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HomeMy WebLinkAbout05-03-23 EVB Agenda & Packet MaterialsA.Call to Order - 6:00 PM This meeting will be held both in-person and also using an online videoconferencing system. You can join this meeting: Via Video Conference: Click the Register link, enter the required information, and click submit. Click Join Now to enter the meeting. Via Phone: This is for listening only if you cannot watch the stream, channel 190, or attend in- person United States Toll +1-650-479-3208 Access code: 2552 503 8952 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 1 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). 2 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 3 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: 4 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. 5 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 6 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 7 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 8 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 10 CITY OF BOZEMAN Economic Vitality Strategy (EVS) April 2023 11 PREPARED BY: 12 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 13 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 14 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. 15 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 16 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 17 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 18 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. 19 Bozeman Economic Vitality Strategy | April 2023 7 Figure 2. Gallatin Valley Region Source: EPS 20 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 21 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 22 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 23 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. 24 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. 25 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 Z:\Shared\Projects\DEN\223016-Bozeman MT Economic Development Strategy\Data\[223016-QCEW.xlsx]T-LQ vs Peers 26 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 Z:\Shared\Projects\DEN\223016-Bozeman MT Economic Development Strategy\Data\[223016 Industry Cluster Definitions (CH).xlsx]T-FinalClusters_Traded 27 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 Z:\Shared\Projects\DEN\223016-Bozeman MT Economic Development Strategy\Data\[223016 Industry Cluster Definitions (CH).xlsx]T-FinalClusters_Local 28 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 29 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 30 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 31 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 32 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 33 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 34 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 35 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 36 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/ 37 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 38 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 41 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 42 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 43 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/ 44 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 45 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 49 Economic & Planning Systems | Bridge Economic Development Bozeman Economic Assessment |2 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. 50 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. 51 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 52 Economic & Planning Systems | Bridge Economic Development Bozeman Economic Assessment |5 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. 53 Economic & Planning Systems | Bridge Economic Development Bozeman Economic Assessment |6 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. 54 Economic & Planning Systems | Bridge Economic Development Bozeman Economic Assessment |7 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% 55 Economic & Planning Systems | Bridge Economic Development Bozeman Economic Assessment |8 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 56 Economic & Planning Systems | Bridge Economic Development Bozeman Economic Assessment |9 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 57 Economic & Planning Systems | Bridge Economic Development Bozeman Economic Assessment |10 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 Economic & Planning Systems | Bridge Economic Development Bozeman Economic Assessment |11 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. 59 Economic & Planning Systems | Bridge Economic Development Bozeman Economic Assessment |12 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. 60 Economic & Planning Systems | Bridge Economic Development Bozeman Economic Assessment |13 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. 61 Economic & Planning Systems | Bridge Economic Development Bozeman Economic Assessment |14 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 Economic & Planning Systems | Bridge Economic Development Bozeman Economic Assessment |15 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). 63 Economic & Planning Systems | Bridge Economic Development Bozeman Economic Assessment |16 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 64 Economic & Planning Systems | Bridge Economic Development Bozeman Economic Assessment |17 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. 65 Economic & Planning Systems | Bridge Economic Development Bozeman Economic Assessment |18 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. 66 Economic & Planning Systems | Bridge Economic Development Bozeman Economic Assessment |19 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. 67 Economic & Planning Systems | Bridge Economic Development Bozeman Economic Assessment |20 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 68 Economic & Planning Systems | Bridge Economic Development Bozeman Economic Assessment |21 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 Economic & Planning Systems | Bridge Economic Development Bozeman Economic Assessment |22 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. 70 Economic & Planning Systems | Bridge Economic Development Bozeman Economic Assessment |23 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. 71 Economic & Planning Systems | Bridge Economic Development Bozeman Economic Assessment |24 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. 72 Economic & Planning Systems | Bridge Economic Development Bozeman Economic Assessment |25 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) 73 Economic & Planning Systems | Bridge Economic Development Bozeman Economic Assessment |26 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. 74 Economic & Planning Systems | Bridge Economic Development Bozeman Economic Assessment |27 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. 75 Economic & Planning Systems | Bridge Economic Development Bozeman Economic Assessment |28 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 76 APPENDIX 77 Economic & Planning Systems | Bridge Economic Development Bozeman Economic Assessment |30 APPENDIX: BIOTECHNOLOGY COMPANIES 78 Economic & Planning Systems | Bridge Economic Development Bozeman Economic Assessment |31 APPENDIX: PHOTONICS COMPANIES 79 Economic & Planning Systems | Bridge Economic Development Bozeman Economic Assessment |32 APPENDIX: SOFTWARE COMPANIES 80 Economic & Planning Systems | Bridge Economic Development Bozeman Economic Assessment |33 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 Z:\Shared\Projects\DEN\223016-Bozeman MT Economic Development Strategy\Data\[223016-QCEW.xlsx]T-LQ vs Peers 81 Economic & Planning Systems | Bridge Economic Development Bozeman Economic Assessment |34 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 Z:\Shared\Projects\DEN\223016-Bozeman MT Economic Development Strategy\Data\[223016 Industry Cluster Definitions (CH).xlsx]MFG_SORT 82 Economic & Planning Systems | Bridge Economic Development Bozeman Economic Assessment |35 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 Z:\Shared\Projects\DEN\223016-Bozeman MT Economic Development Strategy\Data\[223016 Industry Cluster Definitions (CH).xlsx]ProfTech-Sort 83 Economic & Planning Systems | Bridge Economic Development Bozeman Economic Assessment |36 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 Z:\Shared\Projects\DEN\223016-Bozeman MT Economic Development Strategy\Data\[223016 Industry Cluster Definitions (CH).xlsx]Construction-Sort 84 Economic & Planning Systems | Bridge Economic Development Bozeman Economic Assessment |37 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 Z:\Shared\Projects\DEN\223016-Bozeman MT Economic Development Strategy\Data\[223016 Industry Cluster Definitions (CH).xlsx]TourRet_SORT 85 Economic & Planning Systems | Bridge Economic Development Bozeman Economic Assessment |38 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 Z:\Shared\Projects\DEN\223016-Bozeman MT Economic Development Strategy\Data\[223016 Industry Cluster Definitions (CH).xlsx]Creative 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 117 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 118 119