HomeMy WebLinkAboutResolutions 5604 - Adoption of the 2025-2029 Community Development Block Grant Consolidated Housing PlanVersion April 2020
RESOLUTION 5604
A RESOLUTION OF THE CITY COMMISSION OF THE CITY OF BOZEMAN,
MONTANA, ADOPTING THE 2024-2029 CONSOLIDATED HOUSING PLAN, 2024-2029
FAIR HOUSING EQUITY PLAN, AND THE 2024 ANNUAL HOUSING ACTION PLAN.
WHEREAS, the Consolidated Plan, Annual Action Plan, and Fair Housing Plan support
the work of the City of Bozeman in the administration of the Community Development Block
Grant (CDBG) fund. The CDBG Entitlement Program provides annual grants on a formula basis
to entitled cities to develop viable urban communities by providing decent housing and a suitable
living environment, and by expanding economic opportunities, principally for low-and moderate-
income persons.
WHEREAS, eligibility for participation as an entitlement community is based on
population data provided by the U.S. Census Bureau and metropolitan area delineations published
by the Office of Management and Budget. The U.S. Department of Housing and Urban
Development (HUD) determine the amount of each entitlement grantee’s annual funding
allocation by statutory dual formula which uses several objective measures of community needs,
including the extent of poverty, population, housing overcrowding, age of housing and population
growth lag in relationship to other metropolitan areas.
WHEREAS, the Consolidated Plan guides policy and investment for housing, economic,
and other community development in Montana. It is designed to meet requirements set forth by
HUD and various housing and community development acts passed by the U.S. Congress. The
Consolidated Plan documents needs as affordable housing, homelessness, infrastructure,
community facilities, and economic development.
WHEREAS, on August 24, 2023, the City of Bozeman received notification from HUD’s
Region VIII Office of Community Planning and Development that the city has the sufficient
population to meet the definition of a Metropolitan City under the CDBG program and is eligible
to become what is known as an “entitlement jurisdiction” and is therefore eligible to receive CDBG
funding directly from HUD.
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WHEREAS, on May 18, 2024 the City of Bozeman received notification from the Office
of Community Planning and Development (CPD) that the City’s Fiscal Year 2024 allocation for
the Community Development Block Grant (CDBG) is $325,859.00. These grant funds provide the
financial tools to support low- and moderate-income individuals, families, and communities to
address homelessness, affordable housing challenges, aging infrastructure, and economic
hardship.
WHEREAS, the Belonging in Bozeman Equity and Inclusion Plan outlines a collective
vision for the City of Bozeman where housing is available, affordable, accessible, and safe. The
plan proposes making equitable and inclusive housing a reality in Bozeman by focusing
strategically on homelessness, displacement, aging in place and universal building accessibility,
increasing community knowledge, and lobbying for local solutions at the state level, so that
Bozeman residents of all ages, abilities, and income levels can feel confident and secure in call
Bozeman their home.
WHEREAS, on June 15, 2024, a public hearing was held before the Economic
Development Board to provide the public an opportunity to comment on the plan development
process, community engagement strategy, and to identify other significant housing and community
development needs in the community. The Board unanimously agreed that addressing
homelessness is a critical need in the community and that the City should focus on the most at-risk
population with CDBG funding.
WHEREAS, the Bozeman Strategic Plan, adopted on April 16, 2018, via Resolution 4852,
calls for the City of Bozeman to vigorously encourage, through a wide variety of actions, the
development of sustainable and lasting housing options for underserved individuals and families
and improve mobility options that accommodate all travel modes.
WHEREAS, The Bozeman City Commission has demonstrated a strong commitment to
funding and facilitating safe, accessible, and affordable housing in Bozeman.
NOW, THEREFORE, BE IT RESOLVED by the City Commission of the City of
Bozeman, Montana, to wit:
Section 1
The 2024-2029 Consolidated Housing Plan, 2024-2029 Fair Housing Plan, and the 2024 Annual Housing Action Plan for the City of Bozeman, attached hereto as Exhibit A, are hereby adopted serving as a framework to identify housing and community development priorities that align with focus funding from HUD’s Community Planning and Development Programs.
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Section 2
The City Manager is hereby authorized to submit the 2024-2029 Consolidated Housing
Plan, 2024-2029 Fair Housing Equity Plan, and the 2024 Annual Action Plan to the U.S.
Department of Housing and Urban Development for approval.
Section 3
The City Manager is further authorized to take all necessary actions to implement the strategies and objectives outlined in the Consolidated Plan, including but not limited to the
allocation and administration of federal funds received through HUD programs.
Section 4
Effective Date
The Resolution shall be in full force and effective upon passage.
PASSED, ADOPTED, AND APPROVED by the City Commission of the City of
Bozeman, Montana, at a regular session thereof held on the _____ day of ________, 20____.
___________________________________
TERRY CUNNINGHAM
Mayor
ATTEST:
___________________________________
MIKE MAAS
City Clerk
APPROVED AS TO FORM:
___________________________________
GREG SULLIVAN
City Attorney
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August6th 24
PREPARED FOR: ADOPTED
City of Bozeman Economic Development Dept. TBD
121 N. Rouse Avenue, Bozeman, MT 59715
www.bozeman.net/departments/economic-development
(406) 582-2300
REVISED DRAFT 7-31-24
Community Development Block
Grant (CDBG) Consolidated Plan
for Fiscal Years 2025-2029
What is the Consolidated Plan?: This document is a requirement of the U.S.
Department of Housing and Urban Development (HUD) as a condition of
receiving a direct allocation of Community Development Block Grant (CDBG)
funds. It provides the vision, goals, and plan specifically for allocating CDBG funds
granted to the City by HUD. These funds must benefit low- and moderate-income
households.
This document is not intended to replace the City’s other housing plans, most
notably the Community Housing Action Plan, which provides a comprehensive
strategy across the housing continuum and prioritizes a broader set of resources.
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Consolidated Plan BOZEMAN 1
OMB Control No: 2506-0117 (exp. 09/30/2021)
Executive Summary
ES-05 Executive Summary - 24 CFR 91.200(c), 91.220(b)
1. Introduction
This document – the City of Bozeman’s five-year Consolidated Plan for Fiscal Years 2025-2029
(Consolidated Plan) – provides the vision, goals, and plan for allocating federal housing and community
development funds granted to the City by the U.S. Department of Housing and Urban Development
(HUD). These funds must benefit low- and moderate-income households.
HUD block grant funds covered by this plan include:
Community Development Block Grant (CDBG): CDBG primarily funds community and economic
development activities. Examples of eligible activities include: building and rehabilitating
community centers and nonprofit facilities, improving public infrastructure such as sidewalks
and lighting and roads, supporting skill development and job acquisition for workers, and
providing direct services to eligible individuals. CDBG funds can be used for some housing
activities including home rehabilitation, accessibility improvements to accommodate persons
living with disabilities, and down payment assistance for homebuying – as well as emergency
and disaster response assistance.
2. Summary of the objectives and outcomes identified in the Plan Needs Assessment
Overview
The greatest housing and community development needs in Bozeman identified through the
development of this Plan include:
More affordable rental housing options, particularly for local workforce;
More affordable homeownership opportunities;
More transitional housing and emergency shelter options;
More accessible housing and supportive housing;
Increased access to critical community services, such as mental health services, chemical
dependency services, and affordable and available childcare.
The five-year goals established to address housing and community development needs in Bozeman
include:
Increase, protect and preserve affordable rental and homeownership housing opportunities by
improving access to a diverse set of affordable housing, including but not limited to, naturally
occurring affordable housing (NOAH), supportive housing for seniors and residents living with
disabilities, and accessible housing.
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Improve housing stability for individuals and households with critical needs, including persons
experiencing or at-risk of homelessness by providing appropriate housing and service solutions
grounded in Housing First approaches, including but not limited to, emergency shelter,
transitional housing, and other supportive services.
Improve community services by addressing critical needs and promoting equity through
improved or increased access to community programming, including but not limited to, mental
health services, chemical dependency services, and affordable and available childcare.
Planning and Administration to support the goals articulated above.
3. Evaluation of past performance
The City of Bozeman received notification that it has sufficient population to meet the definition of a
Metropolitan City under the Community Development Block Grant program and is entitled to an annual
formula allocation of CDBG funds in Federal Fiscal Year 2024 on August 24, 2023. As such, this is the
City’s first Consolidated Plan..
4. Summary of citizen participation process and consultation process
The City of Bozeman’s primary goal for community participation is to facilitate engagement
opportunities that allow for a broad and diverse representation of the community to participate in the
development of the plan. Additionally, the City engaged with housing, economic, and other service
agencies, organizations, and experts to gather current information on the needs and priorities of low- to
moderate-income households in Bozeman. Specifically, the City:
Presented to the City Commission on April 16, 2024 and July 23, 2024. Presented to the
Economic Vitality Board twice over the course of the plan’s development. Presented to the
Inter-Neighborhood Council on June 13, 2024 and the Community Development Board on July
15, 2024. These meetings are open to the public.
Consulted with representatives from several agencies and organizations to collect specific
feedback on the needs and priorities of the populations they serve.
Hosted four focus groups with organizations that serve residents living with disabilities, families
and individuals experiencing homelessness
Developed a community needs survey in English and Spanish to identify the greatest needs in
the residents’ neighborhoods and how they want the City to prioritize federal funding. The City
worked with several service providers and nonprofit organizations to promote the survey.
Held a 30-day draft public comment period and two public hearings to provide additional
opportunities for residents to provide input and comment on the draft document.
5. Summary of public comments
Most public comments were supportive of the Consolidated Plan while calling for additional attention
(and funding) to address immediate needs of people experiencing and at risk of homelessness. In
response to such comments—including input from City Commission—the City has adjusted the expected
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prioritization of funds in years 2-5 of the planning period to include more funding for Goal #2 (Improve
housing stability for individuals and households with critical needs). Other comments included
appreciation for Davis-Bacon wage standards, requests to ensure all materials are accessible for vision-
impaired residents, and encouragement to City staff to minimize bureaucracy required to administer
federal funds and a call for regional partnerships in addressing housing and community development
needs.
6. Summary of comments or views not accepted and the reasons for not accepting them
All comments were accepted and where applicable, addressed in the Consolidated Plan.
7. Summary
The City utilized the findings from the Needs Assessment (NA) and Market Analysis (MA) sections, as
well as the findings from the community engagement efforts, which included stakeholder consultations,
resident focus groups, a housing and community needs survey with over 950 responses, and public
comment to develop the goals identified in this Consolidated Plan. The Strategic Plan goals were also
developed to align and reinforce other goals, strategies, and recommendations articulated in other
existing City plans.
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The Process
PR-05 Lead & Responsible Agencies 24 CFR 91.200(b)
1. Describe agency/entity responsible for preparing the Consolidated Plan and those
responsible for administration of each grant program and funding source
The following are the agencies/entities responsible for preparing the Consolidated Plan and those
responsible for administration of each grant program and funding source.
Agency Role Name Department/Agency
Lead Agency BOZEMAN
CDBG Administrator BOZEMAN City of Bozeman Economic
Development Department
Table 1 – Responsible Agencies
Narrative
The City of Bozeman’s Economic Development Department administers the Community Development
Block Grant (CDBG) program for the city of Bozeman, Montana. The City has administered the CDBG
Entitlement Program since 2024.
CDBG funds are awarded to the City from the U.S. Department of Housing and Urban Development
(HUD) annual budget on the Federal Fiscal Year (FFY). The FFY24 runs from October 1, 2023 through
September 30, 2024. Program Years (PY) are adopted by each local jurisdiction and can be different than
the FFY. The City of Bozeman Program Year 2024 runs November 1, 2024 through October 31, 2025.
Consolidated Plan Public Contact Information
For more information about Bozeman’s 2024-2028 Consolidated Plan:
Go-to: https://engage.bozeman.net/consolidatedplan
Call: 406-582-2258
Mail/Visit: City of Bozeman, Economic Development Department, 121 N. Rouse Avenue,
Bozeman, MT, 59715
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Consolidated Plan BOZEMAN 5
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PR-10 Consultation – 91.100, 91.110, 91.200(b), 91.300(b), 91.215(I) and
91.315(I)
Introduction
This section summarizes how the City of Bozeman coordinates with housing providers, other relevant
government departments and agencies, including the state Continuum of Care, and reviews how the
City consulted with stakeholders during the development of the Consolidated Plan.
Provide a concise summary of the jurisdiction’s activities to enhance coordination between
public and assisted housing providers and private and governmental health, mental health
and service agencies (91.215(I)).
The City works with the Regional Housing Coalition (a Coalition of housing providers, developers, the
business community, and local government) to inform and shape priorities and strategies to address
housing needs. The Regional Housing Coalition hosts a subcommittee called the Unhoused to Housed
Initiative (a committee with representation from homeless service providers and City and County
officials and personnel) that assesses service gaps and develops regional strategies and priorities to
address homelessness. The City works with the Gallatin Behavioral Health Coalition (a Coalition of
healthcare and service providers and local governments) to identify gaps and implement strategies to
address mental health service needs across the community.
The City of Bozeman and Gallatin County do not have a public housing authority. The Human Resource
Development Council of District IX, Inc. (HRDC) has acted as a public housing authority for the City and
County since 1995.
HRDC is a Certified Housing Development Organization, Community Development Corporation, and
Community Action Agency. HRDC develops, preserves, owns, and manages affordable housing, ranging
from multi-family properties with HUD subsidies to Low-Income Housing Tax Credit developments to
single and multi-family community land trust homes. HRDC also provides housing services ranging from
emergency shelter to transitional housing to rental assistance to homebuyer education and down
payment assistance. HRDC also administers the Section 8 Housing Choice Voucher program as a field
agent for the State of Montana.
The City of Bozeman and Gallatin County and HRDC work closely to ensure coordination across public
and private housing and service organizations.
Describe coordination with the Continuum of Care and efforts to address the needs of
homeless persons (particularly chronically homeless individuals and families, families with
children, veterans, and unaccompanied youth) and persons at risk of homelessness
The Montana Continuum of Care Coalition (MTCoC) is responsible for local, regional, and statewide
coordination of housing and services for individuals and families experiencing homelessness. The MTCoC
does not provide direct assistance with housing or support services. They work with local service
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providers across Montana to help individuals, families, and youth experiencing homelessness. HRDC acts
as the MTCoC Local Coordinator. Pathways MISI is a not-for-profit partnership that supports the success
of HRDC’s Continua of Care. Pathways offers planning, data, and consulting services that help HRDC plan
for growth and comply with HUD, HMIS, HIPPA and other applicable regulations.
Describe consultation with the Continuum(s) of Care that serves the jurisdiction's area in
determining how to allocate ESG funds, develop performance standards and evaluate
outcomes, and develop funding, policies and procedures for the administration of HMIS
City of Bozeman collaborates with HRDC, which manages our region’s CoC services. The Regional
Housing Coalition hosts a subcommittee called the Unhoused to Housed Initiative (a committee with
representation from homeless service providers and City and County officials and personnel) that
assesses service gaps and develops regional strategies and priorities to address homelessness. HRDC, as
the ESG grantee determines how to allocate ESG funds, develop performance standards, evaluate
outcomes, develop funding, policies, and procedures for the administration of HMIS. The City meets
with HRDC on a monthly basis to discuss issues such as homelessness, transitional housing, rapid
rehousing, permanent supportive housing, navigation services, and first-time homebuyer education. The
City also supports HRDC’s year-round shelter.
2. Describe Agencies, groups, organizations and others who participated in the process
and describe the jurisdictions consultations with housing, social service agencies and other
entities
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Agency/Group/O
rganization
Agency/Group/
Organization
Type
What section of
the Plan was
addressed by
Consultation?
How was the Agency/Group/Organization
consulted and what are the anticipated
outcomes of the consultation or areas for
improved coordination?
CHILD CARE
CONNECTIONS
Services –
Children
Needs Assessment
and Strategic Plan
A representative from Child Care Connections
provided input on needs and outcomes during
a stakeholder meeting on Wednesday, April
17, 2024.
MONTANA
HOUSING
COALITION
Other –
Statewide
housing
coalition
Needs Assessment,
Market Analysis,
and Strategic Plan
A representative from Montana Housing
Coalition provided input on needs and
outcomes during a stakeholder meeting on
Wednesday, April 17, 2024.
GROUNDPRINT Planning
Organization
Needs Assessment,
Market Analysis,
and Strategic Plan
A representative from Groundprint provided
input on needs and outcomes during a
stakeholder meeting on Thursday, April 18,
2024.
REACH, Inc. Services –
Persons with
Disabilities
Needs Assessment,
Market Analysis,
and Strategic Plan
A representative from REACH provided input
on needs and outcomes during a stakeholder
meeting on Thursday, April 18, 2024.
BOZEMAN
CHAMBER OF
COMMERCE
Business Leaders Needs Assessment,
Market Analysis,
and Strategic Plan
A representative from the Bozeman Chamber
of Commerce provided input on needs and
outcomes during a stakeholder meeting on
Friday, April 19, 2024.
BRIDGERCARE Services – Health Needs Assessment
and Strategic Plan
A representative from Bridgercare provided
input on needs and outcomes during a
stakeholder meeting on Friday, April 19, 2024.
HAVEN Services –
Victims of
Domestic
Violence
Needs Assessment,
Market Analysis,
and Strategic Plan
A representative from Haven provided input
on needs and outcomes during a stakeholder
meeting on Tuesday, April 23, 2024.
FAMILY PROMISE
OF GALLATIN
VALLEY
Services –
Housing,
Homeless,
Children
Needs Assessment,
Market Analysis,
and Strategic Plan
A representative from Family Promise of
Gallatin Valley provided input on needs and
outcomes during a stakeholder meeting on
Wednesday, April 24, 2024.
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STATE OF
MONTANA
CONTINUUM OF
CARE COALITION
Other –
Statewide CoC
Needs Assessment
and Strategic Plan
A representative from the Montana CoC
provided input on needs and outcomes during
a stakeholder meeting on Thursday, April 25,
2024.
MSU
INNOVATION
CAMPUS
Services –
Education,
Employment,
Business
Leaders
Market Analysis
and Strategic Plan
A representative from the MSU Innovation
Campus provided input on needs and
outcomes during a stakeholder meeting on
Tuesday, April 30, 2024.
HEADWATERS
HOUSING TRUST
Housing Needs Assessment,
Market Analysis,
and Strategic Plan
Two representatives from Headwaters
Housing Trust provided input on needs and
outcomes during a stakeholder meeting on
Wednesday, May 1, 2024.
THE HRDC Services –
Housing,
Homeless,
Education,
Employment,
and Health
Needs Assessment,
Market Analysis,
and Strategic Plan
A representative from HRDC provided input on
needs and outcomes during a stakeholder
meeting on Wednesday, May 1, 2024
GREATER
GALLATIN UNITED
WAY
Services –
Education,
Children, and
Health
Needs Assessment
and Strategic Plan
A representative from Greater Gallatin United
Way provided input on needs and outcomes
during a stakeholder meeting on Tuesday,
June 11, 2024.
GALLATIN
COUNTY
EMERGENCY
MANAGEMENT
Agency –
Emergency
Management
A representative from Gallatin County
Emergency Management provided input on
needs and outcomes during a stakeholder
meeting on Thursday, June 13, 2024.
Table 2 – Agencies, groups, organizations who participated
Identify any Agency Types not consulted and provide rationale for not consulting
All relevant agencies and groups were invited to participate in the development of the Consolidated
Plan; none were intentionally excluded or not invited to participate.
Other local/regional/state/federal planning efforts considered when preparing the Plan
The plans, studies, and community engagement activities conducted by other city departments and
other partners and organizations were consulted during the development of the Consolidated Plan
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appear in the matrix below (Table 3). Relevant information from those documents appears throughout
this Consolidated Plan.
Name of Plan Lead
Organization
How do the goals of your Strategic Plan overlap with the
goals of each plan?
2023 Belonging in
Bozeman Equity Plan
City of
Bozeman
City’s Diversity, Equity, and Inclusion Plan. The
Consolidated Plan goals were developed in alignment
with the Belonging in Bozeman goals.
2020 Community Housing
Action Plan
City of
Bozeman
The Community Housing Action Plan outlines a
partnership framework to address community housing in
Bozeman over the next five years. The CHAP helped to
inform the development of the Consolidated Plan goals.
2020 Bozeman
Community Plan
City of
Bozeman
The City’s General Plan guiding growth and community
development. The Plan helped to inform the
development of the Consolidated Plan goals.
2023 Economic
Development Strategy
City of
Bozeman
This Strategy provides deliberate direction to guide
actions that will evolve over the next five years to meet
dynamic economic and business conditions. The
Consolidated Plan goals were developed in alignment
with the EDS goals.
2020 Bozeman Climate
Plan
City of
Bozeman
Bozeman’s Climate Plan to reduce the City’s GHG
emissions and create a more resilient and equitable
community. The Climate Plan helped to inform the
development of the Consolidated Plan goals.
2019 City of Bozeman
Vulnerability Assessment
and Resiliency Strategy
City of
Bozeman
This Assessment and Strategy helps the City anticipate
how best to adapt to the risks associated with climate
change. This Strategy helped to inform the development
of the Consolidated Plan goals.
Table 3 – Other local / regional / federal planning efforts
Describe cooperation and coordination with other public entities, including the State and any
adjacent units of general local government, in the implementation of the Consolidated Plan
(91.215(l))
The City of Bozeman intends to coordinate with Gallatin County, the Regional Housing Coalition, and the
Montana Housing Coalition in the implementation of the Consolidated Plan.
While the City of Bozeman is creating its Consolidated Plan, Gallatin County is writing a growth policy
including a housing strategy to create a comprehensive, balanced, and equitable housing strategy that
identifies opportunities for Gallatin County to address growing housing challenges. The purpose of the
strategy is to: understand how the housing market has changed across the County; identify what types
of housing people need compared to what the market is providing; and determine roles for the County
to improve hosing access for employees and residents.
By uniting diverse experts and decision-makers – from government leaders to housing developers,
banks, realtors, employers, and more – the Regional Housing Coalition (RHC) ignites collaboration and
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innovation to tackle the region’s pressing challenges of housing attainability and affordability. The RHC
informs community members, coordinates diverse partners, and resources, and catalyzes solutions to
address housing stability and attainability in Gallatin County. Through strategic coordination and
alignment, the coalition ensures that resources are leveraged, and every effort is synchronized towards
a common goal.
The Montana Housing Coalition (MHC) advocates for state housing policy that creates homes that
working families, seniors, veterans, and Montanans with disabilities can afford to rent or buy. Legislative
priorities for the MHC include: support of a State Workforce Housing Tax Credit; reauthorization of the
Coal Trust Multifamily Homes Program; and investment in the Housing Montana Fund.
Narrative (optional):
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PR-15 Citizen Participation – 91.105, 91.115, 91.200(c) and 91.300(c)
1. Summary of citizen participation process/Efforts made to broaden citizen participation
Summarize citizen participation process and how it impacted goal-setting
Public Meetings
The City’s Economic Vitality Citizen Advisory Board (EVB) works with the City’s Economic Development Department on general economic
development, housing, municipal art, and diversity, equity, and inclusion efforts. For the development of this plan, the City engaged with the
following groups:
City Commission—April 16, 2024 and July 23, 2024
Economic Vitality Board—April 18, 2024 and June 5, 2024
Inter-Neighborhood Council—June 13, 2024
Community Development Board—July 15, 2024
Housing and Community Needs Survey
The City of Bozeman developed a housing and community needs survey for both residents and stakeholders to identify respondents’ greatest
housing, community development, public service, and economic development needs, as well as provide feedback on how the City should
prioritize its funding. The survey was available online from March 25th to May 10th, 2024, in both English and Spanish. Additionally, the survey
was available in hard copy form in English and Spanish. The survey was promoted through email blasts, social media, stakeholder networks, and
community partners and organizations. More than 950 responses to the survey were received. A complete summary of the survey findings can
be found in the Community Engagement Findings report section in the appendix.
Public Hearings
Two public hearings were held at City Council meetings throughout the development of the plan.
April 16th, 2024 – City Council was given an overview of the Consolidated Plan planning process and community engagement strategy.
The public was asked to provide feedback on the plan development process, community engagement strategy, and other significant
housing and community development needs in the city. A summary of those comments are below.
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Several comments were made during this public hearing, including a significant need for more affordable housing. Supportive housing for
people living with disabilities and tiny home communities were noted as housing types needed in Bozeman. Residents also encouraged this
plan to draw on needs and outcomes from previous community engagement efforts, specifically the Belonging in Bozeman plan. Another
resident advocated for the City to host fair housing workshops or provide educational resources about fair housing for residents.
July 23rd, 2024 – City Council will be given an overview of the draft Consolidated Plan and asked to consider adoption of the plan. This
public hearing will be held during the 30-day public comment period from July 1 to July 31, 2024, to receive final comments and
feedback on the draft Consolidated Plan.
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Citizen Participation Outreach
Sort
Order
Mode of
Outreach
Target of
Outreach
Summary of
response/attendance
Summary of
comments received
Summary of comments
not accepted
and reasons
URL (If
applicable)
1 Housing
and
Community
Needs
Survey
Low- and
moderate-
income
residents,
other
vulnerable
populations.
953 Bozeman residents and
stakeholders responded to the
survey. The survey was open from
March to May 2024.
Findings from the
housing and
community needs
survey are summarized
in Section II of the
City’s Fair Housing Plan
(Appendix to this plan).
All comments were
accepted.
n/a
2 Public
Hearing
Non-
targeted/broad
community
A public hearing before City
Commission was held on April 16,
2024, to provide the public an
opportunity to comment on the
plan development process,
community engagement strategy,
and to identify other significant
housing and community
development needs in the city.
Comments from this
public hearing are
summarized above in
the PR-15 section.
All comments were
accepted.
n/a
3 Public
Hearing
Non-
targeted/broad
community
A public hearing before the
Economic Vitality Board was held
on June 5, 2024, to provide the
public an opportunity to comment
on the plan development process,
community engagement strategy,
and to identify other significant
housing and community
development needs in the city.
Findings from this
public meeting are
summarized in the
Community
Engagement Appendix.
All comments were
accepted.
n/a
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Sort
Order
Mode of
Outreach
Target of
Outreach
Summary of
response/attendance
Summary of
comments received
Summary of comments
not accepted
and reasons
URL (If
applicable)
4 Public
Meeting
Non-
targeted/broad
community
A public meeting was held before
the Inter Neighborhood Council on
June 13, 2024, to provide the
public an opportunity to comment
on the City’s draft Consolidated
Plan.
Comments will be
summarized in the final
version of the
Consolidated Plan.
TBD n/a
5 Public
Hearing
Non-
targeted/broad
community
A public hearing will be held
before the Community
Development Board on July 15,
2024, to provide the public an
opportunity to comment on the
City’s draft Consolidated Plan.
Comments will be
summarized in the final
version of the
Consolidated Plan.
TBD n/a
6 Public
Hearing
Non-
targeted/broad
community
A public hearing will be held
before the City Commission on July
23, 2024, to provide the public an
opportunity to comment on the
City’s draft Consolidated Plan.
Comments will be
summarized in the final
version of the
Consolidated Plan.
TBD n/a
Table 4 – Citizen Participation Outreach
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Needs Assessment
NA-05 Overview
Needs Assessment Overview
The needs assessment examines a variety of housing, homeless, community development, and non-
homeless special needs through an analysis of the most updated Census data and CHAS data. These data
quantify housing problems, such as overcrowding and cost burden and disproportionate needs, and
measure the magnitude of non-homeless special needs populations, including elderly residents, people
experiencing disabilities, or populations with HIV/AIDS.
Between 2009 and 2020, according to American Community Survey (ACS) data, the City of Bozeman
gained 8,010 people, an increase of 20%. The number of households increased by 23%, meaning that
household formation outpaced population growth. This is due to a significant increase in the number of
people in Bozeman who are living in non-family households (2,695 households) compared to a much
smaller increase in the number of families with children (617). This trend is likely driven by the increase
in student population over the last decade. Average household size has remained largely the same
during this time period (2.11 in 2010, 2.17 in 2020).
Median household income has increased by nearly a third over the same time period and is now
$59,695. Between 2010 and 2020, median income increased across racial and ethnic groups, but not
equally: White, non-Hispanic median household income rose by $18,161; American Indian/Alaska Native
median household income rose by $13,931; Hispanic median household income rose by $10,162; and
Black/African American median household income rose by $9,520.
The primary housing needs in Bozeman, as presented in HUD CHAS housing problems data, include:
Severe housing cost burden, where households pay more than 50% of their household gross
income on housing, is the most common housing problem for renters and owners with incomes
of less than 50% AMI.
Affordability. The median income in Bozeman has grown 31% since 2009. This has brought with
it affordability challenges for those who have not seen wages keep pace with housing costs—
particularly households living on fixed incomes or with limited ability to work. The challenges of
rising housing costs disproportionately fall on certain resident groups including people with
disabilities, people experiencing domestic violence, single parents with young children, and
people with mental health challenges.
Homelessness. The 2024 Point-in-Time (PIT) Count identified 409 individuals experiencing
homelessness in Bozeman in January 2024, which accounted for 20% of all residents
experiencing homelessness in the state of Montana identified during this year’s count.
Comparing these data to 2022 5-year ACS data, Hispanic, American Indian and/or Alaska Native,
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and Black/African American residents are all overrepresented in the unhoused population in
comparison to their proportions in Bozeman’s general population.
Non-homeless special needs. Residents who are victims of domestic violence, have young
children in their households; and/or have past experiences with drug or alcohol addiction face
the highest barriers to finding stable housing. The greatest needs identified for these
populations were more access to supportive housing situations, such as transitional housing and
permanent supportive housing. Additionally, these populations need access to a wide range of
supportive services, including mental health services, life skills/independent living support,
counseling, care management, and accessible transportation to health care facilities and
employment.
The five most critical housing needs in Bozeman identified in the housing and community needs survey
include:
Homeownership opportunities (84% of survey respondents, n=796);
Rental housing for low-income renters (75%, n=711);
Workforce housing (55%, n=525);
Emergency shelter (38%, n=364); and
Housing rehabilitation for low-income renters (36%, n=342).
The five most critical community development needs in Bozeman identified in the housing and
community needs survey include:
Affordable childcare (65% of survey respondents, n=615);
Mental health services (52%, n=477);
Supportive services for vulnerable populations (37%, n=353);
Climate-resilience planning and implementation (33%, n=316); and
More public transportation options (29%, n=276).
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NA-10 Housing Needs Assessment - 24 CFR 91.205 (a,b,c)
Summary of Housing Needs
The following data provide an analysis of housing problems in the City of Bozeman, as measured by
HUD’s unique Comprehensive Housing Affordability Strategy (CHAS) data.
There are four housing problems reflected in the CHAS data: 1) housing unit lacks complete kitchen
facilities; 2) housing unit lacks complete plumbing facilities; 3) household is overcrowded; and 4)
household is cost burdened.
A household is said to have a housing problem if they have any 1 or more of these 4 problems.
Overcrowding— more than 1 person per room.
Severe overcrowding—more than 1.5 persons per room.
Cost burden—monthly housing costs (including utilities) exceeding 30% of monthly income.
Severe cost burden—monthly housing costs (including utilities) exceeding 50% of monthly
income.
Population and household growth. The population of the city of Bozeman grew by 20% between 2009
and 2020, with the addition of 8,010 people. Household growth outpaced population growth, increasing
23% overall. This difference was driven by a significant increase in the number of people living in non-
family households (e.g., students) compared to a much smaller increase in the number of families with
children.
Income growth. Median income increased by nearly a third (31%) between 2009 and 2020 and is now
$59,695.
Households by income and type. An estimated 3,385 Bozeman households have incomes of less than
30% AMI (17% of all households), and another 3,250 households have incomes between 31% and 50%
AMI (16% of all households). In sum, a third of households of the city’s households are very low income.
There are approximately 12x as many small family households as large households, and close to twice as
many senior households with younger children, in the city.
Demographics Base Year: 2009 Most Recent Year: 2020 % Change
Population 40,320 48,330 20%
Households 16,575 20,455 23%
Median Income $45,729.00 $59,695.00 31%
Table 5 - Housing Needs Assessment Demographics
Alternate Data Source Name:
American Community Survey
Data Source Comments:
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Number of Households Table
0-30%
HAMFI
>30-50%
HAMFI
>50-80%
HAMFI
>80-100%
HAMFI
>100%
HAMFI
Total Households 3,385 3,250 3,620 2,355 7,850
Small Family Households 495 770 1,015 560 3,955
Large Family Households 10 225 60 25 255
Household contains at least one
person 62-74 years of age 285 275 555 320 1,470
Household contains at least one
person age 75 or older 330 220 185 255 395
Households with one or more
children 6 years old or younger 205 505 359 130 469
Table 6 - Total Households Table
Data
Source:
2016-2020 CHAS
Housing Needs Summary Tables
Of the Housing Problems included in Table 7, severe housing cost burden is the most common housing
problem for renters and owners with incomes of less than 50% AMI.
Severe cost burden is most prevalent among 0-30% AMI renters and owners. For renters with incomes
of 30% AMI and higher, cost burden is a more common problem than severe cost burden. The data
show that owners with incomes less than 30% AMI and greater than 50% AMI are more likely to be cost
burdened, while owners with incomes between 30% and 50% are more likely to experience severe cost
burden. Nearly half of homeowners experiencing cost burden have incomes between 51% and 80% AMI,
highlighting the challenges of keeping up with mortgage payments in a high-cost market. In all, 2,950
renters and 645 owners are severely cost burdened, while 2,350 renters and 1,235 owners are cost
burdened.
Compared to cost burden, a significantly smaller proportion of Bozeman’s population experience other
housing problems. Severe overcrowding, defined as more than 1.5 people per room, affects 100 renters
in Bozeman. Similarly, approximately 100 renters are impacted by substandard housing, defined as
lacking complete plumbing or kitchen facilities.
1. Housing Problems (Households with one of the listed needs)
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Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total 0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total
NUMBER OF HOUSEHOLDS
Substandard
Housing - Lacking
complete
plumbing or
kitchen facilities 60 20 15 20 115 0 0 0 0 0
Severely
Overcrowded -
With >1.51
people per room
(and complete
kitchen and
plumbing) 10 50 40 0 100 0 0 0 0 0
Overcrowded -
With 1.01-1.5
people per room
(and none of the
above problems) 0 4 0 0 4 0 0 10 0 10
Housing cost
burden greater
than 50% of
income (and
none of the
above problems) 2,095 810 45 0 2,950 270 210 110 55 645
Housing cost
burden greater
than 30% of
income (and
none of the
above problems) 230 1,320 745 55 2,350 310 145 595 185 1,235
Zero/negative
Income (and
none of the
above problems) 120 0 0 0 120 70 0 0 0 70
Table 7 – Housing Problems Table
Data
Source:
2016-2020 CHAS
2. Housing Problems 2 (Households with one or more Severe Housing Problems: Lacks kitchen or
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complete plumbing, severe overcrowding, severe cost burden)
The data in Table 8 shows that renters with incomes below 30% AMI are more likely than other
household types to be affected by housing problems—81% of renters in this income bracket have
housing problems. Once renters reach incomes of 50% AMI and higher, their likelihood of having
housing problems diminishes.
While homeowners are significantly less likely to experience one or more of the four housing problems
compared to renters, the greatest proportion of homeowners who experience at least one or more
housing problem are owners with income between 0-30% AMI—38% of these households face some
type of housing problem.
Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total 0-
30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total
NUMBER OF HOUSEHOLDS
Having 1 or more
of four housing
problems 2,165 890 105 20 3,180 270 210 120 55 655
Having none of
four housing
problems 500 1,795 2,220 1,180 5,695 445 360 1,175 1,100 3,080
Household has
negative income,
but none of the
other housing
problems 0 0 0 0 0 0 0 0 0 0
Table 8 – Housing Problems 2
Data
Source:
2016-2020 CHAS
Table 3 shows the number of Bozeman households paying more than 30% of their gross household
income for housing, including those who pay more than 50%, defined as severe cost burden. Of the
household types presented in Table 3, Other households, Large Related households, and Small Related
households have the highest rates of cost burden across income ranges (calculated by dividing the
number of cost burdened households by all households for each household group).
For Other households, 84% of households with 0-30% AMI are cost burdened; 78% of 31-50% AMI
households are cost burdened; and 67% of all households with incomes of less than 80% AMI are cost
burdened. For Large households, 100% of households with 0-30% AMI are cost burdened (10
households in total); 60% of 31-50% AMI are cost burdened; and 56% of all households with incomes
less than 80% AMI are cost burdened. For Small Related households, 58% of households with incomes
between 0-30% and 61% of 31-50% AMI households are cost burdened. Cost burden is lowest for elderly
households.
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3. Cost Burden > 30%
Renter Owner
0-30%
AMI
>30-50%
AMI
>50-
80%
AMI
Total 0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
Total
NUMBER OF HOUSEHOLDS
Small Related 285 470 85 840 125 40 310 475
Large Related 10 135 20 165 0 85 20 105
Elderly 190 235 69 494 304 109 200 613
Other 1,910 1,365 615 3,890 150 115 190 455
Total need by
income
2,395 2,205 789 5,389 579 349 720 1,648
Table 9 – Cost Burden > 30%
Data
Source:
2016-2020 CHAS
Severe cost burden—defined as housing costs exceeding 50% of gross household income—is highly
prevalent among 31-50% AMI households and much less common among 0-30% and 51-80% AMI
households. All Other households with income between 31-50% AMI are severely cost burdened.
Additionally, 40% of Other households with incomes of 80% AMI or less are severely cost burdened.
Severe cost burden is lowest for Large Related and Small Related households.
4. Cost Burden > 50%
Renter Owner
0-30%
AMI
>30-50%
AMI
>50-
80%
AMI
Total 0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
Total
NUMBER OF HOUSEHOLDS
Small Related 0 0 125 125 110 30 0 140
Large Related 0 0 0 0 0 75 10 85
Elderly 170 110 15 295 50 60 85 195
Other 0 1,755 595 2,350 110 0 0 110
Total need by
income
170 1,865 735 2,770 270 165 95 530
Table 10 – Cost Burden > 50%
Data
Source:
2016-2020 CHAS
Overcrowding impacts significantly fewer households that cost burden—approximately 110 renters and
10 owners. By household type, renters are more likely than owners to be living in overcrowded
conditions, and single-family households experience more overcrowding than unrelated and other non-
family households. Data are not available for the number of households with children living in
overcrowded conditions.
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5. Crowding (More than one person per room)
Renter Owner
0-
30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total 0-
30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total
NUMBER OF HOUSEHOLDS
Single family
households 10 49 40 0 99 0 0 10 0 10
Multiple,
unrelated family
households 0 0 0 0 0 0 0 0 0 0
Other, non-family
households 0 10 0 0 10 0 0 0 0 0
Total need by
income
10 59 40 0 109 0 0 10 0 10
Table 11 – Crowding Information – 1/2
Data
Source:
2016-2020 CHAS
Renter Owner
0-
30%
AMI
>30-
50%
AMI
>50-
80%
AMI
Total 0-
30%
AMI
>30-
50%
AMI
>50-
80%
AMI
Total
Households with
Children Present 0 0 0 0 0 0 0 0
Table 12 – Crowding Information – 2/2
Data Source
Comments:
Describe the number and type of single person households in need of housing assistance.
The category of “Other” in the Housing Needs Summary tables above includes single persons
households and households of unrelated individuals. The City of Bozeman does not collect specific data
on the housing needs of single-person households nor is this data provided by HUD. To estimate the
number of single person households in need of housing assistance, data was gathered from the 2022 5-
year American Community Survey (ACS) estimates.
According to ACS estimates, 11,971 “non-family” households lived in Bozeman during 2022. Of those
non-family households, approximately 6,321 (53%) are single-person households and the remaining
households (47%) are unrelated persons living together. Single-person households make up 29% of all
households in the city, while family households (married, unmarried, or single parent with children)
make up 46% of households in the city. The remaining 25% are other non-family households.
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Single-person households living below the poverty level can be used to estimate the number of single-
person households who have housing needs, as poverty-level households are severely under-housed.
Applying the respective poverty rates of seniors and adults to those living in single-person households,
returns an estimated 14%, or 872 single person households, with housing needs.
As part of the development of the City’s 2019 Community Housing Needs Assessment, an employer
survey was administered to better understand the extent to which the availability of housing may be
impacting employers and business operations. Comments related to single person households included:
“It’s hard enough for a single person renting a room to afford to live here. Families that are
making the prevailing wage are having an even harder time.”
“The service industry is traditionally an entry level employer. This makes it very difficult for a
majority of our staff to earn enough to live in Bozeman. Even our mid and upper-level managers
struggle to find housing, especially those who are single parents. Several staff are working two
and three jobs just to get by.”
“Affordable housing is especially difficult for single parents [to find]…”
“It took me 3 months to find a place inexpensive enough for a teacher to purchase. Another 3
months trying to find a single mom (a supervisor at MSU) a place she could manage. Both
purchased in Belgrade but work in Bozeman.”
Cost burden can be a significant challenge for single parents, as a single income is stretched by housing,
childcare, and transportation costs. Stakeholders shared that lack of available and affordable childcare
was a significant challenge for single parents. One stakeholder shared that several single parents they
work with have left the workforce because it’s less expensive to watch their children than find reliable
and affordable childcare, if they can find it. In turn, not having employment and income can have
significant impacts on the housing stability of the household. As a result, single parents may have to
locate far from places of employment, job training, and/or schools to find affordable places to live. It
may also force some single parents to compromise on space to afford housing, which can lead to
overcrowding.
Estimate the number and type of families in need of housing assistance who are disabled or
victims of domestic violence, dating violence, sexual assault and stalking.
Households with disabilities. According to 2022 5-year ACS estimates, an estimated 5,115 residents live
with mental, physical, and/or developmental disabilities in Bozeman. Among these residents, an
estimated 20%, or 1,018, have housing needs based on the share that live below the poverty level.
Stakeholders shared that residents living with disabilities, regardless of age or level of care needed,
would benefit from more affordable and accessible housing available in the community. As such, the
primary recommendation coming out of the Disability Community Liaison Report for the City’s Belonging
in Bozeman Equity and Inclusion Plan was to encourage and promote construction of affordable,
inclusive, barrier-free dwellings that improve equitable access to housing.
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Disability is closely correlated with aging, and, as such, Bozeman residents over the age of 65 are more
likely than other age groups to report a disability.
Victims of domestic violence, dating violence, sexual assault, and stalking. According to a stakeholder
who works for a local organization serving residents impacted by domestic violence, sexual assault, sex
trafficking, and stalking, between July 2022 and June 2023, 1,232 unique individuals were assisted by the
organization. This stakeholder also noted that while the number of people who have reached out to
their organization over the last few years has continued to increase, they estimated that a larger
proportion of the population than they currently serve are in domestic violence situations.
According to the National Intimate Partner and Sexual Violence Survey, an estimated 3.1% of women a
year and 3% of men in the United States experience domestic violence, sexual violence, and stalking.
Applying this rate to Bozeman, this equates to 780 women and 850 men who would have experienced
intimate partner and sexual violence in 2022. Of these victims, 13.4% of women and 5.3% of men will
need housing assistance at some point according to Center for Disease Control (CDC) estimates – or
approximately 150 survivors who need housing assistance.
According to the 2024 Point-in-Time Count, 40 people experiencing homelessness in Bozeman are adult
survivors of domestic violence, which accounts for approximately 10% of residents experiencing
homelessness. A stakeholder shared that there is an emergency shelter in the community available
specifically for survivors of domestic violence, which offers 40 beds among 30 rooms. Related to housing
assistance, this stakeholder also shared that a direct subsidy/financial resources for rental assistance
would be most helpful for this population.
What are the most common housing problems?
A household is said to have a housing problem if they have any one or more of these four problems:
Overcrowding – More than 1 person per room.
Severe overcrowding – More than 1.5 persons per room.
Cost burden – Monthly housing costs (including utilities) exceeding 30% of monthly income.
Severe cost burden – Monthly housing costs (including utilities) exceeding 50% of monthly
income.
According to HUD CHAS data, 53% of Bozeman renter households with incomes of 80% AMI and less
spend more than 30% of their income on housing costs and , as such, are cost burdened. Over a quarter
of these households (27%) pay more than 50% of their income on housing costs and are severely cost
burdened. A total of approximately 5,400 low-income households are cost burdened with 2,770 severely
cost burdened. Cost burdened disproportionately impacts renter households: 5,389 low-income renter
households are cost burdened compared to 1,648 low-income owner households.
The discrepancy between wages and housing costs compounds cost burden experienced by households
in Bozeman. According to the 2023 National Low Income Housing Coalition Out of Reach report for
Gallatin County, the necessary hourly wage to afford a two-bedroom fair market rental is $22.38 per
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hour and the minimum wage for the state of Montana is $9.95. This means that renters earning
minimum wage need to work 90 hours a week (2.25 jobs) in order to afford a two-bedroom fair market
rental.
Are any populations/household types more affected than others by these problems?
According to CHAS data, both Other and large households have the highest rates of cost burden: 67% of
“Other” and 56% of “large related” households under 80% AMI face cost burden. This compares to 27%
of elderly housing facing cost burden.
The proportion of households impacted by cost burden and severe cost burden is highest for households
in lower income brackets. Households with incomes between 0-30% AMI face very high rates of cost
burden: 84% of Other households (1,910 households), 58% of small related households (285
households), and 100% of large households (10 households) with 0-30% AMI income are cost burdened.
Additionally, 78% of Other households (1,365 households), 61% of small related households (470
households), and 60% of large related households (135 households) with income between 31-50% AMI
are cost burdened. Additionally, 100% of Other households (1,755 households) with income between
31-50% AMI experience severe cost burden.
Elderly households are less likely to experience cost burden, even households with income between 0-
30% AMI, because they are more likely to be homeowners compared with other groups.
For all housing problems, renter households with incomes of 0-30% AMI are far more likely than others
to face problems: 81% have at least one housing problem, compared to 33% of 31-50% AMI renters, 5%
of 51-80% AMI renters, and 2% of 81-100% renters. Renters with income between 0-30% AMI are more
likely to have housing problems compared with owners in the same income range. However, a greater
proportion of homeowners with incomes between 31-50% AMI (37%), 51-80% AMI (9%), and 81-100%
AMI (5%) are more likely to experience at least one housing problem compared to renters in the same
income range.
Describe the characteristics and needs of Low-income individuals and families with children
(especially extremely low-income) who are currently housed but are at imminent risk of
either residing in shelters or becoming unsheltered 91.205(c)/91.305(c)). Also discuss the
needs of formerly homeless families and individuals who are receiving rapid re-housing
assistance and are nearing the termination of that assistance
Severe cost burden can be used as a proxy for households with imminent risk of either residing in
shelters or becoming unsheltered. According to HUD CHAS data, 2,770 renters and 530 owners are
severely cost burdened. A portion of these renters are likely students at Montana State University and
may face a lower risk of houselessness because they have family support and/or can rely on college
savings accounts to manage housing costs.
The community survey conducted for this study collected resident input on the populations with the
greatest housing needs and priorities. The responses to this question can be a proxy for which low-
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income populations are most at risk of becoming homeless. According to the survey, the populations
with the greatest housing needs include:
Low- to moderate-income populations (78% of survey respondents chose this option);
Unhoused populations (62%)
Local workforce (56%)
Residents experiencing mental health challenges (40%); and
Residents living with disabilities (36%).
Stakeholders also shared the characteristics and needs of low-income individuals and families with
children who are currently housed but are at imminent risk of residing in shelters or becoming
unsheltered.
One stakeholder that works for an organization serving families experiencing homelessness or at-risk of
homelessness shared that a lot of the families they assist struggle with financing their household
expenses and managing their money. They added that a lot of clients they serve are working in lower-
paying jobs and can’t find any housing that is affordable to them. This client also shared that “a lot of
these families are $400 away from experiencing homelessness.” Monolingual Spanish-speaking
households, as well as Native American households, were mentioned as a subset of unhoused families
with children that disproportionately experience more housing challenges than other populations.
Additionally, single parents, particularly those experiencing domestic violence, also have a greater
likelihood of falling into homelessness. One stakeholder shared that their organization sees a lot of
survivors fall into homelessness because they are not the primary income earners in their home, adding
that “if an abuser ends up getting arrested, then the survivor runs the risk of being evicted for not
paying their bills.” This stakeholder added that the cost of childcare is also a significant barrier in this
population securing safe and affordable housing.
Families with lower levels of education attainment, limited work experience, and without an economic
safety net are vulnerable to housing instability, especially if couples separate. As shown in the MA-45 –
Educational Attainment section (Table 51), the median household income for earners with a high school
degree is $36,437 per year. Affording rent and childcare for young children with low earnings is very
challenging in the current housing market, and doing so with one income is nearly impossible.
The 2024 Point-in-Time Count reported that 195 individuals experiencing homelessness were identified
as living in family households; however, this is likely an undercount of the true number of families
experiencing homelessness. Low-income families and families with children at imminent risk of
homelessness are underrepresented in such statistics because these families are difficult to identify.
They may be living in overcrowded conditions with friends or family, or residing with an abusive family
member/partner to remain housed. Undocumented, refugee, and/or immigrant families may prefer to
remain unidentified and not participate in surveys.
HRDC provides rapid rehousing assistance via a small grant from HUD CoC funding. As such, there is a
limited pool of funding for this type of assistance. Per HRDC:
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OMB Control No: 2506-0117 (exp. 09/30/2021)
In 2022, four families received rapid rehousing assistance—three maintained their housing
following the rapid rehousing assistance, while one family received an eviction due to lease
violations.
In 2023, eight families received rapid rehousing assistance—seven maintained their housing
following the rapid rehousing assistance, while one family received an eviction due to lease
violations.
In 2024, three families received rapid rehousing assistance so far and all have maintained their
housing following the rapid rehousing assistance.
While the sample size is small, nearly all families in Bozeman who have utilized rapid rehousing
assistance over the last three years have maintained their housing. Stakeholders felt that these rapid
rehousing resources helped to stabilize families’ housing and financial situations and that having more
of these specific resources would help keep more families at-risk of experiencing homelessness housed.
If a jurisdiction provides estimates of the at-risk population(s), it should also include a
description of the operational definition of the at-risk group and the methodology used to
generate the estimates:
The City of Bozeman adheres to HUD’s criteria for defining homelessness to identify those at imminent
risk of homelessness risk of homelessness. This is category two within the homeless definition, which is
an individual or family who will imminently lose their primary nighttime residence, provided that:
(i) Residence will be lost within 14 days of the date of application for homeless assistance;
(ii) No subsequent residence has been identified; and
(iii) The individual or family lacks the resources or support networks needed to obtain other
permanent housing.
Specify particular housing characteristics that have been linked with instability and an
increased risk of homelessness
There are many reasons that individuals and families fall into homelessness. Homelessness is
increasingly related to rapidly rising rental housing costs relative to incomes; very limited and low
production of affordable housing units; conversion of housing stock to vacation and recreational use;
and few resources to serve low-income households – such as long-term rental assistance – relative to
demand. Primary social factors include domestic violence; prior history of eviction or foreclosure; bad
credit history; past justice involvement or chemical dependency; mental illness; and discrimination,
especially for youth identifying as LGBTQIA+.
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Consolidated Plan BOZEMAN 28
OMB Control No: 2506-0117 (exp. 09/30/2021)
NA-15 Disproportionately Greater Need: Housing Problems – 91.205 (b)(2)
Introduction
According to HUD, disproportionate need refers to any need for a certain race/ethnicity that is more
than 10 percentage points above the demonstrated need for the total households within the jurisdiction
at a particular income level. The tables and analyses below identify the share of households by
race/ethnicity and income level experiencing one or more of the four housing problems outlined by HUD
guidelines. The four housing problems are:
1. Housing unit lacks complete kitchen facilities
a. A complete kitchen consists of a sink with a faucet, a stove or range, and a refrigerator
2. Housing unit lacks complete plumbing facilities
a. Complete plumbing consists of hot and cold running water, a flush toilet, and a bathtub
or shower
3. More than one person per room (overcrowded)
4. Housing is cost burdened
a. Between 30-50% of income is devoted to housing costs.
In the following tables, income is grouped as follows:
0-30% AMI is extremely low income;
31-50% AMI is low income;
51-80% AMI is moderate income; and
81-100% AMI is middle income.
0%-30% of Area Median Income
Housing Problems Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 2,975 405 0
White 2,635 325 0
Black / African American 10 10 0
Asian 80 0 0
American Indian, Alaska Native 45 0 0
Pacific Islander 0 0 0
Hispanic 115 70 0
0 0 0 0
Table 13 - Disproportionally Greater Need 0 - 30% AMI
Data Source Comments:
*The four housing problems are:
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Consolidated Plan BOZEMAN 29
OMB Control No: 2506-0117 (exp. 09/30/2021)
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than one person per
room, 4.Cost Burden greater than 30%
30%-50% of Area Median Income
Housing Problems Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 2,565 690 0
White 2,345 595 0
Black / African American 0 0 0
Asian 20 20 0
American Indian, Alaska Native 30 0 0
Pacific Islander 0 0 0
Hispanic 90 0 0
0 0 0 0
Table 14 - Disproportionally Greater Need 30 - 50% AMI
Data Source Comments:
*The four housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than one person per
room, 4.Cost Burden greater than 30%
50%-80% of Area Median Income
Housing Problems Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 1,565 2,060 0
White 1,445 1,915 0
Black / African American 25 0 0
Asian 0 4 0
American Indian, Alaska Native 35 70 0
Pacific Islander 0 0 0
Hispanic 15 65 0
0 0 0 0
Table 15 - Disproportionally Greater Need 50 - 80% AMI
Data Source Comments:
*The four housing problems are:
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Consolidated Plan BOZEMAN 30
OMB Control No: 2506-0117 (exp. 09/30/2021)
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than one person per
room, 4.Cost Burden greater than 30%
80%-100% of Area Median Income
Housing Problems Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 315 2,040 0
White 315 1,895 0
Black / African American 0 0 0
Asian 0 75 0
American Indian, Alaska Native 0 4 0
Pacific Islander 0 0 0
Hispanic 0 60 0
0 0 0 0
Table 16 - Disproportionally Greater Need 80 - 100% AMI
Data Source Comments:
*The four housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than one person per
room, 4.Cost Burden greater than 30%
Discussion
This section highlights the disproportionate housing needs of racial and ethnic groups by income category in Bozeman based on a unique analysis of CHAS data provided by HUD. The narrative draws on the NA-15 Disproportionately Greater Needs tables. Discussions by income category include racial and ethnic groups within which data represent 20 or more households.
0-30% AMI. At this income level, 88% of households have one or more of four housing problems. Most households experience housing problems in each racial and ethnic group except for Black/African American households, where half of households have housing problems; it should be noted that this population group is very small (20 households) relative to other population groups. The groups with the highest share of households with housing problems are Asian (100%) and American Indian, Alaska Native (100%). These groups have disproportionately high needs compared to non-Hispanic White households.
30-50% AMI. The share of households with housing problems remains high for this income group at 79%, and high shares (80% to 100%) of households in all racial and ethnic groups face housing problems except for Asian households (50%). Compared to non-Hispanic White households, American Indian, Alaska Native and Hispanic households have disproportionately high needs.
50-80% AMI. In this income group, 43% of households have housing problems—much lower than the share of lower income groups with housing problems. The share of Black/African American households with housing problems is disproportionately high at 100%, while Hispanic households have housing problems at the lowest rate (19%).
80-100% AMI. This income group has the smallest share of households with housing problems, with about 13% of households having one or more housing problems. The share of households with housing
Docusign Envelope ID: 1E45AD59-EA7D-45A0-A730-7360260656A2
Consolidated Plan BOZEMAN 31
OMB Control No: 2506-0117 (exp. 09/30/2021)
problems is 14% for non-Hispanic White households and 0% for Asian; American Indian, Alaska Native; and Hispanic households.
Docusign Envelope ID: 1E45AD59-EA7D-45A0-A730-7360260656A2
Consolidated Plan BOZEMAN 32
OMB Control No: 2506-0117 (exp. 09/30/2021)
NA-20 Disproportionately Greater Need: Severe Housing Problems – 91.205
(b)(2)
Introduction
This section draws on the HUD definition of severe housing needs and uses HUD-prepared housing needs data. The tables separate severe housing needs by racial and ethnic group and income. Severe housing needs are:
Housing lacks complete kitchen facilities; Housing lacks complete plumbing facilities; Household has more than 1.5 persons per room; and Household cost burden exceeds 50%.
Disproportionate need is revealed when members of a racial or ethnic group experience housing problems at a greater rate than the category of need as a whole. For example, if 30% of renters in the city experienced cost burden, but Black households faced the problem at a rate of 50%, then this would indicate that Black households have a disproportionately greater need.
As specified in 91.205(b)(2), 91.305(b)(2), and 91.405, the Consolidated Plan must include an assessment for each disproportionately greater need. The tables show need by racial and ethnic group and the jurisdiction as a whole to compare experiences.
In the following tables, income is grouped as follows:
0-30% AMI is extremely low income;
31-50% AMI is low income;
51-80% AMI is moderate income; and
81-100% AMI is middle income.
0%-30% of Area Median Income
Severe Housing Problems* Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 2,435 945 0
White 2,140 820 0
Black / African American 10 10 0
Asian 65 15 0
American Indian, Alaska Native 25 20 0
Pacific Islander 0 0 0
Hispanic 115 70 0
0 0 0 0
Table 17 – Severe Housing Problems 0 - 30% AMI
Data Source Comments:
*The four severe housing problems are:
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Consolidated Plan BOZEMAN 33
OMB Control No: 2506-0117 (exp. 09/30/2021)
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than 1.5 persons per
room, 4.Cost Burden over 50%
30%-50% of Area Median Income
Severe Housing Problems* Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 1,100 2,155 0
White 995 1,945 0
Black / African American 0 0 0
Asian 20 20 0
American Indian, Alaska Native 0 30 0
Pacific Islander 0 0 0
Hispanic 55 40 0
Other 0 0 0
Table 18 – Severe Housing Problems 30 - 50% AMI
Data Source Comments:
*The four severe housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than 1.5 persons per
room, 4.Cost Burden over 50%
50%-80% of Area Median Income
Severe Housing Problems* Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 225 3,395 0
White 180 3,175 0
Black / African American 0 25 0
Asian 0 4 0
American Indian, Alaska Native 0 105 0
Pacific Islander 0 0 0
Hispanic 0 85 0
Other 0 0 0
Table 19 – Severe Housing Problems 50 - 80% AMI
Data Source Comments:
Docusign Envelope ID: 1E45AD59-EA7D-45A0-A730-7360260656A2
Consolidated Plan BOZEMAN 34
OMB Control No: 2506-0117 (exp. 09/30/2021)
*The four severe housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than 1.5 persons per
room, 4.Cost Burden over 50%
80%-100% of Area Median Income
Severe Housing Problems* Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 75 2,280 0
White 75 2,140 0
Black / African American 0 0 0
Asian 0 75 0
American Indian, Alaska Native 0 4 0
Pacific Islander 0 0 0
Hispanic 0 60 0
Other 0 0 0
Table 20 – Severe Housing Problems 80 - 100% AMI
Data Source Comments:
*The four severe housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than 1.5 persons per
room, 4.Cost Burden over 50%
Discussion
This discussion highlights the disproportionately severe housing needs of racial and ethnic groups by income category. The narrative draws on the NA-20 Severe Housing Problems tables. Discussions by income group include racial and ethnic groups within which data represent 20 or more households.
0-30% AMI. In this income group, Asian and non-Hispanic White households have the largest shares of households with severe housing needs, and these are similar to the share of households overall who face severe needs (72%). Black/African American households have the smallest share of households with needs (50%); it should be noted that this population group is very small (20 households) relative to other population groups.
30-50% AMI. This income group has a smaller share of households with needs at 34% of households overall. Disproportionately large shares of Hispanic and Asian households have severe housing needs at 58% and 50%, respectively. American Indian, Alaskan Native households had the smallest share of households with severe housing problems at 0%.
50-80% AMI. The share of households with severe needs continues to decline for this income group with 6% of all households facing severe needs. Non-Hispanic White households have the highest shares of households with severe needs in this income group (5%) and 0% of Asian; American Indian, Alaska Native; Black/African American; and Hispanic households have severe needs.
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Consolidated Plan BOZEMAN 35
OMB Control No: 2506-0117 (exp. 09/30/2021)
80-100% AMI. At this income level, only 3% of households have severe housing problems. Non-Hispanic White households have the highest shares of households with severe needs in this income group (3%) and 0% of Asian; American Indian, Alaska Native; and Hispanic households have severe needs.
Docusign Envelope ID: 1E45AD59-EA7D-45A0-A730-7360260656A2
Consolidated Plan BOZEMAN 36
OMB Control No: 2506-0117 (exp. 09/30/2021)
NA-25 Disproportionately Greater Need: Housing Cost Burdens – 91.205 (b)(2)
Introduction:
This section analyzes data on households experiencing cost burden disproportionately by race and ethnicity. Housing cost burden exists when a household pays more than 30% of their gross household income toward housing costs, including utilities. Severe housing cost burden occurs when households spend more than 50% of their gross household income.
Disproportionate need is revealed when members of a racial or ethnic group experience housing problems at a greater rate than the category of need as a whole. For example, if 30% of renters in the city experienced cost burden, but Black households faced the problem at a rate of 50%, then this would indicate that Black households have a disproportionately greater need.
As specified in 91.205(b)(2), 91.305(b)(2), and 91.405, the Consolidated Plan must include an assessment for each disproportionately greater need. The tables show need by racial and ethnic group and the jurisdiction as a whole to compare experiences.
In the following tables, income is grouped as follows:
0-30% AMI is extremely low income;
31-50% AMI is low income;
51-80% AMI is moderate income; and
81-100% AMI is middle income.
Housing Cost Burden
Housing Cost Burden <=30% 30-50% >50% No / negative
income (not
computed)
Jurisdiction as a whole 12,730 3,850 3,690 190
White 11,605 3,610 3,300 125
Black / African
American
35 35 0 0
Asian 320 15 85 0
American Indian,
Alaska Native
95 85 25 0
Pacific Islander 0 0 0 0
Hispanic 385 55 170 70
Table 21 – Greater Need: Housing Cost Burdens AMI
Data
Source:
2016-2020 CHAS
Discussion: About one-fifth of total households and non-Hispanic White households are cost burdened. Black/African American and American Indian, Alaska Native households face disproportionately high rates of cost burden at 50% and 41% respectively, while cost burden is lowest for Asian households at under 4%. Another 18% of total households and non-Hispanic White households are severely cost burdened, and no racial group faces disproportionately high severe cost burden. Hispanic households have the highest rate of severe cost burden at 28%, while Black/African American households have the lowest rate of severe cost burden at 0% (though it should be noted that only 20 Black/African American households were represented in the data).
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Consolidated Plan BOZEMAN 37
OMB Control No: 2506-0117 (exp. 09/30/2021)
NA-30 Disproportionately Greater Need: Discussion – 91.205(b)(2)
Are there any Income categories in which a racial or ethnic group has disproportionately
greater need than the needs of that income category as a whole?
Disproportionate housing needs exist when members of a racial or ethnic group experience housing
problems at least 10 percentage points higher than the category of need as a whole. For example, if 30%
of renters in the county experienced cost burden, but Black households faced the problem at a rate of
50%, then this would indicate that Black households have a disproportionately greater need.
If they have needs not identified above, what are those needs?
In Bozeman, the following groups have disproportionately high rates of housing problems: Asian and
American Indian, Alaska Native households earning 0-30% AMI; American Indian, Alaska Native and
Hispanic households earning 30-50% AMI; and Black/African American households earning 50-80% AMI.
Note that 90 or fewer households are in each of these groups.
Asian and Hispanic households earning 30-50% AMI face severe housing problems at disproportionate
rates. Note that fewer than 60 households belong to each of these groups.
Disproportionate need exists for Black/African American and American Indian, Alaska Native households
experiencing cost burden
Are any of those racial or ethnic groups located in specific areas or neighborhoods in your
community?
Census tracts with more than 1.4% of Native American residents are considered a concentration. There
are 3 such tracts in Bozeman. Census Tract 7.04, bounded by N Ferguson Avenue to the west, W
Babcock Street to the south, Farmer’s Canal to the east, and Durston Road to the north, has the greatest
concentration of AIAN residents in the city (3.9% of the total tract population). Other census tracts with
concentrations of AIAN residents include Census Tract 6 (3%) and Census Tract 7.01 (1.6%).
African American/Black residents make up a very small proportion of residents in the city. In this case,
concentrations occur when just 0.9% of residents report their race as African American/Black. There are
two Census tracts in Bozeman that have a concentration of African American/Black residents, both of
which cover the Montana State University campus. African American/Black residents represent 2.2%
and 2.5% of residents in Census Tracts 11.01 and 11.02, respectively.
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OMB Control No: 2506-0117 (exp. 09/30/2021)
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Consolidated Plan BOZEMAN 39
OMB Control No: 2506-0117 (exp. 09/30/2021)
NA-35 Public Housing – 91.205(b)
Introduction
There is no public housing authority in the city of Bozeman or Gallatin County and as such, no public housing units. In lieu of a public housing
authority, the city of Bozeman, along with other municipalities in Gallatin, Meagher, and Park counties, is served by the Human Resource
Development Council District IX, or HRDC IX. HRDC is a Certified Housing Development Organization, Community Development Corporation, and
Community Action Agency. HRDC develops, preserves, owns, and manages affordable housing, ranging from multi-family properties with HUD
subsidies to Low-Income Housing Tax Credit developments to single and multi-family community land trust homes. HRDC also provides housing
services ranging from emergency shelters to transitional housing, rental assistance, homebuyer education, and down payment assistance. HRDC
also administers the Section 8 Housing Choice Voucher program as a field agent for the State of Montana.
In addition to providing community development, emergency assistance, transportation, food and nutrition, and several other services, HRDC
administers the housing choice voucher program for the area. As of spring 2024, HRDC administers approximately 400 tenant-based vouchers
and approximately 275 project-based vouchers regionwide. Additionally, HRDC administers eight Section 811 vouchers. The organization also
manages a portfolio of around 400 units, the majority of which are subsidized. HRDC's leadership in housing development and preservation is an
asset in Bozeman, alongside the organization's programs in housing. In addition to HRDC’s portfolio, there are another four properties in
Bozeman with project-based vouchers.
As of spring 2024, there are approximately 1,200 applicants on the waitlist for tenant-based vouchers. Additionally, there is approximately an
18-month wait for applicants wanting to rent a subsidized apartment from HRDC.
Totals in Use
Program Type
Certificate Mod-
Rehab
Public
Housing
Vouchers
Total Project -
based
Tenant -
based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled
*
# of units vouchers in use 0 0 0 504 290 208 6 0 0
Table 22 - Public Housing by Program Type
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Consolidated Plan BOZEMAN 40
OMB Control No: 2506-0117 (exp. 09/30/2021)
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition
Data Source: PIC (PIH Information Center)
Characteristics of Residents
Program Type
Certificate Mod-
Rehab
Public
Housing
Vouchers
Total Project -
based
Tenant -
based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Average Annual Income 0 0 0 16,001 16,001 n/a n/a 0
Average length of stay 0 0 0 3.25 3.25 yrs n/a n/a 0
Average Household size 0 0 0 1 1 n/a n/a 0
# Homeless at admission 0 0 0 33 18 13 2 0
# of Elderly Program Participants (>62) 0 0 0 228 67 156 5 0
# of Disabled Families 0 0 0 202 78 122 2 0
# of Families requesting accessibility
features 0 0 0 63 13 50 0 0
# of HIV/AIDS program participants 0 0 0 0 0 n/a n/a 0
# of DV victims 0 0 0 0 0 n/a n/a 0
Table 23 – Characteristics of Public Housing Residents by Program Type
Data Source: PIC (PIH Information Center)
Docusign Envelope ID: 1E45AD59-EA7D-45A0-A730-7360260656A2
Consolidated Plan BOZEMAN 41
OMB Control No: 2506-0117 (exp. 09/30/2021)
Race of Residents
Program Type
Race Certificate Mod-
Rehab
Public
Housing
Vouchers
Total Project
-based
Tenant -
based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled
*
White 0 0 0 442 244 192 6 0 0
Black/African American 0 0 0 15 6 9 0 0 0
Asian 0 0 0 10 6 4 0 0 0
American Indian/Alaska
Native 0 0 0 27 12 15 0 0 0
Pacific Islander 0 0 0 6 6 0 0 0 0
Other 0 0 0 5 5 n/a n/a 0 0
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition
Table 24 – Race of Public Housing Residents by Program Type
Data Source: PIC (PIH Information Center)
Ethnicity of Residents
Program Type
Ethnicity Certificate Mod-
Rehab
Public
Housing
Vouchers
Total Project -
based
Tenant -
based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled
*
Hispanic 0 0 0 32 17 15 0 0 0
Not Hispanic 0 0 0 479 273 200 6 0 0
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition
Table 25 – Ethnicity of Public Housing Residents by Program Type
Data Source: PIC (PIH Information Center)
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Consolidated Plan BOZEMAN 42
OMB Control No: 2506-0117 (exp. 09/30/2021)
Section 504 Needs Assessment: Describe the needs of public housing tenants and applicants
on the waiting list for accessible units:
There are no public housing units in the city of Bozeman. Several stakeholders shared that there is a
significant lack of accessible housing units available in Bozeman. One stakeholder shared that many new
housing developments being built in Bozeman are not accessible, adding that for a resident who needs
both an affordable and accessible unit through HRDC, an applicant can wait for up to two years.
Most immediate needs of residents of Public Housing and Housing Choice voucher holders
Given the city’s tight and expensive rental market, residents with vouchers are experiencing extreme
difficulty in both finding landlords willing to accept vouchers and obtaining affordably priced units.
Stakeholders shared that there are approximately 400 tenant-based vouchers and 275 project-based
vouchers available in the Bozeman area.
According to stakeholder interviews, as of March 2024, the estimated time to find a subsidized property
in Bozeman is 18 months. A stakeholder shared that for HRDC’s tenant-based voucher waitlist, the list
has been dwindling because when vouchers are issued to residents and they can’t find a unit within the
allotted time, they are moved to the bottom of the waitlist. This stakeholder added that understandably,
residents express frustration about not finding a unit and getting moved to the bottom of the waitlist so
they choose to not go back on the waitlist.
The housing and community needs survey found that 6% (45 responses) of respondents utilize a Section
8 housing choice voucher. Of those respondents, 57% reported that it is “somewhat difficult” to find a
landlord that accepts a housing choice voucher while 27% reported that it was “very difficult” to find a
landlord to accept it.
The most common reasons cited for why it is “somewhat difficult or very difficult” to utilize the voucher
include the voucher is not enough to cover the rent for the places the respondent wants to live (21
responses) and the respondent can’t find information about landlords that accept Section 8 (17
responses).
Limited voucher funding, which is set by Congress, has not kept up with demand and rental assistance is
in short supply. According to the “Worst Case Housing Needs 2023 Report to Congress” from HUD’s
Office of Policy Development and Research, just one in four eligible households nationwide received
rental assistance.
How do these needs compare to the housing needs of the population at large
Households utilizing housing choice vouchers are in critical need of affordable housing. According to the
2024 Gallatin Valley Housing Report, in 2020, the rental vacancy rate was “two percentage points below
what is considered healthy for a market with adequate supply, underscoring the tightness in Bozeman’s
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rental market.”1 Recent data and housing survey results shows that the “market tightness” is easing,
however, residents who need to utilize housing choice vouchers are more likely to experience challenges
finding affordable and suitable rental housing. Additionally, increasing inflation disproportionately
impacts low-income households’ ability to afford basic needs compared to the population at large.
Discussion
The lack of accessible and affordable housing units disproportionately impacts residents living with
disabilities and low-income households and families. Due to the lack of affordable units available,
residents are finding it more challenging to actually utilize the voucher once they secure one. While data
indicate that rental market vacancies are easing, constrained rental supply and inflation are
disproportionately impacting low-income households from finding affordable housing and affording
basic needs compared to the population at large.
1 https://www.gallatinrealtors.com/gallatin-valley-housing-report/ (page 32)
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NA-40 Homeless Needs Assessment – 91.205(c)
Introduction:
The city of Bozeman, along with other municipalities in Gallatin, Meagher, and Park counties, are served by Human Resource Development
Council District IX, or HRDC IX. As noted earlier, HRDC is a Certified Housing Development Organization, Community Development Corporation,
and Community Action Agency. HRDC develops, preserves, owns, and manages affordable housing, ranging from multi-family properties with
HUD subsidies to Low-Income Housing Tax Credit developments to single and multi-family community land trust homes. HRDC also functions as
the local Continuum of Care and administers the local Coordinated Entry System. The HRDC is a partner with the statewide Montana Continuum
of Care Coalition and Pathways Community Network Institute, which provides public data related to all of the state’s Coordinated Entry Systems.
Between May 1, 2023, and May 1, 2024, the statewide HMIS found that 458 unique individuals were identified through Bozeman’s local
Coordinated Entry System. The 2024 Point-in-Time (PIT) Count identified 409 individuals experiencing homelessness in Bozeman in January 2024,
which accounted for 20% of all residents experiencing homelessness in the state of Montana identified during this year’s count. Comparing these
data to 2022 5-year ACS data, Hispanic, American Indian and/or Alaska Native, and Black/African American residents are all overrepresented in
the unhoused population in comparison to their proportions in Bozeman’s general population.
If data is not available for the categories "number of persons becoming and exiting homelessness each year," and "number of
days that persons experience homelessness," describe these categories for each homeless population type (including chronically
homeless individuals and families, families with children, veterans and their families, and unaccompanied youth):
According to the Montana Statewide Continuum of Care’s Homeless Management Information System (HMIS) data dashboard, from May 1,
2023, to May 1, 2024, 458 individuals experiencing homelessness were identified through HRDC’s Coordinated Entry System—432 were unique
individuals. During that same time period, 438 individuals exited HRDC’s Coordinated Entry System and 246 individuals have yet to exit the
Coordinated Entry System.
The State’s HMIS dashboard provides data on the median days to find housing by entry/exit destination. The top five fastest destinations of
finding housing by entry/exit destination where clients answered include:
Staying or living with family, permanent tenure (31 days)
Rental by client, no ongoing housing subsidy (69.5 days)
Staying or living with friends, permanent tenure (71 days)
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Place not meant for habitation (e.g., a vehicle, abandoned building, bus station, etc.) (79.5 days)
Staying or living with family, temporary tenure (e.g., room, apartment, or house) (92.5 days)
The top five slowest destinations of finding housing by entry/exit destination where clients answered include:
Emergency shelter, including hotel or motel paid for with emergency shelter voucher, Host Home shelter (421.5 days)
Jail, prison, or juvenile detention facility (406 days)
Residential project or halfway house with no homeless criteria (351 days)
Owned by client, no ongoing housing subsidy (217 days)
Rental by client, no ongoing housing subsidy (197.5 days)
Demographics. Of the unique individuals entering HRDC’s Coordinated Entry System from May 1, 2023, to May 1, 2024:
Age:
o 7% were under the age of 18;
o 16% were between the ages of 18-24;
o 22% were between the ages of 25-34;
o 23% were between the ages of 35-44;
o 23% were between the ages of 45-61;
o 6% were over the age of 62; and
o Data was not collected for 4% of individuals.
Gender:
o 51% identify as a man;
o 43% identify as a woman;
o .01% identified as non-binary;
o .01% identified as transgender; and
o Collectively, .03% preferred not to answer, identified differently from the presented options, identified as questioning, or data
was not collected for the individual.
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Chronic homelessness. Over this time period, 49 individuals were identified as experiencing chronic homelessness—44 were unique individuals.
Of those identified, 19 individuals had yet to exit the Coordinated Entry System. For individuals experiencing chronic homelessness, the top
three fastest destinations of finding housing by entry/exit destination where clients answered include:
Staying or living with friends, permanent tenure (42 days)
Rental by client, no ongoing housing subsidy (98 days)
Long-term care facility or nursing home (113 days)
The top three slowest destinations of finding housing by entry/exit destination where clients answered include:
Emergency shelter, including hotel or motel paid for with emergency shelter voucher, Host Home shelter (527 days)
Jail, prison, or juvenile detention facility (396 days)
Rental by client, with ongoing housing subsidy (223 days)
Below is a summary of Bozeman's 2024 Point-in-Time (PIT) Count. Overall:
192 residents were identified experiencing sheltered homelessness in emergency shelter (47% of residents identified during the PIT
Count);
104 residents were identified experiencing sheltered homelessness in transitional housing (25%); and
113 residents were identified experiencing unsheltered homelessness (28%).
By household type, 217 residents identified during the count were in adult-only households, 195 residents were in family households, and two
residents were in child-only households. By age, there were 31 residents between the ages of 0-4, 59 residents between the ages of 5-12, and 15
residents between the ages of 13 and 17. Of the unaccompanied youth and children identified during Bozeman’s count, 26 were between the
ages of 18 and 24 and two residents were under the age of 18. Of those identified during the Count that were found to be experiencing chronic
homelessness, 70 residents were identified in adult-only households while 11 residents were in households with children.
Other demographic information provided in the 2024 Count include:
25 residents identified as Veterans (6%);
125 residents identified living with a disabling condition (31%); and
40 residents identified as survivors of domestic violence (10%).
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Nature and Extent of Homelessness: (Optional)
Race: Sheltered: Unsheltered (optional)
White 0 0
Black or African American 0 0
Asian 0 0
American Indian or Alaska
Native 0 0
Pacific Islander 0 0
Ethnicity: Sheltered: Unsheltered (optional)
Hispanic 0 0
Not Hispanic 0 0
Data Source
Comments:
Estimate the number and type of families in need of housing assistance for families with
children and the families of veterans.
According to the 2024 Point-in-Time Count, 195 residents experiencing homelessness identified as living
in family households (48% of all residents identified during the Count). Additionally, two residents were
identified as living in child-only households. As noted earlier in the plan, this is likely an undercount of
the true number of families experiencing homelessness. Low-income families and families with children
at imminent risk of homelessness are underrepresented in such statistics because these families are
difficult to identify. They may be living in overcrowded conditions with friends or family, or residing with
an abusive family member/partner to remain housed. Undocumented, refugee, and/or immigrant
families may prefer to remain unidentified and not participate in surveys.
According to CHAS data, there are 7,284 households in Bozeman with income less than 80% AMI with
housing needs. Applying the proportion of the city’s family households with children under 18 (17.1%)
(46% and 54%, respectively) to this subset of households, there are an estimated 1,246 families with
income less than 80% AMI in need of housing assistance.
Additionally, 25 residents identified during the 2024 Point-in-Time Count (6% of all residents
experiencing homelessness) identified as Veterans. Additionally, between May 1, 2023 and May 1, 2024,
26 Veterans were identified in the local Coordinated Entry System.
Describe the Nature and Extent of Homelessness by Racial and Ethnic Group.
The 2024 Point-in-Time Count reported that 274 residents identified during the Count identified as
White (67% of all residents), while 101 residents identified as Other (11%) and 34 residents identified as
Native American (8.3%). Additionally, between May 1, 2023, and May 1, 2024, Bozeman’s local
Coordinated Entry reported the top five categories of race and ethnicity during this time period as:
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Non-Hispanic White (47% of respondents);
Hispanic (11% of respondents);
Hispanic and White (9% of respondents);
American Indian, Alaska Native, or Indigenous (8%);
Black, African American, or African (4%); and
Data was not collected for 14% of individuals.
Additionally, according to HRDC staff, “since 2020, the HRDC has seen the number of Hispanic residents
it serves rise from 5 percent to 16 percent of the total. Use of the emergency warming shelter by Latino
individuals ‘has gone up significantly since the pandemic,’ however, ‘they remain a small percentage of
the overall guests.’”2
Comparing these data to 2022 5-year ACS data, Hispanic, American Indian and/or Alaska Native, and
Black/African American residents are all overrepresented in the city’s unhoused population in
comparison to their proportions in Bozeman’s general population.
Describe the Nature and Extent of Unsheltered and Sheltered Homelessness.
Stakeholders described that the number of residents experiencing homelessness continues to grow,
with 2024 representing the greatest number of people ever identified experiencing homelessness during
the PIT Counts. In 2024, of the 409 residents identified during the Point-in-Time Count:
192 were in emergency shelter (47% of all residents identified during the count);
113 were unsheltered (28%); and
104 were in transitional housing (25%).
It’s important to note that PIT counts typically significantly underestimate the number of people who
are experiencing homelessness, as those living in precarious housing situations (unsafe conditions,
unsafe partners/roommates, about to be evicted, couch surfing, etc.) are not captured in the traditional
counts. From 2023 to 2024, the number of people experiencing homelessness captured by the PIT Count
for the Bozeman/Livingston area increased by 36%, while the number of people experiencing
unsheltered homelessness increased by nearly 50% (57 people in 2023, 113 in 2024).
Currently, HRDC’s Warming Center currently has 105 beds available; however, Homeward Point, a new
emergency shelter opening in 2025, will add an additional 30 beds and five family suites. HRDC has an
additional 42 units of emergency shelter available for families. Haven, an organization serving survivors
of domestic violence, also recently opened an emergency shelter with 30 units and 40 beds.
Additionally, stakeholders expressed a significant need for more transitional housing options. This
stakeholder shared that from a community perspective, “all the shelter providers have identified
transitional housing as the big need.” They noted that collectively, HRDC, Family Promise and Haven
2 https://www.thenation.com/article/society/bozeman-montana-undocumented-labor/
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have approximately 35 units available; however, collectively, they are not enough to meet demand. A
stakeholder shared there is also a significant need for more permanent supportive housing in Bozeman.
According to this stakeholder, there are only 19 PSH units available to the entire community.
Discussion:
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NA-45 Non-Homeless Special Needs Assessment - 91.205 (b,d)
Introduction:
HUD’s term “special needs” means any population that has greater housing challenges and/or unique
housing needs when compared to low-income households in general. The special needs groups for
which Consolidated Plan regulations require estimates of supportive housing needs include:
Elderly and frail elderly,
Persons with disabilities (mental, physical, developmental),
Persons with alcohol or other drug addictions,
Persons with HIV/AIDS and their families, and
Public housing residents.
This Consolidated Plan also includes needs estimates for survivors of domestic violence and
undocumented residents.
Describe the characteristics of special needs populations in your community:
Elderly and Frail Elderly. According to 2022 5-year ACS estimates, there are 6,840 residents in Bozeman
over the age of 62. Of these residents, 243, or 4%, have incomes below the poverty level—a proxy for
housing and service needs. Of the city’s senior population, 688 residents live below the poverty level
and have a self-care disability. Of this population, 24 residents are estimated to have housing and
service needs.
Bozeman residents over the age of 65 are two and a half times more likely than the general population
to have a disability.
Persons with Disabilities. The noninstitutionalized population with a disability in Bozeman totals 5,115.
Of these residents, 20% live below the poverty level and have housing and supportive service needs
according to ACS data—putting those with needs at 1,018 residents.
The needs of residents with disabilities vary depending on the disability, and the level of support
required to provide the same opportunity as non-disabled residents to access and enjoy community
assets. By disability:
There are 2,035 residents with hearing or vision impairments in Bozeman, and 35%, or 705, have
housing and service needs according to HUD CHAS data.
1,365 residents have an ambulatory limitation and 44%, or 594, have housing and service needs.
1,535 residents have a cognitive limitation and 43%, or 655, have housing and service needs.
1,455 residents have a self-care or independent living limitation, and 43%, or 630, have housing
and service needs.
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Persons with Alcohol or other Drug Addiction. An estimated 10,321 Bozeman residents have some form
of alcohol or drug addiction based on national incidence rates applied to the local population. An
estimated 4,991 residents need and are not receiving treatment for their addiction.
Public housing residents. While there are no public housing units available in Bozeman, stakeholders
articulated that the waitlist for tenant-based vouchers in the Bozeman area is approximately 1,200
residents.
Survivors of Domestic Violence. Based on surveys conducted by the CDC, an estimated 1,415 Bozeman
residents are victims or survivors of domestic violence. Of these, 9%, or 130 residents, will have long-
term housing and service needs associated with the experience of violence.
Undocumented residents. It is difficult to estimate the number of undocumented residents living in
Bozeman. An excerpt from a recent article3 shared that:
“It’s nearly impossible to accurately measure the growth of Bozeman’s Spanish-speaking population
since nearly all the new arrivals are undocumented. In Gallatin County, the Latino proportion of the
population jumped from 2.8% to 5% between 2010 and 2020, according to U.S. census data – a nearly
140% increase. Experts say the estimate is conservative and doesn’t include the years since 2021, the
period of Bozeman’s most explosive housing-market growth.”
What are the housing and supportive service needs of these populations and how are these
needs determined?
Elderly and frail elderly residents. Stakeholders shared several housing and service needs of elderly and
frail elderly populations in Bozeman. Stakeholders noted that a subset of senior residents that own their
homes are being displaced due to rising property taxes. Compounding the displacement of seniors is the
lack of affordable housing options, particularly options to downsize from their current living situation.
This stakeholder shared that “seniors are being priced out of their home because there are no
smaller/other alternatives available.” Another stakeholder shared that the community is seeing a large
spike in the number of seniors experiencing homelessness and that anecdotally, they know a lot of
seniors who have moved into a camper/RV and are now living down the street from HRDC’s shelter.
This stakeholder also added that the window of income eligibility for seniors to live in LIHTC
developments is “really narrow.” They shared that HRDC recently developed 96 senior tax credit housing
units but that seniors who make barely over the eligibility threshold (<60% AMI) are ineligible to live in
the units.
The top housing challenges faced by survey respondents over the age of 65 included:
3 https://montanafreepress.org/2024/05/07/bozemans-boom-depends-on-immigrants-but-struggles-to-support-
them/
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N/A; I don’t face any of these challenges (64% of respondents);
I need help taking care of myself/my home and can’t find or afford to hire someone (10%); and
I worry that if I request a repair it will result in a rent increase or eviction (6%).
Service needs articulated by stakeholders for elderly and frail elderly populations included more access
to mental health service and affordable health care options, as well as more availability of paratransit
services and senior-oriented services and community events.
Disability. Stakeholders overwhelmingly identified the significant lack of affordable and accessible
housing available in Bozeman, which disproportionately impacts residents living with physical
disabilities. One stakeholder shared that one of the greatest challenges to providing more accessible
housing are zoning regulations that require mixed-use developments to have housing on the second
floor and commercial space on the ground floor. They added that for people who have mobility
challenges, “the second floor is dangerous. What if there’s a fire? An elevator isn’t going to do anything
for you. A lot more housing would be available for people with accessibility needs if it was made
available on the ground floor.” Stakeholders also articulated a significant need for mental health
services, energy utility assistance, and more affordable health and dental care services.
The top housing challenges faced by survey respondents living with a disability or with someone
experiencing a disability in their household included:
I worry that if I request a repair it will result in a rent increase or eviction (19% of respondents);
N/A; I don’t face any of these challenges (18%);
My house or apartment isn’t big enough for my family members (16%);
My home/apartment is in bad condition (14%); and
My landlord refuses to make repairs despite my requests (9%).
Persons with Drug or Alcohol addiction. Stakeholders described a significant need not only for more
affordable housing options, but for more detox and sober living home facilities to be available in
Bozeman. One stakeholder shared that for residents struggling with drug or alcohol addiction
challenges, having a stable and affordable living situation is critical to ensuring people continue to thrive
on their path to recovery. Greater Impact, Inc., a nonprofit organization that serves residents
experiencing drug or alcohol addiction challenges, currently offers the only sober living home options in
the Gallatin Valley, with one home serving men and two homes serving women.4
Stakeholders also articulated a critical need for more substance abuse/chemical dependency services.
They noted that Alcohol and Drug Services of Gallatin County closed in fall 2023 and as a result, there
“has been a spike in the number of overdose-related deaths in the first part of 2024.”
Survivors of domestic violence. One stakeholder shared that for survivors of domestic violence, “there
can be a lot of barriers to finding housing.” They added that each situation is different and some
4 Second women's sober living home in Bozeman to open soon (kbzk.com)
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survivors are more resourced than others, adding that “we’ve seen a lot of survivors who are not the
primary income earners in their home…if the abuser ends up getting arrested, then the survivor runs the
risk of being evicted for not paying their bills.” The stakeholder added that this dynamic also plays into
cooperating with those prosecuting the crimes of their abusers, adding “if they cooperate and the
abuser goes to jail, then they might end up losing their housing. There’s a lot of nuance that survivors
have to navigate.” This stakeholder shared that direct subsidy/financial resources for rental assistance
and other housing costs would be most helpful for survivors of domestic violence. They added that “if
Bozeman is not able to increase its affordable housing stock, direct subsidy will be the most helpful.”
In addition to financial resources, this stakeholder shared that the availability of more mental health
services, particularly services that are trauma-informed, would be incredibly beneficial for this
population. Additionally, several stakeholders identified more available and affordable childcare options
as a significant need for this population.
Undocumented residents. A handful of stakeholders described the significant housing and service
barriers faced by undocumented residents. One stakeholder shared that because these residents don’t
have social security numbers, they can’t “access a lease or other housing programming.” They added
that they also don’t qualify for any federal programs (e.g. WIC, SNAP, housing assistance), so the only
service HRDC can provide is case management. Another stakeholder shared that they only know of one
property management company that will rent housing units to undocumented residents, adding that
one of the families they work with “has been on the waitlist for that property for two years.”
Stakeholders shared that because these residents can’t find housing through traditional means, they are
either forced into housing that is overcrowded and/or in poor condition.
Several stakeholders pointed to Bienvenidos a Gallatin County as the primary organization assisting
immigrant families in Bozeman. A stakeholder shared that most of these families get all their food from
the foodbank and that “it really all comes down to how they can get income.” They expressed concern
about their available employment options, noting that “they don’t receive healthcare benefits, they
might make $10/hour, and they are vulnerable.” They added that “my biggest fear is that these families
are incredibly desperate which makes them vulnerable to exploitation. And most of them have kids.
They are just looking to make a better life.”
Another stakeholder shared that their organization “could use a lot more resources for immigrant
survivors…[we have a] large and growing Spanish speaking population and we need to be able to
provide more information and awareness about their rights.” They advocated for more translation
services to be made available, adding that “we have a pretty good network of interpreters….translators
would be most helpful.”
Discuss the size and characteristics of the population with HIV/AIDS and their families within
the Eligible Metropolitan Statistical Area:
According to AIDSVu, in 2021, 69 of every 100,000 people in Gallatin County are living with HIV. This rate
is lower than surrounding counties, including Jefferson (83/100K), Madison (88/100K), and Park
(91/100K) counties, as well as the state of Montana (77/100K). Based on the state’s incidence rate of
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people living with HIV and AIDS, there are approximately 35 people in the city of Bozeman living with
HIV/AIDS. However, this is likely an undercount.
AIDS Outreach, an organization serving Gallatin County, offers several services to residents living with
HIV, including individual counseling, financial assistance in the form of food, clothing, shelter, and
medical treatment, and direct outreach and support for families and caregivers.
Similar to other special populations, residents living with HIV/AIDS also have significant housing and
supportive service needs. One stakeholder that provides healthcare services shared that a lot of their
patients report difficulty finding and securing stable housing, adding that “our sense is that cost of living
continues to increase and puts a strain on people with lower incomes, with housing being their largest
cost.” This stakeholder added that even with flexible payment options, “fewer people are coming
in…[they’re] delaying care if they feel they don’t have the funds for it.”
Additionally, this stakeholder shared that for residents living with HIV/AIDS, there is “stigma in accessing
care,” which necessitates more healthcare options that are trauma-informed and inclusive. They added
that “we hear from our clients that have gone into a different healthcare setting and felt judged and
stigmatized, which led them not to return to that provider.” They added that “accessing healthcare in a
non-judgmental compassionate space can be difficult to find….[if people don’t find this], they will forego
care altogether.”
If the PJ will establish a preference for a HOME TBRA activity for persons with a specific category of disabilities (e.g., persons with HIV/AIDS or chronic mental illness), describe their unmet need for housing and services needed to narrow the gap in benefits and services received by such persons. (See 24 CFR 92.209(c)(2) (ii))
N/A. The City of Bozeman does not receive HOME funds.
Discussion:
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NA-50 Non-Housing Community Development Needs – 91.215 (f)
Describe the jurisdiction’s need for Public Facilities:
Overall, public facilities that Bozeman survey respondents most wanted to see include:
Additional and/or higher quality childcare centers (43% of respondents);
Improvements to parks and recreation centers (28%); and
A community center and/or improvements to existing community centers (24% of respondents).
Other comments from survey respondents related to public facilities included:
“ADA improvements [should be] prioritized above all else. The city follow through with the goals
and recommendations in the Equity & Inclusion plan, which would address all of the community
development outcomes listed.”
“An Adult Day Care Center that offers quality life enrichment to enhance the quality of life for
persons with dementia and disabilities.”
“Community park/center with outdoor swimming pool.”
“We need a community center on the NW side of the city.”
“Improve indoor centers with activities for homeschool families, events or activities indoors
during winter months for kids/youth.”
Several residents and stakeholders articulated a need for more community centers in the city. One
stakeholder shared that “since the COVID-19 pandemic, it’s been difficult for a lot of community
members to find places to meet people. We need more public spaces that help facilitate these
interactions.”
How were these needs determined?
The City of Bozeman conducted a Housing and Community Needs survey for the development of this
plan, as well as a series of resident focus groups and stakeholder interviews throughout the plan
development process to determine the most urgent community needs.
Describe the jurisdiction’s need for Public Improvements:
Overall, public improvements that Bozeman survey respondents most wanted to see include:
Street and sidewalk improvements (32% of respondents);
Improvements to parks and recreation centers (28%);
A community center and/or improvements to existing community centers (24% of respondents)
Other comments from survey respondents related to public improvements included:
“Street maintenance – potholes, plowing is a long-term problem in this town that is worse than
other comparable towns….”
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“Bring back benches please! The disabled and elderly really rely on them.”
“We need better public transit, pedestrian infrastructure, and biking infrastructure.”
“Multi-modal transport infrastructure and neighborhood-scale amenities.”
“Separated bike lanes and shared use paths.”
Several stakeholders shared that a lot of the public infrastructure in Bozeman, including sidewalks,
streets, and parks, are not accessible to residents living with disabilities. One stakeholder articulated
that, “accessing things around the city can be difficult. If our organization receives free tickets to a show
downtown for our clientele with mobility challenges, trying to find parking downtown is incredibly
tough…accessibility is a huge issue.” This stakeholder wanted to see more thought go into building
accessible spaces in the city, citing Story Mill Park as a “great example of accessibility being integrated
into the space.”
How were these needs determined?
The City of Bozeman conducted a Housing and Community Needs survey for the development of this
plan, as well as a series of resident focus groups and stakeholder interviews throughout the plan
development process to determine the most urgent community needs.
Describe the jurisdiction’s need for Public Services:
Overall, the public services that Bozeman survey respondents most wanted to see included:
Increased access to mental health care services (50% of respondents);
Climate resilience-focused planning and implementation (37%);
Increased access to addiction treatment services (34%);
More recreation options for youth and other special populations (23%)
Increased access to internet/broadband services (12%)
Other comments from survey respondents related to public services included:
“More effective snow removal.”
“Increase Streamline bus service (more frequent).”
In addition to the community survey and stakeholder consultations, an April 2024 article5 quoted
HRDC’s food and nutrition outreach coordinator saying “food insecurity is a thing in our community…it’s
something that we are working to address every day. We’ve had some record numbers recently for visits
to the food bank.” Resident and stakeholders also articulated a desire for expanded transportation
options, including more reliable and frequent bus options, more financial services and life skills classes,
5 https://nbcmontana.com/news/local/hrdc-to-host-food-drive-as-donations-slow-need-rises
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more employment services for harder-to-employ residents to secure jobs, and more tenant rights/legal
aid/fair housing resources.
How were these needs determined?
The City of Bozeman conducted a Housing and Community Needs survey for the development of this
plan, as well as a series of resident focus groups and stakeholder interviews throughout the plan
development process to determine the most urgent community needs.
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Housing Market Analysis
MA-05 Overview
Housing Market Analysis Overview:
Affordable housing is very limited for households earning less than 80% of the AMI, especially those with
incomes lower than 30% AMI. According to a gaps analysis conducted to support this Consolidated Plan,
renters making below $50,000 do not have an adequate supply of affordable housing. There are 5,339
renter households in Bozeman with incomes of $50,000 and less. These renters have 4,899 rental units
that are affordable to them, leaving a gap of 440 affordable rentals or rental subsidies to accommodate
their needs. The gap is largest for renters with who live on fixed incomes, and renters with incomes
between $20,000 and $25,000. The City of Bozeman’s 2019 Community Housing Needs Assessment
found that between 5,400 to 6,340 housing units were needed over the next five years to address the
city’s current housing shortfall for residents and the workforce to keep up with job growth. The Plan
identifies that while community housing should serve the full range of incomes, efforts should focusing
on increasing:
Ownership housing from 80% to 120% AMI, while also incentivizing the production of missing
middle housing up to 150% AMI;
Additional resident and employee rentals up to 80% AMI; and
Safety net rentals below 30% AMI.
As outlined in the 2024 Gallatin Valley Housing Report, “economic expansion plays a pivotal role in
fueling housing demand, with job growth serving as a critical component.” As articulated by residents
and stakeholders throughout the development of this Consolidated Plan, as well as other local and
regional economic development plans, the need to provide a range of affordable housing options is a
critical factor in the continued growth of Bozeman’s economy.
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MA-10 Number of Housing Units – 91.210(a)&(b)(2)
Introduction
As of 2020, 40% of the City’s housing stock was made up of single-family detached homes. The second
most common housing type is multifamily properties with 5-19 units. Properties with 2-4 units make up
16% of the city’s housing stock while single-family attached homes make up 15%. Another 9% is units in
multifamily properties with 20 units or more. Mobile homes represent approximately 2% of the city’s
housing stock.
All residential properties by number of units
Property Type Number %
1-unit detached structure 8,880 40%
1-unit, attached structure 3,295 15%
2-4 units 3,425 16%
5-19 units 3,950 18%
20 or more units 2,002 9%
Mobile Home, boat, RV, van, etc. 505 2%
Total 22,057 100%
Table 26 – Residential Properties by Unit Number
Data Source: 2016-2020 ACS
The City of Bozeman has a homeownership rate of 42%. Approximately 7 in 10 homeowners live in
single family detached homes; 85% have homes with 3 or more bedrooms and 14% live in homes with
two bedrooms. Just 1% of homeowners live in homes with fewer than two bedrooms.
Single family detached homes also provide rental opportunities for residents, with 18% of renters living
in single family detached homes. Rental units with three or more apartments make up approximately
60% of units where renters reside. Renters are much more likely than homeowners to live in units with
one bedroom (15%) or no bedrooms (6%). However, most renters live in two- or three-bedroom homes
(79%).
Unit Size by Tenure
Owners Renters
Number % Number %
No bedroom 20 0.2% 679 6%
1 bedroom 114 1% 1,771 15%
2 bedrooms 1,197 14% 5,715 49%
3 or more bedrooms 7,389 85% 3,572 30%
Table 27 – Unit Size by Tenure
Data Source: 2016-2020 ACS
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Describe the number and targeting (income level/type of family served) of units assisted with
federal, state, and local programs.
The City of Bozeman defines community housing as rental or owned homes that are affordable to
households earning within specific income ranges or for special needs households. According to the
City’s 2019 Community Housing Needs Assessment, a total of 138 community ownership units and 947
affordable community rental units have been constructed in Bozeman. Since the City’s Housing Needs
Assessment, an additional 43 affordable community ownership units and 277 affordable community
rental units have been built.
Affordable ownership units in the City include land trust products, Habitat for Humanity Homes, units
created under the City’s AHO, and HRDC units/programs. Not all remain in the affordable inventory but
all have been leveraged to create affordability and contribute to wealth creation for low income
households.
Of the affordable community rental units:
Affordable rentals are a mix of low-income housing tax credit (LIHTC), project-based section 8,
MT Board of Housing funding, and non-profit owned properties.
Two properties are voluntarily operated as affordable rentals, meaning they could charge
market rates. One is owned by a non-profit.
A total of 357 units (29% of the community rental stock) are limited to occupancy by seniors
and/or persons with disabilities.
Below is a table that describes the number and targeting (income level/type of family served) of units
assisted with federal, state, and local programs in Bozeman since 2018.6
6 2019 City of Bozeman Community Housing Needs Assessment, page 46
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In addition to the inventory listed above, the following affordable rental housing developments have
been built:
Housing First Village, 42 units of permanent supportive housing for residents with incomes up
to 50% AMI (Built in 2021);
Arrowleaf, 76 units of affordable rental housing for residents with incomes up to 60% AMI (Built
in 2021);
Perennial Park, 97 units of affordable rental housing for residents older than 55 with incomes
up to 60% AMI (Built in 2021);
Timber Ridge, 30 units of affordable rental housing for residents with incomes up to 60% AMI
*Built in 2023); and
30 units of emergency shelter/rental housing for survivors of domestic violence.
With the majority of units in LIHTC developments, 58% of the units in the city’s community rental
housing stock are targeted at households with income of at least 60% AMI. Additionally:
Less than 1% of units are targeted at households with incomes less than 30% AMI;
1% of units are targeted at households with incomes less than 40% AMI;
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23% of units are targeted to households with incomes up to 50% AMI;
13% of units are targeted to households with incomes up to 80% AMI;
And 8% of units do not have income limits.
Additionally, as of January 2024, the City of Bozeman reported that 17 community housing projects are
currently in the pipeline, totaling an additional 1,241 affordable housing units and 3,715 units overall.
Provide an assessment of units expected to be lost from the affordable housing inventory for
any reason, such as expiration of Section 8 contracts.
Pond Row Apartments (22 units) have an affordability expiration period this year; no other LIHTC
development’s affordability period will expire until at least 2031. However, many more properties are or
will be eligible to apply for a “qualified contract” during this period.
Does the availability of housing units meet the needs of the population?
No. The City of Bozeman’s 2019 Community Housing Needs Assessment found that between 5,400 to
6,340 housing units were needed over the next five years to address the city’s current housing shortfall
for residents and the workforce to keep up with job growth. The Plan identifies that while community
housing should serve the full range of incomes, efforts should focus on increasing:
Ownership housing from 80% to 120% AMI, while also incentivizing the production of missing
middle housing up to 150% AMI;
Additional resident and employee rentals up to 80% AMI; and
Safety net rentals below 30% AMI.
Additionally, to support the Housing Market Analysis of this Consolidated Plan, a “gaps analysis” was
conducted, which compares renter household incomes to the distribution of both affordable rental and
homeownership units. That analysis was based on the 2022 American Community Survey (ACS) data and
reflects housing market conditions during 2022.
According to that gaps analysis, renters making below $50,000 do not have an adequate supply of
affordable housing. There are 5,339 renter households in Bozeman with incomes of $50,000 and less.
These renters have 4,899 rental units that are affordable to them, leaving a gap of 440 affordable
rentals or rental subsidies to accommodate their needs. The gap is largest for renters with who live on
fixed incomes, and renters with incomes between $20,000 and $25,000 (a gap of 1,873 affordable rental
units).
Additionally, the gaps analysis also looked at the availability of homes for sale that were affordable to
residents at different AMI levels. The analysis found that there are no affordable homes for sale to
households that make less than 120% AMI.
Describe the need for specific types of housing:
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The City’s Needs Assessment also found that about 60% of the units needed to be priced “below-
market” to meet the full range of community housing needs. This includes a mix of housing unit types to
diversify options for residents, with prices ranging primarily between $160,000 and $400,000 for
ownership and $500 to $1,200 per month for rent. The gaps analysis also reveals a need for deeply
affordable and permanent supportive housing for the city’s extremely low-income renters, as well as a
need for more affordable homeownership opportunities for households making less than 120% AMI.
More income and deed restricted housing is needed to accommodate this group of renters and
potential buyers.
Specific housing types articulated by residents and stakeholders include a need for more transitional
housing options, more accessible and first-floor housing options for residents living with disabilities,
more housing options that allow older residents to downsize, and smaller-scale, affordable
homeownership opportunities.
Discussion
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MA-15 Housing Market Analysis: Cost of Housing - 91.210(a)
Introduction
Between 2010 and 2022, the median market value of homes in Bozeman, as measured by the American
Community Survey (ACS), increased by 104%. The median value was $546,100 as of 2022, requiring an
annual household income of approximately $164,000 and a downpayment of at least $54,600.
Rents have also increased significantly, rising 96% between 2010 and 2022. The annual household
income needed to afford the median rent and utilities is $58,000. In 2022, 47% of Bozeman’s renters
paid $1,500 or more per month for rent. In 2010, just 6% of renters paid $1,500 or more per month for
rent.
Cost of Housing
Base Year: 2010 Most Recent Year:
2022
% Change
Median Home Value $268,100 $546,100 104%
Median Contract Rent $686 $1,343 96%
Table 28 – Cost of Housing
Data Source: 2010 and 2022 5-year ACS estimates
Rent Paid Number %
Less than $500 279 2
$500-999 2,517 21
$1,000-1,499 3,561 30
$1,500-1,999 3,183 27
$2,000 or more 2,400 20
Table 29 - Rent Paid
Data Source: 2018-2022 ACS
Housing Affordability
Number of Units affordable to
Households earning
Renter Owner
30% HAMFI No Data
50% HAMFI
80% HAMFI
100% HAMFI No Data
Table 30 – Housing Affordability
Data Source: 2016-2020 CHAS
The fair market rents listed in Table 36 represent FY2024 fair market rents.
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Monthly Rent
Monthly Rent ($) Efficiency (no
bedroom)
1 Bedroom 2 Bedroom 3 Bedroom 4 Bedroom
Fair Market Rent $901 $999 $1,275 $1,797 $2,164
High HOME Rent $901 $999 $1,275 $1,797 $1,998
Low HOME Rent $901 $999 $1,226 $1,417 $1,581
Table 31 – Monthly Rent
Data Source: HUD FMR and HOME Rents
Is there sufficient housing for households at all income levels?
No. According to the City’s 2019 Community Housing Needs Assessment, between 5,405 and 6,340
housing units for residents and employees were estimated to be needed by 2025 –an average of about
770 to 905 housing units per year. According to the Needs Assessment, about 60% of the housing
needed to be priced below-market, approximately 3,210 to 3,765 units (about 460 to 540 per year).
Specifically, this meant ownership housing priced below $350,000 (150% AMI) and rental units priced
below $1,000 per month (60% AMI). The Needs Assessment articulated that to support the local
workforce, 41% of new units should be targeted for ownership and 59% of units should be targeted for
renters.
As highlighted above, the gaps analysis completed for this plan found that renters making below
$50,000 do not have an adequate supply of affordable housing. There are 5,339 renter households in
Bozeman with incomes of $50,000 and less. These renters have 4,899 rental units that are affordable to
them, leaving a gap of 440 affordable rentals or rental subsidies to accommodate their needs. The gap is
largest for renters with who live on fixed incomes, and renters with incomes between $20,000 and
$25,000 (a gap of 1,873 affordable rental units). The analysis found that there are no affordable homes
for sale to households that make less than 120% AMI.
How is affordability of housing likely to change considering changes to home values and/or
rents?
Between 2009 and 2020, Bozeman’s population has increased by 20%. Over roughly the same time
period, median market value of homes has increased by 104% while rents have increased by 96%.
Market home values and rents have continued to increase alongside the population, suggesting that
people with higher incomes are moving to the area and are able to afford the rising cost of housing.
Therefore, the market is incentivized to accommodate the demand of high-income households. For
these high-income households, affordability may not be a concern. However, for existing residents with
lower incomes, finding and maintaining stable, affordable housing may become less likely as housing
costs outpace their income.
How do HOME rents / Fair Market Rent compare to Area Median Rent? How might this
impact your strategy to produce or preserve affordable housing?
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According to 2022 5-year ACS data, median gross rent for efficiency, one-bedroom, two-bedroom, and
three-bedroom units are all higher than the FY24 Fair Market Rents established by HUD, as well as
HOME High Rents for Gallatin County. This suggests that the payment standards established by HUD are
lower than current market rates in Bozeman for rental units. Consequently, this indicates that the City
will need to continue prioritizing the preservation of existing affordable housing and the production of
new affordable units.
These findings align with feedback from both stakeholders and residents that have articulated that for
residents who are able to secure a housing voucher, the payment standards are too low for the voucher
to cover the remainder of rent after a household pays 30% of their income. Additionally, “voucher is not
enough to cover the rent for places I want to live” was the number one answer articulated by survey
respondents who indicated it was somewhat difficult or very difficult to use a voucher in the Bozeman
area.
Discussion
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MA-20 Housing Market Analysis: Condition of Housing – 91.210(a)
Introduction
This section provides data on the condition of housing units within Bozeman, based on American
Community Survey (ACS) data from 2022. Of owner-occupied units, about a quarter, or 2,372 units, have
a reported condition issue. A small share, just 1% or 54 units, have more than one condition issue.
Seventy five percent of owner-occupied units in Bozeman have no condition issues.
Rental units are much more likely to be in poor condition, with 47% or 5,770 units with one condition
issue. Similar to owner-occupied units, just 1% of the rental housing stock in Bozeman, or 129 units,
have more than one condition issue. Just over half of the city’s rental housing stock have no condition
issues.
Condition issues appear to be somewhat correlated with year built. As described above, rental units are
nearly 2.5 times more likely to have a condition issue compared with owner-occupied units. Between
1950 and 1979, twice as many rental units were built as owner-occupied units. Additionally, between
1980 and 1999, for every one owner-occupied unit built, approximately 1.8 rental units were built.
Homes built before 1980 have the greatest risk of lead-based paint hazard, as the federal government
banned lead from paint beginning in 1978. According to the federal Environmental Protection Agency
)EPA), nationally, 24% of homes built between 1960 and 1977 contain lead-based paint, in addition to
69% of homes built between 1940 and 1950, and 87% of homes built before 1940.
Bozeman has a sizable share of homes built before 1980: nearly a third (32%) of owner-occupied homes
and 35% of renter-occupied homes were built before lead-based paint was banned. There were nearly
one and a half times more rental units built during before 1980 than owner-occupied units (3,066
owner-occupied, 4,316 rental units).
Due to the lack of available data, this analysis did not include an inventory of the suitability of units in
need of rehabilitation.
Definitions
Condition of Units
Condition of Units Owner-Occupied Renter-Occupied
Number % Number %
With one selected Condition 2,318 24% 5,770 47%
With two selected Conditions 54 1% 129 1%
With three selected Conditions 0 0% 0 0%
With four selected Conditions 0 0% 0 0%
No selected Conditions 7,269 75% 6,501 52%
Total 9,641 100% 12,400 100%
Table 32 - Condition of Units
Data Source: 2022 5-year ACS
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Year Unit Built
Year Unit Built Owner-Occupied Renter-Occupied
Number % Number %
2000 or later 4,952 51 5,155 41
1980-1999 1,623 17 2,929 24
1950-1979 1,551 16 3,230 26
Before 1950 1,515 16 1,086 9
Total 9,641 100 12,400 100
Table 33 – Year Unit Built
Data Source: 2022 5-year ACS
Risk of Lead-Based Paint Hazard
Risk of Lead-Based Paint Hazard Owner-Occupied Renter-Occupied
Number % Number %
Total Number of Units Built Before 1980. 3,066 32 4,316 35
Housing units built before 1980 with children present
Table 34 – Risk of Lead-Based Paint
Data Source: 2018-2022 ACS (Total Units) 2016-2020 CHAS (Units with Children present)
Vacant Units
Suitable for
Rehabilitation
Not Suitable for
Rehabilitation
Total
Vacant Units n/a n/a n/a
Abandoned Vacant Units n/a n/a n/a
REO Properties n/a n/a n/a
Abandoned REO Properties n/a n/a n/a
Table 35 - Vacant Units
Need for Owner and Rental Rehabilitation
Housing units built over 30 years ago are more likely to need rehabilitation assistance. Given that 32% of
owner-occupied stock and 35% of renter-occupied stock was built before 1980, a sizable portion of
Bozeman’s housing stock likely has moderate rehabilitation needs. In general, low- and moderate-
income households are more likely to be renters and renters are also more likely to experience
substandard housing conditions. In Bozeman, households in Census Tract 6, which is north of W Peach
Street, east of N19th Avenue, and south of W Griffin Drive, have lower median household incomes and
higher poverty rates compared to the city at-large. According to 2022 5-year ACS data, more than half of
the housing stock in this Tract (53.7%) was built before 1980.
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Estimated Number of Housing Units Occupied by Low or Moderate Income Families with LBP
Hazards
According to CHAS data, an estimated 189 households with children aged 6 or younger live in owner-
occupied homes built before 1980, which are more likely to contain lead-based paint hazards. There are
an estimated 209 households with children aged 6 or younger in renter-occupied units with risk of
exposure to lead-based paint hazards. It is common for households with lower incomes to live in older
housing given that new and updated homes are likely more expensive. Low-income renters may be
more likely to reside in substandard housing that contains lead-based paint hazards, as homeowners
often have more income to remodel and more autonomy over the decision to address potential hazards
in the home.
Discussion
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MA-25 Public and Assisted Housing – 91.210(b)
Introduction
There are no public housing units in the city of Bozeman.
Totals Number of Units
Program Type
Certificate Mod-Rehab Public
Housing
Vouchers
Total Project -based Tenant -based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled
*
# of units vouchers
available 0 38 0 675 275 350 50 0 0
# of accessible units
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition
Table 36 – Total Number of Units by Program Type
Data Source: PIC (PIH Information Center)
Describe the supply of public housing developments:
n/a.
Describe the number and physical condition of public housing units in the jurisdiction, including those that are participating in an
approved Public Housing Agency Plan:
n/a.
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Public Housing Condition
Public Housing Development Average Inspection Score
n/a n/a
Table 37 - Public Housing Condition
Describe the restoration and revitalization needs of public housing units in the jurisdiction:
n/a.
Describe the public housing agency's strategy for improving the living environment of low-
and moderate-income families residing in public housing:
n/a.
Discussion:
n/a.
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MA-30 Homeless Facilities and Services – 91.210(c)
Introduction
The 2024 PIT Count counted 296 sheltered and 113 unsheltered homeless individuals in the city of Bozeman. A variety of housing facilities and
services are offered to these homeless individuals by organizations within Bozeman, including the City, HRDC, other community-based
organizations, and health service agencies. Housing facilities include emergency shelters, transitional housing, safe havens, and permanent
supportive housing options. Homeless support services offered within the Bozeman area include: prevention and diversion, outreach, case
management, system navigation and housing location assistance, medical services, employment services, substance use disorder services,
mental health care, public assistance benefits and referrals, and domestic violence support.
Facilities and Housing Targeted to Homeless Households
Emergency Shelter Beds Transitional
Housing Beds
Permanent Supportive Housing
Beds
Year Round Beds
(Current & New)
Voucher /
Seasonal /
Overflow Beds
Current & New Current & New Under
Development
Households with Adult(s) and
Child(ren)
Five family suites
(Homeward Point)
40 beds (Haven)
- 15 units (Family
Promise)
- -
Households with Only Adults 105 beds (HRDC
Warming Center)
136 beds (Homeward
Point -opening 2025)
- 10 units (HRDC) 42 units (Housing
First Village)
19 units
(community
wide)
-
Chronically Homeless Households - - - -
Veterans - - - -
Unaccompanied Youth - - - -
Table 38 - Facilities and Housing Targeted to Homeless Households
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Describe mainstream services, such as health, mental health, and employment services to the extent those services are use to complement services targeted to homeless persons
Medical and Mental Health Care Services available to the Bozeman community include:
Community Health Partners – CHP provides medical, dental, behavioral health, and
pharmaceutical services. CHP also institutes a sliding scale payment system for services in use,
and referrals to specialists also are on a sliding scale basis.
Bridgercare – provides excellent, affordable reproductive and sexual healthcare and education
in a safe environment.
Gallatin County Health Department – Resources provide by the Health Department include
environmental health, immunizations, WIC nutrition services, emergency preparedness, and
preventative cancer screenings, among other services.
Hope House – Hope House provides a Crisis Stabilization Center for anyone experiencing a
mental health crisis who needs a safe place to go. Hope House also provides case management
and short-term stay for clients.
Gallatin Mental Health Center – GMHC assists individuals and communities with the challenges
of mental health, substance use, and co-occurring disorders in order to achieve the highest
quality of life. GMHC has sliding scale fees.
Human Development Clinic – HDC provides quality, low-cost counseling services for the Gallatin
Valley, including individual and group counseling, skill development workshops, and therapy for
families, children, adults, and couples.
Western Montana Mental Health Center – an integrated community-based mental health
center offering a comprehensive range of services to adults living with mental health conditions
in Montana.
A.W.A.R.E., Inc. – statewide nonprofit organization that offers quality, community-based
support for people with mental health and/or developmental disabilities and families with
children ages 0 to 8.
MSU Human Development Clinic – staffed by faculty and graduate students of the counseling
program within the Department of Counseling at MSU, services are offered to members of the
community, as well as students and staff at MSU. Low-cost mental health services to adults and
children of Gallatin County are available.
Providence Mental Health – Providence works toward alleviating the harmful effects of
traumatic experiences for families and individuals.
In addition to the housing services provided for residents experiencing homelessness in the Bozeman
area, HRDC also provides youth employment support, Medicare counseling, at home assistance for older
adults, and care coordination for older adults. The day services also provide support to unhoused
residents to meet their basic hygiene needs.
Additionally, employment and adult education services available to the Bozeman community include:
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Bozeman Job Service – Bozeman Job Service provides employment listings, job matching and
training, Veteran resources, and counseling. The Job Service also provides computers, phone,
fax, copying, and printing services for employment searches.
Vocational Rehab – Promotes work and independence for adults with disabilities. Resources
include job training and placement, counseling, and post-employment services.
Youth Development @ the HRDC – Jobs skills, resources, and job placement for youth (ages 14-
21, up to 24 years old in some cases).
Career Transitions – Career Transitions uses a variety of tools to promote job readiness,
including training and computer literacy classes, to ensure successful job placement for
individuals.
LC Staffing – A staffing agency for those seeking temporary or full-time employment.
Express Employment – A staffing agency for those seeking temporary or full-time employment.
Adult Learning Center – A service of Bozeman Public Schools, the ALC provides assistance in HI-
SET preparation (formerly the GED) as well as resume skills, job search help, and basic adult
education.
Beacon Employment Services – Employment assistance for people with mental and physical
disabilities. Assistance includes resume writing assistance, job search and placement, job
coaching, interview skills development, and benefits counseling.
While there are available mental health services available in the Bozeman community, residents and
stakeholders indicated that the demand for these services far outpaces supply. The majority of
stakeholders consulted for this plan indicated that mental health services was one of the most critical
needs in Bozeman. Additionally, 50% of survey respondents (n=477) indicated that more mental health
services were a critical need for the Bozeman community.
List and describe services and facilities that meet the needs of homeless persons, particularly chronically homeless individuals and families, families with children, veterans and their
families, and unaccompanied youth. If the services and facilities are listed on screen SP-40 Institutional Delivery Structure or screen MA-35 Special Needs Facilities and Services, describe how these facilities and services specifically address the needs of these populations.
Montana 2-1-1 provides information and connects people to resources for non-emergency needs, via an easy-to-remember phone number (2-1-1) and a website (montana211.org).
Facilities
HRDC Warming Center – The Bozeman Warming Center offers emergency shelter to anyone in
need, including families with children, single adults, and couples. The space provides each
individual or group with separate sleeping areas. The Shelter is open nightly from 8 p.m. to 8
a.m. Additionally, the Warming Center also provides Drop-In Services during the day. Warming
Center and Day Center Services include computer access, day storage, housing case
management, housing navigation, job search assistance, peer support and recovery groups,
personal laundry, showers, and sock exchange. Note that HRDC’s Homeward Point (discussed
below) will replace the Warming Center when it opens.
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OMB Control No: 2506-0117 (exp. 09/30/2021)
HRDC Homeward Point – Expected to open in spring 2025, HRDC @Homeward Point will be
Bozeman’s year-round shelter. The shelter was planned from a trauma-informed point of view
and includes dedicated space for families with a separate entrance. Staff and community
partners will be located onsite, along with a variety of services, to ensure that clients’
experience with homelessness is brief and that they are well supported as they aim for housing
stability.
Haven – Recently, Haven has relocated to a new emergency shelter facility, which now offers 40
beds in 30 units. This shelter provides a confidential and safe house for victims of sexual and
domestic violence. Staff also helps with crisis intervention, on-going support, education, and
legal advocacy.
Family Promise – Family Promise’s Shelter Programs provide temporary shelter and highly
individualized, person-centered, trauma-informed case management to move families from
homelessness to housing independence. Family Promise services individuals who are pregnant,
families with children under the age of 18, and families of all compositions.
VASH program – Veteran Affairs Supportive Housing for homeless veterans, including case
management, counseling, and ongoing rental assistance.
Supportive Services for Veterans and Families – Volunteers of American Northern Rockies
provides supportive services for veterans and families who are experiencing or at risk of
homelessness.
Additionally:
There are 25 units of transitional housing available in the community (HRDC manages 10 units;
Family Promise manages 15 units);
HRDC also manages the Housing First Village, which offers 42 units of permanent supportive
housing. An additional 19 units of PSH are available in the community.
Prevention and Diversion Services
HRDC – HRDC’s Homeless Prevention program includes case management, housing counseling,
financial coaching, and temporary emergency rental relief for households who meet program
eligibility criteria.
Family Promise – Through its Prevention and Diversion programs, Family Promise provides
temporary assistance needed to prevent moving into emergency shelter, to maintain or move
into stable housing, including rental payment assistance, landlord mediation, and transportation
and utility support.
Haven – Haven has a community engagement team and prevention education team that
performs community outreach and awareness building to help people recognize domestic
violence when it’s happening and how to support survivors. Haven also has a partnership with
Bridgercare to administer a Peer Education program, which trains teens to teach their peers
about sexuality and healthy relationships in a medically accurate, developmentally-appropriate,
evidence-based, and culturally-sensitive manner.
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OMB Control No: 2506-0117 (exp. 09/30/2021)
Haven also provides counseling services, a 24-hour support line, emotional support, personal
advocacy services, and safety planning. They also connect clients to other available community
resources.
Supportive and Specialized Services
HRDC – Other services provided by HRDC include emergency energy and emergency food
assistance. In addition to the Homeless Prevention services and Transitional Housing mentioned
above, HRDC’s Housing First program provides Rapid Rehousing services, Housing
Counseling/Supportive Services, and SSI/SSDI Outreach, Access, and Recovery (SOAR).
Additionally, HRDC’s Market Place offers a no-cost grocery market (Gallatin Valley Food Bank),
monthly grocery program for seniors, a pay-what-you-can restaurant, cooking and nutrition
classes, year-round kid friendly food programs, emergency assistance, financial coaching and
education, support to help clients file their taxes, utility assistance programs, home
weatherization assistance, preschool registration, youth employment support, foster youth
support, transitional housing support for youth, volunteer opportunities, and Medicare
counseling, among others.
REACH – REACH works to empower adults with a range of physical or developmental disabilities
through employment, residential, and transportation assistance.
The Help Center – provides a 24-hour crisis hotline, as well as Bozeman’s 211 information line.
Ability MT – Provides services that promote independence for people with disabilities.
Rural Dynamics, Inc. – provides financial counseling, debt management, bankruptcy education,
and other financial services.
Bozeman Public Library – free books, movies, music, computers, and internet access.
LOVE, Inc. – service for residents of Gallatin County who need clothing, food, budgeting
assistance, car repairs, home repairs, transportation, and family help.
Salvation Army – assists with clothing, linens, housewares, etc. Veterans and homeless
assistance is also available.
Family Outreach, Inc. – Provides free services to families and friends of children and adults with
disabilities to help keep families intact. They also offer placement assistance.
Eagle Mount – Provides quality adaptive recreation and support opportunities for people with
disabilities and young people impacted by cancer and provide support for families of
participants.
Big Sky Youth Empowerment – Creates transformative community where vulnerable teenagers
experience belonging, purpose, and well-being through group mentorship, adventure, and
connection with the natural world.
Bozeman Adult Learning Center English for Speakers of Other Languages – ESOL classes are
designed to meet the individual language and cultural understanding needs of non-native
English speakers.
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OMB Control No: 2506-0117 (exp. 09/30/2021)
Bienvenidos- Connects new Spanish-speaking families with local mentors, volunteers, and
professionals who help families meet their goals through language acquisition, coordination of
services, access to community resources, and advocacy.
Montana Legal Services – provides non-criminal legal information, advice, and representation to
Montanans to fight scam on seniors, assist veterans, help people escape abusive relationships,
and represent families living in unsafe housing conditions.
Child Care Connections – assists families in affording child care through scholarships, provides
resources for families regarding child safety, emergency preparedness, and special needs
resources for both families and childcare providers.
South North Nexus – Manages Migrant Legal Fund which assists migrants and their families in
Montana with legal support to address pressing issues related to their residency in Montana.
McKinney-Vento – Education for homeless children and youth program through Montana’s
Office of Public Instruction.
Montana Fair Housing – Promotes non-discrimination in Montana through outreach, education,
dispute resolution and enforcement.
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Consolidated Plan BOZEMAN 78
OMB Control No: 2506-0117 (exp. 09/30/2021)
MA-35 Special Needs Facilities and Services – 91.210(d)
Introduction
Special needs populations in Bozeman include the elderly; frail elderly; persons with mental, physical, or
developmental disabilities; persons with HIV/AIDS; and persons with substance abuse disorders. These
populations face unique barriers to stable housing. Some rely on a fixed income, such as Social Security
Disability Income (SSDI) that cannot withstand large increases in housing costs. People with mental,
physical, or developmental disabilities have limited accessible and affordable housing options. For those
relying on housing vouchers, the task of finding an accessible unit can be challenging.
Including the elderly, frail elderly, persons with disabilities (mental, physical, developmental),
persons with alcohol or other drug addictions, persons with HIV/AIDS and their families,
public housing residents and any other categories the jurisdiction may specify, and describe
their supportive housing needs
Special needs populations require unique housing support. An estimated 40% of households with a
disability have a housing need that may require modifications to make a unit more accessible, such as
shower grab bars, ramps, or wide doors. This population may need help with one or more daily activities
requiring assistance of a hired caregiver or family member. If neither option is available due to lack of
family members or for financial reasons, group homes offer vital support for populations with
disabilities.
An estimated 4% of elderly (aged 62 years and older) and 4% of frail elderly (elderly and requiring
assistance with daily living) have housing or service needs; this is based on the share of elderly and frail
elderly living in poverty. These needs are similar to those with disabilities, such as modifications to the
home or care provided by a family member, or at-home caregiver.
There are an estimated 35 people living with HIV/AIDS in Bozeman based on CDC rates of incidence in
Montana at 65.6 infections per 100,000 people. According to the CDC, treatment for HIV requires
intensive, consistent medication to suppress the viral load to keep this population healthy and reduce
the risk of transmission. Housing stability is critical for this population, as homelessness can make
obtaining the necessary medication challenging and risks inconsistent usage. Support to maintain
housing stability could be permanent supportive housing, housing vouchers, emergency rental
assistance, and a medical care team to ensure health is optimized.
Based on the U.S. Department of Health and Human Services National Survey on Drug Use and Health,
there are an estimated 10,321 persons with alcohol or other drug abuse disorders in Bozeman; 48% of
which have a housing or service need. To best support this population, counseling for the individual and
their family may be needed alongside housing assistance. Stable housing is key to recovery, as many
with substance abuse disorders may use to cope with impending or present dangers of homelessness.
Among the greatest community development needs that residents and stakeholders were asked to
consider as critical needs, the top five were: Affordable Childcare, Mental Health Services, Supportive
Services for Vulnerable Residents, Climate Resilience Planning and Implementation, and Public Transit.
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Describe programs for ensuring that persons returning from mental and physical health
institutions receive appropriate supportive housing
As noted earlier in this section, several organizations serve residents experiencing mental health
challenges, including Community Health Partners, Gallatin Mental Health Center, Human Development
Clinic, Western Montana Mental Health Center, and the MSU Human Development Clinic. Organizations
serving the needs of residents living with physical or development disabilities include REACH, Inc., Ability
MT, and Family Outreach.
While programs and services do exist for providing supportive housing options to these populations,
residents and stakeholders described a significant gap in the availability of supportive housing.
Stakeholders described a critical shortage of affordable and accessible housing options for people living
with disabilities. Additionally, mental health services were highlighted as being a significant community
need. Several stakeholders felt that until residents treated their mental health challenges, finding and
remaining in a stable housing situation would be a challenge. Stakeholders also mentioned that the lack
of staff capacity and resources available for organizations to provide services in a housing setting were
significant barriers to supportive housing. A couple of stakeholders cited the cost of living in Bozeman as
a primary reason they are unable to retain their staff.
Specify the activities that the jurisdiction plans to undertake during the next year to address
the housing and supportive services needs identified in accordance with 91.215(e) with
respect to persons who are not homeless but have other special needs. Link to one-year
goals. 91.315(e)
The City of Bozeman strives to ensure that city information and public participation options are inclusive
and accessible. The City has adopted policies in compliance with the Americans with Disabilities Act. The
City will generally, upon request, provide appropriate aids and services leading to effective
communication for qualified persons with disabilities so that people with disabilities can participate
equally in City programs, services, and activities, including, but not limited to, qualified sign language
interpreters, documents in Braille, and other ways of making information and communications
accessible to people who have speech, hearing, or vision impairments.
The City is dedicated to increasing staff resources to serve the elderly, persons with disabilities, and
individuals with other special needs. The City is in the process of hiring a Disability Community Liaison, a
Belonging in Bozeman Coordinator, Community Engagement Coordinator, and ADA Coordinator. The
role of the ADA Coordinator is to ensure ADA compliance and bolster disability inclusivity in accessing
the community. This will allow the City to move away from a reactionary model of addressing ADA
compliance and ensure the City meets all federally mandated requirements in a proactive manner. The
Disability Community liaison will assist the ADA Coordinator on community engagement and outreach to
promote a positive relationship between the disability community and the City, ensure that community
members with disabilities have an avenue to voice their concerns and provide feedback in community
development. The Belonging in Bozeman and Community Engagement Coordinators will work together
to implement the goals and strategies outline in the City Diversity, Equity and Inclusion Plan, which
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includes goals pertaining to residents living with mental, physical, developmental disabilities and other
special needs.
The Neighborhood Services division at the City of Bozeman has a specific focus on the health and safety
impacts related to houseless residents, including those living with disabilities. The Neighborhood
Services program connects vulnerable members of the community to services and resources, including
mental health and substance abuse services, for persons suffering from drug and alcohol addiction and
mental illness.
In partnership with Eagle Mount Bozeman the City of Bozeman’s Parks and Recreation Division are
working together to create inclusive summer camps for our community. Eagle Mount is focused on
celebrating abilities and removing barriers to recreation. Eagle Mount offers a wide range of activities
with adaptive features, such as skiing, horseback riding, swimming, camping, rock climbing, kayaking,
cycling, fishing, and more. These activities foster freedom, joy, strength, focus and confidence. This
collaboration allows for more success in a group setting for children with greater individual special
needs. The summer camps are for all abilities to promote diversity and the beauty of disability.
In addition to the services these various departments provide for people with special needs, the City of
Bozeman has identified the need to promote aging in place and universally accessible residential design.
The City intends to leverage expertise of the disability community to educate design and building
professionals and conduct educational workshops for design, construction, and real estate professionals
on universal design practices and adaptable dwellings within residential developments. If an
environment is accessible, usable, convenient and a pleasure to use, everyone benefits. By considering
the diverse needs and abilities of all throughout the design process, universal design creates digital and
built environments, services and systems that meet peoples’ needs.
For entitlement/consortia grantees: Specify the activities that the jurisdiction plans to undertake during the next year to address the housing and supportive services needs identified in accordance with 91.215(e) with respect to persons who are not homeless but have other special needs. Link to one-year goals. (91.220(2))
Please see above.
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OMB Control No: 2506-0117 (exp. 09/30/2021)
MA-40 Barriers to Affordable Housing – 91.210(e)
Negative Effects of Public Policies on Affordable Housing and Residential Investment
Through the stakeholder consultation process, a handful of barriers were identified impacting the
development of affordable housing in Bozeman.
One stakeholder felt that the housing conversation is not really occurring at the regional level, adding
that “it’s ignored a little bit at the regional level.” They noted that regionally, there is a de facto
moratorium on development because of infrastructure constraints, namely sewer infrastructure. As a
result, “the inability of other places to grow is putting pressure on growth in Bozeman.” This stakeholder
wanted to see more regional cooperation among Bozeman and other local communities to try and
address their housing issues in a collective manner.
Another stakeholder shared that the current zoning code does not allow the development of more
compact homes on smaller lots, adding that to move their development through the process, they
needed approximately 20 variances to the zoning code and had to use the Planned Unit Development
(PUD) tool. Describing the process as “extremely challenging,” they felt there was a disconnect between
the vision of the community and what can actually be built in the city.
Another stakeholder felt that zoning gets blamed a lot as a barrier to affordable housing development,
however, they articulated that “Bozeman’s Unified Development Code (UDC) has tons of flexibility…it’s
just really convoluted.” They noted that the city’s zoning code has been “patched up and moved
around” so much that only a handful of people actually can navigate it and understand it. They felt that
if you can navigate the code, it’s not overly difficult to move developments through the process.
Private covenants can also create barriers, particularly when they duplicate overly large lot sizes,
excessive design costs, etc. Once adopted, covenants are very difficult to change. Montana has very little
state law setting any kind of process guidance or standards for owners associations, fiscal stewardship,
or equal protection making them easy to misuse.
Other stakeholders highlighted the development approval process in the city as a barrier, citing that due
to staff capacity issues and unfamiliarity with the development code, the process to obtain all of the
necessary approvals was not as efficient as it could have been.
Additional barriers identified by stakeholders impacting the development of affordable housing included
the high cost of land and lack of availability of land, high cost of infrastructure, high cost of labor, and
NIMBYism. A couple of stakeholders also mentioned that in addition to these barriers, Bozeman has a
short construction season due to the weather, which compounds the negative impacts of the
aforementioned barriers. One stakeholder also cited high interest rates as another current barrier to
development. Stakeholders are also concerned about redevelopment of manufactured housing which
could displace residents and contribute to a loss of naturally affordable stock.
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At the state level, stakeholders highlighted the State Legislature’s removal of a jurisdiction’s regulatory
authority to allow for inclusionary zoning. In response, the City is currently implementing an incentive-
based approach to increasing the number of community housing units in Bozeman.
Stakeholders did acknowledge the City’s effort to update the Unified Development Code, which aimed
to:
Ensure consistency with the Growth Plan and other adopted policy documents;
Modernize and improve the organization, usability, and user-friendliness of the code;
Provide for a wide range of housing types to meet an expanded range of housing needs;
Improve the built environment and provide new and improved development standards; and
Ensure compliance with recent state land use legislative changes.
However, the City’s Mayor and Commission paused the update to the UDC in fall 2023 to allow for
additional community engagement activities.
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Consolidated Plan BOZEMAN 83
OMB Control No: 2506-0117 (exp. 09/30/2021)
MA-45 Non-Housing Community Development Assets – 91.215 (f)
Introduction
Economic Development Market Analysis
The City of Bozeman updated its Economic Development Strategy in 2023, which includes the following goals:
Strong Economic Base
Increase middle and high wage traded sector employment and diversify the economic base.
Support local sector businesses with a seamless permitting process and awareness about existing small business programs.
Invest in infrastructure projects identified on the capital improvement plan (CIP) that the business community needs and wants.
Strong Community
Protect the outdoor environment by guiding efficient industry site development within the city limits.
Foster an environmentally and economically sustainable community with an active transportation network (transit networks, bicycle
routes, trails, and sidewalks) that employers and employees desire.
Offset livability costs for citizens with conscious infrastructure and workforce investments that improve access to job opportunities with
the understanding that several other stakeholders are focused specifically on affordable housing.
Additionally, the City’s 2023 Economic and Market Update highlight eight key segments that distinguish the Bozeman economy from other mid-
sized cities and recreation/resort-oriented mountain communities:
Higher Education – In 2022, Montana State University (MSU) had 16,688 students enrolled and 4,250 faculty and staff. MSU is one of
131 R1 research institutions with “very high research activity” within the Carnegie Classification of Institutions of Higher Education.
Tourism and Recreation – Bozeman is a “gateway community” for world class recreation including the Bridger Bol and Big Sky ski areas,
pristine rivers and streams, and Yellowstone and Glacier National Parks. Yellowstone International Airport (BZN) is a major tourism (and
business) driver with over 2.2 million passengers in 2022.
Health Care – Bozeman Health is a regional hub for health care in Southwest Montana, employing over 1,000 people. There are
numerous other clinics and medical offices clustered around the hospital and located throughout Bozeman.
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Technology – Bozeman is a hub for technology and research and development companies that have both started in or moved to
Montana. Major employers range from companies focusing on software development to photonics R&D and manufacturing.
Manufacturing – There are numerous manufacturing firms in Greater Bozeman ranging from outdoor companies to optical technology,
materials science, electronics, and aerospace.
Retail and Hospitality – Bozeman retailers serve at least a 50-mile radius trade area, making it the premier retail, services, and health
care hub in Southwest Montana. Downtown Bozeman is a vibrant main street with independent shops, restaurants, and breweries
serving locals and visitors.
Creative Arts – The city has many businesses that provide goods and services based on intellectual property and individual creativity.
These businesses include publishing, film, TV, media, design, technology, performing arts, and museums and galleries.
Montana State University Innovation Campus – The MSUIC hosts the only Secure Compartmental Information Facility (SCIF) in the state
of Montana and facilitates classified research for both government agencies and the private sector.
Business Activity
Business by Sector Number of
Workers Number of Jobs Share of Workers
% Share of Jobs
% Jobs less workers
%
Agriculture, Mining, Oil & Gas Extraction 495 64 1.6% 0.2% -1.4%
Arts, Entertainment, Accommodations 4,586 6,308 14.6% 16.2% 1.6%
Construction 2,493 2,237 7.9% 5.7% -2.2%
Education and Health Care Services 8,231 11,101 26.2% 28.5% 2.3%
Finance, Insurance, and Real Estate 1,590 1,793 5.1% 4.6% -0.5%
Information 194 601 0.6% 1.5% 0.9%
Manufacturing 2,149 1,573 6.8% 4.0% -2.8%
Other Services 1,697 1,665 5.4% 4.3% -1.1%
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Consolidated Plan BOZEMAN 85
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Business by Sector Number of
Workers Number of Jobs Share of Workers
% Share of Jobs
% Jobs less workers
%
Professional, Scientific, Management Services 3,867 4,664 12.3% 12.0% -0.3%
Public Administration 545 1,438 1.7% 3.7% 2.0%
Retail Trade 4,326 5,690 13.8% 14.6% 0.8%
Transportation & Warehousing 892 644 2.8% 1.7% -1.1%
Wholesale Trade 368 903 1.2% 2.3% 1.1%
Grand Total 31,433 38,981 100% 100% -
Table 39 - Business Activity
Data Source: 2017-2021 ACS (Workers), 2021 Longitudinal Employer-Household Dynamics (Jobs)
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OMB Control No: 2506-0117 (exp. 09/30/2021)
Labor Force
Total Population in the Civilian Labor Force 33,661
Civilian Employed Population 16 years and
over
32,708
Unemployment Rate 2.8%
Unemployment Rate for Ages 16-24 7.3%
Unemployment Rate for Ages 25-65 1.3%
Table 40 - Labor Force
Data Source: 2018-2022 ACS
Occupations by Sector Number of People
Management, business, science, arts 15,519
Farming, fisheries and forestry occupations 277
Service 6,074
Sales and office 5,673
Construction, extraction, maintenance and
repair
2,144
Production, transportation and material
moving
3,021
Table 41 – Occupations by Sector
Data Source: 2018-2022 ACS
Travel Time
Travel Time Number Percentage
< 30 Minutes 24,602 91%
30-59 Minutes 1,596 6%
60 or More Minutes 756 3%
Total 26,954 100%
Table 42 - Travel Time
Data Source: 2018-2022 ACS
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OMB Control No: 2506-0117 (exp. 09/30/2021)
Education:
Educational Attainment by Employment Status (Population 16 and Older)
Educational Attainment In Labor Force
Civilian Employed Unemployed Not in Labor Force
Less than high school graduate 372 0 199
High school graduate (includes
equivalency)
1,727 54 685
Some college or Associate’s
degree
4,684 88 800
Bachelor’s degree or higher 14,921 138 1,831
Table 43 - Educational Attainment by Employment Status
Data Source: 2018-2022 ACS
Educational Attainment by Age
Age
18–24 yrs 25–34 yrs 35–44 yrs 45–65 yrs 65+ yrs
Less than 9th grade 161 2 22 28 88
9th to 12th grade, no
diploma
191 68 190 261 39
High school graduate,
GED, or alternative
4,049 713 520 1,233 1,177
Some college, no degree 7,477 1,630 1,069 1,330 1,080
Associate’s degree 656 915 280 348 202
Bachelor’s degree 2,318 5,624 2,253 2,999 1,392
Graduate or professional
degree
354 2,467 1,631 1,916 1,756
Table 44 - Educational Attainment by Age
Data Source: 2018-2022 ACS
Educational Attainment – Median Earnings in the Past 12 Months
Educational Attainment Median Earnings in the Past 12 Months
Less than high school graduate $27,455
High school graduate (includes equivalency) $36,437
Some college or Associate’s degree $39,535
Bachelor’s degree $46,677
Graduate or professional degree $63,252
Table 45 – Median Earnings in the Past 12 Months
Data Source: 2018-2022 ACS
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Based on the Business Activity table above, what are the major employment sectors within
your jurisdiction?
In Bozeman, Education and Health Care Services is the largest employment sector, with 26% of all
workers and 29% of all jobs (Table 45). The second largest sector is Retail Trade at 14% of workers and
15% of jobs. Professional, Scientific, and Management Services make up 12% of both workers and jobs in
the city. According to the City’s 2023 Economic Vitality Strategy, the largest industries in the city of
Bozeman and Gallatin County are local and tourism sectors, including retail trade, hotels and
restaurants, construction, and health care. The traded sectors of professional and technical services and
manufacturing are the next largest groups of industries.
Describe the workforce and infrastructure needs of the business community:
According to a SWOT analysis performed for the 2023 Strategy, there were three significant
weaknesses/threats impacting the Bozeman and Gallatin County economies:
Rapid increase in housing and real estate costs. The implications associated with this factor
include constraining the availability of the labor force, as well as constraining business
expansion or relocation (cost of space).
Large proportion of jobs in the Bozeman area are in tourism, retail, and food and beverage
industries. The implications associated with this factor include lower wages, less economic
productivity, and a mismatch between wages and housing costs.
Education and opportunity gap between white and non-white population. The implications
associated with this factor are investing resources into career paths to ensure there is more
diversity in higher paying jobs.
In addition to the factors highlighted above and the lack of affordable housing, stakeholders also shared
that the lack of available and affordable childcare is a significant economic impact. One stakeholder
highlighted a recent workforce impact report that found Gallatin County is only meeting 50% of the
demand for childcare. Several stakeholders highlighted recruitment and retention of childcare workers
as a major problem, with one stakeholder sharing that “[as a city], we don’t retain workforce very well.
Childcare is a very low paying occupation, and with the cost of living in Bozeman as high as it is, the
turnover rate [of childcare staff] is really high.”
Another stakeholder articulated that for a significant number of people who live and work in Bozeman,
“they’re not making enough money to cover the cost of childcare.” This forces households to have one
member leave the workforce so they can care for their child(ren). Quality of childcare is another issue
highlighted by this stakeholder, noting that a lot of households bounce around from one childcare
facility to another due to the lack of quality. They felt that providing more resources to better train
employees can improve retention rates with both employees and families.
One stakeholder shared that, “if parents don’t have reliable childcare, they won’t show up for work.”
They added that they know residents who have had to leave the workforce because they haven’t been
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able to find affordable childcare, noting that “availability [of childcare options] is one thing, but being
able to afford childcare is a greater challenge.”
Describe any major changes that may have an economic impact, such as planned local or
regional public or private sector investments or initiatives that have affected or may affect
job and business growth opportunities during the planning period. Describe any needs for
workforce development, business support or infrastructure these changes may create.
The City’s 2025-2029 Capital Improvement Plan (CIP) articulates the priorities of improving and
maintaining the city’s infrastructure, facilities, parks, and roads over the next five years. The 2025-29 CIP
has $394.6 million in scheduled projects and $513.5 million in unscheduled projects. However,
stakeholders overwhelmingly described more affordable housing and childcare as the primary needs to
continue supporting workforce development and economic growth in Bozeman and the broader region.
As articulated in the City’s CIP Plan, “…the need to address the demand for affordable housing in
Bozeman continues to be a priority. This plan serves as an indication to the City’s commitment to
leverage as many capital projects as possible for the further development of affordable housing in the
community. The City will continue to evaluate and explore opportunities to address this critical
concern.”
How do the skills and education of the current workforce correspond to employment
opportunities in the jurisdiction?
As the largest university in the state of Montana, Montana State University has positioned itself to align
the growing sectors of its economy with the educational opportunities offered at the campus. The
primary investment in this alignment of education and supply workforce is the MSU Innovation Campus,
which is the state’s premier commercial development offering opportunities for partners to invest and
build in a highly creative and entrepreneurial environment. The Campus will establish collaborative
programs between institutions and the private sector with the aim of amplifying research,
commercializing new technologies, and catalyzing Montana’s entrepreneurial ecosystem. Specifically,
the Campus will offer opportunities in the following areas:
Computer science;
Biofilm engineering;
Optical technology;
Mental health and recovery;
Space science and engineering; and
Business and entrepreneurship.
According to the Northern Rocky Mountain Economic Development District (NRMEDD)’s Comprehensive
Economic Development Strategy (CEDS), the labor force participation rate in Gallatin County is higher
than the national average, meaning most of the residents are working and there are not many residents
to attract into the workforce. However, stakeholders were most concerned with the lack of affordable
housing and cost of living in Bozeman, which forces many recent graduates to leave the area for
employment. One stakeholder shared that while MSU is providing the appropriate educational
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opportunities to fill Bozeman’s workforce needs, “some students have to leave and only come back 10
years later when they can afford to live here…that’s not a sustainable strategy.”
Describe any current workforce training initiatives, including those supported by Workforce
Investment Boards, community colleges and other organizations. Describe how these efforts
will support the jurisdiction's Consolidated Plan.
Gallatin College, Montana State University offers two-year workforce associate degrees and
one-year professional certificates that complement four-year programs at Montana State
University to ensure access to workforce development that promotes a vibrant local economy.
Examples of degrees and certificates offered include HVAC-R, Photonics and Laser Technology,
IT Cybersecurity Information Assurance, and CNC Machining Technology.
As noted above, the MSU Innovation Center is working to provide space for companies to locate
while offering MSU student opportunities to be involved in real-time research projects and
other efforts. For example, in 2020, the Applied Research Laboratory opened as the first building
on the campus, where scientists work with federal agencies, such as the U.S. Department of
Energy and Department of Defense, on projects related to lasers and photonics, advanced
manufacturing and materials, and cyber security.
Stakeholders described that the MSU Innovation Campus is attracting a lot of attention from domestic
and international companies. As such, these companies are exploring how to contribute in providing
housing opportunities and other amenities, such as childcare, to recruit and retain high-quality
employees.
Does your jurisdiction participate in a Comprehensive Economic Development Strategy
(CEDS)?
Yes.
If so, what economic development initiatives are you undertaking that may be coordinated
with the Consolidated Plan? If not, describe other local/regional plans or initiatives that
impact economic growth.
The goals articulated in the Northern Rocky Mountain Economic Development District (NRMEDD) CEDS
document are:
Region-Wide Collaboration – foster and catalyze region-wide economic development
collaboration among local and state governments, businesses, educational institutions, federal
government agencies and nonprofits;
Data-Driven Thoughtful Growth – champion economic vitality, resiliency, recovery, and
thoughtful growth through data-driven initiatives that reflect the region’s character and
resources;
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Infrastructure Enhancements – encourage and support enhancements to regional infrastructure
to address existing and future economic constraints, including housing needs; and
Workforce Development and Education – promote workforce expansion and development
opportunities, including education, to support local businesses.
Additionally, the City’s 2023 Economic Vitality Strategy identified the following goals and objectives to
guide economic vitality actions in the city:
Goal 1: Provide Opportunity for Gallatin Valley Residents
Enhance the small business development ecosystem;
Provide comprehensive and coordinated skills development starting with childcare through
middle school and higher education; and
Improve access to career opportunities for local and surrounding rural residents.
Goal 2: Support a Diverse Economy
Focus on traded sector industries that are emerging and can increase exports;
Enhance development of the talent pipeline; and
Elevate a growing creative arts industry cluster.
Goal 3: Build a More Resilient Region
Increase amount and access to housing for all
Develop a sustainable city; and
Foster a cultured-focused on climate change resilience.
The goals articulated above in both the CEDS and City plan align with the goals of the Consolidated Plan,
namely increasing the amount of and access to affordable housing in the city and region and ensuring
that community services, such as childcare and access to education, are available to ensure that all
residents can contribute to and benefit from the local economy.
Discussion
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MA-50 Needs and Market Analysis Discussion
Are there areas where households with multiple housing problems are concentrated?
(include a definition of "concentration")
For the purposes of this plan, a “concentration” is defined a Census Tract with 150 percent (or 1.5 times)
of the city proportion of that group. For example, if 10% of residents are Asian but the Asian population
of a specific Census tract is 15%, that tract would be considered “concentrated.”
Excluding the Census Tracts that overlap the Montana State University campus, Census Tract 6 is the one
tract in Bozeman that contains a majority of households experiencing housing problems. Specifically:
59% of households in Census Tract 6 have income less than $50,000 (33% of households in the
city make $50,000);
The median household income in Census Tract 6 is $44,762; the household median income in
the city of Bozeman is $74,113.
The poverty rate in Census Tract 6 is 25%; in the city of Bozeman, 14% of the population live in
poverty.
While not a concentration, Census Tract 6 has a greater proportion of households that
experience cost burdened compared to the city overall (54% of households in Census Tract 6,
51% of households overall).
Are there any areas in the jurisdiction where racial or ethnic minorities or low-income
families are concentrated? (include a definition of "concentration")
The same definition of “concentration” articulated above is used in this subsection. The following
Census Tracts in Bozeman have concentrations of racial/ethnic minorities:
Concentrations occur when Census tracts are more than 7.2% Hispanic. Three Census in the city
of Bozeman have concentrations of Hispanic residents—one in the northeast quadrant of the
city (Census Tract 6) and two directly north of the Montana State University campus (Census
Tracts 7.03 and 9).
African American/Black residents make up a very small proportion of residents in the city. In this
case, concentrations occur when just 0.9% of residents report their race as African
American/Black. Two Census tracts in Bozeman have a concentration of African American/Black
residents, both of which cover the Montana State University campus (Census Tracts 11.01 and
11.02).
Asian residents make up a relatively small proportion of residents overall (2.3%). Census tracts
with 3.5% and more Asian residents are considered concentrated. There are three Census tracts
in the city with a concentration of Asian residents—all located south of Main Street. Census
Tract 11.01, located on the Montana State University campus, has the greatest proportion of
Asian residents in the city (6.9%), followed by Census Tract 10.02 (4.5%) and Census Tract 9
(4.3%), which are directly east and north of campus, respectively.
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Census tracts with more than 1.4% of Native American residents are considered a
concentration. There are 3 such tracts in Bozeman. Census Tract 7.04, bounded by N Ferguson
Avenue to the west, W Babcock Street to the south, Farmer’s Canal to the east, and Durston
Road to the north, has the greatest concentration of AIAN residents in the city (3.9% of the total
tract population). Other census tracts with concentrations of AIAN residents include Census
Tract 6 (3%) and Census Tract 7.01 (1.6%).
What are the characteristics of the market in these areas/neighborhoods?
The market in these areas offer more affordable options low-income renters. Rental units make up 57%
of all units in the tract; moreover, there are several LIHTC developments and other community housing
options located in Census Tract 6. Additionally, according to 2022 5-year ACS data, more than half of the
housing stock in this tract (53.7%) was built before 1980. It is common for households with lower
incomes to live in older housing given that new and updated homes are likely more expensive.
Similarly, Census Tract 11.01 and 11.02 overlap with the Montana State University campus. As such,
more rental housing opportunities are available in these areas – rental units make up 98% of total units
in Census Tract 11.01, as well as 60% of units in Census Tract 11.02. In Census Tract 11.01, 61% of the
housing was built before 1980 while just over a fifth of the housing units (21%) in Census Tract 11.02
were built before 1980. With students as the primary tenants in these Census Tracts, it would suggest
units are more affordable in these areas compared to the city overall.
Are there any community assets in these areas/neighborhoods?
Census Tract 6 has several community assets located within its boundaries, including Story Mill Park,
Bozeman’s only completely accessible park. In addition to several other parks, Headwaters Academy and
the Bozeman Social Senior Center are located in the tract, along with multiple Streamline bus routes.
The greatest asset in Census Tract 11.01 and 11.02 is Montana State University. These Tracts also have
direct access to Streamline bus routes to the north, along with several parks in Census Tract 11.02.
Are there other strategic opportunities in any of these areas?
Several of the City’s planned/pipeline community housing projects are located in Census Tract 6 and
Census Tract 11.02. Montana State University is the greatest strategic opportunity in not only Census
Tract 11.01 and 11.02, but the entire city. For example, when complete, Montana State University’s
Innovation Campus, the campus will be home to more than 500,000 square feet of technology, biotech,
healthcare, and office space.
The census tracts that overlay commercial corridors like Midtown (North 7th Avenue) offer strategic
opportunities for LMI workers in the expanding hospitality and hotel industries, in the growing variety of
small businesses in the corridors and a growing number of minority-owned businesses. Around MSU the
strategic opportunities are found in the educational opportunities offered by 2yr and 4yr educational
opportunities as well as one-year certificates of training in a variety of disciplines.
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In addition to opportunities in the specific tracts above, the City of Bozeman maintains the following
goals / priorities / strategies to promote equity throughout the City:
Equitable economic growth that improves economic mobility, builds wealth and provides equal
opportunities for under-represented individuals.
A sustainable economy with varied industries and business sizes including diverse ownership.
Resilient infrastructure to endure economic shocks and climate change, which includes areas
such as adequate workforce housing, water supply, renewable energy, and multi-modal
transportation.
Engage higher education that supports an entrepreneurial ecosystem and talent pipeline to
careers in the Gallatin Valley throughout the student’s education.
Innovation that captures opportunities in emerging technologies and industries including those
aligned with national interests (e.g., defense, energy, climate)
Fostering a small business hub through a supportive network that generates opportunity for
wealth building of under-resourced individuals and retains businesses through succession
planning.
Building affordable housing near existing transportation corridors and concentrating growth in
compact walkable urban centers to avoid sprawl.
Prioritize development of affordable housing for low- and moderate-income households
ensuring housing development keeps pace with job growth in key census tracts.
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MA-60 Broadband Needs of Housing occupied by Low- and Moderate-Income
Households - 91.210(a)(4), 91.310(a)(2)
Describe the need for broadband wiring and connections for households, including low- and
moderate-income households and neighborhoods.
According to 2022 5-year ACS data, 91% of households have access to a desktop or laptop while 93%
have access to a smartphone. Additionally, 67% of households have access to a tablet or other wireless
computer. Approximately 3% of households do not have access to a computer.
Ninety-two percent of households have some type of access to broadband, such as cable, fiber, or DSL.
Just 8% of Bozeman households do not have an internet subscription.
Lower income households in Bozeman are less likely to have internet access than households with
higher income. According to 2022 5-year ACS data, 59% of households making less than $20,000 have a
broadband subscription while 41% of households do not have an internet subscription. Conversely,
100% of households making between $20,000-$74,999 and 98% of households making more than
$75,000 have a broadband subscription.
Yellowstone Fiber is a non-profit fiber provider in Gallatin County. In spring of 2023, Yellowstone Fiber
began construction of an all-fiber optic network, with the aim of providing ultra-high speed internet to
over 22,000 homes in Bozeman by 2025. Due to the growing importance of broadband and internet
connectivity, “local officials and community leaders decided to create their own connectivity solutions in
the absence of state and federal leadership. After declaring broadband “essential infrastructure,” the
City [of Bozeman] worked to develop a GIS map of broadband availability for their over 48,000
residents. Specifically, the City wanted to ensure decision makers knew where every inch of city-owned
conduit and fiber assets were laid. Access to this information helped to ensure that decisions were more
effective and efficient in closing the digital divide for Bozeman residents.”7 These “fiber huts,” which
contain broadband fiber infrastructure, are planned to be situated at parks around the city as the City
builds out the network.
Describe the need for increased competition by having more than one broadband Internet
service provider serve the jurisdiction.
According to the Federal Communications Commission (FCC) database, the city of Bozeman is served
primarily by ten large broadband providers (figure below). In terms of coverage at 25/3 Mbps or greater
speed, Space Exploration Technologies Corporation, Viasat, Inc., and Hughes Network Systems, LLC
serve 100% of units in Bozeman. They are followed by Charter Communications (87% of households
7 https://nextcenturycities.org/mappingmontana/
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served), Lumen Technologies, Inc. (86%), SkyNet Communications (64%), T-Mobile USA, Inc. (62%),
Montana Opticom (52%), BHT Investment Holdings (47%), and LAT Inc. (44%).
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MA-65 Hazard Mitigation - 91.210(a)(5), 91.310(a)(3)
Describe the jurisdiction’s increased natural hazard risks associated with climate change.
In 2019, the City of Bozeman developed its Vulnerability Assessment and Resiliency Strategy to help the
city identify and mitigate the consequences of climate change and other hazards, as well as find
solutions to adapt to the risks associated with changing local climate condition and establish local
resilience initiatives. This Assessment analyzed the following natural hazards risks on critical facilities,
critical infrastructure, and community centers:
Extreme heat, expected to be more frequent and intense;
Floods, expected to be more severe;
Drought, expected to be more frequent and intense;
Mountain snowpack, expected to decline in volume;
Wildfire, expected to be more extensive, frequent, and intense; and
Winter storms, expected to be more severe.
In the City of Bozeman’s Climate Plan, several strategies related to “Vibrant and Resilient
Neighborhoods” are articulated, including “reducing the vulnerability of neighborhoods and
infrastructure to natural hazards.” Specific actions related to reducing this vulnerability include planning
for resilience hubs at critical facilities, advancing resiliency in development code and development
review processes, supporting business and residential preparedness outreach, and incorporating
resiliency into infrastructure plans. According to the City’s Climate Plan dashboard, all of these actions
are in progress.
Additionally, Gallatin County Emergency Management has several plans that address natural hazard
risks associated with climate change, include the Gallatin County Emergency Management Plan, Gallatin
Hazard Mitigation and Community Wildfire Protection Plan, and the Gallatin County Sheltering Plan.
While plans are in place to address these issues, stakeholders shared that one of the greatest challenges
to addressing natural hazard risks associated with climate change is coordination among local
governments and other partners. One stakeholder shared that until a major event occurs, it’s difficult to
get all the necessary partners in the same room to discuss roles and responsibilities related to the
impacts of natural hazards.
Residents and stakeholders also acknowledged the impacts that natural hazard risks have and will
continue to have on the city of Bozeman and surrounding areas. Of the most critical community
development needs, a third of all survey respondents (n=316) identified a need for climate-resilience
planning and implementation by the City.
Describe the vulnerability to these risks of housing occupied by low- and moderate-income
households based on an analysis of data, findings, and methods.
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The City’s Vulnerability Assessment found that the buildings most vulnerable to extreme heat are
primarily community centers that serve diverse and vulnerable populations. Facilities serving vulnerable
populations at greater risk of experiencing impacts from natural hazards include:
Bozeman Senior Center – vulnerable to extreme heat events, smoke hazards, and winter storms
Story Mill Community Center – vulnerable to extreme heat events, flooding, and smoke hazards
Bozeman Public Library – extreme heat events, flooding, and smoke hazards
In the state of Montana’s 2021 Climate Change and Human Health in Montana, the report details
populations that are particularly vulnerable to the impacts of climate change. These groups include:
People with existing chronic conditions
People threatened by increased heat
People living in proximity to wildfire and smoke.
People facing food and water insecurity.
People who are very young, very old, or pregnant
People with limited access to healthcare services
People living poverty
American Indians
People lacking adequate health insurance.
People with mental health issues.
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Strategic Plan
SP-05 Overview
Strategic Plan Overview
Five-year goals are a critical part of the development of the Consolidated Plan. Five-year goals guide
funding priorities and allocations, and, as such, housing and community development goals should
reflect community priorities and align with complementary goals and initiatives.
The City utilized the findings from the Needs Assessment (NA) and Market Analysis (MA) sections, as
well as the findings from the community engagement efforts, which included stakeholder consultations,
resident focus groups, and a housing and community needs survey with over 950 responses, to develop
the goals identified in this Consolidated Plan. These goals were also developed to align and reinforce
other goals, strategies, and recommendations articulated in other existing City plans.
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SP-10 Geographic Priorities – 91.215 (a)(1)
Geographic Area
The City of Bozeman will not allocate funding to specific geographic areas of the city; funding will be
allocated on a citywide basis.
General Allocation Priorities
Describe the basis for allocating investments geographically within the jurisdiction (or within the EMSA
for HOPWA)
n/a.
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SP-25 Priority Needs - 91.215(a)(2)
Priority Needs
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1 Priority Need Name Affordable Rental Housing
Priority Level High
Population Extremely low
Low
Moderate
Geographic Areas Affected Citywide
Associated Goals Goal 1: Increasing and Preserving Housing Options
Description The lack of affordable rental housing was identified as the most
critical need in Bozeman through the data analysis for this plan
and community engagement findings.
Basis for Relative Priority Residents and stakeholders identified the lack of affordable
rental housing as the greatest need in the city of Bozeman. In
the housing and community needs survey administered for this
plan, 75% of respondents (n=711) identified rental housing for
low-income renters as a critical need. Other City-led
community engagement findings and plans, such as Belonging
in Bozeman, Bozeman Community Plan, and the 2023
Economic Vitality Strategy, all identify the need for more
affordable rental housing options.
2 Priority Need Name Affordable Homeownership Opportunities
Priority Level High
Population Extremely low
Low
Moderate
Geographic Areas Affected Citywide
Associated Goals Goal 1: Increasing and Preserving Housing Options
Description The lack of affordable homeownership opportunities was
another critical need identified through the data analysis for
this plan and community engagement findings.
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Basis for Relative Priority Residents and stakeholders identified the lack of affordable
homeownership opportunities as another significant need in
the city of Bozeman. In the housing and community needs
survey administered for this plan, 84% of respondents (n=796)
identified homeownership opportunities as a critical need.
Other City-led community engagement findings and plans also
stress the importance of more affordable homeownership
opportunities in the city.
3 Priority Need Name Accessible Housing
Priority Level High
Population Extremely Low
Low
Persons with Disabilities
Geographic Areas Affected Citywide
Associated Goals Goal 1: Increasing and Preserving Housing Options
Description The lack of accessibility in the city, particularly accessible
housing options, was identified through the community
engagement findings.
Basis for Relative Priority Several stakeholders discussed the lack of overall accessibility
in the city for people living with disabilities. The lack of
accessible housing was identified as a significant barrier for this
population. Additionally, over a third of survey respondents
(36%, n=342) identified residents living with disabilities as one
of the population groups with the greatest challenges finding
and keeping housing.
4 Priority Need Name Emergency Shelter and Transitional Housing
Priority Level High
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Population Extremely Low
Low
Chronic Homelessness Individuals
Persons with Disabilities
Families with Children
Mentally Ill
Chronic Substance Abuse
Victims of Domestic Violence
Unaccompanied Youth
Geographic Areas Affected Citywide
Associated Goals Goal 2: Supporting Vulnerable Populations
Description With a growing unhoused population, a need for more
emergency shelter space and transitional housing options were
identified as significant needs through the data analysis for this
plan and community engagement findings.
Basis for Relative Priority Stakeholders who serve unhoused residents described a
significant need for more emergency shelter and transitional
housing capacity in Bozeman. Over 6 in 10 survey respondents
(n=593) identified unhoused residents as a population group
with the greatest challenges finding and keeping housing.
5 Priority Need Name Community Services
Priority Level High
Population Extremely Low
Low
Chronic Homelessness Individuals
Persons with Disabilities
Families with Children
Mentally Ill
Chronic Substance Abuse
Veterans
Persons with HIV/AIDS
Victims of Domestic Violence
Unaccompanied Youth
Geographic Areas Affected Citywide
Associated Goals Goal 3: Critical Community Services
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Description Several community services were identified as significant needs
through the data analysis and community engagement findings.
Basis for Relative Priority Residents and stakeholders identified several community
services that they would like to see increased access to,
including but not limited to, mental health services, chemical
dependency services, and affordable and available childcare.
Nearly two-thirds of survey respondents (n=615) identified
affordable childcare as the greatest unmet community
development need in Bozeman, while 50% of respondents
(n=477) identified mental health services as a significant need.
Over a third of survey respondents (37%, n=353) wanted to see
more supportive services for vulnerable populations.
Table 46 – Priority Needs Summary
Narrative (Optional)
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SP-30 Influence of Market Conditions – 91.215 (b)
Influence of Market Conditions
The City’s Consolidated Plan goals provide flexibility for the City of Bozeman to implement the most
effective strategies to address housing and other community needs. The City understands and
recognizes that these needs can change with economic and housing market conditions. The table below
succinctly summarizes the City’s anticipated response to market conditions that will influence the use of
its entitlement funds.
Affordable Housing Type Market Characteristics that will influence
the use of funds available for housing type
Tenant Based Rental
Assistance (TBRA)
n/a.
TBRA for Non-Homeless
Special Needs
n/a.
New Unit Production Ongoing gap between need and housing supply.
Rehabilitation Low-income owners and renters living in housing in poor condition and
inability of these households to access credit and make repairs.
Acquisition, including
preservation
Opportunity to acquire properties at prices needed to facilitate
preservation and affordability.
Table 47 – Influence of Market Conditions
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SP-35 Anticipated Resources - 91.215(a)(4), 91.220(c)(1,2)
Introduction
The Office of Community Planning and Development at the U.S. Department of Housing and Urban Development (HUD) allocates entitlement
funds to the City of Bozeman Economic Development Department, which administers the CDBG program.
Anticipated Resources
Program Source
of
Funds
Uses of Funds Expected Amount Available Year 1 Expected
Amount
Available
Remainder
of ConPlan
$
Narrative Description
Annual
Allocation:
$
Program
Income: $ Prior Year
Resources:
$
Total:
$
CDBG Public
Federal
Housing
Homeless Support
Public Services
Planning and Administration
$325,859 n/a n/a $325,859 $1,303,436 Expected Amount
Available for remainder
of Con Plan is FY2024
allocation times four.
Table 48 - Anticipated Resources
Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how
matching requirements will be satisfied
Federal CDBG funds will be paired with the City’s Community Housing Fund to achieve the goals outlined in the Consolidated Plan. The City
estimates that $1 million will be available in the Community Housing Fund over the next program year. There are no additional resources. There
are no matching requirements.
If appropriate, describe publicly owned land or property located within the jurisdiction that may be used to address the needs
identified in the plan.
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Within the city boundaries, publicly owned land suitable for development is incredibly limited. However, the City is actively seeking out and
pursuing partnerships with other government agencies, organizations, and local entities to find and develop land suitable for affordable and
workforce housing.
Discussion
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SP-40 Institutional Delivery Structure – 91.215(k)
Explain the institutional structure through which the jurisdiction will carry out its consolidated plan
including private industry, non-profit organizations, and public institutions.
Responsible Entity Responsible Entity
Type
Role Geographic Area
Served
City of Bozeman Government CDBG Administrator Citywide
The HRDC Non-profit
organization
CoC/Homelessness District-wide
Table 49 - Institutional Delivery Structure
Assess of Strengths and Gaps in the Institutional Delivery System
Stakeholders and residents were highly complimentary of the services provided by HRDC and other
organizations serving low-income and unhoused residents, particularly Family Promise, Haven,
Bridgercare, and Bienvenidos a Gallatin County. In general, stakeholders felt that for the size of the
community and the capacity of these organizations, as one stakeholder articulated, “these organizations
continue to do more with less.”
However, stakeholders did acknowledge that the City and its partners could improve upon their
coordination and efficacy at providing services to the City’s high-need populations. Stakeholders felt
that the lack of affordable and accessible housing available throughout the community was a significant
hindrance in providing services in an efficient and impactful manner.
Another issue highlighted by stakeholders was the lack of transitional housing available in Bozeman. One
stakeholder shared that to ensure that the supportive services received by residents are actually
effective, these residents need to be in safe and secure housing. They added that ideally, transitional
housing available in Bozeman are actual homes, and not converted hotel rooms. Stakeholders
emphasized the importance of a resident/household to feel genuinely safe and secure in their housing
situation to make supportive services as impactful as possible.
The City’s Belonging in Bozeman Equity and Inclusion Plan was adopted in December 2023. One of the
recommendations coming out of its Health & Wellbeing Goals/Recommendations was Increasing
coordination between health agencies to reduce barriers to healthcare services and programs. Strategies
to implement this recommendation as articulated in the Plan include:
Coordinate across organizations to enable data sharing to better characterize health disparities
and social needs in underserved communities.
Improve referral and case management processes across health care and social service
providers to connect patients/clients with community resources.
Availability of services targeted to homeless persons and persons with HIV and mainstream
services
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Consolidated Plan BOZEMAN 110
OMB Control No: 2506-0117 (exp. 09/30/2021)
Homelessness Prevention
Services
Available in the
Community
Targeted to
Homeless
Targeted to People
with HIV
Homelessness Prevention Services
Counseling/Advocacy X X X
Legal Assistance X X
Mortgage Assistance X
Rental Assistance X X
Utilities Assistance X X
Street Outreach Services
Law Enforcement X
Mobile Clinics
Other Street Outreach Services X X
Supportive Services
Alcohol & Drug Abuse X X X
Child Care X X
Education X X
Employment and Employment
Training
X X
Healthcare X X X
HIV/AIDS X
Life Skills X
Mental Health Counseling X X X
Transportation X X
Other
Other
Table 50 - Homeless Prevention Services Summary
Describe how the service delivery system including, but not limited to, the services listed
above meet the needs of homeless persons (particularly chronically homeless individuals and
families, families with children, veterans and their families, and unaccompanied youth)
The HRDC provides a range of services to a wide variety of residents, including unhoused residents,
residents experiencing emergency needs, families in need of ongoing housing assistance, and others. At
the end of 2023, HRDC opened Market Place, which opened to ensure that no one in the Bozeman
community goes hungry. The Market Place includes a warehouse for emergency food storage, a grocery
area, a pay-what-you-can restaurant, space for enrichment and educational opportunities, and access to
several homelessness prevention and supportive services. In addition to Market Place, HRDC will open
Homeward Point in 2025, Bozeman’s first and only year-round emergency shelter and resource hub to
integrate services is intended to make homelessness rare, brief, and one-time. Several other
organizations, such as Family Promise, Haven, and the VA, provide a range of housing and/or services to
specific unhoused and low-income populations.
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OMB Control No: 2506-0117 (exp. 09/30/2021)
Describe the strengths and gaps of the service delivery system for special needs population
and persons experiencing homelessness, including, but not limited to, the services listed
above
Montana 2-1-1 website provides a comprehensive list of services that are part of the community-wide
effort to connect people at imminent risk of homelessness with help. Services available in the
community include at-risk/homeless housing-related assistance programs, homeless prevention and
diversion programs, healthcare-focused programs, and other specialized services.
Another common issue highlighted by stakeholders in Bozeman’s existing delivery system was the lack
of mental health services available in the city, with one stakeholder sharing that these services “are non-
existent right now.” Other services lacking in the city’s service delivery system include substance
use/chemical dependency services.
Stakeholders that serve unhoused residents in the Bozeman area described the lack of transitional
housing as one of the most critical housing needs in the city. One stakeholder described that while the
city’s shelter capacity has increased, the supply of transitional housing is lagging significantly behind
demand. They added that a consequence of having limited transitional housing is that for residents who
might be ready to move on from the shelter into transitional housing, they have no options available to
them so they usually end up back on the street. Stakeholders felt that the lack of transitional housing
options, as well as the lack of housing in general, makes the city’s service delivery system less effective.
Provide a summary of the strategy for overcoming gaps in the institutional structure and
service delivery system for carrying out a strategy to address priority needs
The City benefits from a strong network of housing and community development partners. Stakeholders
described the lack of funding as a significant barrier to overcoming the gaps in the community’s service
delivery system. Nonetheless, while several stakeholders acknowledged that an influx of funding would
not fix all of the gaps, they did advocate for more coordination among service providers to ensure that
efficiency and efficacy of services is maximized while duplication of services is reduced.
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Consolidated Plan BOZEMAN 112
OMB Control No: 2506-0117 (exp. 09/30/2021)
SP-45 Goals Summary – 91.215(a)(4)
The following table reflects staff recommendations on funding allocation by goal. Final amount will be determined in collaboration with City
Commission.
Goals Summary Information
Sort
Order
Goal Name Start
Year
End
Year
Category Geographic
Area
Needs Addressed Funding Goal Outcome Indicator
1 Increasing and
Preserving
Housing
Options
2025 2029 Affordable
Housing
Citywide Affordable rental
housing
Affordable
homeownership
opportunities
Accessible housing
$646,355 Rental units constructed:
50 Household Housing Unit
Homeowner Housing Rehabilitated:
5 Household Housing Unit
Housing for Homeless added:
10 Household Housing Unit
2 Supporting
Vulnerable
Populations
2025 2029 Homeless Citywide Emergency shelter
and transitional
housing
$412,687 Homeless Person Overnight Shelter:
125 Persons Assisted
Overnight/Emergency Shelter/Transitional
Housing Beds added:
30 Beds
3 Critical
Community
Services
2025 2029 Public Services Citywide Community
Services
$244,394 Public service activities other than
Low/Moderate Income Housing Benefit:
500 Persons Assisted
4 Planning and
Administration
2025 2029 Planning and
Administration
Citywide Planning and
Administration
$325,859 Other:
0 Other
Table 51 – Goals Summary
Goal Descriptions
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Goal Name Goal Description
Increasing and Preserving Housing
Options
Increase, protect and preserve affordable rental and homeownership housing opportunities by improving access
to a diverse set of affordable housing, including but not limited to, naturally occurring affordable housing (NOAH),
supportive housing for seniors and residents living with disabilities, and accessible housing.
Supporting Vulnerable
Populations
Improve housing stability for individuals and households with critical needs, including persons experiencing or at-
risk of homelessness by providing appropriate housing and service solutions grounded in Housing First
approaches, including but not limited to, emergency shelter, transitional housing, and other supportive services.
Critical Community Services Improve community services by addressing critical needs and promoting equity through improved or increased
access to community programming, including but not limited to, mental health services, chemical dependency
services, and affordable and available childcare.
Planning and Administration Support the implementation of the three goals articulated above.
Estimate the number of extremely low-income, low-income, and moderate-income families to whom the jurisdiction will provide
affordable housing as defined by HOME 91.315(b)(2)
The City of Bozeman estimates that through the implementation of the above goals, will serve roughly 100 extremely low-income, low-income,
and moderate-income families to whom the jurisdiction will provide affordable housing, shelter, and/or services.
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Consolidated Plan BOZEMAN 114
OMB Control No: 2506-0117 (exp. 09/30/2021)
SP-50 Public Housing Accessibility and Involvement – 91.215(c)
Need to Increase the Number of Accessible Units (if Required by a Section 504 Voluntary
Compliance Agreement)
n/a.
Activities to Increase Resident Involvements
n/a.
Is the public housing agency designated as troubled under 24 CFR part 902?
n/a.
Plan to remove the ‘troubled’ designation
n/a.
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Consolidated Plan BOZEMAN 115
OMB Control No: 2506-0117 (exp. 09/30/2021)
SP-55 Barriers to affordable housing – 91.215(h)
Barriers to Affordable Housing
As articulated in the housing market analysis, several barriers to affordable housing development were
identified in Bozeman. Barriers identified by stakeholders included the high cost of infrastructure,
complex and convoluted development code, high cost and lack of availability of land, cost of labor, short
construction season, overly restrictive private covenants, redevelopment pressures on manufactured
housing stock, and community pushback. Additionally, stakeholders highlighted the State’s removal of a
jurisdiction’s regulatory authority to allow inclusionary zoning as another barrier.
Strategy to Remove or Ameliorate the Barriers to Affordable Housing
While some of the barriers highlighted above cannot be addressed by the City of Bozeman, the City has
implemented several efforts to address the lack of affordable housing in the community.
Following the 2019 Community Housing Needs Assessment, the City developed the 2020 Bozeman
Community Housing Action Plan to focus the community housing partnership framework and increase
the ability to meet community housing needs in Bozeman. The City identified 17 strategies to implement
over the next five years:
Funding
General Funds
Tax Increment Financing (TIF)
Taxed dedicated to housing
Low-Income Housing Tax Credits
Preservation
Community Land Trust
Deed Restricted Housing (permanent)
Co-op Housing (mobile home parks)
Incentive/Regulation
Removal of Regulatory Barriers
ADUs
Fee Waiver/Deferral
Partnership/Land
Public/Private/Institutional Partnerships
Land Banking
Program
Homebuyer Assistance
Permanent Supportive Housing (PSH)
and Transitional
Employer Assisted Housing
Several of these strategies have and continue to be implemented. In addition to its existing community
housing inventory of over 1,200 affordable rentals and close to 200 affordable homeownership units, as
of January 2024, there are an additional 1,241 community housing affordable units in the project
pipeline.
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OMB Control No: 2506-0117 (exp. 09/30/2021)
Additionally, while the City’s effort to update the Unified Development Code is currently paused, the
effort will aim to:
Ensure consistency with the Growth Plan and other adopted policy documents;
Modernize and improve the organization, usability, and user-friendliness of the code;
Provide for a wide range of housing types to meet an expanded range of housing needs;
Improve the built environment and provide new and improved development standards; and
Ensure compliance with recent state land use legislative changes.
The City of Bozeman leverages a variety of programs, public and private, to fill the large financial gaps in
affordable housing projects due to the escalating costs of land, labor, lumber and lending. The tools
currently at the City’s disposal include the Community Housing Fund, a yearly general fund allocation,
Urban Renewal funds when a project is located within an Urban Renewal District, 4% or 9% Low Income
Housing Tax Credits when available, and when awarded by the State of Montana, and the Gallatin
Housing Impact Fund, a $10M privately raised low-interest revolving loan fund. Occasionally, there is
overlap between the geographically constrained URD and LIHTC boundaries where the City can pair and
sometimes triple the incentive to lower the AMI and increase long term affordability.
The City will also look for opportunities to support and defend local housing solutions at the state
legislature and Identify and pursue local and state revenue streams for the creation of affordable
housing and housing assistance programs, including dedicated mills to affordable housing projects and
preserving the ability to use Tax Increment Financing as a tool for affordable housing
The City of Bozeman will continue to implement the strategies above and will look to leverage other
opportunities and partnerships that help reduce barriers to affordable housing development in the city.
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Consolidated Plan BOZEMAN 117
OMB Control No: 2506-0117 (exp. 09/30/2021)
SP-60 Homelessness Strategy – 91.215(d)
The City of Bozeman adopted its Belonging in Bozeman Equity & Inclusion Plan in December 2023 to
ensure that all residents, visitors, and City employees can thrive regardless of their race, identity, or life
circumstance. The Plan builds upon the City’s 2021 Equity Indicators Report and was put together
through a collective partnership of the entire Bozeman community, including nonprofits, businesses,
community groups, educational institutions, residents, employees, and visitors alike. This section
summarizes the primary contents of that strategy and is organized around actions to address the needs
of residents experiencing homelessness, helping individuals and families experiencing homelessness
make the transition to permanent housing, and prevent homelessness.
Reaching out to homeless persons (especially unsheltered persons) and assessing their
individual needs
The development of the City’s Belonging in Bozeman Equity & Inclusion Plan emphasized removing
participation barriers and fostering diverse pathways for input to ensure that the Plan was grounded in
shared experiences and supported by data and community engagement findings. The Plan
acknowledges that residents with lived experiences should be valued and integrated into goals and
recommendations that address homelessness in the community.
To that end, the first goal of the Equity and Inclusion Plan’s Housing recommendations is Develop a
coordinated strategy to address homelessness in the Bozeman area. This goal’s first strategy is to
“Identify and prioritize Housing First approaches to address housing instability and homelessness.”
According to the National Low Income Housing Coalition (NLIHC), under the Housing First model,
“homeless service providers must design programs that address the unique, individualized needs and
interests of each person who is being served, rather than imposing a one-size-fits-all design that denies
or disqualifies people from receiving the assistance they need.”8
Addressing the emergency and transitional housing needs of homeless persons
Additionally, the City’s Equity and Inclusion Plan first Housing Goal includes a recommendation to
address the emergency and transitional housing needs of Bozeman residents experiencing
homelessness. Specifically, the recommendation states, “Support partner organizations by funding
transitional and emergency housing initiatives and programs.” The City is currently addressing this need
through a competitive grant award process (using City general resources) that funds the work of non-
profits that provide social services not covered by the City. This effort aligns with Goal 2 of this
Consolidated Plan. Additionally, several stakeholders consulted for the development of this plan
identified transitional housing as one of the most critical housing needs for unhoused residents in
Bozeman.
8 National Low Income Housing Coalition, Key Facts about Housing First, February 2023
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OMB Control No: 2506-0117 (exp. 09/30/2021)
Helping homeless persons (especially chronically homeless individuals and families, families
with children, veterans and their families, and unaccompanied youth) make the transition to
permanent housing and independent living, including shortening the period of time that
individuals and families experience homelessness, facilitating access for homeless individuals
and families to affordable housing units, and preventing individuals and families who were
recently homeless from becoming homeless again.
One of the primary goals of the HRDC is to assist unhoused residents access safe and secure housing and
to ensure that being unhoused in Bozeman is rare, brief, and one-time. The organization’s housing
services include providing emergency shelter and transitional housing, assisting residents find affordable
rentals and access assistance, and providing homeownership assistance with education, counseling, and
other resources.
Recently, HRDC opened Market Place, which includes a warehouse for emergency food storage, a
commercial kitchen, a grocery area, a pay-what-you-can restaurant, and space for enrichment activities.
Additionally, the Market Place acts as a “one-stop-shop” hub of services to ensure that residents
experiencing homelessness can meet all of their needs in one place. The Market Place also includes
several housing resources, including:
Emergency assistance;
Financial coaching and education;
Support to file taxes;
Utility assistance programs;
Home weatherization assistance;
Transitional housing support for youth;
Home rental search and assistance;
Homeowner assistance; and
Transitional housing support.
Additionally, in 2025, HRDC is opening Homeward Point, a new year-round shelter to address the needs
of Bozeman’s unhoused community, right next door to the Market Place. The proximity of this shelter
and availability of services will make it easier to help unhoused residents transition to permanent
housing, find affordable housing units, and ensure that once these households find housing, they are
stable and secure in their situation.
Help low-income individuals and families avoid becoming homeless, especially extremely
low-income individuals and families who are likely to become homeless after being
discharged from a publicly funded institution or system of care, or who are receiving
assistance from public and private agencies that address housing, health, social services,
employment, education or youth needs
As highlighted above, HRDC’s Market Place provides a variety of services to all residents in Bozeman
who are either unhoused or are at-risk of experiencing homelessness. In addition to the services
described above, other housing resources and services available to residents likely to become homeless
after being discharged from a publicly funded institution or system of care, as well as residents receiving
assistance from public and private agencies, include:
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Consolidated Plan BOZEMAN 119
OMB Control No: 2506-0117 (exp. 09/30/2021)
Monthly grocery program for seniors;
Youth employment support;
Foster youth support;
Medicare counseling;
At home assistance for older adults; and
Care coordination for older adults.
The City’s Belonging in Bozeman Equity & Inclusion Plan includes other recommendations to ensure that
low-income individuals and families, as well as residents receiving assistance from public and private
agencies, find safe, secure, and affordable housing. One of the recommendations under the City’s goal
of developing a coordinated strategy to address homelessness in the area is “Working with partners to
leverage creative funding mechanisms, incentives, existing assets to increase long-term affordable
housing supply and housing preservation for people earning below 60% AMI.” This recommendation
aims to increase the supply of housing that is available to low-income residents in Bozeman, as well as
residents who are currently in need of housing and other service assistance. Other goals articulated in
the City’s Equity & Inclusion Plan aimed at assisting this population include:
Promote aging in place and universally accessible residential development;
Support and defend local housing solutions at the state legislature;
Support continuing education for health professionals on working with underserved
communities;
Increase coordination between health agencies to reduce barriers to healthcare services and
programs;
Increase wrap-around support and resources available to students experiencing homelessness;
Support and recognize inclusive businesses and employers;
Support the growing Hispanic + Latino workforce to our economy and community;
Increase knowledge and use of resources for underserved communities; and
Prioritize food access for low-income communities.
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Consolidated Plan BOZEMAN 120
OMB Control No: 2506-0117 (exp. 09/30/2021)
SP-65 Lead based paint Hazards – 91.215(i)
Actions to address LBP hazards and increase access to housing without LBP hazards
As discussed in MA-20 Housing Market Analysis: Condition of Housing, there is a correlation between
low- to moderate-income households and lead-based paint (LBP) hazards. As such, the City will plan to
develop policies and procedures to address lead-based paint hazards in housing built before 1978 that
are compliant with regulations regarding the use of Community Development Block Grant (CDBG)
funding during this upcoming program year.
How are the actions listed above related to the extent of lead poisoning and hazards?
Lead-based paint (LBP) was prohibited in residential properties starting in 1978. In Bozeman, 33% of the
housing stock was built before 1980. Assuming an equal distribution of Bozeman’s low- to moderate-
income households, then 50% of the 7,382 housing units built before 1980, or 3,691, would be low or
moderate-income households possibly at risk of LBP hazards. As such, the City’s development of policies
and procedures related to lead-based paint hazards will include guidance on lead-based paint
screenings, mitigation actions, when necessary, and information for homeowners and tenants regarding
the hazards of lead-based paint and actions that will help reduce the likelihood of lead poisoning events.
How are the actions listed above integrated into housing policies and procedures?
The City will ensure that all CDBG contracts entered into between the City and Subrecipients of CDBG
funding will include language that stipulates that Subrecipients must comply with lead-based paint
regulations and policies as established by the City, State of Montana, and other applicable Federal laws
and regulations, including specific policies related to lead-based pain in the CDBG program.
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Consolidated Plan BOZEMAN 121
OMB Control No: 2506-0117 (exp. 09/30/2021)
SP-70 Anti-Poverty Strategy – 91.215(j)
Jurisdiction Goals, Programs and Policies for reducing the number of Poverty-Level Families
How are the Jurisdiction poverty reducing goals, programs, and policies coordinated with this
affordable housing plan
Several of the goals and objectives articulated in the City of Bozeman’s 2023 Economic Development
Strategy address reducing poverty in the community including:
Provide Opportunity for Gallatin Valley Residents
Enhance the small business development ecosystem;
Provide comprehensive and coordinated skills development starting with child care through
middle school and higher-ed; and
Improve access to career opportunities for local and surrounding rural residents.
Support a Diverse Economy
Enhance development of the talent pipeline.
Build a More Resilient Region
Increase amount and access of housing for all.
Additionally, the City’s Belonging in Bozeman Equity and Inclusion Plan has several goals related to
addressing poverty in the community, which are also coordinated with the goals articulated in this
Consolidated Plan. The Belonging in Bozeman Plan goals include:
Housing Goals
Develop a coordinated strategy to address homelessness in the Bozeman area.
Reduce displacement of residents who work and go to school in Bozeman but cannot afford to
live in Bozeman.
Promote aging-in-place and universally accessible residential development.
Health & Wellbeing Goals
Support continuing education for health professionals on working with underserved
communities.
Increased coordination between health agencies to reduce barriers to healthcare services and
programs.
Expand meaningful language access in clinical settings and in health promotion programs.
Education
Expand opportunities for multilingual learners of all ages.
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OMB Control No: 2506-0117 (exp. 09/30/2021)
Increase recruitment and resources to support higher education for underserved communities.
Increase wrap-around support and resources available to students experiencing homelessness.
Childcare & Youth
Reduce barriers to out-of-school opportunities and programs for underserved children.
Increase capacity of after-school and summer programs.
Increase subsidy for childcare programs and providers.
Recruit, develop, and retain quality staff.
Economic Security
Serve as a model for fostering fair and inclusive work environments.
Expand access to city contracts and funding for local firms, businesses, and vendors.
Support the growing Hispanic and Latino workforce to our economy and community.
Community Resiliency
Increase knowledge and use of resources for underserved communities.
Alleviate utility cost burden for low-income residents.
Prioritize food access for low-income communities.
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Consolidated Plan BOZEMAN 123
OMB Control No: 2506-0117 (exp. 09/30/2021)
SP-80 Monitoring – 91.230
Describe the standards and procedures that the jurisdiction will use to monitor activities
carried out in furtherance of the plan and will use to ensure long-term compliance with
requirements of the programs involved, including minority business outreach and the
comprehensive planning requirements
The City of Bozeman is responsible for ensuring that all regulations and requirements governing the
administrative, financial, and programmatic operations of the CBDG program are followed. This includes
ensuring that performance goals are achieved within the scheduled timeframe and budget, as well as
ensuring that the City and/or Subrecipient of the City’s CDBG funding are taking appropriate actions
when performance problems arise. If the City decides to allocate its entitlement funding to
Subrecipients, monitoring of the Subrecipient continues over the course of the project.
Monitoring Plan
Because this is the City’s first Consolidated Plan, a Subrecipient Monitoring Plan has not been created.
However, the City will utilize HUD’s Managing CDBG: A Guidebook for Grantees on Subrecipient
Oversight and will develop a Monitoring Plan over the next program year. Specifically, the City’s
Monitoring Plan will include:
A statement about the importance of Subrecipient monitoring;
Regulatory requirements related to Uniform Administrative Requirements, Cost Principles, Audit
Requirements for Federal Awards, and grant administration responsibilities related to the
Community Development Block Grant (CDBG) program;
The City’s Risk Analysis assessment and process to determine a Subrecipient’s technical
assistance needs, how often Subrecipients should be monitored, and how the City’s monitoring
of Subrecipients will be structured;
Development of a monitoring strategy, which might include remote review of Subrecipient
documents, pre-monitoring, and formal monitoring visits;
Establishment of a monitoring schedule;
Creation of a monitoring checklist and workbook;
A list of monitoring questions to help determine whether Subrecipients are complying with
federal requirements.
How to conduct a monitoring; and
How to notify a Subrecipient about concerns and findings, corrective actions, and sanctions; and
How to address any findings of noncompliance.
The City will also plan to include a list of monitoring resources to ensure City staff have the knowledge
and information needed to conduct monitoring of Subrecipients in an efficient and thorough manner.
The City will work with its local HUD office to ensure its Monitoring Plan includes all necessary
information and applicable federal regulations and requirements. The City will also ensure that its
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Consolidated Plan BOZEMAN 124
OMB Control No: 2506-0117 (exp. 09/30/2021)
Monitoring Plan includes information related to outreach to minority businesses and organizations, as
well as compliance with comprehensive planning requirements.
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Consolidated Plan BOZEMAN 125
OMB Control No: 2506-0117 (exp. 09/30/2021)
Expected Resources
AP-15 Expected Resources – 91.220(c)(1,2)
Introduction
HUD’s FY24 CPD Formula Program Allocations has the City of Bozeman receiving $325,859 in CDBG funding.
Anticipated Resources
Program Source
of
Funds
Uses of Funds Expected Amount Available Year 1 Expected
Amount
Available
Remainder
of ConPlan
$
Narrative Description
Annual
Allocation:
$
Program
Income: $ Prior Year
Resources:
$
Total:
$
CDBG Public
Federal
Housing
Homeless Support
Public Services
Planning and
Administration
$325,859 n/a n/a $325,859 $1,303,436 Expected Amount
Available for remainder
of Con Plan is FY2024
allocation times four.
Table 52 - Expected Resources – Priority Table
Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how
matching requirements will be satisfied
Federal CDBG funds will be paired with the City’s Community Housing Fund to achieve the goals outlined in the Consolidated Plan. The City
estimates that $1 million will be available in the Community Housing Fund over the next program year. There are no additional resources. There
are no matching requirements.
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Consolidated Plan BOZEMAN 126
OMB Control No: 2506-0117 (exp. 09/30/2021)
If appropriate, describe publicly owned land or property located within the jurisdiction that
may be used to address the needs identified in the plan.
Within city boundaries, publicly owned land suitable for development is incredibly limited. However, the
City is actively seeking out and pursuing partnerships with other government agencies, organizations,
and local entities to find and develop land suitable for affordable and workforce housing.
Discussion
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Consolidated Plan BOZEMAN 127
OMB Control No: 2506-0117 (exp. 09/30/2021)
Annual Goals and Objectives
AP-20 Annual Goals and Objectives
The following table reflects staff recommendations on funding allocation by goal. Final amounts will be determined in collaboration with City
Commission.
Goals Summary Information
Sort
Order
Goal Name Start
Year
End
Year
Category Geographic
Area
Needs
Addressed
Funding Goal Outcome Indicator
1 Increasing and
Preserving
Housing
Options
2025 2029 Affordable
Housing
Citywide Affordable
rental housing
Affordable
homeownership
opportunities
Accessible
housing
$0 Other:
0 Other
2 Supporting
Vulnerable
Populations
2025 2029 Homeless Citywide Emergency
shelter and
transitional
housing
$212,687 Homeless Person Overnight Shelter:
75 Persons Assisted
Overnight/Emergency Shelter/Transitional
Housing Beds added:
30 Beds
3 Critical
Community
Services
2025 2029 Public Services Citywide Community
Services
$48,000 Public service activities other than Low/Moderate
Income Housing Benefit:
100 Persons Assisted
4 Planning and
Administration
2025 2029 Planning and
Administration
Citywide Planning and
Administration
$65,172 Other:
0 Other
Table 53 – Goals Summary
Goal Descriptions
The five-year goals established to address housing and community development needs in Bozeman are described in the table below.
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Goal Name Goal Description
Increasing and Preserving Housing Options Increase, protect and preserve affordable rental and homeownership housing
opportunities by improving access to a diverse set of affordable housing,
including but not limited to, naturally occurring affordable housing (NOAH),
supportive housing for seniors and residents living with disabilities, and
accessible housing.
Supporting Vulnerable Populations Improve housing stability for individuals and households with critical needs,
including persons experiencing or at-risk of homelessness by providing
appropriate housing and service solutions grounded in Housing First
approaches, including but not limited to, emergency shelter, transitional
housing, and other supportive services.
Critical Community Services Improve community services by addressing critical needs and promoting equity
through improved or increased access to community programming, including
but not limited to, mental health services, chemical dependency services, and
affordable and available childcare.
Planning and Administration Support the implementation of the three goals articulated above.
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Projects
AP-35 Projects – 91.220(d)
Introduction
Based on the Consolidated Plan goals described above, the table below describes the projects that will be funded in Program Year (PY) 2024-2025.
Projects
# Project Name
1 Emergency and transitional housing
2 Public services
Table 54 – Project Information
Describe the reasons for allocation priorities and any obstacles to addressing underserved needs.
These priorities meet an increasing need in the Bozeman community by addressing the most acute
housing needs through the additional of transitional and emergency housing, the cost-effective
preservation of naturally occurring ah and supportive housing for underserved seniors and people with
disabilities.
Housing has been an issue for Bozeman residents for many years; concern has increased as costs have
skyrocketed following the COVID-19 pandemic. This is well-documented across several existing reports.
The 2019 Bozeman Community Housing Needs Assessment revealed that prior to the pandemic, housing
costs were already becoming unmanageable – the percentage of households paying over 30% of their
income for rent plus utilities was 55%.
Bozeman’s 2021 Equity Indicators Project found housing access to affordable housing was the top need
identified by survey takers (69% reported “large need”). The most recent 2023 Gallatin Valley Housing
Report confirms that the post-COVID real estate price surge has been staggering: “the median price of a
newly built single-family home in 2022 was $950,000, nearly double the amount recoded in 2019.”
These priorities take steps to ensure equitable and inclusive housing is a reality in Bozeman by focusing
strategically on homelessness, displacement, aging-in-place and universal building accessibility,
increasing community knowledge, and lobbying for local solutions at the state level, so that Bozeman
residents of all ages, abilities, and income levels can feel confident and secure in calling Bozeman their
home.
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AP-38 Project Summary
Project Summary Information
Project
Name
Target
Area
Goals
Supported
Needs
Addressed
Funding Description Target
Date
Estimate the
number and
type of families
that will benefit
Emergency
and
transitional
housing
City-
wide
Goal 2:
Supporting
Vulnerable
Populations
Priority
Need 4.
Emergency
Shelter and
Transitional
Housing
$212,687 Improve housing stability for individuals
and households with critical needs,
including persons experiencing or at-risk
of homelessness by providing
appropriate housing and service
solutions grounded in Housing First
approaches, including but not limited to,
emergency shelter, transitional housing,
and other supportive services.
2024 75 people
experiencing
and/or at risk of
homelessness
Public
Services
City-
wide
Goal 3:
Critical
Community
Services
Priority
Need 5.
Community
Services
$48,000 Improve community services by
addressing critical needs and promoting
equity through improved or increased
access to community programming,
including but not limited to, mental
health services, chemical dependency
services, and affordable and available
childcare.
2024 100 low- and
moderate-
income
residents
Admin City-
wide
All goals
supported
All priorities
supported
$65,172 Planning and administration of CDBG
funds
2024 n/a
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AP-50 Geographic Distribution – 91.220(f)
Description of the geographic areas of the entitlement (including areas of low-income and
minority concentration) where assistance will be directed
The City of Bozeman will not distribute funds geographically.
Geographic Distribution
Target Area Percentage of Funds
Citywide 100%
Table 55 - Geographic Distribution
Rationale for the priorities for allocating investments geographically
n/a.
Discussion
n/a.
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Affordable Housing
AP-55 Affordable Housing – 91.220(g)
Introduction
One Year Goals for the Number of Households to be Supported
Homeless 75
Non-Homeless 100
Special-Needs
Total 175
Table 56 - One Year Goals for Affordable Housing by Support Requirement
One Year Goals for the Number of Households Supported Through
Rental Assistance
The Production of New Units
Rehab of Existing Units
Acquisition of Existing Units
Total
Table 57 - One Year Goals for Affordable Housing by Support Type Discussion
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AP-60 Public Housing – 91.220(h)
Introduction
There are no public housing units in the city of Bozeman.
Actions planned during the next year to address the needs to public housing
n/a.
Actions to encourage public housing residents to become more involved in management and
participate in homeownership
n/a.
If the PHA is designated as troubled, describe the manner in which financial assistance will be
provided or other assistance
n/a.
Discussion
n/a.
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AP-65 Homeless and Other Special Needs Activities – 91.220(i)
Introduction
Describe the jurisdictions one-year goals and actions for reducing and ending homelessness
including
As highlighted in the City’s Strategic Plan, the City of Bozeman’s Equity and Inclusion recommends that
the City develop a coordinated strategy to address homelessness in the Bozeman area in partnership
with HRDC and the One Valley Regional Housing Coalition. The Coalition is made up of a government
leaders, housing developers, banks, realtors, and other employers to help inform community members
about housing issues, coordinate diverse partners and resources, and catalyze solutions to address
housing stability and attainability in Gallatin County. The City will look to leverage and maximize its
entitlement funding with other local and state resources to address the housing and services needs of
unhoused Bozeman residents, as articulated in Goal 2 of this Plan.
Reaching out to homeless persons (especially unsheltered persons) and assessing their
individual needs
As highlighted in the City’s Strategic Plan, the first goal of the Equity and Inclusion Plan’s Housing
recommendations is “Develop a coordinated strategy to address homelessness in the Bozeman area.”
This goal’s first strategy is to “Identify and prioritize Housing First approaches to address housing
instability and homelessness.” The City will continue to work collaboratively with its local community
partners to provide funding and other resources to support reaching out to residents experiencing
homelessness to not only help assess their own unique individual needs, but to work toward developing
a strategy to address homelessness in Bozeman that is built upon the lived experience of unhoused
residents in the community.
Addressing the emergency shelter and transitional housing needs of homeless persons
The City’s Equity and Inclusion Plan first Housing Goal includes a recommendation to address the
emergency and transitional housing needs of Bozeman residents experiencing homelessness.
Specifically, the recommendation states, “Support partner organizations by funding transitional and
emergency housing initiatives and programs.” The City is currently addressing this need through a
competitive grant award process (using City general resources) that funds the work of non-profits that
provide social services not covered by the City. This effort aligns with Goal 2 of this Consolidated Plan.
Additionally, several stakeholders consulted for the development of this plan identified transitional
housing as one of the most critical housing needs for unhoused residents in Bozeman.
Helping homeless persons (especially chronically homeless individuals and families, families
with children, veterans and their families, and unaccompanied youth) make the transition to
permanent housing and independent living, including shortening the period of time that
individuals and families experience homelessness, facilitating access for homeless individuals
and families to affordable housing units, and preventing individuals and families who were
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recently homeless from becoming homeless again
One of the primary goals of the HRDC is to assist unhoused residents access safe and secure housing and
to ensure that being unhoused in Bozeman is rare, brief, and one-time. The organization’s housing
services include providing emergency shelter and transitional housing, assisting residents find affordable
rentals and access assistance, and providing homeownership assistance with education, counseling, and
other resources.
Recently, HRDC opened Market Place, which includes a warehouse for emergency food storage, a
commercial kitchen, a grocery area, a pay-what-you-can restaurant, and space for enrichment activities.
Additionally, the Market Place acts as a “one-stop-shop” hub of services to ensure that residents
experiencing homelessness can meet all of their needs in one place. The Market Place also includes
several housing resources, including:
Emergency assistance;
Financial coaching and education;
Support to file taxes;
Utility assistance programs;
Home weatherization assistance;
Transitional housing support for youth;
Home rental search and assistance;
Homeowner assistance; and
Transitional housing support.
Additionally, in 2025, HRDC is opening Homeward Point, a new year-round shelter to address the needs
of Bozeman’s unhoused community, right next door to the Market Place. The proximity of this shelter
and availability of services will make it easier to help unhoused residents transition to permanent
housing, find affordable housing units, and ensure that once these households find housing, they are
stable and secure in their situation.
Helping low-income individuals and families avoid becoming homeless, especially extremely
low-income individuals and families and those who are: being discharged from publicly
funded institutions and systems of care (such as health care facilities, mental health facilities,
foster care and other youth facilities, and corrections programs and institutions); or, receiving
assistance from public or private agencies that address housing, health, social services,
employment, education, or youth needs
As highlighted above, HRDC’s Market Place provides a variety of services to all residents in Bozeman
who are either unhoused or are at-risk of experiencing homelessness. In addition to the services
described above, other housing resources and services available to residents likely to become homeless
after being discharged from a publicly funded institution or system of care, as well as residents receiving
assistance from public and private agencies, include:
Monthly grocery program for seniors;
Youth employment support;
Foster youth support;
Medicare counseling;
At home assistance for older adults; and
Care coordination for older adults.
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The City’s Belonging in Bozeman Equity & Inclusion Plan includes other recommendations to ensure that
low-income individuals and families, as well as residents receiving assistance from public and private
agencies, find safe, secure, and affordable housing. One of the recommendations under the City’s goal
of developing a coordinated strategy to address homelessness in the area is “Working with partners to
leverage creative funding mechanisms, incentives, existing assets to increase long-term affordable
housing supply and housing preservation for people earning below 60% AMI.” This recommendation
aims to increase the supply of housing that is available to low-income residents in Bozeman, as well as
residents who are currently in need of housing and other service assistance. Other goals articulated in
the City’s Equity & Inclusion Plan aimed at assisting this population include:
Promote aging in place and universally accessible residential development;
Support and defend local housing solutions at the state legislature;
Support continuing education for health professionals on working with underserved
communities;
Increase coordination between health agencies to reduce barriers to healthcare services and
programs;
Increase wrap-around support and resources available to students experiencing homelessness;
Support and recognize inclusive businesses and employers;
Support the growing Hispanic + Latino workforce to our economy and community;
Increase knowledge and use of resources for underserved communities; and
Prioritize food access for low-income communities.
Discussion
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AP-75 Barriers to affordable housing – 91.220(j)
Introduction:
As articulated in the housing market analysis, several barriers to affordable housing development were
identified in Bozeman. Barriers identified by stakeholders included the high cost of infrastructure,
complex and convoluted development code, high cost and lack of availability of land, cost of labor, short
construction season, restrictive private covenants, and community pushback. Additionally, stakeholders
highlighted the State’s removal of a jurisdiction’s regulatory authority to allow inclusionary zoning as
another barrier.
Actions it planned to remove or ameliorate the negative effects of public policies that serve
as barriers to affordable housing such as land use controls, tax policies affecting land, zoning
ordinances, building codes, fees and charges, growth limitations, and policies affecting the
return on residential investment
While some of the barriers highlighted above cannot be addressed by the City of Bozeman, the City will
continue implementing the strategies articulated in its 2020 Bozeman Community Housing Action Plan.
Those strategies are listed below.
Funding
General Funds
Tax Increment Financing (TIF)
Taxed dedicated to housing
Low-Income Housing Tax Credits
Preservation
Community Land Trust
Deed Restricted Housing (permanent)
Co-op Housing (mobile home parks)
Incentive/Regulation
Removal of Regulatory Barriers
ADUs
Fee Waiver/Deferral
Partnership/Land
Public/Private/Institutional Partnerships
Land Banking
Program
Homebuyer Assistance
Permanent Supportive Housing (PSH)
and Transitional
Employer Assisted Housing
Several of these strategies have and continue to be implemented. In addition to its existing community
housing inventory of over 1,200 affordable rentals and close to 200 affordable homeownership units, as
of January 2024, there are an additional 1,241 community housing affordable units in the project
pipeline. The City of Bozeman will continue to implement the strategies above and will look to leverage
other opportunities and partnerships that help reduce barriers to affordable housing development in
the city.
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The City of Bozeman leverages a variety of programs, public and private, to fill the large financial gaps in
affordable housing projects due to the escalating costs of land, labor, lumber and lending. The tools
currently at the City’s disposal include the Community Housing Fund, a yearly general fund allocation,
Urban Renewal funds when a project is located within an Urban Renewal District, 4% or 9% Low Income
Housing Tax Credits when available, and when awarded by the State of Montana, and the Gallatin
Housing Impact Fund, a $10M privately raised low-interest revolving loan fund. Occasionally, there is
overlap between the geographically constrained URD and LIHTC boundaries where the City can pair and
sometimes triple the incentive to lower the AMI and increase long term affordability.
The City will also look for opportunities to support and defend local housing solutions at the state
legislature and Identify and pursue local and state revenue streams for the creation of affordable
housing and housing assistance programs, including dedicated mills to affordable housing projects and
preserving the ability to use Tax Increment Financing as a tool for affordable housing
The City of Bozeman will continue to implement the strategies above and will look to leverage other
opportunities and partnerships that help reduce barriers to affordable housing development in the city.
The process to develop this plan was grounded in input from community members and partner
organizations to define needs, gather data, and chart a path forward. Community engagement efforts
on reducing barriers to participation and creating multiple ways for everyone to help establish the vision
for the plan, generate goals, and define the specific recommendations to achieve them.
Discussion:
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AP-85 Other Actions – 91.220(k)
Introduction:
Actions planned to address obstacles to meeting underserved needs
Actions planned to address obstacles to meeting underserved needs are listed in AP-65.
Actions planned to foster and maintain affordable housing
Actions planned to foster and maintain affordable housing are listed in Section AP-75.
Actions planned to reduce lead-based paint hazards
Actions planned to reduce lead-based paint hazards are listed in Section SP-65.
Actions planned to reduce the number of poverty-level families
Actions planned to reduce the number of poverty-level families are listed in Section SP-70.
Actions planned to develop institutional structure
Actions planned to develop institutional structure are listed in Section SP-40.
Actions planned to enhance coordination between public and private housing and social
service agencies
Actions planned to enhance coordination between public and private housing and social services
agencies are listed in Section SP-40.
Discussion:
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Program Specific Requirements
AP-90 Program Specific Requirements – 91.220(l)(1,2,4)
Introduction:
Community Development Block Grant Program (CDBG)
Reference 24 CFR 91.220(l)(1)
Projects planned with all CDBG funds expected to be available during the year are identified in the
Projects Table. The following identifies program income that is available for use that is included in
projects to be carried out.
1. The total amount of program income that will have been received before
the start of the next program year and that has not yet been reprogrammed
$0
2. The amount of proceeds from section 108 loan guarantees that will be
used during the year to address the priority needs and specific objectives
identified in the grantee's strategic plan
$0
3. The amount of surplus funds from urban renewal settlements $0
4. The amount of any grant funds returned to the line of credit for which the
planned use has not been included in a prior statement or plan.
$0
5. The amount of income from float-funded activities $0
Total Program Income $0
Other CDBG Requirements
1. The amount of urgent need activities
2. The estimated percentage of CDBG funds that will be used for activities that
benefit persons of low and moderate income. Overall Benefit - A
consecutive period of one, two or three years may be used to determine
that a minimum overall benefit of 70% of CDBG funds is used to benefit
persons of low and moderate income. Specify the years covered that
include this Annual Action Plan.
0%
100%
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Appendix - Alternate/Local Data Sources
1 Data Source Name
American Community Survey
List the name of the organization or individual who originated the data set.
United States Census Bureau
Provide a brief summary of the data set.
The United States Census Bureau facilitates an annual survey, the American Community Survey
(ACS), that collects detailed demographic information pertaining to social, economic, and housing
characteristics of the U.S. population.
What was the purpose for developing this data set?
The ACS is an ongoing survey that provides vital information on a yearly basis about the nation
and its people. Information from the survey generates data that help inform how trillions of
dollars in federal funds are distributed each year.
Provide the year (and optionally month, or month and day) for when the data was collected.
2018-2022 5-year estimates
Briefly describe the methodology for the data collection.
The Census Bureau mails letters to inform people living at an address that they have been
selected to participate in the ACS and to provide instructions for completing the survey online.
Households are asked to complete the survey online or to mail the completed paper
questionnaire back to the Census Bureau’s National Processing Center. If the Census Bureau does
not receive a completed survey within a few weeks, it will mail an additional paper survey
questionnaire. Following all mail contacts, a sample is taken from the addresses that have not
responded online, by mail, or for those addresses with post office box mail delivery. These
addresses are visited by Census Bureau field representatives, who will conduct the interview in
person. A sample of people living in group quarters facilities, such as college dormitories, nursing
homes, and prisons, are also interviewed in person to ensure coverage of everyone in the country.
Describe the total population from which the sample was taken.
The Census Bureau selects a random sample of addresses to be included in the ACS. Each address
has about a 1-in-480 chance of being selected in a month, and no address should be selected
more than once every 5 years. The Census Bureau mails questionnaires to approximately 295,000
addresses a month across the United States.
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Describe the demographics of the respondents or characteristics of the unit of measure, and the number
of respondents or units surveyed.
The sample is designed to ensure good geographic coverage and does not target individuals. By
focusing on quality geographic coverage, the ACS can produce a good picture of the community’s
people and housing by surveying a representative sample of the population.
2 Data Source Name
Comprehensive Housing Affordability Strategy (CHAS)
List the name of the organization or individual who originated the data set.
United States Department of Housing and Urban Development (HUD)
Provide a brief summary of the data set.
HUD receives custom tabulations of American Community Survey (ACS) data from the U.S. Census
Bureau, know as CHAS data. These data demonstrate the extent of housing problems and housing
needs, particularly for low income households.
What was the purpose for developing this data set?
The CHAS data are used by local governments to plan how to spend HUD funds, and may also be
used by HUD to distribute grant funds.
Provide the year (and optionally month, or month and day) for when the data was collected.
2016-2020
Briefly describe the methodology for the data collection.
The Census Bureau mails letters to inform people living at an address that they have been
selected to participate in the ACS and to provide instructions for completing the survey online.
Households are asked to complete the survey online or to mail the completed paper
questionnaire back to the Census Bureau’s National Processing Center. If the Census Bureau does
not receive a completed survey within a few weeks, it will mail an additional paper survey
questionnaire. Following all mail contacts, a sample is taken from the addresses that have not
responded online, by mail, or for those addresses with post office box mail delivery. These
addresses are visited by Census Bureau field representatives, who will conduct the interview in
person. A sample of people living in group quarters facilities, such as college dormitories, nursing
homes, and prisons, are also interviewed in person to ensure coverage of everyone in the country.
Describe the total population from which the sample was taken.
The Census Bureau selects a random sample of addresses to be included in the ACS. Each address
has about a 1-in-480 chance of being selected in a month, and no address should be selected
more than once every 5 years. The Census Bureau mails questionnaires to approximately 295,000
addresses a month across the United States.
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Describe the demographics of the respondents or characteristics of the unit of measure, and the number
of respondents or units surveyed.
The primary purpose of the CHAS data is to demonstrate the number of households in need of
housing assistance. This is estimated by the number of households that have certain housing
problems and have income low enough to qualify for HUD’s programs (primarily 30, 50, and 80%
of median income). Data are also available by different types of households, such as the elderly,
disabled, minorities, and other household types.
3 Data Source Name
Point-in-Time (PIT) Count
List the name of the organization or individual who originated the data set.
Montana CoC/HRDC
Provide a brief summary of the data set.
The Point-in-Time (PIT) Count is an annual count of sheltered and unsheltered people
experiencing homelessness on a single night in January.
What was the purpose for developing this data set?
The Point-in-Time (PIT) Count is meant to serve as a snapshot of homelessness in a community.
These data help to establish the dimensions of the problem of homelessness and help
policymakers and program administrators track progress toward the goal of ending homelessness.
Provide the year (and optionally month, or month and day) for when the data was collected.
2024
Briefly describe the methodology for the data collection.
The methodology that CoCs select to conduct their sheltered and unsheltered count is influenced
by the CoCs’ geographic and demographic characteristics, as well as their resources and capacity.
HUD allows CoCs to use multiple approaches to complete their count, including a census
approach, sample, or a combination of census and sampling approaches.
Describe the total population from which the sample was taken.
HUD requires CoCs to collect reliable data on the total number and characteristics of all people
(i.e., sheltered and unsheltered) residing in the CoCs’ geographic area who are homeless on a
single night and report these data to HUD. CoCs often do not have complete data on everyone
who is homeless and so must estimate some data.
Describe the demographics of the respondents or characteristics of the unit of measure, and the number
of respondents or units surveyed.
409 residents were identified during the PIT Count.
4 Data Source Name
National Intimate Partner and Sexual Violence Survey
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List the name of the organization or individual who originated the data set.
Centers for Disease Control and Prevention (CDC), Department of Justice (DOJ), Bureau of Justice
Statistics (BJS), and the National Sexual Violence Resource Center
Provide a brief summary of the data set.
This data is compiled from an ongoing survey that collects the most current and comprehensive
national- and state-level data on intimate partner violence, sexual violence and stalking
victimization in the United States.
What was the purpose for developing this data set?
CDC developed NISVS to collect data on these important public health problems and enhance
violence prevention efforts.
Provide the year (and optionally month, or month and day) for when the data was collected.
2016-2017
Briefly describe the methodology for the data collection.
NISVS is an ongoing national random-digit-dial (RDD) telephone survey of women and men in the
United States that began in 2010.
Describe the total population from which the sample was taken.
NISVS samples noninstitutionalized English- or Spanish-speaking persons 18 years and older and
uses a dual-frame strategy that includes landlines and cell phones. It is conducted in all 50 states
and the District of Columbia.
Describe the demographics of the respondents or characteristics of the unit of measure, and the number
of respondents or units surveyed.
The estimates in this data are based on completed interviews (n=27,571). Information collected in
this survey includes lifetime and 12-moth prevalence of intimate partner violence, sexual violence,
and stalking; who is victimized by these forms of violence; characteristics of the violence; impact
of the violence victimization; and health conditions associated with these forms of victimization.
Demographic data collected includes sex, age, race/ethnicity, education status, marital status, and
household income.
5 Data Source Name
Fair Market Rents (40th Percentile Rents)
List the name of the organization or individual who originated the data set.
HUD Office of Policy Development & Research (PD&R)
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Provide a brief summary of the data set.
Fair Market Rents (FMRs) are estimates of rent plus the cost of utilities, except telephone. FMRs
are used to determine payment standard amounts for the Housing Choice Voucher program,
initial renewal rents for some expiring project-based Section 8 contracts, initial rents for housing
assistance payment (HAP) contracts in the Moderate Rehabilitation Single Room Occupancy
program (Mod Rehab), rent ceilings for rental units in both the HOME Investment Partnerships
program and the Emergency Solutions Grants program, maximum award amounts for Continuum
of Care recipients and the maximum amount of rent a recipient may pay for property leased with
Continuum of Care funds, and flat rents in Public Housing units.
What was the purpose for developing this data set?
As described above, FMRs are used to determine annual payment standards for several different
HUD programs.
Provide the year (and optionally month, or month and day) for when the data was collected.
HUD annually estimates FMRs for Office of Management and Budget (OMB) defined metropolitan
areas, some HUD defined subdivisions of OMB metropolitan areas, and each nonmetropolitan
county.
Briefly describe the methodology for the data collection.
HUD uses a variety of data to develop base-year FMR estimates, including ACS data, locally
collected survey data acquired through Address-Based Mail surveys or Random Digit Dialing (RDD)
telephone survey data, and other statistically valid information presented to HUD during the
public comment and review period. Additionally, base-year recent moved adjusted FMRs are
updated and trended to the midpoint of the program year they are to be effective using
Consumer Price Index (CPI) data for rents and utilities.
Describe the total population from which the sample was taken.
FMR are established for metropolitan areas and nonmetropolitan counties. With several
exceptions, the most current Office of Management and Budget (OMB) metropolitan area
definitions of Metropolitan Statistical Areas (MSAs) are used because of their generally close
correspondence with housing market area definitions. Small Area FMR areas are the U.S. Postal
Service Zip code areas within a designated metropolitan area.
Describe the demographics of the respondents or characteristics of the unit of measure, and the number
of respondents or units surveyed.
Fair Market Rents are estimates of 40th percentile gross rents for quality units within a
metropolitan area or nonmetropolitan county.
6 Data Source Name
HOME Rents
List the name of the organization or individual who originated the data set.
U.S. Department of Housing and Urban Development
Docusign Envelope ID: 1E45AD59-EA7D-45A0-A730-7360260656A2
Consolidated Plan BOZEMAN 146
OMB Control No: 2506-0117 (exp. 09/30/2021)
Provide a brief summary of the data set.
HOME-assisted units in a rental housing project must be occupied by households that are eligible
as low-income families. As such, HUD provides maximum HOME rent limits, which are the lesser
of the following: 1) The fair market rent for existing housing for comparable units in the area as
established by HUD under 24 CFR 888.111; or 2) A rent that does not exceed 30 percent of the
adjusted income of a family whose annual income equals 65 percent of the median income for the
areas, as determined by HUD, with adjustments for number of bedrooms in the unit.
What was the purpose for developing this data set?
This data set was developed to ensure that HOME-assisted units in a rental housing project are
occupied by eligible households.
Provide the year (and optionally month, or month and day) for when the data was collected.
2023. HUD updates this dataset annually.
Briefly describe the methodology for the data collection.
HUD uses a variety of data to develop base-year FMR estimates, including ACS data, locally
collected survey data acquired through Address-Based Mail surveys or Random Digit Dialing (RDD)
telephone survey data, and other statistically valid information presented to HUD during the
public comment and review period. Additionally, base-year recent moved adjusted FMRs are
updated and trended to the midpoint of the program year they are to be effective using
Consumer Price Index (CPI) data for rents and utilities. Additionally, HUD develops income limits
based on Median Family Income estimates for each metropolitan area, parts of some
metropolitan areas, and each non-metropolitan county.
Describe the total population from which the sample was taken.
FMRs are established for metropolitan areas and nonmetropolitan counties. With several
exceptions, the most current Office of Management and Budget (OMB) metropolitan area
definitions of Metropolitan Statistical Areas (MSAs) are used because of their generally close
correspondence with housing market area definitions. Small Area FMR areas are the U.S. Postal
Service Zip code areas within a designated metropolitan area. As noted above, HUD develops
income limits based on Median Family Income estimates for each metropolitan area, parts of
some metropolitan areas, and each non-metropolitan county.
Describe the demographics of the respondents or characteristics of the unit of measure, and the number
of respondents or units surveyed.
Fair Market Rents are estimates of 40th percentile gross rents for quality units within a
metropolitan area or nonmetropolitan county. Additionally, HUD’s HOME rent limits account for
average occupancy per unit and are adjusted for income.
Docusign Envelope ID: 1E45AD59-EA7D-45A0-A730-7360260656A2
From:Natsuki Nakamura
To:Bozeman Public Comment
Subject:[EXTERNAL]Paying livable wages to build affordable housing
Date:Friday, June 7, 2024 8:01:00 AM
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recognize the sender and know the content is safe.
Dear Commission,
I listened in on the Economic Vitality Board's conversation about CDBG, and it appears the
Consolidated Plan will come in front of you for review next month. CDBG is indeed difficultmoney to use (at the nonprofit I worked at before, it took us 7+ years to get an ADA compliant
lift built that was through CDBG). But something that I hope doesn't get portrayed asunnecessary bureaucracy are the labor and safety standards. Construction projects funded by
CDBG have to comply with Davis-Bacon wage, which means good pay and safer workingconditions for new and long-time construction workers alike. Even immigrants who were
coming to us to learn English had already picked up on it being good work and often asked meif we were hiring after they saw the obligatory "Davis-Bacon" signs hung up in our building
during construction.
Also, in case you missed it, HOC of Montgomery County won an award for their innovativefinance model.
Best,
Natsuki Nakamura
Docusign Envelope ID: 1E45AD59-EA7D-45A0-A730-7360260656A2
From:Will Shepard
To:Bozeman Public Comment
Subject:[EXTERNAL]2024-2028 Consolidated Plan
Date:Tuesday, July 23, 2024 4:22:45 PM
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To the Bozeman City Commission:
The Gallatin Association of REALTORS® (GAR) supports the Consolidated Plan drafted by the city of
Bozeman which offers supplemental funding through HUD. This funding shall be used to address top
housing concerns and gaps in supportive services for low-and-moderate-income populations in the
Bozeman area. GAR suggests that the monies be used to develop future and expand current
infrastructure, attainable housing, downpayment assistance, and rehabilitation of substandard
housing programs within the Consolidated Plan budget.
These goals coincide with the values that GAR members work towards and support in everyday
practice. The city should be supported in their goals to enrich the community and effectively
leverage these HUD funds. The Consolidated Plan sets forth the vision to utilize these resources for
the next 5-years. GAR believes that, in the immediate future, the best use of these funds should be
put towards down-payment assistance. The long-term resources, GAR believes, should be allocated
towards programs that expand attainable housing developments and infrastructure needs.
The Gallatin Association of REALTORS® will continue to support the community and the City of
Bozeman with our ongoing efforts in addressing the housing issues in our community. We support
the use of the funds accessed through the Consolidated Plan to support and enhance the
community’s invaluable low- and moderate-income residents.
Sincerely,
Will Shepard – on behalf of the Board of Directs at Gallatin Association of REALTORS®
Will Shepard
Government Affairs Director
Gallatin Association of REALTORS®
4020 Valley Commons Drive Unit. 1
(406) 585-0033 EXT. 1006
will@gallatinrealtors.com
https://gallatinrealtors.com/
4020 Valley Commons Dr., Bozeman, MT 59718
Docusign Envelope ID: 1E45AD59-EA7D-45A0-A730-7360260656A2
From:Renata Munfrada
To:Mike Maas
Cc:Alex Newby
Subject:Re: [EXTERNAL]Consolidate Plan 2025-2029 (Action Item J)
Date:Tuesday, July 30, 2024 9:56:02 AM
Thank you!
Renata Munfrada | Community Housing Program Coordinator | Pronouns: she/her/hersCity of Bozeman | 121 North Rouse Avenue | P.O. Box 1230 | Bozeman, MT 59771
M: 406.589.4709 | E: rmunfrada@bozeman.net | W: www.bozeman.net
From: Mike Maas <MMaas@BOZEMAN.NET>
Sent: Tuesday, July 30, 2024 9:55 AM
To: Renata Munfrada <rmunfrada@BOZEMAN.NET>
Cc: Alex Newby <anewby@BOZEMAN.NET>
Subject: RE: [EXTERNAL]Consolidate Plan 2025-2029 (Action Item J)
Thank you for passing this along! It was referenced many times during the meeting but we didn’t
have it. We will incorporate it in today’s batch.
Mike Maas, MPA
City of Bozeman | 121 N. Rouse Ave. | Bozeman, MT 59715
406.582.2321
Pronouns: he/him/his
Have Questions? Ask BZN
From: Renata Munfrada <rmunfrada@BOZEMAN.NET>
Sent: Tuesday, July 30, 2024 9:11 AM
To: Mike Maas <MMaas@BOZEMAN.NET>
Cc: Alex Newby <anewby@BOZEMAN.NET>
Subject: Fw: [EXTERNAL]Consolidate Plan 2025-2029 (Action Item J)
Mike, this comment was sent from HRDC, Haven, and Family Promise. It was sent to all of the
Commissioners. Does is need to be submitted as public comment?
Renata Munfrada | Community Housing Program Coordinator | Pronouns: she/her/hersCity of Bozeman | 121 North Rouse Avenue | P.O. Box 1230 | Bozeman, MT 59771M: 406.589.4709 | E: rmunfrada@bozeman.net | W: www.bozeman.net
From: Heather Grenier <hgrenier@thehrdc.org>
Sent: Tuesday, July 23, 2024 10:40 AM
To: Terry Cunningham <TCunningham@BOZEMAN.NET>; Joey Morrison
Docusign Envelope ID: 1E45AD59-EA7D-45A0-A730-7360260656A2
<jmorrison@BOZEMAN.NET>; Douglas Fischer <dfischer@BOZEMAN.NET>; Jennifer Madgic
<jmadgic@BOZEMAN.NET>; Emma Bode <ebode@BOZEMAN.NET>
Cc: David Fine <DFine@BOZEMAN.NET>; Renata Munfrada <rmunfrada@BOZEMAN.NET>; Brit
Fontenot <bfontenot@BOZEMAN.NET>; Chuck Winn <CWinn@BOZEMAN.NET>; Erica Aytes Coyle
<erica@havenmt.org>; Christel Chvilicek <cchvilicek@familypromisegv.org>
Subject: [EXTERNAL]Consolidate Plan 2025-2029 (Action Item J)
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Good Morning.
Leadership from HRDC, Haven, and Family Promise wish to support the five-year goals
established to address housing and community development needs in Bozeman in the
Consolidated Plan for 2025 to 2029, including:
1. Increase, protect, and preserve affordable rental and homeownership housing
opportunities by improving access to a diverse set of affordable housing, including, but not
limited to, naturally occurring affordable housing, supportive housing for seniors andresidents with disabilities, and accessible housing.
2. Improve housing stability for individuals and households with critical needs, including
persons experiencing or at risk of homelessness, by providing appropriate housing and
service solutions grounded in Housing First approaches, including, but not limited to,emergency shelter, transitional housing, and other supportive services.
3. Improve community services by addressing critical needs and promoting equity through
improved or increased access to community programming, including, but not limited to,
mental health services, chemical dependency services, and affordable and availablechildcare.
Further, the three organizations hope that the City will adopt the following strategy to
address goal number 2: first, focus on collaborating with the municipalities across Gallatin
County to meet the immediate funding needs for shelter and transitional housing
sustainably; second, work with the faith community and other partners to develop safe
parking programming for individuals and families for whom emergency shelter, transitional
housing, or communal living is not an option; third, invest in an effective modeling platform
to project the emergency, transitional and supportive housing needs for the region over thenext five to ten years, and fourth, adopt and invest in a proven community-driven strategy to
address those needs (i.e. Built For Zero).
Sincerely,
Heather Grenier
President/CEO
HRDC
Erica Coyle
Executive Director
Haven
Docusign Envelope ID: 1E45AD59-EA7D-45A0-A730-7360260656A2
Christel Chvilicek
Executive Director
Family Promise
Docusign Envelope ID: 1E45AD59-EA7D-45A0-A730-7360260656A2