HomeMy WebLinkAbout05-25-22 Transportation Board Agenda & Packet MaterialsA.Call to Order - 6:00 PM
B.Disclosures
C.Changes to the Agenda
D.Public Service Announcements
D.1 Introduction of Nicholas Ross, Director of Transportation and Engineering (Mihelich)
E.Approval of Minutes
E.1 Minutes of the April 27, 2022 Transportation Advisory Board.(Veselik )
F.Consent Items
G.Public Comments
This is the time to comment on any matter falling within the scope of the Transportation Board.
THE TRANSPORTATION BOARD OF BOZEMAN, MONTANA
TB AGENDA
Wednesday, May 25, 2022
This meeting will be held both in-person and also using Webex, an online videoconferencing system.
You can join this meeting:
Via Webex:
Click the Register link, enter the required information, and click submit.
Click Join Now to enter the meeting.
Via Phone: This is for listening only if you cannot watch the stream, channel 190, or attend in-person
United States Toll
+1-650-479-3208
Access code: 2554 133 0705
If you are interested in commenting in writing on items on the agenda please send an email to
agenda@bozeman.net prior to 12:00pm on the day of the meeting.
Public comments will be accepted in-person during the appropriate agenda items.
You may also comment by visiting the Commission's comment page.
You can also comment by joining the Webex meeting. If you do join the Webex meeting, we ask you
please be patient in helping us work through this hybrid meeting.
As always, the meeting will be streamed through the Commission's video page and available in the City
on cable channel 190.
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There will also be time in conjunction with each agenda item for public comment relating to that
item but you may only speak once. Please note, the Board cannot take action on any item which
does not appear on the agenda. All persons addressing the Board shall speak in a civil and
courteous manner and members of the audience shall be respectful of others. Please state your
name and place of residence in an audible tone of voice for the record and limit your comments to
three minutes.
General public comments to the Board can be found on their Laserfiche repository page.
H.Special Presentations
I.Action Items
J.FYI/Discussion
J.1 Draft Transportation Demand Management Work Plan (Mastel)
K.Adjournment
For more information please contact the City Clerk's Office, agenda@bozeman.net
General information about the Transportation Board can be found in our Laserfiche repository.
This board generally meets the fourth 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:Transportation Board
FROM:Jeff Mihelich, City Manager
SUBJECT:Introduction of Nicholas Ross, Director of Transportation and Engineering
MEETING DATE:May 25, 2022
AGENDA ITEM TYPE:Administration
RECOMMENDATION:None
STRATEGIC PLAN:7.2 Employee Excellence: Recruit, retain and value a diverse, well-trained,
qualified and motivated team capable of delivering superior performance.
Be accountable and expect accountability from others. Make demonstrated
use of good judgement a part of the evaluation process for promotions.
BACKGROUND:The City of Bozeman created two new Director positions to replace the
Director of Public Works. The Director of Utilities oversees the city's water,
wastewater, and storm water groups. The Director of Transportation and
Engineering oversees the city's streets, solid waste and engineering groups.
The City is excited to welcome Nicholas Ross as the Director of
Transportation and Engineering.
UNRESOLVED ISSUES:None
ALTERNATIVES:None
FISCAL EFFECTS:None
Report compiled on: May 20, 2022
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Memorandum
REPORT TO:Transportation Board
FROM:Mike Veselik, Economic Development Program Manager.
SUBJECT:Minutes of the April 27, 2022 Transportation Advisory Board.
MEETING DATE:May 25, 2022
AGENDA ITEM TYPE:Minutes
RECOMMENDATION:I move to approve the April 27, 2022 Transportation Board Meeting
Minutes.
STRATEGIC PLAN:1.1 Outreach: Continue to strengthen and innovate in how we deliver
information to the community and our partners.
BACKGROUND:Minutes from the April 27, 2022 Transportation Advisory Board.
UNRESOLVED ISSUES:None.
ALTERNATIVES:As recommended by the Board.
FISCAL EFFECTS:None.
Attachments:
042722 Transportaton Board Meeting Mintues.pdf
Report compiled on: May 16, 2022
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Bozeman Transportation Board Meeting Minutes, April 27, 2022
Page 1 of 3
THE TRANSPORTATION BOARD MEETING OF BOZEMAN, MONTANA
MINUTES
April 27, 2022
Present: Bryce Gordon, Christine Roberts, Shannon Mahoney, Deejay Newell, Courtney Oyler, Kelly
Pohl, Paul Reichert, Cyndy Andrus
Absent: None
A) 00:03:33 Call to Order - 6:00 PM
B) 00:03:47 Disclosures
C) 00:03:59 Changes to the Agenda
• There were no changes to the agenda.
D) 00:04:14 Approval of Minutes
D.1 Minutes of the March 23, 2022 meeting of the
032322 Transportation Board Minutes.pdf
D.2 Approval of February 23, 2022 Meeting Min
022322 Transportation Board Minutes.pdf
00:04:33 Motion I move to approve the February and March meeting minutes of the Transportation
Advisory Board as submitted.
Courtney Oyler: Motion
Bryce Gordon: 2nd
00:05:10 Vote on the Motion to approve I move to approve the February and March meeting minutes of
the Transportation Advisory Board as submitted. The Motion carried 7 - 0
Approve:
Bryce Gordon
Christine Roberts
Shannon Mahoney
Deejay Newell
5
Bozeman Transportation Board Meeting Minutes, April 27, 2022
Page 2 of 3
Courtney Oyler
Kelly Pohl
Paul Reichert
Disapprove:
None
E) 00:06:03 Public Comments
00:09:03 Ralph Zimmer, Public Comment
• Ralph Zimmer commented with questions regarding the advisory board work plans.
F) 00:12:50 Action Items
F.1 00:12:56 Adoption of Resolution 2022-03 A Resolution of the Transportation
Advisory Board Acting as the Parking Commission of the City of Bozeman, Montana, to
Adopt Additional Rules of Procedure for Creating a Parking Benefit Zone in the City of
Bozeman.
Resolution 2022-03 Establishing Rules for the Creation, Modification, and Dissolution of
the Parking Benefit Zones.docx
00:13:12 Staff Presentation
Economic Development Parking Program Manager Mike Veselik presented the updated parking benefit
zone rules and proposed resolution to the board.
00:18:34 Questions of Staff
00:33:04 Public Comment
00:35:09 Linda Semones, Public Comment
• Linda Semones commented thanking the board and City staff for being responsive to public
comment.
00:36:34 Clarification from Staff
00:44:20 Motion I move the Transportation Advisory Board acting as the Parking Commission approve
Resolution 2022-03 as presented (with amendments shown in red).
Paul Reichert: Motion
Christine Roberts: 2nd
00:45:00 Discussion
00:53:11 Vote on the Motion to approve I move the Transportation Advisory Board acting as the Parking
Commission approve Resolution 2022-03 as presented (with amendments shown in red).. The Motion
carried 7 - 0
Approve:
6
Bozeman Transportation Board Meeting Minutes, April 27, 2022
Page 3 of 3
Bryce Gordon
Christine Roberts
Shannon Mahoney
Deejay Newell
Courtney Oyler
Kelly Pohl
Paul Reichert
Disapprove:
None
G) 00:53:50 FYI/Discussion
G.1 00:53:55 Fowler Avenue Connection Project
00:54:12 Staff / Consultant Presentation
01:16:22 Questions of Staff / Consultants
Danielle Scharf and Joey Stazick from Sanderson Stewart, as well as Community Engagement
Coordinator Dani Hess and City Transportation Engineer Taylor Lonsdale presented the Fowler Avenue
Project.
01:14:39 Input from the Board
The board provided input on street configuration, types of multimodal facilities, intersection traffic
control, and streetscape and landscape amenities,
02:03:51 FYI from Chair Pohl
Chair Pohl pointed the board to the recording of the Strong Towns presentation at MSU.
Chair Pohl highlighted National Bike month, Bike to Work Day and the Go Gallatin Commuter Challenge.
Chair Pohl reminded the board the next meeting will be in person at Bozeman City Hall.
02:06:29 Taylor Lonsdale provided additional information regarding the Go Gallatin Platform.
H) 02:07:27 Adjournment
For more information please contact the City Clerk's Office, agenda@bozeman.net
General information about the Transportation Board can be found in our Laserfiche repository.
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Memorandum
REPORT TO:Transportation Board
FROM:Candace Mastel, Transportation Demand Management Coordinator
Taylor Lonsdale, Transportation Engineer
SUBJECT:Draft Transportation Demand Management Work Plan
MEETING DATE:May 25, 2022
AGENDA ITEM TYPE:Policy Discussion
RECOMMENDATION:Provide feedback on Draft Transportation Demand Management Work Plan.
No formal action is required.
STRATEGIC PLAN:4.5 Housing and Transportation Choices: Vigorously encourage, through a
wide variety of actions, the development of sustainable and lasting housing
options for underserved individuals and families and improve mobility
options that accommodate all travel modes.
BACKGROUND:The City of Bozeman hired a Transportation Demand Management (TDM)
Coordinator in August of 2021 with the intent of expanding the efforts to
reduce single occupant vehicle miles traveled. The TDM Coordinator position
will complement the Planning and Engineering staff that are working on
transportation design and long-term planning through development review,
community outreach, and policy development.
The TDM Work Plan and Annual Report is a document meant to focus the
efforts of the Transportation Demand Management staff on achieving the
goals of the program and the city’s intent to reduce the negative impacts of
single occupancy vehicle use within the community. The plan contains an
introduction to TDM philosophies, it highlights how TDM aligns with and
helps achieve goals identified in the City's Strategic and other Long Range
Plans, and it identifies key goals and objectives and some associated
strategies.
In addition to providing goals and objectives the plan also highlights a focus
on active transportation and mobility. The plan will provide an annual
update on projects planned, in-progress and completed. The plan
emphasizes community involvement in achieving the goals and objectives
and also relies on intense partnerships with internal departments in addition
to other public and private community constituents and stakeholders.
Staff will present a brief overview of the plan and solicit the Boards input on
some specific areas.
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UNRESOLVED ISSUES:None
ALTERNATIVES:As suggested by the Board
FISCAL EFFECTS:The proposed FY 24 budget includes funding in the Public Works budget to
support implementation.
Attachments:
20220525_Draft for TAB.pdf
Report compiled on: May 20, 2022
9
TRANSPORTATION
DEMAND
MANAGEMENT
DraŌ Work Plan and Annual Report
March 18, 2022
10
11
TransportaƟon Demand Management Strategic Planning Document and Annual Report 3
Table of Contents
Glossary
IntroducƟon
What is TDM?
Why TDM?
CollaboraƟon and Partnership
Guiding Principles, ObjecƟves and Strategies
TDM Approaches
SupporƟve Strategies and Approaches
2021 Annual Report
Proposed 2022 Work Plan
4
5
6
8
11
12
16
20
22
23
12
4 TransportaƟon Demand Management Strategic Planning Document and Annual Report
Manual on Uniform Traffic Control Devices (MUTCD)
A document issued by the Federal Highway AdministraƟon
which specifies standards for traffic signage, road markings,
and signal uƟlizaƟon.
Metropolitan Planning OrganizaƟon (MPO)
A federally mandated and funded policy‐making
organizaƟon created to carry out planning processes for
communiƟes with populaƟons over 50,000 residents, as
determined by the U.S. Census.
NaƟonal AssociaƟon of City TransportaƟon Officials
(NACTO)
A coaliƟon of Departments of TransportaƟon in North
American ciƟes founded in 1996 that specializes in research
iniƟaƟves for transportaƟon infrastructure.
Parks, RecreaƟon and AcƟve TransportaƟon Plan (PRAT)
A City of Bozeman iniƟated plan which will idenƟfy prioriƟes
for the parks and recreaƟon and acƟve transportaƟon
infrastructure and ameniƟes for future planning of these
community assets.
Pedestrian and Traffic Safety CommiƩee (PTSC)
A past community board that spanned across adjoining ciƟes
that advocated for improved safety and faciliƟes for
pedestrians, bicyclists, and all acƟve modes.
Southwest Montana Mountain Bike AssociaƟon
(SWMMBA)
A local non‐profit chapter of the InternaƟonal Mountain
Biking AssociaƟon that builds and maintains local off‐road
bicycle faciliƟes, in partnership with jurisdicƟonal agencies
and others.
Western TransportaƟon InsƟtute (WTI)
A research organizaƟon affiliated with Montana State
University that focuses on eight main transportaƟon sectors,
including Mobility and Public TransportaƟon.
Vehicle Miles Traveled (VMT)
A metric used extensively in transportaƟon planning which
measures the amount of travel for all vehicles in a given
locaƟon over a given period of Ɵme.
Bozeman Area Bicycle Advisory Board (BABAB)
This ciƟzen advisory board has been absorbed by the
TransportaƟon Board. The original board consisted of
community members with a concern for creaƟng a
bikeable community focused on safety, connecƟvity, and
providing mobility opƟons for people, especially those
that are new to bike commuƟng.
Federal Highway AdministraƟon (FHWA)
This organizaƟon is a division of the United States
Department of TransportaƟon that specializes in the
oversight of construcƟon, maintenance, and preservaƟon
of the naƟon’s highways, bridges, and tunnels.
GoGallaƟn
Online transportaƟon plaƞorm that helps promote
affordable and sustainable commute opƟons. The
plaƞorm focuses on bike, walk, bus, carpool, and telework
trips and allows parƟcipants to track their trips,
parƟcipate in challenges, receive incenƟves, find
rideshare (carpool) partners, use a mulƟ‐modal trip
planner, and parƟcipate in commuter challenges.
GallaƟn Valley Land Trust (GVLT)
A local non‐profit organizaƟon focused on partnering with
public and private landowners to advance land
conservaƟon and trail development projects in the
community.
Leadership in Energy and Environmental Design (LEED)
A green building raƟng system widely used naƟonally and
internaƟonally for all building types. It includes a
framework for efficient and cost‐saving green buildings
and is intended to inform best pracƟces.
Glossary
13
TransportaƟon Demand Management Strategic Planning Document and Annual Report 5
IntroducƟon
In August 2021 the City of Bozeman hired a TransportaƟon
Demand Management (TDM) Coordinator to complement
the Planning and Engineering staff that are working on
transportaƟon design and long‐term planning through
development review, community outreach, and policy
development. With this new posiƟon, the city has dedicated
staff focused on advancing TDM strategies in alignment with
the City’s planning documents. AddiƟonally, the
approaches outlined in this plan will serve to address both
long term soluƟons to growth and demands on the system
as well as planning for improved mobility with acƟve modes.
This document will introduce basic TDM philosophy,
highlight TDM’s alignment with City plans, and outline
strategies envisioned to provide beƩer physical faciliƟes,
programs, and policies that improve the transportaƟon
experience in the community.
The TDM Coordinator is working collaboraƟvely across the
city system and community to develop relaƟonships,
understanding, and partnerships. A successful TDM program
requires a mulƟ‐faceted team approach spanning across the
community. In reference to success, it is understood with
TDM and the implementaƟon of the program that there are
many alternaƟve delivery approaches available to staff,
including uƟlizing temporary projects to help inform more
permanent soluƟons or adjusƟng design criteria to adapt to
changing best pracƟces or technology. Fine tuning physical
improvements, programs, and policy should be pursued in
the event of needing to modify or adjust the original
strategy or acƟon.
This document will be revisited on an annual basis for the
purpose of benchmarking strategies pursued by the TDM
program. At the end of the first year of TDM iniƟaƟves, this
document will also include achievements and informaƟon in
the form of data, to reinforce findings or to evaluate
successes.
14
6 TransportaƟon Demand Management Strategic Planning Document and Annual Report
What is TDM?
“TDM measures came into being during the 1970s and
1980s in response to a desire to save energy, improve air
quality, and reduce peak period congesƟon. TDM strategies
focused on idenƟfying alternates to single occupant vehicle
use during commuƟng hours. Therefore, such things as
carpooling, vanpooling, transit use, walking and bicycling for
work purposes are most oŌen associated with TDM. Recent
TDM measures include flexƟme, a compressed workweek
and telecommuƟng. In addiƟon to addressing commute trip
issues, managing demand on the
transportaƟon system includes addressing
traffic congesƟon associated with special
events, such as MSU football games,
concerts, the Downtown Christmas Stroll,
and other large cultural or sporƟng events
held within the community.”
‐2017 Bozeman TransportaƟon Master Plan
The Federal Highway AdministraƟon has
described TDM programs as designed to
maximize the people‐moving capability of
the transportaƟon system by increasing the
number of persons in a vehicle, or by influencing the Ɵme
of, or need to, travel. (FHWA, 1994)
Since 1994, TDM has been expanded to also include route
choice. A parallel arterial with excess capacity near a
congested arterial can be used to manage the
transportaƟon system to decrease congesƟon for all
transportaƟon users.
In 2017 the City of Bozeman, Montana State University, and
the Western TransportaƟon InsƟtute (WTI) formed a
partnership to develop a TDM framework in the community.
City of Bozeman and MSU funds were combined to leverage
federal funds from WTI’s Small Urban and Rural Livability
Center for this three‐year iniƟaƟve. Building on this effort, in
2021, the city funded a full‐Ɵme TDM Coordinator posiƟon.
In addiƟon to the funding of this posiƟon, both
organizaƟons made progress towards accomplishing several
key TDM efforts, including iniƟaƟng commuter benefits and
advocaƟng for mobility choices and infrastructure
improvements.
TDM strategies are an important part of the Bozeman
TransportaƟon Master Plan because of their inherent ability
to provide the following benefits to the commuƟng public:
‐BeƩer transportaƟon accessibility
‐BeƩer transportaƟon predictability
‐Relevant and Ɵmely informaƟon
‐A range of commute choices
‐Enhanced transportaƟon system performance
The City of Alexandria, Virginia defines for
its community what TransportaƟon
Demand Management is in a very concise
way:
TransportaƟon Demand Management
(TDM) is a set of policies, strategies, or
programs that emphasize managing the
demand for motor vehicle travel, in contrast
to the more expensive alternaƟve which
involves increasing the supply of
transportaƟon services (e.g., typically
through road capacity expansion). TDM
efforts reduce motor vehicle trips through
several means, including: accommodaƟng the same number
of people in fewer motor vehicles (e.g., transit, carpooling,
vanpooling, bicycling, walking), eliminaƟng trips enƟrely
(e.g., teleworking), and redistribuƟng the Ɵming of trips
from most congested “peak” periods to less busy “non‐peak”
Ɵmes (e.g., flexƟme benefits through employers).
TDM strategies also encompass improvements in
transportaƟon services, financial incenƟves, support services
that make the use of alternaƟves more convenient or
remove psychological barriers to using alternaƟves,
informaƟon disseminaƟon, and markeƟng acƟviƟes that
heighten awareness and interest in using alternaƟves.
“maximize the
people‐moving
capacity of the
transportation
system”
‐2017 TMP
15
TransportaƟon Demand Management Strategic Planning Document and Annual Report 7
What is TDM?
Mobility Lab, a research and communicaƟons center in
Arlington, Virginia, has this to say about TDM:
“TransportaƟon Demand Management is influencing
people’s behavior to use the exisƟng infrastructure in more
efficient ways.”
According to many organizaƟons that have implemented
comprehensive TDM programs, those communiƟes asked
themselves several important quesƟons prior to engaging in
the strategies:
What is the desired result of a TDM program? Is it just
to reduce Vehicle Miles Traveled (VMT)?
What appeƟte for programs or physical change is
there?
What funding mechanisms exist for the program?
TDM Principles
Key elements of the city’s TDM program should focus on:
Understanding the various user categories, including
resident vs visitor, or commuter vs. recreaƟon, or
comfortable vs. hesitant user
Types of iniƟaƟves that can address both the demands
on the circulaƟon system and infrastructure as well as
those for parking
Bringing to the table a combinaƟon of physical
improvements, programmaƟc iniƟaƟves, and policy
change
CollaboraƟng with community partners to achieve goals
and objecƟves
Staff has brushed up on the background of exisƟng planning
and policy documents in order to ascertain if there is
general support across plans and policies for TDM in our
community. Staff should work collaboraƟvely to understand
all opportuniƟes and constraints in the process of
developing TDM strategies, including those related to
Engineering, Planning, Parking, Legal, etc. In addiƟon, it is
prudent to determine what other organizaƟons are working
on related or complementary strategies or programs so that
resources can be combined and opƟmized to achieve what
is intended.
Where do we get started:
Research all exisƟng documents, plans, policies, code,
etc. related to development, transportaƟon, etc.
Become familiar with industry standards, such as
FHWA, MUTCD, NACTO, etc. in regard to transportaƟon
and mobility
Understand limitaƟons in regard to legal or otherwise
for development of physical improvements, policies, or
programs
Confirm what other enƟƟes are working on community‐
wide
Determine what prioriƟes are in the CIP and cross check
these projects with other desired TDM outcomes
Reach out to partners in the community concerning
transportaƟon issues
As menƟoned previously, TDM strategies can take the form
of physical improvements, programmaƟc iniƟaƟves,
incenƟve‐based programs, and/or policy changes. The goals,
objecƟves, and approaches included in this document are
inclusive of all of these types of strategies and strive to keep
the interconnectedness of them at the forefront of planning
and implementaƟon of the TDM program.
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8 TransportaƟon Demand Management Strategic Planning Document and Annual Report
Why TDM?
TDM supports many of the other planning efforts iniƟated
by the city, including the Strategic Plan, the TransportaƟon
Master Plan (2017), and the Bozeman Community Plan
(2020). The Parks, RecreaƟon and AcƟve TransportaƟon
(PRAT) Plan, slated for compleƟon in 2022 will also address
issues related to TDM.
TDM is a cross‐cuƫng tool to achieve a wide‐range of
soluƟons for not only transportaƟon but also improvement
of community planning issues like access to housing and
essenƟal services, parks and recreaƟon, and school and
work. TDM is directly linked to many other community
operaƟons, including the provision for new development
and maintenance of exisƟng faciliƟes. TDM is linked to the
affordable housing issue because reducƟon in the cost of
housing is directly related to a reducƟon in the cost for
transportaƟon based on proximity to essenƟal services,
work, and school.
Many of the City’s exisƟng plans and policies align with the
principles of TDM or support them directly. These plans and
policies have been summarized below where they support
or align with TDM goals and objecƟves (to be described later
in this document).
Strategic Plan
Strategy 1.3 ‐ Engaged Community: Public Agency
CollaboraƟon (School District, MSU, State and
Federal Agencies)
Strategy 1.4 – Engaged Community: Business
and InsƟtuƟonal Partnerships
Strategy 3.4 – Safe, Welcoming Community:
AcƟve RecreaƟon
Strategy 4.2 – Well Planned City: High Quality
Urban Approach (Parking)
Strategy 4.3 – Well Planned City: Strategic
Infrastructure Choices (MPO)
Strategy 4.5 ‐ Well Planned City: Housing and
TransportaƟon Choices (Enhance non‐
motorized transportaƟon)
Strategy 6.5 – Sustainable Environment: Parks,
Trails and Open Space (PRAT)
Strategy 7.3 – High Performance OrganizaƟon: Best
PracƟces, CreaƟvity and Foresight (Plan updates/dialogue/
innovaƟon)
Strategy 7.4 – High Performance OrganizaƟon: Performance
Metrics
Bozeman Community Plan (2020)
Theme 2, “A City of Unique Neighborhoods:” goals N‐1.8
through 1.12 include recommendaƟons for transportaƟon
system enhancements, including maintenance of exisƟng
infrastructure and the prioriƟzaƟon of walkability and
bikeability to housing and employment.
Theme 3, “A City Bolstered by Downtown and
Complementary Districts:” goals in DCD‐3 specifically deal
with enduring mulƟmodal connecƟvity within the city.
Theme 4,” A City Influenced by Our Natural Environment,
Parks and Open Lands:” Goal EPO‐1.4 advocates for an
enhancement in the accessibility of our community. Goals
EPO‐3.1 and 3.2 address a more climate change focused
realm, calling for maintenance standards for sidewalks and
mulƟ‐use paths so as to enhance the funcƟon of these
during the harsher months of the year.
17
TransportaƟon Demand Management Strategic Planning Document and Annual Report 9
Why TDM?
Theme 5, “A City That PrioriƟzes Accessibility and Mobility
Choices:” there is a heavy emphasis in several goals to
ensure mulƟ‐modal accessibility and safety.
Theme 7, “A City Engaged in Regional CoordinaƟon:” goals
in RC‐1 focus on coordinaƟon with other jurisdicƟonal
agencies, parƟcularly in the establishment of a Metropolitan
Planning OrganizaƟon (MPO).
The Bozeman Climate Plan (2020)
This plan idenƟfies transportaƟon as a major impact on
climate change. The plan offers several soluƟons that help
address these impacts, including increasing acƟve modes,
decreasing emissions while increasing number of more
efficient vehicles, and improving air travel impacts.
Downtown Bozeman Improvement Plan (2019)
This plan idenƟfies average commute Ɵmes, mode share,
and barriers to bicycling or using acƟve transportaƟon.
Several barriers menƟoned include volume and speed of
vehicular traffic on Main Street; lack of dedicated bicycle
infrastructure in our most vibrant shopping area in town;
and balancing bicycle and pedestrian infrastructure with the
need for proximate parking for visitors and shoppers. The
plan also suggests that to improve connecƟvity the city
should expand acƟve mode opportuniƟes; calm traffic;
create east‐west bicycle networks; and minimize net loss of
on‐street parking.
Downtown Bozeman Parking Study (2021)
This plan, recently completed, suggests that future
“evaluaƟon of paid parking and its ability to support the
parking program or other mobility iniƟaƟves” be
considered.
Triangles Trails Plan
The Triangle Community Plan was developed by the
Planning CoordinaƟng CommiƩee in cooperaƟon with
community partners, local government, and the public. It
was adopted in 2020. This plan serves as an extension and
complement to the exisƟng Belgrade Parks and Trails
Master Plan and the soon‐to‐be‐created and adopted City of
Bozeman Parks, RecreaƟon, and AcƟve TransportaƟon Plan
(PRAT). Developers, landowners, and homeowners will
benefit from a clear, predictable, and inspiring vision for a
trail, pathway, and linear park system. The Triangle Trails
Plan will guide the development of non‐motorized
pedestrian and bicycle recreaƟon and transportaƟon
infrastructure in future developments within the Triangle
area. The plan includes discussions centered on four guiding
principles: connecƟvity, safety, inclusivity, and consistency.
It establishes user and trail typologies and also aƩempts to
establish some standards and guidelines for trails,
trailheads, wayfinding, trail maintenance, and best
pracƟces.
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10 TransportaƟon Demand Management Strategic Planning Document and Annual Report
Why TDM?
According to the Triangle Trails Plan website, its vision
includes:
Regional coordinaƟon creates and maintains a coherent
land use paƩern that supports the needs of exisƟng and
future ciƟzens and the desire to protect community
character and ameniƟes.
CooperaƟon between jurisdicƟons supports
development paƩerns that do not compromise the
ability of municipaliƟes to grow in the future or expand
necessary infrastructure.
AddiƟonally the goal is to coordinate land use in the
Belgrade, Bozeman, and GallaƟn County areas to achieve:
Compact, conƟguous development and infill to achieve
an efficient use of land and infrastructure, reducing
sprawl and preserving open space, agricultural lands,
wildlife habitat, and water resources.
Well‐planned transportaƟon systems, consistent with
the overall growth management vision, support the
development of mulƟ‐modal and public transportaƟon
networks.
Community centers have adequate transportaƟon,
uƟlity, health, educaƟonal and recreaƟonal faciliƟes.
ResidenƟal areas provide healthy surroundings.
OpportuniƟes for agriculture, industry and business,
while minimizing conflict between adjacent land uses.
Unified Development Code (UDC)
This code, as it denotes, is a codificaƟon of regulaƟons by
which new site development must adhere. With regularity,
this code should be evaluated for promoƟng the type of
faciliƟes that encourage acƟve modes and supports
reducƟon in the use of single occupancy vehicles.
City of Bozeman ResoluƟon 5076
This resoluƟon calls for all future annexaƟons to enhance
the exisƟng circulaƟon system and the dedicaƟon of rights‐
of‐ways for streets. It also calls for annexaƟons to include
waivers of right to protest for the creaƟon of improvement
districts necessary to construct essenƟal services or uƟliƟes
for the development of the city.
As the city moves toward the establishment of a MPO, a
new and broader transportaƟon planning framework will
evolve increasing collaboraƟve planning and
implementaƟon of iniƟaƟves.
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TransportaƟon Demand Management Strategic Planning Document and Annual Report 11
CollaboraƟon and Partnership
The development and execuƟon of a viable regional TDM
program, including both physical and programmaƟc
iniƟaƟves, will take broad‐based collaboraƟon to leverage
staff Ɵme, experƟse, enthusiasm, and funding. A cultural
acceptance of TDM philosophies can only be achieved if the
benefits are well communicated to the general populaƟon
and to specific workplaces or organizaƟons that are taking
part in the effort.
Currently the city has connected with several potenƟal
partners, including but not limited to Montana State
University, the Western TransportaƟon InsƟtute, GallaƟn
Valley Land Trust, and the Downtown Bozeman Partnership.
Other partners may include workplaces of all sizes and will
be included in TDM outreach and engagement as TDM
program planning expands beyond the first year.
The goals for CollaboraƟon and Partnership are:
To engage with the community in as many ways
possible to promote TDM efforts
To empower partners to implement their own
programs, uƟlizing plaƞorms and resources established
by those leading the TDM effort in the community
To assist with the educaƟon and outreach to academic
insƟtuƟons and places of learning such as the local
school districts, private schools, GallaƟn College, and
Montana State University
To tackle complex issues such as physical improvements
and programming uƟlizing mulƟple layers of investment
To leverage staff and funding from mulƟple sources to
ensure success and solvency of the program
To address culture through outreach and educaƟon and
broad implementaƟon of a cohesive TDM approach
To address equity issues as it relates to access to all
forms of transportaƟon
The following list of partners is not exhausƟve but may
include: the Western TransportaƟon InsƟtute/GoGallaƟn,
the GallaƟn Valley Land Trust (GVLT), Downtown Bozeman
Partnership, the Bozeman Public Schools, Streamline and
HRDC, Bozeman Health, Montana State University, GallaƟn
County, Montana Department of TransportaƟon, GallaƟn
Valley Bicycle Club (GVBC), Southwest Montana Mountain
Bike AssociaƟon (SWMMBA), workplaces, consultants, and
developers.
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12 TransportaƟon Demand Management Strategic Planning Document and Annual Report
Guiding Principles, Goals and ObjecƟves
In developing Guiding Principles staff assists in linking the
TDM efforts back to the exisƟng plans and policies already in
place which prioriƟze criƟcal overarching philosophies that
make Bozeman a community where people want to live and
thrive.
Goals are defined as
statements that provide
direcƟon, achieve an
outcome or are linked to
the vision or a purpose.
They are acƟon
statements that have
been chosen to focus
efforts of the program
where there is a good
chance that
improvements or change
can happen.
ObjecƟves are defined as acƟons intended to be taken in
order to achieve the goals of the program. ObjecƟves should
be SMART, or Specific, Measurable, AƩainable, RealisƟc,
and related to a Timeline.
ObjecƟves should include the provision for best pracƟces,
concern for cost and reward, be communicated effecƟvely,
and have a “regionality” about them. These inclusions are
described in more detail below.
Best PracƟces
The ability for an objecƟve to influence industry standard or
innovaƟve soluƟons to transportaƟon problems in the City
of Bozeman, as well as contribuƟng to the culture change
oŌen needed to achieve desired outcomes.
Cost
The input required from
the city in order to
implement and conƟnue
an objecƟve in order to
achieve the desired
outcome.
Reward
MulƟ‐dimensional but
may include monetary
based rewards or less
tangible rewards like improvement of quality of life, safety,
or aestheƟcs.
CommunicaƟon
A key component of any objecƟve when the rubber hits the
road, no pun intended. It is a core tenant of successful TDM
programs and is directly related to collaboraƟon and
partnership previously menƟoned in this document.
“Regionality”
The link of the objecƟves to achieving a combined
community‐wide effort for TDM through collaboraƟon with
other jurisdicƟonal agencies and organizaƟons as well as
neighboring communiƟes. Regionality can also be looked at
as a way to achieve MPO related soluƟons when the
process of forming that organizaƟon is iniƟated.
PEOPLE FIRST
CLIMATE AND SUSTAINABILITY
EQUITY
GUIDING PRINCIPLES
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TransportaƟon Demand Management Strategic Planning Document and Annual Report 13
Goals and ObjecƟves
GOAL 1
EFFICIENT USE OF RESOURCES
ObjecƟve 1.1: Collaborate with Partners
Approach: Develop working relaƟonships that benefit both
parƟes, focusing on partners such as the GallaƟn Valley Land
Trust, the Western TransportaƟon InsƟtute, Montana State
University, the Downtown Business Partnership, the
Montana Department of TransportaƟon, and others that
share a focus on transportaƟon issues, programs and
projects. Development of relaƟonships with the private
sector is important for support and potenƟal incenƟves/
programming of future programs and projects.
Approach: Support and collaborate on the maintenance and
funding of the GoGallaƟn plaƞorm. This plaƞorm allows the
city and partners to run challenges, implement incenƟve
programs and track data of commuters.
Approach: Prepare and submit the Bicycle Friendly
Community applicaƟon in
spring of 2022. This
applicaƟon process
provides a review of the
city’s faciliƟes and
programs and also
provides potenƟal award
of standing on a naƟonal
level.
Approach: Join the
AssociaƟon for Commuter
TransportaƟon (ACT)
professional organizaƟon.
This organizaƟon provides
support naƟonally to TDM
professionals and offers
advice and direcƟon on programs and improvements as
industry best pracƟces.
ObjecƟve 1.2: Enhanced Regulatory Review
Approach: Adopt NACTO or other FHWA recognized design
guidance for infrastructure that prioriƟzes moving people
over moving cars.
Approach: Regular review of the Capital Improvement Plan
(CIP).
Approach: Complete the Parks, RecreaƟon and AcƟve
TransportaƟon Plan (PRAT).
Approach: Update the TransportaƟon Master Plan (TMP).
Approach: Update and align TDM, mobility, and acƟve
transportaƟon in the UDC and other regulatory documents.
ObjecƟve 1.3: Provide Outreach and EducaƟon to the
Community
Approach: Focus on social media presence, including
collaboraƟon with other partners in social media posts and
informaƟon sharing.
Approach: Develop a City of Bozeman web page for
TransportaƟon and related topics. Develop consistent
messaging and a clearinghouse for informaƟon.
Approach: AcƟvely parƟcipate in “Engage Bozeman” for
special projects.
Approach: Work collaboraƟvely with the School District and
other partners in developing a Safe
Routes to Schools program, Drivers
Ed instrucƟon for acƟve modes,
other programs at the K‐12 levels,
and with MSU academic courses, as
needed.
GOAL 2
HEALTHY AND SAFE
COMMUNITY
ObjecƟve 2.1: Reduce the level of
stress for acƟve modes
Approach: ReinsƟtute a local or
regional Safe Routes to Schools
style program that promotes
walking and bicycling to school
through infrastructure improvements, enforcement,
educaƟon, safety awareness, incenƟves, and prioriƟzing
access for the youth of the community and those with
mobility challenges.
Approach: Install, replace, and maintain faciliƟes on a
regular basis to ensure that the exisƟng network is
funcƟoning as intended.
Approach: Develop accurate crash data to evaluate areas for
improvement.
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14 TransportaƟon Demand Management Strategic Planning Document and Annual Report
transportaƟon opƟons in Parks and RecreaƟon such as pop‐
up projects and “Bike Your Park” events.
GOAL 3: PROVIDE TRANSPORTATION OPTIONS
ObjecƟve 3.1: Support local transit service and programs
Approach: Promote implementaƟon of Transit Oriented
Developments (TOD’s). These focus on providing easy access
to public transport and reduce walking or biking Ɵmes to
transit stops or desƟnaƟons.
Approach: Support employee trip reducƟon by collaboraƟon
with Streamline.
Approach: Support expansion of transit routes and stops.
ObjecƟve 3.2: Fund mulƟ‐modal programs and projects
Approach: Pursue grants and other funding sources as they
apply or will benefit the city.
Approach: PrioriƟze projects on the Capital Improvement
Plan that align with elements of this document as well as
other plans. UƟlize the strategy of aligning more than one
project to achieve a larger goal for TDM or acƟve
transportaƟon.
Approach: Parking system cash back for TDM and acƟve
transportaƟon. IncenƟvize employees for not driving to
work in a single occupancy vehicle and not impacƟng the
parking supply.
Approach: Provide parƟal funding for the GoGallaƟn
plaƞorm for 2023.
ObjecƟve 3.3: Increase AcƟve Mode Share
Approach: Plan and implement pop‐up projects in places
where there is the need for improved infrastructure, but no
plans are in place for permanent improvements. Pop up
projects help staff ascertain effecƟveness of improvements
without the planning and funding that more permanent
improvements require.
Approach: Develop a traffic calming program that provides
soluƟons on‐demand or in a planned manner.
Approach: Provide enhanced mapping and digital
wayfinding for users.
Approach: Collaborate on GoGallaƟn Challenges and provide
adequate outreach and engagement with community
partners.
Goals and ObjecƟves
ObjecƟve 2.2: Create Walkable and Bikeable
Neighborhoods
Approach: IdenƟfy gaps and opportuniƟes to improve
connecƟvity between neighborhoods, residenƟal and
commercial areas, and parks and recreaƟon faciliƟes.
Approach: Install, replace, and maintain faciliƟes on a
regular basis to ensure that the exisƟng network is
funcƟoning as intended.
Approach: Improve winter maintenance to expand seasonal
nature of faciliƟes in our climate.
ObjecƟve 2.3: Ensure access to parks and open space
Approach: IdenƟfy where beƩer connecƟvity can improve
accessibility instead of just focusing on distance‐based
proximity to residenƟal areas.
Approach: Provide adequate, intenƟonal and well‐designed
wayfinding.
Approach: Improve winter maintenance of faciliƟes to
provide beƩer year‐round access.
Approach: InvesƟgate shared programs that promote
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TransportaƟon Demand Management Strategic Planning Document and Annual Report 15
Goals and ObjecƟves
Approach: Enhance the bicycle parking and facility
requirements in regulatory documents.
Approach: Require end‐of‐trip faciliƟes in regulatory
documents.
Approach: Re‐evaluate the Complete Streets resoluƟon and
implement protocols.
GOAL 4: PROMOTE ECONOMIC OPPORTUNITY
ObjecƟve 4.1: PrioriƟze Regional CollaboraƟon
Approach: Establish digital infrastructure to share and
collaborate in programs and projects.
Approach: Collaborate on grant applicaƟons with other
agencies where they promote shared needs in TDM and
acƟve transportaƟon.
Approach: Provide planning and engineering assistance in
the establishment of the Metropolitan Planning
OrganizaƟon (MPO).
Approach: Coordinate urban and suburban land planning
with other agencies and organizaƟons through regular
communicaƟon (this would include the TCC meeƟng, which
occurs quarterly).
ObjecƟve 4.2: Provide support to the Parking Services
division as parking is a key component to the demand side
of TDM
Approach: Implement the most appropriate and beneficial
paid parking program for the downtown area.
Approach: Develop Transit Oriented Developments (TOD’s).
Mixed‐use neighborhoods add value to the community and
to people’s lives where they are complemented by public
transit at key areas, providing quick and easy access to
stops.
Approach: Educate workplaces about the need to promote
more remote parking for employees, parƟcularly where that
business serves a customer base and those customers
would appreciate proximate parking spaces.
Approach: Establish an enhanced site plan review process in
relaƟon to parking minimums or requirements.
Approach: Collaborate with other community partners in
establishing secure park‐and‐ride faciliƟes throughout town.
Approach: Create incenƟve programs to cash‐out for
parking diversion.
Approach: Support vanpool and carpool opportuniƟes for
the most parked regions of town, including but not limited
to downtown and campus.
ObjecƟve 4.3: Work collaboraƟvely with developers and
consultants in educaƟng about best pracƟces
Approach: Provide outreach and educaƟon for sharing
informaƟon on best pracƟces and innovaƟve ideas that
support exisƟng plans.
Approach: Create incenƟve programs through the design
review process to prioriƟze TDM or acƟve transportaƟon
iniƟaƟves.
ObjecƟve 4.4: Work collaboraƟvely with workplaces in
educaƟng about best pracƟces
Approach: Provide outreach and educaƟon for sharing
informaƟon on creaƟng workplaces that are TDM and acƟve
transportaƟon friendly, supporƟng both staff and
customers.
Approach: Promote work from home, flex work, remote
work, alternaƟve work schedules, etc. in order to offset the
demand for prime parking spaces and to reduce the impact
to roads and services in the community.
Approach: Establish an evaluaƟon program for workplaces
for friendliness towards acƟve modes and TDM and
spotlight bicycle friendly businesses or those that promote
acƟve modes.
Approach: Establish a city‐wide Guaranteed Ride Home
(GRH) program
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16 TransportaƟon Demand Management Strategic Planning Document and Annual Report
TDM Approaches
PHYSICAL INFRASTRUCTURE STRATEGIES
Enhanced Project Review
Ensure thorough review of all planning applicaƟons,
engineering site plans, and other relevant informaƟon to
determine if minimal standards are met in addiƟon to those
suggesƟons in the many community plans and policies
developed to ensure transportaƟon issues are addressed at
the earliest stages of planning and design.
Personal TransportaƟon Device (PTD) Parking and Storage
Provide innovaƟve parking and storage opƟons for all types
of PTDs in both our downtown area and in business centers
or areas where essenƟal services are found.
Accessibility
Improving accessibility for the least mobile in our
community is a best pracƟce that then allows all people to
be able to access places in our community that are
important to them. A thorough review of all the accessible
faciliƟes should be done on a rouƟne (ideally annual) basis
to ascertain if certain faciliƟes need to be upgraded. In
addiƟon, on‐site inspecƟon of new developments should be
done to ensure that planned faciliƟes are implemented as
intended.
Transit Oriented Development (TOD)
Transit Oriented Developments are residenƟal, commercial,
or hybrid developments that are planned and designed to
have internal and external connecƟvity, encouraging high
quality transit connecƟvity and faciliƟes for acƟve modes.
End of trip faciliƟes may also create an improved
environment and can include bike parking, showers, shelter,
bike/scooter share, etc.
Parking IncenƟves for Rideshare/Carpool/Vanpools
Different parking incenƟves exist for rideshare, carpools,
and vanpools that benefit people uƟlizing those types of
commuƟng opƟons. Montana State University has
implemented a discounted parking pass for carpools that is
administered through their Parking Services program. They
can choose to buy any pass they want in a locaƟon that
works for them, at a discount of 20%. This program was
insƟtuted in response to the planning of a LEED cerƟfied
building on campus. A locaƟon based system works by
giving program parƟcipants incenƟves such as premiere
parking spaces, which are oŌen either covered or are
proximate to the building entrance. PreferenƟal Carpool
Parking does require administraƟon of the program and
there is a trust component involved with the carpooling
groups.
Traffic Calming
Traffic calming techniques help educate the public about
creaƟng spaces that are more focused on pedestrian and
bicycle safety, which is directly related to encouraging
people to use other modes. Many communiƟes implement
traffic calming techniques such as chicanes, pedestrian
island bump outs, and planƟng of street trees to slow traffic
and make the streetscape safer and more enjoyable for
pedestrians and bicyclists. The WTI has implemented many
temporary pop‐up traffic calming projects in the
community. Some of the projects have been so well
received that they have been formalized into seasonal
traffic calming installaƟons.
25
TransportaƟon Demand Management Strategic Planning Document and Annual Report 17
Express Bus Service
In addiƟon to normal public transit there is the opportunity
to fill in the gaps for shorter trips with express bus service
strategies. Express routes can serve short distances where
there would be a high number of users. This strategy may
become more palatable as the community grows, parking is
at a premium, and our preferences for using public space is
recentered on moving people rather than moving cars.
Transit
Bozeman and the surrounding valley benefits from the
Streamline bus service. This service has recently gone
through a redevelopment process to reroute bus lines and
provide addiƟonal stop services. In the future it may
become necessary, as the community and demand grows, to
further enhance services provided by this system to reach
underserved neighborhoods and areas where residents are
living that need transit service to work, school, and access
to essenƟal services.
Park‐and‐Ride Lots
Park‐and‐ride lots serve several purposes but essenƟally can
help alleviate both traffic congesƟon and parking demand in
places where everyone wants to be. Bozeman would
potenƟally benefit from park‐and‐ride lots by providing
more distant parking for downtown employees or for those
traveling even further, such as to Livingston, Big Sky, or
Belgrade. Already, hundreds of employees of workplaces in
the Big Sky resort area benefit from park and ride situaƟons
in areas of Four Corners seven days a week. Many
employers provide private shuƩle vans or vehicles for the
transport of their employees and uƟlize parking areas by
ensuring an agreement is in place with property owners.
Improve Bicycle FaciliƟes
In response to surveys conducted by WTI and Montana
State University, it is apparent that most users feel bicycle
faciliƟes are lacking and for those that do exist there is lax
maintenance. Research has indicated that when
investments are made in bicycle faciliƟes bicycle mode
share increases.
TDM Approaches
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18 TransportaƟon Demand Management Strategic Planning Document and Annual Report
Improve Pedestrian Crossings
Many conflicts between pedestrians and other users happen
at intersecƟons and street crossings, both controlled and
uncontrolled. While infrastructure like bump‐outs allow an
extra step to protecƟng pedestrians they are oŌen in
conflict with bicycle travel. The goal for improving all
pedestrian crossings would be to provide clear line of sight
(free from obstrucƟons), direct line of travel, and easy
access to refuges in larger intersecƟon layouts. At some
point even those driving a motor vehicle must exit and
become a pedestrian at the end of a trip, so accommodaƟng
for safe routes of travel, should be a primary goal. In
addiƟon to the improvement of the infrastructure,
maintenance is especially important, including snow
removal operaƟons.
Enhanced Transit Stops
Developing more transit stops that are offset from the road,
providing shelter for transit users, and adequate wayfinding
or route informaƟon is key to user friendliness of transit
faciliƟes.
Enhanced Wayfinding and Signage
Overall, the transportaƟon system can benefit from
wayfinding and signage that helps with connecƟvity,
informaƟon on route finding, and educaƟon about user
culture or regulaƟons for use.
Parking Tiers
This type of strategy establishes different zones of parking
with a “pay to play” policy where premiere or proximate
parking costs more than remote parking or parking with less
associated ameniƟes. In many cases, more expensive
parking areas are located near building entrances,
commercial centers, and transportaƟon faciliƟes like airport
terminals. MSU uƟlizes this parking services strategy with
their parking permit sales business model. It has been
effecƟve in providing affordable opƟons that are sƟll within
a short walk to core campus.
POLICY STRATEGIES
AforemenƟoned, the review of exisƟng policies and
planning documents will provide a background on how
those policies have supported TDM and transportaƟon
iniƟaƟves in the past and how the City can move forward
with updaƟng those plans to further those iniƟaƟves into
the future.
AcƟve TransportaƟon Plan
The City of Bozeman is currently working with a consultant
team to develop a Parks, RecreaƟon and AcƟve
TransportaƟon (PRAT) Plan, which emphasizes acƟve
transportaƟon and will address the role mobility plays in the
parks planning realm as well as addressing issues like
wayfinding, connecƟvity, use of trails as commuter routes,
etc. However, at some point, as the city grows and the MPO
becomes more of a staple of conversaƟon, so too will the
need for a standalone AcƟve TransportaƟon Plan.
Synergize UDC and Engineering Standards
In order to beƩer integrate TDM strategies into exisƟng
planning, regulatory, and standards documents, those
documents should be reviewed to determine if all strategies
align with the intenƟons of the content of those documents.
An example would include determining if the design
standards for local or collector streets within new land
development meets the intent also of bicycle, pedestrian,
and transit‐oriented design (as well as the Complete Streets
resoluƟon).
Update TransportaƟon Master Plan
The exisƟng TransportaƟon Master Plan was adopted by the
City of Bozeman in 2017. It is advised that this plan be
updated at the five year mark, which would be in 2022.
Complete Streets
A Complete Streets ResoluƟon was signed by the Mayor in
2010. The city has reached several benchmark milestones in
regards to Complete Streets goals. Staff is reviewing the
progress made in the last ten years as well as invesƟgaƟng
how Complete Streets policies can become “best pracƟces”
in engineering standards and planning documents. Like LEED
cerƟficaƟons, the Complete Streets policies aim to make
TDM Approaches
27
TransportaƟon Demand Management Strategic Planning Document and Annual Report 19
improvements and strategies into normal pracƟce so that
they become a common signature in our public spaces.
There is also the potenƟal to employ more effecƟve
industry standards given the recent changes with the
FHWA, which would give municipaliƟes more freedom in
choosing guidance documents that work for them.
Paid Public Parking
In 2021 the city commissioned a parking study. In this
parking study it was determined that the downtown
Bozeman core area should implement a paid parking
system for on‐street and/or off‐street parking spots. One of
the most common and effecƟve TDM strategies is to charge
for public parking. Parking is an inexpensive commodity to
provide in our public realm, as it is costly to both construct
and maintain. This cost is both physical and financial. The
community needs to ask themselves a few important
quesƟons about parking, including “what do we want our
community to look like?” and “what is the true cost of
parking?”
PROGRAMMATIC STRATEGIES
ProgrammaƟc strategies are less about physical
infrastructure improvements and more about
implemenƟng programs or cultural change that
complements the physical improvements. ProgrammaƟc
strategies are both internal to the city operaƟons and
external within the community. ProgrammaƟc strategies
typically require partnerships with non‐government
agencies, organizaƟons, and businesses or workplaces.
Partner on Employer Wellness Programs
Coordinate commuter challenges or incenƟve programs
with employer wellness programs. CoordinaƟng these
events brings into the conversaƟon of transportaƟon
personal and community health and wellness, which is
enhanced by using acƟve modes of transportaƟon at least a
few Ɵmes per week. The GoGallaƟn plaƞorm can be used
to administer these programs to track trips and can also
provide feedback on reducƟon in environmental factors as
well as making users aware of calories burned and money
saved.
General programmaƟc strategies may include:
Guaranteed Ride Home (GRH) program
Workplace on‐site showers, secure bike parking, and
lockers
Workplace‐based incenƟve programs
Encourage businesses to embrace telecommuƟng, flex
Ɵme, compressed work schedules, or alternaƟve work
schedules
TDM Measures for larger workplaces given their impact
on the system
Car sharing, ride sharing, and vanpooling
Bike sharing
Enhanced support of transit use through transit
oriented design, transit hubs, and expanded routes and
stops
New resident outreach with informaƟon on
transportaƟon opƟons
Telework or other alternaƟve work arrangement
policies that can be adapted for workplaces
Community‐based incenƟve programs
City specific programmaƟc strategies include:
Community Outreach and engagement on projects or
programs
City transportaƟon/mobility webpage
TDM MarkeƟng Program
Develop mode share targets
MarkeƟng and branding
TDM Approaches
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20 TransportaƟon Demand Management Strategic Planning Document and Annual Report
SupporƟve Strategies and Approaches
ACTIVE TRANSPORTATION AND MOBILITY
A significant associated effort aligned with the strategies of
TDM are those that focus on AcƟve TransportaƟon and
Mobility. On Wikipedia, “acƟve mobility, acƟve travel, acƟve
transport or acƟve transportaƟon is the transport of people
or goods, through non‐motorized means, based around
human physical acƟvity. According to Merriam‐Webster,
mobility is defined as “the quality or state of
being mobile or movable.” Bicycle and mobility iniƟaƟves
or improvements are typically categorized under five (5)
main areas: Engineering, EducaƟon, Encouragement,
EvaluaƟon, and Equity. The League of American Bicyclists
(The League) uses these categories to evaluate and
advocate for improved faciliƟes that meet standards meant
to facilitate biking more safely and with more enjoyment.
The iniƟaƟves suggested below are organized into the five
(5) categories suggested by The League.
Engineering
Traffic calming demonstraƟon projects
Enhanced site plan review
InstallaƟon of coordinated wayfinding and signage
focused on route finding and connecƟvity
Updated trail and route maps for bicycling
Enhanced winter maintenance of bicycle faciliƟes (and
pedestrian routes also)
EducaƟon
Implement bicycle educaƟon campaigns
Implement safety campaign for bicyclists and
awareness for drivers
Develop an incenƟve program based on diversion of
vehicle trips
Develop adult Learn‐to‐Ride programs for new bicyclists
Family bicycling program
Reinvigorate the driver’s educaƟon process with bicycle
awareness
Educate on the benefits of TDM for individuals and the
community
Improve awareness of Streamline services
Encouragement
Revisit bringing back the Bicycle Benefits that was in
place for bicycle friendly businesses
Work collaboraƟvely with partners in social media
campaigns
Partner with GoGallaƟn and other community
organizaƟons to plan a Bike to Work Week
Consider implemenƟng programs such as Bike Buddies,
bike valet at special events, and “Kidical Mass,” with
City Parks and RecreaƟon or other partners
Guaranteed Ride Home Program
Carpool/vanpool development
EvaluaƟon
Conduct regular city bicycle and pedestrian counts
Determine mode share split
Prepare and submit the League of American Bicyclists
Bicycle Friendly Community ApplicaƟon
Work with Streamline on documenƟng ridership
Track carpooling/vanpooling
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TransportaƟon Demand Management Strategic Planning Document and Annual Report 21
Equity
Partner with trusted organizaƟons and leaders in
communiƟes who have not been included in
engagement and planning efforts around mobility
and transportaƟon. Partner organizaƟons may
include: HRDC’s Streamline/Galavan and Warming
Center, the Montana Independent Living Project,
and Eagle Mount
Consider in all programs or projects the potenƟal
benefits, burdens, and unintended consequences
on marginalized or vulnerable communiƟes
including those who:
IdenƟfy as having a disability
Are unable to drive themselves due to age,
ability, or temporary mobility impairment or
lack of access to a personal vehicle
Have limited English proficiency
Are experiencing homelessness
IdenƟfy as a person of color
Are at higher risk to personal safety because
of their gender idenƟty
SupporƟve Strategies and Approaches
30
22 TransportaƟon Demand Management Strategic Planning Document and Annual Report
2021 Annual Report
An important aspect of the TDM program is the monitoring
and evaluaƟon of programs. In addiƟon, because physical
improvements directly enhance the transportaƟon system,
especially for users of acƟve modes, it is important to
evaluate the success of those iniƟaƟves as well. Policy
changes should also be analyzed for ease of use and
relaƟonship to improvements that assist in supporƟng both
TDM strategies and other planning, engineering, and
sustainability endeavors.
An ideal tool for benchmarking and reporƟng would include
staff providing an annual report with milestones and
planned programs or projects for the coming year. This
report could feature both achievements and goals as well as
commuter spotlights, relevant topics in transportaƟon, and
workplace Ɵps and tricks. A model for this report and also
for many strategies is the Missoula in MoƟon organizaƟon,
which has a robust program for strategy development and
implementaƟon as well as outreach and engagement with
the community.
Notable achievements in 2021 include:
Hiring a TDM Coordinator for the City of Bozeman
Working collaboraƟvely with Bird and BlinkRides to
install personal transportaƟon device parking in the
downtown area
Working collaboraƟvely with BABAB and PTSC to ensure
that bicycle and pedestrian projects are included in the
CIP
The formaƟon of the new TransportaƟon Board
Partnership with WTI/GoGallaƟn formed to work
toward strategies in the future
Partnership with Downtown Bozeman Partnership
formed to work toward strategies in the future
Front Street Connector (Oak Street separated shared
use path to Story Mill Spur Trail)
Rouse Avenue Bicycle Lane Redesign
Griffin Drive separated shared use path and rail grade
crossing, Phase 1
Blackwood Grove separated shared use path at the
south side of the city
In Summary, the 2021 TDM work plan included:
Physical Elements
Provide support to the Engineering staff as it pertains to
current plan review
Partner with GVLT and SWMMBA on Bikefill project
ProgrammaƟc Elements
Begin planning of the new web page for TDM,
TransportaƟon and Mobility, including locaƟon,
content, and synergy with gallaƟncommute.org
Implement, in coordinaƟon with GoGallaƟn/WTI,
consistent challenges and events on the Ride Amigos
plaƞorm
Secure city funding for the GoGallaƟn plaƞorm in July
2022 budget planning process (proposal has been
submiƩed and is under review)
Develop proposed project budget for next fiscal year
Design the following programs: Guaranteed Ride Home,
Workplace spotlight, Commuter Spotlight, New
Resident Outreach, Holiday Commute and Shop
Challenges
Policy Elements
Provide staff support to Parks and RecreaƟon with the
producƟon of the PRAT Plan
Provide staff support for Parking Study and Downtown
Parking Management Plan
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TransportaƟon Demand Management Strategic Planning Document and Annual Report 23
Proposed 2022 Work Plan
Physical
Provide support to the Engineering staff as it pertains to
current plan review
Partner with GVLT and SWMMBA on Bikefill project
Review Engineering standards to ensure city is
advocaƟng for best pracƟces in bicycle and pedestrian
infrastructure
Work collaboraƟvely with City of Bozeman Streets
Department to plan improved winter maintenance for
bicycle and pedestrian routes
ProgrammaƟc
Develop a “Lunch and Learn” program for workplaces
and schools
Develop a workplace TDM toolkit
Spotlight local employers for TDM successes
Establish plan for employer assessments for TDM or
AcƟve TransportaƟon iniƟaƟves
Highlight commuters in Bozeman on website and pair
with gallaƟncommute.org web page
Execute bike counts Spring 2022 in collaboraƟon with
WGM Group and MSU students from the ITE (InsƟtute
of TransportaƟon Engineers) club
Coordinate the commuter challenges in sync with
GoGallaƟn
InvesƟgate the possibility of re‐establishing Safe Routes
to School within Bozeman Schools
Finalize and launch new web page for TDM,
TransportaƟon and Mobility that complements the
gallaƟncommute.org web site gallaƟncommute.org
developed by WTI during rebranding of Ride Amigos
plaƞorm to GoGallaƟn. City’s web page to offer
informaƟon, incenƟves and programs for city residents
and employers while the gallaƟncommute.org plaƞorm
will offer those features for all others that the plaƞorm
is meant to serve in the GallaƟn Valle
City to fund GoGallaƟn Ride Amigos soŌware so that it
can be uƟlized for tracking trips, incenƟve
administraƟon and programming for all commuters,
including those in the city of Bozeman
Policy
Provide support to Parks and RecreaƟon with the
producƟon of the PRAT Plan
Provide support for Parking Study and Downtown
Parking Management Plan
Coordinate UDC changes with best pracƟces in
transportaƟon
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