among residents, particularly with regard to policing. During stakeholder
engagement, several priorities outlined in the Inclusive City Report were supported by stakeholder
recommendations:
• Continue to deliver and enhance officer training on implicit bias and de-escalation techniques; “The
police and sheriff’s office to self-report to the community about how they tackle issues of fairness.
Do they use de-escalation techniques? Do they train their officers to recognize gender, race, sexual
orientation biases?”
• “Creating a paid position for civilians to ride with every officer on duty. Give them weapons, de-
escalation and mental health training. The individual WILL NOT carry a firearm but is there as a
mediator as well as a witness. An easier and cheaper fix would be to mandate body cams on on-
duty officers.”
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•Increased investments in “affordable housing, homeless and domestic violence shelter, food access
assistance, and mental health care providers,” rather than additional policing.
Invest in Community Equity and Awareness Training
Through stakeholder engagement, it is evident that residents, leaders, businesses, and community-
based organizations are all at different points in their journeys to better understand and implement
strategies that can support the diversity of their community. One way in which Bozeman can begin to
lay a strong foundation for this work is to create a shared language for equity across the community.
In particular, this type of training can be used to raise awareness about the issues facing diverse
communities, particularly communities of color in Bozeman. This desire to amplify diverse experiences
with the community was recommended through the stakeholder engagement process and included
the suggestions to “increase awareness of BIPOC people living in our community, promote
acceptance, ensure equal access through assistance and advocacy.”
Implement an Open and Transparent Processes for Decision Making and Gathering Feedback
Issues of diversity, equity, and inclusion are complex and historically speaking, efforts to create a
more equitable country are relatively new. As a result, government transparency in decision making
and clear processes for resident feedback are essential. There is no single roadmap for creating a
more equitable community. There will be a diversity of opinion, there will be pushback, and there will
be missteps. Only by building trust with residents and working in true partnership with community
members can the City move forward on creating a more just and equitable Bozeman.
Justice and Civic Health Recommended Indicators
All indicators in Justice and Civic Health would use local data. The Inclusive City Quarterly Reports
have data that if made into a dashboard could serve as an equity indicator and also allow the
community to better access and understand the actions that are occurring as the City looks to become
more inclusive. Initial recommended indicators include:
•Demographic breakdown of city Employees
•City employee cumulative turnover rate
•Demographics of Candidates Applied Interviewed and Hired
•Representation in Government of City Commissioners
•Bozeman Police Department Call Logs
•Police Department Representation
•Traffic stops and arrests
•Incorporate the Inclusive City Quarterly Reports as indicators
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CONCLUSION& NEXT STEPS
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CONCLUSION & NEXT STEPS
Equity is not accomplished overnight. Establishing Equity Indicators will not serve the City well, unless
these indicators are consistently reviewed, updated, and are used to inform actions. This report serves
as a starting point to develop meaningful indicators that can help inform the gaps in services and help
the City better understand the lived experiences of community members.
While other cities may have adopted a larger number of indicators, it is recommended that Bozeman
start with the suggested indicators identified in this document to establish baseline data, and then
build in additional indicators once the City understands the capacity and ability to maintain and update
the indicator data. As indicators are adapted or added, it provides a chance for the City to further
engage with the community and develop stronger partnerships with community organizations.
After the baselines are firmly established, and as trends are discovered within the data, it will be
important to set targets and plan for meaningful actions to move towards the targets. The City is
encouraged to continue to engage the community in developing an equity action plan, hold those
responsible for implementing changes accountable, and share progress and barriers to progress along
the way. Increased transparency about both successes and areas for growth will build further buy-in
towards improving equity in Bozeman.
TPMA and the City of Bozeman thank all the individuals who contributed to this effort through focus
groups, interviews, community conversations and surveys. Your insight on these issues will continue to
guide this work in the City of Bozeman and throughout the Gallatin Valley in partnership with the many
organizations working to make Bozeman a place where everyone belongs and all can thrive.
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APPENDIX A | DATA COLLECTION TOOLS
Focus Group Protocols
Intros
TPMA Explains the Purpose of the Focus Group:
Welcome! Thank you for joining us today. My name is XXXX and I will be facilitating this conversation
today with me is XXXX who will be assisting by taking notes. As many of you know The City of
Bozeman is identifying ways to measure equity and access to resources in the community. The
purpose of this project is to establish a baseline from which to measure ongoing work in equity and
inclusion. Today we would like to talk with you about the services you offer, issues that your clients/
patients face, barriers that exist, as well as what kinds of data or metrics could help your organization
bolster justification or funding for additional services.
The report will not individually ID you
•Ask permission to record. TPMA is recording, but won’t share recordings or notes with the City of
Bozeman
•The report will help the City of Bozeman as they develop equity indicators and understanding the
gaps in services across the city
1.Tell me about your position/organization.
a. (If applicable) What community challenges is your organization working to impact?
Background
1.In your sector what are the main problems or issue areas within this topic that individuals/families
in Bozeman are facing?
a. Are some residents experiencing these issues differently based on their race, gender, etc.
2.Is there anything unique about Bozeman that has caused or exacerbates these issues?
3.Does your organization / or sector face any barriers to providing services to your clients or to
making the desired change in your community? If so, what?
4.What resources in your sector or overlapping sectors currently exist to address these issues?
a. Who accesses these?
5.What gaps in services are individuals/clients feeling? E.g.
a. who doesn’t get services,
b. who no longer gets services,
c. what types of services are not available in Bozeman
d. what problems cannot be solved by a known service?
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Equity (define equity)
1. How does your organization (or sector) center diversity, equity, inclusion, and belonging?
2. What if anything, is your organization doing to help achieve a more equitable Bozeman?
3. What are ways, if any, could your sector/org be more equitable?
4. In your work have there been certain populations that have not been connected or received
services?
a. Why?
5. If you had one suggestion for how to improve equitability in Bozeman what would it be?
Define Equity indicators: A specific measurement that show the disparity in outcomes between a
community average and a given identity or characteristic (race, ethnicity, gender identity, ability,
socioeconomic status). Examples include: Housing - Home loan approval by race and ethnicity and
Education - School absenteeism by race and ethnicity
6. Does your organization collect data/ report on metrics?
a. If so what are some of the key points?
b. Have you seen different outcomes for different populations of people?
7. Are there any equity indicators or data that would be useful to your organization?
Any other thoughts you would like to share?
Gap Analysis Community Focus Group Protocols
Welcome/Introduction (5 mins)
TPMA Explains the Purpose of the Focus Group:
• The report will not individually ID you
• Ask permission to record. TPMA is recording, but won’t share recordings or notes with the City of
Bozeman
• The report will help the City of Bozeman as they develop equity indicators and understanding the
gaps in services across the city
Community (7 mins)
1. What are 3 words you would use to describe your neighborhood
a. What do you like or not like about where you live?
b. Is it safe?
2. Do residents in your community or neighborhood care and support one another? If so, how?
3. Do stores in your area supply the necessities you require on a day to day basis? (food, water, etc.)
a. Nutrition (grocery access, meals programs, etc.)
b. Exercise (parks, playgrounds, etc.)
4. Are people of all races, ethnicities, and backgrounds given the same opportunities/ have access to
the same resources and services?
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a. How diverse is your neighborhood?
b. Do you think the City of Bozeman is segregated?
5. Tell us about the places you spend your recreational time/ free time. Are there places of recreation
(parks, gyms, cafes) accessible in your neighborhood?
a. Do you feel welcomed in those spaces?
b. Are the places in good condition, clean, and safe? Affordable?
Housing & Transport (7 mins)
1. Tell me about housing in your community.
a. Affordable, nice?
2. Do most people rent or own? Why?
3. How do you get around most of the time?
a. Do you have/need a car?
b. Public transport?
4. Are there any barriers to receiving housing services?
a. What barriers and for whom?
5. Are there any barriers to accessing and using public transit?
a. What barriers and for whom?
Education (7 mins)
1. What do families with young children do for childcare and education?
a. Are they available at the right hours / locations?
b. Are they affordable?
2. How would you describe the schools in your area?
a. Are they hard?
b. Are teachers respectful?
3. What do youth do when they’re not in school?
4. Are there any good training opportunities for teens who are looking to go into the workforce?
5. What do post-high school options look like for youth who grow up in Bozeman?
a. Who goes to college?
Economics (7 min)
1. What types of jobs are available in your community?
a. Do they pay well?
2. What is job searching like?
a. Are there any programs that help adults prepare for new/different careers?
3. Have you experienced any barriers to getting a job or finding housing?
a. If so, what? Reentry or immigrant paperwork issues?
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Health (7 mins)
1.Do you have a regular health care provider?
a. How do you decide when you need to seek heath care/see a doctor?
b. Are there offices nearby?
c. Do you use immediate care or ER for regular health care?
2.Do people in your family regularly get checkups from doctors, dentists, or eye doctors?
a. If not, why?
b. Is preventative care affordable / covered for you?
3.What does mental health care look like in Bozeman?
a. Are there providers available?
b. Is there a stigma/do people use it?
c. Is it covered under insurance?
4.Are there resources in the community for people living with substance abuse or addiction?
a. What are the resources? Are they in community centers, outpatient, corrections etc.?
b. What about for senior citizens? What services are available to meet their needs?
Needs/Services (10 mins)
1.Where do you get info about community resources that might be helpful for you or your family?
2.Are there any gaps in services, or needs that are not addressed by organizations in your area?
Dreaming and Closing (5 mins)
1.If you had a million dollars to help your community, what one service would you provide?
Thank you and re-state how the info will be used.
Community Survey
Intro to Project
The City of Bozeman is identifying ways to measure equity and access to resources in our community.
The purpose of this project is to establish a baseline from which to measure our ongoing work in
equity and inclusion.
Ultimately, it’s about ensuring that every resident, visitor, and City of Bozeman employee feels
welcomed, valued, and can thrive no matter their race, identity, or life circumstance.
The outcome of the project will be a set of equity indicators that are meaningful to people and
organizations outside just the City of Bozeman. Our team is committed to a process that acknowledges
and builds upon the work already underway in our community. To that end, we invite you to provide
your input as we develop these indicators and identify gaps in our community.
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This survey is voluntary and anonymous, and you can stop at any time. The information provided Not
be reported at an individual level, but responses will be disaggregated by demographics.
The survey should take no more than 10 minutes to complete. By clicking “Start” you are agreeing to
complete this survey. If you have any questions about this survey, please contact Joey Pope at jpope@
tpma-inc.com. Thank you for your participation and feedback.
(in Spanish for the English survey and English in the Spanish survey) If you would prefer to take the
survey in Spanish/ English please click this link.
1. Please rate how much individuals/families in your community need additional support in the following
areas to thrive? Unsure, no need, small need, moderate need, large need prefers not to answer
Affordable housing availability
Improved housing quality
Homelessness support or programs
Increased availability of living-wage jobs
Access to Broadband
Transportation to and from work
Transportation for reasons other than work
Increased access to Food
School safety
Criminal Justice Reform
Violent crime Prevention
Non-violent crime (graffiti/theft) Prevention
Clean and well-lit streets and sidewalks
Assistance with public health hazards (lead, air quality)
Access to public parks/playgrounds
Access to mental health care
Substance abuse services
Early childhood care and education
Access to quality K-12 education
Out-of-school time programs for children and youth
Truancy or Dropout Prevention
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Adult education / GED / Language Programs
College enrollment / persistence/ success
Legal Help
Job Training
What services or opportunities for yourself or your family do you wish were available in your
community?
Equity
1.How would you define equity?
2.The City of Bozeman is an equitable place to live and work?
a. Strongly Agree, Somewhat agree, neither agree nor disagree, somewhat disagree, Strongly
disagree
3.How confident are you in the City of Bozeman’s ability to make Bozeman a place where all people
can thrive no matter their race, identity, or life circumstance?
a. Very confident, somewhat confident, neither confident nor unconfident, somewhat
unconfident, very unconfident
4.What strategies or suggestions, if any, would you give to make Bozeman more equitable?
Demographics
The following questions allow us to understand how your identity and life-circumstances relate to your
needs, ability to access resources, and perceptions around equity in our community. Your responses
are not associated with any identifying information other than what you provide here. Please respond
as completely as possible.
1.Are you a resident of the City of Bozeman?
a. Yes
b. No
2.(if Logic was yes) Please select the quadrant where you live. This information will not be used to
identify you individually but will help us understand similarities and differences experienced based
on where people live.
a. NW
b. NE
c. SW
d. SE
3.(if logic is yes) Would you be interested in participating in a community forum in your quadrant?
Your email will only be used to invite you to a community forum in your area it will not be used to
identity your survey responses in anyway or shared beyond the invite.
a. If yes add space for email
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4.(If logic was yes ) How long have you lived in Bozeman?
a. Less than a year
b. One to five years
c. Six to ten years
d. More than ten years
e. Not a resident
f. Prefer not to answer
5.What is your age?
a. 0-18
b. 19-25
c. 26-40
d. 41-54
e. 55+
f. Prefer not to answer
6.What is your current employment status (Check all that apply)?
a. Currently unemployed
b. I work part-time (less than 40 hours/week)
c. I work full-time (40 hours/week)
d. I work more than full-time (more than 40 hours/week)
e. I work multiple jobs
f. I am a high school student
g. I am a student at a university or trade school
h. I am retired
i. Prefer not to answer
Logic if they selected one of the work options
7.Do you work in the City of Bozeman?
a. Yes
b. No
8.With which racial or ethnic group(s) do you identify? (Check all that apply)
a. American Indian or Alaska Native
b. Asian
c. Black or African American
d. Hispanic or Latinx
e. Middle Eastern or North African
f. Native Hawaiian or another Pacific Islander
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g. White
h. Prefer not to answer
i. Not listed above
9.Do you have a disability?
a. Yes
b. No
c. Prefer not to answer
10.With which gender(s) do you most identify? (Check all that apply) Transgender (often abbreviated
to “trans”) is an umbrella term that refers to people whose gender identity, expression or behavior
is different from those typically associated with their assigned sex at birth. Other identities
considered to fall under this umbrella can include non-binary, two-spirit, gender fluid, genderqueer,
and more. Cisgender (often abbreviated to “cis”) is a term that refers to people whose gender
identity, expression or behavior is the same as those typically associated with their assigned sex at
birth.
a. Female (cis-female)
b. Female (trans-female)
c. Male (cis-male)
d. Male (trans-male)
e. Non-binary
f. Prefer not to answer
g. Not listed above
11.With which orientation do you most identify? (Mark one answer)
a. Heterosexual or straight
b. Gay
c. Lesbian
d. Bisexual
e. Not listed above
f. Prefer not to answer
Thank you for taking the survey page
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APPENDIX B | REFERENCES
i American Community Survey (2019: ACS 5-Year Estimates Data Profiles) ACS DEMOGRAPHIC AND
HOUSING ESTIMATES, Table DP0. Accessed at:
https://data.census.gov/cedsci/table?g=1600000US3008950&tid=ACSDP5Y2019.
DP05&hidePreview=true
ii Montana Demographics (2020) Montana Cities by Population. Accessed at: https://www.montana-
demographics.com/cities_by_population
iii American Community Survey (2019: ACS 5-Year Estimates Data Profiles) ACS DEMOGRAPHIC AND
HOUSING ESTIMATES, Table DP0. Accessed at:
https://data.census.gov/cedsci/table?g=1600000US3008950&tid=ACSDP5Y2019.
DP05&hidePreview=true
iv Ibid.
v American Community Survey (2019: ACS 1-Year Estimates Data Profiles) ACS DEMOGRAPHIC AND
HOUSING ESTIMATES, Table DP05. Accessed at:
https://data.census.gov/cedsci/table?g=0100000US&tid=ACSDP1Y2019.DP05&hidePreview=true
vi American Community Survey (2019: ACS 5-Year Estimates Data Profiles) ACS DEMOGRAPHIC AND
HOUSING ESTIMATES, Table DP0. Accessed at:
https://data.census.gov/cedsci/table?g=1600000US3008950&tid=ACSDP5Y2019.
DP05&hidePreview=true
vii Ibid.
viii American Community Survey (2019: ACS 1-Year Estimates Data Profiles) ACS DEMOGRAPHIC AND
HOUSING ESTIMATES, Table DP05. Accessed at:
https://data.census.gov/cedsci/table?g=0100000US&tid=ACSDP1Y2019.DP05&hidePreview=true
ix American Community Survey (2019: ACS 5-Year Estimates Data Profiles) SELECTED SOCIAL
CHARACTERISTICS IN THE UNITED STATES, Table DP02. Accessed at:
https://data.census.gov/cedsci/table?g=1600000US3008950&tid=ACSDP5Y2019.
DP02&hidePreview=true
x American Community Survey (2019: ACS 1-Year Estimates Subject Tables) DISABILITY
CHARACTERISTICS, Table S1810. Accessed at:
https://data.census.gov/cedsci/table?q=DISABILITY&g=0100000US&tid=ACSST1Y2019.
S1810&hidePreview=true
xi American Community Survey (2019: ACS 5-Year Estimates Subject Tables) WORK STATUS IN THE
PAST 12 MONTHS, TableS2303. Accessed at:
https://data.census.gov/cedsci/table?q=employment&g=1600000US3008950&tid=ACSST5Y2019.
S2303
xii American Community Survey (2019: ACS 1-Year Estimates Subject Tables) WORK STATUS IN THE
PAST 12 MONTHS, TableS2303. Accessed at:
https://data.census.gov/cedsci/table?q=EMPLOYMENT&g=0100000US&tid=ACSST1Y2019.S2303
176
98GAPS ANALYSIS FOR EQUITY INDICATORS PROJECT
xiii American Community Survey (2019: ACS 1-Year Estimates Data Profiles) SELECTED ECONOMIC
CHARACTERISTICS, Table DP03. Accessed at:
https://data.census.gov/cedsci/table?g=0100000US&tid=ACSDP1Y2019.DP03&hidePreview=true
xiv Bozeman, Montana Community Housing Needs Assessment (2019) Page 73. Accessed at:
https://www.bozeman.net/home/showpublisheddocument/8773/636873023437470000
xv U.S. Department of Housing and Urban Development (2020) Assisted Housing: National and Local.
Accessed at: https://www.huduser.gov/portal/datasets/assthsg.html
xvi American Community Survey (2019: ACS 5-Year Estimates Detailed Tables) POVERTY STATUS
IN THE PAST 12 MONTHS BY HOUSEHOLD TYPE BY AGE OF HOUSEHOLDER, Table B17017.
Accessed at: https://data.census.gov/cedsci/table?q=Bozeman%20city,%20Montana%20
B17017&tid=ACSDT5Y2019.B17017&moe=false&hidePreview=true
xvii Bozeman Community Housing (2020) Affordable Home Buyers. Accessed at: https://community-
housing-hub-bozeman.hub.arcgis.com/
xviii Bozeman Community Housing (2020) Community Measures. Accessed at: https://community-
housing-hub-bozeman.hub.arcgis.com/
xix Bozeman, Montana Community Housing Needs Assessment (2019) Page 3. Accessed at:
https://www.bozeman.net/home/showpublisheddocument/8773/636873023437470000
xx American Community Survey (2019: ACS 1-Year Estimates Data Profiles) SELECTED HOUSING
CHARACTERISTICS, Table DP04. Accessed at:
https://data.census.gov/cedsci/table?q=housing%20cost&tid=ACSDP1Y2019.DP04
xxi Ibid.
xxii National Equity Atlas (1990-2017) Housing burden: All residents should have access to quality,
affordable homes. Accessed at: https://nationalequityatlas.org/indicators/Housing_burden
xxiii Human Resource Development Council (HRDC) Bozeman Community Profile. Accessed at: https://
thehrdc.org/who-we-serve/bozeman-location/
xxiv All-In Cities (2021) All-In Cities Policy Toolkit – Community Benefits Agreements. Accessed at:
https://allincities.org/toolkit/community-benefits-agreements
xxv Inclusionary Housing Incentives (2021). Accessed at: https://inclusionaryhousing.org/designing-a-
policy/land-dedication-incentives/
xxvi The Western Planner (2014) Strategies to preserve mobile parks and to mitigate displacement
when they are closed. Accessed at https://www.westernplanner.org/arc/2016/10/30/strategies-to-
preserve-mobile-parks-and-to-mitigate-displacement-when-they-are-closed
xxvii Inclusive City Maker (2020) Accessibility Toolkit: When Complete Streets Help People with
Disabilities. Accessed at: https://www.inclusivecitymaker.com/complete-streets-help-disabled/
xxviii TriMet (2021) Transit Equity and Environmental Justice Building Consensus, Creating Connections.
Accessed at: https://trimet.org/about/transitequity.htm
xxix Streamline – A Program of HRDC (2015) RouteShout Mobile App Information for Passengers.
Accessed at: https://streamlinebus.com/rider-info/info-for-passengers/
xxx All-In Cities (2021) All-In Cities Policy Toolkit Equitable Transit-Oriented Development. Accessed at:
https://allincities.org/toolkit/equitable-transit-oriented-development
177
99GAPS ANALYSIS FOR EQUITY INDICATORS PROJECT
xxxi Community Health Needs Assessment Report: Gallatin, Madison & Park Counties, Montana
(2017). Accessed at: https://res.cloudinary.com/dpmykpsih/image/upload/bozeman-health-site-321/
media/1432/2017_prc_chna_report_bhdh.pdf
xxxii COMMUNITY HEALTH NEEDS ASSESSMENT: Gallatin, Madison & Park Counties, Montana (2020)
Accessed at: https://www.healthygallatin.org/wp-content/uploads/2020/12/Final-2020-CHNA-Report.
pdf
xxxiii Community Health Needs Assessment: Gallatin, Madison & Park Counties, Montana (2020) Access
to Health Care p 218. Accessed at: https://www.healthygallatin.org/wp-content/uploads/2020/12/Final-
2020-CHNA-Report.pdf
xxxiv Ibid.
xxxv Community Health Needs Assessment: Gallatin, Madison & Park Counties, Montana (2020)
Difficulty Accessing Mental Health Services p 70-71. Accessed at: https://www.healthygallatin.org/wp-
content/uploads/2020/12/Final-2020-CHNA-Report.pdf
xxxvi Ibid.
xxxvii Montana Department of Public Health and Human Services (2021) Suicide in Montana Facts,
Figures, and Formulas for Prevention. Accessed at: https://dphhs.mt.gov/assets/suicideprevention/
SuicideinMontana.pdf
xxxviii Ibid.
xxxix Health Catalyst (2017) Advancing Health Equity – Data Driven Strategies Reduce Health
Inequities. Accessed at: https://www.healthcatalyst.com/wp-content/uploads/2017/12/Advancing-
Health-Equity%E2%80%93Data-Driven-Strategies-Reduce-Health-Inequities.pdf
xl Health, United States (2015) With Special Feature on Racial and Ethnic Health Disparities. Accessed
at: https://www.cdc.gov/nchs/data/hus/hus15.pdf
xli Rachel R. Hardeman, Eduardo M. Medina, and Katy B. Kozhimannil (2016) Structural Racism and
Supporting Black Lives — The Role of Health Professionals. The New England Journal of Medicine.
Accessed at: https://www.nejm.org/doi/full/10.1056/NEJMp1609535#t=article
xlii The Commonwealth Fund (2018) In Focus: Reducing Racial Disparities in Health Care by
Confronting Racism. Accessed at: https://www.commonwealthfund.org/publications/2018/sep/focus-
reducing-racial-disparities-health-care-confronting-racism
xliii American Community Survey (2015-2019 5-Year Estimates) table S1501. Accessed at: https://
data.census.gov/cedsci/table?q=Bozeman%20city,%20Montana%20&t=Educational%20
Attainment&tid=ACSST5Y2019.S1501&moe=false&hidePreview=true
xliv Ibid.
xlv Montana Office of Public Instruction Gems public Dashboard. Growth and Enhancement of Montana
Students, Bozeman High School. Accessed at: https://gems.opi.mt.gov/student-data
xlvi Ibid.
xlvii Ibid.
xlviii Ibid.
xlix Ibid.
178
100GAPS ANALYSIS FOR EQUITY INDICATORS PROJECT
l All-In Cities: an Initiative of PolicyLink (2021) Cradle-to-career systems. Accessed at: https://allincities.
org/toolkit/cradle-to-career-systems
li Racial Equity Series (2020) Equity and Expectations: Leading Rural Communities through
Unprecedented Pressures. Accessed at: https://maec.org/wp-content/uploads/2020/09/MAEC-Rural-
Equity-and-Expectations.pdf
lii The Ohio Manufacturers’ Association INDUSTRY SECTOR PARTNERSHIPS: WHAT THEY ARE AND
WHY THEY WORK. Accessed at: https://www.ohiomfg.com/wp-content/uploads/Industry_Sector_
Partnerships_What_They_Are_and_Why_They_Work.pdf
liii American Community Survey (2019: ACS 5-Year Estimates Data Profiles) ACS DEMOGRAPHIC AND
HOUSING ESTIMATES, Table DP0. Accessed at:
https://data.census.gov/cedsci/table?g=1600000US3008950&tid=ACSDP5Y2019.
DP05&hidePreview=true
liv OFFICE OF THE ASSISTANT SECRETARY FOR PLANNING AND EVALUATION (2021) Poverty
Guidelines. Accessed at: https://aspe.hhs.gov/poverty-guidelines
lv HDRC Early Childhood Education. Accessed at: https://thehrdc.org/early-childhood-education/
lvi OFFICE OF THE ASSISTANT SECRETARY FOR PLANNING AND EVALUATION (2021) Poverty
Guidelines. Accessed at: https://aspe.hhs.gov/poverty-guidelines
lvii Living Wage Calculator Living Wage Calculation for Gallatin County, Montana. Accessed at: https://
livingwage.mit.edu/counties/30031
lviii OFFICE OF THE ASSISTANT SECRETARY FOR PLANNING AND EVALUATION (2021) Poverty
Guidelines. Accessed at: https://aspe.hhs.gov/poverty-guidelines
lix American Community Survey (2015-2019 5-Year Estimates) Table B23008. Accessed at: https://data.
census.gov/cedsci/table?g=1600000US3008950&tid=ACSDP5Y2019.DP03&hidePreview=true
lx Bohan-Baker, M., & Little, P. M. D. (2002) The Transition to Kindergarten: A Review of Current
Research and Promising Practices to Involve Families. Harvard Family Research Project. P. 2. Accessed
at: http://www.hfrp.org/publications-resources/browse-our-publications/the-transition-to-kindergarten-a-
review-of-current-research-and-promising-practices-to-involve-families
lxi American Community Survey (2015-2019 5-Year Estimates) table B14003. Accessed at: https://
data.census.gov/cedsci/table?q=Bozeman%20city,%20Montana%3A%20B14003&tid=ACSDT5Y2019.
B14003&hidePreview=true
lxii Bohan-Baker, M., & Little, P. M. D. (2002) The Transition to Kindergarten: A Review of Current
Research and Promising Practices to Involve Families. Harvard Family Research Project. P. 2. Accessed
at: https://archive.globalfrp.org/publications-resources/browse-our-publications/the-transition-to-
kindergarten-a-review-of-current-research-and-promising-practices-to-involve-families
lxiii Montana Department of Public Health and Human Services Current STARS Programs. Accessed at:
https://dphhs.mt.gov/ecfsd/ChildCare/stars/index
lxiv National Center for Children in Poverty Making Work Pay in Montana. Accessed at: https://www.
nccp.org/publication/making-work-pay-in-montana/
179
101GAPS ANALYSIS FOR EQUITY INDICATORS PROJECT
lxv Start with Equity: 14 Priorities to Dismantle Systemic Racism In Early Care And Education (2020)
MOVE TOWARD HOLISTIC, STRENGTHS-BASED, AND AUTHENTIC INTEGRATION. Accessed at:
https://childandfamilysuccess.asu.edu/sites/default/files/2020-12/14-priorities-equity-121420.pdf
lxvi American Community Survey (2019: ACS 1-Year Estimates Subject Tables) MEDIAN INCOME IN THE
PAST 12 MONTHS (IN 2019 INFLATION-ADJUSTED DOLLARS) Table S1903. Accessed at: https://data.
census.gov/cedsci/table?q=S1903&tid=ACSST1Y2019.S1903
lxvii American Community Survey (2012) Statistics for All U.S. Firms by Industry, Gender, and
Receipts Size of Firm for the U.S. and States table SBOCS201. Accessed at: https://data.census.gov/
cedsci/table?q=Bozeman%20firms%20by%20industry&g=1600000US3008950&tid=SBOCS2012.
SB1200CSA05&hidePreview=true
lxviii The Crown Act Creating a Respectful and Open World for Natural Hair. Accessed at: https://www.
thecrownact.com/about
lxix Center for American Progress (2021) Small Businesses Get a Boost From a $15 Minimum Wage.
Accessed at: https://www.americanprogress.org/issues/economy/reports/2021/02/25/496355/small-
businesses-get-boost-15-minimum-wage/
lxx Living Wage Calculator Living Wage Calculation for Gallatin County, Montana. Accessed at: https://
livingwage.mit.edu/counties/30031
lxxi Aspen Institute (2021) To Build Back Better, Job Quality Is the Key. Accessed at: https://www.
aspeninstitute.org/publications/to-build-back-better-job-quality-is-the-key/
lxxii Pew Trust Economic Mobility Project (2008) PATHWAYS TO ECONOMIC MOBILITY: KEY
INDICATORS p. 2. Accessed at: https://www.pewtrusts.org/~/media/legacy/uploadedfiles/
wwwpewtrustsorg/reports/economic_mobility/pewempchartbook12pdf.pdf
lxxiii HM Government, Communities and Local Government. (2009). World class places. The
government’s strategy for improving quality of place. London: Communities and Local Government.
http://www.communities.gov.uk/documents/planningandbuilding/pdf/1229344.pdf.
lxxiv American Community Survey (2015-2019 5-Year Estimates) Table S2801. Accessed at: https://
data.census.gov/cedsci/table?q=Bozeman%20city,%20Montana%20computer&tid=ACSST5Y2019.
S2801&hidePreview=true
lxxv The National Digital Inclusion Alliance Definitions Accessed at: https://www.digitalinclusion.org/
definitions/
lxxvi Urban Institute (2018) Creative Placemaking and Community Safety: Synthesizing Cross-Cutting
Themes. Accessed at: https://www.urban.org/research/publication/creative-placemaking-and-
community-safety-synthesizing-cross-cutting-themes/view/full_report
lxxvii The Brookings Institution Bridging the digital divide through digital equity offices Accessed at:
https://www.brookings.edu/research/bridging-the-digital-divide-through-digital-equity-offices/
lxxviii National Conference on Citizenship Civic Health Initiative. Accessed at: https://ncoc.org/civic-
health-initiative/
lxxix Emsi Regional Comparison Table for US, Montana, and Bozeman, MT. Accessed at: https://a.
economicmodeling.com/analyst/?t=3NMzJ#h=W6W3R&page=regional_side_by_side_table
180
102GAPS ANALYSIS FOR EQUITY INDICATORS PROJECT
lxxx Ibid.
lxxxi Inclusive City Quarterly Report (2021) City of Bozeman Inclusive City Project Team. Accessed at:
https://www.bozeman.net/home/showpublisheddocument/11280/637562465141670000
lxxxii The Center for Racial Justice Innovation (2009) Racial Equity Impact Assessment. Accessed at:
https://www.raceforward.org/sites/default/files/RacialJusticeImpactAssessment_v5.pdf
181
182
Page 1 of 11
ORDINANCE NO. 2056
AN ORDINANCE OF THE CITY COMMISSION OF THE CITY OF BOZEMAN,
MONTANA ESTABLISHING A PERCENT FOR ART PROGRAM AND AMENDING
CHAPTER 2, ARTICLE 6 OF THE BOZEMAN MUNICIPAL CODE TO ADD DIVISION
11, PUBLIC ART.
WHEREAS, the City of Bozeman (the “City”) is authorized by the City Charter and
Montana law to establish administrative programs designed to enhance and protect the public
welfare; and
WHEREAS, the City finds it promotes and protects the public welfare to enhance the
beauty of public areas of the City; and
WHEREAS, the City finds that such enhancement adds to the quality of life of the City’s
citizens, attracts tourism, and encourages businesses and other organizations to locate in the City,
adding to the City’s economic vitality.
NOW THEREFORE, BE IT ORDAINED BY THE CITY COMMISSION OF THE
CITY OF BOZEMAN, MONTANA:
Section 1
That the Bozeman Municipal Code be amended by adding a new division 11, Public Art,
to Chapter 2, Administration, Article 6, Finance, as follows:
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DIVISION 11. – PUBLIC ART
2.06.1960. – Title and purpose.
This division shall be known as the “City of Bozeman Percent for Art Ordinance.” The
purpose of this division is to establish a Percent for Art Program for city-funded capital
improvement projects and to provide for the funding, selection, and maintenance of public art
and establish responsibilities relating to administering the Percent for Art Program. The purpose
of the Percent for Art Program is to include works of art within certain city capital improvement
projects equal to one percent (1%) of construction costs of the project.
2.06.1970. – Percent for Art Program established.
There is hereby established a Percent for Art Program. The city manager or their designee
shall be responsible to administer the Percent for Art Program as described in this division and in
2.05.1420. The City shall endeavor to develop a collection of public art of high quality,
encompassing a broad aesthetic range reflecting the city, in order to improve the quality of life in
the area, be accessible to all individuals, and be a source of pride to residents.
A. The Percent for Art Program shall apply to both new and remodeled city-owned public
spaces and structures.
B. The following categories of projects are exempt from the Percent for Art Program
requirements:
1. Water, stormwater, or wastewater facilities, except for office buildings.
2. Street construction and repair; public right of way improvements, such as curb,
sidewalk, trails, pedestrian pathways, and traffic control facilities; and landscaping.
C. The Percent for Art Program requires one percent (1%) of eligible construction costs of
city capital improvement projects over $500,000 to construct or remodel any public or city
building, structure, park or any portion thereof, to be allocated for public art. No less than
eighty percent (80%) of the one percent appropriation will be used for on-site artwork; up
to twenty percent (20%) of this one percent shall be held in a public art operations fund to
be used for program administration and maintenance of the art, as determined necessary by
the city manager to carry out the provisions of this division.
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D. The art may serve a function, express a theme, or commemorate an important person. It
may underscore or provide a counterpoint to the architecture and surrounding site. It may
serve as a landmark that adds definition to the city.
E. The city manager is authorized to adopt such additional processes and policies by
Administrative Order not inconsistent with this division 11 as they may deem necessary to
implement the Percent for Art Program in accordance with the objectives of this division.
2.06.1980. – Objectives.
The Percent for Art Program objectives include:
A. Develop a public art program that is unique to Bozeman.
B. Increase the understanding and enjoyment of public art by Bozeman residents.
C. Invite public participation in the interaction with public spaces.
D. Provide challenging employment opportunities for artists.
E. Encourage collaborations between artists and architects and engineers.
F. Support artist participation on design teams for planning public projects.
G. Encourage a variety of art forms: temporary and permanent, object and event, single or
dispersed locations.
H. Spread commissions among a wide number of artists and strive for overall diversity in
style, scale and intent.
2.06.1990. - Definitions.
A. “Architect” is the person or firm designing the project to which the one percent (1%)
funding applies. Where the architect is a firm, the term architect shall mean the principal
of that firm in charge of designing the project for which the one percent (1%) funding
applies.
B. “Artist” is a practitioner in the visual arts, generally recognized by critics and peers as a
professional of serious intent and recognized ability who produces artworks and is not a
member of the project architectural/design firm.
C. “Artwork” includes but is not limited to, paintings, murals, inscriptions, stained glass,
fiber work, statues, reliefs or other sculpture, monuments, arches, or other structures
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intended for ornament or commemoration. Also included are carvings, frescoes, mosaics,
mobiles, photographs, drawings, collages, prints, crafts, both decorative and utilitarian in
clay, fiber, wood, metal, glass, plastics and other materials. Landscape items include the
artistic placement of natural materials or other functional art objects. Artwork may be
portable as well as permanently sited.
D. “Capital Improvement Plan” (CIP) means the annual capital improvement plan adopted
for city-financed public improvement projects.
E. “Capital Improvement Project” means any public works project undertaken by the city to
construct or remodel any public or city building, structure, park or any portion thereof.
F. “Construction Cost” is the contracted sum for construction of the designated project
including any change orders included in the initial contract notice of award. Construction
costs do not include costs such as professional fees, cost of land, rights of way and
financing.
G. “Contractor” is any firm, individual, joint venture or team of firms or individuals with
which the city contracts for design, engineering, or construction services.
H. “Deaccessioning” is a procedure for the withdrawal of an artwork from the public
collection.
I. “Eligible Construction Cost” is that portion of the construction cost of any capital
improvement project paid for solely by the city to construct or remodel any building,
decorative or commemorative structure, parking facility, park, recreational facility, or any
portion thereof, located on city property, provided that the source of funds for such
project(s) is not restricted by law or regulation as to its use for artworks.
J. “Maintenance” is the periodic work on a facility or asset required to maintain its original
functionality.
K. “Remodel” is work required to substantially change or enhance the functionality of a
facility.
2.06.2000. – Procedure to select public art for eligible projects.
A. Upon adoption of the capital improvement plan the finance director will identify all
projects for which the Percent for Art Ordinance applies.
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B. All Percent for Art Program projects, whether they are permanent or temporary artworks,
will be developed to respond to a specific site or building location, with the exception of
artworks that are conceptually intended to circulate among various sites or facilities
within the project area.
C. The selection of artist(s) who will provide art integral to the project will be made as early
in the conceptual design stage as practical, so artist(s) will be able to work with the
contractor from the beginning of the project.
D. The city manager or their designee is responsible for identifying, investigating, and
selecting the artist(s) or artwork(s). For each project, the city manager or their designee
will develop a formal structure in which to select, develop and maintain public art as well
as further public accessibility to the arts in accordance with the objectives of the Percent
for Art Program. The city manager may choose to work in cooperation with an
independent contractor or nonprofit arts organization in the selection process.
E. The city manager or their designee shall work with city staff and/or the independent
contractor or nonprofit arts organization to analyze and discuss appropriate locations,
suitable art forms, artists’ prerequisites, and specifics of artist/artwork selection process.
F. A call for artists, request for proposals, or other form of advertisement as provided by the
city’s procurement policy will be prepared by city staff and/or the independent contractor
or nonprofit arts organization and advertised by the city clerk. The proposals will be
evaluated by the city manager or their designee. The city manager may form a selection
committee for this purpose. If the city manager has enlisted an independent contractor or
nonprofit arts organization to assist in the selection process, that contractor or
organization will evaluate the proposals and make a recommendation regarding the final
selection to the city manager. The city manager will make the final selection
determination.
G. In the response to the city’s request for proposals, artists must include information
relating to the proposed artwork’s lifecycle.
H. The city manager is responsible for providing staff and other resources to meet the city’s
obligations under this division. In the event of a disagreement as to whether an expense
is eligible pursuant to 2.06.2020, the city manager shall make the final determination.
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I. Contractors invited to submit a proposal for an applicable construction or renovation
project shall be advised of the requirements of this division. The contractor shall work
closely with the city manager or their designee on the designation of appropriate sites and
shall incorporate the artist’s or artwork’s special requirements within the construction
documents, including the time of delivery and installation of the artwork. The selected
artwork must be placed so that it is the public view.
J. Artists will be selected in accordance with the city’s procurement policy, on the basis of
their qualifications as demonstrated by past work, appropriateness of the proposal to the
particular project, and its probability of successful completion as determined by the
selection committee.
K. The city has the option of making no selection. If no proposal is accepted, the city has
the right to reopen the competition or to propose other methods of selection.
L. Upon the selection of an artwork, the artist shall enter into a contract with the city for the
artist’s services or for the purchase and installation of the artwork. This contract shall
require the artist to produce or deliver the artwork for a price guaranteed to be no greater
than the maximum contracted cost, and shall require the transfer of all rights in and to the
artwork to the city, including all intellectual property rights. The contract must be
reviewed by the city attorney.
M. Where the city manager determines that an expenditure for a specific artwork is
inappropriate, the city manager may approve the transfer of those funds to another
Percent for Art project.
2.06.2010. – Criteria for selection of artwork(s).
A. In making the final selection, the city shall be guided by the goals and purposes of this
ordinance and the criteria set forth in this document and any regulations promulgated to
fulfill the criteria.
B. Each proposed artwork will also be evaluated as to its artistic excellence, appropriateness
in terms of scale, material and content relative to the immediate and general architectural,
social and historic context; technical feasibility; and long term durability against
vandalism, weather, and theft. Consideration must be given to materials, construction,
durability, maintenance costs, public access and safety.
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2.06.2020. – Conflict of interest.
A. No artist sitting on a nonprofit arts organization’s board of directors may submit for
Percent for Art projects over which that organization has approval authority or
administrative responsibility during his/her tenure.
B. No staff member of a nonprofit arts organization or member of a staff member’s
household may submit for Percent for Art projects over which that organization has
approval authority or administrative responsibility.
C. No artist sitting on a selection committee may submit for the project for which the
committee was formed.
D. The selection process must comply with the Code of Ethics, article 3, division 4 of this
chapter.
2.06.2030. - Eligible expenses for the Percent for Art Program.
A. Appropriations for Percent for Art Program projects may be spent for:
1. The artwork itself, including but not limited to:
a. Artist’s design fees.
b. Additional labor and materials required for production and installation of the
artwork.
c. Artist’s operating costs.
d. Travel related to the project.
e. Transportation of the artwork to the site and installation.
f. Any required permitting fees.
2. Identification plaques and labels.
3. Frames, mats, mountings, anchorages, containments, pedestals, or materials necessary
for the installation, location or security of the artwork.
4. Photographs of completed artworks.
5. Communication and other indirect costs including insurance.
6. Expenses for special advisors or consultants.
7. Historical artifacts displaced by construction.
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8. Expenses related to the administration of carrying out the directives of this division,
including but not limited to:
a. Technology services and subscriptions (e.g., a web-service for promoting an art-
call).
b. Advertising, publicity, promotion, and invitation expenses.
c. Expenses related to public events related to artwork (e.g., rental of public address
equipment and catering expenses).
d. Due diligence expenses required for the responsible consideration of artwork
(e.g., engineering or environmental consultation).
e. Expenses related to augmenting artwork (e.g., addition of lighting, landscaping or
general enhancements to artwork), if such components are not included in the
artwork itself.
B. Appropriations for Percent for Art Program projects may not be spent for:
1. Reproduction, by mechanical or other means, of original artworks, except in cases of
film, video, photography, printmaking or other media arts.
2. Those elements generally considered to be components of a landscape architectural
design or landscape gardening.
3. “Art objects” which are mass produced of standard design, such as playground
sculptures.
4. Directional or other functional elements, such as supergraphics, signs, color coding,
maps, etc. except where a recognized artist is employed.
C. The city manager shall make the final determination of the eligibility of a particular
expense.
2.06.2040. – Public Art Management/Maintenance.
A. All artworks remain under the ownership of the city. Artworks will be insured for
property damage in accordance with the city’s policies for insuring city property.
B. The city will be responsible for the ongoing care and maintenance of all artworks
purchased or commissioned pursuant to this division.
C. The city manager or their designee shall inform the city attorney if an artwork is damaged
or stolen.
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D. Monies to maintain artworks shall come from the public art operations fund.
2.06.2050. – Deaccessioning.
Deaccessioning will be considered only after a careful and impartial evaluation of the artwork
within the context of the collection as a whole. At the beginning of the process, the city manager
or their designee will make a reasonable effort to notify any living artist whose work is being
considered for deaccessioning. The city manager may consider the deaccession of artwork for
one or more of the following reasons in the event that it cannot be re-sited:
A. The artwork has been damaged or has deteriorated and repair is impractical or unfeasible.
B. The artwork endangers public safety.
C. In the case of site-specific artwork, the artwork is destroyed by severely altering its
relationship to the site.
D. The artwork requires excessive maintenance or has faults of design or workmanship.
Section 2
Repealer.
All provisions of the ordinances of the City of Bozeman in conflict with the provisions of
this ordinance are, and the same are hereby, repealed and all other provisions of the ordinances of
the City of Bozeman not in conflict with the provisions of this ordinance shall remain in full force
and effect.
Section 3
Savings Provision.
This ordinance does not affect the rights and duties that matured, penalties that were
incurred or proceedings that were begun before the effective date of this ordinance. All other
provisions of the Bozeman Municipal Code not amended by this ordinance shall remain in full
force and effect.
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Section 4
Severability.
That should any sentence, paragraph, subdivision, clause, phrase or section of this
ordinance be adjudged or held to be unconstitutional, illegal, or invalid, the same shall not affect
the validity of this ordinance as a whole, or any part or provision thereof, other than the part so
decided to be invalid, illegal or unconstitutional, and shall not affect the validity of the Bozeman
Municipal Code as a whole.
Section 5
Codification.
This ordinance shall be codified as indicated in Section 1.
Section 6
Effective Date.
This ordinance shall be in full force and effect 30 days after final passage and approval.
PROVISIONALLY ADOPTED by the City Commission of the City of Bozeman,
Montana, on first reading at a regular session held on the 27th day of October, 2020.
____________________________________
CYNTHIA L. ANDRUS
Mayor
ATTEST:
_______________________________
MIKE MAAS
City Clerk
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FINALLY PASSED, ADOPTED AND APPROVED by the City Commission of the
City of Bozeman, Montana on second reading at a regular session thereof held on the 10th day of
November, 2020. The effective date of this ordinance is December 10, 2020.
________________________________
CYNTHIA L. ANDRUS
Mayor
ATTEST:
_______________________________
MIKE MAAS
City Clerk
APPROVED AS TO FORM:
________________________________
GREG SULLIVAN
City Attorney
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Acknowledgements
Bozeman City Commission
Mayor Carson Taylor
Deputy Mayor Cynthia Andrus
Commissioner Chris Mehl
Commissioner I-Ho Pomery
Commissioner Jeff Krauss
Economic Development Council
Mayor Carson Taylor, Commission Liaison
Erik Garberg
Steve Holland
Chris Kukulski
Kris Kumlien
Rebecca Marhurin
Cheryl Ridgely
Daryl Schliem
Economic Development Council Subcommittee of Local Business Leaders
Terry Alborn
Jim Ness
Alistair Stewart
Penny Zacharisian
Economic Development Department
Brit Fontenot
David Fine
Prepared By
Leland Consulting Group, Inc.
610 SW Alder Street, Suite 1008
Portland, Oregon 97205
503.222.1600
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Table of Contents
Introduction ..................................................................................................................................................................... 1
What is Economic Development? ........................................................................................................................ 2
Talent ........................................................................................................................................................................... 5
Skilled Workforce ...................................................................................................................................................... 6
What is the Benefit of an Economic Development Vision and Strategy? ................................................. 7
Background .................................................................................................................................................................... 9
Stakeholder Interview Themes .............................................................................................................................. 9
Citywide Survey Themes ........................................................................................................................................ 10
Business Owner Survey Themes .......................................................................................................................... 11
Montana Photonics Industry Alliance Member Survey (2014) ..................................................................... 14
Strengths, Weaknesses, Opportunities, and Challenges (SWOT) ............................................................... 14
Economic Profile .......................................................................................................................................................... 15
Population Growth .................................................................................................................................................. 15
Employment Growth .............................................................................................................................................. 16
Commute Patterns .................................................................................................................................................. 16
Median Age .............................................................................................................................................................. 17
Distribution of Employment.................................................................................................................................. 17
Income Distribution ................................................................................................................................................ 18
Education Attainment............................................................................................................................................. 19
Industry Clusters .......................................................................................................................................................... 20
Photonics .................................................................................................................................................................. 20
Software/IT ............................................................................................................................................................... 23
Outdoor .................................................................................................................................................................... 24
Tourism/Recreation ............................................................................................................................................... 26
Biotechnology ......................................................................................................................................................... 28
The Strategy ................................................................................................................................................................. 30
Current Strategy ..................................................................................................................................................... 30
Strategy Update ...................................................................................................................................................... 30
Goal 1: Expand the Existing Base ......................................................................................................................... 31
Goal 2: Support Business ...................................................................................................................................... 33
Goal 3: Regional Connections ............................................................................................................................. 35
Appendix A: Action List
Appendix B: Stakeholder List
Appendix C: Commission Resolution
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Introduction
The modern global economy consists of rapidly changing market trends.
The one economic certainty that pertains to any industry is the increasing
need for skilled talent. Unfortunately, complex issues driving income
stratification and workforce skills gaps are making it more difficult for all
citizens to realize positive personal economic growth in keeping with
business growth. In order to plan for this modern economy, communities
must consciously foster a diverse economic base and skilled workforce to
weather inevitable negative and positive cycles.
Coupled with global economic trends, the city of Bozeman is growing
rapidly, which introduces new challenges regarding affordable housing,
traffic, and public service provision. It is important for the City to
consciously manage growth aligned with the desired economic base in
order to retain the small town and outdoor qualities that make Bozeman
unique, while remaining competitive in the global modern economy.
Finally, city government plays a unique and distinct role in economic
development. They are the key stakeholder among many engaged
organizations that significantly invests in infrastructure and guides land use
policy. Fortunately, the City of Bozeman has a strong culture poised to
facilitate collaboration among departments including public works, finance
and community and economic development to thoughtfully align
objectives that foster a healthy economic base.
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What is Economic Development?
Economic development can be defined as efforts that seek to improve the economic well-being and
quality of life for a community by creating and/or retaining middle and high income jobs and
supporting or growing incomes and the tax base through diversification of the local economy. These
jobs are generally defined as two different sectors with distinct needs in terms of workforce and
business location. In addition, the City must provide different types of support and investments for
each sector. These sectors are distinguished for clarification regarding strategy objectives and
actions.
Traded Sector vs. Local Sector Jobs
Traded sector (also referred to as basic sector) businesses include industries and employers which
produce goods and services that are consumed outside the region where they are produced and
therefore bring in new income to the area (e.g., outdoor gear, photonics, software). Workers in the
traded sector tend to be better educated, work more hours, and earn higher average wages than
local sector business.
As the traded sector increases employment and wages, it also enables entrepreneurs to develop
skills and resources to foster innovation and start new businesses and increase employment
opportunities. Furthermore, certain traded sector companies foster a supply chain effect that create
the need for additional companies to supply components of a product that is manufactured.
Tourism is a unique traded sector industry to Bozeman in that it brings new income into the region
and it leverages Yellowstone National Park as well as numerous outdoor assets not found elsewhere
in the United States.
Local sector business consists of industries and firms that are in every region. They produce goods
and services that are consumed locally in the region where they were made, and therefore circulate
existing income in the area (e.g., drug stores, physician offices, restaurants). These businesses are
important as they make a community distinct and provide amenities to attract young professionals
and families that drive the new economy. A sampling of traded vs. local sector businesses in the
Bozeman region is indicated in Figure 1.
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Figure 1. Representative Traded Sector and Local Sector Bozeman Businesses
Traded Sector Local Sector
Table 1 highlights the average wage difference between traded sector jobs and local sector jobs in
the U.S. Also of note is the difference between Gallatin County and U.S. average wages. The
community is well aware of this disparity and that it is currently an advantage for employers.
However, business leaders interviewed as part of this economic development strategy process
expressed an understanding that this is not a healthy trend. For businesses to continue to attract a
highly skilled workforce, there need to be more companies here. When there is a larger job base, it
is more attractive to employees because they have options for career growth. In turn, once the
employment base grows, competition will occur and ultimately increase wages. Montana is starting
to realize gains in this area with real median household income increasing by 6.8 percent between
2014 and 2015 per American Community Survey statistics.
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Table 1. 2015 Annual Average Wages by Industry Sector
NAICS Industry Sector United States
Average
Wage 2015
Gallatin County
Average Wage
2015
Mesa County, CO
(City of Grand
Junction) Average
Wage 2015
Traded Sector
55 Management of
Companies & Enterprises
$116,745 $60,078 $101,797
51 Information $95,038 $56,541 $44,836
54 Professional, Scientific, &
Technical Services
$ 89,785 $66,648 $53,640
42 Wholesale Trade $ 73,363 $56,074 $55,629
31-33 Manufacturing $64,305 $41,516 $43,293
Local Sector
23 Construction $57,009 $46,908 $49,377
61 Education Services $47,968 $25,908 $21,404
62 Health Care & Social
Assistance
$47,296 $44,891 $45,897
71 Arts, Entertainment,
Recreation
$36,128 $25,840 $16,454
44-45 Retail Trade $29,742 $29,319 $27,194
72 Accommodation & Food
Services
$19,415 $18,307 $16,888
Source: Quarterly Census of Employment and Wages - Bureau of Labor Statistics, May 2016.
The lower average wages in Gallatin County are further impacted by the higher cost of living in
Bozeman as compared to similar communities as identified in the following table. As an example,
Grand Junction, CO with a similar size population as Bozeman has similar average wages as
indicated in Table 1. However Grand Junction has a lower Cost of Living Index score as identified in
Table 2, which provides more purchasing power with the wages. The composite Cost of Living Index
score is based on six categories – housing, utilities, grocery items, transportation, health care, and
miscellaneous goods and services. The national average composite index is set at 100 each period;
so the index conveys relative price levels at a specific point in time.
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Table 2. Cost of Living Index Results (Q2 2016)
Source: Prospera Business Network, September 2016.
Talent
The national economy is becoming increasingly more talent/knowledge-based than resource-based
meaning people over raw materials are the most important asset to a company’s value and
prospects for growth. This applies to all industries including manufacturing, professional services,
and technology.
Articulating this further
is the following chart
defining the shift in
market assessment for
the world’s most
valuable companies. As
illustrated in Figure 2, 10
years ago the most
valuable companies
consisted largely of
natural resource
extraction and now they
are largely technology
companies with values
based upon people
Figure 2. The Age of Tech
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generating innovative ideas and processes. This is not to suggest that Bozeman needs to focus their
industrial base entirely on technology companies, but to understand that the modern economy
thrives more on skilled people than natural resource extraction.
A significant cohort of the talent in demand consists of the “Millennial” generation (generally ages 19
to 35 in 2016) made up of approximately 76 million people – the largest demographic group our
country has seen. As this generation grows and shapes our talent-based economy, it is important to
understand what motivates them and the communities they choose in such a highly mobile
environment. Such an environment includes the following elements:
Job Base. Talent moving to a new community wants to know that there are other
opportunities if the job that brought them there does not fulfill expectations.
Simple Commute. Many Millennials are not defined by the automobile, and do not want
to drive if they don’t have to. As reported in Urban Land Institute (ULI) Emerging Trends 2016,
miles traveled by car for those people 34 years old or younger are down 23 percent
nationally. Locally, the average miles travelled by any mode – walking, driving, biking, or
taking transit – is the lowest for Millennials.
Urban Lifestyle. They tend to prefer density with alternative transportation modes and
retail nearby, which provides alternatives to owning a car. This urban lifestyle does not mean
that an entire community must conform to urban densities. What is important is that some
element of an urban lifestyle through either a healthy Main Street in a traditional downtown
or denser town centers in suburbs is provided.
Amenities. Millennials are looking for ample amenities, especially restaurants and access to
outdoor recreation.
Open Culture. They embrace social or ethical causes1 and communities that are more
diverse, accepting, and open to change.
Skilled Workforce
When planning for a future economy it is important to understand that all industries are dependent
on a talented workforce that has technical skills and/or higher education attainment. Bozeman’s
future economy requires a skilled workforce with training in career technical education (CTE) and
access to higher education science, technology, engineering, and mathematics (STEM) degrees.
Career Technical Education (CTE) Training
CTE training is targeted toward middle-skill jobs, which require education and training beyond high
school but less than a bachelor's degree, and are a significant part of the economy. Of the 55 million
job openings created by 2020, 30 percent will require some college or a two-year associate degree.
1 Brookings Institute, 11 Facts about the Millennial Generation, June, 2014.
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It is important to foster partnerships with Gallatin College and local primary and secondary schools
to encourage youth to consider this career path. By engaging youth early, they may be more likely
to attend Gallatin College or obtain other skills training and either start their own enterprise or apply
their critical skills with local companies in Bozeman. An example of CTE training includes culinary
programs that support the hospitality and tourism industry, and photonics technician training with
Computer Numeric Control (CNC) machining skills development that supports high-tech
manufacturing.
Higher Education
Globally, positions requiring substantial independent judgment and decision making are now in high
demand. Increasingly employers are demanding a workforce that has technical skills, including
manufacturing jobs that involve the operation of sophisticated machinery requiring some advanced
training beyond high school. Science, technology, engineering, and mathematics (STEM) workers are
increasingly in demand and in short supply, especially in the private sector which needs software
developers, data scientists, and those in skilled trades. Bozeman is fortunate in that it is home to
Montana State University (MSU), which provides several degrees and research facilities to equip
students with these technical, interpersonal, and entrepreneurial skills that are in high demand.
What is the Benefit of an Economic
Development Vision and Strategy?
In order to prepare a community to proactively respond to rapidly changing trends, it must have a
strategy in place. Without a strategy, efforts are often reactive, non-collaborative, and not connected
for meaningful impact. An economic development strategy will:
#1: Document a Playbook
For economic development to succeed, numerous partners and organizations must be engaged and
collaborate toward common goals. At the same time, it is essential for public and private entities to
recognize that they are partners in economic development efforts, as one cannot be sustained
without the other. To efficiently and effectively align goals, a community must understand,
document, and achieve consensus on its vision, values, opportunities, and objectives. Bozeman has
established a solid foundation with the three economic development pillar strategies defined below:
1. Support retention and growth of existing businesses, while welcoming and
encouraging new businesses;
2. Invest in infrastructure as a mechanism to drive economic development; and
3. Support education and workforce development initiatives to provide businesses with
qualified workers.
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The world’s economy is changing rapidly. An established “playbook” provides enough broad goals
to recognize opportunities when they arise, and also clear direction regarding the City’s roles to help
determine projects that should be pursued and those that are better implemented by other
stakeholders. To effectively implement a strategy, it is as important to say “no” to certain
opportunities as it is to say “yes” to others.
#2: Identify Specific Actions and Metrics
Once goals and objectives are defined, action must be taken. Often these actions will appear minor
without the overall context of the plan. Furthermore, some actions will build momentum and have a
meaningful impact, others will fail, and some may not occur due to limited stakeholder interest or
resources. The intent of the strategy is to provide several action items by several partners, all
working toward the same overall goal. This is a flexible document that will be shaped as
opportunities arise. Finally, it is important to revisit the document annually and determine where
progress is being made, where other areas are deficient, and acknowledge that progress is being
made. It will be necessary to update the document every three to five years in keeping with the
rapid pace of change in the economy.
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Background
In developing the economic development strategy, it is important to obtain information from local
businesses and employees. We have achieved this through personal interviews of stakeholders
identified in Attachment B and survey responses from the business community. Consistent themes
from the interviews and surveys are summarized below and are reflected in the strategy.
Stakeholder Interview Themes
In August, 2016 Leland Consulting Group and Bozeman Economic Development staff held several
meetings with industry representatives, small business organizations, the Economic Development
Committee, and City staff to determine opportunities and challenges to fostering economic
development in the Bozeman region. Consistent themes and comments are noted below.
Hard to attract and hire senior level talent. Often want to also bring professional spouse but
may not have a position for that person. This is referred to as a “trailing spouse issue”.
Need to tell Bozeman business story (outdoor recreation story is done well already).
If more companies are here, it is more attractive to employees because they have options for
career growth and competition which ultimately increases wages.
Need to make sure existing companies have place to grow. They want to stay within the
Bozeman city limits but that opportunity is becoming constrained by costs and lack of
building sites.
Protect access to and quality of outdoor life and ecosystem (aquifers, trails, streams, views).
This is vital to Bozeman.
Emerging growth and economic development issues must be addressed on a regional level.
Need to start thinking regionally.
Financial resources are constrained. Need to work together (private/public) for proactive
solutions.
Accommodate and welcome new businesses interested in Bozeman, and balance other
economic development priorities with recruitment of companies.
Work with industry clusters to determine gaps in supply-chain and target companies needed
to fill the gaps.
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Citywide Survey Themes
The City of Bozeman is undergoing a Strategic Planning Process, which included outreach to the
local citizens via survey. They received over 530 responses, including the following, which represent
consistent themes in answering “What is your vision for an innovative economy?”
Higher wages, more appreciation of workforce, less concentration of wealth in the hands of a
few privileged folks
Promote growth on the micro level by opening doors and lightening unnecessary restrictions
that were written with larger businesses in mind. We need more people manufacturing or
running businesses out of their homes and vehicles as the cost of brick and mortar
businesses has become prohibitive to smaller startups.
Small, entrepreneurial businesses are the key. They are flexible, hire the most individuals and
adapt better than large businesses to a constantly changing economy!
Thriving business community, lots of growing startups, full employment, opportunities to get
training to improve your position.
Easy to start a business, easy to get funding.
A varied economy that continues to make quality of life a priority.
Economy based on multiple legs – technology, recreation, other skilled employment
Utilizing local talent and businesses.
Develop a plan to improve jobs and employment opportunities for residents wanting to stay
in the area equally matched with recruiting out of state residents for current and future
openings for employment. Develop training programs for workforces underrepresented, like
skilled trades, high-tech, and service work such as hospitality, landscaping, or unskilled labor.
Jobs that pay enough to let you live here.
Global, technology based businesses and other clean industries.
I would hope that Bozeman is an outdoor industry hub, has more than high-tech as options
for well-paying jobs, and has direct educational opportunities for residents who want to
pursue jobs in Bozeman.
Bozeman has a healthy mix of industries, including thriving high-tech companies who are
based in Bozeman.
That Bozeman would not become a mini Silicon Valley, even though high-tech businesses
are here. We need to make sure Bozeman remains diversified enough that we have a variety
of business that offer a variety of positions from skilled labor to Ph.D....not just all jobs
requiring a high amount of education.
A diversified economy that provides high paying jobs but doesn't detract from our natural
environment.
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Business Owner Survey Themes
City of Bozeman staff in partnership with Prospera, Bozeman Chamber of Commerce, and
Downtown Partnership distributed a survey to over 2,000 businesses. A total of 107 responses were
submitted. The company make-up is shown in the following chart and predominant themes are
summarized below.
Figure 3. Types of Businesses Responding to Survey
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Figure 4. Where Bozeman Companies Find Talent
Figure 5. Ideal Location for Bozeman Companies
0
5
10
15
20
25
30
35
Manufacturing Retail/Restaurant Professional services Tourism
Outdoor Photonics Bioscience Software/IT
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Business Owner Survey Comments
I work with businesses who are hiring. Barriers include: No local job posting site, costly nature
of newspaper advertisements, many businesses don't offer any type of health insurance (too
expensive), inability to be competitive with wages.
Available pool of experienced applicants, timing of students coming and going seasonally.
Hiring is done through word of mouth, online notices, in-store notices; university job board
and local Job Center.
If you could locate anywhere, where would it be:
o Downtown
o Northeast Bozeman
o Four Corners
o West end of Huffine
o MSU Innovation Campus
What do you like about your current location:
o Easy access to I-90 for shipping. Central.
o Downtown – close to services, culture, active main street.
o Easy to get to, easy parking, close to MSU campus.
o In the heart of the western expansion of Bozeman.
o Don't like current location with too much traffic and no place to walk. Suburban.
I'm not a "Bozeman native," I moved here in 2003. So I realize I'm part of the "growth
challenge." I believe there are ways we can grow responsibly, put infrastructure first (so we're
not handling those issues in "reactive mode" five years from now), and foster a sense of
community downtown and beyond, so we don't lose the fine qualities that drew us to
Bozeman in the first place. We do need to look at establishing more live/work/eat/play hubs
outside the Bozeman Main Street. That will be the toughest shift I imagine. Our single-street
downtown is so beloved by so many, but as the valley continues to grow, that Main-centric
mentality will get even harder to sustain. Thriving cities find a way to establish micro-hubs
and self-sufficient mini communities in rays branching out from the main downtown. We
don't have that yet, but it's where we need to go.
The City needs help implementing a system that would work more efficiently for small
business owners. It shouldn't take as long as it does to get permits approved.
Thank you for this opportunity to give input.
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Montana Photonics Industry Alliance Member Survey (2014)
The Photonics Alliance issues an annual survey to its membership. One specific question is “What are
the three most important things that the city/county government could do to promote the success
your organization?” This question helps guide specific actions the city should take to foster
economic development. The three most common answers were:
Support the Montana Photonics Industry Alliance (20 percent).
Support a campaign to increase awareness of the growing Montana photonics industry and
the attractiveness of this area for photonics companies and employees (20 percent).
Support infrastructure projects such as increased internet bandwidth and better business
travel connections (20 percent).
Strengths, Weaknesses, Opportunities, and Challenges (SWOT)
The following strengths, weaknesses, opportunities, and threats (SWOT) are derived from
stakeholder input, survey responses, and general research.
Strength (internal) Weakness (internal)
High-wage and knowledge-based industry clusters
MSU and Gallatin College programs and increasing
enrollment in both
Bozeman Yellowstone International Airport
Outdoor recreation opportunities
Vibrant downtown
High net-worth population
Small-town feel
Strong K-12 system
Sustainable culture
Regional retail hub (important for talent attraction)
I-90 access
City has great GIS data sharing capability and
culture
Limited affordable housing
Low salaries (also a strength for business)
Limited rail freight loading
Isolated location
Lack of cultural diversity
Limited access to venture capital and startup
ecosystem
Hard to attract senior level talent
City permitting process perceived as difficult
Broadband infrastructure
Limited site availability for business expansion
Lack of activities to support youth programs,
especially teenagers
Lack of larger conference/convention facility
Opportunity (external) Threat (external)
Yellowstone National Park tourist attraction
Big Sky Resort business leader attraction
Millennial talent pool is mobile and seeks quality
location
Population growth in mountain states
MT #6 best state for business tax climate
Limited STEM education workforce
State dependence on energy economic base
Increase in fuel prices
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Economic Profile
The following information provides a current snapshot of economic conditions in the city of
Bozeman that provide direction regarding strategy actions. These data points can be used over
longer periods of time as a point of reference in gauging if the City is achieving overall goals.
Population Growth
The city of Bozeman’s population increased from 27,509 in 2000 to 39,123 in 2014 for a 42.2 percent
change in population. Population is projected to continue to grow at an annual rate of 4.2 percent.
This trend will continue to compel the City to consider strategic infrastructure investments that can
foster efficient development patterns that will support this growth.
Figure 6. Percent Change in Population (2000 to 2014)
Source: U.S. Department of Commerce. 2015. Census Bureau, American Community Survey Office, Washington,
D.C.; U.S. Department of Commerce. 2000. Census Bureau, Systems Support Division, Washington, D.C.
Produced by Economic Profile System (EPS) September, 2016.
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Employment Growth
In line with population growth, employment grew at an average of 3.2 percent annually in Gallatin
County from 2004 to 2014.
Table 3. Gallatin County Annual Total Employment
2008 2009 2010 2011 2012 2013 2014 2008
to
2014
2010
to
2014
Gallatin County 49,081 45,324 45,043 46,419 47,718 50,315 55,533 6,452 10,490
Annualized Employment Growth -7.7% -0.6% 3.1% 2.8% 5.4% 10.4% 2.2% 5.4%
Source: U.S. Census LEHD Leland Consulting Group.
Commute Patterns
Commute patterns reflect how much of the workforce lives and works within the city of Bozeman.
Ideally, the workforce lives and works within the city to reduce congestion and retain spending
dollars within the community. Table 4 shows there is an increase of employment and residents within
the city between years 2010 and 2014. What is remarkable is the minimal increase in people
commuting into Bozeman for a job and living outside the city. Instead there is an increase in people
living and working in Bozeman, as well as the number of people living in Bozeman but working
outside the city. What this suggests is that the workforce prefers to live in Bozeman. Therefore, if an
employer locates a business within Bozeman they have a competitive advantage in providing a
desired location that reduces commute times and congestion and more access to local sector
businesses.
Table 4. City of Bozeman Commute Patterns
2010 2014
Employment in City 24,384 27,317
Employed Individuals Living in City 13,737 18,266
Commute into City for Employment and Live Outside 16,370 16,637
Live and Work in City 8,014 10,680
Live in City but Leave for Employment 5,723 7,585
Source: U.S. Census LEHD Leland Consulting Group.
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Median Age
The median age in Bozeman is 27.5 years versus
the U.S. average of 37.4 years. The distribution of
ages within Bozeman is shown in Figure 7. As
evidenced, the Millennial cohort dominates the
Bozeman population. This average age is largely
influenced by Montana State University, but still has
a significant influence on the culture and design of
the community quality of life elements.
Distribution of Employment
Table 5 reflects the distribution of employment
within Bozeman in comparison with U.S. averages.
Of note is a smaller percentage of manufacturing
employment at seven percent compared with a
national average of 10.4 percent. This likely reflects
the nature of small manufacturing facilities within
the city. There is a higher percentage of arts and
entertainment at 14.8 percent compared to the
national average of 9.5 percent which reflects the
unique tourism industry within Bozeman.
According to projections by the U.S. Department of
Labor, service-providing sectors are projected to
capture 94.6 percent of all the jobs added between
2014 and 2024. This trend toward the service-
producing sectors emphasizes the importance of
focusing on talent based industries that require
skills and some additional education.
Figure 7. City of Bozeman Average Age
(2014)
Source: U.S. Department of Commerce. 2015.
Census Bureau, American Community Survey
Office, Washington, D.C.; U.S. Department of
Commerce. 2000. Census Bureau, Systems
Support Division, Washington, D.C. Produced by
Economic Profile System (EPS) September, 2016.
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Table 5. Distribution of Employment by Industry (2014)
Bozeman, MT U.S.
Goods-Producing/Non-Service
Ag, Forestry, Fishing & Hunting, Mining 2.2% 2.0%
Construction 6.4% 6.2%
Manufacturing 7.0% 10.4%
Wholesale Trade 1.8% 2.7%
Service Related
Retail Trade 12.9% 11.6%
Transportation, Warehousing, and Utilities 2.2% 4.9%
Information 1.5% 2.1%
Finance and Insurance, and Real Estate 4.6% 6.6%
Professional, Scientific, Management, Admin, & Waste Management 11.4% 10.9%
Education, Health Care, & Social Assistance 27.6% 23.2%
Arts, Entertainment, Recreation, Accommodation, & Food 14.8% 9.5%
Other Services, except Public Administration 3.8% 5.0%
Public Administration 3.7% 4.9%
Source: U.S. Department of Commerce. 2015. Census Bureau, American Community Sur vey Office, Washington,
D.C. Produced by Economic Profile System (EPS) September, 2016.
Income Distribution
In the 2009 to 2014 period, the income category in the city of Bozeman with the most households
was $50,000 to $74,999 (19.3 percent of households). The income category with the fewest
households was $150,000 to $199,999 (2.5 percent of households). In the 2009 to 2014 period, the
bottom 40 percent of
households in the city
of Bozeman
accumulated
approximately 10.7
percent of total
income, and the top
20 percent of
households
accumulated
approximately 52.6
percent of total
income.
Figure 8. City of Bozeman Household Income Distribution (2014)
Source: U.S. Department of Commerce. 2015. Census Bureau, American
Community Survey Office, Washington, D.C. Produced by Economic Profile System
(EPS) September, 2016.
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This income
distribution is
summarized by a Gini
coefficient, which is a
commonly used
measure of inequality.
In the 2009 to 2014
period, the city of
Bozeman had an
average income
distribution between
high and low-income
households (Gini coefficient of 0.47) similar to the U.S. average income distribution (Gini coefficient
of 0.48).
Education Attainment
As discussed, the modern global economy thrives on a skilled workforce. As indicated in the
following table, Bozeman is fortunate to have a highly-skilled workforce based on education
attainment. This is especially important for the types of industry clusters driving the Bozeman
economy that require a highly skilled workforce.
Table 6. Educational Attainment (2014)
Bozeman
% of Total
U.S. %
of Total
No High School Degree 2.5% 13.7%
High School Graduate 97.5% 86.3%
Associates Degree 6.6% 7.9%
Bachelor's Degree or Higher 54.4% 29.3%
Bachelor's Degree 35.6% 18.3%
Graduate or Professional 18.8% 11.0%
Source: U.S. Department of Commerce. 2015. Census Bureau, American Community Survey Office, Washington,
D.C. Produced by Economic Profile System (EPS) September, 2016.
Figure 9. Gini Coefficient (where 1 represents inequality)
Source: U.S. Department of Commerce. 2015. Census Bureau, American
Community Survey Office, Washington, D.C. Produced by Economic Profile System
(EPS) September, 2016.
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Industry Clusters
Industry clusters are groups of similar and related traded sector businesses in a defined geographic
area that share common markets, technologies, worker skill needs, and which are often linked by
buyer-seller relationships. Industry clusters represent distinct qualities of a community and help
define what makes one community different from another. As they convey distinct qualities, it is
important to be specific in the definition of a cluster. For example, rather than promoting “high-
tech,” a community should focus on “software or photonics” to convey the type of product being
manufactured and its unique workforce and supply chain needs. Promotion of clusters helps
reinforce to existing businesses and interested outside talent the unique community assets and why
it is good place to stay and grow. When interviewed, business leaders agreed with this approach in
that it helps convey an understanding of the distinct industry assets in the region. The City has
identified the following key industry clusters it can support and grow:
Photonics
Software/IT
Outdoor
Tourism/Recreation
Biotechnology
Each cluster benefits from partnership with the significant higher education assets of Montana
universities and colleges. Furthermore, the city’s infrastructure, unique assets, and existing company
base serves to support these industries. In defining specific clusters and fostering collaboration, new
business opportunities arise, workforce training needs can be met, and physical site expansion needs
can be addressed.
The following summaries by cluster will vary in the amount of detailed information depending on the
level of business alliance organization behind each cluster and the research invested to date. Those
with more information provide a good benchmark for the level of information desired from business
retention efforts and fostering formal business alliances for each group.
Photonics
Overview
Optics and photonics are a significant component of the southwestern Montana economy. On a per
capita basis, Bozeman has one of the highest densities of optics companies found anywhere in the
United States. Many of these companies were founded by Montana State University graduates, often
through MSU technology transfer.
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Companies
There are at least 30 photonics companies within the Bozeman region
(http://www.montanaphotonics.org/members/). Anchor companies that founded the cluster and are
larger employers include Quantel, ILX Lightwave, Lattice Materials Corporation, and FLIR. Sixty-three
percent of the companies reported fewer than 20 employees, while 18 percent had 21 to 50
employees, and another 18 percent had 50 to 100 employees.2 A sizeable majority of the firms in the
cluster were formed since 2000, and they tend to be young, small, and innovation intensive.
Industry Growth Projections
According to the following excerpt from Multiannual Strategic Roadmap 2014 – 2020 by the
European Technology Platform Photonics21, the opportunities for the photonics is significant:
“Photonics is everywhere around us: from communications and health, to
materials processing in production, to lighting and photovoltaics and to everyday
products like DVD players and mobile phones. Yet the full disruptive potential of
photonics is only now becoming clear. New advances in photonics will
revolutionize healthcare and provide new ways of detecting, treating and even
preventing illness. In manufacturing, laser processing will be a basic prerequisite
for high-volume, low-cost manufacturing.”3
The report continues to identify significant opportunities clearly conveying how photonics is
becoming one of the most important industries for the future.
According to a Montana Photonics Industry Alliance 2015 Member Survey, total industry
employment is 517 and they forecast headcount growth rate of nine percent for the year.
Distinct Resources
Many of the companies have a strong connection to MSU’s Optical Technology Center (OpTec) and
its associated nonprofit Spectrum Lab. OpTec plays a prominent role within the optics cluster as a
networking center for research and talent development. Spectrum Lab was “spun out” of OpTec in
1999 to further development technologies from MSU’s research facilities. Spectrum Lab serves as a
kind of optics “application incubator” for faculty and industry and as a bridge between MSU labs and
the private sector.4
2 Imagining a Future for the Big Sky Optics Cluster, RTS Inc., October 2012.
3 Multiannual Strategic Roadmap 2014 – 2020 by the European Technology Platform Photonics21, April 2013.
4 Imagining a Future for the Big Sky Optics Cluster, Regional Technology Strategies, October 2012.
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Montana Manufacturing Extension Center (MMEC) is an important organization fostering growth of
the cluster as well. The MMEC at Montana State University’s College of Engineering in Bozeman is a
statewide manufacturing assistance center that provides technical support and training to Montana
businesses. MMEC is also a part of the National Institute of Standards and Technology (NIST)
nationwide network of centers created to assist small and mid-size manufacturers, the
Manufacturing Extension Partnership (MEP). MMEC offers a wide array of services to Montana
manufacturers including business management, design and product development, lean enterprise,
process improvement, and quality systems services as well as a variety of training courses.
Workforce
The photonics industry is able to access a skilled workforce from both MSU and Gallatin College
through the following programs.
Montana State University:
Bachelor of Science (BS) Degree in:
o Chemical Engineering
o Computer Engineering
o Industrial Engineering
Masters of Science (MS) Degree in Optics and Photonics
BS, MS, PhD in Physics
Gallatin College:
Associate of Applied Science (AAS) Degree
o Photonics, Laser, Optics Technology.
o Design Drafting
o Production Management Course for Manufacturing (proposed)
Certificate of Applied Science (CAS) Degree
o Welding
o Machining
Industry Alliances
The Montana Photonics Industry Alliance is a strong organization serving the Bozeman area. They
perform annual surveys of members and have identified that they most need support from the City
regarding organizational support and employee attraction. Through their industry collaboration they
worked with Gallatin College to create the Photonics AAS degree that started Fall, 2016.
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Software/IT
Overview
The majority of software/IT companies within the Bozeman region provide Enterprise Software
(SaaS) services. These are companies with a software distribution model in which a third-party
provider hosts applications and makes them available to customers over the Internet. This
distinguishes Bozeman’s clusters from other regions that may specialize in consumer-facing or
gaming products.
Companies
Bozeman is fortunate to be home to a major facility of a globally recognized company, Oracle,
which serves as a significant anchor company for the region. Other growing companies include
Workiva, Zoot Enterprises, and Wisetail.
Industry Growth Projections
In 2016, spending on public cloud infrastructure as a service hardware and software is forecast to
reach $38 billion, growing to $173 billion in 2026. SaaS and Platform as a Service (PaaS) portion of
cloud hardware and infrastructure software spending are projected to reach $12 billion in 2016,
growing to $55 billion in 2026.5 Trends driving the market growth include geographic expansion,
industry customization, developer focus, expanding professional and managed services, and
enhanced security, governance, and compliance.
The Montana High-Tech Business Alliance (HTBA) includes software companies as well as high-tech
manufacturers. The HTBA 2016 Member Survey indicates that Montana’s high-tech companies
anticipate growing almost seven times faster than the Montana economy as a whole. HTBA
members (23 percent of all responses) most often reported that attracting talent and hiring skilled
technology workers was their firm’s largest impediment to growth.
Distinct Resources
A robust broadband network is critical for the growth of this industry. The City’s leadership role in
planning this infrastructure is a significant action toward fostering the growth of this industry.
Continuing to ensure access to convenient business flights to major software/IT regions is important
for talent attraction and access to capital will be important as well.
5 Statistica: Public cloud Infrastructure as a Service (IaaS) hardware and software spending from 2015 to 2026, by
segment (in billion U.S. dollars).
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Workforce
The software industry differs slightly from the business survey results regarding source of hiring. As
this industry has strong demand for talent that is highly mobile companies often extend beyond
Bozeman and Montana to hire employees. However, they can access a skilled workforce from both
MSU and Gallatin College through the following programs:
Montana State University:
BS, MS, and PhD in Computer Science
Bachelor of Science Degree Computer Engineering
Gallatin College:
Certificate of Applied Science (CAS) Degree
o Network Administration Technology (Fall 2017)
Industry Alliances
The Montana High-Tech Business Alliance (HTBA) consists of more than 300 high tech and
manufacturing firms and affiliates in Montana. It consists is a broad range of companies including
pharmaceutical, semiconductor, software, and manufacturing using high-tech methods. If Bozeman
wants to foster a distinct software cluster, it can benefit from a distinct industry alliance that is
focused on their unique culture of collaboration, fostering startups, and addressing their need for
talent.
Outdoor
Overview
Leveraging the unparalleled access to outdoor recreation, Bozeman has a growing industry tied to
this asset. The outdoor cluster consists of firms that design, develop, manufacture, market, distribute
and sell apparel, footwear, and gear for active outdoor recreation. While manufacturing is a key
component to the industry, it also hosts highly skilled knowledge-based workers in design,
marketing, and managing product development.
Companies
A key Bozeman regional anchor company is Simms Fishing Products, with its significant brand
awareness and large workforce. Other Bozeman companies include Mystery Ranch, Sklar Bikes, Buck
Products, and Sitka.
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Industry Growth Projections
Outdoor recreation is an economic powerhouse in the United States, each year generating $646
billion in consumer spending.6 Outdoor recreation in Montana generates $5.8 billion in consumer
spending on gear, vehicles, trips, travel-related expenses, and more. Over the next five years, as total
recreation expenditure expands, demand for hiking and outdoor equipment is anticipated to grow.
Industry revenue is $4 billion within Montana, with an annual growth of 1.8 percent.7
Distinct Resources
Outdoor manufacturers such as Simms place a high value on the Montana Manufacturing Extension
Center (MMEC) due to its practical and meaningful consulting services that help a company improve
production efficiencies. Bozeman’s easy access to the outdoors helps attract workers in this industry
to the region.
Workforce
The outdoor industry is made of a variety of skills and degrees tied to design and manufacturing.
Local industries benefit from tailored training programs offered by Gallatin College:
Associate of Applied Science (AAS) Degree
o Design Drafting
o Production Management Course for Manufacturing (proposed)
Apprenticeship
o Sewing Apprenticeship - According to Gallatin College staff, they are currently working
with Extended University-MSU, and Career Transitions (non-profit) and some outdoor
industry manufacturers to put together an industrial sewing apprenticeship or short-term
training, likely through a non-credit course path.
Business Alliances
Several Bozeman companies are members of the Outdoor Industry Association, which is a national
organization focused on the broader advancement to encourage outdoor recreation. Local
Bozeman manufacturing companies could benefit from an organized effort to promote their
companies tied to the Bozeman tourism/recreation industry. There is a ready opportunity to
leverage the messages and collaborations developed in the recent Bring it to Bozeman outdoor
video. Additionally, they can continue to partner with higher-education partners to grow the
workforce base.
6 Outdoor Recreation Economy, Outdoor Industry Association, 2016.
7 Climbing high: Revenue trends upward as recreational spending rises, IBIS World, September 2015.
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Tourism/Recreation
Overview
The tourism industry cluster consists of a very wide range of businesses that benefit from travelers.
Buses, automobiles, airlines, rail, and other transportation companies bring travelers into an
economic region. These consumers in turn purchase products and services offered by local lodging
establishments, restaurants, amusement, recreational and entertainment establishments, and general
retail outlets. This process creates many employment and business opportunities, all of which help
sustain and expand the local economy.8
Companies
This industry cluster is supported by numerous local sector businesses including hotels, restaurants,
tour guides, and retailers.
Industry Growth Projections
In 2015, Yellowstone National Park experienced record visitation. One reason is that this iconic
national park is a draw for many international visitors. Pair that with reduced visa requirements in
China, for example, and there is a sudden boom. Nationally, the number of visitors from China to
the U.S. currently ranks as the 7th highest visitor group. By 2020, Chinese visitors are expected to be
one of the largest groups of visitors to the U.S.9 This trend is reflected in the National Park Service
recent addition of Mandarin speaking translators at the Park. Projected growth in the industry is
highlighted in Figure 10.
8 The Economic Review of the Travel Industry in Montana, Institute for Tourism & Recreation Research, University of
Montana, December 2014.
9 Montana Economic Report, Bureau of Business and Economic Research, 2016.
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Figure 10. Total Travel Expenditures in the U.S.
Source: The U.S. Travel Association, June 2016.
Distinct Resources
The Bozeman Yellowstone International Airport, direct access to Interstate 90, and nearby access to
Interstate 15 in Butte are critical infrastructure assets for the tourism industry. The continual trend of
the Bozeman Yellowstone International Airport outpacing Billings in passenger volume remained in
2015. Bozeman, with its population growth and nearby attractions (Yellowstone and ski resorts),
should remain Montana's busiest airport for visitation in the state. Additionally, distinct assets such as
Yellowstone National Park, Big Sky Resort, and Bridger Bowl Ski Area are important to the vitality of
this industry.
Workforce
The tourism/recreation industry consists of a variety of skills and degrees. Local industries benefit
from tailored training programs offered by MSU and Gallatin College:
Montana State University:
BS, Hospitality Management
Gallatin College:
Associate of Applied Science (AAS)
o Culinary Arts AAS Fall 2017
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Business Alliances
The Bozeman Convention and Visitor Bureau and the Bozeman Area Chamber of Commerce
currently promote local businesses and attractions for visitors. There is an opportunity for these
organizations to align events, marketing, and promotions to highlight and promote traded-sector
outdoor companies. The alignment between tourism and outdoor gear marketing can effectively
help the existing traded-sector companies expand their market base and revenues, which in turn
allows them to grow the company.
Biotechnology
Overview
Southwest Montana has developed its own distinctive biotech infrastructure that includes several
medical/bioscience research institutes, hospitals with research and clinical trials capacity, and a very
strong life sciences and related engineering presence within its two major universities.
Nearly 61 percent of all bioscience jobs in Montana are in the Research, Testing and Medical
Laboratories category, compared to 56.5 percent in the U.S. Bozeman has the largest concentration
of bioscience companies, with 33 percent of all Montana companies being located in Bozeman.10
Companies
The broader Southwest Montana bioscience cluster is anchored by the GlaxoSmithKline
manufacturing facility in Hamilton, Montana. Within Bozeman, companies include Takeda,
Microbion, ProPharma Group, and ADVR Inc.
Industry Growth Projections
Entering the second half of this decade, most life sciences organizations appear to be adopting an
attitude of cautious optimism. Significant opportunities exist in the global marketplace but challenges
exist as well. Spending growth in pharmaceuticals (pharma), biotechnology (biotech), and medical
technologies (medtech) is projected to follow an upward trend due to increasing demand, but
pricing challenges are still an issue. Industry margins are being eroded by high discounts, retail
sector price controls, public sector purchasing policies, and the move to value-based care. Biotech
drugs (vaccines, biologics) continue to gain traction in the life sciences sector. Of the top 10 pharma
products by sales in 2014, the majority of them were biotech drugs, including monoclonal antibodies
and recombinant products. Treatments for rheumatoid arthritis, Hepatitis C, and cancer figure most
prominently in the list of the most sales generating drugs.11
10 Montana Bioscience Cluster Revisited, RTS Inc., 2013.
11 Global life sciences outlook, Deloitte, 2016.
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GlaxoSmithKline shut down its vaccine R&D branch within its Hamilton facility and laid off all of the
unit’s 27 employees in 2015. (No layoffs have occurred for the manufacturing portion of the
Hamilton site, where the bulk of the company’s employees work.) In addition, Takeda
Pharmaceutical Company will close its vaccine facility in Bozeman by 2017 as part of a company-
wide consolidation. While these companies have announced their relocation, some staff have
indicated that they will not leave Bozeman and instead start new companies. This is a significant
testament to Bozeman’s ability as a community to retain talent and continue to grow industry
clusters from the ground up. Furthermore, according to interviews with local business bioscience
leaders, the industry holds promise with the recent addition of Dr. Renee Reijo Pera highlighted
below, which will only further support the talent base determined to stay in Bozeman.
Distinct Resources
Montana State University lab facilities and technology transfer services are critical to the growth of
this industry. Dr. Renee Reijo Pera, an internationally recognized stem cell scientist and former
director at Stanford University is the new Vice President for Research and Economic Development at
Montana State University.12
According to business leaders, there is approximately 40,000 square feet of private wet lab space
available for lease. This is a highly valuable asset that should be highlighted and promoted to retain
and grow local companies. Additionally, development of the Montana State University Innovation
Campus has gained momentum and is attracting interest in development.
Workforce
The biotech industry is able to access a skilled workforce from MSU through the programs listed
below. Gallatin College currently does not have specific training programs tied to this cluster,
however staff indicated that they are willing to work with the industry leaders to develop new
programs as needed.
Montana State University:
Bachelor of Science Degree in Biotechnology
PhD in Bioengineering
Business Alliances
Montana Bioscience Alliance is an organization that serves as a hub for Montana’s biotechnology
companies, entrepreneurs, laboratories, hospitals, clinics, and universities to commercialize, grow,
and sustain globally competitive bioscience companies. Business leaders expressed in interviews that
it would be beneficial to work with this organization with more concentrated focus on Bozeman
companies and MSU opportunities for commercialization.
12 Bioscience Under the Big Sky, Montana Bioscience Alliance, 2014.
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The Strategy
Strategies must continuously evolve as economic situations change, actions are accomplished, and
new opportunities arise.
Current Strategy
The City of Bozeman has established a solid approach to economic development with its current
strategy that is based on the three economic development pillar strategies below.
1. Business Growth: Support retention and growth of existing businesses, while welcoming and
encouraging new businesses.
2. Infrastructure: Invest in infrastructure as a mechanism to drive economic development.
3. Workforce: Support education and workforce development initiatives to provide businesses
with qualified workers.
Strategy Update
The strategy update builds on the current work to date with a consideration of broader economic
development trends. Specifically, within this recent economic growth cycle, the nation has seen large
regions boom with innovation and employment that largely benefits a workforce with significant
education and skills development. Many of these areas are now struggling with complex issues tied
to increased traffic and limited affordable housing for the middle and low-income workforce. The
city of Bozeman is at a critical point in growth and has an opportunity to learn from these larger
regions. Fortunately, civic leadership is looking ahead to retain the exceptional quality of life in the
city, while also growing the economic base that is so vital to the health of a community. A critical
question that was heard throughout the development of this strategy was “Can we maintain the high
quality of life Bozeman citizens expect while increasing wages to compete regionally and nationally?”
The answer is yes with a commitment to the following outcomes, which are the foundation of this
strategy update, and shape the three explicit goals outlined below.
Strong Economic Base
Increase middle and high wage traded sector employment and diversify the economic base
by supporting existing businesses and strategically growing the local supply chain.
Support local sector businesses with a seamless permitting process and awareness about
existing small business programs.
Invest in infrastructure projects identified on the capital improvement plan (CIP) that the
business community needs and wants by leveraging the City’s proactive culture to foster
collaboration across departments and commitments to identified projects.
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Strong Community
Protect the outdoor environment by guiding efficient industry site development within the
city limits.
Foster an environmentally and economically sustainable community with an active
transportation network (transit networks, bicycle routes, trails, and sidewalks) that employers
and employees desire.
Offset livability costs for citizens with conscious infrastructure and workforce investments that
improve access to job opportunities with the understanding that several other stakeholders
are focused specifically on affordable housing.
Goal 1: Expand the Existing Base
Why this Goal?
The Bozeman area is fortunate to already host a robust base of knowledge-based industries that are
poised for more growth. However, these existing industries are challenged with attracting a skilled
workforce. Due to Bozeman’s high quality of life, it can attract and retain this needed talent with a
concentrated message and outreach effort. When there is a larger employment base, it is more
attractive to employees because they have options for career growth. In turn, once the employment
base grows, competition will occur and ultimately increase wages.
Objective 1.1 Develop strategic approach to business retention visits
City staff must have a good understanding of the existing industry base to effectively support it.
Meeting with businesses and documenting opportunities and challenges is an important first step to
gain industry insights, resolve challenges, and foster collaboration. Furthermore, based on the
significant amount of appreciation for outreach identified in the survey, it is clear this effort is desired
and needed.
Actions
Prepare list of existing targeted traded-sector companies that are within industry clusters.
Become familiar with workforce services and grant programs that can help business. May
want to include workforce representative as appropriate on visits.
Identify companies that are facing retirement and need to transition ownership or need
assistance in scaling up facility.
Based on interviews with businesses, identify any barriers to growth. Compile responses from
business to find common themes of strengths and weaknesses of working in Bozeman.
Obtain quotes from CEOs to authentically promote Bozeman.
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Objective 1.2 Invest in infrastructure and employment areas desired by traded sector business
expansion
It is important to understand where different industries can locate. For example, bioscience needs to
be near MSU research facilities and photonics is sensitive to vibration and can’t be near rail. With this
understanding of site needs, the appropriate infrastructure improvements can be made in the right
locations to foster growth.
City staff has the unique role in guiding infrastructure investments, land use policy, and the
permitting process. Removing barriers to site development and proactively fostering site readiness
tied to business needs is a critical role in economic development. Furthermore, development in the
desired downtown core is more complex than standard “greenfield” development and requires
hands-on engagement with staff.
Actions
Work with industry clusters to understand their unique siting needs and help them find
locations. Leverage planning and investment in broadband with site determination process.
Establish list of infrastructure needs tied to facilitation of site development.
Collaborate with Public Works, Finance, and Community Development Department to
determine if the needed infrastructure serves multiple properties and is on the Capital
Improvement Plan (CIP).
Ensure enough appropriately zoned land in desired employment areas.
Based on this understood need, apply for grants or apply Tax Increment Financing (TIF) funds
for projects in appropriate districts. Consider applying for a federal EDA Public Works grant
for infrastructure serving multiple employment sites.
Objective 1.3 Foster industry cluster collaboration
Industry clusters can thrive with a concentrated effort to bring research, workforce training, and
business together. In doing so, innovation is commercialized, business opportunities are fostered,
and training needs addressed. Cluster collaboration is realized through events, business assistance,
infrastructure investment, workforce training, mentorships, education, and marketing.
Actions
Continue to provide staff support for the photonics industry alliance.
Provide funding and staff support to implement a software industry alliance that includes
stakeholder representatives.
Provide funding and staff support to implement an outdoor industry alliance that includes
stakeholder representatives.
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Provide staff support to engage existing tourism organizations to align events, marketing and
promotions to highlight and promote local outdoor companies.
Provide staff support to engage Montana Bioscience Alliance locally to further a bioscience
industry alliance that includes stakeholder representatives.
Determine if there are gaps in the supply-chain requiring a specific company presence to
bolster industry cluster strength. Partner with industry leaders to fill supply-chain gaps with
known sites, market demand, and workforce opportunities.
Objective 1.4 Strategically market for talent attraction
The number one asset and need for any industry is talent. In expanding the existing base, it is
important for businesses to easily retain and attract talent. In preparing the strategy, almost all
industry sectors expressed the need to build one compelling website that aggregates the business
case for Bozeman and why talent will want to come here. Additionally, in the business survey
responses it was expressed that limited pools of applicants and no central site for postings is a
barrier to hiring. The website could serve as important tool as a portal for hiring.
Actions
Pending private industry match, hire consultant to build basic website for talent attraction
that supports all industries. Consider annual maintenance in budget and strategy to engage
industry for use and upkeep. Based on meetings with business groups and BRE visits,
determine key messages to attract talent.
Goal 2: Support Business
Why this Goal?
New businesses account for nearly all net new job creation and almost 20 percent of gross job
creation. Furthermore, companies less than one-year-old have created an average of 1.5 million jobs
per year over the past three decades.13 People generally start businesses in the places they are
already located, and many of the resources they access are at the local or regional level.
New local sector businesses are important as they make a community distinct, provide amenities to
attract young professionals and families that drive the new economy, and serve the tourist industry.
Many of these businesses need “brick-and-mortar” locations often requiring tenant improvements
and building permits, which can be a daunting process. These businesses often benefit greatly from
business planning and consulting as well. For these business owners, having one point of contact to
navigate the process of starting a new business is extremely valuable.
13 The Importance of Young Firms for Economic Growth, Kaufman Foundation, September 13, 2015.
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New traded sector startups generally stem from university research or an existing industry cluster.
These new businesses have limited space needs and may just be starting out of the home or garage.
These businesses need access to capital and industry networks for collaboration and support.
Objective 2.1 Provide resources to local businesses to help them grow and expand
Often owners of new businesses have never experienced permitting and development of a business
place nor are they aware of the many programs offered to support their growth. City staff has a
unique role as an important point of contact for these new business owners and can make the
process more seamless and supportive.
Actions
Create a role for a specific person in economic development department to be first stop for
permitting and process concierge. Introduce businesses to existing small business programs.
Continue to proactively share GIS data and information to help businesses determine new
locations.
Objective 2.2 Support existing startup infrastructure
It is important to support an ecosystem where startups are supported and celebrated to create new
jobs. An entrepreneurial culture not only serves to create new jobs, but it provides an environment
that supports “trailing spouses:” a person who follows his or her life partner to another city because
of a work assignment. In a tough hiring climate, promoting this asset is important.
Actions
Collaborate with the startup organization to define roles and objectives. The City’s role is to
help promote awareness of programs. Promote existing programs through business license
renewal or City mailings.
Promote the MSU Blackstone Launchpad, which is an entrepreneur resource for students,
alumni, and faculty offering coaching, ideation, and venture creation support.
Collaborate with MSU Tech Link (formerly Tech Transfer Office) staff to foster partnerships
with industry clusters.
Promote the Blue Ocean Innovation Center, which is an existing private co-working space, as
resource for startups.
Promote Startup Bozeman as networking resource for startups.
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City of Bozeman | Economic Development Strategy Update
November 2016 Page 35
Goal 3: Regional Connections
Why this Goal?
Complex issues driving income stratification and workforce skills gaps are making it more difficult for
all citizens to realize positive personal economic growth in keeping with business growth. In order to
plan for this modern economy, communities must consciously foster a diverse economic base and
skilled workforce to weather inevitable negative portions of the economic cycles.
Objective 3.1 Regional focus
The economic development issues facing Bozeman do not adhere to geopolitical boundaries. In
order for the City to effectively achieve goals of efficient, sustained and diverse economic growth, it
must collaboratively work with County staff. Furthermore, if new financing tools are to be secured, it
will take a unified regional voice.
Actions
Establish economic development implementation group with County economic development,
planning and public works staff.
Consider how tourism funds can be incorporated into economic development efforts.
Align economic development legislative agendas on a regional level for stronger voice and
actions to preserve existing economic development tools and diversified funding stream for
new opportunities.
Support Gallatin College in finding a location for a 100,000-square-foot facility and aligning
regional funding.
Objective 3.2 Workforce training partnerships
To succeed in the modern global economy people must develop skills. In order to ensure economic
opportunities for Bozeman citizens, it is important to foster interest in job opportunities at a young
age and make training programs readily available.
Actions
Build project-based learning partnerships between industry and K-12 programs. Have
students visit manufacturing facilities to make education relevant.
Continue to support Gallatin College and training programs by commuting needs of
businesses.
Explore opportunity for a coding school. These are fully-immersive coding boot-camp
programs and a part-time course designed to produce or enhance highly employable
software developers ready to work in Montana’s thriving community of startups and tech
businesses.
231
City of Bozeman | Economic Development Strategy Update
November 2016 Page 36
Objective 3.3 Strategically invest Urban Renewal
With a conscious investment in active transportation, the City provides the crucial infrastructure to
foster affordable lifestyle (not just affordable housing). With a focused effort to promote infill and
building housing and employment along corridors, individuals are less compelled to own an
automobile, which translates into $9,000 in personal annual savings.
Actions
Understand where different types of workforce lives and their employment locations.
Determine if there are commute barriers/opportunities.
Collaborate with transit authority to determine if routes and service are matching with
employer and employee locations.
Support efforts to build higher-density housing near transit and active transportation routes.
Enhance bike and pedestrian connections throughout the city to offer low cost active
transportation options.
End of document.
232
City of Bozeman | Economic Development Strategy Update
November 2016
Appendices
Appendix A: Action List
Appendix B: Stakeholder List
Appendix C: Commission Resolution
233
Business
Growth Infrastructure Workforce Actions and Metrics 2017 2018 2019
Years
4 and 5
Staff and
Resource Partner Metric Outcome
Expand the Existing Base
√
Prepare list of existing targeted traded-sector companies that are within
industry clusters. Become familiar with workforce services and grant
programs that can help business. May want to include workforce
representative as appropriate on visits.
X X X X
Project
Manager /
new staff
Prospera, Chamber,
Gallatin College, MSU,
and other similar partners
Identify how many business visits made in what
sector. How many training programs utilized by
business and what skills traiing is provided.
Identify companies that are facing retirement and need to transition
ownership or need assistance in scaling up facility. X X X X New staff Manufacturing
Partnership
List how many companies are facing this situation
and resolution by what organization.
Based on interviews with businesses, identify any barriers to growth. Compile
responses from business to find common themes of strengths and
weaknesses of working in Bozeman.
X X X X
New staff Brokers, developers,
engineers
Identify the barriers to growth and how are they
resolved by staff.
Obtain quotes from CEOs to authentically promote Bozeman.X X X X New staff NA Document quotes and utilize on website.
√√
Work with industry clusters to understand their unique siting needs and help
them find locations. Leverage planning and investment in broadband with
site determination process.
X X X X
Project
Manager
Brokers, developers,
engineers, MSUIC
Identify how many infill projects were developed.
Establish list of infrastructure needs tied to facilitation of site development.X X X X Project
Manager
Brokers, developers,
engineers
Document needed infrastructure projects.
Collaborate with Public Works, Finance and Community Development
departments to determine if the needed infrastructure serves multiple
properties and is on the captial improvement plan.
X X X X
Project
Manager
City staff Identify how many ED projects on CIP and where.
Ensure enough appropriately zoned land in desired employment areas.X X X Project
Manager
Community Development
Department
Identify how many sites available for expansion and
where.
Based on this understood need, apply for grants or apply Tax Increment
Financing (TIF) funds to projects in appropriate districts. Federal EDA Public
Works grant for infrastructure serving multiple employment sites.
X X
Project
Manager
City staff Identify how many grants and dollars have and/or
can be obtained to fund infrastructure.
√√
Continue to provide staff support for the photonics industry alliance.
X X X X
Director /
Project
Manager
Photonics companies,
MSU, and Gallatin
College
Determine barriers to growth within industry and
how they align with regional legislative agendas.
Build industry support for determined infrastructure
needs.
Provide funding and staff support to implement a software industry alliance
that includes stakeholder representatives.X X X New staff
and $10,000
Software companies,
MSU, and Gallatin
College
Organization Chair identified and first meeting
held.
Provide funding and staff support to implement an outdoor industry alliance
that includes stakeholder representatives. X X New staff
and $10,000
Outdoor companies,
MSU, MMEC and Gallatin
College
Organization Chair identified and first meeting
held.
Provide staff support to engage existing tourism organizations to align
events, marketing and promotions to highlight and promote local outdoor
companies.
X X
New staff Tourism organization and
chamber
Staff attending meetings to determine if there is an
opportunity to align with outdoor industry.
Provide staff support to engage Montana Bioscience Alliance locally to
further a bioscience industry alliance that includes stakeholder
representatives.
X X
New staff Biotechnology
companies, MSU, and
Gallatin College
Organization Chair identified and first meeting
held.
Determine if there are gaps in the supply-chain requiring a specific company
presence to bolster industry cluster strength. Partner with industry leaders to
fill supply-chain gaps with known sites, market demand, and workforce
opportunities.
X X X
Director /
new staff
Industry cluster
organizations
Identify company gaps internally and outreach
strategy to address.
√√
Pending private industry match, hire consultant to build basic website for
talent attraction that supports all industries. Consider annual maintenance in
budget and strategy to engage industry for use and upkeep. Based on
meetings with business groups and BRE visits, determine key messages to
attract talent.
X X
$15,000 +
maintenance
Industry cluster
organizations
Website created.
Business attracts
talent more easily.
Glossary Strategy Overall document that guides economic development department workplan for up to five years. Goal An overarching principle that guides decision making.Objective Specific area of focus to implement goal.Action Specific task undertaken by staff to meet objective.Outcome
Three Pillar Strategies
Result of actions.
Objective 1.3 Foster industry cluster collaboration
Objective 1.4 Strategically market for talent attraction
BOZEMAN ECONOMIC DEVELOPMENT STRATEGY (2017 to 2022)
Objective 1.1 Develop strategic approach to business retention visits
Objective 1.2 Invest in infrastructure and employment areas desired by traded sector business
Business
opportunities are
fostered,
innovation
encouraged,
training needs
addressed, and
barriers removed,
all strengthening
and growing
industry base.
Local industries
grow with the
removal of barriers
to growth and
nuturing of assets.
Construction of
infrastructure to
employment areas
desired by
industry.
234
Business
Growth Infrastructure Workforce Actions and Metrics 2017 2018 2019
Years
4 and 5
Staff and
Resource Partner Metric Outcome
Three Pillar Strategies BOZEMAN ECONOMIC DEVELOPMENT STRATEGY (2017 to 2022)
√
Create a role for a specific person in ED to be first stop for permitting and
process concierge. Introduce businesses to existing small business programs.X X X X
New staff DDA, SCORE, SBA,
County, Chamber, and
similar partners
Identify how many businesses supported and the
services provided.
Continue to proactively share GIS data and information to help business
determine locations for new business to help determine where infrastructure
investments should be made.
X X X X
Director /
new staff
City staff Identify how many business licenses issued annually
in what sector and where.
√
Collaborate with the start-up organizations to define roles and objectives.
City’s role is to help promote awareness of programs. Promote existing
programs through business license renewal or City mailings.
X X X X
Director /
new staff
Launchpad, Tech Link,
Blue Ocean, Startup
Bozeman, and other
Document number of promotions provided for
each start-up organization.
Promote the MSU Blackstone Launchpad, which is an entrepreneur resource
for students, alumni, and faculty offering coaching, ideation, and venture
creation support.
X X
Director /
new staff
Startup Organization Highlight information in website.
Collaborate with MSU Tech Link (formerly Tech Transfer Office) staff to foster
partnerships with industry clusters. X X Director /
new staff
Startup Organization Highlight information in website.
Promote the Blue Ocean Innovation Center, which is an existing private co-
working space, as resource for startups.X X Director /
new staff
Startup Organization Highlight information in website.
Promote Startup Bozeman as networking resource for startups. X X Director /
new staff
Startup Organization Highlight information in website.
√√√
Establish economic development implementation group with County
economic development, planning and public works staff.X X X X Director County Organize committee and hold at least two
meetings.
Consider how tourism funds can be incorporated into economic
development efforts.X X X
Director Convention and Tourism
Bureau, Chamber, and
other similar partners
Meet with partners and identify potential projects
for funding that support both tourism and
economic development.
Align economic development legislative agendas on a regional level for
stronger voice and actions to preserve existing economic development tools
and diversified funding stream for new opportunities.
X X
Director Chamber and other
similar partners
Prepare aligned legislative agenda items for focused
efforts. Identify how industry leaders can specific
support efforts.
Support Gallatin College in finding a location for a 100,000 square foot
facility and aligning regional funding.X X
Director Gallatin College, County,
Chamber, Prospera, and
other similar partners
Work with partners to determine specific college
needs and fundraising strategy. Leverage
established partnerships.
√
Build project-based learning partnerships between industry and K-12
programs. Have students visit manufacturing facilities to make education
relevant.
X X X X
Director /
new staff
Gallatin College, MSU,
industry organizations
Align with ongoing efforts to define and promote
programs when visiting businesses.
Continue to support Gallatin College and training programs by commuting
needs of businesses. X X X X Director /
new staff
Gallatin College, industry
organizations
Document training needs identified in business visits
and document follow up as to how need is met.
Explore opportunity for a coding school. These are fully-immersive coding
boot-camp programs and a part-time course designed to produce or
enhance highly employable software developers ready to work in Montana’s
thriving community of startups and tech businesses.
X X
Director /
new staff
Sofware companies,
Gallatin College, MSU
Based on business visits determine industry support
and need. Document need and next steps with
partners.
√
Understand where different types of workforce lives and employment
locations. Determine if there are commute barriers/opportunities.X X X X Project
Manager
Brokers, developers,
engineers
Map desired areas and if there are infrastructure
gaps.
Collaborate with transit authority to determine if routes and service are
matching with employer and employee locations. X X X X
Project
Manager
HRC, businesses Map employment and employee areas and desired
transit routes. Determine opportunities for new
services lines and necessary revenues.
Support efforts to build higher-density housing near transit and active
transportation routes.X X X X Project
Manager
Community Development
Department
Document and map new housing projects.
Enhance bike and ped connections throughout city to offer low cost active
transportation options.X X X X Project
Manager
Public works Document and map new projects.
Objective 2.1 Provide resources to local businesses to help them grow and expand
Objective 2.2 Support existing startup infrastructure
Objective 3.1 Regional focus
Objective 3.2 Workforce training partnerships
Objective 3.3 Strategically invest Urban Renewal
Business starts and
grows more easily.
Regional Connections
Local workforce is
strengthened with
enhanced skills
and training.
Community has
awareness of
existing start-up
community and
more start-ups
may emerge.
City builds the type
of place
employees and
employers want to
live and work in.
City and County
partners effectively
and proactively
address complex
issues facing the
region.
Support Business
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City of Bozeman | Economic Development Strategy Update
November 2016
Stakeholder List
City Staff
Craig Woolard, Public Works
Shawn Kohtz, Public Works
Chris Saunders, Community Development
Natalie Meyer, Sustainability
Mitchell Overton, Parks and Recreation
State and Community Partners and Resource Providers
Paul Reichert, the Prospera Business Network
Rob Gilmore, Northern Rocky Mountain EDD
Chris Naumann, Downtown Bozeman Partnership
Karyl Tobel, Montana Department of Commerce
Heather Grenier, Human Resource Development Council
Tracy Menuez, Human Resource Development Council
Jackie Haines, Human Resource Development Council
Stephanie Gray, Gallatin College
Bob Hietala, Gallatin College
Warren Vaughan, Gallatin County
Daryl Schliem, Bozeman Area Chamber of Commerce
Les Craig, Blackstone LaunchPad and the Montana State University Innovation Campus;
Anya Frey, Small Business Development Center at Montana State University
Sarah Ferguson, Montana Community Development Corporation
Luke Howard, Southwest Montana Building Industry Association
Business Leaders
Jim Ness, Big Sky Western Bank
Bob Gieseke, Rocky Mountain Bank
Matt Johnson, First Interstate Bank
Andrew Hull, Elixiter
KC Walsh, Simms Fishing Products
Andy Wunch, Sitka Gear
Rob Irizarry, Oracle
Justin Bigert, Wisetail
Ken Fichtler, Lattice Materials, Startup Bozeman
Michael Monaghan, Beartooth Radio
Cody Sauer, StartUp Bozeman
Bob Wall, Iron Core Labs
Robert Goodwin, Takeda Pharmaceuticals
Larry Johnson, Montana Photonics Industry Alliance
Pete Roos, Bridger Photonics
Tim Sheehy, Bridger Aerospace
236
COMMISSION RESOLUTION NO. 4730
A RESOLUTION OF THE CITY COMMISSION OF THE CITY OF
BOZEMAN, MONTANA, ADOPTING THE 2016 ECONOMIC
DEVELOPMENT STRATEGY UPDATE.
WHEREAS, On August 3, 2009, via Commission Resolution 4195, the Bozeman City
Commission (the "Commission") adopted Bozeman's 2009 Economic Development Plan (the
2009 Plan"); and
WHEREAS, the 2009 Plan established an advisory committee, the Economic
Development Council, to review the City of Bozeman's development review and permitting
process, evaluate development issues and make recommendations for policy and procedure
changes to the Commission; and
WHEREAS, the 2009 Plan designated a qualified city employee with economic
development responsibilities and a role as the community business advocate in coordination with
the Economic Development Council on the implementation of the 2009 Plan; and
WHEREAS, the recommended priorities identified in the 2009 Plan's Implementation
Matrix that could be addressed and completed have been; and
WHEREAS, local economic conditions present upon adoption of the 2009 Plan have
changed;
WHEREAS, the Economic Development Council led the effort to coordinate internal
and external stakeholders and supports the 2016 Economic Development Strategy Update (the
112016 Update") and the recommendations contained therein; and
WHEREAS, the Commission remains committed to facilitating mid- and high wage job
growth and economic strength and diversification in the City and the region through updated and
timely economic development planning, strategy and policy updates; and
WHEREAS, the Commission supports the primary tenets of the 2016 Update:
a) retention and growth of existing businesses, while welcoming and
encouraging new businesses; and
b) investments in infrastructure as a mechanism to drive economic
development; and
Page 1 of 3
237
Resolution 4730, Adoption ofthe City ofBozeman's 2016 Economic Development Strategy Update
c) education and workforce development initiatives to provide businesses with
qualified workers.
NOW, THEREFORE, BE IT RESOLVED by the City Commission of the City of
Bozeman, Montana, that:
Section 1
The 2016 Economic Development Strategy Update is hereby adopted and shall be as
follows:
See Exhibit A.
Section 2
Effective Date.
This resolution shall be in full force and effect upon passage.
PASSED AND APPROVED by the City Commission of the City of Bozeman,
Montana, at a regular session thereof held on the 14th day ofNovember, 2016.
CARSON TAYLOR
Mayor
ATTEST: OF! BO '
ROBIN CRO1UdH A ,
City Clerk -- 3
C. u
Page 2 of 3
238
Resolution 4730, Adoption ofthe City ofBozeman's 2016 Economic Development Strategy Update
APPR VED AS T FORM:
GREG kDELIVAN
City Attorney
Page 3 of3
239
Memorandum
REPORT TO:City Commission
FROM:Brit Fontenot, Economic Development Director
SUBJECT:Authorize the City Manager to Sign a Task Order 4 for Economic and Planning
Systems, Inc (EPS) - Update to the 2016 Economic Development Strategy
MEETING DATE:December 14, 2021
AGENDA ITEM TYPE:Agreement - Vendor/Contract
RECOMMENDATION:Authorize the City Manager to sign a task order 4 for Economic and Planning
Systems, Inc (EPS) - Update to the 2016 Economic Development Strategy.
STRATEGIC PLAN:2.1 Business Growth: Support retention and growth of both the traded and
local business sectors while welcoming and encouraging new and existing
businesses, in coordination with the Economic Development Plan.
BACKGROUND:See attached memo.
UNRESOLVED ISSUES:None.
ALTERNATIVES:As proposed by the Bozeman City Commission.
FISCAL EFFECTS:
The project is budgeted in the FY 22 Economic Development budget in the
amount of $100,000. Task Order 4 defines the project total as up to
$100,000. The proposed scope of work defines the project budget at
$98,980.
Attachments:
CC Memo for EPS TO 4 EDS Update 12.05.21 FINAL.docx
Attachment 1 EPS Task Order 4 Form EDS Update December
2021.pdf
Attachment 2 213051_SOW_Economic Development
Strategy Final 11-30-2021.pdf
Attachment 3 EDS Update Community Engagement Plan 11-
24-2021 FINAL.pdf
Attachment 4 Executed EPS PSA.pdf
Report compiled on: December 1, 2021
1240
Commission Memorandum
REPORT TO:Honorable Mayor and City Commission
FROM:Brit Fontenot
Economic Development Director
SUBJECT:Task Order 4 with Economic and Planning Systems, Inc. (EPS) for
the update of the 2016 Economic Development Strategy
MEETING DATE:December 14, 2021
AGENDA ITEM TYPE:Consent
RECOMMENDATION:Authorize the City Manager to Sign Task Order 4 with Economic and
Planning Systems, Inc. (EPS) for the update of the 2016 Economic Development Strategy.
BACKGROUND:
In 2016 the City produced and economic development strategy to guide the activities of
the Economic Development Department. When drafting the strategy in 2016, it was
envisioned that this would be a 3 –5 year plan. Along with the strategy, the plan included
a focus and definition of traded vs. local sector job growth, analyzed local sectors and
recommended specific tasks for implementation. A link to the strategy is here: 2016
Economic Development Strategy .
The City of Bozeman’s Economic Development Strategy rests on three Strategic
Imperatives defined by the former Economic Development Council (EDC) include:
1.Support retention and growth of existing businesses, while welcoming and
encouraging new businesses;
2.Invest in infrastructure as a mechanism to drive economic development; and
3.Support education and workforce development initiatives to provide businesses
with qualified workers.
In 2016, The EDC also created the Economic Development Vision for the community:
2241
“Our community strengthens and diversifies the local economy by supporting business
sectors that create & sustain mid-to high-paying jobs, enhancing the high quality of life in
the greater Bozeman area.”
Guiding Economic Development Values/Principles include:
1.Strengthening and diversifying the local home-grown economy;
2.Increasing economic activity that improves our community’s prosperity;
3.Supporting innovation and encouraging growth in mid-to-high wage sectors;
4.Facilitating the creation of mid-to-high paying jobs/high quality employment to
match the high quality of life;
5.Environmental responsibility; and
6.Intentional growth planning.
Since the 2016 plan was adopted, the region has experienced significant changes
including impacts from the Great Recession, a global pandemic, the great resignation, a
re-focus on sustainability and equity, expansion of sectors in the region and a massive
shift in the available workforce to meet the demands of growing businesses. The
proposed update intends to evaluate and update current traded vs. local sector
conditions and update the strategy while taking into account disruptive events over the
past five years and include components of sustainability/resiliency and address equity
issues. Examples of updates to the plan include an expansion to sector development
initiatives to include additional high-growth sectors including health care, the film
industry and quantum computing. Over the past 18-24 months, the importance of
workforce development and regional economic partnerships is elevated and requires
focused effort. Finally, continued infrastructure investment in targeted areas will add
vibrancy, community and economic stability and continue to expand the tax base.
Finally, in 2018, the City Commission adopted a Strategic Plan that envisions Bozeman
remaining “a safe, inclusive community, fostering civic engagement and creativity, with a
thriving diversified economy, a strong environmental ethic, and a high quality of life as
our community grows and changes”. The principles imbedded in the 2016 Economic
Development Strategy are fully incorporated into the Strategic Plan in the Innovative
Economy section which reads:
2. An Innovative Economy
We grow a diversified and innovative economy leveraging our natural amenities, skilled
and creative people, and educational resources to generate economic opportunities.
3242
2.1 Business Growth -Support retention and growth of both the traded and localbusiness
sectors while welcoming and encouraging new and existing businesses, in coordination
with the Economic Development Plan.
2.2 Infrastructure Investments -Strategically invest in infrastructure as a mechanism to
encourage economic development.
a) Identify Commercial/Industrial Infrastructure Needs. Identify sites for new or
redevelopment in areas that lack adequate infrastructure and develop new
financing strategies to fund these investments.
2.3 Workforce Development -Support education and workforce development initiatives
to improve the skills of our citizens.
We are now closing in on the end of the 5th year using the plan. Over the last 5 years we
have experienced significant changes to our economic, social and political landscape. A
few of the significant events include the economic impacts of the COVID-19 virus on the
global economy and workforce, a heightened awareness of diversity, equity and inclusion
in our economic landscape and an ever increasing importance placed on the impacts of
climate change on community sustainability and resiliency. The goal of this update is to
refresh the strategy under our new normal and including elements that were not included
in the 2016 strategy.
FISCAL EFFECTS:
The project is budgeted in the FY 22 Economic Development budget in the amount of
$100,000. Task Order 4defines the project total as up to $100,000. The proposed scope
of work defines the project budget at $98,980.
ATTACHMENTS:
1. Task Order 4 with Economic and Planning Systems, Inc.
2. Economic Development Strategy Update Scope of Work
3. Economic Development Strategy Update Engagement Plan
4. Executed Professional Services Agreement and Term Contract with Economic and
Planning Systems, Inc.
4243
City of Bozeman Term Contract
with Economic & Planning Systems, Inc.
Task Order Number 4: Economic Development Strategy Update
PROJECT: Economic Development Strategy Update
Issued under the authority of the City of Bozeman Professional Services Agreement
Term Contract with Economic and Planning Systems, Inc. to support Economic
Development and Community Housing programs.
This Task Order is dated [ ] between the City of Bozeman Economic
Development Department and Economic & Planning Systems, Inc. (EPS) (Contractor).
The following representatives have been designated for the work performed under this
Task Order:
City: Brit Fontenot, Economic Development Director
Contractor: Brian Duffany, Executive Vice President, Economic & Planning
Systems
SCOPE OF WORK: See attached Scope of Work.
COMPENSATION: EPS will bill for its services on a time and materials basis with a
project total not-to-exceed $100,000.00 (One hundred thousand dollars). The
provisions of the Professional Services Agreement Term Contract shall govern the
Work.
IN WITNESS WHEREOF, the parties authorized to commit resources of the parties
have executed this Task Order:
City of Bozeman Economic & Planning Systems
Jeff Mihelich Brian Duffany
City Manager Executive Vice President
________________________________
Daniel R. Guimond, Principal
5244
213051_SOW_Economic Development Strategy Final 11-30-2021.docx
S COPE OF W ORK
To: Brit Fontenot, City of Bozeman
From: Alisa Pyszka, Bridge Economic Development and Brian
Duffany, Economic & Planning Systems
Subject: Economic Development Strategy Scope of Work
Date: November 2, 2021
The City of Bozeman Economic Development department intends to
update its current strategy in response to significant economic impacts
due to COVID and growing disparities in economic mobility for
underserved and under-represented people. Furthermore, the City of
Bozeman has recently revised the structure of various committees and
boards providing policy direction on numerous issues impacting the
city. For economic development, the department is now advised by one
board that represents interests in: economic development; diversity,
equity and inclusion (DEI); housing; and public art.
Recognizing these significant issues, the following scope of work outlines
how the consultant team will work with city staff to effectively engage
city and regional stakeholders to update the economic development
strategy. The strategy will ultimately guide the city with transparent
actions that fosters equitable economic development that creates a
resilient community with specific consideration to climate action.
Task 1 - Kick-Off and Project Management
To advance an economic development vision and strategy that truly
resonates with the region, we recommend that the following
committees are developed to facilitate the evaluation and feedback on
consultant team recommendations. We will refine this approach and
finalize the engagement plan for Task 3 in with staff.
Core Committee (CC): This consists of approximately 2 core staff that
will engage regularly with the consultant team. This core committee
needs to include the staff person that will be ultimately responsible for
implementing the strategy over the next several years. This key
individual must be engaged from the outset of the project to build the
relationships with the community that are necessary to foster
ownership and follow-through on identified actions.
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Scope of Work: Economic Development Strategy Scope of Work
Page | 2
Advisory Committee (AC): This consists of economic development stakeholders and
practitioners that are currently implementing programs tied to workforce,
entrepreneurship, etc., and will serve as a preliminary “sounding board” for
recommendations that have been developed by the consultant team and core committee.
They serve to provide recommendations for information presented to the Regional
Leadership Committee. Members of the AC may be co-chairs of the RLC.
Regional Leadership Committee (RLC): This group functions at the regional policy and
leadership level that includes elected officials, university chancellors, etc. that serve as
thought leaders and influencers of economic growth in the region. It could largely consist
of the new Economic Vitality Board and economic development stakeholders. However,
we recommend that this group should include “collaborative partners” that represent
under-represented populations. By including them from the outset of the project and on
this committee, they are an active partner in the development of the strategy and will
provide meaningful input from individuals not always heard in the traditional economic
development process.
Task 1 Deliverables
• Kick-off meeting with client
• Community engagement plan and schedule
Task 2. Conditions Assessment
EPS will complete a quantitative analysis of local economic trends and competitive
advantage, economic development assets and economic development conditions within
the project area. The team will analyze publicly available data and review relevant
research report findings. Regional demographic data will be compared with up to five
peer regions, determined by the CC and consultant team, to provide context regarding
the local strengths and weaknesses. The consultant team will also develop several
Diversity, Equity and Inclusion (DEI) metrics to inform the strategy. These will include
data points such as employment status, educational attainment, and incomes by race.
We will also evaluate the characteristics of the workforce against the economic base and
growing sectors to gauge potential mismatches between skills and access and the local
economy. This will be informed from a combination of publish data sources and
stakeholder interviews. Our team’s equity lens means that the priorities will also include
systematic efforts to increase economic opportunities for all Bozeman residents. For
example, supporting existing small businesses and the growth of new local businesses is
critical to driving sustainable and equitable economic growth. We will analyze the
strength of the small business ecosystem in terms of supporting diverse entrepreneurs.
Focusing on small businesses within the city’s industries that have a competitive
advantage will enhance their chance for success. This work will serve as the foundation
for engagement in Task 3.
Task 2 Deliverables
• Coordination and review meetings with staff (CC) throughout the task
• Conditions Assessment, as a Word document, that summarizes the project area’s
local economic trends, economic development assets and economic development
conditions
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Economic & Planning Systems, Inc.
Page | 3
Task 3. Stakeholder Engagement
It is our belief that each strategy must align with a community’s values and distinct
culture to have meaningful results. For Bozeman, the three economic development
strategic imperatives or values include:
1. Support retention and growth of existing businesses, while welcoming and
encouraging new businesses
2. Invest in infrastructure as a mechanism to drive economic development.
3. Support education and workforce development initiatives to provide businesses
with qualified workers.
Stakeholder engagement is a critical element in the strategy development to hear
consistent themes regarding barriers and opportunities. All stakeholder engagement will
be grounded in the presentation of facts and findings determined in the preliminary work
in Task 2. This approach will provide a foundation for feedback and more guided
discussion.
The consultant team will work with staff to develop meetings with a specific grouping of
attendees (e.g. target industry cluster, economic development professionals, etc.) to
gather more detailed information specific to their interests. This qualitative information
will supplement the quantitative information to begin to guide the strategy.
It is anticipated that these meetings will be in person. During the visit, the consultant
team will also meet with the RLC and City Commission to outline the strategy
development process and gather their initial feedback as well.
Task 3 Deliverables
• Up to five roundtable meetings with industry cluster businesses and community
stakeholders
• RLC meeting
• City Commission meeting
• Up to 6 individual follow-up meetings as necessary.
• Summary of feedback
Task 4. Economic Development Strategy
Bridge will work with staff and community stakeholders to define a city vision, values and
guiding principles. This definition is important for establishing a common definition of
prosperity and provides a foundation for the goals and strategic objectives that will guide
economic development for the Bozeman area over the next five years. The goals and
objectives will be driven by the analysis completed during Task 2 and feedback from the
AC and RLC.
Our team’s equity lens means that the priorities will also include systematic efforts to
reduce unemployment and increase incomes within the city. For example, supporting
existing small businesses and the growth of new local businesses is critical to driving
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sustainable and equitable economic growth. In most cities, if every small business grew
by just one employee, it could create enough employment opportunities for all
unemployed residents in disadvantaged neighborhoods. Focusing on small businesses
within the region’s sectors that have a competitive advantage will enhance their chance
for success.
The strategy goals and priorities will build on the project area’s strengths and
opportunities and address the primary weaknesses and threats facing the area. Input
from project staff and the RLC, in addition to our own research, will ensure the plan is
consistent with relevant state and local economic development or workforce development
strategies.
Task 4 Deliverables
• SWOT analysis
• Coordination and review meetings with CC throughout the task
• Summary of Vision Values, Guiding Principles, Key Findings, Goals and Objectives
in PowerPoint presentation format.
• Presentations to AC and RLC to approve vision, values, guiding principles.
• Presentations to AC and RLC to goals and objectives.
• Presentation to City Commission
• Final Strategy document report summarizing Tasks 2-4 and subsequent
recommendations. The report will be provided in Word formatted document.
Task 5. Economic Development Action Plan
Successful implementation of the plan depends on significant ownership from the
stakeholders established at the outset of the plan development. A tactical action plan
should be limited to those actions where a lead organization has come forward and
committed to implementing the action (versus just identifying a lead organization not
committed to action).
In all of our recommended actions, we identify the need for a lead organization. Without
an organization to own and champion a project, it will remain a concept on paper. As all
communities face limited staffing and funds, the allocation of these resources must be
deliberate. The plan serves as a tool to decide which new actions to green light. When a
new action appropriately aligns with the plan's priorities, the data and regional support
defined in the process are incredibly valuable in preparing grant documents to obtain the
necessary funding to implement planned actions.
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Task 5 Deliverables
• A five-year action plan with identified lead organization, deliverable and timeline
that implements the goals and objectives.
• Coordination and review meetings with CC throughout the task
• Presentations to AC and RLC to approve the action plan and performance
measures.
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6
Budget
Pyszka EPS PM EPS Analyst Hours Budget$200 $240 $135 by Task by Task
Task 1. Kick-Off and Project Management 26 $5,200Kick-off meeting with client 2 0 0 2 $400
Finalize scope and engagement approach 4 0 0 4 $800Project management and client coordination 20 0 0 20 $4,000
Task 2. Conditions Assessment 136 $23,520
Demographics compared with peer regions 2 2 12 16 $2,500
LQ analysis 2 4 16 22 $3,520
Labor assessment 2 4 16 22 $3,520
Small Business Assessment 8 8 4 20 $4,060
DEI Metrics 2 4 16 22 $3,520
Summary Assessment 2 16 16 34 $6,400
Task 3. Stakeholder Engagement (in person visit)80 $17,120
Preparation for presentations and meetings 16 8 0 24 $5,120
Stakeholder Roundtables 16 8 0 24 $5,120
RLC Board Meeting 2 2 0 4 $880
City Commission Meeting 2 2 0 4 $880
Follow Up Virtual Stakeholder Meetings 8 4 0 12 $2,560
Summary of Engagement 8 4 0 12 $2,560
Task 4. Economic Development Strategy 162 $34,060
Draft vision, values and guiding principles 12 4 0 16 $3,360
Staff (CC) meeting 4 0 0 4 $800
AC meeting 4 0 0 4 $800
RLC meeting (virtual mtg)4 0 0 4 $800
Draft key findings, goals, objectives 12 4 0 16 $3,360
Staff (CC) meeting 4 0 0 4 $800
AC meeting 4 0 0 4 $800
RLC meeting (virtual mtg)4 0 0 4 $800
Draft Strategy Report 28 12 4 44 $9,020
Staff (CC) meeting 4 4 0 8 $1,760
AC meeting 4 4 0 8 $1,760
RLC meeting (virtual mtg)4 4 0 8 $1,760
City Commission Meeting (in person mtg)8 8 0 16 $3,520
Final Report 14 8 0 22 $4,720
Task 5. Economic Development Action Plan 72 $14,880
Draft Actions 18 4 0 22 $4,560
Stakeholder Meeting 8 4 0 12 $2,560
RLC Board Meeting 8 4 0 12 $2,560
Final Action Plan 6 0 0 6 $1,200
RLC Board Meeting 8 0 0 8 $1,600
Commission Meeting (AP in person mtg)12 0 0 12 $2,400
266 126 84 392
$53,200 $30,240 $11,340 $94,780
Fees $94,780Expenses Travel (2 people x 2 trips + 1 trip)$4,200Total Budget "not to exceed"$98,980
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COMMUNITY ENGAGEMENT PLAN
PROJECT TITLE: Economic Development Strategy Update
PROJECT LEADS:
Brit Fontenot - Economic Development Director
community Engagement PURPOSE
Community engagement is a critical element in the strategy development to hear consistent
themes regarding barriers and opportunities in Bozeman.
BACKGROUND:
The City of Bozeman’s Economic Development Strategy rests on three Strategic Imperatives
defined by the former Economic Development Council (EDC) include:
1. Support retention and growth of existing businesses, while welcoming and encouraging
new businesses;
2. Invest in infrastructure as a mechanism to drive economic development; and
3. Support education and workforce development initiatives to provide businesses with
qualified workers.
The EDC also created the Economic Development Vision for the community: “Our community
strengthens and diversifies the local economy by supporting business sectors that create &
sustain mid-to high-paying jobs, enhancing the high quality of life in the greater Bozeman area.”
Guiding Economic Development Values/Principles include:
1. Strengthening and diversifying the local home-grown economy;
2. Increasing economic activity that improves our community’s prosperity;
3. Supporting innovation and encouraging growth in mid-to-high wage sectors;
4. Facilitating the creation of mid-to-high paying jobs/high quality employment to match
the high quality of life;
5. Environmental responsibility; and
6. Intentional growth planning.
The inaugural Economic Development Plan was prepared by the Prospera Business Network
and adopted by the Bozeman City Commission in 2009. The 2009 plan was very aspirational
and encouraged, supported and recommended community partnerships in order to accomplish
the modest goals of the plan. In November 2016, the City of Bozeman adopted a new 3- 5 year
Economic Development Strategy to update and replace the 2009 plan. Along with the strategy,
the update includes a focus and definition of traded vs. local sector job growth, analyzed local
sectors and recommended specific tasks for implementation.
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Since the 2016 plan was adopted, the region has experienced significant changes including the
Great Recession, a global pandemic, a re-focus on sustainability and equity, expansion of
sectors in the region and a massive shift in the available workforce to meet the demands of
growing businesses. The proposed update intends to evaluate and update current traded vs.
local sector conditions, update the strategy while taking into account events over the past five
years and include components of sustainability/resiliency and address equity issues.
Finally, in 2018, the City Commission adopted a Strategic Plan that envisions Bozeman
remaining “a safe, inclusive community, fostering civic engagement and creativity, with a
thriving diversified economy, a strong environmental ethic, and a high quality of life as our
community grows and changes”. The principles imbedded in the 2016 Economic Development
Strategy are fully incorporated into the Strategic Plan in the Innovative Economy section which
reads:
2. An Innovative Economy
We grow a diversified and innovative economy leveraging our natural amenities, skilled
and creative people, and educational resources to generate economic opportunities.
2.1 Business Growth - Support retention and growth of both the traded and local
business sectors while welcoming and encouraging new and existing businesses, in
coordination with the Economic Development Plan.
2.2 Infrastructure Investments - Strategically invest in infrastructure as a mechanism to
encourage economic development.
a) Identify Commercial/Industrial Infrastructure Needs. Identify sites for new or
redevelopment in areas that lack adequate infrastructure and develop new financing
strategies to fund these investments.
2.3 Workforce Development - Support education and workforce development initiatives
to improve the skills of our citizens.
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2022 Economic Development Strategy Update
This Community Engagement Plan is being prepared for the 2022 Economic Development
Strategy Update (EDS). The EDS will take off from the previous work but take a broader look at
the City and Greater Bozeman Region and incorporate economic and racial equity perspectives.
The EDS is comprised of the following elements:
Economic Development Strategy – The document that outlines and furthers the City of
Bozeman’s economic development efforts and is aligned with the City’s strategic goals,
i.e. An Innovative Economy
Economic Development Action Plan – The portion of the Economic Development
Strategy Update that identifies specific action steps
SWOT Analysis – SWOT is an acronym for [Economic] Strengths, Weaknesses,
Opportunities and Threats analysis conducted as part of the strategy update.
Conditions Assessment – This assessment considers economic conditions on the ground
in the region as of the time frame in which the strategy is being updated
Business or Industry Cluster or Sector – a geographic concentration of
interconnected businesses, suppliers, and associated institutions in a particular field, i.e.
the photonics cluster or sector.
Key partners and interest groups
Internal
1. Economic development team;
2. Consultant team; and
3. Community engagement.
External
1. Local and regional economic development practitioners;
2. The Economic Vitality Board;
3. Private sector business representatives;
4. Minority business owners; and
5. Affordable housing and social service providers and advocates.
These external partners will all comprise the Regional Leadership Council (RLC) that will
provide guidance and feedback throughout the strategy development. More details on the
RLC are outlined below
Partners’ role in decision making process
1. Engage stakeholders on the Condition Assessment and SWOT analysis;
2. Identify barriers and opportunities for underrepresented groups to access opportunity
and economic mobility;
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3. Provide feedback and input on the vision, goals and objectives in the EDS; and
4. Provide feedback and guidance from the RLC and stakeholders on the appropriate
method of weaving equity and sustainability/resiliency into the ED Strategy update.
5. Consulting partners on what economic development and prosperity look like in
Bozeman from their unique perspectives.
STEP IN
DECISION
MAKING
PROCESS
SPECTRUM
LEVEL
C.E. STATEMENT
(leave empty if Spectrum Level is
INFORM)
Interest group or
partner
(ex. all or targeted)
Define
problem /
opportunity
Involve Define a city vision, values and
guiding principles for the EDS.
Establish a common definition of
prosperity
All
Gather
information
Consult Identify barriers and
opportunities for
underrepresented groups to
access opportunity and economic
mobility.
RLC, community
members, cluster
representatives
Establish
decision
criteria
Inform Criteria used to establish vision, values,
guiding principles will be determined by
CC, EPS/Bridge through the Conditions
Assessment and results from
engagement
All
Develop
alternatives
Inform CC, EPS/Bridge team will develop the
“alternatives” or draft goals and
objectives for the EDS
All
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Evaluate
alternatives
Consult Provide feedback and input on
the goals and objectives in the
EDS
All
Make
decision
Inform Economic Vitality Board will make
recommendation to City Commission to
adopt EDS
All
OVERALL PUBLIC INVOLVEMENT LEVEL: Consult, Involve and Collaborate
GOAL FOR COMMUNITY ENGAGEMENT
Update the City’s Economic Development Strategy by revisiting the three strategic imperatives
to ensure that changing conditions in our community, equity, sustainability and resiliency are
reflected in the new strategy
OBJECTIVES – (SMART! Specific, Measurable, Attainable, Realistic, Timely)
Stakeholder engagement is a critical element in the strategy development to hear consistent
themes regarding barriers and opportunities. All stakeholder engagement will be grounded in
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the presentation of facts and findings determined in the preliminary work. This approach will
provide a foundation for feedback and more guided discussion.
The consultant team will work with staff to develop meetings with a specific grouping of
attendees (e.g. target industry cluster, economic development professionals, underserved,
sustainability/resiliency, housing, etc.) to gather more detailed information specific to their
interests. This qualitative information will supplement the quantitative information to begin to
guide the strategy.
We anticipate that these meetings will be in person. During the visit(s), staff and the consultant
team will also meet with the Regional Leadership Committee (RLC) and the Bozeman City
Commission, or individual Commissioners, to outline the strategy development process and
gather their initial feedback as well. Proposed engagement includes:
1. Up to five roundtable meetings with industry cluster businesses and community
stakeholders;
2. Up to two focus groups with housing advocates, affordable housing developers, and
social service providers;
3. Meeting with City staff including, but not limited to, sustainability, public works,
community development, strategic services and communication and engagement;.
4. RLC meeting;
5. City Commission or Commissioner meetings;
6. Up to 6 individual follow-up meetings as necessary; and
7. Summary of feedback.
PUBLIC ENGAGEMENT STRATEGY
This section summarizes CEP. An estimated meeting schedule is attached for planning purposes
but may be adjusted over the course of the project.
Phase I Timeline: Tasks 1-2 in Economic Development Strategy (EDS)
December-January 2021-2022
Phase 1:
In Phase I the Consultant Team will establish baseline information on the economy needed to
inform the engagement process. We will also work with the Core Committee (City Staff) to form
the Advisory Committees and Regional Leadership Committees.
Prepare and Inform:
Committee member identification
Committee formation
Perform data gathering and analysis to inform committee members and participants in
Phase II
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Actions:
o City and Consultant will work together to form the Advisory Committee (AC) and
Regional Leadership Committee (RLC)
Tools:
o Personal contact and outreach to prospective committee members
o Economic and demographic research, benchmarking against peer cities or
regions.
Phase II Timeline: February-March 2022
Tasks 3 and 4 of EDS
Phase II: Involve and Consult
This Phase will cover the bulk of the community engagement in the EDS. We will be engaging
with a broad cross section of groups organized around the Guiding Principles. After the Task 3
engagement activities, we will develop draft strategies and policies for review by the AC and
RLC.
Actions:
Up to five roundtables with industry cluster businesses and community members
Up to two focus groups with housing and social services providers and advocates
for low income and vulnerable populations.
Meeting with City staff including, but not limited to, sustainability, public works,
community development, strategic services and communication and
engagement;
RLC Meeting
City Commission Meeting
Up to 6 individual follow up meetings as necessary
Summary of engagement and feedback
Draft of Vision, Values, Guiding Principles, Key Findings, Goals and Objectives
Tools:
Facilitated discussions
Focus groups
One-on-one follow up interviews
Phase III Timeline: April-June 2022
Tasks 4 and 5 of EDS
Phase III: Inform and Consult
In Phase III the Consultant will revise the strategies and policies from the feedback from the
Phase II engagement and work between the Consultant and Core Committee. We will ensure
that the revised strategies and policies reflect input from the Phase II engagement, including
input from vulnerable populations. The Consultant will inform the AC and RLC on the
recommendations and consult them for feedback on the direction of the EDS.
Actions:
Revised Vision, Values, Guiding Principles, Key Findings, Goals and Objectives
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Presentations to AC and RLC to review and approve vision, values, guiding
principles
Presentations to AC and RLC to review and approve goals and objectives
Presentation to City Commission
Final Strategy document report
Tools:
Facilitated discussions with AC, RLC, and City Commission
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TASK 2 & 3 – Conditions Assessment and Engagement
CC (Consultants + Brit/David) AC (Co-Chairs of RLC – one private) RLC (Economic Vitality Board + stakeholders)
Estimated
Mtg. Date
Topic Mtg Date Topic Mtg Date Topic
12/03 Bridge/EPS finalize
draft peer regions
and data points to
start analysis
Review RLC list
and AC members
to finalize groups.
12/17 (client
task)
Finalize RLC and AC
1/07 EPS presents
internal raw data on
peers
Bridge provides
stakeholder
meeting list and
invite language
1/10
(client task)
Stakeholder meeting
invites out
2/02 Draft RLC
Presentation for AC
review
2/07 Overview of Roles
and Process
Draft RLC
Presentation for AC
review
2/14 RLC Role and Process
ED + traded sector defined
Strategy Framework
Peer regions, demographic data
2/14 -2/15 Participant Roundtables
2/15 City Commission Meeting
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TASK 4 – Strategy
CC (Consultants + Brit/David) AC (Co-Chairs of RLC – one private) RLC (Economic Vitality Board + participants)
Mtg Date Topic Mtg Date Topic Mtg Date Topic
2/21 Debrief on
Engagement
Feedback
3/02 Vision, Values and
Guiding Principles
3/07 Vision, Values and
Guiding Principles
3/14 Vision, Values and Guiding
Principles
3/30 Key Findings, Goals,
and Objectives
4/04 Key Findings, Goals, and
Objectives
4/11 Key Findings, Goals, and
Objectives
4/22 Final Draft Strategy
Preliminary Action
Ideas
4/27 Final Draft Strategy
Preliminary Action
Ideas
5/16 Final Draft Strategy
Preliminary Action Ideas
5/17 City Commission Meeting
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TASK 5 – Implementation
CC (Consultants + Brit/David) AC (Co-Chairs of RLC – one private) RLC (Economic Vitality Board + participants)
Mtg Date Topic Mtg Date Topic Mtg Date Topic
5/31 Draft Action Matrix
6/10 Draft Action Matrix
6/22 Draft Action Matrix
6/29 Final Action Matrix
7/08 Final Action Matrix
7/20 Final Action Matrix
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PROFESSIONAL SERVICES AGREEMENT
THIS AGREEMENT is made and entered into this 22nd day of June, 2021 (“Effective
Date”), by and between the CITY OF BOZEMAN, MONTANA, a self-governing municipal
corporation organized and existing under its Charter and the laws of the State of Montana, 121 North
Rouse Street, Bozeman, Montana, with a mailing address of PO Box 1230, Bozeman, MT 59771,
hereinafter referred to as “City,” and, ECONOMIC AND PLANNING SYSTEMS, INC., 730 17th
Street, Suite 630, Denver, CO 80202, hereinafter referred to as “Contractor.” The City and Contractor
may be referred to individually as “Party” and collectively as “Parties.”
In consideration of the mutual covenants and agreements herein contained, the receipt and
sufficiency whereof being hereby acknowledged, the parties hereto agree as follows:
1. Purpose: City agrees to enter this Agreement with Contractor to perform for City
services described in the Scope of Services attached hereto as Exhibit A and by this reference made
a part hereof.
2. Term/Effective Date: This Agreement is effective upon the Effective Date and will
expire on the 30 day of June 2026, or the completion of any written Task Order initiated prior to June
30, 2026 unless earlier terminated in accordance with this Agreement.
3. Scope of Services: Contractor will perform the work and provide the services in
accordance with the specific services and corresponding schedule as mutually agreed upon by City
and Contractor and included in each individual Task Order executed under the authority of this
Agreement. Task Orders shall be attached and made part of this Agreement. For conflicts between
this Agreement and the Scope of Services, unless specifically provided otherwise, the Agreement
governs.
4. Payment: The terms of compensation to Contractor shall be agreed upon and included
in each Task Order. City agrees to pay Contractor the amount specified in the individual Task
Orders. Any alteration or deviation from the described services that involves additional costs above
the Agreement amount will be performed by Contractor after written request by the City, and will
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Professional Services Agreement for Economic and Planning Systems, Inc. Term Contract FY 2021 – FY 2027
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become an additional charge over and above the amount listed in the Scope of Services. The City
must agree in writing upon any additional charges.
5. Contractor’s Representations: To induce City to enter into this Agreement,
Contractor makes the following representations:
a. Contractor has familiarized itself with the nature and extent of this Agreement, the
Scope of Services, and with all local conditions and federal, state and local laws, ordinances, rules,
and regulations that in any manner may affect cost, progress or performance of the Scope of Services.
b. Contractor represents and warrants to City that it has the experience and ability to
perform the services required by this Agreement; that it will perform the services in a professional,
competent and timely manner and with diligence and skill; that it has the power to enter into and
perform this Agreement and grant the rights granted in it; and that its performance of this Agreement
shall not infringe upon or violate the rights of any third party, whether rights of copyright, trademark,
privacy, publicity, libel, slander or any other rights of any nature whatsoever, or violate any federal,
state and municipal laws. The City will not determine or exercise control as to general procedures or
formats necessary to have these services meet this warranty.
6. Independent Contractor Status/Labor Relations: The parties agree that Contractor
is an independent contractor for purposes of this Agreement and is not to be considered an employee
of the City for any purpose. Contractor is not subject to the terms and provisions of the City’s
personnel policies handbook and may not be considered a City employee for workers’ compensation
or any other purpose. Contractor is not authorized to represent the City or otherwise bind the City in
any dealings between Contractor and any third parties.
Contractor shall comply with the applicable requirements of the Workers’ Compensation Act,
Title 39, Chapter 71, Montana Code Annotated (MCA), and the Occupational Disease Act of
Montana, Title 39, Chapter 71, MCA. Contractor shall maintain workers’ compensation coverage for
all members and employees of Contractor’s business, except for those members who are exempted
by law.
Contractor shall furnish the City with copies showing one of the following: (1) a binder for
workers’ compensation coverage by an insurer licensed and authorized to provide workers’
compensation insurance in the State of Montana; or (2) proof of exemption from workers’
compensation granted by law for independent contractors.
In the event that, during the term of this Agreement, any labor problems or disputes of any
type arise or materialize which in turn cause any services to cease for any period of time, Contractor
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specifically agrees to take immediate steps, at its own expense and without expectation of
reimbursement from City, to alleviate or resolve all such labor problems or disputes. The specific
steps Contractor shall take shall be left to the discretion of Contractor; provided, however, that
Contractor shall bear all costs of any related legal action. Contractor shall provide immediate relief
to the City so as to permit the services to continue at no additional cost to City.
Contractor shall indemnify, defend, and hold the City harmless from any and all claims,
demands, costs, expenses, damages, and liabilities arising out of, resulting from, or occurring in
connection with any labor problems or disputes or any delays or stoppages of work associated with
such problems or disputes.
7. Indemnity/Waiver of Claims/Insurance: For other than professional services
rendered, to the fullest extent permitted by law, Contractor agrees to release, defend, indemnify, and
hold harmless the City, its agents, representatives, employees, and officers (collectively referred to
for purposes of this Section as the City) from and against any and all claims, demands, actions, fees
and costs (including attorney’s fees and the costs and fees of expert witness and consultants), losses,
expenses, liabilities (including liability where activity is inherently or intrinsically dangerous) or
damages of whatever kind or nature connected therewith and without limit and without regard to the
cause or causes thereof or the negligence of any party or parties that may be asserted against,
recovered from or suffered by the City occasioned by, growing or arising out of or resulting from or
in any way related to: (i) the negligent, reckless, or intentional misconduct of the Contractor; or (ii)
any negligent, reckless, or intentional misconduct of any of the Contractor’s agents.
For the professional services rendered, to the fullest extent permitted by law, Contractor
agrees to indemnify and hold the City harmless against claims, demands, suits, damages, losses, and
expenses, including reasonable defense attorney fees, to the extent caused by the negligence or
intentional misconduct of the Contractor or Contractor’s agents or employees.
Such obligations shall not be construed to negate, abridge, or reduce other rights or obligations
of indemnity that would otherwise exist. The indemnification obligations of this Section must not be
construed to negate, abridge, or reduce any common-law or statutory rights of the City as
indemnitee(s) which would otherwise exist as to such indemnitee(s).
Contractor’s indemnity under this Section shall be without regard to and without any right to
contribution from any insurance maintained by City.
Should the City be required to bring an action against the Contractor to assert its right to
defense or indemnification under this Agreement or under the Contractor’s applicable insurance
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policies required below, the City shall be entitled to recover reasonable costs and attorney fees
incurred in asserting its right to indemnification or defense but only if a court of competent
jurisdiction determines the Contractor was obligated to defend the claim(s) or was obligated to
indemnify the City for a claim(s) or any portion(s) thereof.
In the event of an action filed against the City resulting from the City’s performance under
this Agreement, the City may elect to represent itself and incur all costs and expenses of suit.
Contractor also waives any and all claims and recourse against the City, including the right of
contribution for loss or damage to person or property arising from, growing out of, or in any way
connected with or incident to the performance of this Agreement except “responsibility for [City’s]
own fraud, for willful injury to the person or property of another, or for violation of law, whether
willful or negligent” as per 28-2-702, MCA.
These obligations shall survive termination of this Agreement and the services performed
hereunder.
In addition to and independent from the above, Contractor shall at Contractor’s expense secure
insurance coverage through an insurance company or companies duly licensed and authorized to
conduct insurance business in Montana which insures the liabilities and obligations specifically
assumed by the Contractor in this Section. The insurance coverage shall not contain any exclusion
for liabilities specifically assumed by the Contractor in this Section.
The insurance shall cover and apply to all claims, demands, suits, damages, losses, and
expenses that may be asserted or claimed against, recovered from, or suffered by the City without
limit and without regard to the cause therefore and which is acceptable to the City. Contractor shall
furnish to the City an accompanying certificate of insurance and accompanying endorsements in
amounts not less than as follows:
• Workers’ Compensation – statutory;
• Employers’ Liability - $1,000,000 per occurrence; $2,000,000 annual aggregate;
• Commercial General Liability - $1,000,000 per occurrence; $2,000,000 annual
aggregate;
• Automobile Liability - $1,000,000 property damage/bodily injury per accident; and
• Professional Liability - $1,000,000 per claim; $2,000,000 annual aggregate.
The above amounts shall be exclusive of defense costs. The City shall be endorsed as an
additional or named insured on a primary non-contributory basis on both the Commercial General
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and Automobile Liability policies. The insurance and required endorsements must be in a form
suitable to City and shall include no less than a thirty (30) day notice of cancellation or non-renewal.
Contractor shall notify City within two (2) business days of Contractor’s receipt of notice that any
required insurance coverage will be terminated or Contractor’s decision to terminate any required
insurance coverage for any reason.
The City must approve all insurance coverage and endorsements prior to the Contractor
commencing work.
8. Termination for Contractor’s Fault:
a. If Contractor refuses or fails to timely do the work, or any part thereof, or fails
to perform any of its obligations under this Agreement, or otherwise breaches any terms or
conditions of this Agreement, the City may, by written notice, terminate this Agreement and
the Contractor’s right to proceed with all or any part of the work (“Termination Notice Due
to Contractor’s Fault”). The City may then take over the work and complete it, either with its
own resources or by re-letting the contract to any other third party.
b. In the event of a termination pursuant to this Section 8, Contractor shall be
entitled to payment only for those services Contractor actually rendered.
c. Any termination provided for by this Section 8 shall be in addition to any other
remedies to which the City may be entitled under the law or at equity.
d. In the event of termination under this Section 8, Contractor shall, under no
circumstances, be entitled to claim or recover consequential, special, punitive, lost business
opportunity, lost productivity, field office overhead, general conditions costs, or lost profits
damages of any nature arising, or claimed to have arisen, as a result of the termination.
9. Termination for City’s Convenience:
a. Should conditions arise which, in the sole opinion and discretion of the City,
make it advisable to the City to cease performance under this Agreement, the City may
terminate this Agreement by written notice to Contractor (“Notice of Termination for City’s
Convenience”). The termination shall be effective in the manner specified in the Notice of
Termination for City’s Convenience and shall be without prejudice to any claims that the City
may otherwise have against Contractor.
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b. Upon receipt of the Notice of Termination for City’s Convenience, unless
otherwise directed in the Notice, the Contractor shall immediately cease performance under
this Agreement and make every reasonable effort to refrain from continuing work, incurring
additional expenses or costs under this Agreement and shall immediately cancel all existing
orders or contracts upon terms satisfactory to the City. Contractor shall do only such work as
may be necessary to preserve, protect, and maintain work already completed or immediately
in progress.
c. In the event of a termination pursuant to this Section 9, Contractor is entitled
to payment only for those services Contractor actually rendered on or before the receipt of the
Notice of Termination for City’s Convenience.
d. The compensation described in Section 9(c) is the sole compensation due to
Contractor for its performance of this Agreement. Contractor shall, under no circumstances,
be entitled to claim or recover consequential, special, punitive, lost business opportunity, lost
productivity, field office overhead, general conditions costs, or lost profits damages of any
nature arising, or claimed to have arisen, as a result of the termination.
10. Limitation on Contractor’s Damages; Time for Asserting Claim:
a. In the event of a claim for damages by Contractor under this Agreement,
Contractor’s damages shall be limited to contract damages and Contractor hereby expressly
waives any right to claim or recover consequential, special, punitive, lost business
opportunity, lost productivity, field office overhead, general conditions costs, or lost profits
damages of any nature or kind.
b. In the event Contractor wants to assert a claim for damages of any kind or
nature, Contractor shall provide City with written notice of its claim, the facts and
circumstances surrounding and giving rise to the claim, and the total amount of damages
sought by the claim, within thirty (30) days of the facts and circumstances giving rise to the
claim. In the event Contractor fails to provide such notice, Contractor shall waive all rights
to assert such claim.
11. Representatives and Notices:
a. City’s Representative: The City’s Representative for the purpose of this
Agreement shall be David Fine, Urban Renewal Program Manager, or such other individual
as City shall designate in writing. Whenever approval or authorization from or
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communication or submission to City is required by this Agreement, such communication or
submission shall be directed to the City’s Representative and approvals or authorizations shall
be issued only by such Representative; provided, however, that in exigent circumstances when
City’s Representative is not available, Contractor may direct its communication or submission
to other designated City personnel or agents as designated by the City in writing and may
receive approvals or authorization from such persons.
b. Contractor’s Representative: The Contractor’s Representative for the
purpose of this Agreement shall be Brian Duffany, Executive Vice President, or such other
individual as Contractor shall designate in writing. Whenever direction to or communication
with Contractor is required by this Agreement, such direction or communication shall be
directed to Contractor’s Representative; provided, however, that in exigent circumstances
when Contractor’s Representative is not available, City may direct its direction or
communication to other designated Contractor personnel or agents.
c. Notices: All notices required by this Agreement shall be in writing and
shall be provided to the Representatives named in this Section. Notices shall be deemed given
when delivered, if delivered by courier to Party’s address shown above during normal business
hours of the recipient; or when sent, if sent by email or fax (with a successful transmission
report) to the email address or fax number provided by the Party’s Representative; or on the
fifth business day following mailing, if mailed by ordinary mail to the address shown above,
postage prepaid.
12. Permits: Contractor shall provide all notices, comply with all applicable laws,
ordinances, rules, and regulations, obtain all necessary permits, licenses, including a City of Bozeman
business license, and inspections from applicable governmental authorities, and pay all fees and
charges in connection therewith.
13 Laws and Regulations: Contractor shall comply fully with all applicable state and
federal laws, regulations, and municipal ordinances including, but not limited to, all workers’
compensation laws, all environmental laws including, but not limited to, the generation and disposal
of hazardous waste, the Occupational Safety and Health Act (OSHA), the safety rules, codes, and
provisions of the Montana Safety Act in Title 50, Chapter 71, MCA, all applicable City, County, and
State building and electrical codes, the Americans with Disabilities Act, and all non-discrimination,
affirmative action, and utilization of minority and small business statutes and regulations.
14. Nondiscrimination and Equal Pay: The Contractor agrees that all hiring by
Contractor of persons performing this Agreement shall be on the basis of merit and qualifications.
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The Contractor will have a policy to provide equal employment opportunity in accordance with all
applicable state and federal anti-discrimination laws, regulations, and contracts. The Contractor will
not refuse employment to a person, bar a person from employment, or discriminate against a person
in compensation or in a term, condition, or privilege of employment because of race, color, religion,
creed, political ideas, sex, age, marital status, national origin, actual or perceived sexual orientation,
gender identity, physical or mental disability, except when the reasonable demands of the position
require an age, physical or mental disability, marital status or sex distinction. The Contractor shall
be subject to and comply with Title VI of the Civil Rights Act of 1964; Section 140, Title 2, United
States Code, and all regulations promulgated thereunder.
Contractor represents it is, and for the term of this Agreement will be, in compliance with the
requirements of the Equal Pay Act of 1963 and Section 39-3-104, MCA (the Montana Equal Pay Act).
Contractor must report to the City any violations of the Montana Equal Pay Act that Contractor has
been found guilty of within 60 days of such finding for violations occurring during the term of this
Agreement.
Contractor shall require these nondiscrimination terms of its subcontractors providing services
under this Agreement.
15. Intoxicants; DOT Drug and Alcohol Regulations/Safety and Training: Contractor
shall not permit or suffer the introduction or use of any intoxicants, including alcohol or illegal drugs,
by any employee or agent engaged in services to the City under this Agreement while on City property
or in the performance of any activities under this Agreement. Contractor acknowledges it is aware of
and shall comply with its responsibilities and obligations under the U.S. Department of Transportation
(DOT) regulations governing anti-drug and alcohol misuse prevention plans and related testing. City
shall have the right to request proof of such compliance and Contractor shall be obligated to furnish
such proof.
The Contractor shall be responsible for instructing and training the Contractor's employees
and agents in proper and specified work methods and procedures. The Contractor shall provide
continuous inspection and supervision of the work performed. The Contractor is responsible for
instructing its employees and agents in safe work practices.
16. Modification and Assignability: This Agreement may not be enlarged, modified or
altered except by written agreement signed by both parties hereto. The Contractor may not
subcontract or assign Contractor’s rights, including the right to compensation or duties arising
hereunder, without the prior written consent of the City. Any subcontractor or assignee will be bound
by all of the terms and conditions of this Agreement.
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17. Reports/Accountability/Public Information: Contractor agrees to develop and/or
provide documentation as requested by the City demonstrating Contractor’s compliance with the
requirements of this Agreement. Contractor shall allow the City, its auditors, and other persons
authorized by the City to inspect and copy its books and records for the purpose of verifying that the
reimbursement of monies distributed to Contractor pursuant to this Agreement was used in
compliance with this Agreement and all applicable provisions of federal, state, and local law. The
Contractor shall not issue any statements, releases or information for public dissemination without
prior approval of the City.
18. Non-Waiver: A waiver by either party of any default or breach by the other party of
any terms or conditions of this Agreement does not limit the other party’s right to enforce such term
or conditions or to pursue any available legal or equitable rights in the event of any subsequent default
or breach.
19. Attorney’s Fees and Costs: In the event it becomes necessary for either Party to
retain an attorney to enforce any of the terms or conditions of this Agreement or to give any notice
required herein, then the prevailing Party or the Party giving notice shall be entitled to reasonable
attorney's fees and costs, including fees, salary, and costs of in-house counsel including the City
Attorney’s Office staff.
20. Taxes: Contractor is obligated to pay all taxes of any kind or nature and make all
appropriate employee withholdings.
21. Dispute Resolution:
a. Any claim, controversy, or dispute between the parties, their agents,
employees, or representatives shall be resolved first by negotiation between senior-level
personnel from each party duly authorized to execute settlement agreements. Upon mutual
agreement of the parties, the parties may invite an independent, disinterested mediator to assist
in the negotiated settlement discussions.
b. If the parties are unable to resolve the dispute within thirty (30) days from the
date the dispute was first raised, then such dispute may only be resolved in a court of
competent jurisdiction in compliance with the Applicable Law provisions of this Agreement.
22. Survival: Contractor’s indemnification shall survive the termination or expiration of
this Agreement for the maximum period allowed under applicable law.
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23. Headings: The headings used in this Agreement are for convenience only and are not
be construed as a part of the Agreement or as a limitation on the scope of the particular paragraphs to
which they refer.
24. Severability: If any portion of this Agreement is held to be void or unenforceable, the
balance thereof shall continue in effect.
25. Applicable Law: The parties agree that this Agreement is governed in all respects by
the laws of the State of Montana.
26. Binding Effect: This Agreement is binding upon and inures to the benefit of the heirs,
legal representatives, successors, and assigns of the parties.
27. No Third-Party Beneficiary: This Agreement is for the exclusive benefit of the
parties, does not constitute a third-party beneficiary agreement, and may not be relied upon or
enforced by a third party.
28. Counterparts: This Agreement may be executed in counterparts, which together
constitute one instrument.
29. Integration: This Agreement and all Exhibits attached hereto constitute the entire
agreement of the parties. Covenants or representations not contained herein or made a part thereof
by reference, are not binding upon the parties. There are no understandings between the parties other
than as set forth in this Agreement. All communications, either verbal or written, made prior to the
date of this Agreement are hereby abrogated and withdrawn unless specifically made a part of this
Agreement by reference.
30. Consent to Electronic Signatures: The Parties have consented to execute this
Agreement electronically in conformance with the Montana Uniform Electronic Transactions Act,
Title 30, Chapter 18, Part 1, MCA.
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**** END OF AGREEMENT EXCEPT FOR SIGNATURES ****
IN WITNESS WHEREOF, the parties hereto have executed this Agreement the day and
year first above written or as recorded in an electronic signature.
CITY OF BOZEMAN, MONTANA ____________________________________
CONTRACTOR (Type Name Above)
By________________________________ By__________________________________
Jeff Mihelich, City Manager
Print Name: ___________________________
Print Title: ____________________________
APPROVED AS TO FORM:
By_______________________________
Greg Sullivan, Bozeman City Attorney
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Economic & Planning Systems, Inc.
Principal
Dan Guimond
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Exhibit “A”
SCOPE OF SERVICES
The selected consultant may assist the City on any task defined by the general scope of work as directed by
written task order.
A) Economic Development Strategy and Implementation
• Provide strategic, data-driven advice regarding the feasibility of various development types and
projects and provide guidance on the tools, public infrastructure, programs, partnerships,
incentives and policies that can stimulate the desired development.
• Background and experience in analyzing regulations and development codes and policies to support
strategic objectives
• Commercial and Mixed-Use District Development strategies and implementation.
• Perform market analysis to support policy and land use decisions.
• Create strategic Economic Development Strategies and Action Plans
• Create data driven marking materials that reflect community assets to welcome talent and business
for key clusters
B) Economic Development and Real Estate Financial Analysis
• Provide robust and data rich assessments of Bozeman and Gallatin County’s real estate and
housing market.
o Regional growth trends related to population, employment including tracking key
employment sectiors, and demographic data
o For-sale Market
o Rental Market
o Commercial and Residential Market Trends
o Affordability Indicators
• Provide data driven analysis to support economic development strategy and implementation of
that strategy.
C) Public-Private Partnerships
• Assist in negotiating and structuring public-private partnerships that are beneficial to the City of
Bozeman.
o Provide guidance on the development of shared structured and surface parking facilities.
o Provide guidance on attracting and facilitating mixed use investment in key districts.
o Provide guidance on the development of workforce and affordable housing projects, deal
structures and incentives
• Provide robust and detailed analysis and financial pro formas to examine the financial feasibility of
specific projects and provide gap financing analysis to right size economic development incentives.
• Project TIF cash flows based on existing projects and projected projects to assist with obtaining
financing, including bonding.
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D) Building and Development Conceptualization
• Provide ongoing assistance in developing Bozeman’s mixed-use districts as a specific kinds of places
by working with property owners and developers to advance building concepts and formats that
are consistent with the aspirations of Bozeman’s guiding plans, while staying feasible in Bozeman’s
real estate market. The firm or team will demonstrate competency in urban and landscape planning
and design and be able to produce visioning documents that show the integration of plans and
projects with the built environment.
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Meeting Date in Red indicates in person meeting with consultant team
December 15, 2021 1
Conditions Assessment and Engagement
CC (Consultants + Brit/David) AC (Co-Chairs of RLC – one private) RLC (Economic Vitality Board + stakeholders)
Mtg Date Topic Mtg Date Topic Mtg Date Topic
1/03 • Kick-off meeting:
review proposed
peer regions and
data points to start
analysis
• Review final RLC
and AC list
1/05 EVB meeting
1/25 • EPS presents
internal raw data on
peers
• Bridge provides
stakeholder
meeting list and
invite language
1/27
(client task)
Stakeholder meeting
invites out
2/07 Draft RLC
Presentation for AC
review
2/14 • Overview of Roles
and Process
• Draft RLC
Presentation for AC
review
2/21 • RLC Role and Process
• ED + traded sector defined
• Strategy Framework
• Peer regions, demographic data
2/21 - 2/22 Stakeholder Roundtables
2/22 City Commission Meeting
275
Meeting Date in Red indicates in person meeting with consultant team
December 15, 2021 2
Strategy
CC (Consultants + Brit/David) AC (Co-Chairs of RLC – one private) RLC (Economic Vitality Board + stakeholders)
Mtg Date Topic Mtg Date Topic Mtg Date Topic
3/02 Debrief on
Engagement
Feedback
3/07 Vision, Values and
Guiding Principles
3/11 Vision, Values and
Guiding Principles
3/14-18 BZN Spring Break
3/21-25 PDX Spring Break
3/28-4/01 CO Spring Break
3/25 Vision, Values and Guiding
Principles
4/15 Key Findings, Goals,
and Objectives
4/20 Key Findings, Goals, and
Objectives
4/27 Key Findings, Goals, and
Objectives
5/20 Draft Strategy and
Preliminary Action
Ideas
5/26 Draft Strategy and
Preliminary Action Ideas
5/27-31 Memorial Day
6/13-16 AP out
6/20 Draft Strategy and Preliminary
Action Ideas
6/21 City Commission Meeting
276
Meeting Date in Red indicates in person meeting with consultant team
December 15, 2021 3
Implementation
CC (Consultants + Brit/David) AC (Co-Chairs of RLC – one private) RLC (Economic Vitality Board + stakeholders)
Mtg Date Topic Mtg Date Topic Mtg Date Topic
6/30 Draft Action Matrix
7/07 Draft Action Matrix
7/15 Draft Action Matrix
8/03 Final Action Matrix
8/10 Final Action Matrix
8/19 Final Action Matrix
277
Memorandum
REPORT TO:Economic Vitality Board
FROM:Brit Fontenot, Economic Development Director
SUBJECT:Appoint up to three (3) Member(s) to represent the Economic Vitality Board
on the Regional Leadership Committee (RLC) for the Economic Developemt
Strategy update.
MEETING DATE:January 5, 2022
AGENDA ITEM TYPE:Citizen Advisory Board/Commission
RECOMMENDATION:I move to appoint [up to three (3) member(s)] to represent the Economic
Vitality Board on the Regional Leadership Committee (RLC) for the Economic
Developemt Strategy update.
STRATEGIC PLAN:1.2 Community Engagement: Broaden and deepen engagement of the
community in city government, innovating methods for inviting input from
the community and stakeholders.
BACKGROUND:
In 2016 the City produced and economic development strategy to guide the
activities of the Economic Development Department. When drafting the
strategy in 2016, it was envisioned that this would be a 3 – 5 year plan.
Along with the strategy, the plan included a focus and definition of traded
vs. local sector job growth, analyzed local sectors and recommended specific
tasks for implementation.
The City of Bozeman’s Economic Development Strategy rests on three
Strategic Imperatives defined by the former Economic Development Council
(EDC) include:
1. Support retention and growth of existing businesses, while welcoming
and encouraging new businesses;
2. Invest in infrastructure as a mechanism to drive economic
development; and
3. Support education and workforce development initiatives to provide
businesses with qualified workers.
In 2016, The EDC also created the Economic Development Vision for the
community:
“Our community strengthens and diversifies the local economy by supporting
business sectors that create & sustain mid-to high-paying jobs, enhancing the
278
high quality of life in the greater Bozeman area.”
Guiding Economic Development Values/Principles include:
1. Strengthening and diversifying the local home-grown economy;
2. Increasing economic activity that improves our community’s
prosperity;
3. Supporting innovation and encouraging growth in mid-to-high wage
sectors;
4. Facilitating the creation of mid-to-high paying jobs/high quality
employment to match the high quality of life;
5. Environmental responsibility; and
6. Intentional growth planning.
Since the 2016 plan was adopted, the region has experienced significant
changes including impacts from the Great Recession, a global pandemic, the
great resignation, a re-focus on sustainability and equity, expansion of
sectors in the region and a massive shift in the available workforce to meet
the demands of growing businesses. The proposed update intends to
evaluate and update current traded vs. local sector conditions and update
the strategy while taking into account disruptive events over the past five
years and include components of sustainability/resiliency and address equity
issues. Examples of updates to the plan include an expansion to sector
development initiatives to include additional high-growth sectors including
health care, the film industry and quantum computing. Over the past 18-24
months, the importance of workforce development and regional economic
partnerships is elevated and requires focused effort. Finally, continued
infrastructure investment in targeted areas will add vibrancy, community
and economic stability and continue to expand the tax base.
Finally, in 2018, the City Commission adopted a Strategic Plan that envisions
Bozeman remaining “a safe, inclusive community, fostering civic engagement
and creativity, with a thriving diversified economy, a strong environmental
ethic, and a high quality of life as our community grows and changes”. The
principles imbedded in the 2016 Economic Development Strategy are fully
incorporated into the Strategic Plan in the Innovative Economy section
which reads:
2. An Innovative Economy
We grow a diversified and innovative economy leveraging our natural
amenities, skilled and creative people, and educational resources to
generate economic opportunities.
2.1 Business Growth - Support retention and growth of both the traded and
local business sectors while welcoming and encouraging new and existing
businesses, in coordination with the Economic Development Plan.
2.2 Infrastructure Investments - Strategically invest in infrastructure as a
279
mechanism to encourage economic development.
1. a) Identify Commercial/Industrial Infrastructure Needs. Identify sites
for new or redevelopment in areas that lack adequate infrastructure
and develop new financing strategies to fund these investments.
2.3 Workforce Development - Support education and workforce
development initiatives to improve the skills of our citizens.
We are now closing in on the end of the 5 th year using the plan. Over the
last 5 years we have experienced significant changes to our economic, social
and political landscape. A few of the significant events include the economic
impacts of the COVID-19 virus on the global economy and workforce, a
heightened awareness of diversity, equity and inclusion in our economic
landscape and an ever increasing importance placed on the impacts of
climate change on community sustainability and resiliency. The goal of this
update is to refresh the strategy under our new normal and including
elements that were not included in the 2016 strategy.
The update includes an engagement plan and scope of work outlining how
information and data will be gathered throughout the community. Part of
this work will include the establishment of a few teams to engage the public
and the process. Establishment of the Regional Leadership Committee (RLC)
includes the appointment of up to three (3) members of the EV Board to the
RLC.
The Goal of including EV Board members in the RLC is two-fold; 1) engage in
the process and bring EV Board expertise and interest to the team and 2)
report on the progress of the ED Strategy update to the EV Board.
UNRESOLVED ISSUES:None at this time.
ALTERNATIVES:As proposed by the Economic Vitality Board.
FISCAL EFFECTS:None at this time.
Attachments:
Task Order 4 - Update of the EDS - 12.14.21.pdf
BZN ED Strategy Milestones.pdf
Bozeman ED Strategy Update_11-2016_Final v 2.pdf
Report compiled on: December 23, 2021
280
Memorandum
REPORT TO:City Commission
FROM:Brit Fontenot, Economic Development Director
SUBJECT:Authorize the City Manager to Sign a Task Order 4 for Economic and Planning
Systems, Inc (EPS) - Update to the 2016 Economic Development Strategy
MEETING DATE:December 14, 2021
AGENDA ITEM TYPE:Agreement - Vendor/Contract
RECOMMENDATION:Authorize the City Manager to sign a task order 4 for Economic and Planning
Systems, Inc (EPS) - Update to the 2016 Economic Development Strategy.
STRATEGIC PLAN:2.1 Business Growth: Support retention and growth of both the traded and
local business sectors while welcoming and encouraging new and existing
businesses, in coordination with the Economic Development Plan.
BACKGROUND:See attached memo.
UNRESOLVED ISSUES:None.
ALTERNATIVES:As proposed by the Bozeman City Commission.
FISCAL EFFECTS:
The project is budgeted in the FY 22 Economic Development budget in the
amount of $100,000. Task Order 4 defines the project total as up to
$100,000. The proposed scope of work defines the project budget at
$98,980.
Attachments:
CC Memo for EPS TO 4 EDS Update 12.05.21 FINAL.docx
Attachment 1 EPS Task Order 4 Form EDS Update December
2021.pdf
Attachment 2 213051_SOW_Economic Development
Strategy Final 11-30-2021.pdf
Attachment 3 EDS Update Community Engagement Plan 11-
24-2021 FINAL.pdf
Attachment 4 Executed EPS PSA.pdf
Report compiled on: December 1, 2021
1281
Commission Memorandum
REPORT TO:Honorable Mayor and City Commission
FROM:Brit Fontenot
Economic Development Director
SUBJECT:Task Order 4 with Economic and Planning Systems, Inc. (EPS) for
the update of the 2016 Economic Development Strategy
MEETING DATE:December 14, 2021
AGENDA ITEM TYPE:Consent
RECOMMENDATION:Authorize the City Manager to Sign Task Order 4 with Economic and
Planning Systems, Inc. (EPS) for the update of the 2016 Economic Development Strategy.
BACKGROUND:
In 2016 the City produced and economic development strategy to guide the activities of
the Economic Development Department. When drafting the strategy in 2016, it was
envisioned that this would be a 3 –5 year plan. Along with the strategy, the plan included
a focus and definition of traded vs. local sector job growth, analyzed local sectors and
recommended specific tasks for implementation. A link to the strategy is here: 2016
Economic Development Strategy .
The City of Bozeman’s Economic Development Strategy rests on three Strategic
Imperatives defined by the former Economic Development Council (EDC) include:
1.Support retention and growth of existing businesses, while welcoming and
encouraging new businesses;
2.Invest in infrastructure as a mechanism to drive economic development; and
3.Support education and workforce development initiatives to provide businesses
with qualified workers.
In 2016, The EDC also created the Economic Development Vision for the community:
2282
“Our community strengthens and diversifies the local economy by supporting business
sectors that create & sustain mid-to high-paying jobs, enhancing the high quality of life in
the greater Bozeman area.”
Guiding Economic Development Values/Principles include:
1.Strengthening and diversifying the local home-grown economy;
2.Increasing economic activity that improves our community’s prosperity;
3.Supporting innovation and encouraging growth in mid-to-high wage sectors;
4.Facilitating the creation of mid-to-high paying jobs/high quality employment to
match the high quality of life;
5.Environmental responsibility; and
6.Intentional growth planning.
Since the 2016 plan was adopted, the region has experienced significant changes
including impacts from the Great Recession, a global pandemic, the great resignation, a
re-focus on sustainability and equity, expansion of sectors in the region and a massive
shift in the available workforce to meet the demands of growing businesses. The
proposed update intends to evaluate and update current traded vs. local sector
conditions and update the strategy while taking into account disruptive events over the
past five years and include components of sustainability/resiliency and address equity
issues. Examples of updates to the plan include an expansion to sector development
initiatives to include additional high-growth sectors including health care, the film
industry and quantum computing. Over the past 18-24 months, the importance of
workforce development and regional economic partnerships is elevated and requires
focused effort. Finally, continued infrastructure investment in targeted areas will add
vibrancy, community and economic stability and continue to expand the tax base.
Finally, in 2018, the City Commission adopted a Strategic Plan that envisions Bozeman
remaining “a safe, inclusive community, fostering civic engagement and creativity, with a
thriving diversified economy, a strong environmental ethic, and a high quality of life as
our community grows and changes”. The principles imbedded in the 2016 Economic
Development Strategy are fully incorporated into the Strategic Plan in the Innovative
Economy section which reads:
2. An Innovative Economy
We grow a diversified and innovative economy leveraging our natural amenities, skilled
and creative people, and educational resources to generate economic opportunities.
3283
2.1 Business Growth -Support retention and growth of both the traded and localbusiness
sectors while welcoming and encouraging new and existing businesses, in coordination
with the Economic Development Plan.
2.2 Infrastructure Investments -Strategically invest in infrastructure as a mechanism to
encourage economic development.
a) Identify Commercial/Industrial Infrastructure Needs. Identify sites for new or
redevelopment in areas that lack adequate infrastructure and develop new
financing strategies to fund these investments.
2.3 Workforce Development -Support education and workforce development initiatives
to improve the skills of our citizens.
We are now closing in on the end of the 5th year using the plan. Over the last 5 years we
have experienced significant changes to our economic, social and political landscape. A
few of the significant events include the economic impacts of the COVID-19 virus on the
global economy and workforce, a heightened awareness of diversity, equity and inclusion
in our economic landscape and an ever increasing importance placed on the impacts of
climate change on community sustainability and resiliency. The goal of this update is to
refresh the strategy under our new normal and including elements that were not included
in the 2016 strategy.
FISCAL EFFECTS:
The project is budgeted in the FY 22 Economic Development budget in the amount of
$100,000. Task Order 4defines the project total as up to $100,000. The proposed scope
of work defines the project budget at $98,980.
ATTACHMENTS:
1. Task Order 4 with Economic and Planning Systems, Inc.
2. Economic Development Strategy Update Scope of Work
3. Economic Development Strategy Update Engagement Plan
4. Executed Professional Services Agreement and Term Contract with Economic and
Planning Systems, Inc.
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City of Bozeman Term Contract
with Economic & Planning Systems, Inc.
Task Order Number 4: Economic Development Strategy Update
PROJECT: Economic Development Strategy Update
Issued under the authority of the City of Bozeman Professional Services Agreement
Term Contract with Economic and Planning Systems, Inc. to support Economic
Development and Community Housing programs.
This Task Order is dated [ ] between the City of Bozeman Economic
Development Department and Economic & Planning Systems, Inc. (EPS) (Contractor).
The following representatives have been designated for the work performed under this
Task Order:
City: Brit Fontenot, Economic Development Director
Contractor: Brian Duffany, Executive Vice President, Economic & Planning
Systems
SCOPE OF WORK: See attached Scope of Work.
COMPENSATION: EPS will bill for its services on a time and materials basis with a
project total not-to-exceed $100,000.00 (One hundred thousand dollars). The
provisions of the Professional Services Agreement Term Contract shall govern the
Work.
IN WITNESS WHEREOF, the parties authorized to commit resources of the parties
have executed this Task Order:
City of Bozeman Economic & Planning Systems
Jeff Mihelich Brian Duffany
City Manager Executive Vice President
________________________________
Daniel R. Guimond, Principal
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213051_SOW_Economic Development Strategy Final 11-30-2021.docx
S COPE OF W ORK
To: Brit Fontenot, City of Bozeman
From: Alisa Pyszka, Bridge Economic Development and Brian
Duffany, Economic & Planning Systems
Subject: Economic Development Strategy Scope of Work
Date: November 2, 2021
The City of Bozeman Economic Development department intends to
update its current strategy in response to significant economic impacts
due to COVID and growing disparities in economic mobility for
underserved and under-represented people. Furthermore, the City of
Bozeman has recently revised the structure of various committees and
boards providing policy direction on numerous issues impacting the
city. For economic development, the department is now advised by one
board that represents interests in: economic development; diversity,
equity and inclusion (DEI); housing; and public art.
Recognizing these significant issues, the following scope of work outlines
how the consultant team will work with city staff to effectively engage
city and regional stakeholders to update the economic development
strategy. The strategy will ultimately guide the city with transparent
actions that fosters equitable economic development that creates a
resilient community with specific consideration to climate action.
Task 1 - Kick-Off and Project Management
To advance an economic development vision and strategy that truly
resonates with the region, we recommend that the following
committees are developed to facilitate the evaluation and feedback on
consultant team recommendations. We will refine this approach and
finalize the engagement plan for Task 3 in with staff.
Core Committee (CC): This consists of approximately 2 core staff that
will engage regularly with the consultant team. This core committee
needs to include the staff person that will be ultimately responsible for
implementing the strategy over the next several years. This key
individual must be engaged from the outset of the project to build the
relationships with the community that are necessary to foster
ownership and follow-through on identified actions.
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Advisory Committee (AC): This consists of economic development stakeholders and
practitioners that are currently implementing programs tied to workforce,
entrepreneurship, etc., and will serve as a preliminary “sounding board” for
recommendations that have been developed by the consultant team and core committee.
They serve to provide recommendations for information presented to the Regional
Leadership Committee. Members of the AC may be co-chairs of the RLC.
Regional Leadership Committee (RLC): This group functions at the regional policy and
leadership level that includes elected officials, university chancellors, etc. that serve as
thought leaders and influencers of economic growth in the region. It could largely consist
of the new Economic Vitality Board and economic development stakeholders. However,
we recommend that this group should include “collaborative partners” that represent
under-represented populations. By including them from the outset of the project and on
this committee, they are an active partner in the development of the strategy and will
provide meaningful input from individuals not always heard in the traditional economic
development process.
Task 1 Deliverables
• Kick-off meeting with client
• Community engagement plan and schedule
Task 2. Conditions Assessment
EPS will complete a quantitative analysis of local economic trends and competitive
advantage, economic development assets and economic development conditions within
the project area. The team will analyze publicly available data and review relevant
research report findings. Regional demographic data will be compared with up to five
peer regions, determined by the CC and consultant team, to provide context regarding
the local strengths and weaknesses. The consultant team will also develop several
Diversity, Equity and Inclusion (DEI) metrics to inform the strategy. These will include
data points such as employment status, educational attainment, and incomes by race.
We will also evaluate the characteristics of the workforce against the economic base and
growing sectors to gauge potential mismatches between skills and access and the local
economy. This will be informed from a combination of publish data sources and
stakeholder interviews. Our team’s equity lens means that the priorities will also include
systematic efforts to increase economic opportunities for all Bozeman residents. For
example, supporting existing small businesses and the growth of new local businesses is
critical to driving sustainable and equitable economic growth. We will analyze the
strength of the small business ecosystem in terms of supporting diverse entrepreneurs.
Focusing on small businesses within the city’s industries that have a competitive
advantage will enhance their chance for success. This work will serve as the foundation
for engagement in Task 3.
Task 2 Deliverables
• Coordination and review meetings with staff (CC) throughout the task
• Conditions Assessment, as a Word document, that summarizes the project area’s
local economic trends, economic development assets and economic development
conditions
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Task 3. Stakeholder Engagement
It is our belief that each strategy must align with a community’s values and distinct
culture to have meaningful results. For Bozeman, the three economic development
strategic imperatives or values include:
1. Support retention and growth of existing businesses, while welcoming and
encouraging new businesses
2. Invest in infrastructure as a mechanism to drive economic development.
3. Support education and workforce development initiatives to provide businesses
with qualified workers.
Stakeholder engagement is a critical element in the strategy development to hear
consistent themes regarding barriers and opportunities. All stakeholder engagement will
be grounded in the presentation of facts and findings determined in the preliminary work
in Task 2. This approach will provide a foundation for feedback and more guided
discussion.
The consultant team will work with staff to develop meetings with a specific grouping of
attendees (e.g. target industry cluster, economic development professionals, etc.) to
gather more detailed information specific to their interests. This qualitative information
will supplement the quantitative information to begin to guide the strategy.
It is anticipated that these meetings will be in person. During the visit, the consultant
team will also meet with the RLC and City Commission to outline the strategy
development process and gather their initial feedback as well.
Task 3 Deliverables
• Up to five roundtable meetings with industry cluster businesses and community
stakeholders
• RLC meeting
• City Commission meeting
• Up to 6 individual follow-up meetings as necessary.
• Summary of feedback
Task 4. Economic Development Strategy
Bridge will work with staff and community stakeholders to define a city vision, values and
guiding principles. This definition is important for establishing a common definition of
prosperity and provides a foundation for the goals and strategic objectives that will guide
economic development for the Bozeman area over the next five years. The goals and
objectives will be driven by the analysis completed during Task 2 and feedback from the
AC and RLC.
Our team’s equity lens means that the priorities will also include systematic efforts to
reduce unemployment and increase incomes within the city. For example, supporting
existing small businesses and the growth of new local businesses is critical to driving
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4
sustainable and equitable economic growth. In most cities, if every small business grew
by just one employee, it could create enough employment opportunities for all
unemployed residents in disadvantaged neighborhoods. Focusing on small businesses
within the region’s sectors that have a competitive advantage will enhance their chance
for success.
The strategy goals and priorities will build on the project area’s strengths and
opportunities and address the primary weaknesses and threats facing the area. Input
from project staff and the RLC, in addition to our own research, will ensure the plan is
consistent with relevant state and local economic development or workforce development
strategies.
Task 4 Deliverables
• SWOT analysis
• Coordination and review meetings with CC throughout the task
• Summary of Vision Values, Guiding Principles, Key Findings, Goals and Objectives
in PowerPoint presentation format.
• Presentations to AC and RLC to approve vision, values, guiding principles.
• Presentations to AC and RLC to goals and objectives.
• Presentation to City Commission
• Final Strategy document report summarizing Tasks 2-4 and subsequent
recommendations. The report will be provided in Word formatted document.
Task 5. Economic Development Action Plan
Successful implementation of the plan depends on significant ownership from the
stakeholders established at the outset of the plan development. A tactical action plan
should be limited to those actions where a lead organization has come forward and
committed to implementing the action (versus just identifying a lead organization not
committed to action).
In all of our recommended actions, we identify the need for a lead organization. Without
an organization to own and champion a project, it will remain a concept on paper. As all
communities face limited staffing and funds, the allocation of these resources must be
deliberate. The plan serves as a tool to decide which new actions to green light. When a
new action appropriately aligns with the plan's priorities, the data and regional support
defined in the process are incredibly valuable in preparing grant documents to obtain the
necessary funding to implement planned actions.
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Task 5 Deliverables
• A five-year action plan with identified lead organization, deliverable and timeline
that implements the goals and objectives.
• Coordination and review meetings with CC throughout the task
• Presentations to AC and RLC to approve the action plan and performance
measures.
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6
Budget
Pyszka EPS PM EPS Analyst Hours Budget$200 $240 $135 by Task by Task
Task 1. Kick-Off and Project Management 26 $5,200Kick-off meeting with client 2 0 0 2 $400
Finalize scope and engagement approach 4 0 0 4 $800Project management and client coordination 20 0 0 20 $4,000
Task 2. Conditions Assessment 136 $23,520
Demographics compared with peer regions 2 2 12 16 $2,500
LQ analysis 2 4 16 22 $3,520
Labor assessment 2 4 16 22 $3,520
Small Business Assessment 8 8 4 20 $4,060
DEI Metrics 2 4 16 22 $3,520
Summary Assessment 2 16 16 34 $6,400
Task 3. Stakeholder Engagement (in person visit)80 $17,120
Preparation for presentations and meetings 16 8 0 24 $5,120
Stakeholder Roundtables 16 8 0 24 $5,120
RLC Board Meeting 2 2 0 4 $880
City Commission Meeting 2 2 0 4 $880
Follow Up Virtual Stakeholder Meetings 8 4 0 12 $2,560
Summary of Engagement 8 4 0 12 $2,560
Task 4. Economic Development Strategy 162 $34,060
Draft vision, values and guiding principles 12 4 0 16 $3,360
Staff (CC) meeting 4 0 0 4 $800
AC meeting 4 0 0 4 $800
RLC meeting (virtual mtg)4 0 0 4 $800
Draft key findings, goals, objectives 12 4 0 16 $3,360
Staff (CC) meeting 4 0 0 4 $800
AC meeting 4 0 0 4 $800
RLC meeting (virtual mtg)4 0 0 4 $800
Draft Strategy Report 28 12 4 44 $9,020
Staff (CC) meeting 4 4 0 8 $1,760
AC meeting 4 4 0 8 $1,760
RLC meeting (virtual mtg)4 4 0 8 $1,760
City Commission Meeting (in person mtg)8 8 0 16 $3,520
Final Report 14 8 0 22 $4,720
Task 5. Economic Development Action Plan 72 $14,880
Draft Actions 18 4 0 22 $4,560
Stakeholder Meeting 8 4 0 12 $2,560
RLC Board Meeting 8 4 0 12 $2,560
Final Action Plan 6 0 0 6 $1,200
RLC Board Meeting 8 0 0 8 $1,600
Commission Meeting (AP in person mtg)12 0 0 12 $2,400
266 126 84 392
$53,200 $30,240 $11,340 $94,780
Fees $94,780Expenses Travel (2 people x 2 trips + 1 trip)$4,200Total Budget "not to exceed"$98,980
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COMMUNITY ENGAGEMENT PLAN
PROJECT TITLE: Economic Development Strategy Update
PROJECT LEADS:
Brit Fontenot - Economic Development Director
community Engagement PURPOSE
Community engagement is a critical element in the strategy development to hear consistent
themes regarding barriers and opportunities in Bozeman.
BACKGROUND:
The City of Bozeman’s Economic Development Strategy rests on three Strategic Imperatives
defined by the former Economic Development Council (EDC) include:
1. Support retention and growth of existing businesses, while welcoming and encouraging
new businesses;
2. Invest in infrastructure as a mechanism to drive economic development; and
3. Support education and workforce development initiatives to provide businesses with
qualified workers.
The EDC also created the Economic Development Vision for the community: “Our community
strengthens and diversifies the local economy by supporting business sectors that create &
sustain mid-to high-paying jobs, enhancing the high quality of life in the greater Bozeman area.”
Guiding Economic Development Values/Principles include:
1. Strengthening and diversifying the local home-grown economy;
2. Increasing economic activity that improves our community’s prosperity;
3. Supporting innovation and encouraging growth in mid-to-high wage sectors;
4. Facilitating the creation of mid-to-high paying jobs/high quality employment to match
the high quality of life;
5. Environmental responsibility; and
6. Intentional growth planning.
The inaugural Economic Development Plan was prepared by the Prospera Business Network
and adopted by the Bozeman City Commission in 2009. The 2009 plan was very aspirational
and encouraged, supported and recommended community partnerships in order to accomplish
the modest goals of the plan. In November 2016, the City of Bozeman adopted a new 3- 5 year
Economic Development Strategy to update and replace the 2009 plan. Along with the strategy,
the update includes a focus and definition of traded vs. local sector job growth, analyzed local
sectors and recommended specific tasks for implementation.
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Since the 2016 plan was adopted, the region has experienced significant changes including the
Great Recession, a global pandemic, a re-focus on sustainability and equity, expansion of
sectors in the region and a massive shift in the available workforce to meet the demands of
growing businesses. The proposed update intends to evaluate and update current traded vs.
local sector conditions, update the strategy while taking into account events over the past five
years and include components of sustainability/resiliency and address equity issues.
Finally, in 2018, the City Commission adopted a Strategic Plan that envisions Bozeman
remaining “a safe, inclusive community, fostering civic engagement and creativity, with a
thriving diversified economy, a strong environmental ethic, and a high quality of life as our
community grows and changes”. The principles imbedded in the 2016 Economic Development
Strategy are fully incorporated into the Strategic Plan in the Innovative Economy section which
reads:
2. An Innovative Economy
We grow a diversified and innovative economy leveraging our natural amenities, skilled
and creative people, and educational resources to generate economic opportunities.
2.1 Business Growth - Support retention and growth of both the traded and local
business sectors while welcoming and encouraging new and existing businesses, in
coordination with the Economic Development Plan.
2.2 Infrastructure Investments - Strategically invest in infrastructure as a mechanism to
encourage economic development.
a) Identify Commercial/Industrial Infrastructure Needs. Identify sites for new or
redevelopment in areas that lack adequate infrastructure and develop new financing
strategies to fund these investments.
2.3 Workforce Development - Support education and workforce development initiatives
to improve the skills of our citizens.
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2022 Economic Development Strategy Update
This Community Engagement Plan is being prepared for the 2022 Economic Development
Strategy Update (EDS). The EDS will take off from the previous work but take a broader look at
the City and Greater Bozeman Region and incorporate economic and racial equity perspectives.
The EDS is comprised of the following elements:
Economic Development Strategy – The document that outlines and furthers the City of
Bozeman’s economic development efforts and is aligned with the City’s strategic goals,
i.e. An Innovative Economy
Economic Development Action Plan – The portion of the Economic Development
Strategy Update that identifies specific action steps
SWOT Analysis – SWOT is an acronym for [Economic] Strengths, Weaknesses,
Opportunities and Threats analysis conducted as part of the strategy update.
Conditions Assessment – This assessment considers economic conditions on the ground
in the region as of the time frame in which the strategy is being updated
Business or Industry Cluster or Sector – a geographic concentration of
interconnected businesses, suppliers, and associated institutions in a particular field, i.e.
the photonics cluster or sector.
Key partners and interest groups
Internal
1. Economic development team;
2. Consultant team; and
3. Community engagement.
External
1. Local and regional economic development practitioners;
2. The Economic Vitality Board;
3. Private sector business representatives;
4. Minority business owners; and
5. Affordable housing and social service providers and advocates.
These external partners will all comprise the Regional Leadership Council (RLC) that will
provide guidance and feedback throughout the strategy development. More details on the
RLC are outlined below
Partners’ role in decision making process
1. Engage stakeholders on the Condition Assessment and SWOT analysis;
2. Identify barriers and opportunities for underrepresented groups to access opportunity
and economic mobility;
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4
3. Provide feedback and input on the vision, goals and objectives in the EDS; and
4. Provide feedback and guidance from the RLC and stakeholders on the appropriate
method of weaving equity and sustainability/resiliency into the ED Strategy update.
5. Consulting partners on what economic development and prosperity look like in
Bozeman from their unique perspectives.
STEP IN
DECISION
MAKING
PROCESS
SPECTRUM
LEVEL
C.E. STATEMENT
(leave empty if Spectrum Level is
INFORM)
Interest group or
partner
(ex. all or targeted)
Define
problem /
opportunity
Involve Define a city vision, values and
guiding principles for the EDS.
Establish a common definition of
prosperity
All
Gather
information
Consult Identify barriers and
opportunities for
underrepresented groups to
access opportunity and economic
mobility.
RLC, community
members, cluster
representatives
Establish
decision
criteria
Inform Criteria used to establish vision, values,
guiding principles will be determined by
CC, EPS/Bridge through the Conditions
Assessment and results from
engagement
All
Develop
alternatives
Inform CC, EPS/Bridge team will develop the
“alternatives” or draft goals and
objectives for the EDS
All
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Evaluate
alternatives
Consult Provide feedback and input on
the goals and objectives in the
EDS
All
Make
decision
Inform Economic Vitality Board will make
recommendation to City Commission to
adopt EDS
All
OVERALL PUBLIC INVOLVEMENT LEVEL: Consult, Involve and Collaborate
GOAL FOR COMMUNITY ENGAGEMENT
Update the City’s Economic Development Strategy by revisiting the three strategic imperatives
to ensure that changing conditions in our community, equity, sustainability and resiliency are
reflected in the new strategy
OBJECTIVES – (SMART! Specific, Measurable, Attainable, Realistic, Timely)
Stakeholder engagement is a critical element in the strategy development to hear consistent
themes regarding barriers and opportunities. All stakeholder engagement will be grounded in
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the presentation of facts and findings determined in the preliminary work. This approach will
provide a foundation for feedback and more guided discussion.
The consultant team will work with staff to develop meetings with a specific grouping of
attendees (e.g. target industry cluster, economic development professionals, underserved,
sustainability/resiliency, housing, etc.) to gather more detailed information specific to their
interests. This qualitative information will supplement the quantitative information to begin to
guide the strategy.
We anticipate that these meetings will be in person. During the visit(s), staff and the consultant
team will also meet with the Regional Leadership Committee (RLC) and the Bozeman City
Commission, or individual Commissioners, to outline the strategy development process and
gather their initial feedback as well. Proposed engagement includes:
1. Up to five roundtable meetings with industry cluster businesses and community
stakeholders;
2. Up to two focus groups with housing advocates, affordable housing developers, and
social service providers;
3. Meeting with City staff including, but not limited to, sustainability, public works,
community development, strategic services and communication and engagement;.
4. RLC meeting;
5. City Commission or Commissioner meetings;
6. Up to 6 individual follow-up meetings as necessary; and
7. Summary of feedback.
PUBLIC ENGAGEMENT STRATEGY
This section summarizes CEP. An estimated meeting schedule is attached for planning purposes
but may be adjusted over the course of the project.
Phase I Timeline: Tasks 1-2 in Economic Development Strategy (EDS)
December-January 2021-2022
Phase 1:
In Phase I the Consultant Team will establish baseline information on the economy needed to
inform the engagement process. We will also work with the Core Committee (City Staff) to form
the Advisory Committees and Regional Leadership Committees.
Prepare and Inform:
Committee member identification
Committee formation
Perform data gathering and analysis to inform committee members and participants in
Phase II
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Actions:
o City and Consultant will work together to form the Advisory Committee (AC) and
Regional Leadership Committee (RLC)
Tools:
o Personal contact and outreach to prospective committee members
o Economic and demographic research, benchmarking against peer cities or
regions.
Phase II Timeline: February-March 2022
Tasks 3 and 4 of EDS
Phase II: Involve and Consult
This Phase will cover the bulk of the community engagement in the EDS. We will be engaging
with a broad cross section of groups organized around the Guiding Principles. After the Task 3
engagement activities, we will develop draft strategies and policies for review by the AC and
RLC.
Actions:
Up to five roundtables with industry cluster businesses and community members
Up to two focus groups with housing and social services providers and advocates
for low income and vulnerable populations.
Meeting with City staff including, but not limited to, sustainability, public works,
community development, strategic services and communication and
engagement;
RLC Meeting
City Commission Meeting
Up to 6 individual follow up meetings as necessary
Summary of engagement and feedback
Draft of Vision, Values, Guiding Principles, Key Findings, Goals and Objectives
Tools:
Facilitated discussions
Focus groups
One-on-one follow up interviews
Phase III Timeline: April-June 2022
Tasks 4 and 5 of EDS
Phase III: Inform and Consult
In Phase III the Consultant will revise the strategies and policies from the feedback from the
Phase II engagement and work between the Consultant and Core Committee. We will ensure
that the revised strategies and policies reflect input from the Phase II engagement, including
input from vulnerable populations. The Consultant will inform the AC and RLC on the
recommendations and consult them for feedback on the direction of the EDS.
Actions:
Revised Vision, Values, Guiding Principles, Key Findings, Goals and Objectives
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Presentations to AC and RLC to review and approve vision, values, guiding
principles
Presentations to AC and RLC to review and approve goals and objectives
Presentation to City Commission
Final Strategy document report
Tools:
Facilitated discussions with AC, RLC, and City Commission
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TASK 2 & 3 – Conditions Assessment and Engagement
CC (Consultants + Brit/David) AC (Co-Chairs of RLC – one private) RLC (Economic Vitality Board + stakeholders)
Estimated
Mtg. Date
Topic Mtg Date Topic Mtg Date Topic
12/03 Bridge/EPS finalize
draft peer regions
and data points to
start analysis
Review RLC list
and AC members
to finalize groups.
12/17 (client
task)
Finalize RLC and AC
1/07 EPS presents
internal raw data on
peers
Bridge provides
stakeholder
meeting list and
invite language
1/10
(client task)
Stakeholder meeting
invites out
2/02 Draft RLC
Presentation for AC
review
2/07 Overview of Roles
and Process
Draft RLC
Presentation for AC
review
2/14 RLC Role and Process
ED + traded sector defined
Strategy Framework
Peer regions, demographic data
2/14 -2/15 Participant Roundtables
2/15 City Commission Meeting
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TASK 4 – Strategy
CC (Consultants + Brit/David) AC (Co-Chairs of RLC – one private) RLC (Economic Vitality Board + participants)
Mtg Date Topic Mtg Date Topic Mtg Date Topic
2/21 Debrief on
Engagement
Feedback
3/02 Vision, Values and
Guiding Principles
3/07 Vision, Values and
Guiding Principles
3/14 Vision, Values and Guiding
Principles
3/30 Key Findings, Goals,
and Objectives
4/04 Key Findings, Goals, and
Objectives
4/11 Key Findings, Goals, and
Objectives
4/22 Final Draft Strategy
Preliminary Action
Ideas
4/27 Final Draft Strategy
Preliminary Action
Ideas
5/16 Final Draft Strategy
Preliminary Action Ideas
5/17 City Commission Meeting
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TASK 5 – Implementation
CC (Consultants + Brit/David) AC (Co-Chairs of RLC – one private) RLC (Economic Vitality Board + participants)
Mtg Date Topic Mtg Date Topic Mtg Date Topic
5/31 Draft Action Matrix
6/10 Draft Action Matrix
6/22 Draft Action Matrix
6/29 Final Action Matrix
7/08 Final Action Matrix
7/20 Final Action Matrix
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PROFESSIONAL SERVICES AGREEMENT
THIS AGREEMENT is made and entered into this 22nd day of June, 2021 (“Effective
Date”), by and between the CITY OF BOZEMAN, MONTANA, a self-governing municipal
corporation organized and existing under its Charter and the laws of the State of Montana, 121 North
Rouse Street, Bozeman, Montana, with a mailing address of PO Box 1230, Bozeman, MT 59771,
hereinafter referred to as “City,” and, ECONOMIC AND PLANNING SYSTEMS, INC., 730 17th
Street, Suite 630, Denver, CO 80202, hereinafter referred to as “Contractor.” The City and Contractor
may be referred to individually as “Party” and collectively as “Parties.”
In consideration of the mutual covenants and agreements herein contained, the receipt and
sufficiency whereof being hereby acknowledged, the parties hereto agree as follows:
1. Purpose: City agrees to enter this Agreement with Contractor to perform for City
services described in the Scope of Services attached hereto as Exhibit A and by this reference made
a part hereof.
2. Term/Effective Date: This Agreement is effective upon the Effective Date and will
expire on the 30 day of June 2026, or the completion of any written Task Order initiated prior to June
30, 2026 unless earlier terminated in accordance with this Agreement.
3. Scope of Services: Contractor will perform the work and provide the services in
accordance with the specific services and corresponding schedule as mutually agreed upon by City
and Contractor and included in each individual Task Order executed under the authority of this
Agreement. Task Orders shall be attached and made part of this Agreement. For conflicts between
this Agreement and the Scope of Services, unless specifically provided otherwise, the Agreement
governs.
4. Payment: The terms of compensation to Contractor shall be agreed upon and included
in each Task Order. City agrees to pay Contractor the amount specified in the individual Task
Orders. Any alteration or deviation from the described services that involves additional costs above
the Agreement amount will be performed by Contractor after written request by the City, and will
DocuSign Envelope ID: 463D846F-B33D-495F-ABF4-127FE0DC5E88
23303
Professional Services Agreement for Economic and Planning Systems, Inc. Term Contract FY 2021 – FY 2027
Page 2 of 13
become an additional charge over and above the amount listed in the Scope of Services. The City
must agree in writing upon any additional charges.
5. Contractor’s Representations: To induce City to enter into this Agreement,
Contractor makes the following representations:
a. Contractor has familiarized itself with the nature and extent of this Agreement, the
Scope of Services, and with all local conditions and federal, state and local laws, ordinances, rules,
and regulations that in any manner may affect cost, progress or performance of the Scope of Services.
b. Contractor represents and warrants to City that it has the experience and ability to
perform the services required by this Agreement; that it will perform the services in a professional,
competent and timely manner and with diligence and skill; that it has the power to enter into and
perform this Agreement and grant the rights granted in it; and that its performance of this Agreement
shall not infringe upon or violate the rights of any third party, whether rights of copyright, trademark,
privacy, publicity, libel, slander or any other rights of any nature whatsoever, or violate any federal,
state and municipal laws. The City will not determine or exercise control as to general procedures or
formats necessary to have these services meet this warranty.
6. Independent Contractor Status/Labor Relations: The parties agree that Contractor
is an independent contractor for purposes of this Agreement and is not to be considered an employee
of the City for any purpose. Contractor is not subject to the terms and provisions of the City’s
personnel policies handbook and may not be considered a City employee for workers’ compensation
or any other purpose. Contractor is not authorized to represent the City or otherwise bind the City in
any dealings between Contractor and any third parties.
Contractor shall comply with the applicable requirements of the Workers’ Compensation Act,
Title 39, Chapter 71, Montana Code Annotated (MCA), and the Occupational Disease Act of
Montana, Title 39, Chapter 71, MCA. Contractor shall maintain workers’ compensation coverage for
all members and employees of Contractor’s business, except for those members who are exempted
by law.
Contractor shall furnish the City with copies showing one of the following: (1) a binder for
workers’ compensation coverage by an insurer licensed and authorized to provide workers’
compensation insurance in the State of Montana; or (2) proof of exemption from workers’
compensation granted by law for independent contractors.
In the event that, during the term of this Agreement, any labor problems or disputes of any
type arise or materialize which in turn cause any services to cease for any period of time, Contractor
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specifically agrees to take immediate steps, at its own expense and without expectation of
reimbursement from City, to alleviate or resolve all such labor problems or disputes. The specific
steps Contractor shall take shall be left to the discretion of Contractor; provided, however, that
Contractor shall bear all costs of any related legal action. Contractor shall provide immediate relief
to the City so as to permit the services to continue at no additional cost to City.
Contractor shall indemnify, defend, and hold the City harmless from any and all claims,
demands, costs, expenses, damages, and liabilities arising out of, resulting from, or occurring in
connection with any labor problems or disputes or any delays or stoppages of work associated with
such problems or disputes.
7. Indemnity/Waiver of Claims/Insurance: For other than professional services
rendered, to the fullest extent permitted by law, Contractor agrees to release, defend, indemnify, and
hold harmless the City, its agents, representatives, employees, and officers (collectively referred to
for purposes of this Section as the City) from and against any and all claims, demands, actions, fees
and costs (including attorney’s fees and the costs and fees of expert witness and consultants), losses,
expenses, liabilities (including liability where activity is inherently or intrinsically dangerous) or
damages of whatever kind or nature connected therewith and without limit and without regard to the
cause or causes thereof or the negligence of any party or parties that may be asserted against,
recovered from or suffered by the City occasioned by, growing or arising out of or resulting from or
in any way related to: (i) the negligent, reckless, or intentional misconduct of the Contractor; or (ii)
any negligent, reckless, or intentional misconduct of any of the Contractor’s agents.
For the professional services rendered, to the fullest extent permitted by law, Contractor
agrees to indemnify and hold the City harmless against claims, demands, suits, damages, losses, and
expenses, including reasonable defense attorney fees, to the extent caused by the negligence or
intentional misconduct of the Contractor or Contractor’s agents or employees.
Such obligations shall not be construed to negate, abridge, or reduce other rights or obligations
of indemnity that would otherwise exist. The indemnification obligations of this Section must not be
construed to negate, abridge, or reduce any common-law or statutory rights of the City as
indemnitee(s) which would otherwise exist as to such indemnitee(s).
Contractor’s indemnity under this Section shall be without regard to and without any right to
contribution from any insurance maintained by City.
Should the City be required to bring an action against the Contractor to assert its right to
defense or indemnification under this Agreement or under the Contractor’s applicable insurance
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policies required below, the City shall be entitled to recover reasonable costs and attorney fees
incurred in asserting its right to indemnification or defense but only if a court of competent
jurisdiction determines the Contractor was obligated to defend the claim(s) or was obligated to
indemnify the City for a claim(s) or any portion(s) thereof.
In the event of an action filed against the City resulting from the City’s performance under
this Agreement, the City may elect to represent itself and incur all costs and expenses of suit.
Contractor also waives any and all claims and recourse against the City, including the right of
contribution for loss or damage to person or property arising from, growing out of, or in any way
connected with or incident to the performance of this Agreement except “responsibility for [City’s]
own fraud, for willful injury to the person or property of another, or for violation of law, whether
willful or negligent” as per 28-2-702, MCA.
These obligations shall survive termination of this Agreement and the services performed
hereunder.
In addition to and independent from the above, Contractor shall at Contractor’s expense secure
insurance coverage through an insurance company or companies duly licensed and authorized to
conduct insurance business in Montana which insures the liabilities and obligations specifically
assumed by the Contractor in this Section. The insurance coverage shall not contain any exclusion
for liabilities specifically assumed by the Contractor in this Section.
The insurance shall cover and apply to all claims, demands, suits, damages, losses, and
expenses that may be asserted or claimed against, recovered from, or suffered by the City without
limit and without regard to the cause therefore and which is acceptable to the City. Contractor shall
furnish to the City an accompanying certificate of insurance and accompanying endorsements in
amounts not less than as follows:
• Workers’ Compensation – statutory;
• Employers’ Liability - $1,000,000 per occurrence; $2,000,000 annual aggregate;
• Commercial General Liability - $1,000,000 per occurrence; $2,000,000 annual
aggregate;
• Automobile Liability - $1,000,000 property damage/bodily injury per accident; and
• Professional Liability - $1,000,000 per claim; $2,000,000 annual aggregate.
The above amounts shall be exclusive of defense costs. The City shall be endorsed as an
additional or named insured on a primary non-contributory basis on both the Commercial General
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and Automobile Liability policies. The insurance and required endorsements must be in a form
suitable to City and shall include no less than a thirty (30) day notice of cancellation or non-renewal.
Contractor shall notify City within two (2) business days of Contractor’s receipt of notice that any
required insurance coverage will be terminated or Contractor’s decision to terminate any required
insurance coverage for any reason.
The City must approve all insurance coverage and endorsements prior to the Contractor
commencing work.
8. Termination for Contractor’s Fault:
a. If Contractor refuses or fails to timely do the work, or any part thereof, or fails
to perform any of its obligations under this Agreement, or otherwise breaches any terms or
conditions of this Agreement, the City may, by written notice, terminate this Agreement and
the Contractor’s right to proceed with all or any part of the work (“Termination Notice Due
to Contractor’s Fault”). The City may then take over the work and complete it, either with its
own resources or by re-letting the contract to any other third party.
b. In the event of a termination pursuant to this Section 8, Contractor shall be
entitled to payment only for those services Contractor actually rendered.
c. Any termination provided for by this Section 8 shall be in addition to any other
remedies to which the City may be entitled under the law or at equity.
d. In the event of termination under this Section 8, Contractor shall, under no
circumstances, be entitled to claim or recover consequential, special, punitive, lost business
opportunity, lost productivity, field office overhead, general conditions costs, or lost profits
damages of any nature arising, or claimed to have arisen, as a result of the termination.
9. Termination for City’s Convenience:
a. Should conditions arise which, in the sole opinion and discretion of the City,
make it advisable to the City to cease performance under this Agreement, the City may
terminate this Agreement by written notice to Contractor (“Notice of Termination for City’s
Convenience”). The termination shall be effective in the manner specified in the Notice of
Termination for City’s Convenience and shall be without prejudice to any claims that the City
may otherwise have against Contractor.
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b. Upon receipt of the Notice of Termination for City’s Convenience, unless
otherwise directed in the Notice, the Contractor shall immediately cease performance under
this Agreement and make every reasonable effort to refrain from continuing work, incurring
additional expenses or costs under this Agreement and shall immediately cancel all existing
orders or contracts upon terms satisfactory to the City. Contractor shall do only such work as
may be necessary to preserve, protect, and maintain work already completed or immediately
in progress.
c. In the event of a termination pursuant to this Section 9, Contractor is entitled
to payment only for those services Contractor actually rendered on or before the receipt of the
Notice of Termination for City’s Convenience.
d. The compensation described in Section 9(c) is the sole compensation due to
Contractor for its performance of this Agreement. Contractor shall, under no circumstances,
be entitled to claim or recover consequential, special, punitive, lost business opportunity, lost
productivity, field office overhead, general conditions costs, or lost profits damages of any
nature arising, or claimed to have arisen, as a result of the termination.
10. Limitation on Contractor’s Damages; Time for Asserting Claim:
a. In the event of a claim for damages by Contractor under this Agreement,
Contractor’s damages shall be limited to contract damages and Contractor hereby expressly
waives any right to claim or recover consequential, special, punitive, lost business
opportunity, lost productivity, field office overhead, general conditions costs, or lost profits
damages of any nature or kind.
b. In the event Contractor wants to assert a claim for damages of any kind or
nature, Contractor shall provide City with written notice of its claim, the facts and
circumstances surrounding and giving rise to the claim, and the total amount of damages
sought by the claim, within thirty (30) days of the facts and circumstances giving rise to the
claim. In the event Contractor fails to provide such notice, Contractor shall waive all rights
to assert such claim.
11. Representatives and Notices:
a. City’s Representative: The City’s Representative for the purpose of this
Agreement shall be David Fine, Urban Renewal Program Manager, or such other individual
as City shall designate in writing. Whenever approval or authorization from or
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communication or submission to City is required by this Agreement, such communication or
submission shall be directed to the City’s Representative and approvals or authorizations shall
be issued only by such Representative; provided, however, that in exigent circumstances when
City’s Representative is not available, Contractor may direct its communication or submission
to other designated City personnel or agents as designated by the City in writing and may
receive approvals or authorization from such persons.
b. Contractor’s Representative: The Contractor’s Representative for the
purpose of this Agreement shall be Brian Duffany, Executive Vice President, or such other
individual as Contractor shall designate in writing. Whenever direction to or communication
with Contractor is required by this Agreement, such direction or communication shall be
directed to Contractor’s Representative; provided, however, that in exigent circumstances
when Contractor’s Representative is not available, City may direct its direction or
communication to other designated Contractor personnel or agents.
c. Notices: All notices required by this Agreement shall be in writing and
shall be provided to the Representatives named in this Section. Notices shall be deemed given
when delivered, if delivered by courier to Party’s address shown above during normal business
hours of the recipient; or when sent, if sent by email or fax (with a successful transmission
report) to the email address or fax number provided by the Party’s Representative; or on the
fifth business day following mailing, if mailed by ordinary mail to the address shown above,
postage prepaid.
12. Permits: Contractor shall provide all notices, comply with all applicable laws,
ordinances, rules, and regulations, obtain all necessary permits, licenses, including a City of Bozeman
business license, and inspections from applicable governmental authorities, and pay all fees and
charges in connection therewith.
13 Laws and Regulations: Contractor shall comply fully with all applicable state and
federal laws, regulations, and municipal ordinances including, but not limited to, all workers’
compensation laws, all environmental laws including, but not limited to, the generation and disposal
of hazardous waste, the Occupational Safety and Health Act (OSHA), the safety rules, codes, and
provisions of the Montana Safety Act in Title 50, Chapter 71, MCA, all applicable City, County, and
State building and electrical codes, the Americans with Disabilities Act, and all non-discrimination,
affirmative action, and utilization of minority and small business statutes and regulations.
14. Nondiscrimination and Equal Pay: The Contractor agrees that all hiring by
Contractor of persons performing this Agreement shall be on the basis of merit and qualifications.
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The Contractor will have a policy to provide equal employment opportunity in accordance with all
applicable state and federal anti-discrimination laws, regulations, and contracts. The Contractor will
not refuse employment to a person, bar a person from employment, or discriminate against a person
in compensation or in a term, condition, or privilege of employment because of race, color, religion,
creed, political ideas, sex, age, marital status, national origin, actual or perceived sexual orientation,
gender identity, physical or mental disability, except when the reasonable demands of the position
require an age, physical or mental disability, marital status or sex distinction. The Contractor shall
be subject to and comply with Title VI of the Civil Rights Act of 1964; Section 140, Title 2, United
States Code, and all regulations promulgated thereunder.
Contractor represents it is, and for the term of this Agreement will be, in compliance with the
requirements of the Equal Pay Act of 1963 and Section 39-3-104, MCA (the Montana Equal Pay Act).
Contractor must report to the City any violations of the Montana Equal Pay Act that Contractor has
been found guilty of within 60 days of such finding for violations occurring during the term of this
Agreement.
Contractor shall require these nondiscrimination terms of its subcontractors providing services
under this Agreement.
15. Intoxicants; DOT Drug and Alcohol Regulations/Safety and Training: Contractor
shall not permit or suffer the introduction or use of any intoxicants, including alcohol or illegal drugs,
by any employee or agent engaged in services to the City under this Agreement while on City property
or in the performance of any activities under this Agreement. Contractor acknowledges it is aware of
and shall comply with its responsibilities and obligations under the U.S. Department of Transportation
(DOT) regulations governing anti-drug and alcohol misuse prevention plans and related testing. City
shall have the right to request proof of such compliance and Contractor shall be obligated to furnish
such proof.
The Contractor shall be responsible for instructing and training the Contractor's employees
and agents in proper and specified work methods and procedures. The Contractor shall provide
continuous inspection and supervision of the work performed. The Contractor is responsible for
instructing its employees and agents in safe work practices.
16. Modification and Assignability: This Agreement may not be enlarged, modified or
altered except by written agreement signed by both parties hereto. The Contractor may not
subcontract or assign Contractor’s rights, including the right to compensation or duties arising
hereunder, without the prior written consent of the City. Any subcontractor or assignee will be bound
by all of the terms and conditions of this Agreement.
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17. Reports/Accountability/Public Information: Contractor agrees to develop and/or
provide documentation as requested by the City demonstrating Contractor’s compliance with the
requirements of this Agreement. Contractor shall allow the City, its auditors, and other persons
authorized by the City to inspect and copy its books and records for the purpose of verifying that the
reimbursement of monies distributed to Contractor pursuant to this Agreement was used in
compliance with this Agreement and all applicable provisions of federal, state, and local law. The
Contractor shall not issue any statements, releases or information for public dissemination without
prior approval of the City.
18. Non-Waiver: A waiver by either party of any default or breach by the other party of
any terms or conditions of this Agreement does not limit the other party’s right to enforce such term
or conditions or to pursue any available legal or equitable rights in the event of any subsequent default
or breach.
19. Attorney’s Fees and Costs: In the event it becomes necessary for either Party to
retain an attorney to enforce any of the terms or conditions of this Agreement or to give any notice
required herein, then the prevailing Party or the Party giving notice shall be entitled to reasonable
attorney's fees and costs, including fees, salary, and costs of in-house counsel including the City
Attorney’s Office staff.
20. Taxes: Contractor is obligated to pay all taxes of any kind or nature and make all
appropriate employee withholdings.
21. Dispute Resolution:
a. Any claim, controversy, or dispute between the parties, their agents,
employees, or representatives shall be resolved first by negotiation between senior-level
personnel from each party duly authorized to execute settlement agreements. Upon mutual
agreement of the parties, the parties may invite an independent, disinterested mediator to assist
in the negotiated settlement discussions.
b. If the parties are unable to resolve the dispute within thirty (30) days from the
date the dispute was first raised, then such dispute may only be resolved in a court of
competent jurisdiction in compliance with the Applicable Law provisions of this Agreement.
22. Survival: Contractor’s indemnification shall survive the termination or expiration of
this Agreement for the maximum period allowed under applicable law.
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23. Headings: The headings used in this Agreement are for convenience only and are not
be construed as a part of the Agreement or as a limitation on the scope of the particular paragraphs to
which they refer.
24. Severability: If any portion of this Agreement is held to be void or unenforceable, the
balance thereof shall continue in effect.
25. Applicable Law: The parties agree that this Agreement is governed in all respects by
the laws of the State of Montana.
26. Binding Effect: This Agreement is binding upon and inures to the benefit of the heirs,
legal representatives, successors, and assigns of the parties.
27. No Third-Party Beneficiary: This Agreement is for the exclusive benefit of the
parties, does not constitute a third-party beneficiary agreement, and may not be relied upon or
enforced by a third party.
28. Counterparts: This Agreement may be executed in counterparts, which together
constitute one instrument.
29. Integration: This Agreement and all Exhibits attached hereto constitute the entire
agreement of the parties. Covenants or representations not contained herein or made a part thereof
by reference, are not binding upon the parties. There are no understandings between the parties other
than as set forth in this Agreement. All communications, either verbal or written, made prior to the
date of this Agreement are hereby abrogated and withdrawn unless specifically made a part of this
Agreement by reference.
30. Consent to Electronic Signatures: The Parties have consented to execute this
Agreement electronically in conformance with the Montana Uniform Electronic Transactions Act,
Title 30, Chapter 18, Part 1, MCA.
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**** END OF AGREEMENT EXCEPT FOR SIGNATURES ****
IN WITNESS WHEREOF, the parties hereto have executed this Agreement the day and
year first above written or as recorded in an electronic signature.
CITY OF BOZEMAN, MONTANA ____________________________________
CONTRACTOR (Type Name Above)
By________________________________ By__________________________________
Jeff Mihelich, City Manager
Print Name: ___________________________
Print Title: ____________________________
APPROVED AS TO FORM:
By_______________________________
Greg Sullivan, Bozeman City Attorney
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Economic & Planning Systems, Inc.
Principal
Dan Guimond
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Exhibit “A”
SCOPE OF SERVICES
The selected consultant may assist the City on any task defined by the general scope of work as directed by
written task order.
A) Economic Development Strategy and Implementation
• Provide strategic, data-driven advice regarding the feasibility of various development types and
projects and provide guidance on the tools, public infrastructure, programs, partnerships,
incentives and policies that can stimulate the desired development.
• Background and experience in analyzing regulations and development codes and policies to support
strategic objectives
• Commercial and Mixed-Use District Development strategies and implementation.
• Perform market analysis to support policy and land use decisions.
• Create strategic Economic Development Strategies and Action Plans
• Create data driven marking materials that reflect community assets to welcome talent and business
for key clusters
B) Economic Development and Real Estate Financial Analysis
• Provide robust and data rich assessments of Bozeman and Gallatin County’s real estate and
housing market.
o Regional growth trends related to population, employment including tracking key
employment sectiors, and demographic data
o For-sale Market
o Rental Market
o Commercial and Residential Market Trends
o Affordability Indicators
• Provide data driven analysis to support economic development strategy and implementation of
that strategy.
C) Public-Private Partnerships
• Assist in negotiating and structuring public-private partnerships that are beneficial to the City of
Bozeman.
o Provide guidance on the development of shared structured and surface parking facilities.
o Provide guidance on attracting and facilitating mixed use investment in key districts.
o Provide guidance on the development of workforce and affordable housing projects, deal
structures and incentives
• Provide robust and detailed analysis and financial pro formas to examine the financial feasibility of
specific projects and provide gap financing analysis to right size economic development incentives.
• Project TIF cash flows based on existing projects and projected projects to assist with obtaining
financing, including bonding.
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D) Building and Development Conceptualization
• Provide ongoing assistance in developing Bozeman’s mixed-use districts as a specific kinds of places
by working with property owners and developers to advance building concepts and formats that
are consistent with the aspirations of Bozeman’s guiding plans, while staying feasible in Bozeman’s
real estate market. The firm or team will demonstrate competency in urban and landscape planning
and design and be able to produce visioning documents that show the integration of plans and
projects with the built environment.
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Meeting Date in Red indicates in person meeting with consultant team
December 15, 2021 1
Conditions Assessment and Engagement
CC (Consultants + Brit/David) AC (Co-Chairs of RLC – one private) RLC (Economic Vitality Board + stakeholders)
Mtg Date Topic Mtg Date Topic Mtg Date Topic
1/03 • Kick-off meeting:
review proposed
peer regions and
data points to start
analysis
• Review final RLC
and AC list
1/05 EVB meeting
1/25 • EPS presents
internal raw data on
peers
• Bridge provides
stakeholder
meeting list and
invite language
1/27
(client task)
Stakeholder meeting
invites out
2/07 Draft RLC
Presentation for AC
review
2/14 • Overview of Roles
and Process
• Draft RLC
Presentation for AC
review
2/21 • RLC Role and Process
• ED + traded sector defined
• Strategy Framework
• Peer regions, demographic data
2/21 - 2/22 Stakeholder Roundtables
2/22 City Commission Meeting
316
Meeting Date in Red indicates in person meeting with consultant team
December 15, 2021 2
Strategy
CC (Consultants + Brit/David) AC (Co-Chairs of RLC – one private) RLC (Economic Vitality Board + stakeholders)
Mtg Date Topic Mtg Date Topic Mtg Date Topic
3/02 Debrief on
Engagement
Feedback
3/07 Vision, Values and
Guiding Principles
3/11 Vision, Values and
Guiding Principles
3/14-18 BZN Spring Break
3/21-25 PDX Spring Break
3/28-4/01 CO Spring Break
3/25 Vision, Values and Guiding
Principles
4/15 Key Findings, Goals,
and Objectives
4/20 Key Findings, Goals, and
Objectives
4/27 Key Findings, Goals, and
Objectives
5/20 Draft Strategy and
Preliminary Action
Ideas
5/26 Draft Strategy and
Preliminary Action Ideas
5/27-31 Memorial Day
6/13-16 AP out
6/20 Draft Strategy and Preliminary
Action Ideas
6/21 City Commission Meeting
317
Meeting Date in Red indicates in person meeting with consultant team
December 15, 2021 3
Implementation
CC (Consultants + Brit/David) AC (Co-Chairs of RLC – one private) RLC (Economic Vitality Board + stakeholders)
Mtg Date Topic Mtg Date Topic Mtg Date Topic
6/30 Draft Action Matrix
7/07 Draft Action Matrix
7/15 Draft Action Matrix
8/03 Final Action Matrix
8/10 Final Action Matrix
8/19 Final Action Matrix
318
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November 2016 Page i
Acknowledgements
Bozeman City Commission
Mayor Carson Taylor
Deputy Mayor Cynthia Andrus
Commissioner Chris Mehl
Commissioner I-Ho Pomery
Commissioner Jeff Krauss
Economic Development Council
Mayor Carson Taylor, Commission Liaison
Erik Garberg
Steve Holland
Chris Kukulski
Kris Kumlien
Rebecca Marhurin
Cheryl Ridgely
Daryl Schliem
Economic Development Council Subcommittee of Local Business Leaders
Terry Alborn
Jim Ness
Alistair Stewart
Penny Zacharisian
Economic Development Department
Brit Fontenot
David Fine
Prepared By
Leland Consulting Group, Inc.
610 SW Alder Street, Suite 1008
Portland, Oregon 97205
503.222.1600
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November 2016 Page ii
Table of Contents
Introduction ..................................................................................................................................................................... 1
What is Economic Development? ........................................................................................................................ 2
Talent ........................................................................................................................................................................... 5
Skilled Workforce ...................................................................................................................................................... 6
What is the Benefit of an Economic Development Vision and Strategy? ................................................. 7
Background .................................................................................................................................................................... 9
Stakeholder Interview Themes .............................................................................................................................. 9
Citywide Survey Themes ........................................................................................................................................ 10
Business Owner Survey Themes .......................................................................................................................... 11
Montana Photonics Industry Alliance Member Survey (2014) ..................................................................... 14
Strengths, Weaknesses, Opportunities, and Challenges (SWOT) ............................................................... 14
Economic Profile .......................................................................................................................................................... 15
Population Growth .................................................................................................................................................. 15
Employment Growth .............................................................................................................................................. 16
Commute Patterns .................................................................................................................................................. 16
Median Age .............................................................................................................................................................. 17
Distribution of Employment.................................................................................................................................. 17
Income Distribution ................................................................................................................................................ 18
Education Attainment............................................................................................................................................. 19
Industry Clusters .......................................................................................................................................................... 20
Photonics .................................................................................................................................................................. 20
Software/IT ............................................................................................................................................................... 23
Outdoor .................................................................................................................................................................... 24
Tourism/Recreation ............................................................................................................................................... 26
Biotechnology ......................................................................................................................................................... 28
The Strategy ................................................................................................................................................................. 30
Current Strategy ..................................................................................................................................................... 30
Strategy Update ...................................................................................................................................................... 30
Goal 1: Expand the Existing Base ......................................................................................................................... 31
Goal 2: Support Business ...................................................................................................................................... 33
Goal 3: Regional Connections ............................................................................................................................. 35
Appendix A: Action List
Appendix B: Stakeholder List
Appendix C: Commission Resolution
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Introduction
The modern global economy consists of rapidly changing market trends.
The one economic certainty that pertains to any industry is the increasing
need for skilled talent. Unfortunately, complex issues driving income
stratification and workforce skills gaps are making it more difficult for all
citizens to realize positive personal economic growth in keeping with
business growth. In order to plan for this modern economy, communities
must consciously foster a diverse economic base and skilled workforce to
weather inevitable negative and positive cycles.
Coupled with global economic trends, the city of Bozeman is growing
rapidly, which introduces new challenges regarding affordable housing,
traffic, and public service provision. It is important for the City to
consciously manage growth aligned with the desired economic base in
order to retain the small town and outdoor qualities that make Bozeman
unique, while remaining competitive in the global modern economy.
Finally, city government plays a unique and distinct role in economic
development. They are the key stakeholder among many engaged
organizations that significantly invests in infrastructure and guides land use
policy. Fortunately, the City of Bozeman has a strong culture poised to
facilitate collaboration among departments including public works, finance
and community and economic development to thoughtfully align
objectives that foster a healthy economic base.
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What is Economic Development?
Economic development can be defined as efforts that seek to improve the economic well-being and
quality of life for a community by creating and/or retaining middle and high income jobs and
supporting or growing incomes and the tax base through diversification of the local economy. These
jobs are generally defined as two different sectors with distinct needs in terms of workforce and
business location. In addition, the City must provide different types of support and investments for
each sector. These sectors are distinguished for clarification regarding strategy objectives and
actions.
Traded Sector vs. Local Sector Jobs
Traded sector (also referred to as basic sector) businesses include industries and employers which
produce goods and services that are consumed outside the region where they are produced and
therefore bring in new income to the area (e.g., outdoor gear, photonics, software). Workers in the
traded sector tend to be better educated, work more hours, and earn higher average wages than
local sector business.
As the traded sector increases employment and wages, it also enables entrepreneurs to develop
skills and resources to foster innovation and start new businesses and increase employment
opportunities. Furthermore, certain traded sector companies foster a supply chain effect that create
the need for additional companies to supply components of a product that is manufactured.
Tourism is a unique traded sector industry to Bozeman in that it brings new income into the region
and it leverages Yellowstone National Park as well as numerous outdoor assets not found elsewhere
in the United States.
Local sector business consists of industries and firms that are in every region. They produce goods
and services that are consumed locally in the region where they were made, and therefore circulate
existing income in the area (e.g., drug stores, physician offices, restaurants). These businesses are
important as they make a community distinct and provide amenities to attract young professionals
and families that drive the new economy. A sampling of traded vs. local sector businesses in the
Bozeman region is indicated in Figure 1.
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Figure 1. Representative Traded Sector and Local Sector Bozeman Businesses
Traded Sector Local Sector
Table 1 highlights the average wage difference between traded sector jobs and local sector jobs in
the U.S. Also of note is the difference between Gallatin County and U.S. average wages. The
community is well aware of this disparity and that it is currently an advantage for employers.
However, business leaders interviewed as part of this economic development strategy process
expressed an understanding that this is not a healthy trend. For businesses to continue to attract a
highly skilled workforce, there need to be more companies here. When there is a larger job base, it
is more attractive to employees because they have options for career growth. In turn, once the
employment base grows, competition will occur and ultimately increase wages. Montana is starting
to realize gains in this area with real median household income increasing by 6.8 percent between
2014 and 2015 per American Community Survey statistics.
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Table 1. 2015 Annual Average Wages by Industry Sector
NAICS Industry Sector United States
Average
Wage 2015
Gallatin County
Average Wage
2015
Mesa County, CO
(City of Grand
Junction) Average
Wage 2015
Traded Sector
55 Management of
Companies & Enterprises
$116,745 $60,078 $101,797
51 Information $95,038 $56,541 $44,836
54 Professional, Scientific, &
Technical Services
$ 89,785 $66,648 $53,640
42 Wholesale Trade $ 73,363 $56,074 $55,629
31-33 Manufacturing $64,305 $41,516 $43,293
Local Sector
23 Construction $57,009 $46,908 $49,377
61 Education Services $47,968 $25,908 $21,404
62 Health Care & Social
Assistance
$47,296 $44,891 $45,897
71 Arts, Entertainment,
Recreation
$36,128 $25,840 $16,454
44-45 Retail Trade $29,742 $29,319 $27,194
72 Accommodation & Food
Services
$19,415 $18,307 $16,888
Source: Quarterly Census of Employment and Wages - Bureau of Labor Statistics, May 2016.
The lower average wages in Gallatin County are further impacted by the higher cost of living in
Bozeman as compared to similar communities as identified in the following table. As an example,
Grand Junction, CO with a similar size population as Bozeman has similar average wages as
indicated in Table 1. However Grand Junction has a lower Cost of Living Index score as identified in
Table 2, which provides more purchasing power with the wages. The composite Cost of Living Index
score is based on six categories – housing, utilities, grocery items, transportation, health care, and
miscellaneous goods and services. The national average composite index is set at 100 each period;
so the index conveys relative price levels at a specific point in time.
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Table 2. Cost of Living Index Results (Q2 2016)
Source: Prospera Business Network, September 2016.
Talent
The national economy is becoming increasingly more talent/knowledge-based than resource-based
meaning people over raw materials are the most important asset to a company’s value and
prospects for growth. This applies to all industries including manufacturing, professional services,
and technology.
Articulating this further
is the following chart
defining the shift in
market assessment for
the world’s most
valuable companies. As
illustrated in Figure 2, 10
years ago the most
valuable companies
consisted largely of
natural resource
extraction and now they
are largely technology
companies with values
based upon people
Figure 2. The Age of Tech
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generating innovative ideas and processes. This is not to suggest that Bozeman needs to focus their
industrial base entirely on technology companies, but to understand that the modern economy
thrives more on skilled people than natural resource extraction.
A significant cohort of the talent in demand consists of the “Millennial” generation (generally ages 19
to 35 in 2016) made up of approximately 76 million people – the largest demographic group our
country has seen. As this generation grows and shapes our talent-based economy, it is important to
understand what motivates them and the communities they choose in such a highly mobile
environment. Such an environment includes the following elements:
Job Base. Talent moving to a new community wants to know that there are other
opportunities if the job that brought them there does not fulfill expectations.
Simple Commute. Many Millennials are not defined by the automobile, and do not want
to drive if they don’t have to. As reported in Urban Land Institute (ULI) Emerging Trends 2016,
miles traveled by car for those people 34 years old or younger are down 23 percent
nationally. Locally, the average miles travelled by any mode – walking, driving, biking, or
taking transit – is the lowest for Millennials.
Urban Lifestyle. They tend to prefer density with alternative transportation modes and
retail nearby, which provides alternatives to owning a car. This urban lifestyle does not mean
that an entire community must conform to urban densities. What is important is that some
element of an urban lifestyle through either a healthy Main Street in a traditional downtown
or denser town centers in suburbs is provided.
Amenities. Millennials are looking for ample amenities, especially restaurants and access to
outdoor recreation.
Open Culture. They embrace social or ethical causes1 and communities that are more
diverse, accepting, and open to change.
Skilled Workforce
When planning for a future economy it is important to understand that all industries are dependent
on a talented workforce that has technical skills and/or higher education attainment. Bozeman’s
future economy requires a skilled workforce with training in career technical education (CTE) and
access to higher education science, technology, engineering, and mathematics (STEM) degrees.
Career Technical Education (CTE) Training
CTE training is targeted toward middle-skill jobs, which require education and training beyond high
school but less than a bachelor's degree, and are a significant part of the economy. Of the 55 million
job openings created by 2020, 30 percent will require some college or a two-year associate degree.
1 Brookings Institute, 11 Facts about the Millennial Generation, June, 2014.
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It is important to foster partnerships with Gallatin College and local primary and secondary schools
to encourage youth to consider this career path. By engaging youth early, they may be more likely
to attend Gallatin College or obtain other skills training and either start their own enterprise or apply
their critical skills with local companies in Bozeman. An example of CTE training includes culinary
programs that support the hospitality and tourism industry, and photonics technician training with
Computer Numeric Control (CNC) machining skills development that supports high-tech
manufacturing.
Higher Education
Globally, positions requiring substantial independent judgment and decision making are now in high
demand. Increasingly employers are demanding a workforce that has technical skills, including
manufacturing jobs that involve the operation of sophisticated machinery requiring some advanced
training beyond high school. Science, technology, engineering, and mathematics (STEM) workers are
increasingly in demand and in short supply, especially in the private sector which needs software
developers, data scientists, and those in skilled trades. Bozeman is fortunate in that it is home to
Montana State University (MSU), which provides several degrees and research facilities to equip
students with these technical, interpersonal, and entrepreneurial skills that are in high demand.
What is the Benefit of an Economic
Development Vision and Strategy?
In order to prepare a community to proactively respond to rapidly changing trends, it must have a
strategy in place. Without a strategy, efforts are often reactive, non-collaborative, and not connected
for meaningful impact. An economic development strategy will:
#1: Document a Playbook
For economic development to succeed, numerous partners and organizations must be engaged and
collaborate toward common goals. At the same time, it is essential for public and private entities to
recognize that they are partners in economic development efforts, as one cannot be sustained
without the other. To efficiently and effectively align goals, a community must understand,
document, and achieve consensus on its vision, values, opportunities, and objectives. Bozeman has
established a solid foundation with the three economic development pillar strategies defined below:
1. Support retention and growth of existing businesses, while welcoming and
encouraging new businesses;
2. Invest in infrastructure as a mechanism to drive economic development; and
3. Support education and workforce development initiatives to provide businesses with
qualified workers.
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The world’s economy is changing rapidly. An established “playbook” provides enough broad goals
to recognize opportunities when they arise, and also clear direction regarding the City’s roles to help
determine projects that should be pursued and those that are better implemented by other
stakeholders. To effectively implement a strategy, it is as important to say “no” to certain
opportunities as it is to say “yes” to others.
#2: Identify Specific Actions and Metrics
Once goals and objectives are defined, action must be taken. Often these actions will appear minor
without the overall context of the plan. Furthermore, some actions will build momentum and have a
meaningful impact, others will fail, and some may not occur due to limited stakeholder interest or
resources. The intent of the strategy is to provide several action items by several partners, all
working toward the same overall goal. This is a flexible document that will be shaped as
opportunities arise. Finally, it is important to revisit the document annually and determine where
progress is being made, where other areas are deficient, and acknowledge that progress is being
made. It will be necessary to update the document every three to five years in keeping with the
rapid pace of change in the economy.
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Background
In developing the economic development strategy, it is important to obtain information from local
businesses and employees. We have achieved this through personal interviews of stakeholders
identified in Attachment B and survey responses from the business community. Consistent themes
from the interviews and surveys are summarized below and are reflected in the strategy.
Stakeholder Interview Themes
In August, 2016 Leland Consulting Group and Bozeman Economic Development staff held several
meetings with industry representatives, small business organizations, the Economic Development
Committee, and City staff to determine opportunities and challenges to fostering economic
development in the Bozeman region. Consistent themes and comments are noted below.
Hard to attract and hire senior level talent. Often want to also bring professional spouse but
may not have a position for that person. This is referred to as a “trailing spouse issue”.
Need to tell Bozeman business story (outdoor recreation story is done well already).
If more companies are here, it is more attractive to employees because they have options for
career growth and competition which ultimately increases wages.
Need to make sure existing companies have place to grow. They want to stay within the
Bozeman city limits but that opportunity is becoming constrained by costs and lack of
building sites.
Protect access to and quality of outdoor life and ecosystem (aquifers, trails, streams, views).
This is vital to Bozeman.
Emerging growth and economic development issues must be addressed on a regional level.
Need to start thinking regionally.
Financial resources are constrained. Need to work together (private/public) for proactive
solutions.
Accommodate and welcome new businesses interested in Bozeman, and balance other
economic development priorities with recruitment of companies.
Work with industry clusters to determine gaps in supply-chain and target companies needed
to fill the gaps.
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Citywide Survey Themes
The City of Bozeman is undergoing a Strategic Planning Process, which included outreach to the
local citizens via survey. They received over 530 responses, including the following, which represent
consistent themes in answering “What is your vision for an innovative economy?”
Higher wages, more appreciation of workforce, less concentration of wealth in the hands of a
few privileged folks
Promote growth on the micro level by opening doors and lightening unnecessary restrictions
that were written with larger businesses in mind. We need more people manufacturing or
running businesses out of their homes and vehicles as the cost of brick and mortar
businesses has become prohibitive to smaller startups.
Small, entrepreneurial businesses are the key. They are flexible, hire the most individuals and
adapt better than large businesses to a constantly changing economy!
Thriving business community, lots of growing startups, full employment, opportunities to get
training to improve your position.
Easy to start a business, easy to get funding.
A varied economy that continues to make quality of life a priority.
Economy based on multiple legs – technology, recreation, other skilled employment
Utilizing local talent and businesses.
Develop a plan to improve jobs and employment opportunities for residents wanting to stay
in the area equally matched with recruiting out of state residents for current and future
openings for employment. Develop training programs for workforces underrepresented, like
skilled trades, high-tech, and service work such as hospitality, landscaping, or unskilled labor.
Jobs that pay enough to let you live here.
Global, technology based businesses and other clean industries.
I would hope that Bozeman is an outdoor industry hub, has more than high-tech as options
for well-paying jobs, and has direct educational opportunities for residents who want to
pursue jobs in Bozeman.
Bozeman has a healthy mix of industries, including thriving high-tech companies who are
based in Bozeman.
That Bozeman would not become a mini Silicon Valley, even though high-tech businesses
are here. We need to make sure Bozeman remains diversified enough that we have a variety
of business that offer a variety of positions from skilled labor to Ph.D....not just all jobs
requiring a high amount of education.
A diversified economy that provides high paying jobs but doesn't detract from our natural
environment.
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Business Owner Survey Themes
City of Bozeman staff in partnership with Prospera, Bozeman Chamber of Commerce, and
Downtown Partnership distributed a survey to over 2,000 businesses. A total of 107 responses were
submitted. The company make-up is shown in the following chart and predominant themes are
summarized below.
Figure 3. Types of Businesses Responding to Survey
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Figure 4. Where Bozeman Companies Find Talent
Figure 5. Ideal Location for Bozeman Companies
0
5
10
15
20
25
30
35
Manufacturing Retail/Restaurant Professional services Tourism
Outdoor Photonics Bioscience Software/IT
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Business Owner Survey Comments
I work with businesses who are hiring. Barriers include: No local job posting site, costly nature
of newspaper advertisements, many businesses don't offer any type of health insurance (too
expensive), inability to be competitive with wages.
Available pool of experienced applicants, timing of students coming and going seasonally.
Hiring is done through word of mouth, online notices, in-store notices; university job board
and local Job Center.
If you could locate anywhere, where would it be:
o Downtown
o Northeast Bozeman
o Four Corners
o West end of Huffine
o MSU Innovation Campus
What do you like about your current location:
o Easy access to I-90 for shipping. Central.
o Downtown – close to services, culture, active main street.
o Easy to get to, easy parking, close to MSU campus.
o In the heart of the western expansion of Bozeman.
o Don't like current location with too much traffic and no place to walk. Suburban.
I'm not a "Bozeman native," I moved here in 2003. So I realize I'm part of the "growth
challenge." I believe there are ways we can grow responsibly, put infrastructure first (so we're
not handling those issues in "reactive mode" five years from now), and foster a sense of
community downtown and beyond, so we don't lose the fine qualities that drew us to
Bozeman in the first place. We do need to look at establishing more live/work/eat/play hubs
outside the Bozeman Main Street. That will be the toughest shift I imagine. Our single-street
downtown is so beloved by so many, but as the valley continues to grow, that Main-centric
mentality will get even harder to sustain. Thriving cities find a way to establish micro-hubs
and self-sufficient mini communities in rays branching out from the main downtown. We
don't have that yet, but it's where we need to go.
The City needs help implementing a system that would work more efficiently for small
business owners. It shouldn't take as long as it does to get permits approved.
Thank you for this opportunity to give input.
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Montana Photonics Industry Alliance Member Survey (2014)
The Photonics Alliance issues an annual survey to its membership. One specific question is “What are
the three most important things that the city/county government could do to promote the success
your organization?” This question helps guide specific actions the city should take to foster
economic development. The three most common answers were:
Support the Montana Photonics Industry Alliance (20 percent).
Support a campaign to increase awareness of the growing Montana photonics industry and
the attractiveness of this area for photonics companies and employees (20 percent).
Support infrastructure projects such as increased internet bandwidth and better business
travel connections (20 percent).
Strengths, Weaknesses, Opportunities, and Challenges (SWOT)
The following strengths, weaknesses, opportunities, and threats (SWOT) are derived from
stakeholder input, survey responses, and general research.
Strength (internal) Weakness (internal)
High-wage and knowledge-based industry clusters
MSU and Gallatin College programs and increasing
enrollment in both
Bozeman Yellowstone International Airport
Outdoor recreation opportunities
Vibrant downtown
High net-worth population
Small-town feel
Strong K-12 system
Sustainable culture
Regional retail hub (important for talent attraction)
I-90 access
City has great GIS data sharing capability and
culture
Limited affordable housing
Low salaries (also a strength for business)
Limited rail freight loading
Isolated location
Lack of cultural diversity
Limited access to venture capital and startup
ecosystem
Hard to attract senior level talent
City permitting process perceived as difficult
Broadband infrastructure
Limited site availability for business expansion
Lack of activities to support youth programs,
especially teenagers
Lack of larger conference/convention facility
Opportunity (external) Threat (external)
Yellowstone National Park tourist attraction
Big Sky Resort business leader attraction
Millennial talent pool is mobile and seeks quality
location
Population growth in mountain states
MT #6 best state for business tax climate
Limited STEM education workforce
State dependence on energy economic base
Increase in fuel prices
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Economic Profile
The following information provides a current snapshot of economic conditions in the city of
Bozeman that provide direction regarding strategy actions. These data points can be used over
longer periods of time as a point of reference in gauging if the City is achieving overall goals.
Population Growth
The city of Bozeman’s population increased from 27,509 in 2000 to 39,123 in 2014 for a 42.2 percent
change in population. Population is projected to continue to grow at an annual rate of 4.2 percent.
This trend will continue to compel the City to consider strategic infrastructure investments that can
foster efficient development patterns that will support this growth.
Figure 6. Percent Change in Population (2000 to 2014)
Source: U.S. Department of Commerce. 2015. Census Bureau, American Community Survey Office, Washington,
D.C.; U.S. Department of Commerce. 2000. Census Bureau, Systems Support Division, Washington, D.C.
Produced by Economic Profile System (EPS) September, 2016.
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Employment Growth
In line with population growth, employment grew at an average of 3.2 percent annually in Gallatin
County from 2004 to 2014.
Table 3. Gallatin County Annual Total Employment
2008 2009 2010 2011 2012 2013 2014 2008
to
2014
2010
to
2014
Gallatin County 49,081 45,324 45,043 46,419 47,718 50,315 55,533 6,452 10,490
Annualized Employment Growth -7.7% -0.6% 3.1% 2.8% 5.4% 10.4% 2.2% 5.4%
Source: U.S. Census LEHD Leland Consulting Group.
Commute Patterns
Commute patterns reflect how much of the workforce lives and works within the city of Bozeman.
Ideally, the workforce lives and works within the city to reduce congestion and retain spending
dollars within the community. Table 4 shows there is an increase of employment and residents within
the city between years 2010 and 2014. What is remarkable is the minimal increase in people
commuting into Bozeman for a job and living outside the city. Instead there is an increase in people
living and working in Bozeman, as well as the number of people living in Bozeman but working
outside the city. What this suggests is that the workforce prefers to live in Bozeman. Therefore, if an
employer locates a business within Bozeman they have a competitive advantage in providing a
desired location that reduces commute times and congestion and more access to local sector
businesses.
Table 4. City of Bozeman Commute Patterns
2010 2014
Employment in City 24,384 27,317
Employed Individuals Living in City 13,737 18,266
Commute into City for Employment and Live Outside 16,370 16,637
Live and Work in City 8,014 10,680
Live in City but Leave for Employment 5,723 7,585
Source: U.S. Census LEHD Leland Consulting Group.
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Median Age
The median age in Bozeman is 27.5 years versus
the U.S. average of 37.4 years. The distribution of
ages within Bozeman is shown in Figure 7. As
evidenced, the Millennial cohort dominates the
Bozeman population. This average age is largely
influenced by Montana State University, but still has
a significant influence on the culture and design of
the community quality of life elements.
Distribution of Employment
Table 5 reflects the distribution of employment
within Bozeman in comparison with U.S. averages.
Of note is a smaller percentage of manufacturing
employment at seven percent compared with a
national average of 10.4 percent. This likely reflects
the nature of small manufacturing facilities within
the city. There is a higher percentage of arts and
entertainment at 14.8 percent compared to the
national average of 9.5 percent which reflects the
unique tourism industry within Bozeman.
According to projections by the U.S. Department of
Labor, service-providing sectors are projected to
capture 94.6 percent of all the jobs added between
2014 and 2024. This trend toward the service-
producing sectors emphasizes the importance of
focusing on talent based industries that require
skills and some additional education.
Figure 7. City of Bozeman Average Age
(2014)
Source: U.S. Department of Commerce. 2015.
Census Bureau, American Community Survey
Office, Washington, D.C.; U.S. Department of
Commerce. 2000. Census Bureau, Systems
Support Division, Washington, D.C. Produced by
Economic Profile System (EPS) September, 2016.
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Table 5. Distribution of Employment by Industry (2014)
Bozeman, MT U.S.
Goods-Producing/Non-Service
Ag, Forestry, Fishing & Hunting, Mining 2.2% 2.0%
Construction 6.4% 6.2%
Manufacturing 7.0% 10.4%
Wholesale Trade 1.8% 2.7%
Service Related
Retail Trade 12.9% 11.6%
Transportation, Warehousing, and Utilities 2.2% 4.9%
Information 1.5% 2.1%
Finance and Insurance, and Real Estate 4.6% 6.6%
Professional, Scientific, Management, Admin, & Waste Management 11.4% 10.9%
Education, Health Care, & Social Assistance 27.6% 23.2%
Arts, Entertainment, Recreation, Accommodation, & Food 14.8% 9.5%
Other Services, except Public Administration 3.8% 5.0%
Public Administration 3.7% 4.9%
Source: U.S. Department of Commerce. 2015. Census Bureau, American Community Sur vey Office, Washington,
D.C. Produced by Economic Profile System (EPS) September, 2016.
Income Distribution
In the 2009 to 2014 period, the income category in the city of Bozeman with the most households
was $50,000 to $74,999 (19.3 percent of households). The income category with the fewest
households was $150,000 to $199,999 (2.5 percent of households). In the 2009 to 2014 period, the
bottom 40 percent of
households in the city
of Bozeman
accumulated
approximately 10.7
percent of total
income, and the top
20 percent of
households
accumulated
approximately 52.6
percent of total
income.
Figure 8. City of Bozeman Household Income Distribution (2014)
Source: U.S. Department of Commerce. 2015. Census Bureau, American
Community Survey Office, Washington, D.C. Produced by Economic Profile System
(EPS) September, 2016.
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This income
distribution is
summarized by a Gini
coefficient, which is a
commonly used
measure of inequality.
In the 2009 to 2014
period, the city of
Bozeman had an
average income
distribution between
high and low-income
households (Gini coefficient of 0.47) similar to the U.S. average income distribution (Gini coefficient
of 0.48).
Education Attainment
As discussed, the modern global economy thrives on a skilled workforce. As indicated in the
following table, Bozeman is fortunate to have a highly-skilled workforce based on education
attainment. This is especially important for the types of industry clusters driving the Bozeman
economy that require a highly skilled workforce.
Table 6. Educational Attainment (2014)
Bozeman
% of Total
U.S. %
of Total
No High School Degree 2.5% 13.7%
High School Graduate 97.5% 86.3%
Associates Degree 6.6% 7.9%
Bachelor's Degree or Higher 54.4% 29.3%
Bachelor's Degree 35.6% 18.3%
Graduate or Professional 18.8% 11.0%
Source: U.S. Department of Commerce. 2015. Census Bureau, American Community Survey Office, Washington,
D.C. Produced by Economic Profile System (EPS) September, 2016.
Figure 9. Gini Coefficient (where 1 represents inequality)
Source: U.S. Department of Commerce. 2015. Census Bureau, American
Community Survey Office, Washington, D.C. Produced by Economic Profile System
(EPS) September, 2016.
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Industry Clusters
Industry clusters are groups of similar and related traded sector businesses in a defined geographic
area that share common markets, technologies, worker skill needs, and which are often linked by
buyer-seller relationships. Industry clusters represent distinct qualities of a community and help
define what makes one community different from another. As they convey distinct qualities, it is
important to be specific in the definition of a cluster. For example, rather than promoting “high-
tech,” a community should focus on “software or photonics” to convey the type of product being
manufactured and its unique workforce and supply chain needs. Promotion of clusters helps
reinforce to existing businesses and interested outside talent the unique community assets and why
it is good place to stay and grow. When interviewed, business leaders agreed with this approach in
that it helps convey an understanding of the distinct industry assets in the region. The City has
identified the following key industry clusters it can support and grow:
Photonics
Software/IT
Outdoor
Tourism/Recreation
Biotechnology
Each cluster benefits from partnership with the significant higher education assets of Montana
universities and colleges. Furthermore, the city’s infrastructure, unique assets, and existing company
base serves to support these industries. In defining specific clusters and fostering collaboration, new
business opportunities arise, workforce training needs can be met, and physical site expansion needs
can be addressed.
The following summaries by cluster will vary in the amount of detailed information depending on the
level of business alliance organization behind each cluster and the research invested to date. Those
with more information provide a good benchmark for the level of information desired from business
retention efforts and fostering formal business alliances for each group.
Photonics
Overview
Optics and photonics are a significant component of the southwestern Montana economy. On a per
capita basis, Bozeman has one of the highest densities of optics companies found anywhere in the
United States. Many of these companies were founded by Montana State University graduates, often
through MSU technology transfer.
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Companies
There are at least 30 photonics companies within the Bozeman region
(http://www.montanaphotonics.org/members/). Anchor companies that founded the cluster and are
larger employers include Quantel, ILX Lightwave, Lattice Materials Corporation, and FLIR. Sixty-three
percent of the companies reported fewer than 20 employees, while 18 percent had 21 to 50
employees, and another 18 percent had 50 to 100 employees.2 A sizeable majority of the firms in the
cluster were formed since 2000, and they tend to be young, small, and innovation intensive.
Industry Growth Projections
According to the following excerpt from Multiannual Strategic Roadmap 2014 – 2020 by the
European Technology Platform Photonics21, the opportunities for the photonics is significant:
“Photonics is everywhere around us: from communications and health, to
materials processing in production, to lighting and photovoltaics and to everyday
products like DVD players and mobile phones. Yet the full disruptive potential of
photonics is only now becoming clear. New advances in photonics will
revolutionize healthcare and provide new ways of detecting, treating and even
preventing illness. In manufacturing, laser processing will be a basic prerequisite
for high-volume, low-cost manufacturing.”3
The report continues to identify significant opportunities clearly conveying how photonics is
becoming one of the most important industries for the future.
According to a Montana Photonics Industry Alliance 2015 Member Survey, total industry
employment is 517 and they forecast headcount growth rate of nine percent for the year.
Distinct Resources
Many of the companies have a strong connection to MSU’s Optical Technology Center (OpTec) and
its associated nonprofit Spectrum Lab. OpTec plays a prominent role within the optics cluster as a
networking center for research and talent development. Spectrum Lab was “spun out” of OpTec in
1999 to further development technologies from MSU’s research facilities. Spectrum Lab serves as a
kind of optics “application incubator” for faculty and industry and as a bridge between MSU labs and
the private sector.4
2 Imagining a Future for the Big Sky Optics Cluster, RTS Inc., October 2012.
3 Multiannual Strategic Roadmap 2014 – 2020 by the European Technology Platform Photonics21, April 2013.
4 Imagining a Future for the Big Sky Optics Cluster, Regional Technology Strategies, October 2012.
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Montana Manufacturing Extension Center (MMEC) is an important organization fostering growth of
the cluster as well. The MMEC at Montana State University’s College of Engineering in Bozeman is a
statewide manufacturing assistance center that provides technical support and training to Montana
businesses. MMEC is also a part of the National Institute of Standards and Technology (NIST)
nationwide network of centers created to assist small and mid-size manufacturers, the
Manufacturing Extension Partnership (MEP). MMEC offers a wide array of services to Montana
manufacturers including business management, design and product development, lean enterprise,
process improvement, and quality systems services as well as a variety of training courses.
Workforce
The photonics industry is able to access a skilled workforce from both MSU and Gallatin College
through the following programs.
Montana State University:
Bachelor of Science (BS) Degree in:
o Chemical Engineering
o Computer Engineering
o Industrial Engineering
Masters of Science (MS) Degree in Optics and Photonics
BS, MS, PhD in Physics
Gallatin College:
Associate of Applied Science (AAS) Degree
o Photonics, Laser, Optics Technology.
o Design Drafting
o Production Management Course for Manufacturing (proposed)
Certificate of Applied Science (CAS) Degree
o Welding
o Machining
Industry Alliances
The Montana Photonics Industry Alliance is a strong organization serving the Bozeman area. They
perform annual surveys of members and have identified that they most need support from the City
regarding organizational support and employee attraction. Through their industry collaboration they
worked with Gallatin College to create the Photonics AAS degree that started Fall, 2016.
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Software/IT
Overview
The majority of software/IT companies within the Bozeman region provide Enterprise Software
(SaaS) services. These are companies with a software distribution model in which a third-party
provider hosts applications and makes them available to customers over the Internet. This
distinguishes Bozeman’s clusters from other regions that may specialize in consumer-facing or
gaming products.
Companies
Bozeman is fortunate to be home to a major facility of a globally recognized company, Oracle,
which serves as a significant anchor company for the region. Other growing companies include
Workiva, Zoot Enterprises, and Wisetail.
Industry Growth Projections
In 2016, spending on public cloud infrastructure as a service hardware and software is forecast to
reach $38 billion, growing to $173 billion in 2026. SaaS and Platform as a Service (PaaS) portion of
cloud hardware and infrastructure software spending are projected to reach $12 billion in 2016,
growing to $55 billion in 2026.5 Trends driving the market growth include geographic expansion,
industry customization, developer focus, expanding professional and managed services, and
enhanced security, governance, and compliance.
The Montana High-Tech Business Alliance (HTBA) includes software companies as well as high-tech
manufacturers. The HTBA 2016 Member Survey indicates that Montana’s high-tech companies
anticipate growing almost seven times faster than the Montana economy as a whole. HTBA
members (23 percent of all responses) most often reported that attracting talent and hiring skilled
technology workers was their firm’s largest impediment to growth.
Distinct Resources
A robust broadband network is critical for the growth of this industry. The City’s leadership role in
planning this infrastructure is a significant action toward fostering the growth of this industry.
Continuing to ensure access to convenient business flights to major software/IT regions is important
for talent attraction and access to capital will be important as well.
5 Statistica: Public cloud Infrastructure as a Service (IaaS) hardware and software spending from 2015 to 2026, by
segment (in billion U.S. dollars).
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Workforce
The software industry differs slightly from the business survey results regarding source of hiring. As
this industry has strong demand for talent that is highly mobile companies often extend beyond
Bozeman and Montana to hire employees. However, they can access a skilled workforce from both
MSU and Gallatin College through the following programs:
Montana State University:
BS, MS, and PhD in Computer Science
Bachelor of Science Degree Computer Engineering
Gallatin College:
Certificate of Applied Science (CAS) Degree
o Network Administration Technology (Fall 2017)
Industry Alliances
The Montana High-Tech Business Alliance (HTBA) consists of more than 300 high tech and
manufacturing firms and affiliates in Montana. It consists is a broad range of companies including
pharmaceutical, semiconductor, software, and manufacturing using high-tech methods. If Bozeman
wants to foster a distinct software cluster, it can benefit from a distinct industry alliance that is
focused on their unique culture of collaboration, fostering startups, and addressing their need for
talent.
Outdoor
Overview
Leveraging the unparalleled access to outdoor recreation, Bozeman has a growing industry tied to
this asset. The outdoor cluster consists of firms that design, develop, manufacture, market, distribute
and sell apparel, footwear, and gear for active outdoor recreation. While manufacturing is a key
component to the industry, it also hosts highly skilled knowledge-based workers in design,
marketing, and managing product development.
Companies
A key Bozeman regional anchor company is Simms Fishing Products, with its significant brand
awareness and large workforce. Other Bozeman companies include Mystery Ranch, Sklar Bikes, Buck
Products, and Sitka.
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Industry Growth Projections
Outdoor recreation is an economic powerhouse in the United States, each year generating $646
billion in consumer spending.6 Outdoor recreation in Montana generates $5.8 billion in consumer
spending on gear, vehicles, trips, travel-related expenses, and more. Over the next five years, as total
recreation expenditure expands, demand for hiking and outdoor equipment is anticipated to grow.
Industry revenue is $4 billion within Montana, with an annual growth of 1.8 percent.7
Distinct Resources
Outdoor manufacturers such as Simms place a high value on the Montana Manufacturing Extension
Center (MMEC) due to its practical and meaningful consulting services that help a company improve
production efficiencies. Bozeman’s easy access to the outdoors helps attract workers in this industry
to the region.
Workforce
The outdoor industry is made of a variety of skills and degrees tied to design and manufacturing.
Local industries benefit from tailored training programs offered by Gallatin College:
Associate of Applied Science (AAS) Degree
o Design Drafting
o Production Management Course for Manufacturing (proposed)
Apprenticeship
o Sewing Apprenticeship - According to Gallatin College staff, they are currently working
with Extended University-MSU, and Career Transitions (non-profit) and some outdoor
industry manufacturers to put together an industrial sewing apprenticeship or short-term
training, likely through a non-credit course path.
Business Alliances
Several Bozeman companies are members of the Outdoor Industry Association, which is a national
organization focused on the broader advancement to encourage outdoor recreation. Local
Bozeman manufacturing companies could benefit from an organized effort to promote their
companies tied to the Bozeman tourism/recreation industry. There is a ready opportunity to
leverage the messages and collaborations developed in the recent Bring it to Bozeman outdoor
video. Additionally, they can continue to partner with higher-education partners to grow the
workforce base.
6 Outdoor Recreation Economy, Outdoor Industry Association, 2016.
7 Climbing high: Revenue trends upward as recreational spending rises, IBIS World, September 2015.
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Tourism/Recreation
Overview
The tourism industry cluster consists of a very wide range of businesses that benefit from travelers.
Buses, automobiles, airlines, rail, and other transportation companies bring travelers into an
economic region. These consumers in turn purchase products and services offered by local lodging
establishments, restaurants, amusement, recreational and entertainment establishments, and general
retail outlets. This process creates many employment and business opportunities, all of which help
sustain and expand the local economy.8
Companies
This industry cluster is supported by numerous local sector businesses including hotels, restaurants,
tour guides, and retailers.
Industry Growth Projections
In 2015, Yellowstone National Park experienced record visitation. One reason is that this iconic
national park is a draw for many international visitors. Pair that with reduced visa requirements in
China, for example, and there is a sudden boom. Nationally, the number of visitors from China to
the U.S. currently ranks as the 7th highest visitor group. By 2020, Chinese visitors are expected to be
one of the largest groups of visitors to the U.S.9 This trend is reflected in the National Park Service
recent addition of Mandarin speaking translators at the Park. Projected growth in the industry is
highlighted in Figure 10.
8 The Economic Review of the Travel Industry in Montana, Institute for Tourism & Recreation Research, University of
Montana, December 2014.
9 Montana Economic Report, Bureau of Business and Economic Research, 2016.
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Figure 10. Total Travel Expenditures in the U.S.
Source: The U.S. Travel Association, June 2016.
Distinct Resources
The Bozeman Yellowstone International Airport, direct access to Interstate 90, and nearby access to
Interstate 15 in Butte are critical infrastructure assets for the tourism industry. The continual trend of
the Bozeman Yellowstone International Airport outpacing Billings in passenger volume remained in
2015. Bozeman, with its population growth and nearby attractions (Yellowstone and ski resorts),
should remain Montana's busiest airport for visitation in the state. Additionally, distinct assets such as
Yellowstone National Park, Big Sky Resort, and Bridger Bowl Ski Area are important to the vitality of
this industry.
Workforce
The tourism/recreation industry consists of a variety of skills and degrees. Local industries benefit
from tailored training programs offered by MSU and Gallatin College:
Montana State University:
BS, Hospitality Management
Gallatin College:
Associate of Applied Science (AAS)
o Culinary Arts AAS Fall 2017
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Business Alliances
The Bozeman Convention and Visitor Bureau and the Bozeman Area Chamber of Commerce
currently promote local businesses and attractions for visitors. There is an opportunity for these
organizations to align events, marketing, and promotions to highlight and promote traded-sector
outdoor companies. The alignment between tourism and outdoor gear marketing can effectively
help the existing traded-sector companies expand their market base and revenues, which in turn
allows them to grow the company.
Biotechnology
Overview
Southwest Montana has developed its own distinctive biotech infrastructure that includes several
medical/bioscience research institutes, hospitals with research and clinical trials capacity, and a very
strong life sciences and related engineering presence within its two major universities.
Nearly 61 percent of all bioscience jobs in Montana are in the Research, Testing and Medical
Laboratories category, compared to 56.5 percent in the U.S. Bozeman has the largest concentration
of bioscience companies, with 33 percent of all Montana companies being located in Bozeman.10
Companies
The broader Southwest Montana bioscience cluster is anchored by the GlaxoSmithKline
manufacturing facility in Hamilton, Montana. Within Bozeman, companies include Takeda,
Microbion, ProPharma Group, and ADVR Inc.
Industry Growth Projections
Entering the second half of this decade, most life sciences organizations appear to be adopting an
attitude of cautious optimism. Significant opportunities exist in the global marketplace but challenges
exist as well. Spending growth in pharmaceuticals (pharma), biotechnology (biotech), and medical
technologies (medtech) is projected to follow an upward trend due to increasing demand, but
pricing challenges are still an issue. Industry margins are being eroded by high discounts, retail
sector price controls, public sector purchasing policies, and the move to value-based care. Biotech
drugs (vaccines, biologics) continue to gain traction in the life sciences sector. Of the top 10 pharma
products by sales in 2014, the majority of them were biotech drugs, including monoclonal antibodies
and recombinant products. Treatments for rheumatoid arthritis, Hepatitis C, and cancer figure most
prominently in the list of the most sales generating drugs.11
10 Montana Bioscience Cluster Revisited, RTS Inc., 2013.
11 Global life sciences outlook, Deloitte, 2016.
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GlaxoSmithKline shut down its vaccine R&D branch within its Hamilton facility and laid off all of the
unit’s 27 employees in 2015. (No layoffs have occurred for the manufacturing portion of the
Hamilton site, where the bulk of the company’s employees work.) In addition, Takeda
Pharmaceutical Company will close its vaccine facility in Bozeman by 2017 as part of a company-
wide consolidation. While these companies have announced their relocation, some staff have
indicated that they will not leave Bozeman and instead start new companies. This is a significant
testament to Bozeman’s ability as a community to retain talent and continue to grow industry
clusters from the ground up. Furthermore, according to interviews with local business bioscience
leaders, the industry holds promise with the recent addition of Dr. Renee Reijo Pera highlighted
below, which will only further support the talent base determined to stay in Bozeman.
Distinct Resources
Montana State University lab facilities and technology transfer services are critical to the growth of
this industry. Dr. Renee Reijo Pera, an internationally recognized stem cell scientist and former
director at Stanford University is the new Vice President for Research and Economic Development at
Montana State University.12
According to business leaders, there is approximately 40,000 square feet of private wet lab space
available for lease. This is a highly valuable asset that should be highlighted and promoted to retain
and grow local companies. Additionally, development of the Montana State University Innovation
Campus has gained momentum and is attracting interest in development.
Workforce
The biotech industry is able to access a skilled workforce from MSU through the programs listed
below. Gallatin College currently does not have specific training programs tied to this cluster,
however staff indicated that they are willing to work with the industry leaders to develop new
programs as needed.
Montana State University:
Bachelor of Science Degree in Biotechnology
PhD in Bioengineering
Business Alliances
Montana Bioscience Alliance is an organization that serves as a hub for Montana’s biotechnology
companies, entrepreneurs, laboratories, hospitals, clinics, and universities to commercialize, grow,
and sustain globally competitive bioscience companies. Business leaders expressed in interviews that
it would be beneficial to work with this organization with more concentrated focus on Bozeman
companies and MSU opportunities for commercialization.
12 Bioscience Under the Big Sky, Montana Bioscience Alliance, 2014.
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The Strategy
Strategies must continuously evolve as economic situations change, actions are accomplished, and
new opportunities arise.
Current Strategy
The City of Bozeman has established a solid approach to economic development with its current
strategy that is based on the three economic development pillar strategies below.
1. Business Growth: Support retention and growth of existing businesses, while welcoming and
encouraging new businesses.
2. Infrastructure: Invest in infrastructure as a mechanism to drive economic development.
3. Workforce: Support education and workforce development initiatives to provide businesses
with qualified workers.
Strategy Update
The strategy update builds on the current work to date with a consideration of broader economic
development trends. Specifically, within this recent economic growth cycle, the nation has seen large
regions boom with innovation and employment that largely benefits a workforce with significant
education and skills development. Many of these areas are now struggling with complex issues tied
to increased traffic and limited affordable housing for the middle and low-income workforce. The
city of Bozeman is at a critical point in growth and has an opportunity to learn from these larger
regions. Fortunately, civic leadership is looking ahead to retain the exceptional quality of life in the
city, while also growing the economic base that is so vital to the health of a community. A critical
question that was heard throughout the development of this strategy was “Can we maintain the high
quality of life Bozeman citizens expect while increasing wages to compete regionally and nationally?”
The answer is yes with a commitment to the following outcomes, which are the foundation of this
strategy update, and shape the three explicit goals outlined below.
Strong Economic Base
Increase middle and high wage traded sector employment and diversify the economic base
by supporting existing businesses and strategically growing the local supply chain.
Support local sector businesses with a seamless permitting process and awareness about
existing small business programs.
Invest in infrastructure projects identified on the capital improvement plan (CIP) that the
business community needs and wants by leveraging the City’s proactive culture to foster
collaboration across departments and commitments to identified projects.
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Strong Community
Protect the outdoor environment by guiding efficient industry site development within the
city limits.
Foster an environmentally and economically sustainable community with an active
transportation network (transit networks, bicycle routes, trails, and sidewalks) that employers
and employees desire.
Offset livability costs for citizens with conscious infrastructure and workforce investments that
improve access to job opportunities with the understanding that several other stakeholders
are focused specifically on affordable housing.
Goal 1: Expand the Existing Base
Why this Goal?
The Bozeman area is fortunate to already host a robust base of knowledge-based industries that are
poised for more growth. However, these existing industries are challenged with attracting a skilled
workforce. Due to Bozeman’s high quality of life, it can attract and retain this needed talent with a
concentrated message and outreach effort. When there is a larger employment base, it is more
attractive to employees because they have options for career growth. In turn, once the employment
base grows, competition will occur and ultimately increase wages.
Objective 1.1 Develop strategic approach to business retention visits
City staff must have a good understanding of the existing industry base to effectively support it.
Meeting with businesses and documenting opportunities and challenges is an important first step to
gain industry insights, resolve challenges, and foster collaboration. Furthermore, based on the
significant amount of appreciation for outreach identified in the survey, it is clear this effort is desired
and needed.
Actions
Prepare list of existing targeted traded-sector companies that are within industry clusters.
Become familiar with workforce services and grant programs that can help business. May
want to include workforce representative as appropriate on visits.
Identify companies that are facing retirement and need to transition ownership or need
assistance in scaling up facility.
Based on interviews with businesses, identify any barriers to growth. Compile responses from
business to find common themes of strengths and weaknesses of working in Bozeman.
Obtain quotes from CEOs to authentically promote Bozeman.
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Objective 1.2 Invest in infrastructure and employment areas desired by traded sector business
expansion
It is important to understand where different industries can locate. For example, bioscience needs to
be near MSU research facilities and photonics is sensitive to vibration and can’t be near rail. With this
understanding of site needs, the appropriate infrastructure improvements can be made in the right
locations to foster growth.
City staff has the unique role in guiding infrastructure investments, land use policy, and the
permitting process. Removing barriers to site development and proactively fostering site readiness
tied to business needs is a critical role in economic development. Furthermore, development in the
desired downtown core is more complex than standard “greenfield” development and requires
hands-on engagement with staff.
Actions
Work with industry clusters to understand their unique siting needs and help them find
locations. Leverage planning and investment in broadband with site determination process.
Establish list of infrastructure needs tied to facilitation of site development.
Collaborate with Public Works, Finance, and Community Development Department to
determine if the needed infrastructure serves multiple properties and is on the Capital
Improvement Plan (CIP).
Ensure enough appropriately zoned land in desired employment areas.
Based on this understood need, apply for grants or apply Tax Increment Financing (TIF) funds
for projects in appropriate districts. Consider applying for a federal EDA Public Works grant
for infrastructure serving multiple employment sites.
Objective 1.3 Foster industry cluster collaboration
Industry clusters can thrive with a concentrated effort to bring research, workforce training, and
business together. In doing so, innovation is commercialized, business opportunities are fostered,
and training needs addressed. Cluster collaboration is realized through events, business assistance,
infrastructure investment, workforce training, mentorships, education, and marketing.
Actions
Continue to provide staff support for the photonics industry alliance.
Provide funding and staff support to implement a software industry alliance that includes
stakeholder representatives.
Provide funding and staff support to implement an outdoor industry alliance that includes
stakeholder representatives.
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Provide staff support to engage existing tourism organizations to align events, marketing and
promotions to highlight and promote local outdoor companies.
Provide staff support to engage Montana Bioscience Alliance locally to further a bioscience
industry alliance that includes stakeholder representatives.
Determine if there are gaps in the supply-chain requiring a specific company presence to
bolster industry cluster strength. Partner with industry leaders to fill supply-chain gaps with
known sites, market demand, and workforce opportunities.
Objective 1.4 Strategically market for talent attraction
The number one asset and need for any industry is talent. In expanding the existing base, it is
important for businesses to easily retain and attract talent. In preparing the strategy, almost all
industry sectors expressed the need to build one compelling website that aggregates the business
case for Bozeman and why talent will want to come here. Additionally, in the business survey
responses it was expressed that limited pools of applicants and no central site for postings is a
barrier to hiring. The website could serve as important tool as a portal for hiring.
Actions
Pending private industry match, hire consultant to build basic website for talent attraction
that supports all industries. Consider annual maintenance in budget and strategy to engage
industry for use and upkeep. Based on meetings with business groups and BRE visits,
determine key messages to attract talent.
Goal 2: Support Business
Why this Goal?
New businesses account for nearly all net new job creation and almost 20 percent of gross job
creation. Furthermore, companies less than one-year-old have created an average of 1.5 million jobs
per year over the past three decades.13 People generally start businesses in the places they are
already located, and many of the resources they access are at the local or regional level.
New local sector businesses are important as they make a community distinct, provide amenities to
attract young professionals and families that drive the new economy, and serve the tourist industry.
Many of these businesses need “brick-and-mortar” locations often requiring tenant improvements
and building permits, which can be a daunting process. These businesses often benefit greatly from
business planning and consulting as well. For these business owners, having one point of contact to
navigate the process of starting a new business is extremely valuable.
13 The Importance of Young Firms for Economic Growth, Kaufman Foundation, September 13, 2015.
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New traded sector startups generally stem from university research or an existing industry cluster.
These new businesses have limited space needs and may just be starting out of the home or garage.
These businesses need access to capital and industry networks for collaboration and support.
Objective 2.1 Provide resources to local businesses to help them grow and expand
Often owners of new businesses have never experienced permitting and development of a business
place nor are they aware of the many programs offered to support their growth. City staff has a
unique role as an important point of contact for these new business owners and can make the
process more seamless and supportive.
Actions
Create a role for a specific person in economic development department to be first stop for
permitting and process concierge. Introduce businesses to existing small business programs.
Continue to proactively share GIS data and information to help businesses determine new
locations.
Objective 2.2 Support existing startup infrastructure
It is important to support an ecosystem where startups are supported and celebrated to create new
jobs. An entrepreneurial culture not only serves to create new jobs, but it provides an environment
that supports “trailing spouses:” a person who follows his or her life partner to another city because
of a work assignment. In a tough hiring climate, promoting this asset is important.
Actions
Collaborate with the startup organization to define roles and objectives. The City’s role is to
help promote awareness of programs. Promote existing programs through business license
renewal or City mailings.
Promote the MSU Blackstone Launchpad, which is an entrepreneur resource for students,
alumni, and faculty offering coaching, ideation, and venture creation support.
Collaborate with MSU Tech Link (formerly Tech Transfer Office) staff to foster partnerships
with industry clusters.
Promote the Blue Ocean Innovation Center, which is an existing private co-working space, as
resource for startups.
Promote Startup Bozeman as networking resource for startups.
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Goal 3: Regional Connections
Why this Goal?
Complex issues driving income stratification and workforce skills gaps are making it more difficult for
all citizens to realize positive personal economic growth in keeping with business growth. In order to
plan for this modern economy, communities must consciously foster a diverse economic base and
skilled workforce to weather inevitable negative portions of the economic cycles.
Objective 3.1 Regional focus
The economic development issues facing Bozeman do not adhere to geopolitical boundaries. In
order for the City to effectively achieve goals of efficient, sustained and diverse economic growth, it
must collaboratively work with County staff. Furthermore, if new financing tools are to be secured, it
will take a unified regional voice.
Actions
Establish economic development implementation group with County economic development,
planning and public works staff.
Consider how tourism funds can be incorporated into economic development efforts.
Align economic development legislative agendas on a regional level for stronger voice and
actions to preserve existing economic development tools and diversified funding stream for
new opportunities.
Support Gallatin College in finding a location for a 100,000-square-foot facility and aligning
regional funding.
Objective 3.2 Workforce training partnerships
To succeed in the modern global economy people must develop skills. In order to ensure economic
opportunities for Bozeman citizens, it is important to foster interest in job opportunities at a young
age and make training programs readily available.
Actions
Build project-based learning partnerships between industry and K-12 programs. Have
students visit manufacturing facilities to make education relevant.
Continue to support Gallatin College and training programs by commuting needs of
businesses.
Explore opportunity for a coding school. These are fully-immersive coding boot-camp
programs and a part-time course designed to produce or enhance highly employable
software developers ready to work in Montana’s thriving community of startups and tech
businesses.
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Objective 3.3 Strategically invest Urban Renewal
With a conscious investment in active transportation, the City provides the crucial infrastructure to
foster affordable lifestyle (not just affordable housing). With a focused effort to promote infill and
building housing and employment along corridors, individuals are less compelled to own an
automobile, which translates into $9,000 in personal annual savings.
Actions
Understand where different types of workforce lives and their employment locations.
Determine if there are commute barriers/opportunities.
Collaborate with transit authority to determine if routes and service are matching with
employer and employee locations.
Support efforts to build higher-density housing near transit and active transportation routes.
Enhance bike and pedestrian connections throughout the city to offer low cost active
transportation options.
End of document.
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Appendices
Appendix A: Action List
Appendix B: Stakeholder List
Appendix C: Commission Resolution
358
Business
Growth Infrastructure Workforce Actions and Metrics 2017 2018 2019
Years
4 and 5
Staff and
Resource Partner Metric Outcome
Expand the Existing Base
√
Prepare list of existing targeted traded-sector companies that are within
industry clusters. Become familiar with workforce services and grant
programs that can help business. May want to include workforce
representative as appropriate on visits.
X X X X
Project
Manager /
new staff
Prospera, Chamber,
Gallatin College, MSU,
and other similar partners
Identify how many business visits made in what
sector. How many training programs utilized by
business and what skills traiing is provided.
Identify companies that are facing retirement and need to transition
ownership or need assistance in scaling up facility. X X X X New staff Manufacturing
Partnership
List how many companies are facing this situation
and resolution by what organization.
Based on interviews with businesses, identify any barriers to growth. Compile
responses from business to find common themes of strengths and
weaknesses of working in Bozeman.
X X X X
New staff Brokers, developers,
engineers
Identify the barriers to growth and how are they
resolved by staff.
Obtain quotes from CEOs to authentically promote Bozeman.X X X X New staff NA Document quotes and utilize on website.
√√
Work with industry clusters to understand their unique siting needs and help
them find locations. Leverage planning and investment in broadband with
site determination process.
X X X X
Project
Manager
Brokers, developers,
engineers, MSUIC
Identify how many infill projects were developed.
Establish list of infrastructure needs tied to facilitation of site development.X X X X Project
Manager
Brokers, developers,
engineers
Document needed infrastructure projects.
Collaborate with Public Works, Finance and Community Development
departments to determine if the needed infrastructure serves multiple
properties and is on the captial improvement plan.
X X X X
Project
Manager
City staff Identify how many ED projects on CIP and where.
Ensure enough appropriately zoned land in desired employment areas.X X X Project
Manager
Community Development
Department
Identify how many sites available for expansion and
where.
Based on this understood need, apply for grants or apply Tax Increment
Financing (TIF) funds to projects in appropriate districts. Federal EDA Public
Works grant for infrastructure serving multiple employment sites.
X X
Project
Manager
City staff Identify how many grants and dollars have and/or
can be obtained to fund infrastructure.
√√
Continue to provide staff support for the photonics industry alliance.
X X X X
Director /
Project
Manager
Photonics companies,
MSU, and Gallatin
College
Determine barriers to growth within industry and
how they align with regional legislative agendas.
Build industry support for determined infrastructure
needs.
Provide funding and staff support to implement a software industry alliance
that includes stakeholder representatives.X X X New staff
and $10,000
Software companies,
MSU, and Gallatin
College
Organization Chair identified and first meeting
held.
Provide funding and staff support to implement an outdoor industry alliance
that includes stakeholder representatives. X X New staff
and $10,000
Outdoor companies,
MSU, MMEC and Gallatin
College
Organization Chair identified and first meeting
held.
Provide staff support to engage existing tourism organizations to align
events, marketing and promotions to highlight and promote local outdoor
companies.
X X
New staff Tourism organization and
chamber
Staff attending meetings to determine if there is an
opportunity to align with outdoor industry.
Provide staff support to engage Montana Bioscience Alliance locally to
further a bioscience industry alliance that includes stakeholder
representatives.
X X
New staff Biotechnology
companies, MSU, and
Gallatin College
Organization Chair identified and first meeting
held.
Determine if there are gaps in the supply-chain requiring a specific company
presence to bolster industry cluster strength. Partner with industry leaders to
fill supply-chain gaps with known sites, market demand, and workforce
opportunities.
X X X
Director /
new staff
Industry cluster
organizations
Identify company gaps internally and outreach
strategy to address.
√√
Pending private industry match, hire consultant to build basic website for
talent attraction that supports all industries. Consider annual maintenance in
budget and strategy to engage industry for use and upkeep. Based on
meetings with business groups and BRE visits, determine key messages to
attract talent.
X X
$15,000 +
maintenance
Industry cluster
organizations
Website created.
Business attracts
talent more easily.
Glossary Strategy Overall document that guides economic development department workplan for up to five years. Goal An overarching principle that guides decision making.Objective Specific area of focus to implement goal.Action Specific task undertaken by staff to meet objective.Outcome
Three Pillar Strategies
Result of actions.
Objective 1.3 Foster industry cluster collaboration
Objective 1.4 Strategically market for talent attraction
BOZEMAN ECONOMIC DEVELOPMENT STRATEGY (2017 to 2022)
Objective 1.1 Develop strategic approach to business retention visits
Objective 1.2 Invest in infrastructure and employment areas desired by traded sector business
Business
opportunities are
fostered,
innovation
encouraged,
training needs
addressed, and
barriers removed,
all strengthening
and growing
industry base.
Local industries
grow with the
removal of barriers
to growth and
nuturing of assets.
Construction of
infrastructure to
employment areas
desired by
industry.
359
Business
Growth Infrastructure Workforce Actions and Metrics 2017 2018 2019
Years
4 and 5
Staff and
Resource Partner Metric Outcome
Three Pillar Strategies BOZEMAN ECONOMIC DEVELOPMENT STRATEGY (2017 to 2022)
√
Create a role for a specific person in ED to be first stop for permitting and
process concierge. Introduce businesses to existing small business programs.X X X X
New staff DDA, SCORE, SBA,
County, Chamber, and
similar partners
Identify how many businesses supported and the
services provided.
Continue to proactively share GIS data and information to help business
determine locations for new business to help determine where infrastructure
investments should be made.
X X X X
Director /
new staff
City staff Identify how many business licenses issued annually
in what sector and where.
√
Collaborate with the start-up organizations to define roles and objectives.
City’s role is to help promote awareness of programs. Promote existing
programs through business license renewal or City mailings.
X X X X
Director /
new staff
Launchpad, Tech Link,
Blue Ocean, Startup
Bozeman, and other
Document number of promotions provided for
each start-up organization.
Promote the MSU Blackstone Launchpad, which is an entrepreneur resource
for students, alumni, and faculty offering coaching, ideation, and venture
creation support.
X X
Director /
new staff
Startup Organization Highlight information in website.
Collaborate with MSU Tech Link (formerly Tech Transfer Office) staff to foster
partnerships with industry clusters. X X Director /
new staff
Startup Organization Highlight information in website.
Promote the Blue Ocean Innovation Center, which is an existing private co-
working space, as resource for startups.X X Director /
new staff
Startup Organization Highlight information in website.
Promote Startup Bozeman as networking resource for startups. X X Director /
new staff
Startup Organization Highlight information in website.
√√√
Establish economic development implementation group with County
economic development, planning and public works staff.X X X X Director County Organize committee and hold at least two
meetings.
Consider how tourism funds can be incorporated into economic
development efforts.X X X
Director Convention and Tourism
Bureau, Chamber, and
other similar partners
Meet with partners and identify potential projects
for funding that support both tourism and
economic development.
Align economic development legislative agendas on a regional level for
stronger voice and actions to preserve existing economic development tools
and diversified funding stream for new opportunities.
X X
Director Chamber and other
similar partners
Prepare aligned legislative agenda items for focused
efforts. Identify how industry leaders can specific
support efforts.
Support Gallatin College in finding a location for a 100,000 square foot
facility and aligning regional funding.X X
Director Gallatin College, County,
Chamber, Prospera, and
other similar partners
Work with partners to determine specific college
needs and fundraising strategy. Leverage
established partnerships.
√
Build project-based learning partnerships between industry and K-12
programs. Have students visit manufacturing facilities to make education
relevant.
X X X X
Director /
new staff
Gallatin College, MSU,
industry organizations
Align with ongoing efforts to define and promote
programs when visiting businesses.
Continue to support Gallatin College and training programs by commuting
needs of businesses. X X X X Director /
new staff
Gallatin College, industry
organizations
Document training needs identified in business visits
and document follow up as to how need is met.
Explore opportunity for a coding school. These are fully-immersive coding
boot-camp programs and a part-time course designed to produce or
enhance highly employable software developers ready to work in Montana’s
thriving community of startups and tech businesses.
X X
Director /
new staff
Sofware companies,
Gallatin College, MSU
Based on business visits determine industry support
and need. Document need and next steps with
partners.
√
Understand where different types of workforce lives and employment
locations. Determine if there are commute barriers/opportunities.X X X X Project
Manager
Brokers, developers,
engineers
Map desired areas and if there are infrastructure
gaps.
Collaborate with transit authority to determine if routes and service are
matching with employer and employee locations. X X X X
Project
Manager
HRC, businesses Map employment and employee areas and desired
transit routes. Determine opportunities for new
services lines and necessary revenues.
Support efforts to build higher-density housing near transit and active
transportation routes.X X X X Project
Manager
Community Development
Department
Document and map new housing projects.
Enhance bike and ped connections throughout city to offer low cost active
transportation options.X X X X Project
Manager
Public works Document and map new projects.
Objective 2.1 Provide resources to local businesses to help them grow and expand
Objective 2.2 Support existing startup infrastructure
Objective 3.1 Regional focus
Objective 3.2 Workforce training partnerships
Objective 3.3 Strategically invest Urban Renewal
Business starts and
grows more easily.
Regional Connections
Local workforce is
strengthened with
enhanced skills
and training.
Community has
awareness of
existing start-up
community and
more start-ups
may emerge.
City builds the type
of place
employees and
employers want to
live and work in.
City and County
partners effectively
and proactively
address complex
issues facing the
region.
Support Business
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City of Bozeman | Economic Development Strategy Update
November 2016
Stakeholder List
City Staff
Craig Woolard, Public Works
Shawn Kohtz, Public Works
Chris Saunders, Community Development
Natalie Meyer, Sustainability
Mitchell Overton, Parks and Recreation
State and Community Partners and Resource Providers
Paul Reichert, the Prospera Business Network
Rob Gilmore, Northern Rocky Mountain EDD
Chris Naumann, Downtown Bozeman Partnership
Karyl Tobel, Montana Department of Commerce
Heather Grenier, Human Resource Development Council
Tracy Menuez, Human Resource Development Council
Jackie Haines, Human Resource Development Council
Stephanie Gray, Gallatin College
Bob Hietala, Gallatin College
Warren Vaughan, Gallatin County
Daryl Schliem, Bozeman Area Chamber of Commerce
Les Craig, Blackstone LaunchPad and the Montana State University Innovation Campus;
Anya Frey, Small Business Development Center at Montana State University
Sarah Ferguson, Montana Community Development Corporation
Luke Howard, Southwest Montana Building Industry Association
Business Leaders
Jim Ness, Big Sky Western Bank
Bob Gieseke, Rocky Mountain Bank
Matt Johnson, First Interstate Bank
Andrew Hull, Elixiter
KC Walsh, Simms Fishing Products
Andy Wunch, Sitka Gear
Rob Irizarry, Oracle
Justin Bigert, Wisetail
Ken Fichtler, Lattice Materials, Startup Bozeman
Michael Monaghan, Beartooth Radio
Cody Sauer, StartUp Bozeman
Bob Wall, Iron Core Labs
Robert Goodwin, Takeda Pharmaceuticals
Larry Johnson, Montana Photonics Industry Alliance
Pete Roos, Bridger Photonics
Tim Sheehy, Bridger Aerospace
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COMMISSION RESOLUTION NO. 4730
A RESOLUTION OF THE CITY COMMISSION OF THE CITY OF
BOZEMAN, MONTANA, ADOPTING THE 2016 ECONOMIC
DEVELOPMENT STRATEGY UPDATE.
WHEREAS, On August 3, 2009, via Commission Resolution 4195, the Bozeman City
Commission (the "Commission") adopted Bozeman's 2009 Economic Development Plan (the
2009 Plan"); and
WHEREAS, the 2009 Plan established an advisory committee, the Economic
Development Council, to review the City of Bozeman's development review and permitting
process, evaluate development issues and make recommendations for policy and procedure
changes to the Commission; and
WHEREAS, the 2009 Plan designated a qualified city employee with economic
development responsibilities and a role as the community business advocate in coordination with
the Economic Development Council on the implementation of the 2009 Plan; and
WHEREAS, the recommended priorities identified in the 2009 Plan's Implementation
Matrix that could be addressed and completed have been; and
WHEREAS, local economic conditions present upon adoption of the 2009 Plan have
changed;
WHEREAS, the Economic Development Council led the effort to coordinate internal
and external stakeholders and supports the 2016 Economic Development Strategy Update (the
112016 Update") and the recommendations contained therein; and
WHEREAS, the Commission remains committed to facilitating mid- and high wage job
growth and economic strength and diversification in the City and the region through updated and
timely economic development planning, strategy and policy updates; and
WHEREAS, the Commission supports the primary tenets of the 2016 Update:
a) retention and growth of existing businesses, while welcoming and
encouraging new businesses; and
b) investments in infrastructure as a mechanism to drive economic
development; and
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Resolution 4730, Adoption ofthe City ofBozeman's 2016 Economic Development Strategy Update
c) education and workforce development initiatives to provide businesses with
qualified workers.
NOW, THEREFORE, BE IT RESOLVED by the City Commission of the City of
Bozeman, Montana, that:
Section 1
The 2016 Economic Development Strategy Update is hereby adopted and shall be as
follows:
See Exhibit A.
Section 2
Effective Date.
This resolution shall be in full force and effect upon passage.
PASSED AND APPROVED by the City Commission of the City of Bozeman,
Montana, at a regular session thereof held on the 14th day ofNovember, 2016.
CARSON TAYLOR
Mayor
ATTEST: OF! BO '
ROBIN CRO1UdH A ,
City Clerk -- 3
C. u
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363
Resolution 4730, Adoption ofthe City ofBozeman's 2016 Economic Development Strategy Update
APPR VED AS T FORM:
GREG kDELIVAN
City Attorney
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