HomeMy WebLinkAbout05-03-23 EVB Agenda & Packet MaterialsA.Call to Order - 6:00 PM
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B.Disclosures
C.Changes to the Agenda
D.Public Service Announcements
E.Approval of Minutes
E.1 Approval of April 5, 2023 Economic Vitality Board Meeting Minutes (DiTommaso)
F.Consent Items
G.Public Comments
This is the time to comment on any matter falling within the scope of the Economic Vitality Board.
There will also be time in conjunction with each agenda item for public comment relating to that
THE ECONOMIC VITALITY BOARD OF BOZEMAN, MONTANA
EVB AGENDA
Wednesday, May 3, 2023
General information about the Economic Vitality Board is available in our Laserfiche repository.
If you are interested in commenting in writing on items on the agenda please send an email to
agenda@bozeman.net or by visiting the Public Comment Page prior to 12:00pm on the day of the
meeting.
Public comments will also be accepted in-person and through Video Conference during the appropriate
agenda items.
As always, the meeting will be streamed through the Commission's video page and available in the
City on cable channel 190.
For more information please contact Brit Fontenot, bfontenot@bozeman.net
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item but you may only speak once per topic. 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 in their Laserfiche repository folder.
H.Special Presentations
I.Action Items
I.1 Review of Resolution 5443, the City of Bozeman's 2023 Economic Vitality Strategy and
Commission Recommendation(Fontenot)
J.FYI/Discussion
J.1 Update on Bozeman as a City for CEDAW (Convention of the Elimination of Discrimination
Against Women)(Strout)
J.2 Vision Statements Work Session - Belonging in Bozeman Equity & Inclusion Plan (Lyon &
Hess)
K.Adjournment
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 April 5, 2023 Economic Vitality Board Meeting Minutes
MEETING DATE:May 3, 2023
AGENDA ITEM TYPE:Minutes
RECOMMENDATION:Approve the April 5, 2023 Economic Vitality Board Meeting Minutes.
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 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:As recommended by the Board.
FISCAL EFFECTS:None.
Attachments:
040523 EVB Minutes.pdf
Report compiled on: April 27, 2023
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Bozeman Economic Vitality Board Meeting Minutes, April 5, 2023
Page 1 of 2
THE ECONOMIC VITALITY BOARD MEETING OF BOZEMAN, MONTANA
MINUTES
April 5, 2023
A) 00:00:14 Call to Order - 6:00 PM
B) 00:01:33 Disclosures
• Danielle Rogers disclosed her work on the CEDAW task force.
C) 00:02:02 Changes to the Agenda
• Staff Liaison Brit Fontenot introduced Will Shepard as a new board member.
D) 00:02:50 Public Service Announcements
• There were no public service announcements.
E) 00:02:55 Approval of Minutes
E.1 00:02:59 Approval of March 1, 2023 Economic Vitality Board Meeting Minutes
030123 DRAFT EV Board Meeting Minutes.pdf
00:03:03 Motion to approve E) Approval of Minutes
Sara Savage: Motion
Danielle Rogers: 2nd
00:03:17 Vote on the Motion to approve E) Approval of Minutes The Motion carried 5 - 0.
Approve:
Sara Savage
Craig Ogilvie
Danielle Rogers
John Carey
Katharine Osterloth
Will Sheppard
Disapprove:
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Bozeman Economic Vitality Board Meeting Minutes, April 5, 2023
Page 2 of 2
None
F) 00:03:40 Consent Items
G) 00:03:58 Public Comments
• There were no public comments.
H) 00:04:48 Special Presentations
• There were no special presentations
I) 00:04:59 Action Items
• There were no action items.
J) 00:05:04 FYI/Discussion
J.1 00:05:09 Belonging in Bozeman - Equity & Inclusion Plan Update
• Dani Hess and Nakesha Lyon presented the Belonging in Bozeman Equity and Inclusion Plan
Update.
00:20:20 Questions of Staff
J.2 00:42:06 Community Housing Impact Fund Discussion
• David Fine presented the Community Housing Impact Fund.
00:57:57 Questions of Staff
Community Housing Impact Fund 04.05.23.pdf
J.3 01:37:59 2023 Legislative Update
• Jesse DiTommaso provided the legislative update.
01:51:34 Questions of Staff
City of Bozeman Legislativ.pdf
J.4 01:57:02 Update on the Economic Vitality Strategy
• Brit Fontenot provided an update on the Economic Vitality Strategy.
02:01:50 Questions of Staff
K) 02:07:07 Adjournment
This board generally meets the first Wednesday of the month from 6:00 pm to 8:00 pm.
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Memorandum
REPORT TO:Economic Vitality Board
FROM:Brit Fontenot
SUBJECT:Review of Resolution 5443, the City of Bozeman's 2023 Economic Vitality
Strategy and Commission Recommendation
MEETING DATE:May 3, 2023
AGENDA ITEM TYPE:Plan/Report/Study
RECOMMENDATION:Consider the presentation of updated portions of the 2023 Econmic Vityality
Straregy and consider a motion and vote recommending adoption of
Resolution 5443, to the Bozeman City Commission.
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:
On September 29, staff presented Resolution 5443, adoption of the
Economic Vitality Strategy (EVS), to the Economic Vitality Board (EV Board)
for their recommendation to the Bozeman City Commission (City
Commission). Although the meeting did not have a quorum, public
comment was taken regarding the importance of the arts to communities
and economic development. Due to a lack of quorum, no action was taken
by the EV Board on September 29, 2022.
On November 2, 2022, staff re-presented Resolution 5443 to a quorum of
the EV Board at which time they and staff discussed the value of the arts,
and it was suggested by staff that the value of the arts to overall economic
development was indirectly addressed in the EVS. The Board voted
unanimously to recommend approval of Resolution 5443, adopting the City's
EVS, to the City Commission.
On January 10, 2023, staff presented Resolution 5443 and the draft EVS to
the City Commission. Public comment concerning more direct mention and
analysis of the value arts to community and economic development was
again robust. Based on public comments and City Commission discussion,
the item was tabled, and staff was directed to take on two tasks; 1) include
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more information and analysis concerning the value of the arts in
community and economic development, and 2) more clearly demonstrate
the intersections between sustainability and the EVS.
Over the past several months staff and our consultant conducted additional
focus groups with leaders from the arts community. Once the EVS was re-
drafted based on the aforementioned focus group input, representatives of
the focus groups were provided an additional opportunity to further refine
the new sections.
Additionally, staff and our consultants performed follow-up interviews with
the City’s sustainability team and generated a detailed memo on the
intersections between the EVS implementation matrix and the principles of
the climate action planning documents.
Staff is reintroducing Resolution 5443 to the EV Board, with the addition of
sections devoted to the importance of arts to community and economic
development and a detailed memo which more clearly demonstrates the
intersection between sustainability and the EVS. Given that on November 2,
2022, the EV Board unanimously recommended approval of Resolution 5443
to the City Commission, staff will be presenting only the portions added to
the EVS after the original EV Board approval.
Currently, Resolution 5443 is scheduled for City Commission consideration
on June 6, 2023.
UNRESOLVED ISSUES:None at this time.
ALTERNATIVES:As suggested by the Economic Vitality Board
FISCAL EFFECTS:Undetermined at this time.
Attachments:
Resolution 5443 Adoption of the 2023 Economic Vitality
Strategy.pdf
Bozeman Economic Vitality Strategy with Arts 04.25.23 FINAL
Complete Document.pdf
EVS Climate Change Elements_041023.pdf
Report compiled on: April 27, 2023
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Version April 2020
RESOLUTION 5443
A RESOLUTION OF THE CITY COMMISSION OF THE CITY OF BOZEMAN,
MONTANA, ADOPTING THE 2023 ECONOMIC VITALITY STRATEGY.
WHEREAS, on August 3, 2009, via Resolution 4195, the Bozeman City Commission (the
“Commission”) adopted Bozeman’s first economic development strategy; the 2009 Economic
Development Plan; and
WHEREAS, on November 14, 2016, via Resolution 4730, the Commission adopted the
2016 Economic Development Strategy Update (the “2016 Strategy”); and
WHEREAS, the recommended priorities identified in the 2016 Strategy’s Implementation
Matrix that could be addressed have been; and
WHEREAS, the federal, state and local economy have undergone tremendous transition
since the adoption of the 2016 Strategy; and
WHEREAS, the 2016 Strategy was intended to be a five (5) year plan; and
WHEREAS, on April 16, 2018, via Resolution 4852, the Commission adopted the City’s
Strategic Plan, a tenant of which is to support a diversified and innovative economy leveraging our
natural amenities, skilled and creative people, and educational resources to generate economic
opportunities.
WHEREAS, in 2021the Commission appointed the Economic Vitality Board (the “EVB”)
to advise the Commission on the economic development activities in Bozeman and its surrounds;
and
WHEREAS, the EVB identified the 2023 Economic Vitality Strategy update (the “2023
Strategy”) a 2022 – 2023 workplan priority; and
WHEREAS, the EVB led the effort by actively participating in, and coordinating internal
and external stakeholders input on the 2023 Strategy update and supports the 2023 Strategy and
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Version April 2020
the recommendations contained therein; and
WHEREAS, the Commission remains committed to facilitating mid to 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 recognizes that a strong, vibrant, resilient and sustainable
local economy is also diverse, equitable and inclusive; and
WHEREAS, the Commission supports the primary tenants of the 2023 Strategy which
include:
a) Infrastructure investments as mechanism to drive economic development; and
b) Education and workforce development initiatives provide businesses with qualified
workers; and
c) Retention and growth of existing businesses is the priority while remaining
welcoming and encouraging to new businesses into the City of Bozeman.
NOW, THEREFORE, BE IT RESOLVED by the City Commission of the City of
Bozeman, Montana, to wit:
Section 1
The 2023 Economic Vitality Strategy is hereby adopted and shall be as follows:
See Exhibit A
Section 2
Effective Date
The Resolution shall be in full force and effective upon passage.
PASSED, ADOPTED, AND APPROVED by the City Commission of the City of
Bozeman, Montana, at a regular session thereof held on the _____ day of ________, 20____.
9
Version April 2020
___________________________________
CYNTHIA L. ANDRUS
Mayor
ATTEST:
___________________________________
MIKE MAAS
City Clerk
APPROVED AS TO FORM:
___________________________________
GREG SULLIVAN
City Attorney
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CITY OF BOZEMAN
Economic Vitality Strategy (EVS)
April 2023
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PREPARED BY:
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TABLE OF CONTENTS
Introduction ................................................................................................................................ 1
Strategy Purpose .................................................................................................................... 1
What is Economic Vitality? ..................................................................................................... 1
The Gallatin Valley Story ............................................................................................................ 5
Regional Overview ................................................................................................................. 9
Industry Clusters ...................................................................................................................14
National Trends .........................................................................................................................15
Equity ....................................................................................................................................15
Housing Availability ...............................................................................................................19
Climate Change .....................................................................................................................20
Early Learning/Child Care......................................................................................................21
Youth Skills Development ......................................................................................................22
Integration of Creative Arts ....................................................................................................23
Small Business Development ................................................................................................25
The Economic Vitality Strategy .................................................................................................28
Vision ....................................................................................................................................28
Values ...................................................................................................................................28
Guiding Principles .................................................................................................................29
Goals and Objectives ............................................................................................................29
Action Matrix..........................................................................................................................33
Evaluation Framework ...........................................................................................................33
Attachment A: Economic Conditions Analysis
Attachment B: Action Matrix
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Bozeman Economic Vitality Strategy | April 2023 1
INTRODUCTION
The City of Bozeman is an economic hub for the broader Gallatin Valley and State of Montana.
Recognizing that economies and the workforce are not limited by jurisdictional boundaries, the
Bozeman Economic Vitality Strategy (EVS) is intended to serve the larger Gallatin Valley area.
It will be monitored by City of Bozeman staff to ensure implementation, but it requires
engagement from various stakeholders across the Valley.
STRATEGY PURPOSE
This document is aimed at regional, city and county economic development practitioners,
business leaders, elected officials and stakeholders implementing programs that support the
growth of businesses and enhance opportunities for individuals to access economic mobility in
the Gallatin Valley. This requires alignment and implementation of actions across government
agencies and organizations. The Strategy provides deliberate direction to guide actions that will
evolve over the next five years to meet dynamic economic and business conditions. The
Strategy is constant; the actions and organizations involved in implementation are dynamic.
Educate
The Bozeman EVS is founded on the vision that the future Gallatin Valley economy will
equitably serve residents that live and work in the region. The vision needs broad support and
this document should be used to engage elected officials, business leaders, and stakeholders to
help amplify the vision and providing support through their actions.
Invest
The EVS should also be used to leverage greater investment in the region by providing data
and rationale used to: 1) obtain grants to fund implementation; 2) encourage private investment;
and 3) align federal and state legislative agendas to collaboratively solicit funding to support
strategic projects.
Collaborate
Many organizations are actively trying to create equitable economic growth across the region. It
is important to collaborate to maximize collective efforts by:
• Coordinating with City of Bozeman staff to let them know about each organization’s work
so it can be leveraged across the region.
• Engaging other organizations or city departments within a jurisdiction to break down
silos and leverage resources to the greatest extent possible and elevate one another’s
work.
• Supporting programs led by other organizations that implement the Strategy through
funding and/or promotion.
WHAT IS ECONOMIC VITALITY?
Economic vitality is the maintenance of a strong diverse economy with enough growth to
provide opportunities for the increasing local population. Economic vitality also encompasses
the ability for residents to access jobs and opportunities that contribute to quality of life and
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Bozeman Economic Vitality Strategy | April 2023 2
financial security. One of the foundational elements for economic vitality is an economic base of
traded and local sector businesses that provide various services to the community and job
opportunities to create wealth.
Traded and Local Sectors
Traded sector (also referred to as an export or basic sector) businesses include industries and
employers which produce goods and services that are exported outside the production region
and therefore bring in new income to the area (e.g., manufactured goods, software
development). Bringing new income to the region is critical because it creates a multiplier effect
that then supports other local sector jobs. Workers in the traded sector tend to earn higher
average wages than local sector workers which increases the overall economic impact for a
community. As the job base expands, a community is more attractive to employees because
there are more options for career growth. In turn, as traded sector employment grows, there is
more career mobility for people and competition among employers which can ultimately
increase livable wages for residents.
As the traded sectors grow, they create an environment that allows entrepreneurs to develop
skills and resources on the job that may encourage them to start a new business and increase
employment opportunities within the region. Furthermore, some traded sector companies
support a supply chain effect that creates the need for additional companies to supply
components of a product that is manufactured or to provide additional services. Cities and
regions have concentrations of different types of traded sector industries that differentiate them
from other places and can be leveraged for economic development (e.g., Boston has biotech,
Houston has energy engineering, and New York has finance).
Local sector business consists of industries and firms that are likely to be present in every
region. They produce goods and services that are consumed locally in the region where they
were made, and therefore largely recirculate existing income in the area (e.g., breweries,
physician offices, banks). These businesses are important as they make a community distinct,
depending how they are provided by local businesses, and provide amenities to attract young
professionals and families that drive the new economy. A sampling of traded and local sector
businesses in the Gallatin Valley is indicated in Figure 1 below.
In the Gallatin Valley, the difference between traded and local sectors is not as clear. Since
tourism is a large portion of the economy, local sectors – especially retail, food and beverage,
and hospitality – are bringing in outside income from visitors. However, these local sectors still
have lower wages and lower economic impacts than traded sectors. It is important for the
Gallatin Valley to work on diversifying the economy so it is not overly dependent on tourism.
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Bozeman Economic Vitality Strategy | April 2023 3
Figure 1: Example of Gallatin Valley Traded and Local Sector Businesses
Source: Bridge Economic Development
Traded sector industries have the largest economic impact per job even though they represent
fewer jobs than local sectors. Traded sector jobs account for about 34 percent of the economy
with average wages of $68,200 per year, as shown in Table 1. Local sector jobs make up 66
percent of the economy with average wages of $42,800. In the U.S. as a whole, traded sectors
comprise 36 percent of all jobs which generate 50 percent of the income and 96.5 percent of all
patents.1 Traded sector jobs provide a larger proportion of the national income and are
responsible for almost all innovation as measured by the quantity of patents associated with the
industry.
1 https://clustermapping.us/cluster
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Bozeman Economic Vitality Strategy | April 2023 4
Table 1: Comparison of Traded and Local Sector Wages, Gallatin County
There is an interdependence or multiplier impact between traded and local sector companies. In
general, adding one additional skilled job in the traded sector can generate roughly 1.5 to 2.5
jobs in local goods and services. A strong local sector therefore depends on a strong traded
sector. And a stronger traded sector-based economy is more resilient to economic shocks like
those created by the COVID-19 pandemic and other natural disasters.
Local sector businesses typically have a lower barrier to entry as they can require less capital
investment and may not require a four-year degree. The local sectors therefore have many
opportunities for under-represented and under-resourced individuals to gain access into the
market and build wealth. Therefore, local sector businesses are often considered an equity on-
ramp opportunity.
However, it is important to not entirely focus on local sector businesses as an opportunity for
equity. By only using a local cluster focus, a region can ultimately exacerbate income inequality
as underserved and under-represented communities are not connected to higher wage
employment opportunities among tradable industries. Therefore, it is important to provide
equitable opportunities within traded sector industries as well. This Strategy considers both
traded and local sectors as part of the overall economy and how they both provide distinct
contributions and opportunities for the region.
Gallatin County Ann.Jobs
Industry NAICS Avg. Wage 2020 2020
Economic Base/Traded Sectors
Finance/Insurance 52 $96,600 1,619
Prof. & Tech Services 54 $79,200 4,829
Mining 21 $92,400 188
Information 51 $139,800 698
Mgmt. of Companies 55 $79,700 234
Wholesale Trade 42 $70,100 1,819
Manufacturing 31-33 $55,400 3,599
Ag./Forest/Hunting 11 $40,000 701
Transport./Warehousing 48-49 $44,500 1,302
Admin/Waste Mgmt 56 $40,200 2,260
Subtotal / Average $68,200 17,249 34.1%
Local Sectors
Construction 23 $58,100 6,413
Retail Trade 44-45 $40,100 8,197
Real Estate 53 $50,400 1,197
Education 61 $34,500 834
Health Care 62 $53,200 5,994
Arts/Rec 71 $27,300 1,463
Hotel/Restaurant 72 $26,600 6,920
Other 81 $40,900 2,323
Subtotal / Average $42,800 33,341 65.9%
Total $50,600 50,590 100.0%
Source: Bureau of Labor Statistics QCEW; Economic & Planning Systems
Z:\Shared\Projects\DEN\223016-Bozeman MT Economic Development Strategy\Data\[213051-City County 2dig NAICS Employment Data_10-01-21.xlsx]T-EVS_Table1
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Bozeman Economic Vitality Strategy | April 2023 5
What is an Industry Cluster
A cluster is an organically occurring regional concentration of related industries in a particular
location. Clusters are a foundational element to regional economies, making them uniquely
competitive for jobs with a livable wage and private investment. They consist of companies,
suppliers, and service providers, as well as government agencies and other institutions that
provide specialized training and education, information, research, and technical support.
Various regions across the US have unique clusters making them distinct: Boston, MA has
bioscience whereas Houston, TX has oil and natural gas. Industry clusters function on a
regional metropolitan statistical area (MSA) level because assets such as workforce and
transportation infrastructure are not constrained by local municipal boundaries. Therefore, in
order to effectively grow an industry cluster, it is important to leverage existing assets and
collaborate on a regional and state level.
An industry cluster is comprised of the following elements, with some being more important than
others depending on the industry. A city plays the important of role of providing the necessary
infrastructure, zoned land, and investment in programs to allow various types of industry to
thrive.
THE GALLATIN VALLEY STORY
The Gallatin Valley is an area within Gallatin County where most of the County’s population and
jobs are located. There is no official or administrative definition of the Gallatin Valley, but it is
generally known as the flat, semi-arid, low elevation lands between Bozeman Pass (on the east)
and the City of Three Forks (on the west) along the I-90 corridor, illustrated in Figure 2. These
are historic Native American lands used in the summer months to hunt, fish, and prepare for the
long winter. Today, after settlers displaced the Native American population, it includes the
municipalities of Bozeman, Belgrade, Manhattan, and Three Forks plus the unincorporated
areas of Four Corners, Gallatin Gateway, and other smaller unincorporated communities. The
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Bozeman Economic Vitality Strategy | April 2023 6
population of this region is approximately 110,000 including the City of Bozeman (51,000) and
Belgrade (10,800).
The City of Bozeman is the third-largest city in the State of Montana, the largest City in the
Gallatin Valley, and home of Montana State University (MSU). Surrounded by scenic mountains,
rugged trails, and fish-filled rivers, Bozeman is an outdoor enthusiast’s dream. Adventure
seekers have discovered that Bozeman also offers economic opportunity with a vibrant and
diverse industry base ranging from photonics to specialty manufacturing. With the proximity of
the Bozeman Yellowstone International Airport, the “Triangle” - comprised of Belgrade, Four
Corners, and Bozeman - serves as the economic hub for the Gallatin Valley and beyond.
A unifying factor across the Valley is a culture of grit, smarts, and strong work ethic that
encourages entrepreneurs to thrive and innovation to emerge. This forward-thinking population
prizes sustainable practices and solutions to shift climate change with an understanding that
precious natural resources (e.g., water) and the tourism trade depend on a healthy environment.
The residents of Gallatin Valley respect hard work and diverse individuals that reside year-round
in the community and are committed to sustainable long-term growth. Wealth is defined by a
personal lifestyle that affords the ability to live, educate, recreate and commune in Gallatin
Valley year-round.
While not within the Gallatin Valley proper, there are three important nearby assets and
communities: Bridger Bowl Ski Area, Big Sky and Big Sky Mountain Resort, and West
Yellowstone. Bridger Bowl is one of the oldest winter sports areas in the west and is known
among dedicated skiers for its challenging terrain and low-key local crowd. Big Sky has
emerged over the past decade or so as one of the top winter sports destinations in North
American. It is known for its massive 5,000+ acre size and some of the most difficult runs in
North America. It is also one of the most luxurious and exclusive mountain communities in North
America. Homeowners and visitors include the ultra-wealthy, CEOs, and venture capital
investors that largely reside in the Yellowstone Club and Spanish Peaks. The growth of Big Sky
has brought an influx of wealth and investment to the Gallatin Valley, which is funding startups
and bringing outpost office locations of larger firms to the region.
The Town of West Yellowstone is the western gateway to Yellowstone National Park.
Thousands of visitors stay in and pass-through Bozeman and West Yellowstone each year on
their way to and from Yellowstone National Park (YNP). West Yellowstone is a year-round
recreation destination in itself with guided snowmobiling and ski touring in the winter, hunting,
and fishing and hiking in the warmer months.
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Bozeman Economic Vitality Strategy | April 2023 7
Figure 2. Gallatin Valley Region
Source: EPS
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Bozeman Economic Vitality Strategy | April 2023 8
In addition to a vibrant natural setting, Gallatin Valley benefits from a well-supported and thriving
arts and culture scene. Because it enhances the quality of life, this asset is an important
complement to community development, enriching local amenities and attracting young
professionals to the area. Furthermore, arts and culture create job opportunities and stimulate
local economies through consumer purchases and tourism, which contribute greatly to state
economic growth.
The Gallatin Valley also has economic linkages to other places in Montana. Along the I-90
corridor, there is bioscience collaboration (and competition) between MSU in Bozeman and the
University of Montana in Missoula. Billings Clinic is expanding its health care services in
Bozeman and staff and doctors share time between the two regions. Some workers are
commuting from other counties due to housing costs and preference. With the growth of remote
working, there is an opportunity to shift some of the jobs in Gallatin Valley to these rural
communities to their benefit.
Bozeman Yellowstone International Airport (BZN) is the busiest airport in the state with 1.9
million passengers in 2021 compared to approximately 700,000 at Billings Logan International
Airport. BZN airport increases the reach of the Gallatin Valley with direct flights indicated in
Figure 3 to major cities throughout the U.S. The airport is a major economic engine that brings
in tourists, but also investment and innovation.
Figure 3. Bozeman Yellowstone International Airport direct flights
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Bozeman Economic Vitality Strategy | April 2023 9
REGIONAL OVERVIEW
Population
The population of Gallatin County is 119,000 and has grown by a third since 2010 at an annual
rate of 2.6 percent per year (Table 2). The City of Bozeman has over 50,000 people now which
places it in a new category of eligibility for federal transportation and community development
grant funding. Bozeman added over 14,000 people since 2010 at a rapid annual rate of 2.9
percent. The entire Valley is growing fast, as Belgrade grew by over 40 percent at 3.3 percent
per year. The unincorporated remainder of the County, including Big Sky, Four Corners, and
Gallatin Gateway added over 12,000 people.
Table 1. Population by Place, Gallatin County
Economy
In Gallatin County there were nearly 60,000 wage and salary jobs in 2020 plus another 25,000-
30,000 sole proprietor jobs (self-employed) for a total of about 90,000 jobs. Within the City of
Bozeman there were about 30,000 private wage and salary jobs plus 4,200 faculty and staff at
MSU. The largest industries in the City of Bozeman and Gallatin County are local and tourism
sectors including retail trade, hotels and restaurants, construction, and health care (Figure 4).
The traded sectors of professional and technical services and manufacturing are the next
largest groups of industries. These data show that the area is today heavily reliant on trade and
tourism.
Ann. Growth
2010 2021 Total Change % Change Rate
Bozeman 37,354 51,405 14,051 37.6%2.9%
Belgrade 7,535 10,796 3,261 43.3%3.3%
Manhattan 1,525 1,829 304 19.9%1.7%
Three Forks 1,871 2,375 504 26.9%2.2%
Unincorporated 43,099 55,290 12,191 28.3%2.3%
Gallatin County 89,513 119,320 29,807 33.3%2.6%
Source: ESRI, Economic & Planning Systems
Z:\Shared\Projects\DEN\223016-Bozeman MT Economic Development Strategy\Data\[Population, Gallatin County, MT.xlsx]Sheet2
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Bozeman Economic Vitality Strategy | April 2023 10
Figure 4. Wage and salary jobs by industry, Bozeman and Gallatin County, 2020
The economy in Gallatin County and Gallatin Valley is changing rapidly, however. First, the
County added 7,000 jobs from 2015 through 2020, a growth rate of 2.6 percent per year and a
13.5 percent increase (Table 3). The industries with the most growth are highlighted below.
▪ Professional and technical services added 934 jobs with average wages near $80,000
per year. This sector had the most growth outside of construction. This is a significant
change and shows that companies in Greater Bozeman are expanding, and new firms
are being formed or attracted. The area is attracting knowledge-based companies and
workers.
▪ Countywide, construction was also one of the fastest growing industries with 1,700 jobs
added from 2015 through 2020. Growth in construction jobs is being fueled by major
resort projects are underway in Big Sky, plus the growth in the Gallatin County.
Anecdotally, many construction workers are moving to the area temporarily to fill jobs
and may move to other locations as major projects are completed or if the economy
slows.
▪ Manufacturing also had significant growth which is rare in small metro areas.
Manufacturing is a diverse and important sector in Greater Bozeman. This sector grew
by 562 jobs with average wages of about $55,000.
▪ Health care also grew significantly, which is consistent with national trends. People are
living longer, more people have health insurance, and the large baby boomer population
$40,100
$26,600
$58,100
$53,200
$79,200
$55,400
$40,900
$40,200
$70,100
$96,600
$27,300
$44,500
$50,400
$34,500
$40,000
$139,800
0 1,000 2,000 3,000 4,000 5,000 6,000 7,000 8,000
Retail Trade
Hotel/Restaurant
Construction
Health Care
Prof. & Tech Services
Manufacturing
Other
Admin/Waste Mgmt
Wholesale Trade
Finance/Insurance
Arts/Rec
Transport./Warehousing
Real Estate
Education
Ag./Forest/Hunting
Information
Total Jobs
Bozeman Gallatin County
Source: Bureau of Labor Statistics; MT Dept. of Labor; Economic & Planning Systems
Z:\Shared\Projects\DEN\223016-Bozeman MT Economic Development Strategy\Data\[213051-City County 2dig NAICS
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Bozeman Economic Vitality Strategy | April 2023 11
is aging and increasing health care demand. Health care added 881 jobs, a 17 percent
increase.
Table 2. Change in wage and salary jobs by industry 2015-2020 and 2020 average wages
Economy Comparisons
Comparing the Gallatin County and Bozeman economy to other areas provides additional
context for the importance of economic diversity. First, a metric called a location quotient (LQ) is
used to compare the mix of jobs in traded and local sectors in comparison counties. Next, the
economic productivity of each area is shown – areas that have higher concentrations of traded
sector jobs have more economic productivity.
Ann. Avg.
Industry 2015 2020 Change % Change Wage 2020
Economic Base/Traded Sectors
Finance/Insurance 1,447 1,619 172 11.9%$96,600
Prof. & Tech Services 3,895 4,829 934 24.0%$79,200
Mining 197 188 -9 -4.6%$92,400
Information 578 698 120 20.8%$139,800
Mgmt. of Companies 252 234 -18 -7.1%$79,700
Wholesale Trade 1,582 1,819 237 15.0%$70,100
Manufacturing 3,037 3,599 562 18.5%$55,400
Ag./Forest/Hunting 554 701 147 26.5%$40,000
Transport./Warehousing 1,284 1,302 18 1.4%$44,500
Admin/Waste Mgmt 1,730 2,260 530 30.6%$40,200
Subtotal / Average 14,556 17,249 2,693 18.5%$68,200
Local Sectors
Construction 4,754 6,413 1,659 34.9%$58,100
Retail Trade 7,584 8,197 613 8.1%$40,100
Real Estate 880 1,197 317 36.0%$50,400
Education 657 834 177 26.9%$34,500
Health Care 5,113 5,994 881 17.2%$53,200
Arts/Rec 1,419 1,463 44 3.1%$27,300
Hotel/Restaurant 7,065 6,920 -145 -2.1%$26,600
Other 1,994 2,323 329 16.5%$40,900
Subtotal / Average 29,466 33,341 3,875 13.2%$42,800
Total (disclosable)44,022 50,590 6,568 14.9%$51,500
Total Jobs (without disclosure)52,059 59,071 7,012 13.5%
Source: Bureau of Labor Statistics QCEW; Economic & Planning Systems
Z:\Shared\Projects\DEN\223016-Bozeman MT Economic Development Strategy\Data\[213051-City County 2dig NAICS Employment Data_10-01-21.xlsx]T-EVS_Table2
Jobs
Note: Industry employment figures do not include all jobs due to privacy limitations. Summing employment by
industry components yields less jobs than the actual totals which are not limited by privacy disclosure issues.
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Bozeman Economic Vitality Strategy | April 2023 12
A location quotient (LQ) measures the concentration of an industry in an area as a ratio of the
percentage of jobs in the analysis area divided by the percentage in the U.S. A LQ ratio is used
to compare the concentrations of industries across different regions and asses local industry
strengths or specializations. The LQ is important for determining an inherent economic strength
of a community. In developing an economic vitality strategy, it is best to invest time and money
where there is a competitive advantage already existing in the community rather than trying to
create an industry cluster without an intrinsic base.
The LQs for traded and local sectors in Gallatin County are compared to several comparison
Counties with their major city noted in Table 3.
▪ Bozeman has lower concentrations in most traded sectors than the comparison
communities and higher concentrations in local sectors.
▪ As larger cities/metros, Boulder and Boise have more diverse economies.
▪ Boulder and Boise/Ada County have higher concentrations of jobs in knowledge and
financial industries.
▪ Ogden, UT/Weber County has more than twice the manufacturing concentration than
Bozeman (aerospace, defense, outdoor products, advanced materials)
▪ Boulder and Fort Collins also have higher concentrations of manufacturing at 1.29 and
1.02.
The differences in the mix of jobs and industries in each area is due to numerous historical,
geographic, and economic factors. How an area was settled historically (e.g. agriculture,
railroad, mining, university) influences the early and legacy industries in that community. The
location and proximity to other cities and industries also affects the economic composition.
Larger cities and counties, and cities and counties within larger metro areas also tend to have
more diverse economies and more racial and ethnic diversity.
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Bozeman Economic Vitality Strategy | April 2023 13
Table 3. Location quotient comparisons
As shown below in Figure 5, the regions with higher concentrations of traded sector jobs are
the most productive; they generate the most economic output per job. Gross Regional Product
(GRP) is the local or regional equivalent of GDP (Gross Domestic Product). GRP is the value of
all goods and services produced in an economy. GRP per job is a measure of the productivity of
the labor force and firms in the economy – the value of the output created from each worker.
▪ Boulder, CO has the most productive economy with nearly $150,000 in annual output
per worker, followed by Fort Collins, CO at $118,000.
▪ Bozeman and Gallatin County are at the lower end of the spectrum of the comparison
communities due to the higher concentration of tourism and local serving jobs.
These data reinforce the focus of this strategy on diversifying the economy with a focus on
traded sectors to provide the economic engine for the region, and local sectors providing the
support for quality of life and on-ramps to business ownership and wealth building.
Bozeman/Gallatin Highest
Industry Location Quotient Concentration
Traded Sectors
Agriculture, forestry, fishing and hunting 1.33 Corvallis/Benton 3.21
Mining, quarrying, and oil and gas extraction 0.82 Bozeman/Gallatin 0.82
Information 0.63 Boise/Ada 1.14
Management of companies and enterprises 0.24 Boise/Ada 1.05
Professional and technical services 1.20 Boulder/Boulder 2.47
Wholesale trade 0.76 Boise/Ada 1.22
Manufacturing 0.70 Ogden/Weber 1.61
Transportation and warehousing 0.55 Boise/Ada 0.70
Finance and insurance 0.63 Boise/Ada 1.14
Local Sectors
Utilities 0.50 Boise/Ada 1.03
Construction 2.09 Bozeman/Gallatin 2.09
Retail trade 1.31 Bozeman/Gallatin 1.31
Real estate and rental and leasing 1.30 Bozeman/Gallatin 1.30
Administrative and waste services 0.62 Boise/Ada 1.38
Educational services 0.72 Boulder/Boulder 0.79
Health care and social assistance 0.72 Missoula/Missoula 1.22
Arts, entertainment, and recreation 1.99 Bozeman/Gallatin 1.99
Accommodation and food services 1.47 Bozeman/Gallatin 1.47
Other services, except public administration 1.39 Missoula/Missoula 1.57
Source: Economic & Planning Systems
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Bozeman Economic Vitality Strategy | April 2023 14
Figure 5. Gross regional product per job, Gallatin County and selected comparison areas
INDUSTRY CLUSTERS
Industry clusters are groups of similar and related traded sector businesses that share common
markets, technologies, and worker skill needs, that 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. Industry clusters are a way of communicating, marketing, and
leveraging the presence of these concentrations of skills, resources, and relationships. The EVS
is organized around supporting seven traded sector clusters and three local sector clusters
summarized in Table 4 and Table 5. Appendix A provides a more detailed description of these
industry clusters.
Table 4. Traded sector industry clusters
Estimated Estimated Estimated
Industry Cluster Stage Jobs Firms Wages Description
Traded Sectors
Photonics Mature 800 35 $60,000-$100,000+Science and technology of generating, detecting, and
controlling light.
Quantum Computing Nascent Less than 100 Less than 20 $60,000-$100,000+Uses atomic motion to perform computing
operations.
Biotechnology Growing 100 to 400 Not available $40,000-$90,000+Medical and drug research and technology.
Software/Information Technology (IT)Mature 1,350 240 $60,000-$140,000+Programming and system design.
Outdoor Equipment Mature 500-1,000 Not available $40,000-$90,000+Outdoor equipment design, manufacturing, and
marketing. Capitalizes on Bozeman brand. Within
manufacturing industry of 3,600 jobs.
Speciality Manufacturing Mature 1,000+Not available $40,000-$60,000 Specialty products including metal products, musical
instruments, and food and beverage. Within
manufacturing industry of 3,600 jobs.
Climate Technology Nascent Not available Not available $40,000-$90,000+Emerging cluster of technologies that are explicitly
focused on addressing climate change. Wide range
of industries.
Source: Economic & Planning Systems
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Bozeman Economic Vitality Strategy | April 2023 15
Table 5. Local sector industry clusters
NATIONAL TRENDS
There are fundamental national issues facing the community that need to be addressed in order
to foster economic vitality.
EQUITY
In the context of economic vitality, equity is defined as an economic system that ensures under-
represented and under-served people have the same level of access to the economy and
wealth creation as all other residents. Equity is not equality. Equality is sameness or treating
everyone the same regardless of identity, life circumstance, or needs. The same resources or
services may be available to all, but some people may face barriers in accessing or benefitting
from them. Equity recognizes the differences and works to remove the barriers to access
opportunity.
Estimated Estimated Estimated
Industry Cluster Stage Jobs Firms Wages Description
Traded Sectors
Photonics Mature 800 35 $60,000-$100,000+Science and technology of generating,
detecting, and controlling light.
Quantum Computing Nascent Less than 100 Less than 20 $60,000-$100,000+Uses atomic motion to perform
computing operations.
Biotechnology Growing 100 to 400 Not available $40,000-$90,000+Medical and drug research and
technology.
Software/Information
Technology (IT)
Mature 1,350 240 $60,000-$140,000+Programming and system design.
Outdoor Equipment Mature 500-1,000 Not available $40,000-$90,000+Outdoor equipment design,
manufacturing, and marketing.
Capitalizes on Bozeman brand. Within
manufacturing industry of 3,600 jobs.
Specialty Manufacturing Mature 1,000+Not available $40,000-$60,000 Specialty products including metal
products, musical instruments, and food
and beverage. Within manufacturing
industry of 3,600 jobs.
Climate Technology Nascent Not available Not available $40,000-$90,000+Emerging cluster of technologies that
are explicitly focused on addressing
climate change. Wide range of
industries.
Creative Arts Growing 1,104 333 $41,000 Goods and services are based on
intellectual property and individual
creativity. Includes publishing, film, TV,
media, desing, performing arts, and
museums and galleries.
Source: Bridge Economic Development and Economic & Planning Systems
Estimated Estimated Estimated
Industry Cluster Stage Jobs Firms Wages Description
Local Sectors
Construction Mature 6,400 1,290 $50,000-$60,000
$100,000 in heavy
construction
Residential and commercial buildings, skilled trades,
and heavy/civil engineering construction.
Small Business Ownership Growing N/A N/A Varies Small businesses across all sectors. Self employed
is 25-30% of all jobs in Gallatin County.
Health Care Mature 6,000 500+$40,000-$90,000+Medical services provided through hospitals and
small practices. Includes doctors, nurses, and home
service providers.
Source: Economic & Planning Systems
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Bozeman Economic Vitality Strategy | April 2023 16
Photo caption: Equality is when everyone has access to a bicycle. Equity is when everyone is able to
benefit from having access to a bicycle because the design of each bicycle meets their unique needs.
Wealth Creation
Wealth creation is generally attained through career opportunities with living-wages, business
ownership and real estate ownership. Income is only one measurement of wealth. Net worth, or
wealth, includes income, homes, stock-market investments, businesses, and other owned
assets, minus debt.
Available data to compare wealth is generally available on a national level and is therefore
considered here in that context. Nationally, the net worth of a typical white household is nearly
ten times greater than that of a typical Black household, and eight times greater than a Hispanic
household. According to a survey by the Federal Reserve in 2017, the median net worth of
African-Americans ($17,600) was only a tenth that of non-Hispanic whites ($171,000).2
Furthermore, nearly 20 percent of Black households have zero or negative net worth compared
to 14 percent of households identifying as other or multiple race,3 13 percent of Hispanic
households, and only nine percent of white households.4
2 Recent Trends in Wealth-Holding by Race and Ethnicity: Evidence from the Survey of Consumer Finances, Federal
Reserve, September 2017
3 Other families--a diverse group that includes those identifying as Asian, American Indian, Alaska Native, Native
Hawaiian, Pacific Islander, other race, and all respondents reporting more than one racial identification.
4 ibid
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Bozeman Economic Vitality Strategy | April 2023 17
Figure 6: Family Median Net Worth, Thousands of 2016 Dollars
Source: Federal Reserve Board, Survey of Consumer Finances
As the following chart shows, higher income levels are correlated with educational attainment.
However, ensuring parity in college degree attainment alone will not solve the racial disparity in
the wealth gap.
Figure 7: Median Weekly Earnings and Unemployment Rate by Educational Attainment, 2017
Source: Bureau of Labor Statistics, 2017
Real estate equity and the transfer of wealth are important determinants of household wealth
creation. However, generations of under-represented Americans have had limited access to real
estate assets due to discriminatory policies throughout the 20th century including the Jim Crow
era’s “Black Codes” strictly limiting opportunity in many southern states, prior to Federal
Housing Administration (FHA) lending restrictions,5 and redlining. In addition, research shows
5 Rothstein, Richard. Color of Law. 2017
17.6
20.7
64.8
171
Black or African-American
Hispanic or Latino
Other or Multiple Race
White non-Hispanic
$1,743
1,836
1,401
1,173
836
774
712
520
1.50%
1.5
2.2
2.5
3.4
4
4.6
6.5
Doctoral degree
Professional degree
Master's degree
Bachelor's degree
Associate degree
Some college, no degree
High school diploma, no college
Less than a high school diploma
Unemployment rate Median usual weekly earnings
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Bozeman Economic Vitality Strategy | April 2023 18
that Black-owned real estate is systemically (and historically) devalued, leading to less wealth
creation than the same assets for White households.6
Business ownership is another significant (and perhaps the most important) source of wealth
creation. In the U.S., approximately 77 percent of wealth created in 2015 came from owning a
private company or professional firm.7 Research shows that business ownership is also
associated with higher levels of economic mobility.8 And yet, there are significant racial
disparities in business ownership rates and business performance (i.e., revenue and
profitability) that lead to even more disparities in wealth creation.
In the U.S.: “Nationally, people of color represent about 40 percent of the population, but only 20
percent of the nation’s 5.6 million business owners with employees. The U.S. could have
millions more businesses if women and minorities became entrepreneurs at the same rate as
white men.” 9 Businesses owned by people of color earn just 48 percent of the revenue of white-
owned firms.10
In Bozeman, 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 percent of that were owned by women and 0.03
percent that were minority owned.
One piece of the wealth gap is income. Data for our city and region has limited reliability
because of relatively low population and even lower numbers of people of color. With this in
mind, according to American Community Survey 5-year estimates (2015-2019), the City of
Bozeman has an average household median income was $55,569. While Asian households had
almost twice the average median income, $106,204, White households were slightly above the
average at $57,523 and all other households were below the average. Black or African
American households made slightly less at $54,375 and American Indian and Alaska Native
households made $50,536. Households that selected some other race or Hispanic or Latino
origin had the lowest median income, $43,023 for some other race and $33,833 for Hispanic or
Latino households.11
Diversity and Inclusion
In working toward equity, a community must recognize and respond to the importance of
diversity and inclusion. The City of Bozeman has adapted from the Government Alliance on
Race & Equity the following definitions of diversity and inclusion.
Diversity is the variation and difference across individuals in a group, organization, or
community. A group can be described as diverse when it is made up of individuals of varying
characteristics. Some examples are race, ethnicity, language-spoken, nationality, cultural
6 Perry, Andre. Know Your Price: Valuing Black Lives and Property in America's Black Cities. 2020
7 Benson, R. (2015). Wealth Creation through Business Ownership. American Business Advisors.
8 Perspectives on Inequality and Opportunity from the Survey of Consumer Finances, Janet Yellen, October 2014
9 Liu, S. & Parilla, J. “Businesses owned by women and minorities have grown. Will COVID-19 undo that?” Brookings.
April 14, 2020. https://www.brookings.edu/research/businesses-owned-by-women-and-minorities-have-grown-will-
covid-19-undo-that/
10 Zeuli, K., Nijhius, A., Eberhardt, P., O’Shea, K., & Verchot, M. (2018). Helping entrepreneurs of color grow their
business: Early insights from the Ascend 2020 initiative. Boston: MA, ICIC. 2015 U.S. Census Bureau Annual Survey
of Entrepreneurs data for privately held firms with paid employees.
11 Equity Indicators Project, Thomas P. Miller and Associates, July 2021
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Bozeman Economic Vitality Strategy | April 2023 19
identity, spiritual practice, age, gender identity, gender expression, sexual orientation, ability,
and income or socioeconomic status.
When striving for diversity, residents honor the richness, value, and benefits of bringing people
with different perspectives, identities, and experiences together.
Inclusion is what is done with diversity. An individual, group, organization, or community is
inclusive when differences and variation are leveraged and celebrated. When residents strive
for inclusion, they are aware of how words, actions, and beliefs impact others. Inclusive spaces
are those in which people are respected, heard, and feel like they belong, even when they hold
different identities, experiences, or perspectives from each other.
HOUSING AVAILABILITY
The median home price in Bozeman is $812,000 as of May 2022 and ended the year 2021 at
$700,000, which is the available data for comparison with other cities (Figure 8). Increasing
access to available housing is a major priority for residents and business owners across the
Valley. The limited availability of homes is driven by three main factors: 1) not enough overall
supply; 2) increases in in-migration related to the pandemic and remote working; and 3) the
increase in housing costs for new construction. All of these factors increase home prices making
them inaccessible for average wage-earners.
Figure 8. 2021 median home price, Bozeman and selected comparison cities
In all interviews with community and business stakeholders, housing costs in Bozeman were
identified as the number one concern. The City’s Community Housing Action Plan, adopted in
November, 2019 and amended in January, 2020, proactively addresses this significant issue.
Additionally, the city has aligned the housing program within the Economic Development
Department in response to the State Legislature’s removal of a city’s regulatory authority via
inclusionary zoning to increase the number of cost-efficient housing units in a community. The
city is currently pursuing an incentive-based approach to achieve additional community housing
units. Community housing is critical infrastructure necessary to serve employees, students and
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Bozeman Economic Vitality Strategy | April 2023 20
residents and maintain a vital economic base. Recommendations in this Economic Vitality
Strategy are developed in collaboration with housing program staff and supplement existing
work.
In order to serve the community and economic base with employees ranging from teachers,
doctors and manufacturers, it is important to utilize the existing housing supply for permanent
year-round residents. Currently, Bozeman has competing interests for housing between
residents, MSU graduate and non-traditional students, and tourists staying in short term rentals.
While maximizing the availability of existing housing stock, it is also necessary to decrease the
cost of new housing. This can be accomplished by permitting the construction of smaller sizes
housing units on smaller property footprints. This approach to a simplified housing unit size
requires less construction material, less or more efficient utility infrastructure and encourages a
built environment that allows people to walk and bike instead of driving a vehicle when
appropriate. All of these outcomes not only reduce the cost of housing, but help mitigate climate
change.
CLIMATE CHANGE
A recent Environmental Protection Agency (EPA) analysis12 shows that the most severe harms
from climate change fall disproportionately upon underserved communities who are least able to
prepare for, and recover from, heat waves, poor air quality, flooding, and other impacts. A
community can proactively address these impacts by: 1) mitigating climate change by reducing
greenhouse gas (GHG) emissions; and 2) becoming resilient in order to quickly adapt to future
impacts.
Climate change also threatens the natural and recreational assets that are important to the
economy – not just the tourism economy but also the quality of life that is attracting traded
sector firms. Changing precipitation patterns (warmer, drier), earlier and faster snowpack melt
off, more frequent and larger wildfires are all expected to affect the natural environment and
quality of life in the Gallatin Valley. Specifically, a less reliable snowpack and a drier climate will
affect the winter sports industry and river recreation businesses. Warmer summers will increase
river water and air temperatures, the latter requiring additional air conditioning use which in turn
demands more energy use and production, creating additional impact if more energy is not
sourced from renewables.
Mitigation
The Bozeman Climate Plan, 2020, identifies how the city can take actions to reduce per-capita
GHG emissions. The Plan states that 57 percent of Bozeman’s 2018 emissions came from
residential and commercial building energy use, which is the highest source of emissions.
Improving building efficiency and increasing renewable energy supply are paramount to
achieving the near-term emissions reduction goal.
Innovative companies understand the real implications of climate change and are increasingly
seeking ways to enhance sustainable practices. Utilizing non-carbon generating energy sources
is a strategic advantage for companies seeking to meet environmental, social and governance
(ESG) criteria used by socially conscious investors to screen potential investments.
Collaboration between Gallatin Valley stakeholders and the local utility provider, NorthWestern
12 Climate Change and Social Vulnerability in the United States, EPA, September 2021 f
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Bozeman Economic Vitality Strategy | April 2023 21
Energy, to recognize this competitive advantage for ESG financing, or in Montana, Commercial
Property Assessed Capital Enhancements (C-PACE), could help shift power generation
investments.
Resilience
In addition to reducing GHG, communities need to prepare for climate change impacts.
Encouraging the creation of new companies that provide innovative solutions will help the region
adapt to future climate change impacts. The Bozeman Climate Plan (The Plan) calls out a need
for improved systems regarding water use and agriculture production to build infrastructure that
will make Gallatin Valley more resilient. Innovation within the food systems development
process presents many opportunities for emission reductions through improved agricultural
practices, lower-carbon food products, production and transportation efficiency, and waste
reduction. The Plan also encourages the development of a robust local food supply to reduce
food insecurity and improve food system resiliency.
EARLY LEARNING/CHILD CARE
Child care is critical infrastructure for working parents, but it also enables children to be in a
setting that promotes their healthy development and school readiness (while their parents work).
In this way, child care not only has a direct impact on the economy today, but also impacts the
economy of tomorrow. Rigorous evidence from studies of random assignment to high-quality
preschool suggests that early childhood policy interventions have wide-ranging long-term
impacts.13 Nobel Prize winning University of Chicago Economics Professor James Heckman’s
work outlines the great gains to be had by investing in the early and equal development of
human potential. He finds that investing in comprehensive birth-to-five early childhood education
is a powerful and cost-effective way to mitigate negative consequences on child development
and increase adult opportunity. “The gains are significant because quality programs pay for
themselves many times over. The cost of inaction is a tragic loss of human and economic
potential that we cannot afford.”14
Unfortunately, while wages are stagnating as indicated in Figure 9, the cost of organized child
care is increasing and presents a substantial financial hurdle for many working parents with
children, especially those working for low wages.
13 Diane Whitmore Schanzenbach Ryan Nunn Lauren Bauer Megan Mumford Audrey Breitwieser, Seven Facts on
Noncognitive Skills from Education to the Labor Market, October 2016
14 García, Jorge Luis, James J. Heckman, Duncan Ermini Leaf, and María José Prados. “The Life-cycle Benefits of
an Influential Early Childhood Program.” 2016
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Bozeman Economic Vitality Strategy | April 2023 22
Figure 9: US Median Household Income 1967-2016
The cost of care in the Gallatin Valley remains a barrier for many parents seeking to enter or
stay in the labor force. The average annual cost of child care in Montana for an infant is $9,096
in a child care center and $7,440 in a family child care home.15 Subsidized child care can
encourage low-skilled parents parents working in lower-paid occupations to maintain their
connection to the labor force or to upgrade their skills through education, thereby contributing to
economic growth and productivity over the longer term.
Since 2010, the number of family child care homes in Montana has declined from 2,323 to 1,633
in 2016 – a decline of 29.7 percent. For working families, the decline in home-based care
reduces the availability of the least expensive care option for families.16
In addition to the growing demand for child care and an increasing scarcity of affordable
facilities, is a need for more workers. According to the U.S. Bureau of Labor Statistics, there are
approximately 330 child care workers in Southwest Montana, which includes Gallatin Valley.
With a ratio of 2.41 workers/1,000 people, the talent pool is similar to the national average (LQ:
1.0).17 Recruiting qualified workers for this sector is also more difficult due to low wages; the
average annual salary is $38,890 – the average national median wage is $49,150.18
Increasing the supply of child care is critical for the economy to maximize the full potential of the
available workforce. More importantly, providing early learning is an important investment in
communities that help ensure they can realize their human and economic potential.
HIGH SCHOOL YOUTH SKILLS DEVELOPMENT
Career technical education (CTE) and sScience, technology, engineering, and math (STEM)
education isare essential for all students, regardless of their aspirations. These studies not only
impart important technical skills and knowledge to succeed in a technology-based economy,
15 Montana Fact Sheet 1312019.pdf (ced.org)
16 Ibid
17 U.S. Bureau of Labor Statistics https://www.bls.gov/oes/current/oes211021.htm
18 Ibid
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Bozeman Economic Vitality Strategy | April 2023 23
they also enhance student agency, creativity, critical thinking, problem solving, teamwork,
adaptability, and habits of mind and dispositions that make for future success. Most importantly,
CTE and STEM education greatly affect learners’ engagement, achievement, and persistence in
school.
STEM is an educational acronym for Science, Technology, Engineering, and Math in education,
an approach to interdisciplinary learning developed in 2001, with emphasis on STEM-certified
schools, STEM labs, and entire categories of STEM-related educational products. The “Arts” are
a 2012 modification, STEAM, recognizing the ability of the arts to expand the limits of STEM
education and application. Adding the “Arts” component features innovation and fearless
creativity that a strong artistic foundation can provide. The president of Rhode Island School of
Design (RISD), a leading advocate for the integration of arts into STEM, says that opening the
door to the arts aids in the process of turning critical thinking into critical making.19
The Bozeman School District is actively supporting students through the Career and Technical
Education (CTE) Pathways program that gives BSD7 students opportunities to explore--and
even begin--careers while they are still students in the Bozeman School District. The existing
CTE Pathways website is intended to: 1) increase student, family, staff, and community
awareness of the CTE pathways that begin in the schools and can lead to a variety of post high
school degrees, certifications, and job opportunities in our community; and 2) showcase the
work-based learning options, certifications, and degrees that are in concert with the established
pathways. A CTE applied STEAM education greatly affects learners’ engagement, achievement,
and persistence in school.
INTEGRATION OF CREATIVE ARTS
The COVID-19 pandemic imposed significant health and economic impacts on the world.
However, as we emerge, we can begin to recognize that “crises are like adrenaline for
innovation, causing barriers that once took years to overcome to evaporate in a matter of days.
Entrenched orthodoxies on ‘the way things are done’ are replaced with ‘the new way we do
things’ almost overnight.”20 In a recent McKinsey & Company report, it is recognized that in past
crises, companies that invested in innovation delivered superior growth and performance
postcrisis. Organizations that maintained their innovation focus through the 2009 financial crisis,
for example, emerged stronger, outperforming the market average by more than 30 percent and
continuing to deliver accelerated growth over the subsequent three to five years.21
Elevating creativity across industries and a community can foster necessary innovation for
economic growth. The arts also serve an important role in channeling uncertainty and anxiety
that some people face in a period of significant change. For the health of Gallatin Valley
residents and businesses, integration of the creative arts is necessary.
Arts and Health
The World Health Organization (WHO) defines health as “a state of complete physical, mental
and social well-being and not merely the absence of disease or infirmity”, thus rooting health
firmly within society and culture. Art can help to emotionally navigate the journey of battling an
illness or injury, to process difficult emotions in times of emergency and challenging events. The
19 STEM Education Guide, STEM vs. STEAM: Making Room for the Arts, 2022
20 McKinsey & Company, Innovation in a crisis: Why it is more critical than ever, June 2020
21 ibid
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Bozeman Economic Vitality Strategy | April 2023 24
creation, employment within, and enjoyment of the arts helps promote holistic wellness and can
be a motivating factor in recovery. They can be used to communicate valuable messages
across cultures and political divides.
There is growing literature on the preventive benefits of arts engagement in relation to mental
health. Activities such as making and listening to music, dancing, art and visiting cultural sites
are all associated with stress management and prevention, including lower levels of biological
stress in daily life and lower daily anxiety. Arts engagement can also help to reduce the risk of
developing mental illness such as depression in adolescence and in older age. Participating in
arts activities can build self-esteem, self-acceptance, confidence, and self-worth which all help
to protect against mental illness.22
For all age groups, Montana has ranked in the top five for suicide rates in the nation, for the
past thirty years. In a report for 2020 in the National Vital Statistics Report, Montana has the
third highest rate of suicide in the nation. Approximately 90% of those who die by suicide have a
diagnosable mental illness.23 Elevating the arts through schools, businesses and the community
as a supportive tool and outlet may help address this pressing issue facing Gallatin Valley.
Creative Arts Economy
It is important to provide a definition of the creative arts for common understanding and direction
amongst stakeholders. The creative arts economy includes sectors whose goods and services
are based on intellectual property. The creative economy occurs where individual creativity is
the main source of value and cause of a transaction.24
Though there are many definitions and interpretations for this industry, the proposed creative
arts industry cluster for Gallatin Valley includes the following sectors: publishing; advertising and
marketing; film, TV; and photography; design; museums, and performing arts. Increasing the
skilled technical workforce in areas such as sound and stage design that serve multiple sectors
is one example of an outcome that can occur by defining and promoting this industry cluster.
Creative Placemaking
Many communities focused on revitalization efforts align the arts with community development
as “creative placemaking”. According to the American Planning Association, creative
placemaking is a process where community members, artists, arts and culture organizations,
community developers, and other stakeholders use arts and cultural strategies to implement
community-led change. This approach aims to increase vibrancy, improve economic conditions,
and build capacity among residents to take ownership of their communities. Creative
placemaking is the use of arts and cultural activities to rejuvenate public places.25
Our Town is the National Endowment for the Arts (NEA)’s creative placemaking grants program.
The program describes creative placemaking as arts, culture and design integrated with
community development. The program is often focused on revitalizing a neighborhood. 2021
NEA Our Town Grant awards provide a definition of creative placemaking implementation.
Some examples include: murals and streetscape improvements, community gardens honoring
22 World Health Organization, What is the evidence on the role of the arts in improving health and well-being?
23 https://dphhs.mt.gov/assets/suicideprevention/SuicideinMontana.pdf
24 John Howkins, The Creative Economy, 2001
25 https://www.planning.org/knowledgebase/creativeplacemaking/
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Bozeman Economic Vitality Strategy | April 2023 25
indigenous perspectives, establishment of a public art program, and teaching artist workforce
development pilot program for formerly incarcerated individuals.
Creative Arts is a unique industry sector within the Economic Vitality Strategy as it has a
broader impact on the region than career pathways and innovation. It also visibly shapes
identity and provides community health benefits. Creative arts stakeholders understand and
respect this distinction and agree with the example that the opera and ballet are not comparable
to quantum computing in terms of economic development. However, it is understood that all
industries share an important role in developing a resilient economy that provides diverse
opportunities for Gallatin Valley residents.
SMALL BUSINESS DEVELOPMENT
In developing tactical actions to support small business growth, it is important to recognize that
small businesses are not uniform and those in different size categories face different challenges
in accessing financing and technical support. Not all small businesses are positioned to scale.
As identified by TEConomy Partners, LLC, while most entrepreneurs start by forming small
businesses, not all small businesses are entrepreneurial. Small business owners develop
companies to generate wealth and provide employment and income for themselves and others.
Entrepreneurs are interested in creating innovative products or services that lead to further
investment and growth. Understanding the different motivations and needed support services
for these two types of businesses is important in developing the strategy and actions.
In Montana, 21,334 firms within the state have less than five employees as shown in Figure 10.
This amount is 64 percent of the overall firms in the state, which is higher than the U.S. amount
of 62 percent shown in Table 7.
Figure 10: Firm Size Montana, 2019
Source: Bridge Economic Development, US Census SUSB Historical Data
21,334
5,282
3,130
2,329
539
942
0 5,000 10,000 15,000 20,000 25,000
<5 employees
5-9 employees
10-19 employees
20-99 employees
100-499 employees
500+ employees
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Bozeman Economic Vitality Strategy | April 2023 26
Table 7: Proportion of Firm Size Montana and U.S., 2019
Size of Firm Montana United States
<5 employees 64% 62%
5-9 employees 16% 17%
10-19 employees 9% 11%
20-99 employees 7% 9%
100-499 employees 2% 2%
500+ employees 3% 0.34%
Source: Bridge Economic Development, US Census SUSB Historical Data
The majority of entrepreneurs within the photonics industry emerged from MSU. The original
university research and development (R&D) was applied to commercial uses and small
businesses were formed. This R&D element that is dependent on graduate students and
professors from across the world is vital for growing the industries emerging within Gallatin
Valley. Many of the original small businesses have grown into large companies and some have
been acquired by global firms. This evolution of R&D to commercialization of new technologies
to manufacturing production is a complicated and lengthy process that requires a regional
ecosystem of support. Gallatin Valley is fortunate to host an asset such as MSU that is
supporting the development of various industry startups as identified below in Figure 11.
Figure 11: MSU Industry Startups through 2021
39
Bozeman Economic Vitality Strategy | April 2023 27
Source: MSU Technology Transfer Office (TTO)
40
Bozeman Economic Vitality Strategy | April 2023 28
THE ECONOMIC VITALITY
STRATEGY
The City of Bozeman and regional stakeholders, including Economic Vitality Board members,
developed the following Strategy to respond to national trends and leverage unique local assets
to foster economic vitality across Gallatin Valley.
VISION
Outcome of implementing the Strategy:
Gallatin Valley is a hub of opportunity, job creation, and exports for Montana where people of all
backgrounds, incomes, and identities can live and work.
VALUES
Guide desired economic development outcomes. We as a city value:
Equitable Economic Growth that improves economic mobility, builds wealth and provides
equal opportunities for under-represented individuals
A Sustainable Economy with varied industries and business sizes including diverse ownership
Resilient Infrastructure to endure economic shocks and climate change, which includes areas
such as adequate workforce housing, water supply, renewable energy, and multi-modal
transportation
Engaged Higher Education that supports an entrepreneurial ecosystem and talent pipeline to
careers in the Gallatin Valley throughout students’ education
Innovation that captures opportunities in emerging technologies and industries including those
aligned with national interests (e.g., defense, energy, climate)
Fostering a Small Business Hub through a supportive network that generates opportunity for
wealth building of under-resourced individuals and retains businesses through succession
planning
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Bozeman Economic Vitality Strategy | April 2023 29
GUIDING PRINCIPLES
General guidelines that shape the Strategy actions and implementation:
Gallatin Valley Residents that live and work in the community are the focus of the Strategy
Engagement with the State of Montana to help rural areas leverage economic growth in
Gallatin Valley
Regional Partners are Actively Engaged to effectively implement objectives
Clear and Transparent Roles and Lead Organizations are identified to efficiently implement
the Strategy
Grounded Aspiration to recognize and capture opportunities that are available and realistic for
the Gallatin Valley region
GOALS AND OBJECTIVES
Based on the key findings, values and guiding principles, the City of Bozeman and stakeholders
identified the following goals and objectives to guide economic vitality actions implemented by
regional stakeholders, which are outlined in a separate Action Matrix document, over the next
three to five years.
1) Provide Opportunity for Gallatin Valley Residents
Wealth creation provides the opportunity for all local residents to sustainably live in the
Gallatin Valley. It is important for four reasons: 1) wealth creation is a safety net that
keeps households from being derailed by temporary setbacks and the loss of income; 2)
it allows people to take career risks knowing that they have a buffer when success is not
guaranteed or immediately achieved; 3) family wealth affords residents to access
housing in neighborhoods with good schools, thereby enhancing the upward mobility of
their own children; 4) wealth creation affords people opportunities to be entrepreneurs
and inventors; and 5) creates inter-generational wealth. Finally, the income from wealth
is taxed at much lower rates than income from work, which means that wealth begets
more wealth.26
1) Enhance the small business development ecosystem
Small business development is an alternative opportunity for people in Gallatin Valley if
a traditional career path is not available. They are necessary to commercialize
innovation and potentially grow into larger traded sector firms. Focused programs to help
support under-represented residents build wealth are essential to foster equity. As a
small business hub, Gallatin Valley can provide training for individuals to start
businesses in outlying rural communities. Gallatin Valley can leverage the community
culture of grit and hard work to innovate new companies and opportunities.
26 Examining the Black-white wealth gap, Brookings, February 27, 2020
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Bozeman Economic Vitality Strategy | April 2023 30
2) Provide comprehensive and coordinated skills development starting
with child care through middle school and higher-ed
Improving the skills of individuals not only improves the employment base, but also
develops future civic and business leaders needed to guide the region. Providing early
learning child care is an important community investment, helping to develop the
necessary skills that allow a community to realize its human and economic potential.27
This is especially true for underrepresented children. Engaging students in middle school
to prepare the future workforce is necessary. Higher-education leaders in can build off
this engagement and provide necessary skills development through trades training, one-
year certifications, and 2- and 4-year college programs.
3) Improve access to career opportunities for local and surrounding rural
residents
Gallatin Valley is fortunate to have several diverse traded sector industries that are
growing and provide career ladder opportunities with living-wage salaries. With remote
work infrastructure and training in rural communities, they can access “rural onshoring”
opportunities within Gallatin Valley. There is a demand for construction and specialty
manufacturing occupations that offer alternative job opportunities without a four-year
college degree. Building a clear path and educating youth about these opportunities is
important to keep them living and working in Gallatin Valley.
2) Support a Diverse Economy
Economic vitality for individuals requires a resilient economy that can withstand
economic shocks as witnessed during the pandemic. A resilient economy is diverse in
business size as well as industry types. Various businesses provide diverse services
and products and enable innovation of new products. Larger traded sector companies
offer individuals careers with stability and benefits and an employment base to support
local sector companies. Meanwhile, local sector companies can serve as a gateway for
underrepresented people to build a business and wealth.
1) Focus on traded sector industries that are emerging and can increase
exports
To maximize limited resources, stakeholders should focus efforts on emerging traded
industries to foster growth of a diverse industry base. MSU research and development
(R&D) is actively supported by the Technology Transfer Office (TTO) to develop
entrepreneurs offering innovative solutions. Many of the innovations emerging from MSU
specifically align with federal interests associated with energy, climate change and
defense, which are more likely to receive grants and funding.
2) Enhance development of the talent pipeline
The top priority of businesses within any industry cluster is access to good talent. The
education and development of students at MSU and Gallatin College are critical for the
economy. It is also important for the institutions to introduce students to local career
27 The anatomy of inequality: Florian Hoffman discusses how income disparities have grown in the US and Europe
over the last 40 years, American Economic Association, November 25, 2020
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Bozeman Economic Vitality Strategy | April 2023 31
opportunities so that they are more inclined to stay and access economic opportunities
in Gallatin Valley and contribute to the growth of the local economy.
3) Elevate a growing creative arts industry cluster
Bozeman is recognized as one of the Top 40 Arts-Vibrant Communities of 202228 with
41 art galleries, an art museum, a symphony orchestra and choir, an opera company,
two chamber music organizations, a ballet company, a contemporary dance company,
four theater companies, two community arts festivals, and university degree programs in
the visual and performing arts. In addition, the region is benefiting from a growing Digital
Film industry that is supported by the MSU Film Program, which is a four-year Bachelor
of Arts degree within the College of Arts and Architecture. Elevating the creative arts as
potential career pathways broadens opportunities for local Gallatin Valley youth and
encourages creative skills development.
3) Build a More Resilient Region
Resilience and economic growth are both vital for healthy economies in uncertain times.
If a local economy is resilient, the recovery period will be much shorter than an economy
with little or no resilience. If a local economy is not resilient, it may never return to its
former economic growth path. Places that recovered from the 2008-2009 Great
Recession included regions with high educational attainment, a diverse and adaptable
workforce, attainable housing prices and rents, ongoing capital investment indicating the
availability of significant public resources, and those that are not dependent on the
cyclical nature of a single industry. The recent pandemic and climate change impacts
reveal that disasters disproportionately impact our most vulnerable populations. Regions
will need to address those left behind and hit the hardest before they can jump forward.
1) Increase amount and access to housing for all
The most significant concern for every business owner is the lack of housing supply and
affordability. The Gallatin Valley economy will become less resilient and struggle to grow
without a housing supply that serves all incomes.
2) Develop a sustainable city
Government does not create jobs; it creates a great environment to attract and retain
businesses that create jobs. Companies are seeking to invest in sustainable and resilient
communities that provide a good return on investment. The City of Bozeman should
continue to build innovative infrastructure to develop sustainably and provide certainty to
investors. The city can foster a culture of resilience and efficiency to help bounce back
from environmental impacts (e.g., wildfires, limited water supply).
3) Foster a culture focused on climate change resilience
Over the past seven years, total funding for climate technology (tech) companies, rate of
startup creation, and the average size of funding has continued to rise. Total venture
funding increased to US$87.5bn invested over second half of 2020 and first half of 2021,
28 https://culturaldata.org/arts-vibrancy-2022/the-top-40-list/
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Bozeman Economic Vitality Strategy | April 2023 32
a more than 210 percent increase.29 Young talent is increasingly seeking jobs that focus
on addressing climate change. Gallatin Valley can position itself as an innovator in
climate tech in collaboration with high-tech and natural resource production (e.g.,
agriculture, ranching) to foster collaboration across the state.
29 State of Climate Tech 2021: Scaling breakthroughs for net zero, PWC
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Bozeman Economic Vitality Strategy | April 2023 33
ACTION MATRIX
The Action Matrix (Attachment B) delineates actions to implement the Strategy goals and
objectives. Multiple stakeholders and organizations contribute to the actions as one organization
alone cannot implement the strategy. Regional ownership is established by identifying Lead
Organizations that champion and guide implementation. The Matrix is a flexible tool that allows
for the introduction of new actions over the years if they align with the strategy objectives and
are represented by a Lead Organization.
EVALUATION FRAMEWORK
Metrics serve three purposes: 1) measure progress towards outcomes, 2) determine if the
actions are meeting the plan’s defined objectives (impact), and 3) allow for transparent
communication on progress and impact to the broader community.
Outcomes: Within the Action Matrix, each objective has an associated outcome to determine
if the desired impact is achieved. The outcomes are measurable and where applicable, define
metrics for under-represented individuals to assess if equitable outcomes are achieved.
Benchmarks: At a broader community level, key benchmarks can be tracked and reported
annually to communicate both progress and impact. It will take several years to improve the
statistics but tracking progress will show that the region is maintaining a vital focus on the long-
term goals. Annual reporting of the benchmarks will help maintain stakeholder engagement
throughout the implementation process. Benchmarks should be compared annually with peer
regions to provide a stronger context for the region.
46
ATTACHMENT A
47
Economic & Planning Systems, Inc.
T h e E c o n o m i c s o f L a n d U s e
ECONOMIC
CONDITIONS
ASSESSMENT
City of Bozeman
Economic Development
Strategic Plan
March 2023Economic & Planning Systems, Inc.
Prepared by:
48
Economic & Planning Systems | Bridge Economic Development Bozeman Economic Assessment |1
TABLE OF CONTENTS
1.Summary of Findings ……………………………………………………………………2
2.Community Profile ………………………………………………………………………. 8
3.Economy …………………………………………………………………………………………11
4.Industry Clusters ………………………………………………………………………… 20
5.Economic Equity …………………………………………………………………………22
Appendix …………………………………………………………………………………………… 29
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1. SUMMARY OF FINDINGS
Introduction and Purpose
This economic assessment describes the economy and
demographics of Bozeman and Gallatin County. The
information is intended to inform participants in the
Economic Development Strategic Plan process. The analysis
also compares Bozeman and Gallatin County to several
comparison communities that Bozeman sometimes
competes with for economic development.
Regional Economy
The economy of Bozeman, Gallatin County and the Gallatin
Valley (Greater Bozeman) are closely related. About half of the
jobs in the County are in Bozeman, and a large majority of the
jobs are in the Gallatin Valley comprised of Bozeman, Gallatin
Gateway, Four Corners, Belgrade, and Manhattan. While this
plan is being prepared by the City of Bozeman, it is
anticipated to result in regional partnerships to carry it
forward. The success of each community in the region
contributes to the overall economic vitality because of their
proximity, single labor force, and economic relationships.
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Economic & Planning Systems | Bridge Economic Development Bozeman Economic Assessment |3
1. SUMMARY OF FINDINGS
Economy and Trends
▪Growth –Bozeman is growing rapidly with 3.8% annual population growth (+6,400
people 2015-2019) and 2.5% annual job growth (+6,900 jobs 2015-2019). The COVID-19
pandemic has increased the appeal of high-amenity places for remote and
knowledge workers and firms which is contributing to these trends.
▪Economic base –Bozeman’s economy is most heavily concentrated in tourism and
retail type jobs (tourism and local sectors) that have lower wages than traded sector
jobs.
▪Economic evolution –Bozeman and Gallatin County are experiencing strong
growth in knowledge-based industries (professional and technical services) and in
manufacturing. These trends can be leveraged to further diversify the economy and
raise average wages.
▪Wages –Tight labor supply conditions and a rising cost of living have resulted in
5.4% annual wage growth across all industries. Knowledge based industries had
wage growth in the 7 to 8% range annually which suggests that the area is
attracting high value talent and that the composition of firms is changing.
▪Labor force –The labor supply is extremely tight with 1.1% unemployment (4.0 to
5.0% is considered healthy). The labor shortage may moderate as people reenter the
labor force as the pandemic stabilizes. Access to housing (high costs, limited supply)
is also a contributing factor.
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Economic & Planning Systems | Bridge Economic Development Bozeman Economic Assessment |4
1. SUMMARY OF FINDINGS
Industry Clusters
Industry clusters are groups of similar and
related businesses 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.
The Economic Development Strategy is
likely to recommend a focus on traded
sector industry clusters due to their higher
economic impact than local sectors.
The table shows the industry sectors
according to the National Industrial
Classification System (NAICS) that align
with the specific industry clusters.
Industry Sector (NAICS)Industry Cluster Private Wage and
Salary Jobs (Gallatin County)
Traded Sectors
Manufacturing •Photonics
•Outdoor equipment
•Biotechnology
•Niche manufacturing
3,600
Professional and technical services •Photonics
•Quantum computing
•Technology / IT
•Biotechnology
4,800
Total 8,400
Local Sectors
Health Care •Health care 6,000
Construction •Residential and nonresidential construction and trades
•Heavy civil construction
6,400
Arts, entertainment, and recreation •Outdoor industry (ski areas, guide/tour services 1,700
Retail, accommodations and food services •Retail, restaurants, hotels 17,000
Total 31,100
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1. SUMMARY OF FINDINGS
Factor Implications
Strengths/Opportunities
Rapid population and job growth •Market supports investment.
•Need to keep up with housing demand.
Bozeman brand and quality of life •Attracts companies and workers that share that identity.
•May be exacerbating housing costs and inequalities.
Growth in more diverse sectors (professional services, manufacturing)•Bozeman becoming established as a location for knowledge based and high value manufacturing industries.
•Need to ensure current residents have pathways into these careers.
MSU is classified as an R1 Doctoral University (very high research activity), the top research activity classification •Technology transfer and entrepreneurship opportunities from MSU faculty, staff, and graduates.
Weaknesses/Threats
Large portion of jobs in tourism, retail, and food and beverage industries •Lower wages, less economic productivity, mismatch between wages and housing costs.
Rapid increase in housing and real estate costs •Will constrain labor force availability.
•May constrain business expansion or relocation (cost of space).
Education and opportunity gap between white and non-white
population
•Invest in career paths into higher paying jobs.
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1. SUMMARY OF FINDINGS
Comparison Communities
The consultant team and City staff developed a list of
comparison areas to benchmark Bozeman and Gallatin
County against. First, the comparison communities have a
major university. Second, they are communities that
Bozeman competes with for new company site selection.
▪Missoula, MT –in Missoula County, Montana. Missoula has
a population of 76,713 and is the home of the University of
Montana, which has an enrollment of 10,015 students.
Missoula County’s largest employment industries include
Health Care, Retail Trade, and Accommodations and Food
Services.
▪Fort Collins, CO –Located in Larimer County, Colorado.
Fort Collins has a population of 173,035 and is the home of
Colorado State University, which has an enrollment of
32,646 students. Larimer County’s largest employment
industries include Retail Trade, Health Care, and
Accommodations and Food Services.
▪Boulder, CO –Located in Boulder County, Colorado.
Boulder has a population of 105,479 and is the home of the
University of Colorado Boulder, which has an enrollment of
34,975 students. Boulder County’s largest employment
industries include Professional and Technical Services,
Health Care, and Manufacturing.
▪Bend, OR –Located in Deschutes County, Oregon. Bend
has a population of 97,283 and is the home of Oregon State
University–Cascades, which has an enrollment of 1,374
students. Deschutes County’s largest employment
industries include Health Care, Retail Trade, and
Accommodations and Food Services.
▪Ogden, UT –Located in Weber County, Utah. Ogden has a
population of 89,694 and is the home of Weber State
University, which has an enrollment of 29,596 students.
Weber County’s largest employment industries include
Manufacturing, Health Care, and Retail Trade.
▪Boise, ID –Located in Ada County, Idaho. Boise has a
population of 240,333 and is the home of Boise State
University, which has an enrollment of 24,103 students. Ada
County’s largest employment industries include Health
Care, Retail Trade, and Administration and Waste Services.
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1. SUMMARY OF FINDINGS
How do we compare?
Measure* Indicates City only metric; other metrics are County
Bozeman/ Gallatin County Missoula/ Missoula County
Fort Collins/ Larimer County Boulder/ Boulder County Bend/ Deschutes County
Ogden/ Weber County Boise/ Ada County
Population* (2021)51,405 76,713 173,035 105,479 97,283 89,694 240,333
Population Annual Growth Rate (5 years)* (2010-2021)
2.9%1.2%1.6%0.7%2.2%0.7%1.3%
Jobs 59,022 58,735 158,006 179,056 81,429 107,658 250,270
Annual Job Growth Rate (2015-2020)2.5%0.5%1.4%0.7%2.4%1.7%2.9%
Largest 3 industries (2020)Retail Trade
Accomm.Construction
Health Care
Retail Trade Accomm.
Retail Trade
Health CareAccomm.
Prof. & Tech. Svcs.
Health Care Manufacturing
Health Care
Retail Trade Accomm.
Manufacturing Health Care
Retail Trade
Health CareRetail Trade
Admin.& Waste Svcs.
Average Annual Wage (2020)$51,400 $47,469 $58,425 $78,383 $52,936 $46,698 $56,192
Gross Regional Product (Output) per Job (2020)$95,912 $84,341 $117,875 $148,666 $112,162 $98,984 $103,445
% Bachelor’s Degree or Higher* (2019)59%48%55%76%44%21%42%
Median Home Price* (Dec. 2021)$700,000 $517,497 $534,978 $940,000 $683,000 $360,000 $554,933
% White-Non Hispanic / All Other Races* (2019)92% / 8%91% / 9%88% / 12%87% / 13%93% / 7%84% / 16%89% / 11%
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2. COMMUNITY PROFILE
Population and Growth Rates
Why we measure
Population growth comes from job growth, in-
migration, and natural increase (births and deaths).
It is a broad indicator of economic vitality, the
appeal of a place, and community change and
evolution. Population growth also drives demand
for housing.
Key Findings
▪Bozeman had the fastest population
growth rate among the comparison
communities, at 2.9% per year. The City
added 14,051 people from 2010-2021.
▪Bend, OR was the second fastest growing
at 2.2% per year.
▪Fort Collins, Boise, and Missoula are
growing at a more moderate pace of
1.2 to 1.6% per year.
▪Bozeman surpassed 50,000 population which is
a threshold that makes the City eligible for new
federal funding sources. The official population
estimates from the US Census Redistricting
process is 53,293.
Description 2010 2021 Total Ann. #Ann. %
Population
Bozeman 37,354 51,405 14,051 1,277 2.9%
Bend 76,652 97,283 20,631 1,876 2.2%
Fort Collins 144,693 173,035 28,342 2,577 1.6%
Boise 208,726 240,333 31,607 2,873 1.3%
Missoula 67,533 76,713 9,180 835 1.2%
Ogden 82,905 89,694 6,789 617 0.7%
Boulder 97,968 105,479 7,511 683 0.7%
Households
Bozeman 15,777 22,051 6,274 570 3.1%
Bend 31,795 40,021 8,226 748 2.1%
Fort Collins 58,113 69,655 11,542 1,049 1.7%
Boise 86,978 102,110 15,132 1,376 1.5%
Missoula 29,406 33,965 4,559 414 1.3%
Ogden 29,667 32,338 2,671 243 0.8%
Boulder 41,522 44,389 2,867 261 0.6%
Source: ESRI; Economic & Planning Systems
Z:\Shared\Projects\DEN\223016-Bozeman MT Economic Development Strategy\Data\[223016-Demographics.xlsx]T_Pop&HHs_New
2010-2021
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2. COMMUNITY PROFILE
Total Jobs and Growth Rates
Why we measure
Job growth is an indicator of the strength of an
economy. Jobs are created from the growth of
existing businesses, and new business
formation and entrepreneurship.
The best employment data is only available at
the county level. Most of the economic analysis
that follows is for the counties in which the
comparison communities are located.
Key Findings
▪Jobs in Gallatin County grew at a 2.5%
annual rate, the second-highest of the
comparison areas. The County added nearly
7,000 jobs between 2015 and 2020.
▪Population in Gallatin County is growing
faster than jobs. Possible explanations
include:
–In-migration is not tied to a local job (e.g.,
remote workers, retirees)
–Jobs of new residents are recorded
elsewhere
▪Ada County (Boise) had the fastest job
growth at 2.9% per year. Deschutes County
(Bend) was slightly behind Bozeman at 2.4%
per year.
Description County 2015 2020 Total Ann. #Ann. %
Total, All Industries
Boise Ada 216,678 250,270 33,592 6,718 2.9%
Bozeman Gallatin 52,059 59,022 6,963 1,393 2.5%
Bend Deschutes 72,423 81,429 9,006 1,801 2.4%
Ogden Weber 98,729 107,658 8,929 1,786 1.7%
Fort Collins Larimer 147,455 158,006 10,551 2,110 1.4%
Boulder Boulder 172,735 179,056 6,321 1,264 0.7%
Missoula Missoula 57,337 58,735 1,398 280 0.5%
Source: QCEW; Economic & Planning Systems
Z:\Shared\Projects\DEN\223016-Bozeman MT Economic Development Strategy\Data\[223016-QCEW.xlsx]T-All_TotalGrowth
2015-2020
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2. COMMUNITY PROFILE
Universities
Universities are centers of research and innovation. They spin
off entrepreneurs, technology, and ideas that support jobs
and innovation in the local economy. Universities are also
major employers on their own. The student population also
influences the housing and retail markets in their host
communities.
Research Classification
There are 146 institutions classified as “R1: Doctoral
Universities –Very High Research Activity” as of 2021. This
status indicates a high level of research activity per capita. Of
the peer communities, only Montana State University,
University of Colorado Boulder, Colorado State University, and
the University of Montana share this status.
`
Description Boulder Ogden Bozeman Fort Collins Missoula Boise Bend
Major Colleges/Universities University of
Colorado
Weber State
University
Montana State
University
Colorado State
University
University of
Montana
Boise State
University
Oregon State
University
Research Classification
R1-Very High
Research
Activity
---R1-Very High
Research
Activity
R1-Very High
Research
Activity
R1-Very High
Research
Activity
R2-High
Research
Activity
---
Enrollment (Fall 2020)34,975 29,596 16,249 32,646 10,015 24,103 1,374
% of Total Population 33.2%33.0%31.6%18.9%13.1%10.0%1.4%
Source: Economic & Planning Systems
Z:\Shared\Projects\DEN\223016-Bozeman MT Economic Development Strategy\Data\[223016-Demographics.xlsx]T-University 58
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3. ECONOMY
Jobs by Industry, 2020
Why we measure
The types of jobs in an economy influence demographic
factors such as household income and education levels.
Available job types affect economic mobility and career
opportunities as well. The economic mix also affects the
built environment and real estate markets –the types of
buildings and housing that are in demand.
Key Findings
▪The largest industries in Bozeman and Gallatin
County are:
–Retail trade
–Hotels and restaurants
–Construction
–Health care
–Professional and technical services
–Manufacturing
▪Greater Bozeman is a gateway to Yellowstone
National Park and other outdoor recreation assets
that attract national and international visitors.
Tourism and retail sectors are therefore a large part
of the economy.
▪Note: these figures are private wage and salary jobs
and do not include state and federal government or
MSU jobs. State and local government employs
approximately 10,700 people in Gallatin County
including about 4,200 faculty and staff at MSU.
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3. ECONOMY
Definitions: Traded and Local
Sectors
Traded Sector
Traded sectors export goods and services and bring
new money into the economy. This injection of new
money helps support local traded sector businesses.
Traded sector jobs also tend to have higher wages and
larger multiplier effects (spinoff or indirect impacts)
than local sectors. Manufacturing and knowledge-
based industries are among the traded sectors in the
Gallatin Valley.
Local Sectors
Local sectors are generally goods and services needed
by local residents. Local sectors include retail stores,
restaurants, health care, personal care services, and
repair and maintenance services. There are
entrepreneurship and business ownership
opportunities in many local sectors with lower barriers
to entry compared to traded sectors, making them a
good “on ramp” for opportunity. Local sectors tend to
have lower wages in comparison to traded sectors.
Role of Tourism
Since tourism is an important part of the economy,
some local sectors are also exports because they serve
visitors and second homeowners. These include hotels,
restaurants and retail, property management,
construction, and outdoor recreation.
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3. ECONOMY
Change in Jobs 2015-2020
Why we measure
The change in jobs by industry is a forward-looking
indicator of where the economy is trending. These
data can inform strategies on which industries to
support for growth or to prevent or manage decline.
Key Findings
▪Construction is booming as Greater Bozeman
grows and major resort projects are underway in
Big Sky.
▪Professional and technical services had the most
growth outside of construction. This is a
significant change and shows that companies in
Greater Bozeman are expanding, and new firms
are being formed or attracted. The area is
attracting knowledge-based companies and
workers.
▪Manufacturing also had significant growth which
is rare in small metro areas. Manufacturing is a
diverse and important sector in Greater
Bozeman.
▪Health care also grew significantly, which is
consistent with national trends. People are living
longer, more people have health insurance, and
the large baby boomer population is aging and
increasing health care demand.
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3. ECONOMY
Location Quotients
Why we measure
A location quotient (LQ) measures the concentration of
an industry in an area compared to the U.S. It is a ratio
calculated as the percentage of jobs in the analysis area
divided by the percentage in the U.S. From this we can
compare the concentrations of industries across different
areas and asses local industry strengths or specializations.
How to interpret: “Construction jobs in Gallatin County
are 2.09 times more concentrated than the U.S. average.”
Key Findings
▪Bozeman has lower concentrations in most traded
sectors than the comparison communities and higher
concentrations in local sectors.
▪As larger cities/metros, Boulder and Boise have more
diverse economies.
▪Boulder and Boise/Ada County have higher
concentrations of jobs in knowledge and financial
industries.
▪Ogden, UT/Weber County has more than twice the
manufacturing concentration than Bozeman
(aerospace, defense, outdoor products, advanced
materials)
▪Boulder and Fort Collins also have higher
concentrations of manufacturing at 1.29 and 1.02.
Bozeman/Gallatin Highest
Industry Location Quotient Concentration
Traded Sectors
Agriculture, forestry, fishing and hunting 1.33 Corvallis/Benton 3.21
Mining, quarrying, and oil and gas extraction 0.82 Bozeman/Gallatin 0.82
Information 0.63 Boise/Ada 1.14
Management of companies and enterprises 0.24 Boise/Ada 1.05
Professional and technical services 1.20 Boulder/Boulder 2.47
Wholesale trade 0.76 Boise/Ada 1.22
Manufacturing 0.70 Ogden/Weber 1.61
Transportation and warehousing 0.55 Boise/Ada 0.70
Finance and insurance 0.63 Boise/Ada 1.14
Local Sectors
Utilities 0.50 Boise/Ada 1.03
Construction 2.09 Bozeman/Gallatin 2.09
Retail trade 1.31 Bozeman/Gallatin 1.31
Real estate and rental and leasing 1.30 Bozeman/Gallatin 1.30
Administrative and waste services 0.62 Boise/Ada 1.38
Educational services 0.72 Boulder/Boulder 0.79
Health care and social assistance 0.72 Missoula/Missoula 1.22
Arts, entertainment, and recreation 1.99 Bozeman/Gallatin 1.99
Accommodation and food services 1.47 Bozeman/Gallatin 1.47
Other services, except public administration 1.39 Missoula/Missoula 1.57
Source: Economic & Planning Systems
Z:\Shared\Projects\DEN\223016-Bozeman MT Economic Development Strategy\Data\[223016-QCEW.xlsx]T-LQ vs Peers 62
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3. ECONOMY
Wages by Industry
Why we measure
The wage earned by a worker translates directly
to their income, ability to support family
members, pay for housing, and invest in
education and/or retirement. Wages in an
industry are also an indicator of the value
creation and worker skills in that industry.
Higher paying jobs typically require more
education and training, which can be a barrier
to low-income populations and people of color.
Key Findings
▪There are more jobs with lower wages than
there are with higher wages, which is a
typical pattern.
▪Tourism and local sectors have lower wages
than traded or economic base sectors.
▪The average wage in retail is $40,100
($19.27/hr) and $26,600 ($12.78) in hotel and
restaurant jobs (not including tips).
▪In comparison, the average annual wage for
professional and technical services is $79,200
($38.08/hr).
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3. ECONOMY
Change in Wages by Industry
Why we measure
At the industry level wages change due to a
variety of factors such as competition for workers
and talent (labor supply) and changes in the mix
of companies and products within an industry.
Key Findings
▪Greater Bozeman has experienced strong
wage growth likely due to a tight labor supply
and rising cost of a living. Wages grew at an
average of 5.4% per year.
▪Some of the highest wage growth was in
information, finance/insurance, and
professional and technical services. This
suggests that:
–There is competition for talent
–Bozeman is attracting higher value service
firms and employees
–The economy is evolving and producing
higher value services and products
▪Local and tourism sectors also had strong
wage growth indicating a tight supply of labor
and more leverage for workers to command
higher wages.
Industry 2015 2020 % Change Growth Rate % of Jobs
Economic Base/Traded Sectors
Ag./Forest/Hunting $33,800 $46,300 37.0%6.5%1.5%
Mining $74,900 $86,500 15.5%2.9%0.3%
Utilities D D D D 0.0%
Manufacturing $41,500 $53,500 28.9%5.2%7.1%
Wholesale Trade $56,100 $68,100 21.4%4.0%3.4%
Transport./Warehousing $33,500 $45,200 34.9%6.2%2.5%
Information $56,500 $82,400 45.8%7.8%1.3%
Finance/Insurance $63,400 $89,800 41.6%7.2%3.1%
Prof. & Tech Services $66,700 $87,500 31.2%5.6%9.2%
Mgmt. of Companies $60,100 $74,700 24.3%4.4%0.4%
Admin/Waste Mgmt $32,400 $39,000 20.4%3.8%4.4%
Subtotal 33.3%
Local Sectors
Construction $46,900 $59,900 27.7%5.0%12.4%
Retail Trade $29,300 $38,000 29.7%5.3%16.2%
Real Estate $34,800 $50,900 46.3%7.9%2.4%
Education $25,900 $36,000 39.0%6.8%1.7%
Health Care $44,900 $56,100 24.9%4.6%11.8%
Arts/Rec $25,800 $28,700 11.2%2.2%3.0%
Hotel/Restaurant $18,300 $24,300 32.8%5.8%14.8%
Other $30,100 $39,400 30.9%5.5%4.5%
Subtotal 66.7%
Overall Averages $39,600 $51,400 29.8%5.4%100.0%
Note: "D" indicates not disclosed for privacy requirements.
Source: Bureau of Labor Statistics QCEW; Economic & Planning Systems
Z:\Shared\Projects\DEN\223016-Bozeman MT Economic Development Strategy\Data\[213051-City County 2dig NAICS Employment Data_10-01-21.xlsx]T-2015-2021Wages
Change in WagesWages
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3. ECONOMY
Unemployment Rate
Why we measure
The unemployment rate measures the supply and demand
relationship between employers and workers. When
unemployment is high, there are not enough jobs for people
in the labor force and visa versa. It is another good indicator
of the health of an economy. However low unemployment is
an indicator of labor shortages and can lead to inflation and
constrain business growth.
Key Findings
▪Unemployment rates are at historic lows nationally due to
a drop in labor force participation related to the
Pandemic.
▪Bozeman has the lowest unemployment rate of the
comparison communities at 1.1%, which is not sustainable.
Economists generally view a “healthy” unemployment
rate as 4.0 to 5.0%.
▪The unemployment rate is expected to rise if more people
reenter the labor force as the pandemic stabilizes, and if
wages increase to create enough incentive.
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3. ECONOMY
Gross Regional Product (GRP)
per Job
Why we measure
Gross Regional Product (GRP) is the local or regional
equivalent of GDP (Gross Domestic Product). GRP is the
value of all goods and services produced in an economy. GRP
per job is a measure of the productivity of the labor force and
firms in the economy –the value of the output created from
each worker.
Key Findings
▪Boulder, CO has the most productive economy with
nearly $150,000 in annual output per worker, followed by
Fort Collins, CO at $118,000.
▪Bozeman and Gallatin County are at the lower end of the
spectrum of the comparison communities due to the
higher concentration of tourism and local serving jobs.
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3. ECONOMY
Technology Transfer Awards
Why we measure
The Small Business Innovation Research
(SBIR) and Small Business Technology
Transfer (STTR) programs are highly
competitive federal research funds designed
to stimulate R&D and technological
innovation for small businesses. STTR/SBIR
programs and funding are an indicator of
innovation among small businesses in
communities.
Key Findings
▪Boulder, CO was awarded the most SBIR
and STTR funding, with $242 million, or
$4,009 per employee since 2015.
▪Bozeman received the second-most
funding per employee of the peer
communities.
▪Bozeman has a large concentration of
R&D and tech-centric businesses that are
catalyzed by MSU’s Tech Transfer Office
and MilTech, which help commercialize
and provide a gateway for industry
partners to access MSU technology.
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4. INDUSTRY CLUSTERS
Definition
Industry clusters are groups of similar and
related businesses that share common
markets, technologies, worker skill needs,
and that 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.
The Economic Development Strategy is
likely to recommend a focus on traded
sector industries in terms of the City’s role
and investment of resources. Traded
sectors industries have higher wages and
greater economic impact than local
sectors.
The table shows the industry sectors
according to the North American Industry
Classification System (NAICS) that align
with the specific industry clusters.
Industry Sector (NAICS)Industry Cluster Private Wage and
Salary Jobs (Gallatin County)
Traded Sectors
Manufacturing •Photonics
•Outdoor equipment and
clothing
•Biotechnology
•Niche manufacturing
3,600
Professional and technical services •Photonics
•Quantum computing
•Technology / IT
•Biotechnology
4,800
Total 8,400
Local Sectors
Health Care •Health care 6,000
Construction •Residential and nonresidential construction and trades
•Heavy civil construction
6,400
Arts, entertainment, and recreation •Outdoor industry (ski areas, guide/tour services 1,700
Retail, accommodations and food services •Retail, restaurants, hotels 17,000
Total 31,100
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4. INDUSTRY CLUSTERS
Traded Sector Industry Clusters
▪Photonics –The science and technology of generating, detecting, and
controlling light. It has numerous everyday consumer and industrial
applications. Photonics companies were created from MSU grads and
related R&D programs. There are at least 35 companies and 800 jobs in
Photonics.
▪Biotechnology –Biotechnology includes medical and drug research
and manufacturing. The cluster is oriented around MSU R&D and
numerous startup companies in the Gallatin Valley. The area’s strength
is in the R&D, trial, and identifying commercial use stages of biotech.
▪Quantum computing –Quantum computing uses atomic motion to
perform computing operations. It is a major national security and
technology priority. MSU has received $20M in federal grants to expand
quantum research. There are relationships with the local photonics
cluster in quantum research as well.
▪Technology / IT –The Gallatin Valley has a thriving and growing
segment of technology (programming and information technology)
companies stemming from spinoffs from RightNow Technologies,
Oracle, and Bozeman’s quality of life that attracts startup entrepreneurs
and venture capital.
▪Outdoor equipment –Bozeman is known throughout the U.S. as an
outdoor recreation destination. It also attracts Outdoor companies that
capitalize on the Bozeman brand and identity. Companies such as
Simms Fishing, Oboz Shoes, Mystery Ranch (formerly Dana Design),
Spark R&D and numerous smaller companies are in the Gallatin Valley.
▪Manufacturing and niche products –Manufacturing is a diverse sector
in the Gallatin Valley. Products made here include electronic
components, metal products, musical instruments, food and
beverages, and wood products and building materials.
▪Creative Arts –Sectors whose goods and services are based on
intellectual property. Individual creativity is the main source of value
and cause of a transaction. The creative arts industry cluster for Gallatin
Valley includes the following sectors: publishing; advertising and
marketing; film, TV; and photography; design; and performing arts.69
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5. ECONOMIC EQUITY
Self Sufficiency Wage
Why we measure
The federal poverty definition only accounts for a basic food
budget and does not include other costs such as childcare
and housing. The MIT Living Wage calculator estimates the
wage needed for a household to afford food, childcare,
health insurance, housing, transportation, and basic
necessities (clothing, hygiene items). As stated in its
definitions, the “living wage is the minimum income
standard that, if met, draws a very fine line between the
financial independence of the working poor and the need to
seek out public assistance or suffer consistent and severe
housing and food insecurity.”
The MIT Living Wage calculator estimates the living
wage in Gallatin County at $21.68 for a family of four
with two working adults and two children. The chart
shows the percentage of jobs in each county that
are above the self sufficiency wage.
Key Findings
Due to the high cost of housing and large concentration of
tourism and local sector jobs, Bozeman and Gallatin County
are at the bottom of the comparison communities with the
lowest percentage of jobs above the self sufficiency
threshold.
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5. ECONOMIC EQUITY
Race and Ethnicity
Why we measure
Looking at the racial composition of a place helps us
evaluated the presence of disparities in economic
opportunity by race. There are persistent gaps between
income, wealth, and education between non-Hispanic
whites and people of color and white Hispanic and
Latinx people.
Key Findings
The white non-Hispanic population comprises 92% of the
population of Bozeman, which is similar to most of the
comparison communities. Larger cities within larger metro
areas such as Ogden and Boulder have slightly more
diverse populations.
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5. ECONOMIC EQUITY
Business Owner Demographics
Why we measure
Looking at the racial composition of business owners helps
to further evaluate the presence of disparities in economic
opportunity and wealth building by race.
Key Findings
From the data, there do not appear to be significant
differences between the racial and ethnic composition of
business owners and the overall population in Bozeman or
in the comparison communities.
A caveat is that there is a margin of error in these data, and
people of color may be underrepresented in Census data.
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5. ECONOMIC EQUITY
Educational Attainment
Why we measure
Comparing the level of education achieved to the overall
population is another indicator of disparities in economic
opportunity and wealth building.
Key Findings
Boulder is the most highly educated community. Bozeman
and Fort Collins have similar levels of education with about
60% of the population having a Bachelor’s degree or higher.
Ogden, Utah has the lowest levels of education.
There are differences in educational attainment by race and
ethnicity in each community. Boulder, Bozeman, and Fort
Collins have the highest educational disparities. In Boulder,
white non-Hispanics are about 1.44 times more likely to have
a college degree or higher and 1.36 times more likely in
Bozeman.
The disparity in educational attainment is partly explained by
the presence of large universities, particularly in Boulder,
Bozeman, and Fort Collins. The predominately white faculty
in each case increases the number of white advanced
degree holders in the community.
DI: Disparity Index
(%White Non-Hispanic/% All Other)
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5. ECONOMIC EQUITY
Housing Costs and Access
Why we measure
Housing costs are a large factor in quality of
life, access to home ownership, wealth
building, and labor force attraction and
retention. High housing costs and low supply
can constrain economic growth when the
labor force cannot find adequate housing. A
person or household is “cost burdened” when
they are paying more than 30% of their
income towards rent or mortgage payments.
Key Findings
In Bozeman, 54% or renters are cost
burdened making it the third most
unaffordable city for renters of the
comparison communities. Boulder and Fort
Collins are even less affordable for renters
while Boise and Ogden are more affordable
with a lower percentage of cost burdened
renters and owners.
Bozeman has the second highest median
home price at about $700,000, second only to
Boulder at $940,000. Home prices in
Bozeman have increased at alarming rates
due to strong job and in-migration of wealth,
and a housing supply that has not kept up.
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5. ECONOMIC EQUITY
Relating Wages to Home Prices
Why we measure
Wages are the primary source of household income for
working people. In a balanced housing market, home prices
are related to wages and local household incomes. Bozeman
however has a complex housing market influenced by the
influx of remote workers, second homeowners, early retirees,
and a smaller pool of builders than larger metro area
markets. The supply has not been able to keep up with
demand as exhibited by the rapidly rising home prices.
These influences have detached home prices from local
wages.
Key Findings
Towards the end of 2021, the median home price in the city
was about $700,000, which required an annual income of
approximately $162,000 to afford and is 220% of area median
income (AMI). The table on the next page shows average
wages for each major industry. For a household with one
earner, the average wage is equivalent to the household
income. The table also shows the household income if there
are 1.5 (one full one half time) or 2.0 workers in the household
earning the same wage.
The green shaded cells show the incomes and industries
that pay enough to afford the median home price. Only in
the highest paying industries with two earners is the median
home price affordable.
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5. ECONOMIC EQUITY
Relating Wages to Home Prices
Income needed to afford $700,000: $162,000 (220% of AMI
Description Ann. Income % AMI Ann. Income % AMI Ann. Income % AMI
Area Median Income $62,250 $88,900 $88,900
1-person household 4-person household 4-person household
Traded Sectors
Ag./Forest/Hunting $46,300 74.4%$69,450 78.1%$92,600 104.2%
Mining $86,500 139.0%$129,750 146.0%$173,000 194.6%
Utilities D N/A N/A N/A N/A N/A
Manufacturing $53,500 85.9%$80,250 90.3%$107,000 120.4%
Wholesale Trade $68,100 109.4%$102,150 114.9%$136,200 153.2%
Transport./Warehousing $45,200 72.6%$67,800 76.3%$90,400 101.7%
Information $82,400 132.4%$123,600 139.0%$164,800 185.4%
Finance/Insurance $89,800 144.3%$134,700 151.5%$179,600 202.0%
Prof. & Tech Services $87,500 140.6%$131,250 147.6%$175,000 196.9%
Mgmt. of Companies $74,700 120.0%$112,050 126.0%$149,400 168.1%
Admin/Waste Mgmt $39,000 62.7%$58,500 65.8%$78,000 87.7%
Local Sectors
Construction $59,900 96.2%$89,850 101.1%$119,800 134.8%
Retail Trade $38,000 61.0%$57,000 64.1%$76,000 85.5%
Real Estate $50,900 81.8%$76,350 85.9%$101,800 114.5%
Education $36,000 57.8%$54,000 60.7%$72,000 81.0%
Health Care $56,100 90.1%$84,150 94.7%$112,200 126.2%
Arts/Rec $28,700 46.1%$43,050 48.4%$57,400 64.6%
Hotel/Restaurant $24,300 39.0%$36,450 41.0%$48,600 54.7%
Other $39,400 63.3%$59,100 66.5%$78,800 88.6%
Public Admin D N/A N/A N/A N/A N/A
Unclassified D N/A N/A N/A N/A N/A
Source: Economic & Planning Systems
Z:\Shared\Projects\DEN\223016-Bozeman MT Economic Development Strategy\Data\[223016-Self Sufficiency Wages.xlsx]T-AMISector
1-Earner
1-Person Household
1.5-Earner
4-Person Household
2-Earner
4-Person Household
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APPENDIX
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APPENDIX: BIOTECHNOLOGY COMPANIES
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APPENDIX: PHOTONICS COMPANIES
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APPENDIX: SOFTWARE COMPANIES
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APPENDIX: DETAILED LOCATION QUOTIENTS
Bozeman Boulder Boise Corvallis Bend Fort Collins Missoula Ogden Highest Location
Industry Gallatin Boulder Ada Benton Deschutes Larimer Missoula Weber Concentration Quotient
Traded Sectors
Agriculture, forestry, fishing and hunting 1.33 0.38 0.33 3.21 1.12 0.67 1.00 0.43 Corvallis/Benton 3.21
Mining, quarrying, and oil and gas extraction 0.82 0.25 0.17 0.14 0.21 0.79 0.15 0.10 Bozeman/Gallatin 0.82
Information 0.63 0.53 1.14 0.44 0.59 0.49 0.80 1.09 Boise/Ada 1.14
Management of companies and enterprises 0.24 0.54 1.05 0.00 0.73 0.39 0.26 0.24 Boise/Ada 1.05
Professional and technical services 1.20 2.47 1.01 0.92 0.83 1.04 0.91 0.67 Boulder/Boulder 2.47
Wholesale trade 0.76 0.90 1.22 0.00 0.66 0.81 0.85 0.90 Boise/Ada 1.22
Manufacturing 0.70 1.29 0.78 0.91 0.75 1.02 0.47 1.61 Ogden/Weber 1.61
Transportation and warehousing 0.55 0.23 0.70 0.31 0.56 0.57 0.00 0.55 Boise/Ada 0.70
Finance and insurance 0.63 0.53 1.14 0.44 0.59 0.49 0.80 1.09 Boise/Ada 1.14
Local Sectors
Utilities 0.50 0.33 1.03 0.00 1.02 0.45 0.00 0.49 Boise/Ada 1.03
Construction 2.09 0.58 1.39 0.66 1.66 1.35 1.19 1.34 Bozeman/Gallatin 2.09
Retail trade 1.31 0.87 1.05 0.93 1.31 1.10 1.28 1.08 Bozeman/Gallatin 1.31
Real estate and rental and leasing 1.30 0.94 0.95 0.76 1.04 1.24 1.00 0.57 Bozeman/Gallatin 1.30
Administrative and waste services 0.62 0.56 1.38 0.00 0.90 0.81 0.78 1.18 Boise/Ada 1.38
Educational services 0.72 0.79 0.53 0.61 0.62 0.53 0.47 0.66 Boulder/Boulder 0.79
Health care and social assistance 0.72 0.86 1.05 1.21 1.18 0.73 1.22 0.88 Missoula/Missoula 1.22
Arts, entertainment, and recreation 1.99 1.16 1.46 0.78 1.80 1.13 1.66 1.08 Bozeman/Gallatin 1.99
Accommodation and food services 1.47 0.94 1.02 1.05 1.42 1.21 1.28 0.85 Bozeman/Gallatin 1.47
Other services, except public administration 1.39 0.95 0.96 1.32 1.27 1.04 1.57 0.79 Missoula/Missoula 1.57
Source: Economic & Planning Systems
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APPENDIX: INDUSTRY DETAIL
MANUFACTURING
3 Digit NAICS Industry Name Sector Total
(Disclosable)
% Total LQ vs. U.S.Avg. Ann.
Wage
Includes
Photonics?
Description
Total Private Wage & Salary Jobs 50,672
Total Manufacturing Sector 3,598 7.1%0.70
339 Miscellaneous Manufacturing 532 1.0%2.16 $55,574 Medical equip, sporting goods, musical instr.
334 Computer and Electronic Product Manufacturing 402 0.8%0.90 $88,788 Y Computer, electronic, instrumentation, measuring/controlling, photonics
332 Fabricated Metal Product Manufacturing 391 0.8%0.67 $48,961 Forging, stamping, bending, forming, and machining
312 Beverage and Tobacco Product Manufacturing 367 0.7%3.16 $30,203 Breweries, distilleries, etc.
327 Nonmetallic Mineral Product Manufacturing 290 0.6%1.72 $63,779 Stone, tile, cement products
326 Plastics and Rubber Products Manufacturing 257 0.5%0.87 $43,929 Plastic containers, hardware, plumbing
311 Food Manufacturing 248 0.5%0.37 $36,480 Bakeries, coffee, tea, dairy products
336 Transportation Equipment Manufacturing 150 0.3%0.22 $58,928 Boats, trailers, vehicle parts
337 Furniture and Related Product Manufacturing 144 0.3%0.94 $44,262 Furniture, cabinetry
335 Electrical Equipment, Appliance, and Component
Manufacturing
114 0.2%0.71 $59,485 Y Lighting, electrical, communications, appliances
323 Printing and Related Support Activities 99 0.2%0.62 $38,849 Y Printing, data imaging
314 Textile Product Mills 93 0.2%2.18 $32,668 Textile manufacturing
333 Machinery Manufacturing 88 0.2%0.20 $73,874 Y Optical instruments and lenses, photographic equipment, commercial
laundry and dry-cleaning machinery, office machinery, automotive
maintenance equipment (except mechanics' hand tools), and
commercial-type cooking equipment
321 Wood Product Manufacturing 81 0.2%0.48 $49,465 Wood bldg. materials, manufactured structures
315 Apparel Manufacturing 5 0.0%0.13 $32,572 Apparel
316 Leather and Allied Product Manufacturing 4 0.0%0.39 $18,653 Leather products
Source: Bureau of Labor Statistics; Economic & Planning Systems
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APPENDIX: INDUSTRY DETAIL
PROFESSIONAL & TECHNICAL SERVICES
4 Digit NAICS Industry Name Sector Total
(Disclosable)
% Total LQ vs. U.S.Avg. Ann.
Wage
Includes
Photonics?
Description
Total Private Wage & Salary Jobs 50,672
Total Prof. & Tech. Svcs. Sector 4,828 9.5%1.20
5415 Computer Systems Design and
Related Services
1,346 2.7%1.44 $141,037 Programming, IT
5413 Architectural, Engineering, and
Related Services
1,094 2.2%1.72 $71,547
5416 Management, Scientific, and
Technical Consulting Services
618 1.2%0.95 $71,652 Environmental, management, administrative,
other scientific consulting
5412 Accounting, Tax Preparation,
Bookkeeping, and Payroll Services
449 0.9%1.04 $53,752
5419 Other Professional, Scientific, and
Technical Services
424 0.8%1.35 $40,502 Marketing, photography, veterinary, other
5417 Scientific Research and
Development Services
337 0.7%1.04 $94,689 Y R&D in life and social sciences.
5411 Legal Services 327 0.6%0.68 $68,183
5418 Advertising, Public Relations, and
Related Services
133 0.3%0.71 $60,349
5414 Specialized Design Services 100 0.2%1.78 $60,754 Y Specialized design except architectural,
engineering, and computer systems design
Source: Bureau of Labor Statistics; Economic & Planning Systems
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APPENDIX: INDUSTRY DETAIL
CONSTRUCTION
3 Digit NAICS Industry Name Sector Total
(Disclosable)
% Total LQ vs. U.S.Avg. Ann.
Wage
Description
Total Private Wage & Salary Jobs 50,672
Total Construction Sector 6,401 12.6%2.09
237 Heavy and Civil Engineering Construction 659 1.3%1.50 $101,284 Roads, infrastructure
236 Construction of Buildings 1,837 3.6%2.72 $59,216 Residential and nonresidential buildings
238 Specialty Trade Contractors 3,906 7.7%2.01 $53,269 Concrete, site preparation, plumbing,
painting, and electrical
Source: Bureau of Labor Statistics; Economic & Planning Systems
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APPENDIX: INDUSTRY DETAIL
TOURISM, RETAIL, AND OUTDOOR RECREATION
3 Digit NAICS Industry Name Sector Total
(Disclosable)
% Total LQ vs. U.S.Avg. Annual
Wage
Description
Total Private Wage & Salary Jobs 50,672
Retail 3,598 7.1%1.31 Retail stores
Recreation 1,819 3.6%1.99 Recreation businesses including ski areas
Accommodations & Food Services 8,190 16.2%1.47 Hotels and restaurants
Cluster Total 13,607 26.9%
Retail
445 Food and beverage stores 1,541 3.0%1.18 $31,786
444 Building material and garden supply stores 1,193 2.4%2.08 $45,429
452 General merchandise stores 1,107 2.2%0.89 $32,580
441 Motor vehicle and parts dealers 1,036 2.0%1.29 $60,870
453 Miscellaneous store retailers 784 1.5%2.52 $31,388
451 Sports, hobby, music instrument, book stores 674 1.3%3.37 $23,189
447 Gasoline stations 541 1.1%1.39 $25,669
442 Furniture and home furnishings stores 392 0.8%2.26 $49,206
448 Clothing and clothing accessories stores 341 0.7%0.83 $25,758
446 Health and personal care stores 250 0.5%0.61 $34,298
454 Nonstore retailers 221 0.4%0.89 $60,018
443 Electronics and appliance stores 110 0.2%0.59 $43,276
Recreation, Hotels, Restaurants
722 Food services and drinking places 5,054 10.0%1.23 $20,992
721 Accommodation 1,857 3.7%3.13 $33,408
713 Amusements, gambling, and recreation 1,216 2.4%2.27 $26,058 Includes ski areas
711 Performing arts and spectator sports 124 0.2%0.88 $36,767
712 Museums, historical sites, zoos, and parks 116 0.2%---$45,924
712 Museums, historical sites, zoos, and parks 116 0.2%---$45,924
Source: Bureau of Labor Statistics; Economic & Planning Systems
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APPENDIX: INDUSTRY DETAIL
CREATIVE ARTS
Industry 3 Digit
NAICS
NAICS Description Private
Total
Establish-
ments
% of
Disclosable
Total
LQ vs. U.S.Avg. Ann.
Wage
Hourly on
2080 Hours
Total Private Wage & Salary Jobs 50,672 100.00%
Publishing 323 Printing and related support activities 99 9 0.20%0.62 $38,849 $18.68
Film/TV/Media 512 Motion picture and sound recording industries 73 70 0.14%0.58 $43,148 $20.74
5418 Advertising, pr, and related services 133 40 0.26%0.71 $60,349 $29.01
54192 Photographic services 24 32 0.05%1.60 $37,168 $17.87
Design 5419 Other professional and technical services 424 83 0.84%1.35 $40,502 $19.47
5414 Specialized design services 100 43 0.20%1.78 $60,754 $29.21
Performing Arts 711 Performing arts and spectator sports 124 46 0.24%0.88 $36,767 $17.68
7111 Performing arts companies 35 8 0.07%1.06 $18,147 $8.72
All other Performing arts and spectator sports 89 38 0.18%---------
Museums and Galleries 1 712 Museums, non-retail galleries, historical sites, and similar institutions 127 10 0.25%1.96 $49,504 $23.80
Total Creative Cluster 1,104 333 2.18%$41,241 $19.83
1 Museums and Galleries includes publicly owned facilities such as Museum of the Rockies housed at MSU which skews wages upward.
Source: U.S. Bureau of Labor Statistics; Economic & Planning Systems
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86
ATTACHMENT B
87
1 - 2 yr 3 - 4 yr 5 yr Priority Outcome Metric (how to measure)Lead Org Partners
x More small business
owners access programs
Number of new businesses
accessing services
City of
Bozeman
Prospera,
NRMEDD,
Chamber, DBP
x Small businesses are more
likely to succeed and grow
Resource guide is created
and maintained annually.
City of
Bozeman
Prospera,
NRMEDD,
Chamber, DBP
x More small businesses are
started or grown
Capital and technical
services are provided to
under-represented
businesses at no or low cost
City of
Bozeman
Prospera,
NRMEDD, MOFI
x Remove barriers to starting
a new business
Roundtable is created and
provides recommendations
City of
Bozeman Small businesses
1 - 2 yr 3 - 4 yr 5 yr Priority Outcome Metric (how to measure)Lead Org*Partners**
x More affordable child care
opportunities are available Statute(s) amended City of
Bozeman MLCT/MACO
x More affordable child care
opportunities are available
An increase in day care
providers
City of
Bozeman MLCT/MACO
x
Build awareness of future
career opportunities to
access living wage jobs
High-school graduation and
dropout rate, including under-
represented students
Belgrade and
Bozeman
School District
Gallatin College
and MSU
EVS ACTION MATRIX
Staff time
Progress Check-in
Notes and/or Potential
Resources
A. Convene providers to map the various programs
available for different business sizes and types to 1) better
communicate available resources and 2) determine gaps
in service provision.
C. Convene service providers to determine if there is an
opportunity to start a microenterprise service for under-
represented businesses. Build off culture and concept of
Women Business Center that provides a welcoming safe
space for a specific group.
Objective 1.2: Provide comprehensive and coordinated skills development starting with child care through middle school and higher-ed
Action
A. Explore opportunities to amend Montana statute(s) to
allow HOAs to permit in-home child care.
Notes and/or Potential
Resources
Tie to proposed business,
retention and expansion (BRE)
program identified in Action 2.1.G
Seed funding can come from
Community Development Block
Grant (CDBG). MESO of Oregon
should be considered as a best
case example.
https://www.mesopdx.org/
Action
GOAL 1: PROVIDE OPPORTUNITY FOR GALLATIN VALLEY RESIDENTS
Objective 1.1: Enhance the small business development ecosystem
Staff time
C. Engage middle school students (6-8 grades),
teachers and administrators in STEAM career opportunity
conversations.
Specifically consider rural
communities.
D. Develop a business services roundtable comprised
of underrepresented business owners and employees, to
advise the City of Bozeman on its business friendliness
for small businesses especially owned by under-
represented individuals.
Staff time
B. Create a resource guide outlining available programs
and contact information.
B. Elevate the issue of child care as critical
infrastructure to support workforce development and
promote equitable early education opportunities for under-
represented communities.
Staff time
Green text indicates actions developed in collaboration with education partners. 1 of 8 88
x
Enhance early skills
development to prepare for
higher-education
opportunities
New programs identified and
implemented Gallatin College
MSU, Belgrade and
Bozeman School
District
Superintendents
x
Increase job opportunities,
particularly for under-
represented individuals,
within these industries
Report number of jobs within
the industries and percentage
of under-represented hires
Gallatin College
and MSU
Belgrade and
Bozeman School
District CTE
Program Director
x Increase youth mental
health and career skills
Number of programs and
students attending
Arts Industry
Council (AIC)
Belgrade and
Bozeman School
Districts, City of
Bozeman
1 - 2 yr 3 - 4 yr 5 yr Priority Outcome Metric (how to measure)Lead Org*Partners**
x Increase participation of
rural residents
Number of completed
certifications
City of
Bozeman
MSU Extension
Center
x
Increase job opportunities
and improve energy
efficiency of building stock.
Number of skilled HVAC
construction workers in
Gallatin Valley
Gallatin College City of Bozeman
x
Increase opportunities to
start small businesses and
build wealth
Number of people attending
classes
City of
Bozeman
Local EDOs and
language training
providers
Specifically focus on programs for
jobs in high demand with good
wages and fewer years of
education requirements.
Notes and/or Potential
Resources
D. Evaluate gaps and needs with partnerships between
Gallatin Valley’s high schools and higher education
leaders and industry to identify and develop opportunities
for intentional engagement of students.
E. Communicate to 9-12 students opportunities with
existing Gallatin College programs pertaining to
manufacturing, health care, and cyber-security
Organizations are already
meeting and anticipate draft
direction in October
Staff time
F. Support youth art programs that promote mental
health and encourage creative thinking
Staff time and grants (potentially
Montana Arts or NEA) to fund
program
Objective 1.3: Improve access to career opportunities for local and surrounding rural residents
A. Promote Montana State University's new Extension
Center Master Remote Work Professional Certification
that provides training for rural residents.
Action
B. Create and support specific workforce development
programs in building sciences (construction trades)
specializing in green technology. Specifically, consider
programs in heating, ventilation, and air conditioning
(HVAC) systems, to provide the workers needed to
improve the efficiency of existing and future building
stock.
Increasing the amount of this
skilled workforce directly supports
necessary actions to address
climate change.
C. Develop virtual small business development
programs for rural residents and those that speak English
as a second language
These programs are currently
available through MESO and
could be developed locally with
new microenterprise program.
World Language Initiative may
provide services as well.
Green text indicates actions developed in collaboration with education partners. 2 of 8 89
1 - 2 yr 3 - 4 yr 5 yr Priority Outcome Metric (how to measure)Lead Org*Partners**
x Continued university R&D
in quantum computing Enhanced research funding MSU and MSU
IC
City of Bozeman
and local EDOs
x
Supply chain study to
define the types of
companies needed to
support this new industry
within Gallatin Valley
Study is complete and shared
with economic development
community.
MSU VP of
Research and
Graduate
City of Bozeman
and local EDOs
x
Private business can share
equipment for testing and
collaborate to foster
innovation.
Incubator is established.City of
Bozeman
NRMEDD, MSU IC,
MSU TTO
x
New biotechnology
companies are started or
attracted
Biotech lab space is created.City of
Bozeman
Biotech
Association, MSUs
TTO, and Local
EDOs
x
Understand barriers and
opportunities specific to
manufacturing to help them
stay and grow.
Program is defined with
identified number of
businesses that will be
visited.
City of
Bozeman
NRMEDD,
Prospera
x
Articulate competative
advantage for Montana to
support the semiconductor
industry
Grant application submitted MSU
City of Bozeman,
NRMEDD,
Prospera
E. Develop a formal business, retention and expansion
(BRE) program in collaboration with partners focused on
industries associated with manufacturing: Photonics,
Outdoor Equipment, Specialty Manufacturing, and
potentially Climate Tech
Staff time. BRE of existing
companies (instead of recruiting
new companies) is the most
effective way to grow
employment opportunities
sustainably.
National Science Foundation
(NSF) grant
D. Explore the development of biotechnology lab space
to support emerging businesses
Explore collaborating with new
Industry project at MSU IC.
Economic Development
Administration (EDA) could
provide grant for lab space tenant
improvements.
F. Work with MSU and other stakeholders to pursue the
CHIPS Act investment grant. Staff time
B. Support the analysis and development of the
quantum computing supply chain and the unique
strengths in Gallatin Valley
This would be part of the Type 1
application, but fund through
Economic Development
Administration (EDA) or Inflation
Reduction Act (IRA) if not
awarded.
EDA and NSF grant
C. Create an incubator with specialized equipment for
new private small research companies within the quantum
and photonics industries
GOAL 2: SUPPORT A DIVERSE ECONOMY
Objective 2.1: Focus on traded sector industries that are emerging and can increase exports
Action Notes and/or Potential
Resources
A. Support quantum computing university research and
development through continued investments in MonArk
labs, Spectrum Labs, and the upcoming NSF Type I
application for a Regional Innovation Engine.
Green text indicates actions developed in collaboration with education partners. 3 of 8 90
1 - 2 yr 3 - 4 yr 5 yr Priority Outcome Metric (how to measure)Lead Org*Partners**
x Training facility provides
the necessary workforce Training facility is built Gallatin College City of Bozeman
and Local EDOs
x x x Educate community on
photonics industry
Number of students that
attend event.Gallatin College
Private photonics
firms, City of
Bozeman, MSU
x
School districts can
provide current information
on career opportunities
and help develop
necessary skills needed by
businesses
Changes in information
provided to students
influenced by private
business engagement
Private industry
associations
City of Bozeman,
Local EDOs,
Education partners
x
Higher-ed students
discover local job
opportunities while in
school and are more likely
to stay in Gallatin Valley
Number of new internships
and programs created at
private businesses.
Private industry
associations
City of Bozeman,
Local EDOs,
Education partners
D. Facilitate the creation of opportunities for students to
engage with local businesses, such as internships,
apprenticeships, work-based learning and job shadowing
Explore this type of engagement
through BRE outreach
C. Aid and support local school districts by offering
suggestions for developing a working
relationship among businesses, labor organizations, and
educators
B. Host a photonics/optics event at the County
Fairgrounds during the Fall to expose community to
career opportunities.
Objective 2.2: Enhance development of the talent pipeline
A. Support development of a purpose built campus for
the technical and trades facility at Gallatin College
Consider private company
sponsorships
Notes and/or Potential
Resources
Staff time. State budget allocation
Explore this type of engagement
through BRE outreach
Action
Green text indicates actions developed in collaboration with education partners. 4 of 8 91
1 - 2 yr 3 - 4 yr 5 yr Priority Outcome Metric (how to measure)Lead Org*Partners**
x Access opportunities with
the Digital Film industry
Students enrolling in
programs.
MSU Film
Department
Local EDOs, City of
Bozeman, Montana
Film Office, local
members of the
film industry,
supportive state
legislators
x
Foster an aligned vision
and direction for arts
organizations
Actions that are implemented City of
Bozeman
All arts
organizations
including but not
limited to the
Symphony,
Emerson, Sweet
Pea Festival,
Ballet, Opera, and
Art Museum
x
Provide training for a
sustainable business life in
the arts
Number of artists that receive
training AIC
Montana Arts
Council, City of
Bozeman
x
Enhance integration of arts
with community
development
Number of projects executed AIC City of Bozeman Staff time
Objective 2.3: Elevate a growing creative arts industry cluster
Action Notes and/or Potential
Resources
Staff time to schedule and host
meetings. The AIC is responsible
for agenda and implementation.
D. Explore creative placemaking opportunities within the
city
A. Support the expansion of film degree programs at MSU
to leverage emerging Digital Film industry Existing MSU program
C. Promote and encourage enrollment in the Montana
Artrepreneur Program (MAP) https://art.mt.gov/map Staff time
B. Convene an Arts Industry Council (AIC) to leverage all
arts organizations to implement the goals and objectives
of the EVS, DEI initiatives, and 1% arts program
Green text indicates actions developed in collaboration with education partners. 5 of 8 92
1 - 2 yr 3 - 4 yr 5 yr Priority Outcome Metric (how to measure)Lead Org*Partners**
X
City recovers
administrative and
enforcement costs.
Neighborhood impacts are
managed.
Number of STRs licensed
STRs. Resident satisfaction
with STR programs.
City of
Bozeman
Housing, Code
Enforcement, and
Legal Departments
X
Study/documentation of
characteristics of STR
inventory.
Quantification of number of
STRs potentially available as
full-time residences.
City of
Bozeman
Realtors, property
managers, lodging
groups
x Housing supply is
increased or maintained.
Number of STRs, rental
rates, rental vacancy rates.City of
Bozeman
Housing, Code
Enforcement, and
Legal Departments
x Increase supply of housing
for GV workers
Housing units developed by
private sector businesses
City of
Bozeman
Private sector
partners
x Increase supply of housing
for GV workers
Housing units developed by
private sector businesses
City of
Bozeman &
various private
sector partners
Private sector
partners
x Increase opportunities to
access home ownership
Number of residents that
have received assistance
City of
Bozeman HRDC and MOFI
x Increase access to
available housing Evaluation of zoning code City of
Bozeman
MSU Office of
Student
Engagement
x
Increase supply of housing
for MSU non-traditional
and graduate students
Number of housing units City of
Bozeman
MSU Office of
Student
Engagement,
private developers
GOAL 3: BUILD A MORE RESILIENT REGION
Objective 3.1: Increase amount and access to housing for all
Notes and/or Potential
Resources
Staff time
Action
A. Ensure that short term rentals (STRs) are licensed
and complying with City regulations.
Staff time and consultant
engagement
Staff time, private equity
C. Explore the feasibility of additional regulatory tools to
mitigate the impact of STRs and part-time homes on the
housing supply. Specifically examining regulatory fees on
STRs and a housing vacancy tax.
H. Explore creation of a public-private partnership and
sub-area plan for redevelopment of the West Side Houses
for non-traditional students.
B. Evaluate the potential impacts of STRs on housing
availability for the full time resident workforce.
Staff time and consultant
engagement
G. Explore the city zoning restriction on maximimum
occupancy within a residence.
F. Promote housing down payment assistance program MOFI
Staff time
E. Explore building more housing through a co-
operative agreement amongst private businesses.
First Security Bank Housing
Fund, potential Prospera Impact
Fund
D. Explore a land acquisition policy recognizing funding
is barrier.
First Security Bank Housing
Fund, potential Prospera Impact
Fund
Green text indicates actions developed in collaboration with education partners. 6 of 8 93
1 - 2 yr 3 - 4 yr 5 yr Priority Outcome Metric (how to measure)Lead Org*Partners**
x
Reduce water consumption
to extend the use of a
limited supply of water
Increased use of the city's
water conservation programs
City of
Bozeman
City residents and
businesses
x Improves building energy
efficiency
Number of loans and projects
implemented
City of
Bozeman
City residents and
businesses
x
Recognizes good practices
to encourage investment
by others
Number and type of projects
submitted for awards
City of
Bozeman
City residents and
businesses
x
Provide more housing at a
lower price with reduced
costs for infrastructure
expansion
Number of housing units City of
Bozeman
Bozeman City
Commission
x
Provide residents diverse
travel options alternative to
a car when appropriate
Number of projects
constructed
City of
Bozeman
Streamline, MDT,
DBA, TCC
x
Reduce greenhouse gas
(GHG) emissions by
reducing use of fossil fuel
Northwestern Energy fuel
source
City of
Bozeman and
Northwestern
Energy
Local EDOs Staff time and IRA
Objective 3.2: Develop a sustainable city to support climate change mitigation
Staff time
Staff time
Notes and/or Potential
ResourcesAction
D. Support proposed changes to Bozeman Zoning code
to allow for smaller housing units on smaller lots
F. Work with Northwestern Energy to foster
development of non-fossil fuel energy production
B. Actively promote the existing commercial property-
assessed clean energy (CPACE) financing structure that
allows building owners to borrow money for energy
efficiency projects.
Staff time
C. Explore the development of an award that recognizes
investments in buildings and sites to encourage
sustainable development practices.
Staff time
A. Increase support and awareness for the existing City
of Bozeman water efficiency program
E. Support City of Bozeman's investment in multi-modal
transportation options, including strategies to support
electric vehicle (EV) charging strategies. charge for
parking in appropriate locations in the City.
Staff time
Green text indicates actions developed in collaboration with education partners. 7 of 8 94
1 - 2 yr 3 - 4 yr 5 yr Priority Outcome Metric (how to measure)Lead Org*Partners**
x
Develop awareness of
climate tech companies
and begin to support their
growth
List of companies and
defined needs is created.
Businesses meet to share
interests and collaboration.
City of
Bozeman
Local EDOs, MSU
TTO, Energy
Research Institute
(ERI), Snow Lab,
Optics/Sensing,
Precision
Agriculture
x
Develop new agriculture
practices that reduce water
consumption and conserve
soil integrity
Application for an Innovation
Hub is submitted
MSU
Department of
Agriculture
City of Bozeman
and Local EDOs
x
Actively support local
emerging companies and
convey to community that
climate change is being
addressed
Number of new climate tech
companies promoted
City of
Bozeman
MSU TTO, MSU IC
and Local EDOs
x
Develop new technologies
to help community adapt to
impacts of climate change
Number of new climate tech
companies created
City of
Bozeman
MSU TTO, MSU IC
and Local EDOs
x
Facilitate private
investment into domestic
low carbon, climate
resilient (LCR)
infrastructure and other
green sectors
Establish the Bank City of
Bozeman Local EDOs
A. Develop a Climate Technology industry group to
identify existing companies, barriers to growth, and
workforce needs. This information will define the Climate
Technology industry unique to Gallatin Valley.
Climate Technology is a broad
field that includes data analytics,
construction materials, carbon
sequestering, agriculture
production methods, etc. One
"lane" should be defined for GV
to make progress.
C. Explore the development of a program that supports
and promotes new startup companies (e.g. awards and
small grant award) in the defined Climate Technology
cluster.
CDBG, Venture Capital,
Foundations
B. Advocate for an MSU Agriculture Department
initiative to create innovation hub for Western US that
aligns research with agriculture producers and advances
precision agriculture
Action
Objective 3.3: Foster a culture focused on climate change resilience
E. Explore the creation of a regional non-profit Green
Bank for funding new climate resilient infrastructure.
https://greenbanknetwork.org/what-is-a-green-bank-2/
IRA may capitalize a national
Green Bank that could fund the
regional bank through grants or
loans.
EDA, Department of Agriculture,
IRA
D. Explore the development of private incubator that
supports the defined Climate Technology cluster.
Notes and/or Potential
Resources
Staff time
Green text indicates actions developed in collaboration with education partners. 8 of 8 95
Bozeman Economic Vitality Strategy | Climate Change Elements1
MEMORANDUM
In consideration of adopting the EVS, the City Commission indicated that there was a need for more
integration of climate change policy and implementation. This memo outlines the information that is
within the EVS document that responds to this specific interest. Red text is new language proposed to
clarify the intent of the EVS and actions.
CLIMATE CHANGE
A recent Environmental Protection Agency (EPA) analysis1 shows that the most severe harms from
climate change fall disproportionately upon underserved communities who are least able to prepare
for, and recover from, heat waves, poor air quality, flooding, and other impacts. A community can
proactively address these impacts by: 1) mitigating climate change by reducing greenhouse gas (GHG)
emissions; and 2) becoming resilient in order to quickly adapt to future impacts.
Climate change also threatens the natural and recreational assets that are important to the economy
– not just the tourism economy but also the quality of life that is attracting traded sector firms.
Changing precipitation patterns (warmer, drier), earlier and faster snowpack melt off, more frequent
and larger wildfires are all expected to affect the natural environment and quality of life in the Gallatin
Valley. Specifically, a less reliable snowpack and a drier climate will affect the winter sports industry
and river recreation businesses. Warmer summers will increase river water and air temperatures, the
latter requiring additional air conditioning use which in turn demands more energy use and
production, creating additional impact if more energy is not sourced from renewables.
1 Climate Change and Social Vulnerability in the United States, EPA, September 2021 f
Date April 10, 2023
To Brit Fontenot, City of Bozeman
From Alisa Pyszka, Bridge Economic Development
CC: Brian Duffany, EPS
Subject Climate Change Elements
Project Bozeman Economic Vitality Strategy (EVS)
96
Bozeman Economic Vitality Strategy | Climate Change Elements2
Mitigation
The Bozeman Climate Plan, 2020, identifies how the city can take actions to mitigate per-capita GHG
emissions. The Plan states that 57 percent of Bozeman’s 2018 emissions came from residential and
commercial building energy use, which is the highest source of emissions. Improving building
efficiency and increasing renewable energy supply are paramount to achieving the near-term emissions
reduction goal.
Innovative companies understand the real implications of climate change and are increasingly seeking
ways to enhance sustainable practices. Utilizing non-carbon generating energy sources is a strategic
advantage for companies seeking to meet environmental, social and governance (ESG) criteria used
by socially conscious investors to screen potential investments. Collaboration between Gallatin Valley
stakeholders and the local utility provider, NorthWestern Energy, to recognize this competitive
advantage for ESG financing, or in Montana, Commercial Property Assessed Capital Enhancements
(C-PACE), could help shift power generation investments.
The following actions are included in the EVS Action Matrix to support climate change mitigation:
1 - 2 yr 3 - 4 yr 5 yr Priority Outcome Metric (how to measure)Lead Org*Partners**
x
Increase job opportunities
and improve energy
efficiency of building stock.
Number of skilled HVAC
construction workers in
Gallatin Valley
Gallatin College City of Bozeman
B. Create and support specific workforce development
programs in building sciences (construction trades) specializing in green technology. Specifically, consider
programs in heating, ventilation, and air conditioning (HVAC) systems, to provide the workers needed to
improve the efficiency of existing and future building stock.
Action
Increasing the amount of this
skilled workforce directly supports
necessary actions to address
climate change.
Objective 1.3: Improve access to career opportunities for local and surrounding rural residents
Notes and/or Potential
Resources
1 - 2 yr 3 - 4 yr 5 yr Priority Outcome Metric (how to measure)Lead Org*Partners**
x
Reduce water consumption
to extend the use of a
limited supply of water
Increased use of the city's
water conservation programs
City of
Bozeman
City residents and
businesses
x Improves building energy
efficiency
Number of loans and projects
implemented
City of
Bozeman
City residents and
businesses
x
Recognizes good
practices to encourage
investment by others
Number and type of projects
submitted for awards
City of
Bozeman
City residents and
businesses
x
Provide more housing at a
lower price with reduced
costs for infrastructure
expansion
Number of housing units City of
Bozeman
Bozeman City
Commission
x
Provide residents diverse
travel options alternative to
a car when appropriate
Number of projects
constructed
City of
Bozeman
Streamline, MDT,
DBA, TCC
x
Reduce greenhouse gas
(GHG) emissions by reducing use of fossil fuel
Northwestern Energy fuel
source
City of
Bozeman and
Northwestern
Energy
Local EDOs Staff time and IRA
Objective 3.2: Develop a sustainable city to support climate change mitigation
Staff time
Staff time
Notes and/or Potential
ResourcesAction
D. Support proposed changes to Bozeman Zoning code
to allow for smaller housing units on smaller lots
F. Work with Northwestern Energy to foster
development of non-fossil fuel energy production
B. Actively promote the existing commercial property-
assessed clean energy (CPACE) financing structure that
allows building owners to borrow money for energy
efficiency projects.
Staff time
E. Support City of Bozeman's investment in multi-modal
transportation options, including strategies to support
electric vehicle (EV) charging strategies. charge for
parking in appropriate locations in the City.
Staff time
C. Explore the development of an award that recognizes
investments in buildings and sites to encourage
sustainable development practices.
Staff time
A. Increase support and awareness for the existing City
of Bozeman water efficiency program
97
Bozeman Economic Vitality Strategy | Climate Change Elements3
Resilience
In addition to reducing GHG, communities should prepare for climate change impacts. Encouraging
the creation of new companies that provide innovative solutions will help the region adapt to future
climate change impacts. The Bozeman Climate Plan (The Plan) calls out a need for improved systems
regarding water use and agriculture production to build infrastructure that will make Gallatin Valley
more resilient. Innovation within the food systems development process presents many opportunities
for emission reductions through improved agricultural practices, lower-carbon food products,
production and transportation efficiency, and waste reduction. The Plan also encourages the
development of a robust local food supply to reduce food insecurity and improve food system
resiliency.
The following actions are included in the EVS Action Matrix to support climate change resilience:
1 - 2 yr 3 - 4 yr 5 yr Priority Outcome Metric (how to measure)Lead Org*Partners**
x
Develop awareness of
climate tech companies
and begin to support their
growth
List of companies and
defined needs is created.
Businesses meet to share
interests and collaboration.
City of
Bozeman
Local EDOs, MSU
TTO, Energy Research Institute
(ERI), Snow Lab,
Optics/Sensing,
Precision
Agriculture
x
Develop new agriculture
practices that reduce water consumption and conserve
soil integrity
Application for an Innovation Hub is submitted
MSU
Department of
Agriculture
City of Bozeman and Local EDOs
x
Actively support local emerging companies and
convey to community that
climate change is being
addressed
Number of new climate tech
companies promoted
City of
Bozeman
MSU TTO, MSU
IC and Local EDOs
x
Develop new technologies
to help community adapt to
impacts of climate change
Number of new climate tech companies created City of Bozeman MSU TTO, MSU IC and Local EDOs
x
Facilitate private
investment into domestic
low carbon, climate
resilient (LCR)
infrastructure and other
green sectors
Establish the Bank City of
Bozeman Local EDOs
B. Advocate for an MSU Agriculture Department
initiative to create innovation hub for Western US that aligns research with agriculture producers and advances
precision agriculture
Action
Objective 3.3: Foster a culture focused on climate change resilience
E. Explore the creation of a regional non-profit Green Bank for funding new climate resilient infrastructure.
https://greenbanknetwork.org/what-is-a-green-bank-2/
IRA may capitalize a national
Green Bank that could fund the
regional bank through grants or
loans.
EDA, Department of Agriculture, IRAD. Explore the development of private incubator that supports the defined Climate Technology cluster.
Notes and/or Potential
Resources
Staff time
A. Develop a Climate Technology industry group to
identify existing companies, barriers to growth, and
workforce needs. This information will define the Climate
Technology industry unique to Gallatin Valley.
Climate Technology is a broad
field that includes data analytics,
construction materials, carbon
sequestering, agriculture
production methods, etc. One
"lane" should be defined for GV
to make progress.
C. Explore the development of a program that supports
and promotes new startup companies (e.g. awards and
small grant award) in the defined Climate Technology
cluster.
CDBG, Venture Capital,
Foundations
98
Memorandum
REPORT TO:Economic Vitality Board
FROM:Brit Fontenot
SUBJECT:Update on Bozeman as a City for CEDAW (Convention of the Elimination of
Discrimination Against Women)
MEETING DATE:May 3, 2023
AGENDA ITEM TYPE:Plan/Report/Study
RECOMMENDATION:Listen to presenttion, ask questions and provide feedback.
STRATEGIC PLAN:3.3 Friendly Community: Ensure Bozeman continues to welcome diversity
through policies and public awareness.
BACKGROUND:On March 2, 2022, the Economic Vitality Board unanimously voted to
recommend approval of Resolution 5384 Establishing Bozeman as a City for
CEDAW (Convention of the Elimination of Discrimination Against Women).
On April 5, 2022, the Bozeman City Commisison voted to approve Resolution
5384 establishing Bozeman as a City for CEDAW. This presentation by Jan
Strout is intended to be an update on the ongoing work of local City for
CEDAW partners.
UNRESOLVED ISSUES:None at this time.
ALTERNATIVES:None at this time.
FISCAL EFFECTS:None at this time.
Attachments:
CEDAW Report and Recommendations on Women and Girls -
2019 UPDATED Format.pdf
Status of the ERA - backgrounder March 7, 2023.docx
UN-Women-Flagship-programme-Safe-cities-public-spaces-en
(3).pdf
Report compiled on: April 27, 2023
99
BOZEMAN FOR CEDAW INITIATIVE
Cities for the Elimination of All Forms of Discrimination Against Women and Girls
https://www.facebook.com/bozemanforcedaw/
Bozeman Report and Recommendations to Advance the Status of All Women and Girls
Presented by the Bozeman for CEDAW Initiative Steering Committee
September 19, 2019
U.S. Cities for the Elimination of All forms of Discrimination Against Women and Girls (or CEDAW), also
known as the Women’s Bill of Rights, uses a human rights framework to outline barriers and
discrimination faced by women and girls in small towns to large cities. For women and girls to enjoy their
full human rights and fundamental freedoms, all discriminatory barriers must be eliminated. CEDAW
ensures that governments, in conjunction with the community, are working toward protecting, respecting
and fulfilling the human rights of all women and girls.
The Bozeman for CEDAW Initiative is a non-partisan, all volunteer effort by community members that
grew out of our original request to the Bozeman City Commission to adopt a City for CEDAW Resolution in
May of 2018. This Initiative has been endorsed by over 30 community leaders and organizations, the
Bozeman Chronicle, more than 20 letters to the editor and over 1,700 City residents’ signatures on a
Petition to support the CEDAW Ordinance. We are committed to taking positive actions that advance the
human rights of all Bozeman’s women and girls, especially the most vulnerable.
We believe that it is the responsibility of all public and other sectors of our community to critically analyze
how they can advance the human rights of Bozeman’s women and girls on their path toward gender
equity, diversity and inclusion. We hope that this Report to the members of our Bozeman City
Commission and current candidates for the positions of Mayor and City Commissioner will engender and
urge support for our proposed Ordinance to become a City for CEDAW.
We know that Bozeman becoming a City for CEDAW is an investment in the fair and equitable treatment
of all Bozeman's women and girls who, when empowered, can further their own human dignity and
family’s economic security as well as the prosperity of our community!
What do we know about the lives of women and girls in Bozeman?
When women are empowered and treated fairly, Bozeman and all Montana communities prosper. We
believe that there is a need to protect and expand the human rights of women and girls by addressing
discrimination in political, social, economic, educational and cultural areas. Our Initiative’s work explored
the intersection of three of these key areas:
Gender-Based Violence – ranging from domestic violence and sexual assault to dating violence
and hate crimes.
As the struggle for women's rights has continued, it has become clear - most recently with the
#MeToo movement - that there is much that is unknown about the barriers to equality. We
should support, in a measured way, the quest for better information so we can better guide our
action in this movement for fairness, equality, and justice."
Carson Taylor, Mayor, City of Bozeman (2015-2017)
100
Report and Recommendations to Advance the Status of All Women and Girls
Page2 Economic Status - how pay inequities and lack of living wages with benefits impact women as
single heads of households, particularly in terms of access to health care, safe housing, child care
and food security.
Health Indicators - how the impacts of sexism, racism, and violence-related trauma take a toll on
women's physical and mental health, including suicide risks.
To explore the realities and experiences of women and girls in Bozeman today, we reviewed 46
government reports, social service data or annual reports, and correspondence we initiated from a wide
range of institutions and agencies serving our city.1 To understand how women and girls fare at the
intersections of gender, race/ethnicity and class, we asked three fundamental questions:
1. How Safe is our Community for Women and Girls?
2. How Economically Secure Are Women and Girls who Work and Live in Bozeman?
3. What are the Challenges to the Health and Well-being of Bozeman’s Women and Girls?
The responses to these questions are laid out on the following three pages.
The facts found in our review of public documents reveal a flat, or one-dimensional picture of the lives of
women in our community. What we found missing are the contours and depth that emerge when we can
study the intersections of gender, race/ethnicity, age, education, income, sexual orientation and ability.
These intersections shape what the lives of women in our community look like, what women have access
to, and what challenges they face.
How does the economic status of women and girls affect their mental and physical health?
How can Bozeman address poverty driven by low wages and unequal pay of women - set against
the need to provide safe housing, child care and food - given our high cost of living?
How do we combat the corrosive impacts of bullying, harassment and intimidation of women and
girls in our homes, schools, and workplaces?
The extent to which girls’ and women’s lives are affected by a range of conditions and differences that
limit their ability to enjoy full economic security and fulfill their potential is increasingly clear.
Intersectional data could strengthen Bozeman's Strategic Planning process, better prioritize scarce
financial resources, determine allocation of City services to those most vulnerable, and help concentrate
its safety and prevention personnel, measures and training to enhance our Livable City so all can thrive. A
City for CEDAW offers the best hope for making those connections in ways that lead to humane and
dignified lives.
1 Ten sources on Gender-Based Violence, twelve sources on Economic Status, twelve sources on Health Indicators, six sources
on Education and two sources on City of Bozeman demographics.
"There are dedicated organizations in Bozeman working on the community’s most pressing
issues, but the key to transformative action is coordination and collaboration among these
organizations to address ending the feminization of poverty and other economic insecurity.”
Heather Grenier, President & CEO – Human Resources Development Council
101
Report and Recommendations to Advance the Status of All Women and Girls
How Safe is Our Community for Women and Girls?
Both law enforcement and
COMBINED REPORTS FROM
.2%
78%
17%
4%
TYPES OF GENDER
CRIMES REPORTED TO LAW ENFORCEMENT
“Domestic violence homicides are
preventable. Abuse is preventable. To create
a future without violence, we need a
community engaged in ending oppression at
all levels of the pyramid of violence."
Erica Coyle, Executive Director
GENDER
13% of area residents report being a victim of intimate partner violence (hit, slapped, pushed,
kicked, hurt in any way).4
The Help Center had 329 reports of interpersonal violence in 2017. They
victims of sexual assault and accompanied 59 women for forensic exams in 2018.
HAVEN reported a 14% increase in participants in FY 2017
women.6
2 Bozeman Police Department, 2016 Annual Review
https://www.bozeman.net/government/police/crime
2 MSU Office of the Dean of Students, 2017 Annual Security and Fire Safety Report
53-54, http://www.montana.edu/reports/security.pdf, (September 2019).
3 MSU Office of the Dean of Students, (2017) 6 and (2018) 54.
4 Professional Research Consultants, 2017 Community Health Needs Assessment
Health Deaconess Hospital, Community Health Partners, & Gallatin City
http://healthinfo.montana.edu/morh/Gallatin
5 Help Center, Annual Report (2018) 4. Help Center, Data set (2017) Bozeman, MT.
6 HAVEN, Annual Report (FY2016-2017). HAVEN,
7 Coyle, Erica, "Time for Bozeman to take stand for gender equity,"
https://www.bozemandailychronicle.com/opinions/guest_columnists/time
equity/article_130adf9c-ed43-5856
Report and Recommendations to Advance the Status of All Women and Girls
How Safe is Our Community for Women and Girls?
Both law enforcement and service providers data show significant gender-based violence
COMBINED REPORTS FROM BOZEMAN AND MSU POLICE DEPARTMENTS
TYPES OF GENDER-BASED VIOLENCE AS
CRIMES REPORTED TO LAW ENFORCEMENT
Domestic Violence
Rape
Stalking
Fondling/Dating
Violence
Bozeman and MSU
Police Departments
882 calls for service on
gender-based violence
incidents during
and 2017
MSU had 11 reports of
hate crimes in 2016 and
2017 based on racial
bias, sexual orientation,
gender identity, and
national origin.
Domestic violence homicides are
preventable. Abuse is preventable. To create
a future without violence, we need a
community engaged in ending oppression at
all levels of the pyramid of violence."
Erica Coyle, Executive Director – HAVEN7
HAVEN Participant
Race/Ethnicity
7% Native American
6.5% Latino
2.6% Multiple Ethnicities
1.6% African American
1% Native Hawaiian/Pacific
Islander
0.2% Asian
GENDER-BASED VIOLENCE: BY THE NUMBERS
13% of area residents report being a victim of intimate partner violence (hit, slapped, pushed,
The Help Center had 329 reports of interpersonal violence in 2017. They advocated for 120 adult
victims of sexual assault and accompanied 59 women for forensic exams in 2018.5
HAVEN reported a 14% increase in participants in FY 2017-2018: 87% of those participants were
2016 Annual Review and 2017 Annual Review, 4,
https://www.bozeman.net/government/police/crime-information, (September 2019).
2017 Annual Security and Fire Safety Report, 49-50 and 2018 Annual Security and Fire Safety Report
54, http://www.montana.edu/reports/security.pdf, (September 2019).
MSU Office of the Dean of Students, (2017) 6 and (2018) 54.
Community Health Needs Assessment Report: Gallatin, Madison & Park Counties, MT
Health Deaconess Hospital, Community Health Partners, & Gallatin City-County Health Department, 33,
http://healthinfo.montana.edu/morh/Gallatin-Madison-Park-Counties-CHNA.pdf, (September 2019).
(2018) 4. Help Center, Data set (2017) Bozeman, MT.
2017). HAVEN, Annual Report (FY2017-2018) 1, 2, Bozeman, MT.
Time for Bozeman to take stand for gender equity," Bozeman Chronicle, May 8, 2019,
https://www.bozemandailychronicle.com/opinions/guest_columnists/time-for-bozeman-to-take-stand-for
5856-8384-6e9a9a01245e.html, (September 2019).
Report and Recommendations to Advance the Status of All Women and Girls Page3 based violence.
BOZEMAN AND MSU POLICE DEPARTMENTS2
Bozeman and MSU
epartments had
calls for service on
based violence
incidents during 2016
2017.2
MSU had 11 reports of
ate crimes in 2016 and
2017 based on racial
bias, sexual orientation,
gender identity, and
national origin.3
Participants by
Race/Ethnicity6
Native American
Multiple Ethnicities
African American
Native Hawaiian/Pacific
13% of area residents report being a victim of intimate partner violence (hit, slapped, pushed,
advocated for 120 adult
2018: 87% of those participants were
nnual Security and Fire Safety Report,
Report: Gallatin, Madison & Park Counties, MT, Bozeman
for-gender-
102
Report and Recommendations to Advance the Status of All Women and Girls
How Economically Secure ar
We found two primary influences on economic security: A Gender Pay Gap and Basic Living Costs
STARTING WAGES FOR THOSE COMPLETING JOB TRAINING PROGRAMS
$14.25/hour Certified Nursing Assistant (CNA)
93% of participants were female, 7% male
CITY OF BOZEMAN EMPLOYEES
ECONOMIC INSECURITY
Gender Pay Gap 7.7%
92.3%
Of the top 25% highest paid
jobs with the City of Bozeman,
92.3% were held by men and
7.7% were held by women.
8 Career Transitions, Email to CEDAW Steering Committee, received
9 City of Bozeman, "City Progress Report-Equal Pay
http://weblink.bozeman.net/WebLink8/0/doc/1784
10 Bridgercare, Statistical snapshot (2013-2019) sent to CEDAW Steering Committee, Bozeman, MT
12 MT Department of Labor and Industry, "Bozeman Area Labor Report
Special%20Reports%20and%20Studies/BozemanReport2019.pdf,
13 HRDC, Special report on female to male ratio for client services created for CEDAW Steering Committee, 2019, Boz
Health Care: 85% of women using Bridgercare as a
health care provider were below 200% of poverty.
Mental Health Care: 49% of mental health providers in
the Help Center data base do not accept Medicaid.
Access to Childcare: There are only enough providers to
meet 33% of the need in the Gallatin Valley.
Housing/Food: Between 2013 and 2017,
140% increase in the number of women they
through their programs.13
Basic Living Costs Report and Recommendations to Advance the Status of All Women and Girls
48%
54%
Women in Boz Housing
How Economically Secure are Women and Girls Who Work and Live in Bozeman?
We found two primary influences on economic security: A Gender Pay Gap and Basic Living Costs
STARTING WAGES FOR THOSE COMPLETING JOB TRAINING PROGRAMS
$14.25/hour Certified Nursing Assistant (CNA) $22.50/hour Commercial Driver's License (CDL)
93% of participants were female, 7% male 100% of participants were male, 0% female
CITY OF BOZEMAN EMPLOYEES EXPERIENCE GENDER PAY DISPARITIES
ECONOMIC INSECURITY
The % of women seeking housing, food and
energy assistance compared to % of women
in the general population.
69.8
%
100
%
73.3
%female male female grad Women’s median pay, with
comparable education, is
69.8% of what men make.
“We find that the female
of household, most often a
single mom, is bearing the brunt
of finding affordable housing
for their family in our hyper
competitive housing market.”
Rev. Roxanne Klingensmith
Family Promise
With a graduate degree, women
make 73.3% of men’s earnings.
"The amazing thing about the
gender pay gap is that, while it
is well-documented and
universally acknowledged, we
can't seem to move the
a society.”
Melissa Herron
Business &
Of the top 25% highest paid
jobs with the City of Bozeman,
92.3% were held by men and
7.7% were held by women.
Career Transitions, Email to CEDAW Steering Committee, received August 23, 2019, Belgrade, MT.
Equal Pay," 04-01-19 City Commission Packet Materials-SP2, Bozeman, MT,
http://weblink.bozeman.net/WebLink8/0/doc/178493/Electronic.aspx, (September 2019).
2019) sent to CEDAW Steering Committee, Bozeman, MT. 11 Help Center,
Bozeman Area Labor Report," 2019, 4, http://lmi.mt.gov/Portals/193/Publications/LMIPubs/
eports%20and%20Studies/BozemanReport2019.pdf, (September 2019).
HRDC, Special report on female to male ratio for client services created for CEDAW Steering Committee, 2019, Boz
85% of women using Bridgercare as a
health care provider were below 200% of poverty.10
49% of mental health providers in
the Help Center data base do not accept Medicaid.11
There are only enough providers to
33% of the need in the Gallatin Valley.12
Between 2013 and 2017, HRDC saw a
the number of women they served
Report and Recommendations to Advance the Status of All Women and Girls Page4
55%
65%
Food Energy
Live in Bozeman?
We found two primary influences on economic security: A Gender Pay Gap and Basic Living Costs.
STARTING WAGES FOR THOSE COMPLETING JOB TRAINING PROGRAMS8
ommercial Driver's License (CDL)
icipants were male, 0% female
EXPERIENCE GENDER PAY DISPARITIES9
The % of women seeking housing, food and
energy assistance compared to % of women
in the general population.13
“We find that the female head
of household, most often a
single mom, is bearing the brunt
of finding affordable housing
for their family in our hyper-
competitive housing market.”
Rev. Roxanne Klingensmith -
Family Promise
"The amazing thing about the
gender pay gap is that, while it
documented and
universally acknowledged, we
can't seem to move the dial as
a society.”
Melissa Herron - President,
Professional Women
Help Center, Annual Report, 2018, 1.
," 2019, 4, http://lmi.mt.gov/Portals/193/Publications/LMIPubs/
HRDC, Special report on female to male ratio for client services created for CEDAW Steering Committee, 2019, Bozeman, MT.
103
Report and Recommendations to Advance the Status of All Women and Girls
Mental Health
Stressors14
by % of Bozeman
respondents
(see Note)
Experience
poor to fair
mental health
(13.5%)
Chronic
depression
(33% of
females vs
27% of men)
Worry or stress
over
rent/mortgage
(23.8%)
Worry about
running out of
food (13.8%)
What are the Challenges to the Health
Economic insecurity and lack of personal safety impact women and girls
“Women and girls are
disproportionately affected by
violence. Experiencing violence
is a major precursor to many
significant health problems."
Katy Osterloth - RNC, Sexual
Assault Nurse Examiner, Forensic
Nursing Program Coordinator
"Access to reproductive
services is increasingly
threatened."
Stephanie McDowell - Bridgercare
14 Professional Research Consultants, 2017 Community Health Needs Assessment Report: Gallatin, Madison & Park Counties, MT
Health Deaconess Hospital, Community Health Partners, & Gallatin City
http://healthinfo.montana.edu/morh/Gallatin
15 Help Center, "Annual Report," 2018, 2, Bozeman, MT
16 HRDC, Special report on female to male ratio for client services created for CEDAW Steering Committee, 2019, Bozeman, MT
17 Gallatin City-County Health Department, "2018
https://www.healthygallatin.org/community
Report and Recommendations to Advance the Status of All Women and Girls
Mental Health
14
by % of Bozeman
respondents
Experience
poor to fair
mental health
Unable to get
mental health
services
(2.6%)
Perceive own
neighborhood
as unsafe
(5.1%)
(excluding race)
depression
females vs
27% of men)
Physical and
safety indicators
13% of area
residents
report being a
victim of
intimate
partner
violence.14
Of homes with
firearms, %
who leave
them unlocked
and loaded
(20.4%)14
No prenatal
care in the first
trimester of
pregnancy
(26%)17
Limited
activities due
to physical,
mental, or
emotional
problem
(24.5%)14
What are the Challenges to the Health and Well-being of Women and Girls?
Economic insecurity and lack of personal safety impact women and girls
Note: 14
This Needs Assessment broke out
(a) Bozeman respondents
demographic percentages across three
counties.
We selected indicators we found to
be potentially relevant to women
AND where researchers indicated the
item was "higher or notably higher"
for women, lower income levels and
residents of another or unk
The % here represent
respondents who indicat
true for them.
Community Health Needs Assessment Report: Gallatin, Madison & Park Counties, MT
, Community Health Partners, & Gallatin City-County Health Department, 24-35,
a.edu/morh/Gallatin-Madison-Park-Counties-CHNA.pdf, (September 2019).
," 2018, 2, Bozeman, MT.
HRDC, Special report on female to male ratio for client services created for CEDAW Steering Committee, 2019, Bozeman, MT
2018 Community Health Needs Assessment, Gallatin County, Montana,"
https://www.healthygallatin.org/community-health/community-health-assessment/, (September 2019).
Report and Recommendations to Advance the Status of All Women and Girls Page5 Suicide Risk
Assessments at
the Help
Center
increased by
20% in 2018.15
Female
recipients of
LIEAP, Energy
Share, and
Weatheriztion
(65%)16
being of Women and Girls?
Economic insecurity and lack of personal safety impact women and girls.
This Needs Assessment broke out
) Bozeman respondents and (b)
demographic percentages across three
We selected indicators we found to
be potentially relevant to women
researchers indicated the
item was "higher or notably higher"
for women, lower income levels and
residents of another or unknown race.
The % here represents all Bozeman
indicated this was
Community Health Needs Assessment Report: Gallatin, Madison & Park Counties, MT, Bozeman
35,
HRDC, Special report on female to male ratio for client services created for CEDAW Steering Committee, 2019, Bozeman, MT.
," 34,
104
Report and Recommendations to Advance the Status of All Women and Girls
Page6 Our Recommendations Regarding Data Collection and Reporting that will Benefit the Lives of all
Bozeman’s Women and Girls
As we gathered existing information, we discovered a lack of specificity in the data related to gender for
most of the key areas we explored. There is a veritable “invisibility” of women and girls in crucial data.
Without being able to analyze key societal issues on a gender-specific basis, a proper identification of gaps
and needs is impossible. We offer the following recommendations regarding data collection and
reporting in order to provide the opportunity for a more complete picture of these important issues in the
future:
1. Consistency and expansion of crime statistics. Currently, MSU police and Bozeman City police
report crime statistics using different categories and providing different levels of detail. To
accurately track impacted groups, crime statistics should break out age, race and gender of
victims in a consistent way that is readily sortable.
2. More specificity in surveys and studies related to gender, race/ethnicity, age and income.
The City of Bozeman has conducted numerous studies (EPS, Affordable Housing, etc.) and surveys
(downtown business plan, community plan, etc.). Where feasible, the studies and surveys should
gather information regarding gender, income, and race/ethnicity. Including this information may
reveal gaps or opportunities that are otherwise unknown. As a leader for other governmental
agencies, non-profit organizations and businesses, the City is positioned to set a standard that
models inclusive and uniform demographic data-gathering allowing more sophisticated
comparisons.
3. Geographic Specific Reports and Studies. Much of the data collected included geographic areas
that encompass Gallatin, Park, and Madison counties or the entire State of Montana. Pulling site-
specific demographic data for Bozeman itself was not possible. Statewide data informs us of
pressing, immediate and/or hidden issues that could be facing women and girls in our community.
For example,
"There are more than 1,400 emergency department visits annually for intentional self-
harm in Montana with women about twice as likely as men to be admitted to the
emergency room with a suicide attempt."18
Montana ranks 5th in the nation for the highest number of missing or murdered
Indigenous women.19
"Each episode of LGBTQ victimization, such as physical or verbal harassment or abuse,
increases the likelihood of self-harming behavior by 2.5 times on average."20
How these trends impact women and girls in Bozeman cannot be explored without
breakouts around intersections of gender by race/ethnicity, income levels or age. Tying Bozeman
realities to state and national trends could prioritize best practices in planning, policies and
budgeting.
___________________________
18 Department of Health and Human Services, "Suicide Prevention Strategic Plan," 2019, 2,
https://leg.mt.gov/content/Committees/Interim/2017-2018/Children-Family/Meetings/Sept-2018/sept2018-suicide-
prevention-plan.pdf
19 Urban Indian Health Institute, "Missing and murdered Indigenous women and girls: A snapshot of data from 71 cities in the
United States," 2017, 10, https://www.uihi.org/wp-content/uploads/2018/11/Missing-and-Murdered-Indigenous-Women-
and-Girls-Report.pdf, (September 2019).
20 Department of Health and Human Services, "Suicide in Montana: Facts, Figures, and Formulas for Prevention," August 2018, 3,
https://dphhs.mt.gov/Portals/85/suicideprevention/SuicideinMontana.pdf, (September 2019).
105
Report and Recommendations to Advance the Status of All Women and Girls
Page7 4. The Bozeman City Commission should adopt an Ordinance as a City for CEDAW. As a City for
CEDAW, the City Commission would appoint a Commission or Task Force to recommend ways to
address the status of women and girls in Bozeman. This Task force would be accountable to the
Commission for designing a process and Action Plan to redress areas of gender and other
identified discriminations. This would require completing a comprehensive intersectional gender
analysis of the city’s policies, budget, and workforce with other demographic factors like race,
ethnicity, age, ability, and sexual orientation. The Task Force could utilize grants and other
outside funding opportunities to support this project and there are numerous potential
collaborators in Montana. By adopting an Ordinance, the City of Bozeman demonstrates
commitment and provides additional credibility for advancing the human rights of all our
community’s women and girls.
Why should we support a Bozeman Cities for CEDAW Ordinance?
Other Bozeman City policies and laws prohibit specific acts of discrimination based on gender (like equal
pay for equal work, gender-based violence and the Non-Discrimination Ordinance that protects LGBTQ
city residents). An Ordinance based on CEDAW principles comprehensively addresses human rights of
women and girls because, in addition to addressing gender- based discrimination, it focuses on ending all
barriers and forms of discrimination against women and girls. This would include barriers based in race
and ethnicity, abuse and violence, class and economic security, and access to healthcare. An Ordinance
would support provisions for monitoring the progress and effectiveness of the procedures used to
eradicate these barriers.
Our Conclusion
We know that when women are visible, valued, respected and living in safety as contributing members of
our community, we can change women’s and girls’ lives and our world. Not for the few to succeed, but
for the many, and for all. This is the time to strengthen our intention to fully implement policies of human
dignity and rights for the betterment of all of our residents by adopting an Ordinance for Bozeman as a
City for CEDAW.
"One clear interpretation we can make, is that what is not visible is then invisible to us as a
community. We are socialized to view ourselves through this fractured lens. Just like we
know that sexual assault and intimate partner violence happens but is under-reported. Just
like we know that caring for children impacts our ability to realize our full economic power but
it’s hard to assess how and what that impact is. So it is that what we don’t know in the data
becomes the most compelling question: what is the invisible story that is not being held to the
light of day?"
Lei-Anna Bertelsen, Mathematics Educator and Consultant
106
Report and Recommendations to Advance the Status of All Women and Girls
Page8
Appendices
Information Sources on CEDAW
CEDAW in Brief:
http://citiesforcedaw.org/wp-content/uploads/2018/03/CEDAW_2-Pager_15-March-2018.pdf
Cities for CEDAW:
http://citiesforcedaw.org/wp-content/uploads/2019/06/Landscape-Cities-for-CEDAW-Branded-
for-Website-June-27-2019.pdf
Information Sources
Bozeman Health Deaconess Hospital
Bozeman Police Department
Bridgercare
Career Transitions
Child Care Connections
City of Bozeman
Community Health Partners
802 S Grand
Family Promise
Gallatin City-County Health Department
Gallatin County Detention Center
HAVEN
Help Center
Human Resources Development Council
MSU: Diversity and Inclusion Office
MSU: Office of the Dean of Students
MSU: Office of Planning and Analysis
MSU Police Department
MT Missing and Murdered Indigenous Women
Prospera Business Network
State of Montana: Department of Health and
Human Services
State of Montana: Dept of Labor & Industry
State of Montana: Office of Public Instruction
Susan Wickland Fund
U.S. Census
U.S. Centers for Disease Control
Urban Indian Health Institute
107
Report and Recommendations to Advance the Status of All Women and Girls
Page9 2019-2020 Steering Committee Members
Bozeman for CEDAW Initiative (Cities for the Elimination of all forms of Discrimination
Against Women and Girls)
Affiliations for Identification purposes only
Heide Arneson, Bozeman School Board Trustee and former Vice Chair; U.S. Air Force Veteran
406/599-3533 tomtemom@bresnan.net
Lei-Anna Bertelsen, Mathematics Educator and Consultant
406/579-9965 leiannabertelsen@gmail.com
Terry Cunningham, Commissioner, City of Bozeman
406/581-2060 tcunningham@mcn.net
Cam Doran, MSU Student and former Voter Registration Organizer/Internship Coordinator,
Forward Montana
406-381-4217 camdoran1@gmail.com
Lauren Gette-King, Visions Service Adventures; MSU Spanish faculty - co-leader
907/354-5456 lauren.gette.king@gmail.com
The Rev. Roxanne Klingensmith, Gallatin Valley Interfaith Association liaison & Board member,
Family Promise
406/580-4748 julianofnorwich@msn.com
Lori Morgan, Therapist, small business owner lorihappydays@gmail.com
Ann Rupert and Emily Allison, Bridgercare SW Montana Family Planning Ce
218/491-4379 arupert@bridgercare.org and eallison@bridgercare.org
Jan Strout, President, Montana Chapter, National Organization for Women – co-leader
206/251-0880 janchangethatworks@yahoo.com
Carson Taylor, Mayor, City of Bozeman (2015-17)
406/579-6423 carsongtaylor@gmail.com
Dr. Franke Wilmer, Professor and Department Head, MSU Department of Political Science (on
sabbatical until January 15, 2020)
406/599-3639 frankewilmer1@gmail.com
Key Advisors
Dr. Sarah Allen, Assistant Professor, Family Life and Human Development, Southern Utah University
Jane Arntzen-Schmacher, Executive Director, Child Care Connections - jane@cccmontana.org
108
Report and Recommendations to Advance the Status of All Women and Girls
Page10 Rev. Lindean Barnett Christenson, Moderator, Gallatin Valley Interfaith Association
lindean@ctkbozeman.org
Erica Coyle, Executive Director, The HAVEN - erica@havenmt.org
Betsy Danforth, Director, MSU Women’s Center and Chair, President’s Commission on the Status of
University Women - Danforth@montana.edu
Dr. Krishanti Dharmaraj, E.D., Center for Women’s Global Leadership, Rutgers University
Jen Euell, Program Director, Women’s Foundation of Montana - jeneuell@mtcf.org
Bill Goold, former staff, Progressive Congressional Caucus - j.william.goold@gmail.com
Heather Grenier, President/CEO, Human Resources Development Council - hgrenier@thehrdc.org
Clare Hendricks, MSU Student and former BSHS President, X-2 Club - clare92010@gmail.com
Melissa Herron, President, Bozeman Business and Professional Women - president@bozemanbpw.org
Jane Brown Howard, MSU Development Administrator (retired) - janebrownhoward@gmail.com
I-Ho Pomeroy, Commissioner, City of Bozeman and Business Owner - ihoandderik@gmail.com
Dr. Lucille Pope, Principal, Collaborative Consulting – Lucille.Pope@yahoo.com
Erika Ross, Consultant, Missing and Murdered Indigenous Women and Girls - erika1@montana.edu
Yvonne Rudman, MSU Administrator (retired) - ymrudman@gmail.com
Ann Schrader, Consultant, Changing Directions – aschrader54@gmail.com
Francine Spang-Willis, graduate student, Columbia University - francinespangwillis@gmail.com
Rev. Valerie Webster, Director, Montana Association of Christians - vwebster587@gmail.com
109
Report and Recommendations to Advance the Status of All Women and Girls
Page11 PROPOSED RESOLUTION for the City of Bozeman, Montana
to Advance all Women’s and Girls’ Human Rights by becoming a City for CEDAW
WHEREAS, Bozeman’s women and girls have made gains in the struggle for equality in many fields, there
is a continued need to protect and expand the human rights of women and girls by addressing
discrimination in economic, cultural, political and social areas to achieve one of the most basic human
rights, equality; and
WHEREAS, Bozeman, Montana, as a Welcoming City, recognizes that when there are fair and equitable
investments in the lives of all women and girls, our community prospers and therefore will be a city free
of gender and other discrimination and all forms of violence; and
WHEREAS, statistics gathered in the Bozeman Cities for CEDAW FACT Sheet in areas of Work and Family,
Health and Education, Public Life and Political Participation powerfully demonstrate multiple reasons to
learn about, document and advance all women’s and girls’ human rights here in the City of Bozeman;
there are significant areas of research missing and needed from other demographic factors such as
Indigenous women, women of color, ethnicity, age, sexual orientation, economic class, disability and
gender identity; and
WHEREAS, the Bozeman City Commission wishes to adopt positive measures to ensure the full
enjoyment of the rights of women and girls as recognized in local, state, federal and international laws,
including CEDAW (UN Convention on the Elimination of All Forms of Discrimination Against Women);
and
WHEREAS, Cities for CEDAW ordinances are based on the principles of CEDAW whose purpose is to
advance the human rights of all women and girls as a path toward gender equity, diversity and inclusion
and provide a comprehensive framework with three standards: 1) a gender analysis of cities and
communities; 2) an oversight body to ensure that appropriate and timely actions are taken; and 3)
creation of an Action Plan based on evidence of any gender and other discrimination in order for
governments to examine their own policies, discover best practices and then rectify discrimination
based on gender and other demographic factors; and
WHEREAS, the City of Bozeman Strategic Plan Vision calls for a safe, inclusive community fostering civic
engagement and creativity, with a thriving diversified economy, strong environmental ethic and high
quality of life; and knowledge gathered through a Gender Analysis can specifically help identify diversity
goals, local government best practices and address areas of our City's policies, programs and budget
which may adversely impact segments of our community population; and
WHEREAS, a City for CEDAW Ordinance would build-on the City of Bozeman's commitment to fairness,
inclusion and equity evidenced in the LGBT Non-Discrimination Ordinance, the Equal Pay for Equal Work
Resolution, the Indigenous People's Day and the Domestic Violence Mayoral Proclamations; and
WHEREAS, City governments have an appropriate and legitimate role affirming the importance of
eliminating all forms of discrimination against women in communities as universal norms and serve as
guides for public policy; and
110
Report and Recommendations to Advance the Status of All Women and Girls
Page12 WHEREAS the United States Conference of Mayors, in 2014, urged cities across the United States to join
40+ U.S. Cities for CEDAW who have adopted Ordinances and/or Resolutions (such as Salt Lake City,
Cincinnati, Louisville, Minneapolis, St. Paul, and Durham County) and 30+ cities in progress to participate
in the Cities for CEDAW Initiative and pass local ordinances/resolutions reflecting the principles of
CEDAW;
THEREFORE, BE IT RESOLVED that the City Commission appoint a Task Force on Gender Equity, Diversity
and Inclusion comprised of women and men of different backgrounds to provide advice, oversight,
gender equity and diversity expertise to monitor, support and prioritize phases and scope of the Gender
Analysis and the City’s implementation of this CEDAW Resolution consistent with the City’s
budget priorities and the opportunities for partnerships; and
BE IT FURTHER RESOLVED that a Gender Analysis with diverse demographics of the City of Bozeman be
conducted through partnerships with Montana State University, related community organizations and
interested businesses. This research will provide concrete data to show us what we do not know about
discriminatory policies and practices impacting all women and girls in our City in order to discover
solutions and best practices to end gender and all forms of discrimination; and
BE IT FURTHER RESOLVED that based on the evidence of the City of Bozeman Gender Analysis, the Task
Force recommend an Action Plan to the City of Bozeman to remedy any evidence of gender inequities as
well as incorporate new thinking to identify both subtle (inherent biases) and more obvious/substantial
areas of gender and other discrimination, to be updated annually and shared with the Bozeman
community; and
BE IT FINALLY RESOLVED that the City of Bozeman encourages all members of the community and our
institutions to participate in the Gender Analysis to evaluate their own biases, policies and practices to
ensure they are non-discriminatory and fully serve all women and girls in order to advance the human
rights of all residents.
May 1, 2018
Proposed Resolution from the Bozeman Working Group, Bozeman Cities for CEDAW
111
EQUAL RIGHTS AMENDMENT 2023 –
1. What is the Status of the Equal Rights Amendment?
United States Senate Judiciary Committee held a hearing about the Equal Rights Amendment (ERA).
Specifically, the hearing is to discuss a simple resolution S.J. Res, 4 that would, if passed, declare that the
ERA, having been ratified by the required number of states, is already valid and in effect. This is the first time
in over a decade that the Senate has had a hearing about the ERA.
Let’s recap, what is the ERA?
85% of UN Member States in the world have constitutions that prohibit discrimination on the basis of sex
and/or gender. The United States is not one of them.
For more than a century, feminists have realized that this omission presents a major barrier to achieving true
gender equality in the United States, and that’s why Alice Paul drafted the Equal Rights Amendment (ERA) in
1923.
But despite meeting all constitutional requirements necessary to become the 28th amendment, including
ratification by 38 states, the ERA has yet to be added to the United States Constitution.That's why
Constitutional Equality is a major MT NOW priority.
Most people are surprised to learn we don't have Constitutional Equality in the United States, that is: equal
rights that don't discriminate on the basis of sex and gender status in our US Constitution. The proposed 28th
Amendment, the ERA, can and will address these barriers and discrimination. Read more:What Congress
Should Do on the ERA - Ms. Magazine (msmagazine.com).
ERA implementation can positively impact and codify all of MT NOW's priority issues and especially those we
are organizing to defend in the Legislative Session: accessible, comprehensive, intersectional Reproductive
Justice agenda; freedom to live fully without gender, Indigenous and race-based violence and discrimination;
and economic security for all - no matter who you are, where you live, family you chose, your paid and unpaid
work, and for all to live in dignity. This is why we gathered hundreds of MT signatures delivered to our
Senators Daines and Tester and why we are a partner organization in the ERA Coalition.
For Equal Rights Amendment History,click here.
For frequently asked questions,click here.
For more on ratification and the time limit,click here.
2. Why Should We Care about Women’s and Girls’ Constitutional Equality and Human Rights?
* Ending all forms of Violence and Discrimination Against the diversity of women, girls and
Missing and Murdered Indigenous Peoples ~
The Montana Domestic Violence Fatality Review Commission found that from 2000-2018,
200 domestic violence related homicides occurred in Montana, with 11 being children killed by
a Caregiver https://dojmt.gov/wp-content/uploads/2019-MDVFR-Report.pdf
“Indigenous women go murdered or missing 10 times the National Rate” – National
Indigenous Women’s Resource Center, Lame Deer, MT
Missing and Murdered Indigenous Women National Day of Action: Uplifting the Voices of
MMIW Surviving Families | NIWRC
Guns and Violence Against Women: America’s Uniquely Lethal Intimate Partner Violence
Problem | Everytown Research & Policy (2022)
112
In Montana, 80% of all intimate partner gun homicide victims were women (2020)
Every-State-Fact-Sheet-2.0-042720-Montana.pdf (everytownresearch.org)
* Advancing Economic Security for women across the lifespan:
Gender Wage Gaps Remain Wide in Year Two of the Pandemic - IWPR
Montana’s pay inequity is #46/50 States: female workers on average earn $.72 to $1.00
earned by white males. For African American and Indigenous women, the pay inequities are
much greater for them to work up to 20-22 months = 12 months of what a white man earns
State Data - Women in the States (statusofwomendata.org)
In 2021, Incoming Governor Gianforte abolished the Governor’s Task on Equal Pay for Equal
Work and the Department of Labor’s web site with research, recommendations and status of
women workers. Montana Department of Labor & Industry (mt.gov)
Montana’s Department of Labor declared child care deserts across Montana where there were
not enough child care places, nor workers to staff them. Child care workers, primarily female,
are some of the lowest paid employees in any sector outside of minimum wage
Child-Care.pptx (live.com).
Women over 65 are more likely to be poor than men, regardless of race, educational
background, and marital status | Economic Policy Institute (epi.org)
* Promoting access to comprehensive, affordable, culturally-appropriate health care to the
diversity of women, girls and those most-under-represented across the life span
45% of all Pregnancies in Montana are described by women themselves as unwanted.
Montana Data | Power to Decide
Breast Cancer in women is higher than the national rate (137. vs 128.)
State Cancer Profiles > Quick Profiles
Nationally live births are going down while maternal mortality rates are going up
Maternal Mortality Rates in the United States, 2020 (cdc.gov)
Compiled by the Montana Chapter of the National Organization for Women
March, 2023
113
114
The Issue
Across the world, women and girls fear and experience vari-
ous types of sexual violence in public spaces, from unwelcome
sexual remarks and touching to rape and femicide. It happens
on streets, in and around schools, public transportation, work-
places, parks, public toilets and other spaces in urban, rural,
online, and conflict/post conflict settings. Sexual harassment
continues to occur in public spaces during the pandemic.
This reality reduces women’s and girls’ freedom of move-
ment. It reduces their ability to participate in school, work
and public life. It limits their access to essential services
and their enjoyment of cultural and recreational activities,
and negatively impacts their health and well-being.
In 2013, the United Nations Commission for the Status
of Women (CSW57) identified various forms of sexual
violence against women and girls (SVAWG) in public spaces
as a distinct area of concern and called on governments to
prevent it. The 2030 Agenda for Sustainable Development
has set “the elimination of all forms of violence against all
women and girls in public and private spheres” as one of its
specific goals (Target 5.2).
In 2016, the New Urban Agenda committed to promote
a safe, healthy, inclusive, and secure environment in cities
and human settlements for all to live, work, and participate
in urban life without fear of violence and intimidation.
Although domestic violence and workplace violence is
now widely recognized as a human rights violation, sexual
harassment in public spaces is often neglected, with few
laws or policies in place to prevent and address it.
Our Strategy for Change
UN Women’s Global Flagship Initiative “Safe Cities and
Safe Public Spaces for Women and Girls” builds on its
“Safe Cities Free of Violence against Women and Girls” Global
Programme that began implementation in January 2011 to
prevent and respond to SVAWG in public spaces. It supports
local and national governments to address multiple sustain-
able development goal targets across multiple goals.
City partners commit to:
1. Identify gender-responsive locally relevant and owned
interventions. Conducting a scoping study is essential as
it provides specific data to ensure a deep understanding
of local forms of SVAWG in public spaces. Multiple stake-
holders reflect on the findings to develop programmes
with a specific set of results based on the local context and
ensuring joint accountability.
SAFE CITIES AND
SAFE PUBLIC SPACES
FLAGSHIP PROGRAMME
Cover Photo: In the Elto Alto Safe City and Safe Public Spaces
Programme in Bolivia, the views of community women in
all their diversity are taken into account as part of inclusive
planning of city spaces free of sexual harassment.
Photo: UN Women/Elena Hertz
115
2. Develop and effectively implement compre-
hensive laws and policies to prevent and
respond to sexual violence in public spaces.
Through capacity building, awareness raising,
community mobilization and other strategies,
authorities, women’s grassroots and commu-
nity partners are equipped to advocate,
develop, and monitor the effective implemen-
tation of laws and policies, and to make sure
that accompanying resources are in place to
support this action.
3. Investments in the safety and economic
viability of public spaces. A gender approach
to urban planning ensures that the needs
of women and men are taken into account
across all municipal departments’ planning.
This includes public infrastructure (invest-
ments in safe potable water, improved
sanitation, lighting, creation of market stalls,
provision of training on financial literacy) and
economic development, focusing on opportu-
nities for women’s empowerment.
4. Change attitudes and behaviors to promote
women’s and girls’ rights to enjoy public spaces free from violence. Girls, boys and other
influential champions are engaged in transfor-
mative activities in schools and other settings
to promote respectful gender relationships,
gender equality, and safety in public spaces.
UN Women is a strong technical partner in
city led programmes. At global level, a package
of guidance notes and other tools are available
which can be adapted to context. In collabora-
tion with partners across cities, UN Women
facilitates a Global Community of Practice
for the FPI. It also convenes a biennial Global
Leaders’ Forum to promote exchanges and
advance knowledge on trends, and practices in
safe city and safe public space initiatives with
women and girls.
FACTS AND FIGURES - ENDING VIOLENCE
AGAINST WOMEN
• In the US, a national study on sexual
harassment reveals that 66 per cent of women said they experienced some form
of sexual harassment in public spaces (Stop Street Harassment, 2018).
PARTICIPATING CITIES IN THE GLOBAL INITIATIVE:
New Delhi, IndiaKigali, Rwanda
Port Moresby, Papua New Guinea
Quito, Cuenca and Guayaquil, Ecuador
Cairo and Alexandria, Egypt
Cape Town, South Africa
Marrakech and Rabat, Morocco
Maputo, Mozambique
Kericho, Kenya
Quezon City, The Philippines
Ho Chi Minh, Vietnam
Hawassa and Addis Ababa, Ethiopia
Valparaiso, Chile
Banja Luka, Bosnia and Herzegovina
Rubizhne, UkraineGuatemala City, Guatemala
El Alto, Bolivia
Montevideo and Canelones, Uruguay
Santo Domingo, Dominican Republic
Mexico City, Puebla, Torreon, Monterrey and Guadalajara, Mexico
Dakar, Senegal
Dodoma and Shinyanga, Tanzania
Kampala, Uganda
Medellin, Bogota, Villavicencio, Cali and Popayan, Colombia
CITIES PARTICIPATING FROM THE GLOBAL NORTH:
Dublin, Ireland
New York, USA
Sakai, Japan
Brussels, Belgium
Winnipeg, (jointly with) the Province of Manitoba, CanadaEdmonton, (jointly with) the Province of Alberta, Canada
London, Vancouver,
Montreal, and Halifax, Canada
Madrid, Spain
London, UK
More cities to be announced in 2021.
• In Cuenca, Ecuador, a 2018 survey found that 90 per cent of women living in urban areas said they had experienced some form of sexual harassment in the last 12 months (UN Women 2018).
• In Ho Chi Minh, Vietnam, a baseline survey found that 41 per cent of women and 39 per cent of men said that they had witnessed sexual harassment in public spaces (UN Women 2018).
RECENT ACHIEVEMENTS
• In Morocco, the Ministry of Housing developed National Guidelines on Gender-Responsive Planning to ensure that all women and girls living in cities can safely access and use urban public spaces.
• In Guadalajara, Mexico, the Municipal Police Regulation was reformed to penal-ize sexual harassment in public spaces, including economic sanctions for the first time in the city.
• Evaluations of comprehensive safe city programmes reveal an improved sense of safety, hygiene and comfort among women and girls in markets and public transport in Port Moresby, Papua New Guinea, and a reduction in the prevalence of sexual harassment in public transport and a significant increase of bystander willingness to support women during sexual harassment incidents occurring in public transport in Quito, Ecuador.
Partnerships for change
AT LOCAL, NATIONAL AND REGIONAL LEVELS: Government partners across different sectors
(economic development, urban and trans-port planning, women’s machinery, justice,
police, sanitation, education, housing, health, etc.); grassroots women’s, youth, and men’s
groups, research organizations, UN agencies, the private sector, media, etc.
AT THE GLOBAL LEVEL:
Women in Cities International, Women and Habitat Network of Latin America, the
Huairou Commission, the Council of European Municipalities and Regions, UN-Habitat,
UNICEF and other agencies.
SAFE CITIES AND SAFE
PUBLIC SPACES
UN WOMEN GLOBAL FLAGSHIP PROGRAMME
Updated November 2020
220 East 42nd Street
New York, New York 10017, USA
Tel: 646-781-4400
Fax: 646-781-4444
www.unwomen.org
116
Memorandum
REPORT TO:Economic Vitality Board
FROM:Nakeisha Lyon, Associate Planner
Dani Hess, Community Engagement Coordinator
SUBJECT:Vision Statements Work Session - Belonging in Bozeman Equity & Inclusion
Plan
MEETING DATE:May 3, 2023
AGENDA ITEM TYPE:Citizen Advisory Board/Commission
RECOMMENDATION:Listen to presentation, ask questions, provide feedback on the questions
posed.
STRATEGIC PLAN:3.3 Friendly Community: Ensure Bozeman continues to welcome diversity
through policies and public awareness.
BACKGROUND:The vision statements for the Equity & Inclusion Plan illustrate the Bozeman
we want to become and will guide the goals and actions/recommendations
in each topic area that will help us get closer to achieving the vision. The
language in the vision statements below have been crafted from the topics
generated by the community in the Equity Indicators Project and adapted to
align with the CEDAW priorities of Community Safety, Economic Security,
and Health & Wellbeing.
Formula for a vision statement:
[Outcomes we want to achieve] + [populations who experience inequities] =
Vision Statement
Below are the vision statements that have been drafted by the project team
(consultants + coleads), and the Belonging in Bozeman internal team over
the past several weeks. Economic Vitality Board input, Steering Committee
input, and community input via survey will help the project team finalize the
vision statements in June.
Rather than wordsmithing the vision statements, we are looking for your
feedback on these questions:
• Overall impression - are we on the right track?
• Is your individual experience and identity reflected in this vision
statement?
• Do you see the communities you identify with or belong to reflected?
What do we mean by “reflected”? We want to capture people’s lived
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experience in these statements, especially those who experience the
greatest burden or inequities. Feeling like you are reflected or represented
within these vision statements means that you would be impacted or better
off if we were to achieve this vision.
Maybe you hold privileges that might make you less likely to experience
direct benefits from achieving these vision statements. Perhaps other
members of community you identify with or belong to might be affected. For
example the community you identify with or belong to might be other
people of color, or other middle income working families. Your community
may be the disabled community or people who work in the
service/hospitality industry, or in public service (schools, government,
healthcare).
For some vision statements, we emphasized race, ability, identity, and life
circumstance. “Identity” includes inherent characteristics like gender and
sexual orientation, while “life circumstance” includes the conditions in one’s
life that change, such as housing status, income, or health.
We envision a Gallatin Valley where:
Housing - Housing is available, affordable, accessible and safe for all
who wish to live here regardless of race, ability, or life circumstance.
Transportation - People of all ages and abilities have access to a
variety of transportation options that meet their needs.
Health & Wellbeing - All people have access to culturally informed
health care that contributes to a high quality of life.
Education - Learners of all ages, abilities, and identities can participate
fully in educational opportunities that help them thrive.
Childcare and Youth Programming - Families of all income levels will
have access to affordable childcare and youth programming for kids of
all identities and abilities.
Economic Security - All people, regardless of identity, ability, and life
circumstance can benefit from a thriving economy with readily
available living-wage jobs and equitable work environments.
Community Safety and Civic Health – Residents of all identities,
abilities, and life circumstances feel safe, heard, and represented
within local government and major institutions.
Community Resiliency - All residents will enjoy equitable access to
community spaces and resources that promote social connection,
health, and resiliency in a changing climate.
UNRESOLVED ISSUES:NA
ALTERNATIVES:NA
FISCAL EFFECTS:NA
Report compiled on: April 27, 2023
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