HomeMy WebLinkAbout04-18-24 - Economic Vitality Board - Agendas & Packet MaterialsA. Call to Order - 6:00 PM
B. FYI
B.1 Introduction of Board Member Schwartz(Fontenot )
C. Disclosures
D. Changes to the Agenda
E. Approval of Minutes
E.1 Approve the March 6, 2024 Economic Vitality Board Meeting Minutes (DiTommaso)
F. Public Comments
THE ECONOMIC VITALITY BOARD OF BOZEMAN, MONTANA
EVB AGENDA
Thursday, April 18, 2024
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
comments@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
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
+1 253 205 0468
Access code: 984 4147 6350
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
item but you may only speak once per topic. Please note, the Board cannot take action on any
1
G. Action Items
G.1 Approve Economic Vitality Board Resolution 2024-002 Supporting Montana State
University's Five Year Extension Application to the Association of Public and Land-Grant
University's Innovation and Economic Prosperity Program(Veselik )
G.2 Final Adoption of the Economic Vitality Board's Two-Year Workplan (Fontenot)
G.3 Economic Vitality Board Resolution 2024-01, Wishing Commission Christopher Coburn
Well(Fontenot )
H. FYI/Discussion
I. Adjournment
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.
This board generally meets the first Wednesday of the month from 6:00 pm to 8:00 pm.
City Board meetings are open to all members of the public. If you have a disability and require
assistance, please contact the Acting ADA Coordinator, Max Ziegler, at 406.582.2439 (TDD
406.582.2301).
2
Memorandum
REPORT TO:Economic Vitality Board
FROM:Jesse DiTommaso, Economic Development Specialist
Brit Fontenot, Economic Development Director
SUBJECT:Introduction of Board Member Schwartz
MEETING DATE:April 18, 2024
AGENDA ITEM TYPE:Administration
RECOMMENDATION:Welcome new Board Member Schwartz.
STRATEGIC PLAN:1.1 Outreach: Continue to strengthen and innovate in how we deliver
information to the community and our partners.
BACKGROUND:Mona Schwartz was appointed to the Economic Vitality Board by the
Bozeman City Commission at the March 26, 2024 City Commission Meeting .
UNRESOLVED ISSUES:None.
ALTERNATIVES:None.
FISCAL EFFECTS:None.
Report compiled on: April 10, 2024
3
Memorandum
REPORT TO:Economic Vitality Board
FROM:Jesse DiTommaso, Economic Development Specialist
Brit Fontenot, Economic Development Director
SUBJECT:Approve the March 6, 2024 Economic Vitality Board Meeting Minutes
MEETING DATE:April 18, 2024
AGENDA ITEM TYPE:Minutes
RECOMMENDATION:Approve the March 6, 2024 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:
030624 EVB Minutes .pdf
Report compiled on: November 20, 2023
4
Bozeman Economic Vitality Board Meeting Minutes, March 6, 2024
Page 1 of 2
THE ECONOMIC VITALITY MEETING OF BOZEMAN, MONTANA
MINUTES
March 6, 2024
General information about the Economic Vitality Board is available in our Laserfiche repository.
Present: Sara Savage, Danielle Rogers, John Carey, Katharine Osterloth, Christopher Coburn, Malory
Peterson
Absent: None
Excused: Craig Ogilvie
A) 00:15:15 Call to Order - 6:00 PM
B) 00:15:46 Disclosures
• There were no disclosures.
• Chair Osterloth noted the excused absence of board member Ogilvie and the remote
participation of board member Peterson.
C) 00:16:15 Changes to the Agenda
• There were no changes to the agenda.
D) 00:16:40 Approval of Minutes
D.1 00:16:42 Approve the January 3, 2024 Economic Vitality Board Meeting Minutes
010324 EVB .pdf
00:16:45 Motion to approve Approve the January 3, 2024 Economic Vitality Board meeting minutes.
Sara Savage: Motion
John Carey: 2nd
00:17:01 Vote on the Motion to approve Approve the January 3, 2024 Economic Vitality Board meeting
minutes. The Motion carried 4 - 0.
5
Bozeman Economic Vitality Board Meeting Minutes, March 6, 2024
Page 2 of 2
Approve:
Sara Savage
Danielle Rogers
John Carey
Malory Peterson
Disapprove:
None
E) 00:17:25 Public Comments
• There were no public comments.
F) 00:18:06 FYI/Discussion
F.1 00:18:10 Continued Discussion of the Economic Vitality Board's Draft Two-Year
Workplan in the Context of the Draft Comission Priorities
EV Board 2 year workplan 2024 - 2025 v 2 1-12-23.pdf
• Economic Development Director Brit Fontenot facilitated the discussion.
• 01:39:41 Discussion regarding scheduling of the April Meeting.
G) 01:43:32 Adjournment
This board generally meets the first Wednesday of the month from 6:00 pm to 8:00 pm.
6
Memorandum
REPORT TO:Economic Vitality Board
FROM:Jesse DiTommaso, Economic Development Specialist
Brit Fontenot, Economic Development Director
SUBJECT:Approve Economic Vitality Board Resolution 2024-002 Supporting Montana
State University's Five Year Extension Application to the Association of Public
and Land-Grant University's Innovation and Economic Prosperity Program
MEETING DATE:April 18, 2024
AGENDA ITEM TYPE:Resolution
RECOMMENDATION:Approve Economic Vitality Board Resolution 2024-002 Supporting Montana
State University's Five Year Extension Application to the Association of Public
and Land-Grant University's Innovation and Economic Prosperity Program.
STRATEGIC PLAN:5.3 Partnerships for Education and Learning: Strengthen and support
partnerships for arts and culture with a wide variety of individuals,
organizations, and institutions to enhance and improve education and
learning in Bozeman.
BACKGROUND:Montana State is preparing an extension application for our APLU IEP
designation. To complete the application, the University’s Economic
Development team is strategically engaging with internal and external
stakeholders across the three focus areas of the designation—talent, place,
and innovation. The City of Bozeman Economic Vitality Board will be asked
to focus specifically on the place category. University staff is eager to hear
from EV board members about how you believe the University has
supported the development of place to benefit the region’s economy. Your
input will not only shape the IEP designation application, but as the
University continues our economic development work, we will incorporate
your feedback into our plans.
Additional background:
Montana State University was founded in 1893 as the State of Montana’s
Land Grant University. Land-grant universities have a unique mission as
higher education institutions authorized by the Morrill Act of 1862. The
original goal of the land-grant institutions was to teach agriculture, military
tactics, and the mechanic arts as well as classical studies so members of the
working class could obtain a liberal, practical education. The mission of these
universities has expanded to include extension services and outreach to the
community. Montana State University is committed to continuing that
mission with a presence in all 56 counties across the State through
7
extension offices focused on extending the reach of research and providing
services to communities all over Montana.
In 2016, Montana State University received an Innovation and Economic
Prosperity designation from the Association of Public and Land-Grant
Universities. This designation highlights a commitment to economic
engagement with our State on three key factors—talent, place, and
innovation. During the designation process, MSU engaged in a rigorous self-
assessment and worked with both internal and external stakeholders to
identify strengths in the University’s economic engagement efforts and
opportunities for growth. APLU has recognized MSU with awards in the
talent category in 2016 for the University’s work partnering with Tribes and
the workforce development supported by OpTec on campus and in 2018 the
Connections category (the overall award for the IEP program) for the
University’s Fort Peck Nursing Initiative which sends approximately 50
nursing students a year to the Fort Peck Reservation to provide critical
healthcare services to the community.
For additional background, our initial IEP application is attached.
UNRESOLVED ISSUES:None.
ALTERNATIVES:As recommended by the Board.
FISCAL EFFECTS:None.
Attachments:
EVB Resolution 002 - MSU .pdf
2016 Montana State University.pdf
Report compiled on: April 10, 2024
8
Resolution 2024-02 A Resolution in Support of Montana State University’s Five Year Extension
Application to the Association of Public and Land-Grant University’s Innovation and Economic
Prosperity Program
Page 1 of 2
Economic Vitality Citizen Advisory Board
Resolution 2024-02
A RESOLUTION OF THE ECONOMIC VITALITY BOARD OF THE CITY OF BOZEMAN,
MONTANA, IN SUPPORT OF MONTANA STATE UNIVERSITY’S FIVE-YEAR EXTENSION
APPLICATION TO THE ASSOCIATION OF PUBLIC AND LAND-GRANT UNIVERSITY’S INNOVATION
AND ECONOMIC PROSPERITY PROGRAM
WHEREAS, the City of Bozeman has granted the Economic Vitality Board authority to
enhance personal and professional economic growth in Bozeman and vitalize Bozeman’s
workforce development and job growth through Resolution 5329; and,
WHEREAS, the City of Bozeman seeks to collaborate with Montana State University and
Gallatin College (City Strategic Plan Goals 1.3.c and 1.3.D) and,
WHEREAS, the City of Bozeman supports business growth of both traded and local sectors
of the economy and continued workforce development efforts (City Strategic Plan Goals 2.1 and
2.3) and,
WHEREAS, Montana State University, Montana’s Land-Grant Institution, was founded in
1893 with a mission teach agriculture, military tactics, and the mechanic arts as well as classical
studies so members of the working classes could obtain a liberal, practical education and,
WHEREAS, Montana State University has more than 16,500 students enrolled in academic
programs and fosters economic development through programs such as TechLink, MilTech, the
Montana Manufacturing Extension Centers, and Blackstone Launchpad and,
WHEREAS, Montana State University is a critical stakeholder in all economic vitality
activities in the Gallatin Valley and across the State of Montana and,
WHEREAS, the City of Bozeman Economic Vitality Board received a presentation on April
18, 2024 about the University’s APLU IEP designation and contributed to improving Montana
State’s economic engagement efforts and,
9
Resolution 2024-02 A Resolution in Support of Montana State University’s Five Year Extension
Application to the Association of Public and Land-Grant University’s Innovation and Economic
Prosperity Program
Page 2 of 2
NOW THEREFORE, BE IT RESOLVED that the Economic Vitality Board supports Montana
State University’s application for a five-year extension of the Association of Public and Land Grant
University’s Innovation and Economic Prosperity program designation. The Economic Vitality
Board looks forward to continuing to grow the partnership with Montana State University, its
students, staff, and faculty to ensure long-term economic vitality in Bozeman, the Gallatin Valley,
and the entire State of Montana:
Passed and adopted by the Economic Vitality Board of the City of Bozeman, Montana, at a session
held on the 18th day of April, 2024
______________________________________
Katie Osterloth, Chair
Economic Vitality Board
ATTEST:
___________________________
Brit Fontenot, Economic Development Director
City of Bozeman
10
Application: Montana State University | 125
Started at: 4/19/2016 6:35 PM - Finalized at: 5/02/2016 5:18 PM
Round: Innovation and Economic Prosperity Universities - Submission and Judging
Page: Applicant Information
Question Answer
Institution Montana State University
Category IEP Designation Submission
Primary Contact Name Rebecca R. Mahurin
Primary Contact Title Director, Technology Transfer Office
Primary Contact Email rmahurin@montana.edu
Primary Contact
Phone Number
406-994-2752
Secondary Contact
Name
Chris Fastnow
Secondary Contact
Title
Director, Planning and Analysis
Secondary Contact
Email
cfastnow@montana.edu
Secondary Contact
Phone Number
406-994-2870
Name(s) of
Submission
Contributor(s)
Please include the
name and title of all
persons who worked
on the document other
than the primary and
secondary contact.
Waded Cruzado, President
Martha Potvin, Provost
Renee Reijo Pera, VP Research and Economic Development
Charles Boyer, VP Agriculture
Tracy Ellig, Director, University Communications
Kim Obbink, Director, Extended University
Bob Hietala, Dean, Gallatin College
Carina Beck, Director, Career Services
Shelley McKamey, Dean and Director, Museum of the Rockies
Ron Larsen, Associate Provost
Jeff Bader, Director, MSU Extension
11
Cody Stone, Associate Director, MSU Extension
Kregg Aytes, Dean, Jake Jabs College of Business and Entrepreneurship
Les Craig, Director, Blackstone LaunchPad
Will Swearingen, Director, TechLink
Anya Petersen Frye, Director, SBDC
Jeff Cuskey, Director, PTAC
Al Deibert, Director, MilTech
Anne Camper, Associate Dean, College of Engineering
Helen Melland, Dean, College of Nursing
Joe Shaw, Director, OpTeC
Julie Ruff, Assistant Professor, College of Nursing
Brenda York, Director, Disability, Re-entry and Veterans Services
Purpose of
Submission
For decision
Page: Introduction
Question Answer
Narrative
In this section,
provide an overview
of your institution’s
submission for the
designation
program. Include
highlights of items
described in more
detail in later
sections. Describe
how the phrases
“innovation” and
“economic
prosperity” have
been interpreted by
your campus team
and how your
submission reflects
these ideas.
Please take note of
the following
guidelines.
The entire Process
and Economic
Engagement
Congress established land-grant universities to address the needs for food production and
industrialization. Today, land-grant universities serve a broader purpose including participating in
economic development. MSU’s commitment to economic development, rooted in its land-grant
history and mission, is long standing and has become more focused in recent years. (See Photo
#1)
Beginning in the 1990’s MSU built on its land-grant status by establishing a Technology Transfer
Office (TTO), Montana Manufacturing Extension Center (MMEC), Optical Technology Center
(OpTeC) that creates and collaborates with photonics companies, and TechLink that transfers
DoD technologies. This laid the ground work for MSU’s efforts to more positively impact the
Montana economy. After consideration of best practices at other universities, MSU hired a Vice
President for Research in 2014 and expanded the title to include economic development. MSU
coordinates economic development-related activities under one office and in one location to better
serve our private sector.
In 2014 MSU explored the APLU IEP process and determined that we would assess MSU’s
strengths and weaknesses and build a plan to further focus on economic development and apply
for the designation. We involved many disciplines and services. The President and her executive
committee were intimately involved as were Planning Council and the Outreach and Engagement
Council. Our submission was unsuccessful but we determined to reapply. We are convinced that
our efforts with and on behalf of the people and companies in Montana are significant.
Montana, the fourth largest state, ranks 44th in population. It is MSU’s duty to serve and reach
citizens over 147,000 square miles. This is not easy. We have a presence in all 56 counties
through MSU Extension, MMEC, Agricultural Experiment Stations, sister institutions and many
outreach and engagement activities.
12
narrative section can
be between 1500
and (no more than)
2500 words. The
total of these
allowances is
greater than 2500,
so that you have
flexibility in including
more information in
sections as you feel
appropriate.
HOWEVER, the
total word count of
these six parts
combined should
not exceed 2500
words—this will be
manually checked
after online form
submission and
you will be
required to edit if
you have
exceeded the
2500 word limit.
URLs, figures, and
photos cannot be
embedded within
text. Instead any/all
of these must be
added after the
narrative in their
appropriate section
Tables or figures
included as
attachments to the
process narrative do
not count toward the
2500 word limit, nor
do references to
them (e.g. See
Table1).
When referencing a
link, figure, or photo
simply say (See [link,
figure, photo] #[1, 2,
In 2011-12, MSU undertook a strategic planning process that involved hundreds of internal and
external stakeholders. We developed a new mission statement: “Montana State University, the
state’s land grant institution, educates students, creates knowledge and art, and serves
communities by integrating learning, discovery and engagement.” This draws heavily on our land-
grant identity and pushes us in an innovative direction to build human, social, and economic
capital. Our strategic plan includes goals, objectives, and metrics in Learning, Discovery,
Engagement, Integration, Access, and Stewardship. The plan guides MSU’s resource allocations
in program planning, budgeting, and assessment activities.
MSU’s mission aligns well with APLU’s focus on talent (learning), innovation (discovery) and place
(engagement). And MSU works hard to develop financial wealth for the State as well as human
and social capital and cultural assets on our tribal reservations and beyond.
MSU holds designations as a Carnegie Community Engagement University and a Carnegie Higher
Research University – R2. OpTeC recently received the prestigious award for “Talent Development”
from the University Economic Development Association.
Understanding that education and workforce development underpin the economy, MSU has
expanded access, increased the quality of incoming students, and focused on empowering
students to succeed. It is not easy to simultaneously get bigger and better, but MSU has grown
enrollment 25% since 2008-09 while increasing average ACT scores, retention rate, and six-year
graduation rate. We have worked to strengthen financial and educational support for all students,
with specific attention to American Indians, veterans and those best served by two-year education.
13
etc.]) For example,
"Our institution has
worked closesly with
the downtown
chapter of the Boys
and Girls Club (See
Link #3)." or "Our
new
center has served a
variety of
community members
(See Figure #2)."
You may include
URL links to
additional
information online
and references
to appendices if you
have spillover
figures or photos.
However, your
submission may not
include a total of
more than five
pages of
appendices. Also,
please note that
reviewers will not be
required to read
material from
URL web links or in
appendices.______
________________
________________
________________
________________
________________
________________
________________
___
Please use the following section to add one or multiple URLs that enhance and/or elaborate a person, place, thing, or idea
discussed during this section. Also, please note you are not obligated to use any/all of the provided URL fields.
#1 Optional URL Title
#1 Optional URL
14
#2 Optional URL Title
#2 Optional URL
#3 Optional URL Title
#3 Optional URL
#4 Optional URL Title
#4 Optional URL
#5 Optional URL Title
#5 Optional URL
Please use the following section to add one or multiple figures that enhance and/or elaborate a person, place, thing, or idea
discussed during this section. Uploaded items cannot exceed 100mb. Also, please note you are not obligated to use
any/all of the provided figure upload fields.
#1 Optional Figure
Title
#1 Optional Figure
No File Uploaded
#2 Optional Figure
Title
#2 Optional Figure
No File Uploaded
#3 Optional Figure
Title
#3 Optional Figure
No File Uploaded
OPTIONAL PHOTOS
Please use the
following section to
add one or multiple
photos that enhance
and/or elaborate a
person, place, thing,
or idea discussed
during this section.
15
Uploaded items
cannot exceed 100mb.
Also, please note you
are not obligated to
use any/all of the
provided photo upload
fields.
#1 Optional Photo Title Aerial Photo of MSU
#1 Optional Photo
Download File
#2 Optional Photo Title
#2 Optional Photo
No File Uploaded
#3 Optional Photo Title
#3 Optional Photo
No File Uploaded
Page: Self-Study Process Experience
Question Answer
Narrative
Provide a summary
of the campus
team’s experience in
participating in the
process. Describe
the approach used
to: 1) deploying and
analyzing the CICEP
Assessment Tools
OR CICEP New
Metrics; 2) engaging
stakeholders; 3)
determining/identifyi
ng the institution’s
accomplishments
and areas for
growth/improvement;
and 4)
develop summary of
In the fall of 2014, MSU began a self-study to understand strengths and weaknesses regarding
programs that affect the Montana economy with an Advisory Committee representing a broad
cross section of campus. Included were the directors of planning and analysis, technology
transfer, extension, student success, communications, museum, extended university, Gallatin
College and the VP and dean of agriculture.
For the 2015 cohort, the committee developed an outline to determine MSU’s involvement and
impact on the economy of Montana. This included reviewing MSU’s Strategic Plan and its
relationship to economic development and community vitality. Surveys, based on CICEP’s
Assessment Tool, were distributed to 174 internal stakeholders with a 57 percent response.
External stakeholder surveys were sent to 99 people with a 42 percent response. Four dozen
interviews were conducted with stakeholders, and listening sessions were held with external
stakeholders and student government. Stakeholders included companies and licensees, student
government, investors, entrepreneurs, the Governor’s Office of Economic Development, city and
state leaders and not-for-profits. The feedback provided the committee with key points for defining
accomplishments and areas for growth.
The President’s Executive Council and Deans’ Council focused on how to better impact economic
engagement through academic offerings. Many efforts such as new degrees in photonics and
hospitality management have been approved.
16
accomplishments
and the
growth/improvement
plan. Your process
may have included
something other
than the CICEP
Assessment Tools
and/or the CICEP
New Metrics—in
addition to or
instead of. For
example, you may
have been working
on the Carnegie
Engagement
Classification
process at the same
time as the IEP
Universities
designation. You
may feel it is
important to include
information about
more than just the
IEP self-study and
stakeholder
engagement,
because there were
other processes
underway at your
campus that helped
you determine your
institution’s
accomplishments
and/or plans for
improvement. You
are welcome to
describe other
activities in your
“process
experience,” as long
as you are mindful of
word count and
page limits.
In describing the
institution’s
determination of
In the fall of 2015, three dozen interviews were held to reassess and clarify points identified for the
2015 submission. In January 2016, the committee readdressed areas for growth and improvement
to refine a blueprint for moving the university forward.
Metrics:
Research expenditures (GY2015): $107 million
Industry R&D (FY2015): 493 agreements, $20,597,497
Montana industry R&D: 89 agreements, $3,526,079
Technology licenses: 265, 30% to Montana companies
Startups associated with MSU technologies: >60
Montana sales from DOD licenses through TechLink (2000-2013): $194 million
Montana Manufacturing Extension Services (FY15): 150 clients, 98 projects
Montana wheat crops from MSU-developed varieties: >$700 million in sales
Entrepreneurship/economic development courses: 8 (> 400 students/year)
Supervised student-research hours for MT companies: >17,000 hours
Students engaged with not-for-profits/year: >4,500
Students advised through Blackstone LaunchPad: 189 students, 433 coaching sessions, 3,380
attended events
Grant-funded student support (FY2015): $9,998,693
Companies/Annually at Career Fairs:
Montana 145 National/International 140
Student internships/year: > 1,750
Average salary/2014 grads: Montana Out-of-state
Bachelors $41,110 $49,892
Masters $48,020 $51,878
Doctorates $55,938 $59,444
Distance learning delivered annually: 21 on-line courses/523 sections
MSU’s Museum of Rockies (MOR) visitors: >160,000/year
17
accomplishments
and areas for
growth/improvement,
include indicators
and data
(quantitative and
qualitative) used to
scaffold these
determinations.
Explain not only how
these processes
helped the institution
prepare its materials
for award entry
submission, but also
if/how they helped
the institution in
thinking more
broadly about its
economic
engagement efforts,
and in particular how
economic
engagement affects
the core learning,
discovery, and
engagement
missions of the
institution.
Please take note of
the following
guidelines.
The entire Process
and Economic
Engagement
narrative section can
be between 1500
and (no more than)
2500 words. The
total of these
allowances is
greater than 2500,
so that you have
flexibility in including
more information in
sections as you feel
appropriate.
MSU’s partnership with companies, students, and the state indicate significant impact on
economic and social assets.
18
HOWEVER, the
total word count of
these six parts
combined should
not exceed 2500
words—this will be
manually checked
after online form
submission and
you will be
required to edit if
you have
exceeded the
2500 word limit.
URLs, figures, and
photos cannot be
embedded within
text. Instead any/all
of these must be
added after the
narrative in their
appropriate section
Tables or figures
included as
attachments to the
process narrative do
not count toward the
2500 word limit, nor
do references to
them (e.g. See
Table1).
When referencing a
link, figure, or photo
simply say (See [link,
figure, photo] #[1, 2,
etc.]) For example,
"Our institution has
worked closesly with
the downtown
chapter of the Boys
and Girls Club (See
Link #3)." or "Our
new
center has served a
variety of
community members
(See Figure #2)."
19
You may include
URL links to
additional
information online
and references
to appendices if you
have spillover
figures or photos.
However, your
submission may not
include a total of
more than five
pages of
appendices. Also,
please note that
reviewers will not be
required to read
material from
URL web links or in
appendices.
________________
________________
________________
________________
________________
________________
________________
________________
__
Please use the following section to add one or multiple URLs that enhance and/or elaborate a person, place, thing, or idea
discussed during this section. Also, please note you are not obligated to use any/all of the provided URL fields.
#1 Optional URL Title
#1Optional URL
#2 Optional URL Title
#2 Optional URL
#3 Optional URL Title
#3 Optional URL
#4 Optional URL Title
#4 Optional URL
20
#5 Optional URL Title
#5 Optional URL
Tables, etc., please use the following section to add one or multiple figures that enhance and/or elaborate a person, place,
thing, or idea discussed during this section. Uploaded items cannot exceed 100mb. Also, please note you are not
obligated to use any/all of the provided figure upload fields.
#1 Optional Figure
Title
#1 Optional Figure
No File Uploaded
#2 Optional Figure
Title
#2 Optional Figure
No File Uploaded
#3 Optional Figure
Title
#3 Optional Figure
No File Uploaded
Please use the following section to add one or multiple photos that enhance and/or elaborate a person, place, thing, or idea
discussed during this section. Uploaded items cannot exceed 100mb. Also, please note you are not obligated to use
any/all of the provided photo upload fields.
#1 Optional Photo Title
#1 Optional Photo
No File Uploaded
#2 Optional Photo Title
#2 Optional Photo
No File Uploaded
#3 Optional Photo Title
#3 Optional Photo
No File Uploaded
Page: Economic Engagement Enterprise
21
Question Answer
Narrative
In this section,
describe the breadth
of activities
undertaken by your
institution related to
economic
engagement.
Provide whatever
working definition
the institution uses
for economic
engagement, and
explain the extent to
which there is a
shared vision for
and definition of
economic
engagement among
both internal and
external
stakeholders.
Identify how the
university’s internal
structure supports
economic
engagement efforts
(coordinating office?
cross-campus
committee or task
force? advisory
boards?). Explain
the extent to which
the university’s
definition of
economic
engagement is
consistent with
current ideas about
the purposes and
practices of
university
engagement (i.e.
Carnegie
Engagement
Classification;
The IEP committee defined innovation as “developing and utilizing new ideas and processes to
provide for a meaningful impact on society.”
The committee determined that “Economic engagement encompasses the use of university talent
and resources to build partnerships that foster a thriving economic ecosystem.”
MSU embraces these definitions when working with the private and public sectors to impact
human, social, and economic capital in Montana. Efforts have redoubled in the past 5 years.
MSU’s vice president for research was renamed vice president for research and economic
development (VPRED) to reflect the importance of economic development to our mission.
Reporting to the VPRED are a collection of programs that impact the economy of Montana,
including TTO, TechLink, MilTech (develops early stage technologies to be war-fighter-ready),
Procurement Technical Assistance Center (PTAC), and the Small Business Development Center
(SBDC). All are co-located to better serve the private sector.
True to our commitment to serve agriculture, 50% of the wheat grown in Montana is from MSU-
developed varieties, and MSU research has spurred Montana to become the largest producer of
pulse (peas) crops nationally.
Entrepreneurship is increasingly important. MSU’s Blackstone LaunchPad, one of only 15
nationwide, is a co-curricular program designed to develop students’ entrepreneurial skills through
individualized coaching, idea and venture creation support. Its success has been significant in its
two-year existence.
MSU’s professional colleges all have industry advisory boards to connect to the needs and
demands of private-sector partners and employers of graduates.
MSU’s 2010 establishment of a two-year college to focus on educating students for alternate
workforces has been overwhelmingly successful. Gallatin College (GC) partners with industry
sectors to determine the greatest needs in Montana and then designs programs to fill those
needs, providing our students with timely, well-subscribed options.
Lastly, MSU Extension has a 100-year history of cooperative effort with the state of Montana to
enhance economic and social prosperity.
MSU’s strategic plan was developed with economic engagement prominently featured:
MSU is focused on talent, enabling students to be career-ready through intentional educational
opportunities requiring every student to perform a research project, providing for multidisciplinary
team learning and internships. Degrees are added in response to private sector needs including
those in photonics and hospitality management.
MSU’s strategic goal around research and creative activity highlights innovation and impact on
local and state economies. MSU is recognized as a Carnegie Research University with Higher
Research Activity (R2). For more than a decade MSU has had on average more than $100 million
in annual research activity.
22
Kellogg Commission
definitions of
engagement).
Summarize the
institution’s current
understanding of its
strengths and
challenges with
regard to economic
engagement, and
describe if/how this
process has helped
with this
understanding.
Please take note of
the following
guidelines.
The entire Process
and Economic
Engagement
narrative section can
be between 1500
and (no more than)
2500 words. The
total of these
allowances is
greater than 2500,
so that you have
flexibility in including
more information in
sections as you feel
appropriate.
HOWEVER, the
total word count of
these six parts
combined should
not exceed 2500
words—this will be
manually checked
after online form
submission and
you will be
required to edit if
you have
exceeded the
2500 word limit.
URLs, figures, and
MSU’s strategic plan contains the ambitious goal of improving the world through engagement with
local, state, regional, and global communities, emphasizing our unique place. Success is
indicated by the 2010 Carnegie designation for Community Engagement Classification and
APLU’s C. Peter Magrath University Community Engagement Award for MSU’s Engineers Without
Borders in 2011. MSU’s seven Agricultural Research Centers and Extension serve each of
Montana’s 56 counties and seven tribal reservations.
The strategic plan, with its spotlight on talent, innovation, and place, has driven resource
allocation, program planning, and university outreach since its 2012 adoption.
23
photos cannot be
embedded within
text. Instead any/all
of these must be
added after the
narrative in their
appropriate section
Tables or figures
included as
attachments to the
process narrative do
not count toward the
2500 word limit, nor
do references to
them (e.g. See
Table1).
When referencing a
link, figure, or photo
simply say (See [link,
figure, photo] #[1, 2,
etc.]) For example,
"Our institution has
worked closesly with
the downtown
chapter of the Boys
and Girls Club (See
Link #3)." or "Our
new
center has served a
variety of
community members
(See Figure #2)."
You may include
URL links to
additional
information online
and references
to appendices if you
have spillover
figures or photos.
However, your
submission may not
include a total of
more than five
pages of
appendices. Also,
please note that
24
reviewers will not be
required to read
material from
URL web links or in
appendices.
________________
________________
________________
________________
________________
________________
________________
________________
__
Please use the following section to add one or multiple URLs that enhance and/or elaborate a person, place, thing, or idea
discussed during this section. Also, please note you are not obligated to use any/all of the provided URL fields.
#1 Optional URL Title
#1 Optional URL
#2 Optional URL Title
#2 Optional URL
#3 Optional URL Title
#3 Optional URL
#4 Optional URL Title
#4 Optional URL
#5 Optional URL Title
#5 Optional URL
Please use the following section to add one or multiple figures that enhance and/or elaborate a person, place, thing, or idea
discussed during this section. Uploaded items cannot exceed 100mb. Also, please note you are not obligated to use
any/all of the provided figure upload fields.
#1 Optional Figure
Title
#1 Optional Figure
No File Uploaded
25
#2 Optional Figure
Title
#2 Optional Figure
No File Uploaded
#3 Optional Figure
Title
#3 Optional Figure
No File Uploaded
Please use the following section to add one or multiple photos that enhance and/or elaborate a person, place, thing, or idea
discussed during this section. Uploaded items cannot exceed 100mb. Also, please note you are not obligated to use
any/all of the provided photo upload fields.
#1 Optional Photo Title
#1 Optional Photo
No File Uploaded
#2 Optional Photo Title
#2 Optional Photo
No File Uploaded
#3 Optional Photo Title
#3 Optional Photo
No File Uploaded
Page: Economic Engagement Planning
Question Answer
Narrative
Describe how,
moving forward, the
institution will both
build on its
accomplishments
and strengths, and
also address areas
for growth and
improvement. Refer
to your Growth and
MSU economic development employees are very active in their professional organizations
including AUTM and UEDA. We network extensively with other universities and organizations. The
TTO director is an AUTM Board member and has chaired numerous AUTM national/ regional
meetings. We have established best practices in technology transfer, including the development of
a Benefits Sharing Model for use when commercializing technologies discovered on federal lands.
MSU’s OpTeC won the Talent award at the recent UEDA meeting, citing establishment of best
practices. MSU’s Local Government Center, under Extension, trains government and not-for-profit
employees statewide on best practices including human resources, government accounting and
organizational governance. For the second year, MSU earned a top school designation in Military
Advanced Education & Transition Guide to Colleges & Universities that measures best practices
in military and veteran education. We are a member of the Council on Government Relations. All of
these organizations develop best practices, and MSU both studies and develops best practices in
26
Improvement Plan
for details on the
latter. Explain how
economic
engagement plans
are and/or will be
reflected in
university-wide
strategic plans,
academic program
planning, research
agenda
development, and
outreach strategy
creation. Note briefly
how the institution
insures that
resources are
available for the
economic
engagement
enterprise (specifics
are not necessary in
this section—just
overall evidence that
the university is
committed to
advancing this work
by allocating
appropriate
resources. However,
try to be as specific
and thorough as
possible in the
“Summary of
Accomplishments”
table and the
“Growth/Improvemen
t Plan” table, to
demonstrate that
careful consideration
has been given to
the resources
question).
Please take note of
the following
guidelines.
these areas.
MSU’s economic engagement helps drive academic planning. MSU responded to needs in both
the photonics and hospitality industries, creating course work, undergraduate/graduate degrees
and two-year certificates.
MSU has an active Planning Council that champions the Strategic Plan, assesses progress and
appropriate resource allocation, and performs a yearly prioritization of plan objectives. Resource
allocations for the economic enterprise is the purview of the Planning Council, in concert with the
VPRED and Budget Council. Planning Council has committed to including this submission in
future prioritization processes, stating that this rigorous self-study and application were valuable
for their purposes.
MSU will use the stakeholder input as a blueprint for three changes moving forward: nurturing
entrepreneurs, increased workforce development, and improved communications efforts (Section
3).
27
The entire Process
and Economic
Engagement
narrative section can
be between 1500
and (no more than)
2500 words. The
total of these
allowances is
greater than 2500,
so that you have
flexibility in including
more information in
sections as you feel
appropriate.
HOWEVER, the
total word count of
these six parts
combined should
not exceed 2500
words—this will be
manually checked
after online form
submission and
you will be
required to edit if
you have
exceeded the
2500 word limit.
URLs, figures, and
photos cannot be
embedded within
text. Instead any/all
of these must be
added after the
narrative in their
appropriate section
Tables or figures
included as
attachments to the
process narrative do
not count toward the
2500 word limit, nor
do references to
them (e.g. See
Table1).
When referencing a
28
link, figure, or photo
simply say (See [link,
figure, photo] #[1, 2,
etc.]) For example,
"Our institution has
worked closesly with
the downtown
chapter of the Boys
and Girls Club (See
Link #3)." or "Our
new
center has served a
variety of
community members
(See Figure #2)."
You may include
URL links to
additional
information online
and references
to appendices if you
have spillover
figures or photos.
However, your
submission may not
include a total of
more than five
pages of
appendices. Also,
please note that
reviewers will not be
required to read
material from
URL web links or in
appendices.
________________
________________
________________
________________
________________
________________
________________
________________
__
Please use the following section to add one or multiple URLs that enhance and/or elaborate a person, place, thing, or idea
discussed during this section. Also, please note you are not obligated to use any/all of the provided URL fields.
29
#1 Optional URL Title
#1 Optional URL
#2 Optional URL Title
#2 Optional URL
#3 Optional URL Title
#3 Optional URL
#4 Optional URL Title
#4 Optional URL
#5 Optional URL Title
#5 Optional URL
Tables, etc., please use the following section to add one or multiple figures that enhance and/or elaborate a person, place,
thing, or idea discussed during this section. Uploaded items cannot exceed 100mb. Also, please note you are not
obligated to use any/all of the provided figure upload fields.
#1 Optional Figure
Title
#1 Optional Figure
No File Uploaded
#2 Optional Figure
Title
#2 Optional Figure
No File Uploaded
#3 Optional Figure
Title
#3 Optional Figure
No File Uploaded
Please use the following section to add one or multiple photos that enhance and/or elaborate a person, place, thing, or idea
discussed during this section. Uploaded items cannot exceed 100mb. Also, please note you are not obligated to use
any/all of the provided photo upload fields.
#1 Optional Photo Title
30
#1 Optional Photo
No File Uploaded
#2 Optional Photo Title
#2 Optional Photo
No File Uploaded
#3 Optional Photo Title
#3 Optional Photo
No File Uploaded
Page: Promotion and Communication
Question Answer
Narrative
Describe the target
audiences the
university has
identified for
strategic
communications
about economic
engagement—those
to whom the
university needs to
promote these
efforts, and those
with whom the
institution needs to
design goals.
Summarize the
university’s
communication
strategies for
reaching
stakeholders.
Provide examples of
the ways in which
the institution is
currently telling the
economic
engagement story to
internal and external
MSU communicates continually with its stakeholders. President Cruzado has implemented an
annual leadership listening tour with themes of “Follow the Grain,” “Follow the Beef,” “Follow the
Energy,” “Follow the Tourism,” and “Follow the Healthcare.” The President’s Executive Council
(Vice Presidents and direct reports), Deans, members of the Montana Legislature, Office of the
Commissioner of Higher Education, and representative faculty and Extension personnel, travel the
state by bus for three days to hear from constituents across Montana about what MSU can do for
its students, industries and communities. These interdisciplinary tours have informed MSU in
ways that remote communications are unable to do. Many constituents have few opportunities to
meet face-to-face with university leaders. These tours have been highly successful in bringing the
university to the communities and engaging in conversations that have brought change to program
delivery and networking.
University Communications (UC) provides full-service communication and branding to all
departments. UC’s goal is to increase the public's awareness of accomplishments and
opportunities and develop consistent communications with stakeholders. UC distributes university
news to the state’s media. Additionally, social media and specialty publications are utilized.
UC assists the TTO by providing press releases of all new technologies to be licensed. News
stories relate startup company successes and the company’s subsequent interactions with
campus research. UC works closely with all offices involving economic outreach to keep websites
current and user-friendly.
31
stakeholders.
Please take note of
the following
guidelines.
The entire Process
and Economic
Engagement
narrative section can
be between 1500
and (no more than)
2500 words. The
total of these
allowances is
greater than 2500,
so that you have
flexibility in including
more information in
sections as you feel
appropriate.
HOWEVER, the
total word count of
these six parts
combined should
not exceed 2500
words—this will be
manually checked
after online form
submission and
you will be
required to edit if
you have
exceeded the
2500 word limit.
URLs, figures, and
photos cannot be
embedded within
text. Instead any/all
of these must be
added after the
narrative in their
appropriate section
Tables or figures
included as
attachments to the
process narrative do
not count toward the
32
2500 word limit, nor
do references to
them (e.g. See
Table1).
When referencing a
link, figure, or photo
simply say (See [link,
figure, photo] #[1, 2,
etc.]) For example,
"Our institution has
worked closesly with
the downtown
chapter of the Boys
and Girls Club (See
Link #3)." or "Our
new
center has served a
variety of
community members
(See Figure #2)."
You may include
URL links to
additional
information online
and references
to appendices if you
have spillover
figures or photos.
However, your
submission may not
include a total of
more than five
pages of
appendices. Also,
please note that
reviewers will not be
required to read
material from
URL web links or in
appendices.
________________
________________
________________
________________
________________
________________
________________
33
________________
______
Please use the following section to add one or multiple URLs that enhance and/or elaborate a person, place, thing, or idea
discussed during this section. Also, please note you are not obligated to use any/all of the provided URL fields.
#1 Optional URL Title
#1 Optional URL
#2 Optional URL Title
#2 Optional URL
#3 Optional URL Title
#3 Optional URL
#4 Optional URL Title
#4 Optional URL
#5 Optional URL Title
#5 Optional URL
Please use the following section to add one or multiple figures that enhance and/or elaborate a person, place, thing, or idea
discussed during this section. Uploaded items cannot exceed 100mb. Also, please note you are not obligated to use
any/all of the provided figure upload fields.
#1 Optional Figure
Title
#1 Optional Figure
No File Uploaded
#2 Optional Figure
Title
#2 Optional Figure
No File Uploaded
#3 Optional Figure
Title
#3 Optional Figure
No File Uploaded
Please use the following section to add one or multiple photos that enhance and/or elaborate a person, place, thing, or idea 34
Please use the following section to add one or multiple photos that enhance and/or elaborate a person, place, thing, or idea
discussed during this section. Uploaded items cannot exceed 100mb. Also, please note you are not obligated to use
any/all of the provided photo upload fields.
#1 Optional Photo Title
#1 Optional Photo
No File Uploaded
#2 Optional Photo Title
#2 Optional Photo
No File Uploaded
#3 Optional Photo Title
#3 Optional Photo
No File Uploaded
Page: Advancing University Economic Engagement
Question Answer
Narrative
Describe the ways in
which the institution
has taken on or is
moving toward a
leadership role in
economic
engagement. Detail
the ways in which
members of the
university community
engage with peers at
other institutions
around these issues,
including the extent
to which the
institution has been
a contributing
member to the
CICEP and
Innovation and
Economic Prosperity
Designation and
MSU is the leader in economic development in Montana.
• MSU’s Council of Elders, representing the tribes and Native American Colleges in Montana,
advises on unique challenges and opportunities of Montana’s Native Americans.
• An annual “Economic Outlook Study” performed by the University of Montana’s Bureau of
Business and Economic Research (BBER) found that Gallatin County, MSU’s home, reported:
• Real-wage growth double that in the remainder of the state
• Unemployment rates two percentage points lower than national and half a percent lower than the
state
• Population growth at twice the rest of the state, and projected growth higher than the rest of the
state
• The BBER’s study on Montana’s High Tech Industries found this sector comprises about 5% of
Montana’s economy, has wages twice the Montana median, and the sector is projected to grow at
8-10 times the rate of other components of the economy. The largest percentage of high-tech
companies is located in Bozeman where MSU resides.
• In 2015 the Montana legislature funded a first-ever $15 million program to support research to
strengthen the economy. MSU received more than $9 million for programs in agriculture, photonics
and health initiatives.35
Awards Program
communities. Explain
the ways in which
the university’s
experiences in
economic
engagement
represent adoptable
best practices, and
the work that the
university does to
disseminate these
practices.
Please take note of
the following
guidelines.
The entire Process
and Economic
Engagement
narrative section can
be between 1500
and (no more than)
2500 words. The
total of these
allowances is
greater than 2500,
so that you have
flexibility in including
more information in
sections as you feel
appropriate.
HOWEVER, the
total word count of
these six parts
combined should
not exceed 2500
words—this will be
manually checked
after online form
submission and
you will be
required to edit if
you have
exceeded the
2500 word limit.
URLs, figures, and
photos cannot be
• MSU is active in the State Technology Partnership Committee (STPC) that connects
universities, the Governor’s Office of Economic Development, The Montana Department of
Commerce, staff from Montana’s U.S. congressional offices, Montana BioScience Alliance, the
Montana Photonics Industry Alliance and other industry groups who work on economic initiatives
to build statewide, economic development strategies and partnerships.
• MSU leads research efforts in the state such as NIH’s Idea Networks of Biomedical Research
Excellence (INBRE) and NIH’s Centers of Biomedical Research Excellence (COBRE) and co-
leads the NSF’s Experimental Program to Stimulate Competitive Research (EPSCoR) grant.
• MSU’s TTO worked with the Department of Interior to establish an unprecedented Benefits
Sharing Agreement for use when discoveries are made in national parks/federal lands.
• The TTO prioritizes in-state licensing and startup creation in order to most effectively strengthen
the economy.
• MSU TechLink accounts for more than half of all DoD technology licenses, with many
technologies licensed to Montana companies.
• Blackstone LaunchPad and the Jake Jabs College of Business and Entrepreneurship (JJCBE)
are training students to be entrepreneurs which will enhance Montana’s standing as the most
entrepreneurial state in the nation.
• MSU has coordinated its efforts with the Montana Governor’s Main Street Project that seeks to
train and educate the workforce, create a climate that attracts, retains and grows businesses, and
nurtures emerging industries and encourages innovation.
• MSU established a two-year college, Gallatin College (GC), in 2010 to provide for workforce
training, developmental curricula for students transitioning to four-year degree programs and dual
enrollment opportunities for high-school students.
• MSU shares with and relies on the University of Florida, New Mexico State University, North
Dakota State University, Tulane University and the University of Idaho, among others, in adapting
and developing best practices in technology transfer, sponsored programs and extension.
• MSU’s Local Government Center shares best practices in local government issues with county
and city governments statewide.
36
embedded within
text. Instead any/all
of these must be
added after the
narrative in their
appropriate section
Tables or figures
included as
attachments to the
process narrative do
not count toward the
2500 word limit, nor
do references to
them (e.g. See
Table1).
When referencing a
link, figure, or photo
simply say (See [link,
figure, photo] #[1, 2,
etc.]) For example,
"Our institution has
worked closesly with
the downtown
chapter of the Boys
and Girls Club (See
Link #3)." or "Our
new
center has served a
variety of
community members
(See Figure #2)."
You may include
URL links to
additional
information online
and references
to appendices if you
have spillover
figures or photos.
However, your
submission may not
include a total of
more than five
pages of
appendices. Also,
please note that
reviewers will not be
37
required to read
material from
URL web links or in
appendices.
________________
________________
________________
________________
________________
________________
________________
________________
______
Please use the following section to add one or multiple URLs that enhance and/or elaborate a person, place, thing, or idea
discussed during this section. Also, please note you are not obligated to use any/all of the provided URL fields.
#1 Optional URL Title
#1 Optional URL
#2 Optional URL Title
#2 Optional URL
#3 Optional URL Title
#3 Optional URL
#4 Optional URL Title
#4 Optional URL
#5 Optional URL Title
#5 Optional URL
Please use the following section to add one or multiple figures that enhance and/or elaborate a person, place, thing, or idea
discussed during this section. Uploaded items cannot exceed 100mb. Also, please note you are not obligated to use
any/all of the provided figure upload fields.
#1 Optional Figure
Title
#1 Optional Figure
No File Uploaded
#2 Optional Figure
38
Title
#2 Optional Figure
No File Uploaded
#3 Optional Figure
Title
#3 Optional Figure
No File Uploaded
Please use the following section to add one or multiple photos that enhance and/or elaborate a person, place, thing, or idea
discussed during this section. Uploaded items cannot exceed 100mb. Also, please note you are not obligated to use
any/all of the provided photo upload fields.
#1 Optional Photo Title
#1 Optional Photo
No File Uploaded
#2 Optional Photo Title
#2 Optional Photo
No File Uploaded
#3 Optional Photo Title
#3 Optional Photo
No File Uploaded
Page: Summary of Accomplishments
Question Answer
Narrative
Please describe
three areas of
accomplishment
identified via the
self-study process.
Your description for
each can be about
500 words. Your
summary of
accomplishments
should be a total of
MSU is focused on serving our students, our state, and our company partners. This is in MSU’s
land grant DNA. What sets MSU apart is an explicit focus in the mission, strategic plan, and
initiatives to integrate: learning, discovery, and engagement across disciplines and organizational
boundaries. MSU builds human, social, and economic capital in partnership with our students,
communities, and businesses.
MSU’s best accomplishments serve Montana’s unique challenges. Most employers in the state
are small businesses, with fewer than 99 employees. Montana is rural, with the 7th smallest
population but the 4th largest geography, with shrinking small towns and civic resources. Our
seven sovereign Indian reservations face chronic health crises, high unemployment, and food
insecurity. Montana State University addresses these challenges head on with innovative projects
in partnership with our communities.
39
about 1500 to (no
more than) 2000
words, NOT
including the
summary table as
described below.
In developing these
descriptions, please
consider the
following questions
but note that you will
not likely have room
to answer all of
these questions in
your 500-word
description. These
are simply
suggested questions
for consideration.
What are the
main
institutional
strengths or
desirable
outcomes
your
accomplishme
nts reveal
What method
did you use to
identify each
area of
accomplishme
nt? How did
the
assessment
tools or
metrics help?
What else led
you to identify
these?
Do all levels of
the institution
recognize
these as
areas of
accomplishme
2.1 ADVANCING TALENT DEVELOPMENT AND ECONOMIC ENGAGEMENT
The university has committed to facilitating economic growth and support for Montana through
world-class educational opportunities.
2.1.1 Photonics/Optics
In 1995 MSU established a center of excellence, the Optical Technology Center (OpTeC), in
photonics, utilizing NSF EPSCoR seed money, money from the State of Montana and a
significant internal investment. The vision was to integrate faculty in several disciplines resulting in
new technologies that could spin out companies, an educated workforce to populate this sector
and close collaboration with the private sector.
The Center now boasts more than twenty faculty members in nine departments across three
colleges. The world-class research performed by OpTeC faculty has helped establish more than
thirty optics-related companies in Bozeman, up from one in 1980. Fifteen of those were started by
MSU graduates, most with Ph.D. s. (See Link #1) Many others are based on technologies
transferred from the university. Bozeman has about six optical companies, per a population of
10,000, compared with two per 10,000 in Tucson, Arizona, the most widely recognized center of
optics activity in the United States. OpTeC faculty members have received international, national,
and regional recognition for their work in the areas of optics research and education.
MSU works closely with and responds to the needs of industry. When photonics companies
expressed a need for a larger employee pipeline, MSU developed a new masters and
undergraduate minor in laser and imaging optics. When companies said they needed technicians,
MSU’s two-year Gallatin College, in close collaboration with industry, began working toward an
associate degree for photonics laboratory technicians.
In a very competitive awards environment, the University Economic Development Association
named OpTeC winner of the Talent Development Award in September 2015, citing the numbers of
companies and jobs created in Montana. The Photonics Industry Association determined that
more than 500 jobs exist in these companies, with an average salary of over $60,000.
OpTeC has developed and attracted talent, it is on the cutting edge of photonics innovation, and it
has impacted the community. By moving talent into positions much more lucrative than the
average salaried positions in the area, it has helped transform Bozeman into a recognized optics
and photonics center.
2.2 ADVANCING MONTANA
MSU believes its mission is to touch every life in Montana in a positive way. We seek to
understand the state’s needs and work with our citizens to find paths forward, particularly serving
indigenous communities and rural, widely dispersed small towns and counties.
2.2.1 Native American programs
MSU is dedicated to serving the Native population of Montana in partnership with Montana’s twelve
tribal nations, seven reservations, and seven tribal colleges. Unfortunately, the unemployment rate
for Native Americans in Montana ranges between 50 and 80 percent, and significant health
challenges and food insecurity issues face many Natives. In 2009-10, twenty-five middle school
students on the Fort Peck Reservation attempted suicide: five were successful. Montana Native
Americans experience life expectancies 22-25 years shorter than white Montanans. Together
MSU and our tribal partners have developed numerous programs to address these issues and
40
nt?
What metrics
or other
evidence
support your
assertions
that these are
areas of
accomplishme
nt?
In what ways
are the areas
of
accomplishme
nt replicable?
What lessons
can be
learned for
improving
activities in
other areas of
your
institution’s
economic
engagement
enterprise?
How could
other
institutions
learn from
these areas of
accomplishme
nt?
Describe the
top three
success
factors that
supported
accomplishme
nts in these
areas. What
are the most
important
(types of)
resources that
helped you
achieve
success?
(This question
empower Native students and Native populations in their home communities.
One partnership matches MSU nursing students and the Fort Peck Reservation. Nursing students
travel for one week each term to the remote reservation, 450 miles from Bozeman, in northeast
Montana to provide well-child exams, in-home exams for elders and others, and suicide prevention
education while learning about Native culture, tradition, language, and art, as well as being
exposed to contemporary life in Native communities. Insufficient medical care, long distances to
established care, and shortage of transportation create a need for such services. Nursing students
need clinical experience – creating a beneficial collaboration between MSU and the community.
To date, more than 8,000 medical exams and patient visits have been performed through this
collaboration. The experience is mutually beneficial, widening the educational and cultural
experience of non-native nursing students and providing additional mentors for Native children with
interest in attending college and perhaps entering the health care profession. (See Link #2)
Many partnerships exist between MSU and the Crow/Apsáalooke reservation. In one, researchers
from MSU’s Department of Health and Human Development have established a national model for
cancer research and prevention, adopted by the American Cancer Society. This program,
designed to educate the healthcare community on traditional healing and wellness approaches
and philosophies of Native Americans and on appropriately working with Native American women,
has changed the very language of tribal healthcare. Previously taboo topics such as PAP smears
and cervical cancer are now addressed in this community. Tribal women have an increased
understanding of issues that have caused too many community deaths and know that early
detection is key.
Another partnership between MSU and the Crow Nation, carried out by the MSU Center for Biofilm
Engineering, has focused on providing safe drinking water. Working in concert with Amway, an
MSU research team has identified and validated an inexpensive water filter for wells that can
provide potable water to those on the reservations, reducing intestinal diseases and the number of
sick days for students and employees. This partnership evolved over many years of listening to
and learning from the Crow about their needs and learning which solutions would not cause
unintended negative consequences for the social fabric of the community.
Other programs work with math and science teachers across the state to integrate engineering
concepts into high school classrooms on the reservations, bridge the gap between tribal college
and the B.S. degree, pair tribal students at both the high school and college level with researchers
in STEM areas, join MSU classes with tribal communities on nutrition projects, provide local, low-
cost dental care, support community gardening and food assistance programs, and many, many
more.
2.3 ADVANCING ENTREPRENEURSHIP AND ECONOMIC ENGAGEMENT
Montana is consistently ranked the top state in the nation for entrepreneurship. Our rural nature
and the work ethic of children of farmers and ranchers combine to provide for both the necessity of
starting our own companies and the capability to succeed. As one successful entrepreneur
states, when a tractor breaks down, Montanans don’t form a committee or call a consultant, they
fix the problem.
MSU has recently established an undergraduate certificate in entrepreneurship in business for
non-business majors that is proving to be very popular with students.
41
is addressed
by the
“Resources”
column on the
summary
table.)
Is each
accomplishme
nt in the area
of talent
development
(education,
workforce)?
Innovation
(translational
research,
applied
activity,
commercializat
ion, tech
transfer,
entrepreneurs
hip)? Place
development
(social,
cultural,
community
development)
? Or does it
integrate
activities
across two or
more of these
categories?
(This question
is addressed
by the “Talent,
Innovation,
Place, or
Connections”
column on the
summary
table.)
Further, note that
some of these
questions are
addressed in the
summary table, and
The Blackstone Foundation has invested in entrepreneur training/facilitation in 7 states at 15
locations: MSU is one. The Blackstone LaunchPad works with students one-on-one to introduce
entrepreneurship as a viable career path and allow them to test their business ideas, utilizing
mentors from within the university and across the nation to provide resources, skills and guidance
to transform new ideas into viable companies. MSU’s LaunchPad has mentored more than 250
students/year. Seven ventures are in the process of raising series A or seed funding. Two ventures
have raised more than $375,000 through Kickstarter.
The Jake Jabs College of Business and Entrepreneurship (JJCBE) works closely with students
from high school through college to introduce entrepreneurship and train students in
entrepreneurial skills. JJCBE hosts two business simulations and an Entrepreneurship Day
touching approximately 3000 high schoolers/year. More than 300 companies per year are served
by business interns. One interdisciplinary class worked with a local assisted-living home to
identify and design products that would be helpful for seniors, with one product under production
and the basis of a startup company.
Alumnus Jake Jabs donated $25 million for the recently opened JJCBE building, providing spaces
for interactions, makerspaces and spaces conducive to attract companies for meetings and
collaborations.
The College of Engineering has grown 25% since 2008. It has also begun to expand its vision of
engineering education to include training entrepreneurs in engineering sciences. This year
students participating in Capstone projects were allowed to self-sponsor projects to create
companies around the technologies developed. Students are working with the Blackstone
LaunchPad to move those ideas forward.
Norm Asbjornsen, an engineering alumnus, pledged $50 million to build the Norm Asbjornson
Innovation Center (NAIC), housing a collaborative community focused on excellence in learning,
innovation, discovery, and transfer of knowledge. The building, currently in the planning stages, will
provide a dynamic interdisciplinary area for engagement, meaningful student-faculty interaction,
and accelerated innovation that responds to and anticipates emerging trends in education,
industry, and society, integrating innovation and discovery.
MSU’s impressive collection of business-assistance efforts has resulted in dozens of spinouts, a
robust high-tech economy and close collaborations between the university and Montana
companies. When the current Vice President for Research was hired, MSU looked at how other
universities organized economic development efforts and determined that “economic development”
would be added to the VPR title and responsibilities. In her first year as VPRED, Dr. Reijo Pera
intentionally organized business assistance functions under one roof, where previously those had
been spread across campus. Additionally, she provided funding for two new offices - Procurement
Technical Assistance (PTAC) and the Small Business Development Center (SBDC). All MSU
business development efforts now report to the VPRED and are co-located to facilitate access by
the private sector.
The Montana Manufacturing Extension Center (MMEC), an MSU affiliate of the National Institute of
Standards and Testing – Manufacturing Extension Partnership (NIST-MEP), is a state-wide
organization that supports Montana’s 3200 manufacturers with hands-on growth, innovation, and
profit-enhancement consulting. MMEC has completed projects with more than 1000 companies in
54 of the 56 counties in Montana. Since 1996, MMEC customers have reported more than 3,500
42
since there is no
word-count limit for
the summary table,
you will be able to
address these
questions on the
table. We have
indicated which
questions are
addressed by
columns in the
table.
Please take note
of the following
guidelines
URLs, figures, and
photos cannot be
embedded within
text. Instead any/all
of these must be
added after the
narrative in their
appropriate section
Tables or figures
included as
attachments to the
process narrative do
not count toward the
2000 word limit, nor
do references to
them (e.g. See
Table1).
When referencing a
link, figure, or photo
simply say (See [link,
figure, photo] #[1, 2,
etc.]) For example,
"Our institution has
worked closesly with
the downtown
chapter of the Boys
and Girls Club (See
Link #3)." or "Our
new
center has served a
variety of
new and retained jobs, $1 billion in new and retained sales, $100 million in cost savings and more
than $180 million in additional investments as a direct result of MMEC consulting.
TechLink, an MSU department established in 1996, performs technology transfer services for the
Department of Defense. Montana company sales resulting from TechLink licensing and other DoD
agreements have exceeded $194 million since 2000. Nationwide, sales have exceeded $1.6
billion.
MSU established an innovative program, MilTech, with support from the Department of Defense.
This program takes technologies initially developed under DoD and provides product design,
prototyping, technology scouting, and manufacturing assistance to transition innovative technology
to the US warfighter rapidly, reliably, and cost-effectively.
Technology Transfer Office, established in 1991, has collaborated in starting up more than 60
companies from MSU research efforts in the last 15 years. The office has gained recognition from
Business Week Magazine as one of the top TTO’s in the nation for smaller universities. Currently
it holds more than 265 licenses, a third of those with Montana companies.
MSU hosts the Bozeman SBDC. The program sits under the VPRED and counsels new and small
businesses in the area. The SBDC is collaborating with MSU’s other business assistance efforts
to reach companies in the area.
MSU also added a Procurement Technical Assistance office. PTAC assists companies in
determining potential for government contracting, completing required government registrations and
certifications and marketing company products and services to government agencies.
(See Table: Summary of Accomplishments)
43
community members
(See Figure #2)."
You may include
URL links to
additional
information online
and references
to appendices if you
have spillover
figures or photos.
However, your
submission may not
include a total of
more than five
pages of
appendices. Also,
please note that
reviewers will not be
required to read
material from
URL web links or in
appendices.
________________
________________
________________
________________
________________
________________
________________
________________
______
Summary of
Accomplishments
Table
Please upload your
summary of
accomplishments
table here.
Download File
Please use the following section to add one or multiple URLs that enhance and/or elaborate a person, place, thing, or idea
discussed during this section. Also, please note you are not obligated to use any/all of the provided URL fields.
#1 Optional URL Title MSU Collaborates with Photonics Company S2
#1 Optional URL http://www.montana.edu/news/16038/s2-corporation-and-msu-jointly-announce-contract-to-provide-
wideband-sensor-capability-to-u-s-navy
44
#2 Optional URL Title MSU's partnership with the Fort Peck Indian Reservation to provide nursing services
#2 Optional URL http://vimeo.com/76096524
#3 Optional URL Title
#3 Optional URL
#4 Optional URL Title
#4 Optional URL
#5 Optional URL Title
#5 Optional URL
Please use the following section to add one or multiple figures that enhance and/or elaborate a person, place, thing, or idea
discussed during this section. Uploaded items cannot exceed 100mb. Also, please note you are not obligated to use
any/all of the provided figure upload fields.
#1 Optional Figure
Title
#1 Optional Figure
No File Uploaded
#2 Optional Figure
Title
#2 Optional Figure
No File Uploaded
#3 Optional Figure
Title
#3 Optional Figure
No File Uploaded
Please use the following section to add one or multiple photos that enhance and/or elaborate a person, place, thing, or idea
discussed during this section. Uploaded items cannot exceed 100mb. Also, please note you are not obligated to use
any/all of the provided photo upload fields.
#1 Optional Photo Title
#1 Optional Photo
No File Uploaded
45
#2 Optional Photo Title
#2 Optional Photo
No File Uploaded
#3 Optional Photo Title
#3 Optional Photo
No File Uploaded
Page: Growth/Improvement Plan
Question Answer
Narrative
Please describe
three areas of
improvement
identified via the
self-study process.
Your description for
each should be
about 500 words.
Your
growth/improvement
plan should be a
total of about 1500
to (no more than)
2000 words, NOT
including the
summary table as
described below.
In developing these
descriptions, please
consider the
following questions,
but note that you will
not likely have room
to answer all of
these questions in
your 500-word
description. These
are simply
suggested questions
for consideration.
What are the
Stakeholders, especially external stakeholders, were consistent in their instruction as to how
MSU should move forward to most significantly impact the economy of Montana. The areas
identified were: provide more assistance to startup and early stage companies; provide for more
workforce development in blue collar fields; and better communicate with the private sector about
business assistance services offered.
3.1 NURTURING ENTREPRENEURS
External stakeholders were insistent that MSU should become more involved in providing services
for entrepreneurs and small companies. ASMSU students are very supportive of current
opportunities for developing entrepreneurial skills. The Blackstone LaunchPad was cited as
providing excellent resources and training for students who aspire to launch their own companies
during their academic career and after. Students asked that this effort be expanded and provided
with a sustainability plan.
The Blackstone Foundation named Montana as its fifth LaunchPad state and has provided a $2
million grant to establish LaunchPad sites for both Montana State University and the University of
Montana. Currently there are just 15 LaunchPad locations nationwide in 7 states. MSU is
committed to continue to support a director and operations beyond the completion of the grant.
Planning is underway to finalize a sustainability plan in order to continue this valuable program for
our students and alumni. Grants have been identified and applied for and discussions are
underway with the VPRED and the Provost on continuing funding mechanisms.
Once students exhaust programs under LaunchPad and those under the JJCBE that focus on
providing training and mentoring for student and alumni entrepreneurs, external stakeholders note
there is no obvious support for young companies.
To begin addressing the perceived assistance gap, last year the VPRED co-located business
assistance programs into one building: TechLink, TTO, SBDC, PTAC, MMEC and MilTech. The
next step is to provide for an organizational structure where all these programs report through one
“mother organization.” Currently strategic planning is underway to best position these programs for
ease of access, successful delivery, and most impact for companies. The cohesiveness and
integration will better communicate both internally and externally.
Another component of business assistance development under construction is the creation of an
46
main problems
or undesirable
outcomes
these
challenges
reveal?
What method
did you use to
identify each
area for
growth and
improvement?
How did the
assessment
tools or
metrics help?
What else led
you to identify
these?
Do all levels of
the institution
recognize the
need for
improvement
in these
areas?
What metrics
support your
assertions
and/or desired
outcomes?
What would it
look like if this
improvement
plan proves
successful?
(ie., how
would you
know in the
future if you
have
successfully
addressed
these growth
areas?) (This
question is
addressed by
the
“Indicator/Mea
SBIR/STTR assistance office. These grants are essential for early-stage companies. This office
will reach out to both researchers and regional companies to assist them through the application
process. Plans are underway to hire a director who will visit all Montana universities and not-for-
profit research laboratories to acquaint researchers with the programs and solicitations. Montana
has two doctoral universities, four public and three private bachelors and master’s level colleges
and universities, nine community and two-year colleges, and seven tribal colleges. The opportunity
to build collaborations among university researchers state-wide and with research foundations is
expected to result in rich partnerships that will lead to more robust technologies on which to build
companies. Many of these remote academic settings are in areas in desperate need of job
creation. This office will also sit under the VPRED at MSU.
Simultaneously, plans are underway to create an incubator/accelerator at the MSU Technology
Park, again, reporting up through the “business assistance” structure described. Currently we have
a small space at the park called 406 Labs that provides shared offices and some laboratory
space. Some of the ventures coming out of Blackstone LP are located here. But the space
provides no internet connectivity, mentoring or business assistance. We just received a $50,000
grant from SBA, and we are using this for the planning phase of an accelerator that will sit under
LaunchPad. We have recently been accepted into the Global Accelerator Network (GAN), the
premier accelerator. Some of the $50,000 is being used for the subscription, which allows access
to best practices from the best accelerators in the world.
Our plan for an accelerator is to explore creating 8-12 ventures a year around market niches. We
will explore military and outdoor technologies, launching off both TechLink and MilTech, who work
with the DoD on transferring and developing military technologies, and MSU’s historical strength in
material sciences (primarily housed in Chemistry and Mechanical Engineering), underpinned by
the new interdisciplinary and inter-university PhD program in material sciences.
Also, as MSU is in the heart of a very outdoor-oriented community, we already see many small
outdoor equipment companies emerging. We believe that a cluster in this area is realistic, well-
supported academically, and provides for better opportunities for success.
A more vibrant partnership with both the City of Bozeman and the Governor’s Office of Economic
Development is also developing, both cited by external stakeholders as necessary for increasing
success for startup companies. The TTO director serves on the Bozeman Economic Development
Council and that link has helped narrow the divide and provide for better communications between
town and gown.
3.2 WORKFORCE DEVELOPMENT
Recently established in 2010, Gallatin College MSU, a two-year college, offers associate degrees,
one-year professional certificates and dual credit courses for area high schools. The college was
developed under MSU to meet the region’s need for a more qualified workforce. This need was
identified as a key economic development goal in the City of Bozeman’s Economic Development
Plan. External stakeholders and students alike want more programs developed under Gallatin
College and emphasized increased workforce development and expansion of Gallatin College as
key to moving the local and state economy forward.
Since 2010 Gallatin College has been the fastest growing unit in the Montana University System
with an increase of 120% in student enrollment. The college’s commitment to develop programs
47
sure of
Success”
column on the
summary
table.)
Describe the
top three
barriers to a
successful
improvement
plan
implementatio
n? What are
the most
important
(types of)
resources that
would need to
be deployed
to address
these? (This
question is
addressed by
the
“Resources”
column on the
summary
table.)
Further, note that
some of these
questions are
addressed in the
summary table, and
since there is no
word-count limit for
the summary table,
you will be able to
address these
questions on the
table. We have
indicated which
questions are
addressed by
columns in the table.
Please take note
of the following
guidelines
that meet workforce development needs of local companies is the driver of the college’s growth.
Gallatin College actively seeks input on program development. Working in concert with MMEC,
manufacturers identify workforce needs through grant-funded listening and working sessions
across the state. Those needs assessments are merged with Gallatin College’s own needs
assessments.
Gallatin College regularly performs workforce needs studies, recently contacting employers
representing health care, business, technology, hospitality and culinary, engineering and
architecture, and manufacturing. The data show that the health care, hospitality and culinary
sectors critically need students trained in two-year and associate programs. Employers are eager
to hire graduates and believe that all students would be immediately employed in the area. Also,
the need is especially high for qualified medical assistants, surgical assistants and licensed
practical nurses. Other fields identified were business-related information technology and
technology manufacturing. The IT sector is expected to continue to grow and needs include
trained and certified IT medical, banking and insurance personnel. Survey data indicated that no
losses were evident during the recent recession among workers with associate or certificate
training compared to high losses for those with only secondary education or on-the-job training.
Gallatin College leaders use industry input to develop Applied Workforce Programs. Each Gallatin
College program area has an active industry advisory board that meets twice/semester to provide
industry-specific input into the curriculum.
Feedback from MSU’s four-year degree-seeking students indicate that two-year and certificate
programs can be seamlessly leveraged into four-year degrees at MSU. This provides students with
an opportunity to earn money with their certificate or associate degrees while pursuing a
bachelor’s degree. Students also co-enroll, for example earning machining or welding certificates
while pursuing engineering bachelor’s degrees. Also, as stacked-credit, Gallatin College is
working with the College of Business on coupling an applied associate degree of science in
aviation with a B.S. in business. This will provide students with expanded job opportunities as all
major air carriers require pilots to have a B.S. And finally, Gallatin College has worked extensively
with faculty council and the President and Provost on an applied associate of science in culinary
arts to be coupled with a B.S. in hospitality management in response to high demand from the
tourism industry in Montana. This bundled opportunity for students will go before the Board of
Regents this summer for approval. Additional “stacked credential” programs have been requested
by students and are currently in the visioning stage.
Gallatin College plans for expansion include: programming, space, personnel, and budget. As
needs change rapidly with the economy, a new workforce needs assessment is currently
underway and scheduled to be completed this summer to refine Gallatin College’s plans for new
programs moving forward. Gallatin College is funded from the state, student tuition and county
property taxes. These sources of revenue, along with workforce development grants and support
from local industry will provide the necessary funds for new programs, hiring faculty and leasing
teaching space in the community for the next 3-5 years.
In direct response to our stakeholder comments and concerns and workforce needs studies
involving local companies, Gallatin College is proposing development of three new programs: laser
optics technician to support our robust and growing photonics cluster, networking technician and
culinary arts. These new programs will go before the Board of Regents and the Northwest
48
URLs, figures, and
photos cannot be
embedded within
text. Instead any/all
of these must be
added after the
narrative in their
appropriate section
Tables or figures
included as
attachments to the
process narrative do
not count toward the
2000 word limit, nor
do references to
them (e.g. See
Table1).
When referencing a
link, figure, or photo
simply say (See [link,
figure, photo] #[1, 2,
etc.]) For example,
"Our institution has
worked closesly with
the downtown
chapter of the Boys
and Girls Club (See
Link #3)." or "Our
new
center has served a
variety of
community members
(See Figure #2)."
You may include
URL links to
additional
information online
and references
to appendices if you
have spillover
figures or photos.
However, your
submission may not
include a total of
more than five
pages of
appendices. Also,
Accreditation for approval this summer.
3.3. COMMUNICATIONS
External stakeholders were particularly interested in seeing improvement in MSU’s
communications to the Montana business sector. Concerns were expressed that companies don’t
know whom to contact and that resources on MSU’s webpage are more tailored for faculty,
students and prospective students.
The self-study process has resulted in plans to redesign the university’s economic development
website for easier use by, and greater visibility to, private sector interests. This redesign will be
done in consultation with regional companies and other private sector stakeholders, alumni,
faculty, students and university economic development and communications staff. University
Communications will explore marrying the website to a faculty expert database so as to create a
search engine for private industry to find faculty research expertise, testing services and
equipment. The site will also marry to a searchable database of MSU faculty research publications
and other relevant databases.
Additionally, University Communications will strategically place links to the site around MSU’s
web domain to increase its visibility.
Once the website redesign is complete, University Communications will use the information
gathered from the process to create a similar print publication for state-wide distribution to industry
groups as well as key individuals and organizations involved in economic development such as
chambers of commerce, local economic development entities and community development
corporations.
Through this process, University Communications will also identify existing university-private
partnerships to highlight on the web, in print, and through media releases. The purpose will be to
demonstrate the opportunities that exist for economic development as well as the return on
investment such partnerships have for the university, regional companies, and the state and
national economy.
On a biennial basis, University Communications and the VPRED will consult with private sector
stakeholders, alumni, faculty, students and others on the effectiveness of the university
communications with the purpose of continuously improving those communications.
MSU will develop a single point of contact for companies regarding economic development and
resource needs that will be reflected on the website and also in the hard copy brochure that is
widely communicated to companies statewide.
The IEP Committee is in discussions with Planning Council on the inclusion of “economic
engagement” more specifically in the strategic plan. We believe that this concept is fully
expressed in several goals throughout our strategic plan, but it may be helpful to ground the
community, both internal and external, by using the specific language of economic development.
(See Table: Summary of Growth and Improvement Plans)
49
please note that
reviewers will not be
required to read
material from
URL web links or in
appendices.
________________
________________
________________
________________
________________
________________
________________
________________
______
Growth and
Improvement Plan
Table
Please upload your
Growth and
Improvement Table
here.
Download File
Please use the following section to add one or multiple URLs that enhance and/or elaborate a person, place, thing, or idea
discussed during this section. Also, please note you are not obligated to use any/all of the provided URL fields.
#1 Optional URLTitle
#1 Optional URL
#2 Optional URLTitle
#2 Optional URL
#3 Optional URLTitle
#3 Optional URL
#4 Optional URLTitle
#4 Optional URL
#5 Optional URL Title
#5 Optional URL
Please use the following section to add one or multiple figures that enhance and/or elaborate a person, place, thing, or idea 50
Please use the following section to add one or multiple figures that enhance and/or elaborate a person, place, thing, or idea
discussed during this section. Uploaded items cannot exceed 100mb. Also, please note you are not obligated to use
any/all of the provided figure upload fields.
#1 Optional Figure
Title
Table: Summary of Growth and Improvement Plans
#1 Optional Figure
No File Uploaded
#2 Optional Figure
Title
#2 Optional Figure
No File Uploaded
#3 Optional Figure
Title
#3 Optional Figure
No File Uploaded
Please use the following section to add one or multiple photos that enhance and/or elaborate a person, place, thing, or idea
discussed during this section. Uploaded items cannot exceed 100mb. Also, please note you are not obligated to use
any/all of the provided photo upload fields.
#1 Optional Photo Title
#1 Optional Photo
No File Uploaded
#2 Optional Photo Title
#2 Optional Photo
No File Uploaded
#3 Optional Photo Title
#3 Optional Photo
No File Uploaded
Page: Appendices
Question Answer
Please use the following section to upload any further files that either enhance or elaborate on items previously discussed
in your IEP University Submission. Uploaded items cannot exceed 100mb. Also, note that reviewers are not obligated to
51
visit and review optional links, forms, or images.
#1 Optional Appendix
No File Uploaded
#2 Optional Appendix
No File Uploaded
#3 Optional Appendix
No File Uploaded
#4 Optional Appendix
No File Uploaded
#5 Optional Appendix
No File Uploaded
52
Memorandum
REPORT TO:Economic Vitality Board
FROM:Jesse DiTommaso, Economic Development Specialist
Brit Fontenot, Economic Development Director
SUBJECT:Final Adoption of the Economic Vitality Board's Two-Year Workplan
MEETING DATE:April 18, 2024
AGENDA ITEM TYPE:Citizen Advisory Board/Commission
RECOMMENDATION:I move to adopt the 2024-2025 Economic Vitality Board Workplan
STRATEGIC PLAN:2.3 Workforce Development: Support education and workforce development
initiatives to improve the skills of our citizens.
BACKGROUND:At the January 3, 2024, EV Board meeting staff introduced a recommended a
two-year workplan for the EV Board. An important goal in the development
of the workplan was to maintain alignment with the Commission adopted
plans that guide our work in the areas of Economic Development, Affordable
Housing, DE&I and Public Art.
While the Board succeeded in maintaining the alignment described above, at
that time, the City Commission had not discussed Commission priorities.
Staff advised the Board that once the Commission priorities were identified
and approved, we would return the Board with those priorities for further
discussion. The Board requested that staff return with more specific
information related to the Board's workplan priorities.
On January 26, 2024, the City Commission discussed two-year priorities. A
copy of those priorities were included in your packet material, along with a
revised and more detailed two-year EV Board workplan. Typically, the
Commission passes a resolution supporting their priorities once finalized.
The City Commission has not yet finalized their priorities.
Staff believes the work plan presented to the board on March 6, 2024 is in
alignment with the Commission's draft priorities as well as the board's
priorities. A final version of the workplan is attached. In the event the
Commission adopts a priority within the purview of the Economic Vitality
Board that is not on the workplan, an amendment to the workplan may be
brought to the board.
UNRESOLVED ISSUES:None.
53
ALTERNATIVES:As directed by the Economic Vitality Board.
FISCAL EFFECTS:None.
Attachments:
EV Board 2 year workplan 2024 - 2025 v 2 1-12-23.pdf
Report compiled on: February 28, 2024
54
1
ECONOMIC VITALITY BOARD 2 YEAR WORK PLAN 2024 & 2025
Focus Area 1: Economic Development
WP Item
Description:
Strategic
Priorities
Connection:
Board Time
Commitment:
Staff Time
Commitment: Schedule: Budget
Impact:
Continue the
implementation of
the workforce
development
initiatives of the
2023 Economic
Vitality Strategy
(EVS)
An Innovative
Economy ongoing 3 – 5 years ongoing Staff
time/unknown
EVS Objective 1.2:
Provide
comprehensive
and coordinated
skills development
starting with
childcare through
middle school and
higher-ed
An Innovative
Economy ongoing 1 – 2 years ongoing Staff
time/unknown
EVS Objective 1.3:
Improve access to
career
opportunities for
local and
surrounding rural
residents
An Innovative
Economy ongoing 1 – 2 years ongoing Staff
time/unknown
EVS Objective 2.2:
Enhance
development of
the talent pipeline
An Innovative
Economy ongoing 1 – 2 years ongoing Staff
time/unknown
EVS Objective 2.3:
Elevate a growing
creative arts
industry cluster
An Innovative
Economy ongoing 1 – 2 years ongoing Staff
time/unknown
EVS Objective 3.1: An Innovative
Economy ongoing 1 – 2 years ongoing Staff
time/unknown
55
2
Increase amount
and access to
housing for all
EVS Objective 3.3:
Foster a culture
focused on climate
change resilience
An Innovative
Economy ongoing 1 – 2 years ongoing Staff
time/unknown
Implement Bozeman
specific components
of the Gallatin
County Child Care
Strategy
An Innovative
Economy 12 months 12 months Jan 2024 –
Dec 2025
Staff
time/unknown
Focus Area 2: Community Housing
WP Item
Description:
Strategic
Priorities
Connection:
Board Time
Commitment:
Staff Time
Commitment: Schedule: Budget
Impact:
Consolidated Plan A Well-Planned
City 9 months 9 months Nov 2023 –
Sept 2024 $120,000
UDC Overhaul
(Community Housing
related sections
only)
City Commission
Priorities 2022 6 – 9 months 6 - 9 months
March/April
2024 – Dec
2024
$500,000
Increase community
outreach and
education efforts
A Well-Planned
City 24 Months 24 Months Jan 2024 –
Dec 2025 unknown
Strengthen
partnerships with
local housing
organizations (HRDC,
Headwaters
Community Housing
Trust
A Well-Planned
City 24 Months 24 Months Jan 2024 –
Dec 2025 unknown
Increase resources
for the for the
development and
preservation of
affordable and
workforce housing in
the community
A Well-Planned
City 24 Months 24 Months Jan 2024 –
Dec 2025 unknown
Focus Area 3: Diversity Equity and Inclusion
56
3
WP Item
Description:
Strategic
Priorities
Connection:
Board Time
Commitment:
Staff Time
Commitment: Schedule: Budget
Impact:
Implement the
Belonging in
Bozeman (BiB)
Action Plan
Safe Welcoming
Community 12-24 months 3-5 years Jan 2024 –
Dec 2025 unknown
BiB Objective 3.2
(Priority #3) Provide
training on how to
apply for city
contracts and
become a city
vendor, connect
experienced city
vendors with small
business owners to
subcontract and gain
experience
Safe Welcoming
Community 12-24 months 3-5 years Jan 2024 –
Dec 2025 unknown
BiB Objective 5.1
(Priority #1) Develop
an equity impacts
decision making tool
and train elected
officials, advisory
board members, and
staff in its use.
Safe Welcoming
Community 12-24 months 3-5 years Jan 2024 –
Dec 2025 unknown
Focus Area 4: Public Art
WP Item
Description:
Strategic
Priorities
Connection:
Board Time
Commitment:
Staff Time
Commitment: Schedule: Budget
Impact:
Help establish the
Public Art
Management Plan
A Creative
Learning Culture 3 – 6 Months 3 – 6 Months Jan 2024 –
June 2024
1% of a
facility
construction
budget
57
Memorandum
REPORT TO:Economic Vitality Board
FROM:Jesse DiTommaso, Economic Development Specialist
Brit Fontenot, Economic Development Director
SUBJECT:Economic Vitality Board Resolution 2024-01, Wishing Commission
Christopher Coburn Well
MEETING DATE:April 18, 2024
AGENDA ITEM TYPE:Resolution
RECOMMENDATION:Economic Vitality Board Resolution 2024-01, wishing Commission
Christopher Coburn well.
STRATEGIC PLAN:1.1 Outreach: Continue to strengthen and innovate in how we deliver
information to the community and our partners.
BACKGROUND:At the March 19, 2024 Bozeman City Commission meeting, Commissioner
Coburn announced his resignation from the City Commission. Members of
the Economic Vitality Board requested a formal resolution to thank him for
his service and to wish him well on his future endeavors.
UNRESOLVED ISSUES:None.
ALTERNATIVES:As recommended by the Board.
FISCAL EFFECTS:None.
Attachments:
EVB Resolution 001 - Coburn.docx
Report compiled on: April 8, 2024
58
Resolution 2024-01 Wishing Commissioner Christopher Coburn Well
Page 1 of 2
ECONOMIC VITALITY CITIZEN ADVISORY BOARD
RESOLUTION 2024-01
A RESOLUTION OF THE ECONOMIC VITALTY BOARD OF THE CITY OF BOZEMAN,
MONTANA, WISHING COMMISSIONER CHRISTOPHER COBURN WELL.
WHEREAS, the City of Bozeman has granted the Economic Vitality Boardauthority to wish
Commission Christopher Coburn well through Resolution 5329 and,
WHEREAS,Christopher Coburn was the inaugural commissioner assigned to the Economic
Vitaly Board, and,
WHEREAS, Christopher Coburn has been invaluable to the board with insights and thoughtful
comments on the issues we discussed, and,
WHEREAS, Christopher Coburn has always approached his time with the board with grace,
generosity, and a supportive spirit,
NOW THEREFORE, BE ITRESOLVED that the Economic Vitality Board thanks Christopher for
all his work and wishes him well in all his future endeavors.
Passed and adopted by the Economic Vitality Board of the City of Bozeman, Montana, at a session
held on the 18th day of April 2024.
______________________________________
Katy Osterloth, Chair
Economic Vitality Board
59
Resolution 2024-01 Wishing Commissioner Christopher Coburn Well
Page 2 of 2
ATTEST:
___________________________
Brit Fontenot, Economic Development Director
City of Bozeman
60