HomeMy WebLinkAboutParks Recreation and Active Transportation Plan 20232023 COMPREHENSIVE
PARKS, RECREATION, AND
ACTIVE TRANSPORTATION
PLAN
October 2023
City of bozeman
Acknowledgments Contents
04
06
16
24
48
50
68
80
104
112
120
121
123
132
Urban Parks and
Forestry Board
Angie Kociolek, Chair
Dan Fenn
I-Ho Pomeroy, Commissioner Liaison
Alice Stanley
Donald Ulrich
Reno Walsh
Anna Wearn
Department of Parks and
Recreation
Mitch Overton, Director
Addi Jadin, Parks Planner and
Development Manager
Candace Mastel, Transportation
Demand Management Coordinator
Jamie Saitta, Recreation Manager
City Commission
Cyndy Andrus, Mayor
Terry Cunningham, Deputy Mayor
I-Ho Pomeroy, Commissioner
Jennifer Madgic, Commissioner
Christopher Coburn, Commissioner
Safe Routes to Parks Liaisons
Bri Daniels
Luis Islas
Mikayla Pitts
Agency Landscape + Planning | Sanderson Stewart | Berry Dunn |
Alta Planning | Groundprint | ETC Institute
plan summary
introduction
plan process
state of the system
Bozeman Prat Vision
goal 1: welcoming, equitable access
goal 2: programs, places, and partnerships
goal 3: pedestrian and bicycle facilities
goal 4: natural resources
goal 5: staff and capacity
How do we get there?
parks Implementation guidance
Active transportation implementation
priorities (investments, programs, actions)
Appendices
Community Survey, Design manual, engagement, marketing assessment, parks inventory, recreation assessment
This is a trackable metric
4 5
plan summary
The plan identifies a vision and
realistic, actionable goals for the
City’s most valued places – its parks,
trails, and recreation facilities.
1.1 Create a consistent set of basic elements across neighborhoods.
1.2 Maintain the current level of parkland per resident (17 acres per
1000) by growing park acres as the community grows.
1.3 Balance the needs of different park users.
1.4 Support all-season recreation.
1.5 Increase safe evening / night time access at designated facilities
with appropriate lighting, management, and programming.
1.6 Design parks that reflect their unique neighborhoods and reflect the
Department’s brand.
2.1 Invest in distributed community recreation hubs across the City.
2.2 Create program offerings and elements that respond to community needs,
especially for underserved demographic groups.
2.3 Craft a formal policy to define partner and affiliate group relationships.
2.4 Clarify the field reservation and use process.
2.5 Broaden awareness of programs and services.
2.6 Work with regional tourism and economic development organizations to
create a strategy that addresses the benefits and impacts of increased
tourism on parks, facilities, and events.
2.7 Gather program data and track program participation annually.
2.8 Grow program partnerships in areas that are complementary to Department
offerings.
3.1 Invest in a city-wide active transportation network.
3.2 Identify + develop a network of Anchor Routes that serve as key travel
corridors.
3.3 Close existing gaps in the pedestrian + bicycle network.
3.4 Improve east-west connections.
3.5 Improve crossings that act as major barriers for pedestrians and bicyclists.
3.6 Implement a comprehensive wayfinding system.
3.7 Install path improvements along active transportation routes.
3.8 Include Bozeman’s linear parks and watercourse corridors as part of the
active transportation network.
3.9 Ensure inclusive and equitable access to and within parks.
3.10 Revise the active transportation network classifications and
comprehensive design and maintenance standards.
4.1 Create design standards and management practices appropriate to each
landscape type.
4.2 Promote sustainable trail and park use.
4.3 Advance the protection and enhancement of natural resource areas and
trees, especially sensitive lands.
4.4 Expand nature play and programming.
4.5 Implement low-impact design and management practices in park and
facility capital projects.
4.6 Scale Department capacity to provide knowledgeable natural resources
evaluation during the planning process for future facilities investments
and management of natural areas.
5.1 Attract and retain staff to effectively support the needs of
Bozeman’s parks, programs, and trails.
5.2 Continue to refine and communicate the Bozeman Parks and Trails
Special District.
5.3 Develop a philosophy and policies for cost recovery and revenue
generation.
Build on Bozeman’s unique strengths while creating
WELCOMING, EQUITABLE ACCESS to all spaces and programs.
Strengthen PROGRAMS, PLACES, AND PARTNERSHIPS
to meet changing community needs.
1
2
3
4
5
Connect Bozeman’s community with safe and enjoyable
PEDESTRIAN AND BICYCLE FACILITIES.
Steward and sustain NATURAL RESOURCES across the
parks and trails system.
Grow STAFF AND CAPACITY to benefit the community.
#
What the PRAT plan aims to achieve
The methods to make each goal a reality
GOALS
Strategies
See page 50
to learn more
about the plan’s
21 Equitable
Access actions
See page 104
to learn more
about the plan’s
12 Natural
Resources
actions
Strategy 2.7 recommends that program data be
tracked annually. Those items that are quantifiable,
including non-program data, are marked with this flag
throughout the document.
See page 112 to
learn more about
the plan’s 10 Staff
and Capacity
actions
See page
68 to learn
more about
the plan’s 24
Programs,
Places, and
Partnerships
actions
See page
80 to learn
more about
the plan’s 24
Pedestrian
and Bicycle
Facilities
actionsEach Strategy
includes a list
of actionable
items, found in
the PRAT Vision
Chapter, page 48.
Actions
6 7
Nestled in the Rocky Mountains of Montana,
Bozeman, a city of nearly 50,000 people as of the 2020
Census, is one of the fastest growing micropolitan
areas in the country. The city includes a vibrant
historic downtown, is home to Montana State
University, and serves as a gateway to the wonders of
Yellowstone National Park and other natural areas.
In addition, the city boasts its own recreational
elements, programs, facilities, parks and trails, all of
which contribute to the vision embodied by the City’s
slogan: “The Most Livable Place”. In fact, its high
quality of life, vibrant cultural elements, access to
nature, and recreational opportunities attract new
residents at a rate that is putting Bozeman on the
trajectory of becoming Montana’s third largest city by
2025.
A Unique Natural Setting
Bozeman is situated within the Greater Yellowstone
Ecosystem, which is the largest intact ecosystem in
the continental United States. It is at the foothills
of many environmentally sensitive areas, with the
Bridger Mountains to the northeast and Gallatin
National Forest to the south. Primary rivers in
the Bozeman area include the Gallatin, Madison,
Missouri, Yellowstone and Jefferson. A 90 mile drive
southeast of the city center takes one to Yellowstone
National Park. Established in 1872 as the country’s
first national park, Yellowstone attracts an average
of 4 million visitors annually, many of which use
Bozeman as their home base to access the Park. The
Park serves as an important sanctuary for the largest
concentration of wildlife in the lower 48 states, which
includes elk, bison, grizzly bears, and nearly 300 bird
species. Directly south of city limits is the 1.8-million
acre Gallatin National Forest which is home to
federally listed threatened species: the grizzly
bear and the Canada Lynx. Bozeman’s location
near these ecological sanctuaries cements
the importance of local efforts to co-exist with
nature.
Bozeman is one of the fastest growing cities of its size in the nation.
A unique natural setting
a fast-growing micropolitan city
history of the park system
From prost to prat
relationships to past plans
previous prost plan
transportation planning (TMP)
alignment with udc processin this chapterBozeman is at a unique hydrological setting: the city
is situated at the headwaters of the drainage of the
Missouri River Basin. Numerous rivers, streams
and irrigation canals transverse Bozeman, mostly
in a north-south direction. These rivers, creeks
and streams host different habitats, scenic views,
and a diverse population. Due to their excellent
recreational value, these water bodies have greatly
influenced the location of parks, open spaces, and
trails.
A Fast-Growing Micropolitan City
Bozeman is one of the fastest growing cities of its size
in the nation: the population has grown by 43% in
the past decade. Cities that are experiencing similar
trends or challenges as Bozeman, known as “peer
cities” include Fort Collins, Missoula, and Helena.
In contrast, these cities have grown by 20% or less
in the past decade, with the exception of Bend, OR
which has grown by 29%. Bozeman and the greater
Bozeman area are projected to keep growing at an
annual rate of about 3% to reach more than 200,000
people by 2040. According to the 2019 City of Bozeman
Community Housing Needs Assessment, as of 2017
27% of owner households were single-occupant,
compared to 37% of renters households. A majority
(41%) of owned households were 2-persons. There
is also a high percentage of roommate occupancy,
contribution to a large percentage of over 3-persons
households (33% for owners and 29% for renters).
Bozeman’s population is young compared to the rest
of the state, with the city’s median age at 27.4 years
old, compared to 40.1 years old statewide. Given its
1. introduction
8 9
younger population, and the presence of Montana
State University, most of the population is single with
64% of residents filing as such, almost twice as much
as the state’s average. The city is not as diverse as
its peer cities used for comparison in this plan, with
92.1% of the population identifying as white.
During and following the Covid-19 pandemic, many
people relocated to Bozeman from urban areas
across the country in search of more space, access
to recreation and proximity to nature, making
Bozeman an ideal place. While growth is bringing
opportunities for investment, its rapid pace puts
pressure on the natural system and recreation areas.
The timing of this update highlights the need for a
proactive planning approach to maintain Bozeman’s
high access and use of park spaces and recreation
services.
History of the Park System
In May of 1883, the same year Bozeman became
an official town, the City added a street grid of 52
blocks south and west of city limits. Investors set
Figure 1.3 Cooper Park, the City’s first public park.
Figure 1.2 Bird’s eye view of the city of Bozeman, Gallatin County
with approximate boundary of its historic core.
with a professional recreation director and a park
maintenance crew. The 1958 City Plan listed a variety
of seasonal activities, including swimming, baseball,
and special activities during summer months, and ice
skating, sledding, and dancing in the winter.
In the 1960’s, community service groups and the City
Recreation Board began promoting the idea of a new
indoor-outdoor swimming pool. Support for the idea
was plentiful but costs escalated, inhibiting the
proposal until a bond passed in 1974. The Bozeman
Swim Center opened to the public in 1975. The center
closed temporarily in May 2022 to make necessary
repairs to the building’s structure. These repairs
wrapped up at the end of 2022.
As of 2022, the city’s system includes over 1,000 acres
of parkland and 79 miles of natural trails. Residents
have the option to participate in a vast variety of
seasonal recreational programming, including art
classes, nature-based activities, athletic offerings,
ice skating, sledding, volleyball, and various indoor
classes.
aside two blocks as a public park. The park was
named Cooper Park, after one of the investors, and
was a popular spot for picnics in the summer. Other
early parks include Southside Park, Lindley Park
and Bogert Park, which were added to the park
system in the 1920’s. The land of what is now Bogert
Park (originally Bogert Grove Park) was originally
purchased by the City as a tourist park following its
past use as a favorite overnight camping location
during community events like the Bozeman Roundup.
Following the purchase, the park quickly became a
popular spot for locals to picnic and host Boy Scout
gatherings.
Recreation programs began the same decade
when Eva Pack became the City’s first playground
supervisor at Beall Park in 1929. She worked at the
park during the summer months and served as
Athletic Director for Montana State College during
the school year. Early recreational programs at
Beall park included playgrounds, tennis, picnic
grounds, a bandstand for music in the summer and
an ice skating rink in the winter. In the 1950’s, the
City planned for a park and recreation department
Figure 1.1 Rec Mobile Program
Open space - Privately owned and maintained
land; generally free from significant structural
improvements, typically with public access
easements, and seen as protecting or restoring areas
of high natural resource benefit. Private land/HOA
equivalent of “natural areas” is called “open space.”
Parks - City-owned and/or managed land;
categorized into six park types – Pocket Park,
Neighborhood Park, Community Park, Special Use
Park, Natural Area Park, and Linear Park. (see pages
46, 47, 54 and 55 for more information).
PRAT Terminology
Natural Area Park - One of Bozeman’s six park
types; primarily focused on natural resource
conservation and passive recreation without
significant structures.
Natural areas within parks - City-owned land
that has high natural resource value, such as native
plants, forested areas, wetlands, riparian corridors,
ponds, etc.; may be present in any park type; free from
significant human-made improvements. Park system
equivalent of “open space” is called “natural areas
within any park type.”
10 11
From PROST to PRAT
Bozeman, like many other peer cities, is grappling
with fast population growth, a changing climate with
warmer winters and drier summers, and a higher
risk of environmental disasters. The City aims to
assess and plans to address these issues while
recognizing the importance of racial equity, inclusion
and environmental sustainability within its parks,
trails, and recreation centers and programs. This
document is part of its mission to continue its high
standard for quality of life through a safe, welcoming
and connected parks and trails system.
The City’s most current plan is the 2007 Parks,
Recreation, Open Space and Trails (“PROST”) Plan
which has guided the creation of numerous trails
and has helped elevate the role of parks, recreation
programs, and facilities in maintaining the City’s
quality of life. However, as Bozeman’s population
continues to grow and diversify, the City’s parks and
recreational facilities will face more pressure from
increased usage. The City and its residents want
to ensure that it maintains the quality elements,
natural resources, and recreational opportunities
that continue to draw people in. Bozeman’s parks,
open spaces (privately owned)/natural areas in parks
(City-owned), and trails are important in realizing
this vision.
Open space has come to mean privately owned land
with high natural resource benefit (see also PRAT
terminology on pg. 9). In the context of City parks and
recreation, open spaces are particularly important
for certain trail connections and passive recreational
use. However, since privately owned open spaces
are not under City management, this plan focuses
Figure 1.4 The planning area and its context
Downtown
Bozeman
Kagy BlvdKagy Blvd
I-90I-90
Main StMain St7th Ave7th Ave7th Ave7th Ave19th Ave19th AveFowler LnFowler Ln3rd Ave3rd AveSourdough Sourdough RdRdCottonwood Cottonwood RdRdMSU
Growth Boundary
Streams
Lakes & Reservoirs
Parks
Privately-owned Open Space
Future Parks
Trails
Roads
Railroad
City Boundary
Growth Boundary
0 0.5 1 mile N
Planning Area
Baxter LnBaxter Ln
Valley Center LnValley Center Ln
I-90I-90Oak StOak St
DurstonDurston
Huffine LnHuffine Ln 19th Ave19th AveRouse AveRouse AveFowler AveFowler Ave3rd Ave3rd Ave
12 13
Relationships to Other
Planning Efforts/Projects
Previous PROST Plan
Adopted December 17, 2007, the City of Bozeman’s
current Parks, Recreation, Open Space and Trails
(“PROST”) Plan provides a framework for integrating
existing facilities and programs, while further
developing a system of parks, recreation facilities
and programs, open spaces, and trails. The plan also
helped to establish City policies and influenced the
evaluation of development proposals that impact
this system. Finally, it provided a basis for grant
application, regulatory requirements, and other
funding mechanisms for parkland expansion.
Following an assessment of Bozeman’s recreational
facilities and trends at the time, the plan identified
issues and needs for the City of Bozeman’s Recreation
Division as (1) increasing the quality and/or quantity
of local swimming facilities, (2) enhancing local
recreation facilities for youth, (3) developing two
new family-oriented leisure aquatic centers, one
southwest and one northwest of town, (4) developing
a community recreation facility with an indoor-
outdoor aquatic component connected to a large
community park, (5) offering programs that provide
multi-generational recreational activities, fosters
healthy family relationships, develops character
and team building programs, educates. Through
community surveys, the PROST plan identified trails
as the most used recreational facility in the City. The
PROST plan was successful in ensuring new private
development and city growth contributed to new open
space and trail creation.
Transportation Master Plan (TMP)
Upgrades to the City’s transportation system
following the PROST Plan and the community’s
2007
2017
PROST Plan
Population
2022
~50,000 people
Population
2010
37,280
Transportation
Master Plan PRAT Plan!
the outset of the COVID pandemic, residents voted
overwhelmingly in favor of the Parks and Trails
District to address park and trails maintenance in
the City.
This document first aims to understand and
inventory the existing system of parks, privately
owned open space, City-owned natural areas,
recreation, and active transportation. This
assessment informs a set of recommendations to
enhance current elements for all Bozeman citizens,
as well as guide the future expansion and evolution
of the system to meet the needs of a growing and
changing community.
Note: At the direction of the PROST, Resolution 4784
was created to establish the criteria for evaluation of
requests for use of cash in lieu of parkland dedication.
Figure 1.7 Current documents that are informing PRAT Plan. The PROST plan was used by the city starting in 2005 but
formally adopted with the 2008 version of the transportation plan.
Figure 1.6 Main Street and Downtown Bozeman
In 2020, residents voted to create a parks and trails
district. This district provides a dedicated source of
funding for maintaining and improving our City’s
parks and trails. One of the key components of the
District is authorization for the City to annually levy
assessments to provide for maintenance of all City-
owned or managed parks and trails.
This means that every penny that goes into the Parks
& Trails District will be spent on parks and trails in
the Bozeman community. It also ensures that the
these publicly accessible spaces are maintained
consistently across the City.
on City parks and its “natural areas” equivalent.
Significant public comment indicates the desire
for more natural areas to be added to the City park
system. One outcome of the PRAT plan is to amend
the UDC to make it easier to allow natural areas into
the park system (with design constraints to mitigate
human impact) rather than open space under private
ownership and management.
This plan also brings an active transportation
emphasis into the world of parks, recreation, and
open space, including the full network of trails from
gravel paths to on-street bicycle facilities. This shift
recognizes the community’s shifting values around
transportation and recreation, and the need to create
greater connectivity between park assets and places
across the city. In 2012, voters approved a $15 million
Trails, Open Space and Parks (TOP) bond program
which has so far increased parkland by 145 acres
and added 3 miles of trails. Additionally, in 2020, at
What is the Parks and Trails District?
14 15
increasing interest in transportation-related matters
called for a comprehensive transportation master
plan to help direct future growth through innovative
planning. The Bozeman Transportation Master Plan
(TMP) aimed to provide a new examination of multi-
modal transportation issues within the Bozeman
area and address the present and future needs of the
community. Since the release of the document, the
City’s paved pathway network has been expanding.
However, although the PROST plan also highlighted
the importance of a connected trail system, the two
documents are not always in sync. The objectives
of the PROST plan sometimes differ from the TMP,
complicating the implementation of both the TMP and
PROST, further exacerbated by the fact that the two
documents are funded and managed by two separate
departments.
Alignment with UDC Process
The Unified Development Code or UDC is a set of
regulations that support public health, safety and
general welfare related to physical city growth,
use of property and development. Found within
Chapter 38 of the Bozeman Municipal Code, the UDC
covers a wide range of subdivision and zoning topics
such as setbacks, building height, allowed uses,
landscaping, affordable housing and parking. Some
regulations apply city-wide while others are specific
to different city districts. In terms of parks, the UDC
(in compliance with state law) sets the calculations
for minimum park area (and/or cash in lieu)
requirements for new residential development as well
as minimal design requirements such as frontage,
irrigation and sidewalks. The UDC also addresses
other related factors such as trails and pathways
and watercourse setbacks. Rules related to park and
facility usage are addressed in a separate chapter
(Chapter 26) of the Bozeman Municipal Code.
The City is at the beginning stages of a UDC overhaul.
Upon completion of the overhaul, it will be important
to make changes to reflect the vision of the PRAT
Plan.
Figure 1.8 Bicycle tour through City parks to kick off the PRAT process
Figure 1.9 Many residents commute to work by bicycle everyday and share the road with cars.
the PROST plan identified trails as the most used recreational facility in the City.
Since the release of the TMP, the City’s paved pathway network and on-street bicycle lanes have been expanding.
16 17
Timeline and Milestones
The development of the PRAT Plan was a 15-month
process, beginning in the Summer of 2021 and
concluding in the Winter of 2022. The planning
process was framed largely around significant
engagement efforts to ensure the desires of the
community and Department staff were accurately
reflected in the plan’s recommendations. Plan
development was also shepherded by the Urban Parks
and Forestry Board (UPFB).
The plan process was structured around four phases:
Phase 1: Analysis: The first phase encompassed the
discovery and understanding of Bozeman’s unique
recreation and parks system, its organization, and
its provision of programs. It included a high level
review of park types and distribution of parks and
trails across the city, in depth study of historical
and ecological systems, a needs assessment, and a
statistically valid community survey.
Phase 2: Vision & Concepts: During this portion of the
project’s development, system-wide concepts and
plan themes were developed and tested through
public and staff review and comment.
Phase 3: Draft Plan: The third phase of the process
included establishing guiding goals and objectives, as
well as an implementation strategy. A review of trail
connectivity, investments and maintenance was also
conducted.
Phase 4: Final PRAT Plan: The final stage of the project
included documentation, review, and approvals. This
phase resulted in this document and supporting
design and maintenance manuals.
Figure 2.1 Plan process and schedule.
1
Understand
Analysis + Assessment
Engagement
Milestone #3
August 23-25
Park Pop-ups
2
3
Begin!
Project Startup
Engagement
Milestone #1 4
Deliver
Documentation
Vision
Craft a Framework
JULY AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN JUL AUG SEP OCT
Engagement
Milestone #2:
April 5 and 6
Virtual Public
Workshops
Project Schedule
timeline and milestones
engagement approach and outcomes
methods and milestones
engagement key findings
in this chapter2. plan process
2021 2022
18 19
Engagement Approach and Outcomes
During the 15-month long
planning process, the project
team engaged over 900 community
members and stakeholders.
The City’s parks, facilities, and
programs are all beloved, and
the master plan process was
structured to ensure that all
park users and communities
were invited and had the chance
to weigh in on the future of this
important recreational system.
Methods and Milestones
Much of the plan’s development
occurred during uncertainty
in the COVID pandemic and
encouraged the City to think
creatively about meeting residents
where they were and through
diverse means of communication
and engagement. To ensure people
felt safe and included in their
participation, the plan included
both online and in-person
engagement methods, like online
workshops, pop-up events in parks
and events, partnerships with
other city initiatives and outreach
methods, and both statistically
valid and community surveys
with opportunities for residents to
give feedback on preliminary plan
recommendations.
In-person Engagement
Drop-in at local events: Tabling at existing events like
farmers markets and City-sponsored festivals can
help to reach residents unaware of the plan process
and ask quick questions about needs and aspirations
for the future of the park, trail and recreation system.
Early on, the City identified a series of events to
participate in and destinations to visit to help build
awareness of the plan process and goals and to
gather feedback using questions relevant to what
was being explored by the process at that time. For
events happening in 2021, this meant asking about
favorite parks and barriers to access using a map
and mad libs exercise, in which residents responded
to an incomplete sentence with responses about
their recreation experiences. In the Spring of 2022,
engagement at existing events focused on resident
visions and big ideas for future projects or policies.
Ultimately, the PRAT plan was represented at over 20
events throughout the city.
Online Engagement
Project Web Content: Regular content updates
were made to the City’s website, which serves as an
increasingly popular resource for information and
updates regarding city-led projects.
The PRAT Plan was the first comprehensive plan to
take advantage of a new digital platform, engage.
bozeman.net. The project team shared PRAT plan
updates at and in between milestones. The site pulled
4,537 unique visits over the year that the platform
was publicly accessible.
Social Media: Ahead of major public milestones, the
City posted visual graphics and imagery to promote
the plan, promote public events, and gather reactions
to early ideas on existing City social media platforms.
Certain advertisements were translated into Spanish
and were also posted on the City’s website, which
offers Google Translate services.
Statistically Valid Survey: A statistically valid
paper survey was mailed to 2,500 residents across
the City of Bozeman. This tool provided an important
data set that represented a user group with similar
demographic characteristics to the City as a whole
and offered a balanced resident perspective across
the City. Final results were based on 300 total
surveys providing a 95% confidence level. The
City also made this community survey available
online to residents who had not participated in the
statistically valid survey. An additional 100 people
shared their existing patterns and needs for the City
system.
Community Workshops: Due to ongoing COVID
restrictions during the plan’s development, the
project team made the decision to hold community
workshops online, halfway through the plan process.
20 212021
These workshops included a short presentation and
small group conversations that used the Engage
Bozeman platform to help facilitate conversations
and map or catalog participant ideas. The community
workshops were recorded and posted on Engage
Bozeman for anyone interested in participating but
unable to attend during the early April meetings.
At the end of each engagement milestone, engagement
feedback was synthesized and shared with them
in an easily digestible and clear format that can be
shared on multiple digital platforms, both internally
and with the broader community.
Alignment with Other City
Initiatives
Safe Routes to Parks: The project team also worked
in parallel with the Safe Routes to Parks grant team
to ensure the PRAT plan helps to reduce barriers
to accessing parks and facilities. This grant was
awarded to the Human Resource Development
council, District IX (HRDC) in partnership with
the Western Transportation Institute (WTI) at
Montana State University and the City of Bozeman
to create and test a community liaison program
to highlight systematically excluded voices. The
plan worked alongside three community liaisons
who are connected to different underrepresented
communities including the BIPOC (Black,
Indigenous, and People of Color), LatinX and
disability communities. The liaisons tested a variety
of tools such as targeted surveys, hosting small
group conversations, organizing a walk audit, and
collecting stories through one-on-one interviews.
Staff and Stakeholder Engagement
Staff engagement was essential to the success and
implementation of the plan. In October, as part of the
project’s kick-off, staff and stakeholders participated
in a series of topical focus groups to learn about the
system through the eyes of staff, partners, and city
leaders. These representatives were reengaged as
part of the plan vision process in June 2022 and again
to help identify implementation priorities in August
2022.
Engagement Key Findings
Through the engagement process, the plan uncovered
that the City’s parks and trails provide an important
oasis in the fastest growing city in Montana.
Bozeman residents clearly value opportunities
to connect with nature and to safely access
walking and biking trails. Residents also want
their parks and facilities to be inclusive places
where they feel welcomed by other park users,
staff, and by the design of these places and the
programs within them. Residents were also aligned
in their desires for special use facilities, more
specifically swimming pools. Though these values
are not explicitly contradictory, they span many
topics, so the planning process was oriented toward
finding the right balance of investments, whether
they be in policy, Department capacity, or capital
improvements.
The top responses from the public engagement
process were related to desires for inclusion,
relevant programs and elements, safe access, nature
immersion, trail connectivity, special use facilities,
and park etiquette. These seven engagement themes
provide an important framework for the goals and
strategies outlined within this plan.
Figure 2.2 HRDC Safe Routes to Parks Community liaisons
Engagement by numbers (Participation and Methods)
401 community surveys
(300 statistically valid)
24 disability community
Surveys
12 BIPOC surveys
401
78
78 locations mapped
45 ideas shared
1 online implementation
poll
4,537 unique site visits
2 online community
meetings
15 meetings with city,
boards, and councils
24 pop-ups at events and
in parks
2
22 23
Inclusion
Many residents reported feeling uncomfortable or
unsafe in their parks. Efforts to enhance physical
access, lead program inclusion, and expand park
policies will ensure that parks, programs, and trails
are welcoming for all Bozeman residents.
Relevant Programs and Elements
Residents continually noted their love of their park
spaces and requested that same level of investment
in their programs and events.
Safe Access
Fast moving and wide roadways that are difficult
to cross, limited universal accessibility between
homes and privately-owned open spaces or buildings,
inadequate access to parks and facilities for the
disabled community, and difficult to reach park
spaces were all identified as creating barriers to
safely getting to and using parks and participating in
recreational opportunities.
Nature Immersion
Residents enjoy the proximity to
nature both within the City and
outside its limits. Many residents are
also excited for more nature play and
educational opportunities.
Trail Connectivity
Trails not only facilitate connections between
natural areas and public lands, but foster community
connections as well. Residents and visitors love
the existing trail network and are excited for a
more connected system of pathways and trails
that are connected to beloved parks and important
community destinations.
Special Use Facilities
Swimming pools and aquatics programs were
consistently among the top ranked needs by plan
participants. The need for more water play and
swimming opportunities emerged early on in the
process, before the temporary closure of the Bozeman
Swim Center. Other desired special use facilities
included a nature center and affordable indoor fitness
spaces.
Care
Many different audiences use Bozeman parks, and
not everyone is thoughtful about the impacts their
park use has on the experience of others, the park’s
maintenance burden and financial cost, and the
natural resources and habitat quality. Park rules
should be clearly communicated and respected. Park
users are expected to actively care for habitat, park
equipment, and facilities. Through a community of
care, people can protect their investment made via
the Parks and Trails District and can begin to yield to
others’ needs.
Figure 2.3 Themes
Inclusion Relevant Programs
and Elements
Safe Access
Engagement feedback themes
Nature Immersion
Trail Connectivity Special Use
Facilities Care
24 25
bozeman outdoors
Existing Facilities and Programs
Equitable Access to Parks
Comparison to Similar Cities
bozeman at play
Recreation Assessment
Distribution of Programs and Activities
Similar Providers
community survey
Evaluating Facility and Amenity Needs Against Demand
bozeman ON THE MOVE
Existing Active Transportation Systemin this chapter3. state of the system
Bozeman’s park system reflects its unique
development history, natural system infrastructure,
and outdoor culture. The recreational facilities,
parks, and trails are intertwined into the daily lives
and experiences of Bozeman residents and have
become a central part of one of the most cherished
destination towns in the country. To understand
more deeply how this system is structured and how
to expand its role equitably across the community,
we need to understand what the system includes
today and compare that understanding against what
we’ve heard from residents. We also need to see how
Bozeman’s system compares to other cities to identify
where there is an abundance of access and where
gaps exist. Finally, we have to look to the future, to
anticipate needs not yet identified and proactively
address those trends through the plan. To do this, the
PRAT plan evaluated the complexity of the system
through three lenses:
◊ Bozeman Outdoors - What is the structure
of the physical system and how does it
compare to cities with similar populations
and growth patterns?
◊ Bozeman at Play - What programs and
events does the city lead and what programs
are led by other similar organizations?
◊ Bozeman on the Move - What are the
connections and gaps in the city’s system of
trails, paths, and street network and how
can the City work to close gaps in access
between parks, homes and other important
destinations?
Figure 3.1 Recreation programs invite residents of all ages to spend time outside.
26 27
Bozeman Outdoors
There are 91 city parks and 24 linear parks in the City
that range in size and function. Within city parks,
there is a total of 895 acres of different kinds of park
elements like sports fields and courts, fishing docks,
playgrounds, natural areas, and meandering stream
corridors. Since the PROST plan, the system has
preserved 17 acres of park space per 1,000 residents.
The City’s park system plays host to a variety of fixed
and temporary park elements. From ballfields to
wintertime skating rinks, tennis courts to dog parks,
and paved trails to BMX trails, Bozeman’s parks are
destinations for everyone.
Equitable Access to Parks
Understanding park needs and equitable distribution
of services is multi-layered and includes demographic
mapping of
◊ population density,
◊ car ownership,
◊ race,
◊ income,
◊ disability,
◊ age (particularly among seniors and
children under 18).
This snapshot of Bozeman’s current population
provides a basis for understanding community needs
for recreation elements. Demographic ranges have
been combined into a composite geography that
reveal places with defined opportunities for city
services like parks and recreation programming.
In general, areas surrounding MSU and west of 11th
Avenue and northeast of Oak Street and 19th Avenue
show the highest need for parks and elements based
on the demographic composite.
The demographic data also establishes the
magnitude and composition of population change in
Bozeman and highlights segments (youth, the elderly,
and people with incomes below the poverty line)
that the City should position itself to better serve
in the future. A proximity analysis reveals physical
community access and gaps to parks and facilities.
The analysis evaluates a ten minute walk (half mile)
and six minute bicycle ride (one mile) from each park
by following the existing road structure and it also
takes into account road crossing barriers from the
895 city-owned acres of parks
390 open space acres
17 acres of park space per 1,000 residents
176 miles of pathway
125+ programs
City
895 acres
Park
Ownership
(Acres)
Private
41 acres
County
108 acres
Figure 3.2 Social vulnerability demographic compilation map. Households with the highest vulnerability are
the darkest shades on the map.
Social Vulnerability Map
High Vulnerability
Low Vulnerability
City Boundary
Baxter LnBaxter Ln I-90I-90Oak StOak St
DurstonDurston
Huffine LnHuffine Ln
Kagy BlvdKagy Blvd
I-90I-90
Main StMain St7th Ave7th Ave19th Ave19th AveRouse AveRouse AveFowler AveFowler Ave3rd Ave3rd Ave7th Ave7th Ave19th Ave19th AveFowler LnFowler Ln3rd Ave3rd AveSourdough Sourdough RdRdCottonwood Cottonwood RdRd
28 29
2017 Bozeman Transportation Master Plan. Any
walkshed that falls over those significant barriers
was removed to further indicate where park access
is limited, especially for residents with mobility
limitations, families, and people without cars. Access
to parks is generally strong within the denser areas
closest to Bozeman’s Downtown. Still, the mapping
within this section only highlights the geographic
and quantifiable side of the PRAT’s understanding of
access. From conversations with various members of
the disability community, the Safe Routes program
liaisons surfaced that a significant number of
parks and trails and elements lack access for the
disability community and for low income and Latinx
communities.
The City has gotten ahead of growth by investing
in new parks where growth was highest, so
neighborhoods with the highest populations have
high walkable access to parks. This means that
park access is typically high along gridded city
streets. Conversely, large areas west, north and
south where large subdivisions are being built lack
walkable access to community parks and elements
or are bisected by fast moving streets like Huffine
Lane (Highway 191) and 19th Avenue. Bozeman is
growing most rapidly in the areas with the newest
parks as a result of land dedication regulations for
new developments. Communities north and west of
downtown are also increasing in population, and
this growth pattern is projected to continue and
reinforces the importance of safe access between
parks and neighborhoods. Population growth is also
occurring outside of downtown near the edges of the
city.
Comparison to Similar Cities
As a city of just over 50,000 people, Bozeman has an
abundance of park acreage, but the city’s population
and development continues to grow up and out,
a phenomenon that has outpaced many other
urban areas during the pandemic. Prior to 2020,
Bozeman was already growing rapidly, similar to
peer communities. Like Bend, Oregon, Fort Collins,
Colorado, and Boulder, Colorado which boast
substantial outdoor tourism economies - Bozeman
appeals to an outdoor culture and is increasingly a
destination for people seeking outdoor adventure.
The PRAT plan looks to cities of similar size and
character to understand how Bozeman’s acreage,
average park size, trail miles, and park and facilities
elements compare. This assessment incorporated
data from both the Trust for Public Land (TPL) and
the National Recreation and Parks Association
(NRPA) to draw these comparisons.
Bozeman was compared to seven other similar cities
- Fort Collins, Colorado; Missoula, Montana; Helena,
Montana; Corvallis, Oregon; Billings, Montana;
Boulder, Colorado; and Bend, Oregon. Not only are
these cities generally similar in size, ranging from
28,000 to 170,000 residents, they also have been
growing substantially over the last decade. While
Bozeman is the second least populous city among
this comparison, it is the fastest growing city among
those compared. Bozeman also has the third highest
number of acres per thousand residents (17 acres),
after Bend, Oregon and Missoula, Montana. The
majority of Missoula’s overall parkland is also not
developed. Only 6 acres per thousand residents is
comprised of active park space.
Figure 3.3 Proximity analysis of access to parks from a 10 minute walk.
Roads
Railroad
City Boundary
Growth Boundary
Streams
Lakes & Reservoirs
Parks
Areas within 10-minute
walk
N
Parks Proximity Map
Many of the Spanish-
speaking people who were
interviewed during walk
audit outreach identified
Main/Huffine as a major
barrier to get to their nearest
neighborhood parks - Kirk
Park and Bozeman Pond.
0 0.5 1 mile
30 31
Where is Bozeman Leading?
Through its development code and 2012 TOP Bond,
Bozeman has facilitated investment in playgrounds
and its trail system, and is working to expand access
to a variety of typical park elements across the city. A
closer look at Bozeman’s facility and amenity counts
against similar cities highlights the importance of
those investments - Bozeman has 54 playgrounds,
twelve more playgrounds than Bend, Oregon
with the second highest number of playgrounds.
Bozeman is also well served by pavilions and
natural surface trails. Bozeman however also has
a deficit of recreation facilities (the City currently
has no recreation-focused facility), basketball and
tennis courts, sports fields, and water based play
(spraygrounds and pools).
Bozeman at Play
From learning and exploring nature to opportunities
for dancing and family cookouts, to spaces for
sledding in the winter and public art, Bozeman’s
park, recreation and active transportation system
has the potential to meet the needs and wishes of
every visitor. These places provide vital venues for
people to experience togetherness or provide space
for reflection and alone time, to get exercise, and
to learn new skills. The PRAT Plan evaluated what
programs exist today and gathered community
thoughts and ideas about what experiences they
enjoy, would like to see expanded, or would like to
introduce.
Recreation Assessment
As Bozeman grows, changes and new trends in
recreation are also evolving and expanding across
the country. Understanding both the localized and
national changes in demand for recreation and
wellness-centered classes and programs can help
project future program needs and the spaces that will
support them. The community survey helps to define
demand for programs and research into the City’s
Figure 3.4 With a population growth of 43% in the past decade (2010-2020) Bozeman has grown faster than
peer cities that share similar growth patterns, size, and community appeal.
Corvallis, OR
Bend, ORBillings, MT Boulder, CO
Fort Collins, CO
Population Growth 2010-2020
Bozeman, MT
Helena, MT
Missoula, MT
Peer Department Total Population (2020)Growth 2010-2020
SOURCE: NRPA/US CENSUS
99,178
59,922
+12%117,116
108,100
53,293
169,810
28,190
73,489
+29%
+11%
+10%
+43%
+18%
+14%
+10%
Density
Residents/mi2
2,697
2,347
4,003
2,839
4,240
3,015
1,724
2,671Missoula, MT
Billings, MT
Bozeman, MT
Fort Collins, CO
Boulder, CO
Corvallis, OR
Bend, OR
Helena, MT
CITY OF BOULDER OPEN SPACE AND MOUNTAIN PARKS
County Line
Boulder Open Space and Mountain Parks System
Open Space and Mountain Parks
Trail Head
LEGEND
In Boulder, CO, the Open
Space and Mountain Parks
Department manages
permanently protected land
that forms a buffer around
the city.
In contrast, Bozeman has an
extensive network of natural
areas within town that serve
as an urban oasis, and if
better connected, will be part
of an active transportation
system.
How does Bozeman Compare to Peer Cities?
32 33
seasonal program guides and participation data as
well as staff insights help to provide a framework for
the city’s availability and gaps in program access.
Mix of Recreation Programs
The city provides over 125 different types of classes
and events to residents. Many of these programs
fall into the category of “core program”, which are
categories that help to distinguish what audiences
or what topics are covered in the City’s offerings.
Bozeman has seven core programs - active aging,
adult, aquatics, camps, events, preschool, and
school’s out activities. In many departments, core
programs are organized by activity type (fitness,
nature, sports) and not by age group (preschool,
youth, adult). Bozeman uses a combination of both
activity type and age group. Like many growing cities,
the Bozeman Parks and Recreation Department
acknowledged a desire to expand offerings that are
more inclusive and welcoming to an increasingly
diverse population. As the variety of programming
increases, re-establishing the core programs by topic
or activity will help to clarify what programs are
offered publicly, and better identify gaps in program
areas internally. The City’s core program areas are
described in more detail below.
Active Aging
Active aging programs and places are for
participants 55 years and older. Nearly all of the
classes offered in 2019 were fitness classes including
Heart and Sole, Balance & Beyond, Sole Energy, and
Stability and Mobility. There is also an opportunity
to create spaces for adult and senior playground
equipment in parks and along trails. The inclusion
of adult and senior playground equipment will
contribute to building balance and strength among
older residents.
Adult
Adult recreation encompasses most programs
that serve participants ages 18 years and older.
These include avalanche awareness classes and
sport leagues such as sand volleyball, ping pong,
badminton and pickleball.
Aquatics
The Department offers a robust swim instruction
program for children 6 months through 12 years. For
the youngest age group (6 months – 3 years), these
classes are parent and child together (Angelfish).
For the next age group (3 & 4 years), Clownfish is
offered. There are several levels of swim instruction
for 5 to 12 years olds and also for 6 to 12 years olds
depending on ability. These courses are offered at the
Bozeman Swim Center year-round and at the Bogert
Pool during the summer months. The Department
also offers lifeguard courses and a Water Safety
Instructor course.
Camps
The Department provides several camp options for
the community broken down into different age groups
including 3 – 5 years, 5 – 7 years, 5 – 10 years, 8 – 10
years, and 11 – 14 years. Camps are offered during
spring break, winter break, and summer and include
opportunities for all interests including art, fishing,
sports, and spring break at The Mill just to name a
few.
Events
Several events are offered throughout the year –
many which are free and do not require advance
registration. These events include Easter Egg Hunt,
Gallatin Valley Earth Day Festival, Discovery Walks,
Pickin’ in the Park, Fishing Derby, National Trails
Day, Youth Triathlon, Sweet Pea Children’s Run,
Wellness in the parks, Walk with Ease, Avalanche
Awareness, and Active Aging Week. Monster Mash
(a Halloween themed event), Breakfast with Santa,
and the Father Daughter Dance all require advance
registration and target specific age groups.BEND, ORBOULDER, COCORVALLIS, ORFORT COLLINS, COMISSOULA, MTBOZEMAN, MTAQUATIC CENTERS
1 3 1
0 1.621
MEDIAN
In the past year, Boulder,
CO has updated and added
skate elements to 3 existing
City Parks and at their Main
Library
Boulder, CO also has the most
aquatic centers out of all of our
peers
How does Bozeman Compare to Peer Cities?
FIELDS
Bozeman sits below the
median for number of fields:
elements typically found in
Community Parks
28.9
27.8
16
9.28.6
28.5
19.8
BEND, ORBOULDER, COCORVALLIS, ORFORT COLLINS, COMISSOULA, MTBOZEMAN, MTMEDIAN
How does Bozeman Compare to Peer Cities?
PER 50K
PEOPLE
34 35
Preschool
Programming for preschoolers is divided up into
several different age groups and includes a range of
activities, from organized sports to nature play and
education for ages two years to four years old.
School’s Out Activities
School Day off events are offered throughout the
school year when school is not in session. Programs
are offered for 5 to 10 years and include several
opportunities including sports, nature, and science.
Youth
Youth programming is also divided up into several
age groups that range from six years old to early teen
programs.
Other Services
In addition to the core programs and activities, the
City manages other types of facilities that provide
community leisure opportunities.
◊ Bogert Pool is an outdoor facility that has
two swimming areas: a 25-yard lap pool
(3.5 – 9 feet in depth) and a shallow pool for
young children (1 – 3 feet in depth). The lap
pool includes a climbing wall, a small slide,
and a zip line. The shallow pool includes a
small slide. This facility is typically open
from mid-June to late-August each summer.
◊ The Swim Center is an indoor aquatic
facility with a 50-meter, eight lane lap pool
that is typically open year-round. From
mid-August to mid-March, it is divided into a
25-yard pool and a 24-meter pool.
◊ The Rec Mobile provides recreation to
children ages 2 – 10 years in neighborhood
parks throughout the spring and summer.
Recreation leaders facilitate play that keeps
Bozeman sits below the
median for number of courts:
elements typically found in
Neighborhood Parks
BEND, ORBOULDER, COCORVALLIS, ORFORT COLLINS, COMISSOULA, MTBOZEMAN, MTMEDIAN
COURTS
8.3
13.9 12
9.5
37.3
22.5
17.2
How does Bozeman Compare to Peer Cities?
PER 50K
PEOPLE
children outside, active, and engaged with
peers. These opportunities are available
on Monday and Wednesday evenings at
different parks.
◊ Several Bozeman facilities are available
for rental including Beall Park Recreation
Center, Lindley Center, Story Mansion, and
Story Mill Community Center.
Distribution of Programs and
Activities
A total of 329 programs were offered by the
Department between 2018 and 2019. Understanding
how the City’s enrollment-based program offerings
are distributed across core program areas helps to
identify broader City trends and community needs.
The program with the largest quantity of programs
offered was aquatics (160), regardless of season. The
second largest quantity of programs offered was
preschool (43). Excluding events since they generally
don’t require registration, the program areas with
the lowest quantities are school’s out activities and
adult programs, with 8 offerings each. Events (4)
include the Easter Egg Hunt, Pickin’ in the Park,
Youth Triathlon Camps, Youth Triathlon Race, Sweet
Pea Children’s Run, Wellness in the Parks, Walk with
East, Avalanche Awareness, and Active Aging Week.
Evaluating Programs by Age
The PRAT plan evaluated recreational programs
against current citywide age groups. This analysis
indicates that while 91% of City recreation programs
are designed for people under the age of 18, this age
group represents only 22% of Bozeman’s population.
The reason for this disparity is that the City bases its
program offerings on public demand. The City will
continue to test the demand in all age groups for new
or expanded recreational programs.
How does Bozeman Compare to Peer Cities?
PLAYGROUNDS
20.6
14.8
54
12.2
24
23.3
19.3
23 MEDIAN
Bozeman sits well above
the median for number of
playgrounds, which are
typically found in both
Neighborhood and Pocket
Parks
BEND, ORBOULDER, COCORVALLIS, ORFORT COLLINS, COHELENA, MT*MISSOULA, MTBOZEMAN, MTPER 50K
PEOPLE
*FOR 30K PEOPLE
36 37
Program Enrollment
Total enrollment into the Department’s programs
was 3,414 in 2019. Aquatics had the highest
enrollment with 1,092 participants, followed by
preschool at 783, and camps at 661. Figure 5 shows
all the programs and the percentage of each of the
whole. There are some programs that are offered by
other organizations who take their own registration
(Skyhawks) and this data is not included in any of
these analyses.
Aquatics accounted for a third (32%) of the 2018-2019
enrollments, and preschool and camps accounted for
approximately one-fifth of the programming each,
21% and 19% respectively.
Aquatics accounted for nearly half (48.8%) of the
program menu and 32% of all enrollments, which
is typical due to the smaller class size and the
advertisement of several course sections that can
be combined, if needed. For camps and preschool,
the percentage of participants is greater than the
percentage of courses offered.
Similar Providers
Bozeman residents enjoy a wide variety of recreation
programs offered by a host of different organizations
– some of these are nonprofit groups and others are
private businesses. Many of these are provided space
for their activities by the Department.
The Department permits space to several affiliate
groups that provide recreation programs to the
community. When discussing the permitting process
with staff regarding the local sports programs,
understanding of requirements were inconsistent.
Future policies should be clarified for consistent
communications between the Department and
affiliate groups and should consider requiring all
affiliate groups to:
◊ require all coaches to submit to a criminal
background check,
top 10 priorities for investment top 10 priorities for investment
Natural surface trails
On-road bike lanes or facilities
Pools, indoor
Pools, outdoor
Trails, paved
Nature centers
Community gardens
Water access for recreation
Spraygrounds/splash pad
Pavilions and picnic areas
Aquatics or Swimming
Arts and Culture
Winter Recreation
Fitness
Etiquette programs for parks and trail users
Outdoor adventure
History
Outdoor education
Seniors/Active Aging
Special Events
◊ compare the list of coaches to the state and
federal sex offender databases,
◊ charge a special field use fee for nonresident
participants
◊ track demographics and city-county
resident status, scholarships given out and
DEI training
Fitness programs are often a desire for young adults
in communities across the country. Due to the low
percentage of programs offered by the Department for
adults, fitness opportunities within the community
were reviewed. There are several private facilities
spread out in the community offering fitness
opportunities for Bozeman residents.
In addition to the camps offered by the Department,
there are dozens and dozens of summer camps
available for Bozeman Youth. There are opportunities
for children of all interests including art, dance
(ballet, hip hop, aerial hammock, and choreography),
hiking, camping, rock climbing, STEAM (outdoor
science and coding), sports, yoga, drumming, karate,
performing arts, horseback riding, farm camp, and
more.
Community Survey
During the winter of 2021, the City released a
community survey and received 300 responses.
This survey, which is statistically valid and has a
confidence level of 95%, highlighted community-wide
desires for programs, parks, and park improvements.
The survey, which was administered by mail,
contained a cover letter, survey document, and
instructions for the survey to be taken online. The
cover letter included instructions for taking the
survey over phone for any residents that preferred to
speak a different language in their response.recreation facilitiesprograms
38 39
Findings
The survey surfaced significant shifts in park and
facility use that could be attributed to the impacts
of the pandemic on outdoor and indoor recreation,
like recent changes in level of comfort with visiting
facilities or taking part in online programs. There
were also many unsurprising conclusions, including
the finding that Bozeman residents visited parks
much more frequently in the past year than the
national average. Ninety-seven percent of Bozeman
residents visited parks in their community during
2020-2022 compared to 70% nationally.
Using a calculation that combines the importance
that residents place on a park, trail and program
with the identification of unmet need, the survey
was able to identify where a community should
invest resources to add or increase facilities or
programs. The top five priorities for investment
in recreation facilities and elements in Bozeman
included natural trails, on-street bicycle lanes,
indoor pools, outdoor pools, and shared use paths.
The top five priorities for program investment
in Bozeman include aquatics programming,
arts and culture, winter recreation, fitness, and
etiquette programs for park and trail users, tied
with outdoor adventure activities.
The community survey also surfaced barriers to park
or facility use and program participation. Only 22% of
residents participate in programs and events offered
by the City, which is below the national average of
32%, however this doesn’t necessarily reflect the
people who participate in programs within parks
managed by user groups. The top reasons for lack
of participation are that residents are not aware of
the programs offered, have no time to participate,
or have little interest in what the City offers. While
park participation is at an all time high for residents
in Bozeman, barriers still exist. Limited time, lack
of relevant elements, maintenance and cleanliness
concerns, and limited operating hours were among
the top barriers to park visitation.
When considering the priorities identified between
facilities and programming together, there is clearly
a need to focus future investment on aquatics as well
as outdoor education. With indoor and outdoor pools
and aquatics being included in the top four for both
facilities and programs, finding spaces for arts and
culture and history programming are two additional
areas of potential focus. In addition, having a nature
center and outdoor education both rating high, this
type of programming (and potentially creating a new
space) should be a priority as well. Bozeman already
provides winter recreation, but additional offerings
should be explored.
Evaluating Facility and Recreation
Component Needs Against Demand
The community survey and public engagement
process helps to define priorities for strengthened
or new elements from a public needs perspective,
while an evaluation of national and similar peers
articulates an understanding of demand for
elements. By evaluating need and demand in unison,
the PRAT plan can best describe where priorities for
investment exist. Based on this evaluation, there
are clear, aligned priorities for aquatics facilities, a
nature center and indoor fitness space.
In 2020 American Trails
published a guide highlighting
the health benefits of trails:
Mental Health Benefits
• Spending even 20 minutes
outside will have short
term effects on the brain to
reduce stress.
• Countless studies show
people self-reporting
reduced stress, clearer
thought patterns, more
optimism, and an overall
heightened sense of well-
being after being outdoors.
• We are now seeing more
medical practitioners
prescribe time in the
outdoors as a way to combat
depression, anxiety, and
other health related issues.
Physical Health Benefits
• For every dollar spent on
trails, there is a three-
dollar savings in health
care costs.
• More overall physical
activity is measured in
communities after trails
are built.
• Cardiovascular benefits
are seen across all trail
user types. This means
healthier hearts, and a
reduction in preventable
disease for trail users.
• Commuting by foot or
bicycle gains popularity
when trails go into a
community. This both
reduces traffic and creates
a healthier, more physically
active community.
Trails Health Benefits
Bozeman on the Move
The 2007 Bozeman PROST Plan established that the
local trails are the City’s most utilized recreation
facilities. Likewise, the PRAT Plan statistically valid
survey revealed this to still be the case in 2022. This
is not unique to Bozeman, as throughout the country
walking and biking on local trails are low-cost, low-
impact recreation and exercise options for people of
all ages and abilities.
Existing Network
As a result of past and current investments in
shared use paths, natural-surface trails, and on-
street bicycle facilities, the City of Bozeman has
established a solid foundation on which to continue
to build a robust, city-wide pedestrian and bicycle
transportation network. Currently, Bozeman is home
to over 39 miles of shared use pathways, 79 miles
of natural-surface trails, and 58 miles of on-street
bicycle facilities, resulting in an existing active
transportation network of approximately 176 miles.
Active transportation routes were consistently
prioritized as highly valued community elements
during public outreach for this plan. Current trails
and pathways overwhelmingly received positive
responses from the community in terms of quality,
and are also rated the top two most important
facilities for future needs. Pathways and trails for
recreation and transportation are top community
priorities identified in numerous local planning
documents including the Bozeman Community Plan
and the Bozeman Area Transportation Plan.
Baxter LnBaxter Ln
Valley Center LnValley Center Ln
I-9
0
I-9
0
Oak StOak St
DurstonDurston
Huffine LnHuffine Ln
Kagy BlvdKagy Blvd
Main StMain St19th Ave19th AveFowler AveFowler AveSourdough RdSourdough Rd40 41
what is active transportation?
From the Partnership for Active
Transportation:
“Active transportation is a means
of getting around that is powered by
human energy, primarily walking and
bicycling. Often called “non-motorized
transportation,” we prefer the term
“active transportation” since it is a more
positive statement that expresses the key
connection between healthy, active living
and our transportation choices.
Communities that prioritize active
transportation tend to be healthier
[because they enable] residents to be more
physically active in their daily routines
and [because they have] cleaner air to
breathe. Active transportation systems
also foster economic health by creating
dynamic, connected communities with a
high quality of life that catalyzes small
business development, increases property
values, sparks tourism, and encourages
corporate investment that attracts a
talented, highly educated workforce.”
Source: Partnership for Active Transportation
Existing Bicycle Routes
Existing Trails
Existing Shared Use Paths
Roads
Railroad
Streams
Lakes & Reservoirs
Parks
Open Space
City Boundary
Forest and Woodland
Grassland
Shrubland + Savannah
The current network, however, needs substantial
improvement regarding equitable accessibility,
range, connectivity, and safety. These key elements
were identified through the survey, public
engagement and City staff input.
East-West Corridors
The trail system relies on the natural network
of waterways throughout the valley that allow
development of trails to parallel these waterways. As
a result, traveling in a north-south direction using off
street trails is relatively accessible throughout the
City. However, corridors that run east-west tend to
rely on sidewalks and on-street bicycle lanes for this
directional movement.
Lack of Connectivity
The City has a system of shared use pathways, on-
street bicycle facilities and off-street trails, but
connectivity between these facilities is often lacking.
For many common routes continuity of experience
is frequently broken through lack of transitions
between existing trails, shared use paths and bicycle
lanes. This makes these routes more challenging
and less comfortable as users are forced to negotiate
wide roadways with high speed traffic. Furthermore,
recreational trails in the winter, while still used by
residents, can be unsafe or not enjoyable due to a lack
of maintenance.
0 0.25 0.5 1 mile
Current Active Transportation Network
N
Downtown
Bozeman
Baxter LnBaxter Ln
Valley Center LnValley Center Ln
I-90I-90Oak StOak St
Fowler AveFowler AveDurstonDurston
Huffine LnHuffine Ln
Kagy BlvdKagy Blvd
I-90I-90
Main StMain St7th Ave7th Ave19th Ave19th AveRouse AveRouse Ave3rd Ave3rd Ave7th Ave7th Ave19th Ave19th AveFowler LnFowler Ln3rd Ave3rd AveCottonwood RdCottonwood Rd
42 43
System Barriers
Based on analysis within the Transportation
Master Plan of critical safe crossings at high
traffic intersections and arterial streets which
act as barriers, there are opportunities for future
investments in parks and trails to be coordinated
with opportunities to make the sidewalks, crossings,
and roadways that surround parks and trails safer.
The active transportation system relies on on-street
bicycle lanes and designated bicycle routes to create
a network for bicycles to travel throughout the city.
The unprotected bicycle lanes in Bozeman are most
commonly used by confident bicycle riders, as these
facilities are separated by traffic with just a painted
line and exist within the street. While the network
may appear to be robust, bicycle lanes are often
viewed as not safe for a majority of users.
Barriers: Parks, Trails, or Facilities
No time to visit parks/trails/facilities
Parks/trails/facilities do not have elements I want
Parks/trails/facilities not well maintained
Operating hours are not convenient
Not aware of parks/trails/facilities
18%
12%
9%
7%
5%
Top barrier to access
Figure 3.5 Top five identified barriers to parks, trails, or facilities within the Statistically Valid Survey
Barriers: Programs
Not aware of programs offered
No time to participate in programming
Types of programming not interesting/relevant/desired
Times when programs offered not convenient
Program location/venue not convenient
Top barrier to participation
45%
24%
16%
12%
6%
Figure 3.6 Top five barriers to programs within the statistically valid survey
LOW NEED HIGH NEED HIGH HIGH DEMAND DEMAND
Playgrounds
Trails AquaticsDog
accommodations
Nature centerCommunity
gardens/ Food Indoor fitnessForestDNAMDEFields
Splash pads
Courts
LOW NEED HIGH NEED
LOW DEMAND LOW DEMAND
NEED
Figure 3.7 Demand (the y-axis) represents priorities identified by the Bozeman community in the statistically valid survey and Need
(the x-axis) represents alignment of elements with peer communities.
Where Are Needs and
Demands Aligned?
Demand represents priorities identified by the
Bozeman community in the statistically valid survey
and Need represents alignment of elements with peer
communities. For example, not many people indicated
that sports fields were a priority in Bozeman, though
the City has a lot less sport supporting infrastructure
than peer communities. Playgrounds were identified
as being important and Bozeman has more than their
peers.
There is alignment in both demand and need for the
following:
• Aquatics
• Nature center
• Indoor fitness
44 45
safe routes to parks community engagement
The “Safe Routes to Parks Community Survey: Disability
Community” and interviews conducted by the Community
Liaisons indicated that several respondents were unsatisfied
or unsure of support options for programming and events. A
lack of access to ASL interpreters in the City of Bozeman was
used as one example. Other participants cited inadequate
transportation options to programming and events as a barrier.
Comments included:
“Post that
interpreters will be
made available upon
request.”
“He needs an interpreter to be
understood. And it is the law.”
-Interviewee
“If there is a sign with info, you can
offer a bar code to scan so the device will
link to web pages or audio files to be able to read
it. Also, partnering with organizations like Montana
Independent Living Project, Montana Association for the
Blind, School for the deaf/blind, VR agencies and senior
focused housing to get more folks active and out into
the community.”
- Survey Respondent
“At the event at Bogert, he would
have liked to be able to ask questions.
He couldn’t do that without an
interpreter.”
-Interviewee
“We haven’t had much
opportunity yet, but how do the
deaf get interpreters so they can
get equal access?”
- Survey Respondent
“For self and native students, main concern
is how do we do this for free”
- Interviewee during Safe & Welcoming
Parks to BIPOC Communities conversation
“At MSU, one thing that has been
successful having events that engage
in a direct cultural activity; not a lot of
visual cues that people of color belong
unless there are other people there”
- Interviewee during Safe & Welcoming
Parks to BIPOC Communities
conversation
community Liaisons
Mikayla Pitts
Hosted group conversations
and conducted surveys to
engage BIPOC community
Conducted interviews
and surveys to engage
disability community
Hosted front door
conversations to hear
from Latino community
Bri Daniels Luis Islas
46 47
Pocket Parks
2 acres
Neighborhood
Parks
238 acres
Community
Parks
199 acres
Special
Use
Parks
200 acres
Natural Area
Parks
179 acres
Linear Parks
64 acres
Acreage
of
Park Type
Parks and Trail Facilities by Type
There are six park types that frame how the City
activates, maintains and develops parks. These
park types have unique characteristics that balance
a variety of elements and demands based on their
size, use, and location within the city. Each type is
described in more detail on the next few pages.Park TypeNumber of ParksTotal AcreageProgram and UseEnvironmental BenefitsSiting/AccessPocket Parks 6 2
Provides public space and
recreational opportunities
to underserved or
commercialized areas
Allows access to shade +
water during hot summers
Urban or commercialized areas without
access to public open space, accessible by
sidewalks, trails, or residential streets
Neighborhood
Parks 47 238
Flexible multi-use spaces
(traditional recreation
elements, including
courts, playgrounds, and
fields, informal seasonal
recreation, movable
furniture, access to
electrical/water)
More land area for denser
canopy + shade, accessibility
by interconnected trails
create valuable ecological
corridors for local wildlife
Centrally located within residential
service area, easily accessible by way
of interconnecting trails, sidewalks, or
residential streets, aesthetic qualities,
leftover parcels of land that are
undesirable for development are also
generally undesirable for neighborhood
parks and should be avoided.
Community
Parks 8 199
Provides active and passive
recreational facilities
for all, space for group
activities, sitting areas
Guided walking trails connect
to existing trail network,
areas with native plantings,
and nature study areas
Natural character of site, serviced by
arterial and collector streets, community
trail system, accessible to parking areas
Special Use
Parks 8 200
Provide for single-purpose
recreational uses (such as
indoor/outdoor recreational
facilities or historic/
cultural sites)
Single-use cultural sites
advocate for environmental
stewardship (arboretums,
native plant gardens,
sculpture gardens), benefits
of turf with droughts, keeping
facilities cool
Accessibility from arterial/collector
streets, recreation need, community
interests, and land availability
determine location
Natural Area
Parks 27 179
Provide for greenway,
trails, and nature viewing
opportunities
Protect natural resource
areas such as wetlands,
riparian areas, and ponds
Lands unsuitable for development,
remnant landscapes, parcels with
steep slopes and natural vegetation,
drainageways, riparian areas, wetlands,
ponds
Natural Areas
within Parks ----
Provide for greenway,
trails, and nature viewing
opportunities
Protect natural resource
areas such as wetlands,
riparian areas, and ponds
Lands unsuitable for development,
remnant landscapes, parcels with
steep slopes and natural vegetation,
drainageways, riparian areas, wetlands,
ponds
Linear Parks 22 64
Allow uninterrupted and
safe pedestrian and bicycle
movement between parks,
connect parks, trails,
recreational areas, and
open spaces into a cohesive
system
Linear parks improve
stormwater runoff, connect
ecological habitat
Edges of developments, buffers adjacent
to linear features such as water courses
or railways, linear parks are often places
with significant topography, located
in floodplains or other locations not
suitable for development
Regional Park*----
Provide park elements and
larger recreational facilities
for the larger region, special
events, concerts, sports
tournaments
Connect to countywide trail
system
Sited to be accessible from a multi-county
area, serviced by arterial and collector
streets and the countywide trail system,
accessible to parking areas
Dog Parks**9 --
Provide areas for dog-
specific exercise and
activities
Protects creeks, wildlife, and
wildlife habitat
Sited in new and old neighborhoods
throughout the city
*Note: Future park types (regional parks) will be added at the time of creation; the City doesn’t
currently have any regional parks under its management.
**Note: The City manages 9 dog parks and additional dog parks are currently being constructed.
48 49
4. bozeman prat vision
The Bozeman Parks, Recreation and Active
Transportation Plan’s recommendations
are formed around five central goals:
Build on Bozeman’s unique strengths while creating
WELCOMING, EQUITABLE ACCESS to all spaces and
programs
Strengthen PROGRAMS, PLACES, AND
PARTNERSHIPS to meet changing community needs
Connect Bozeman’s community with safe and
enjoyable PEDESTRIAN AND BICYCLE FACILITIES
Steward and sustain NATURAL RESOURCES across
the parks and trails system
Grow STAFF AND CAPACITY
to benefit the community
1
2
3
4
5
goal 1: equitable access
goal 2: programs, places,
partnerships
goal 3: pedestrian and
bicycle facilities
goal 4: natural resources
goal 5: staff and capacityin this chapterThese citywide goals were developed
through analysis into the existing
system today, identification of gaps
and opportunities for the future, and -
most importantly - through community
conversations, engagement, and input into
the plan. Each goal is supported by a series
of recommendations that will help to realize
and implement them over time. Community
conversations and ideas were distilled into
plan themes which drove the outcomes.
The PRAT recommendations reflect the
community’s love for their parks and
recreation system, their aspirations and
concerns for its future, and the changing
social, environmental, and economic
context that surrounds the system and
future generations who will steward it.
50 51
Build on Bozeman’s
unique strengths while
creating WELCOMING,
EQUITABLE ACCESS to
all spaces and programs.
A high priority of the PRAT Plan and the Bozeman Parks and Recreation
Department is to provide high quality, equitable access to parks,
nature, and recreation programs for all city residents - especially
as the city grows and changes in the coming years. Through the
planning process, both the level of service analysis and feedback from
community members pointed to key areas of gaps in access, barriers
created by fast-moving roadways, and to the increasing challenges of
having more park users occupying the same beloved spaces. Even as
population growth is projected to increase significantly in the coming
years, the Bozeman Parks and Recreation Department holds firm in
its commitments to work to ensure residents are within a safe ½ mile
(or ten minute walk) to a publicly-accessible park, and can access a
wide variety of recreation experiences and programs that meet the
expectations of Bozeman’s high quality of life.
To meet this goal, the plan includes strategies to
◊ ensure a baseline of elements across the city,
◊ meet targets for expansion as growth occurs,
◊ balance park use by increased numbers of people
◊ reinforce the diversity of the park system and
◊ expand access and usability of the system in all seasons and
into the evening.
Goal 1
Bozeman’s growth as a city has moved from
its original development in the 1920s around
Downtown and the first park at Cooper Park
outward, with recent development focused in the
west, north, and southwest. As the decades have
evolved, development patterns have changed and
the shape, uses, and character of the parks and open
spaces within each neighborhood reflects the era
within which it developed. This varied character is
both a strength and a challenge for the system: the
variety lends interest and choice across the city,
yet makes equitable access to recreation elements
difficult when the underlying park fabric is so
different. Looking forward to increased growth
and change, the PRAT plan seeks to leverage the
diversity of the system, while ensuring a baseline of
elements, access, and equity citywide.
In the rectilinear gridded neighborhoods of historic
central Bozeman, vehicular transportation did
not fully impact the neighborhood pattern leading
to more walkable neighborhoods where classic
neighborhood and community parks predominate
today. There, over ½ of all parks are community
serving parks and over ⅓ are neighborhood parks.
In the next ring of development, which formed
in the middle to later 20th century, Bozeman
grew outward from its downtown core and was
developed around the rise of the automobile. Here,
parks - such as the recent Story Mill Park - perform
more multifaceted services drawing community
members from both local neighborhoods and driving
distances. In this middle era of development,
natural areas in parks, linear parks and special
use parks are much more common. Finally, modern
neighborhoods that developed most recently in
Bozeman echo the car-orientation of the latter part
of the 20th century. There, destination parks with
unique elements, such as Gallatin County Regional
Park, can be found alongside more natural areas.
52 53
1.1. Create a Consistent Set of Basic Elements
Across Neighborhoods.
Elements are assets or features found in Bozeman parks and trails.
Examples include play spaces, multipurpose fields, courts, pathways,
buildings, and other physical infrastructure to support a positive
park experience. The PRAT Plan Design Manual identifies typical
park elements that exist within different types of parks. As the city
grows and as new park spaces are constructed or existing parks are
renovated, the City should use the design manual to ensure that a
consistent baseline of elements are provided within each park type.
Special parks may have a unique approach; this baseline is meant to
serve as a general guide to promote equity and balance.
◊ Add park assets that were identified as in high
demand by the community in new and existing
spaces.
Using community feedback as a guide, add elements to
increase access citywide to playgrounds (including universal
play spaces), trails, spaces for dogs, community gardens/
food forests, fields, courts, and splash pads. Explore ways
to respond to high demand and identified need for aquatics,
indoor fitness, and nature centers, which require more
significant investment.
◊ Create and implement a plan to provide
universal access to parks and programs.
Parks and recreation services should be made accessible to
all Bozeman users regardless of age, ability, or language. The
Department can begin with an ADA audit of physical facilities
and program access to create an ADA Transition Plan
which should include clear phasing over time and identified
funding. Universal access should consider access and cultural
appropriateness with special consideration of play spaces,
trails (including paved trails), printed and digital materials,
wayfinding and signage, and ongoing community engagement
and communication.
equitable access
Strategies
equitable access means that Parks and recreation services are accessible to all Bozeman users regardless of age, ability, language, or income.
“N19th is a bike/ped barrier.
Need safer crossing for east-
west shared use paths”
- Feedback from April Public
Workshop
◊ Strategically include and allocate resources
for equitable community engagement in parks,
recreation plans and capital projects to align
with changing community needs and concerns.
Bozeman’s recent Strategic Plan resulted in creation and
adoption of the Engage Bozeman Community Engagement
Initiative in April 2021 which is a guiding framework for how
the community can contribute to decision making processes.
The PRAT plan incorporated Engaged Bozeman principles and
approaches, and was able to use a partnership with the HRDC’s
Safe Routes to Parks grant to increase the focus on engagement
and outreach to underheard communities to ensure that their
voices were heard and incorporated. In particular, the grant
included community liaisons to Bozeman’s BIPOC, Latinx, and
disability communities.
Future engagement should build on the lessons learned from
PRAT engagement overall and on the early relationships from
this engagement to deepen and extend connections into all
communities in Bozeman. Perhaps the most important lesson
learned was that additional resources (both funding and
time) need to be specifically added to projects to meaningfully
support this type of more diverse engagement. Additional
engagement recommendations include:
◊ In line with the universal access strategy above, future
community engagement should factor in universal
access and translation/interpretation. These
components should be planned and budgeted for at the
start of any project.
◊ During future park and recreation planning and
improvements, staff should develop engagement
processes that match the scale of the improvement
and subsequent impact. These plans should
coordinate with the City of Bozeman’s community
engagement process and early outreach to community
organizations, partners, and affected community
members.
“Parks build and
enhance neighborhood
character and community
culture”
- Partners PRAT Visioning
Session
“Need parks and
outdoors where people
can just “exist and be
yourself;” as a writer I
crave to walk to a park
and just write or read”
- SRTP Conversation:
BIPOC Communities
Figure 4.1 (Next page) The Design
Manual included in this plan outlines
park typologies and typical assets.
This is a trackable metric
54 55
City Goal of 100% Frontage on Public Roads
Central location in residential neighborhoods
Flexible multi-use natural areasConnection to sidewalks, community trails and greenways
Arterial access through residential plots
Access to shade and planting
Immediate access through sidewalks and residential streets
Access to play areas
Neighborhood Parks
Recreational and social focus of
the neighborhood. Focus is on
informal recreation for all age
groups and geared towards those
living within the service area.
park Typologies & Typical assets
Recreational FacilitiesConnection to community trail system Native Planting Areas
Arterial / Connector Streets + Parking Access
Pocket Parks
Address limited, isolated or
unique recreational needs and
typically 1 acre or less in size.
Community Parks
Focus is on meeting the
recreational needs of the
entire community. Allow for
group activities and offer other
recreational opportunities.
Natural Area Parks and
Natural Areas
within Parks
Lands set aside for the
preservation of natural resources,
remnant landscapes, natural
areas, and visual aesthetics or
buffering.
Linear Parks
Linear parks tie park components
together to form a cohesive
park, recreation, and active
transportation system.
Indoor / Outdoor Recreation Facilities
Native Plant Gardens
Environmental Stewardship Cultural Sites
Arterial Road Connections
Specific Athletic Asset (for example pump track)
Large Athletic Facilities
Special Use Parks
A broad range of parks and
recreation facilities for single-
purpose or specialized use. These
could be historic/cultural/social
sites, or indoor/outdoor recreation
facilities.
Access to greenways, trails and nature viewing opportunities
Protection of natural resource areas
Parcels with steep slopes and natural vegetationProtection of natural wetland and ponds
Connection to further trail systems
56 57
1.2. Maintain the Current Level of Parkland per
Resident (17 Acres per 1000) by Growing Park
Acres as the Community Grows.
The City of Bozeman currently provides 17 acres of parkland per 1,000
residents, not including undeveloped open space, putting Bozeman’s
current parks provision in the upper middle of similar peer cities. If
the population grows to 91,000 residents by 2050 and the city does not
acquire land, this ratio will drop to 9.6 acres per 1000 residents. While
Bozeman’s overall park supply does not indicate a shortfall today,
staying in balance with future rapid growth will be important since
residents have made clear that parks are a core driver of quality of life
in the city.
◊ Refine and clarify the process of obtaining new
parks, natural areas within parks, facilities and
trails from new development through changes
to the UDC.
The UDC currently requires new residential development
to support park system growth through either direct land
dedication, a contribution to a fee-in-lieu fund, or a combination
of both. This contribution acknowledges that residential
development generates a need for additional parkland, facilities
and trails; yet, it has not always produced spaces with the
right match of elements to community needs or enabled more
strategic investment in the system. The plan recommends
creating criteria that allow more targeted allocation of
resources to meet the specific needs of a neighborhood and
acknowledge the land’s intrinsic value for recreation or
environmental contributions. These criteria, if met, could enable
the contribution of more well-designed park spaces and more
connected trails/pathways between parks.
If the population grows to 91K by 2050 and the City doesn’t not continue to acquire parkland through development, park acreage will drop to 9.6 acres per 1000 residents.
The City of Bozeman currently provides 17 acres of parkland per 1,000 residents
◊ Continue to improve coordination with the
School District.
State law and the UDC allow for a subdivider to dedicate a land
donation to a school to satisfy park land requirements, subject
to the approval of the City Commission and acceptance by the
school district. This provision could be explored in more detail
to foster increased coordination for mutually beneficial public
facilities such as a new aquatics center.
◊ Explore the possibility of requiring commercial
development to also contribute to parkland.
Hotel and motel guests are increasingly using city parks and
trails as Bozeman continues to grow into one of the leading
outdoor recreation tourist destinations and sports tournament
centers. While state law currently prohibits requiring
parkland for subdivisions that are all nonresidential, there
is the potential to explore commercial linkage for parkland
through zoning requirements. Using existing national data
to supplement local data can help to efficiently create the
needed nexus study. This could supplement the cash-in-lieu
fund and be used for park and pathway improvements. Staff
should monitor discussions at the state level that could open
the door for parkland requirements applicable to commercial
developments.
◊ Invest in acquisition of new pathways, parks
and natural areas within parks that: 1) help
to close existing 10-minute walk gaps, and 2)
overcome extreme physical barriers.
For future investments, the Department should use park
space & trail gap mapping to prioritize adding land in areas
that are experiencing limited public park space today, or
reducing barriers, such as rail or busy roads, between existing
neighborhoods and parks.
equitable access
Strategies
This is a trackable metric This is a trackable metric
This is a trackable metric
Baxter LnBaxter Ln
Valley Center LnValley Center Ln
Oak StOak St
DurstonDurston
Huffine LnHuffine Ln
I-90I-907th Ave7th Ave19th Ave19th AveRouse AveRouse Ave3rd Ave3rd AveKagy BlvdKagy Blvd
I-90I-90
7th Ave7th Ave3rd Ave3rd AveSourdough RdSourdough RdMain StMain StFowler AveFowler Ave19th Ave19th AveFowler LnFowler LnCottonwood RdCottonwood Rd58 59
◊ Focus increased parks and recreation service
in areas of high growth or current park
overcrowding.
Work with the Community Development Department, during
growth policy updates in particular, to align park and
recreation investments in areas planned for new housing or
increases in density in the future.
◊ Acquire land to make key trail, path or
park connections identified in the Active
Transportation component of the plan (Goal 3)
and to better connect people to parks.
Collaborate with staff in Transportation and Engineering
to expand the continuity of the active transportation
network by overcoming existing gaps through acquisition of
land, facilitation of safe crossings, and the maintenance of
continuity of facility type and level of comfort.
1.3. Balance the Needs of Different Park Users.
The popularity of many of Bozeman’s parks, open spaces, trails, and
recreation centers is both a success and a challenge. Community
members reported many issues with overcrowding, user conflicts,
and balance of different activities. As the City continues to grow,
these concerns will only increase without efforts to respond with
greater service or programs and policies that reinforce shared
spaces.
◊ Expand on the local culture of respect for and
accessibility to public land to create safe,
accessible and well cared for parks, privately
owned open space, City-owned natural areas,
and trails.
Continue to partner and expand public land and public space
ethics that reinforce respect and civic engagement in public
spaces. Reinforce the Gallatin Valley Land Trust’s additional
educational efforts to support similar outcomes.
tourists are increasingly using city parks and trails as Bozeman continues to grow into one of the leading outdoor recreation destinations
Figure 3.8 Proximity analysis of access to parks from a 10 minute walk.
Roads
Railroad
City Boundary
Growth Boundary
Streams
Lakes & Reservoirs
Parks
Areas within 10-minute walk
TMP-identified roadway
barriers
Park access gaps
N00.5 1 mile
equitable access
Strategies
This is a trackable metric
This is a trackable metric
This is a trackable metric
60 61
◊ Make rules and regulations clear and easy to
understand.
Ensure that all parks, trails, and centers contain clear, direct,
non-conflicting, and community-minded signage that clarifies
rules, regulations, and expectations of behavior for use of
facilities. Signage should be communicated in English and
Spanish. Chapter 26: Park Regulations, Bozeman Municipal
Code should be separately evaluated and updated.
◊ Partner with volunteers and youth.
Explore a park ranger volunteer program and junior ranger
program to expand monitoring capacity and model “Leave no
Trace” and respectful ethics in parks and recreation spaces.
◊ Expand dog park spaces, programs, and
policies to promote balanced use and
enjoyment of park spaces by all.
Bozeman is a dog-friendly city, and many residents use the
parks and trails system to get outside and recreate with their
pets. Today, there are nine city-owned off-leash dog facilities,
and dedicated spaces have been created through private
development contributions to parks and open space. According
to the NRPA, dog park spaces are an important community
asset to promote social gathering and well being of pets and
owners. Still, community feedback reported that dogs in parks
is a large source of conflicts and complaints among residents.
Future investments should combine design and management
strategies with informational programming and policy
changes to balance and manage the needs of dog owners and
non-dog owners in parks.
Recognizing that dog owners are among the largest park and
trail user groups in Bozeman, yet dog recreation can have
negative impacts on other user groups, we strive to provide
a network of evenly distributed, safe, separate, sanctioned,
fenced dog parks and exercise areas throughout the city to
promote responsible, off-leash recreation.
A few areas for exploration to address this topic directly
include:
◊ Design and manage future dog park spaces
according to best practices and community
needs.
The National Recreation and Park Association
recently published guidelines to inform the design,
management, and maintenance of dog park spaces. Their
recommendations range from organizing the space for
separate users, to elements to include (water, lighting,
surface materials) to signage and regulations, and
maintenance practices. Dog park locations and design
in Bozeman should also consider protection of natural
spaces and riparian plantings.
◊ Expand programs and activities.
Many parks and recreation departments offer a range
of courses geared to dogs, including training, owner
information, and social activities. Consider broadening
into this area through partnerships or expanded
programs to support more formal opportunities for
dogs and dog owners to socialize and get easy access to
instruction.
◊ Consider designated off-leash hours.
Some communities also include specific off leash hours
in parks, not just designated off-leash areas. These
additional off leash hours are designed to avoid times
when small children or high volumes of people are likely
to use the park space and reduce conflicts. Some areas are
also closed to dogs during wet or thawing conditions to
prevent damage to grass and field areas.
equitable access
Strategies
This is a trackable metric
Case Study
One Montana “Outside Kind”
campaign:
The primary goal of Outside Kind is
to share best practices, principles
and tips for enjoying the outdoors
in any community. Whether you
wish to encourage your friends
and family or visiting guests to
hike kind, ride kind, fish kind,
etc., Outside Kind is designed to
offer users consistent and clear
messages around outdoor activities,
increase user knowledge, and
maintain natural resources. We
also encourage users to engage with
organizations and communities
that provide opportunities for you to
enjoy our wild places.
62 63
◊ Add off-leash spaces in existing parks.
Evaluate existing city park inventory to determine where
additional safe, separate, fenced dog parks and exercise
areas may be added to ensure such spaces exist within
reasonable walking distance of Bozeman neighborhoods.
◊ Consider off-leash recreation as part of the
park planning process.
Ensure that off-leash recreation is considered when
new parks are being added to the city throughout the
development process.
◊ Partner with Animal Control on initiatives to
increase compliance.
◊ Continue to incentivize low income and
affordable housing through changes to the
UDC.
1.4. Support All-Season Recreation.
The Bozeman community’s desire to get outdoors and be active is
not limited to fair weather days. Instead the city and its parks and
recreation spaces and landscapes take on new dimensions and
activities during the colder months. Maintaining access to outdoor
experiences in the winter can be important to balance Seasonal
Affective Disorder (SAD), which is a type of depression that is
brought on during the fall and winter months. Currently, partners
such as the Bridger Ski Foundation program existing park spaces,
groom cross-country ski trails.
◊ Support existing winter activity partners by
increasing access to complementary indoor
space.
Indoor spaces support outdoor wintertime activity by
providing storage and warming spaces which expand
programmatic and concession opportunities. Indoor space
also makes participation more viable and accessible for people
of all ages and abilities. Bozeman’s larger historic parks,
which also are located in the east side of the community
with better winter snow access, are often characterized by
older park buildings. These buildings abound with charm
and authenticity, but are not fully operational to the public.
Opening small buildings to community use offers many
benefits, but also will require additional resources, in terms of
staffing and operational support. Small buildings also do not
offer the efficiencies of larger centers, but meet more specific,
local needs. The City should explore the costs and benefits of
each site and investigate ways to partner and share costs.
◊ Conduct a feasibility study of indoor recreation
facilities.
The Lindley Center is currently being renovated but could
be further explored for renovations and improvements that
better support year-round public use to expand recreation
and programming opportunities at Lindley Park, for skiing
and beyond. A feasibility study of the building should first
be undertaken to understand costs associated with physical
improvements (weatherizing, insulation, code-compliant
updates, access and parking), program and staffing costs,
operations and maintenance implications, and community
benefits. With a complete picture of needs, opportunities, and
constraints, the City can explore potential partnerships or
grants to support capital improvements and future operations.
Vendors or concession operators can also be additional ways
to outsource elements and raise small amounts of revenue;
however, the commodification of these spaces could displace
the individual community users who rent the spaces for public
and private events.
equitable access
Strategies
This is a trackable metric
Case Study
The City of Austin’s B.A.R.K.
program is an example of a new
city-initiated dog etiquette program,
based on the National Park Service’s
Healthy People Healthy Parks
Initiative which created a B.A.R.K.
program for national sites. Austin’s
B.A.R.K program strives to teach
dog owners etiquette specific to
visits to public parks with dogs.
The program stands for: Bag your
pet’s waste; Always leash your pet;
Respect wildlife; and Know where
you can go. With successful program
completion, dogs can also become
“BARK Rangers!”
64 65
◊Reduce barriers to participation in wintertime
activities.
Many wintertime activities entail specialized equipment and
require warm weather clothing to be comfortable and safe.
The Bridger Ski Foundation’s annual Ski Swap is an example
of a community-driven effort to make wintertime recreation
equipment available in a more affordable and sustainable
way. If a building like Lindley were renovated and made open
to the community, a possible vendor or city-led effort could
include loaning or renting equipment to encourage new users
in addition to the BSF program.
◊Communicate best practices for safety
outdoors in the winter.
Outdoor winter recreation safety practices are similar, but
different, from those in warmer months. While many in
Bozeman are well-prepared for outdoor activities, newcomers
to winter sports may benefit from safety information and
support around hydration, staying warm, and risks to
mobility. Informational signage for trails prepared for winter
use or other outdoor spaces and the presence of warming huts
or access to water can support safe use.
◊Adapt maintenance practices for winter use.
As more spaces are made available and adapted to wintertime
use, align maintenance practices and resources to additional
care needed to maintain paths, parking areas, and access to
facilities, parks and open trails. This might include winter
maintenance of shared use paths (see Goal 3 for alignment
with active transportation recommendations) to allow for
more ‘year-round’ commuting, as well as enhanced winter
recreation use of trails, like designated/groomed fat bicycle
trails or Nordic skiing areas.
Figure 4.2 Pedestrian bridges in Bozeman
1.5. Increase Safe Evening / Nighttime Access
at Designated Facilities with Appropriate
Lighting, Management, and Programming.
The top barrier to usage of parks, trails, or facilities that
Bozemanites identified in a statistically valid survey was a lack of
available time to participate (18%). Survey results also noted that
residents say operating hours are not convenient (7% or 4th place
ranking). Today, Bozeman Parks and Recreation does not have a fully
operational, all day recreation and community center. Instead, a
combination of the new Story Mill Community Center, Beall Center,
and the Bozeman Swim Center work together to provide distinct
services to the community, with the recent addition of the Story Mill
Community Center taking an important step forward. However, Story
Mill’s main office typically closes by 4:30pm unless a user group has
reserved a space (though, as of 2022, Ping Pong is happening in the
evenings several nights). Beall Center also closes though is available
for community use Friday, Saturday, Sunday. In contrast, Bozeman
park policy is to keep parks open until 11:00pm, unless specified
otherwise. In peer communities, recreation and community centers
are often open until 8:00pm or 9:00pm most evenings.
Evening programming and drop-in hours provide important flexible
options for busy Bozeman residents of all ages. In particular, it offers
a “third space” for teenagers to be together and socialize, other than
home and school. Extended hours are important to capture teens and
younger children after school hours and support busy people whose
days are occupied with work and other requirements.
Extended hours bring with them expanded needs for staff resources
to support programming and facility operations. The Department
should evaluate demand and access across its facilities, determining
where it can begin to pilot extended hours and what it will cost to
support this. As planning for the westside recreation and community
aquatics facility continues (see Goal 2.1), evening hours should be
considered as part of that major, citywide investment.
BOZEMAN’S parks, recreation spaces and landscapes take on new dimensions during the winter.
Figure 4.3 Cross skiing is a popular outdoor
winter activity
equitable access
Strategies
This is a trackable metric
66 67
1.6. Design Parks that Reflect Their Unique
Neighborhoods and Reflect the Department’s
Brand.
◊ Use parks to tell stories that engage with arts,
culture and local history and reflect local
identities.
Bozeman residents identified a need and desire for more arts
and cultural programming, a request that was a much higher
priority for Bozemanites than in other cities. In addition to
considering programs, Bozeman’s parks and trails have a
chance to engage with art to express community culture, the
city and region’s history, industrial relics, local heroes, and
unique environmental systems. Approaches to storytelling
must reflect the diversity of the city and region to celebrate a
range of lived experiences as the area becomes increasingly
diverse. Signage and interpretive panels can communicate
effectively, while murals and other forms of public art are
more creative platforms for storytelling. Always plan ahead
for needed maintenance practice changes and engage
maintenance team members in design decisions for non-
standard features and art.
Key possibilities for storytelling include:
◊ Weave local sports history and heroes into parks,
educating the public about important Bozeman
figures such as mountaineers Conrad Anker or Alex
Lowe, paleontologist Jack Horner, teacher Frieda
Bull, and Sacagawea, the Shoshoni woman who
accompanied Lewis and Clark on their westward
journey.
◊ Amplify hyper-local stories at neighborhood
parks, through art, interpretation or naming,
in partnership with community processes and
partners. The PRAT plan engagement included a
naming contest for a new park. Carefully consider
Figure 4.4 Multi-modal transportation on trails in the
winter include biking, walking, and skiing.
top barrier to usage of parks, trails, or facilities was a lack of time to participate
“To cater to youth and
teenagers, transportation
infrastructure could
be expanded for teen
destinations”
- Partners PRAT Visioning
Session
the common practice of naming parks and other
places after people, as the meaning and relevance of
these names can change over time.
◊ Work with partners to incorporate art into functional
park elements when possible, like the existing frog
and trout drinking fountains.
◊ Draw attention to and educate about interesting
natural history elements such as watersheds, creeks,
and wetlands as successful programs such as the
Gallatin Valley Land Trust’s Discovery Walks have
done.
◊ Prioritize the hiring of women and minorities in
the formal request for proposal process, and in
contracting for recreation providers, vendors, and
park investment work.
◊ Beyond permanent installations, activate spaces and
tell stories through festivals and special events.
◊ Explore signature play experiences.
Creative play experiences are increasingly popular, as evidenced
at Story Mill Community Park where design of the play
structures interpret the landscapes of Montana, from farms
and agriculture to rocky terrain and forested wilderness. While
it is not practical to have every play structure represent this
level of design for maintenance and cost reasons, there is an
opportunity for strategic expansion of artful play in other areas
of the city as future community parks are developed. These are
key opportunities for partners or philanthropic engagement.
◊ Celebrate Bozeman’s park bridges.
Bozeman’s parks and trails include many unique, architectural
pedestrian bridges that go beyond their utilitarian function.
The city should build on this pattern and embrace opportunities
to continue it in the future. Artful/designed bridges could
be mapped to create a Bridge Loop or passport for visitors to
explore Bozeman’s parks and trails through a new lens.
equitable access
Strategies
68 69
Demand for existing and new programs is high, and Bozeman residents
are keenly interested in structured programs like classes, sports,
bicycle parks, and events and places that allow for unstructured or
individual-led recreation. Investments in this range of activities,
classes, sports, and events alongside places to enable residents to
explore their own creative approaches to fitness and wellness will have
a significant impact on residents’ lives.
Finally, the Safe Routes to Parks Community Survey: Disability Survey
and a review of program participation rates all identified a gap in
inclusive or adaptive programs. These programs can build on what the
Parks and Recreation Department already offers and be structured
around the specific needs of persons with different physical, visual,
or mental abilities. From a youth soccer game to a swimming class,
residents’ lives are impacted everyday by their participation in the
recreational programs that the City offers. In addition to developing
more inclusive program offerings, the PRAT plan also recommends
filling in existing programming gaps based on regional and national
trends to create a more robust and equitable range of opportunities for
residents of all backgrounds and abilities.
Strengthen
PROGRAMS, PLACES,
AND PARTNERSHIPS
to meet changing
community needs.
Goal 2
Bozeman residents are aligned in identification of their top
three program needs: access to aquatics or swimming, arts
and culture, and winter recreation. Beyond this consensus,
residents identified needs for over 18 different programs.
Given the size of existing facilities, the City’s staffing
capacity, and the wide range of recreation needs, the
Bozeman Park and Recreation Department today is unable
to provide all programs at all locations. By re-purposing
the facilities that the City has and partnering to build new
spaces that support what the community wants most in
places with the lowest access, the Department can make
better use of available resources and tailor programming
to meet the needs of all residents. The following strategies
outline how the City can make use of what it has, expand
inclusive programming, and craft a transformative program
menu over time.
70 71
programs, places, partnerships
Strategies
Bozeman has limited indoor space to support indoor programming
2.1. Invest in Distributed Community
Recreation Hubs Across the City.
Bozeman has limited indoor space to support indoor programming
and has less community center and recreational facilities than its
peer cities. Still, the City and various partners are actively engaged
in conversations to close facility gaps. For example, the City of
Bozeman and Belgrade are all working to increase access to aquatics
spaces and programs through investments in new swim facilities.
◊ Create an intergenerational, multi-functional
center on the west side of the city.
The 2012 Feasibility Study, ongoing library and community
center project, and ongoing aquatics discussions reinforce
the need for a new recreation center and outdoor pool facility.
Investments also need to be made in existing facilities,
especially the Bozeman Swim Center and Bogert Pool to
ensure aquatic facilities are more evenly distributed across
the city.
◊ Prioritize future facility or community hub
investments in areas with limited park access
and places where growth is highest.
Coordinate all long-term future community hubs near
land within the city designated commercial mixed-use or
residential mixed-use as identified by the City’s future land
use map.
◊ Regularly update and expand the City’s park
and facility inventory to support community
health, wellness, and need across the city.
Baseline elements for community hubs like universally
accessible and gender neutral restrooms, indoor gathering
spaces, outdoor pavilions, water access and aquatics related
elements, and trails within parks should be increased in areas
of the city with high social vulnerability or in areas projected
to grow.
2.2. Create Program Offerings and Elements
That Respond to Community Needs, Especially
Underserved Demographic Groups.
While people across all ages currently participate in recreation
programs, anecdotally, community members indicated that currently
the Department does the best job providing a range of options for
youth activities. Winter recreation, arts and culture, and aquatics
or swimming programs were the programs for which the highest
number of residents indicated were a priority for future investment.
Many of the programs identified as community priorities have specific
requirements about the types of facilities that can support their
function or have limitations on inclusion. The Department should
focus on providing program offerings that support a welcoming,
inclusive, and accessible environment for all residents.
◊ Redefine core program areas to focus on
program type rather than age.
Rather than organize programs by age group, which is how
these programs are organized today, Bozeman should consider
using activity types to designate core programs, building
on the core programs residents identified as priorities for
future investment. The PRAT Plan proposes that the future
core programs be organized into nine program areas - arts,
athletics, aquatics, camps, fitness, general interest, lifelong
learning, nature/outdoor education, and outdoor adventures.
Within each program area, the goal would be to provide
offerings for all age groups (preschool, youth, teen, adult,
active aging). There will still be age-specific core program
areas like camps, which would only include preschool, youth,
and teen. Organizing in this fashion will clarify the structure
of recreation programming and reinforce how the City is
incorporating the needs and desires of residents for structured
experiences and activities.
This is a trackable metric
This is a trackable metric
72 73
◊ Develop a policy for inclusive or adaptive
recreation programming.
While the Department aims to make all programs
inclusive and accommodate participant special needs for
accommodations on a case by case basis, the Department
needs a formal policy for therapeutic or inclusive
programming to communicate how these needs will be met
and set expectations regarding program participation with
Bozeman residents with intellectual, physical and/or sensory
disabilities. In accordance with these efforts, Eagle Mount
distributed disability survey to get relevant community
feedback. The City needs to continue outreach to get the word
out to partner organizations, leaders and individuals with
disabilities and their families.
◊ Center park equity.
Use lessons from initiatives such as the Prevention Institute’s
People, Parks, and Power initiative to ensure that Black,
Latino, and Indigenous people benefit from investments in
parks and park programming.
2.3. Craft a Formal Policy to Define Partner
and Affiliate Group Relationships.
◊ Formalize oversight of athletics partners
and field use with public and private sports
organizations.
Explore an athletic commission to work with the operators of
private leagues to coordinate scheduling, sign-ups, marketing,
and officials.
◊ Consider requiring all affiliate groups to
provide proof of coach criminal background
checks, and compare the list of coaches to the
state and federal sex offender databases.
the city presently organizes programming by age group
Case Study
BumbleWood Thicket
Fairy Village 2022
Located amid the winding, wooded
paths of Glen Lake Rotary Park in
Bozeman, the 3rd Annual Fairy
Village contained all new fairy
homes and business establishments
created by talented Montana
artists.
◊ Partner to expand the mix of Arts and
Culture program offerings.
Building on a successful partnership with the Bozeman
Municipal Band, explore more opportunities for program
partnerships or shared use agreements with Bozeman Art
Museum, the Emerson, and other cultural organizations
to support arts-based education and capacity building.
◊ Expand temporary art exhibitions and
permanent public art programs across city
parks and facilities.
Work with the Gallatin Art Crossing and other
organizations focused on community enrichment and
wonderment, like Random Acts of Silliness and Mountain
Time Arts to foster more engagement with art and
exploration throughout the city.
2.4. Clarify the Field Reservation and Use
Process.
◊ Create a clear calendar and reservation
system for field reservation needs.
◊ Charge a special field use fee for
nonresident participants.
2.5. Broaden Awareness of Programs and
Services.
In the statistically-valid community survey, over 90% of
respondents rated parks and recreational opportunities in
Bozeman as good or excellent. Yet, throughout the planning
process, and in that same survey, citizens and stakeholders
frequently indicated they were unaware of all of the parks,
facilities, and programs that the Park and Recreation
Department offers. Just under half of respondents were unaware
of or do not take advantage of the City’s programs.
programs, places, partnerships
Strategies
This is a trackable metric
This is a trackable metric
74 75
◊ Develop mobile applications for users to
find system information (e.g., park locations
and elements, trails and paths, program
information, upcoming events) or to report a
problem.
People increasingly prefer to access the majority of their
information online, rather than through print material. In
response, communities across the country are developing
mobile applications, or apps, with information and locations
of all of the municipality’s parks and facilities and their
elements, tied to work cities are already doing to inventory
and communicate all that their parks have to offer. It can be a
great tool to get the word out to teens and young adults about
park-specific events, share updates about new facilities or
programs, and provide a seamless connection to a centralized
program registration system.
◊ Continue to review the most effective uses of
electronic and social media for marketing and
informational purposes.
Almost half of Bozeman residents are unaware of the
programs the City offers and the printed program guide
continues to be the primary source of information about City-
led programs. The City of Bozeman social media platforms
including, Twitter, Facebook, and Instagram collectively have
over eleven thousand followers. These platforms could be used
to market programs and classes, as well as to broadly share
when the Department is hiring and celebrate major events.
◊ Highlight health and wellness benefits of Park
and Recreation Department programs in all
informational materials.
Bozeman Health, Healthy Gallatin, the Billings Clinic and
the City-County Health Department, among others, already
track localized health information and share health benefits
of increased physical activity, thoughtful eating habits,
and access to the outdoors. The Department should develop
The following programs
are offered by many
agencies across the
country, but are programs
not currently offered by
the Department.
◊ Arts
◊ Childcare
◊ Cooking
◊ Dance
◊ E-Sports
◊ Golf
◊ Gymnastics/Tumbling
◊ Homeschool
◊ Horseback Riding
◊ Language Arts
◊ Martial arts
◊ Music
◊ Open Gym
◊ Pets
◊ Preschool
◊ Seniors
◊ Theatre/Acting
◊ Therapeutic Recreation
“People freaking love the
park when it gets flooded
for hockey.”
- Partners PRAT Visioning
a relationship with these health-focused partners
to communicate the role of parks and recreation on
community health online, in social media posts and
program guides, and in City facilities.
2.6. Work with Regional Tourism and
Economic Development Organizations
to Create a Strategy That Addresses the
Benefits and Impacts of Increased Tourism
on Parks, Facilities, and Events.
Over 1.94 million visitors flew into Bozeman’s airport and spent
a total of $1 billion dollars in Gallatin County in 2021 alone. As
the gateway to Yellowstone and Big Sky, the Park and Recreation
Department has the opportunity to capitalize on the value and
quality of its events and parks to attract visitors to the city,
recoup costs, and support economic development. Given the
increasing trends in visitor numbers and park uses in and out
of Bozeman (including those who are coming through Bozeman
to get to other destinations), the City plans to respond to the
impacts of increased use on parks and natural areas within
parks to preserve environmental health and programmatic
opportunities.
◊ Work with the City of Bozeman’s Chamber
of Commerce and Downtown Bozeman
Partnership to strengthen the Park and
Recreation Department’s contribution to
local and regional marketing efforts.
At a minimum, this could include flyers in the tourism
office, at the Bozeman airport, and top ten City park
attractions on partner webpages to help strengthen
engagement between visitor experiences of the city.
◊ Cross-market Park and Recreation
Department destinations with other
regional attractions to encourage visitors
to spend time and money in the city of
Bozeman, like the Pathway to the M.
programs, places, partnerships
Strategies
This is a trackable metric
76 77
◊ Advocate for a resort tax.
Montana legislation enables local communities to charge
a resort tax. The resort tax is a local-option sales tax that
provides Montana communities and resort areas a funding
source to finance a variety of services or improvements. The
City of Bozeman should continue to push for legislation that
would allow it to charge a resort tax.
◊ Consider impact of tourism on facilities and
infrastructure.
2.7. Gather Program Data and Track Program
Participation Annually.
The pandemic has shown just how beneficial parks and recreation
programs are to the health and wellness of a community; yet, Parks
and Recreation Departments continue to work within increasingly
tight budgets and cuts as a “nonessential” community service. Data
can help to safeguard against budget cuts. Data-driven decisions
are needed to better make the case for the essential contributions of
parks, open space and recreation services as well as to ensure that
investments are shared equitably across the city and, particularly, to
places where investments could have outsized impacts on the long-
term physical and mental health of residents.
◊ Establish metrics for measurement of
departmental goals (i.e., program cancellation
rate, program reach, new programs offered,
and residency).
One method to establish and track progress is to develop a
Department-led “business plan” process that establishes
priorities and defines performance metrics as a way to
quantify the Department’s success towards program goals.
The business plan could be developed as part of recreation
staff meetings to brainstorm metrics and connect staff to
achieving quantifiable goals.
IN 2021, Over 1.94 million visitors flew into Bozeman’S airport
Data can help to safeguard against budget cuts
◊ Begin Recreation Division quarterly program
evaluation process.
Using fee to participation data, customer satisfaction
surveys, and overall program participation as a guide, meet
as a Department quarterly to share updates to program
investments, participation rates, and revenues after every
program season to reflect on the season and prepare for future
investments.
◊ Track population changes, community health
metrics, and development starts across the
city, and use that data to inform decisions
about locating recreation programs and
events.
Work with Gallatin City and Gallatin County Health
Department, Bozeman Health, and Billings Clinic to help
support their Community Health Needs Assessment process
and identify any metrics that help to tie individual and
community health outcomes to nutrition programming,
physical activity, and outdoor experiences.
programs, places, partnerships
Strategies
This is a trackable metric
This is a trackable metric
78 79
2.8. Grow Program Partnerships in Areas
That are Complementary to Department
Offerings.
◊ Enhance existing local public, private and
nonprofit partnerships and seek out new ones
to fill gaps in service delivery.
The City’s Park and Recreation Department operates over 125
programs a year, which is significant for a small group and
a resident population of over 50,000 people. There are also
many private and not-for-profit organizations that provide
either similar programs or help to close the gaps on programs
the Department cannot operate. As an example, Aquatics
are among the most sought after programs for residents
of all ages, reaching capacity within hours of opening the
registration portal. The YMCA, and other programs and
private providers help to alleviate the pressure on Bozeman
to provide aquatics programs across the City, especially more
recently when an unexpected closure at the Bozeman Swim
Center meant that many City-led programs needed to find
space for aquatic needs. YMCA partners with Eagle Mount to
provide swim opportunities (the YMCA facility does not have
a swimming pool). Other pools include Lone Mountain and the
Ridge. Another possible partner is Big Sky Wind Drinkers, a
running club that promotes physical health while bringing
people to parks and natural areas around the City.
◊ Expand partnerships beyond the Montana
Parent Magazine to deploy seasonal program
guides.
Additional partners could include organizations that serve
persons with disabilities, persons who speak a language
other than English at home, seniors, teens, and young adult
populations. The Department needs to also formalize, and
improve, coordination of relationships to best utilize these
partnerships.
“Organize frequent
family, kid runs”
- Community member
during August Pop-Up
Event
◊ Create partnership, teaming guidelines and
policy to define goals and expectations.
The City of Bozeman currently has a wide range of
partnerships with various organizations for programming,
advocacy, land acquisition, and park improvements. To
protect and strengthen these relationships, it is vital that
the Department craft formal agreements that better define
common mission, outline expectations, timelines, and specify
leadership roles for both the City and the partner organization.
Bozeman’s operations, capital investments, and programs are
made stronger by successful partnerships with like-minded
organizations. The Gallatin Valley Land Trust and their trail
acquisition and trail building programs are an example of a
mutually beneficial partnership the City of Bozeman wants
to continue to enhance and expand. Not all relationships are
as successful. Communicating expectations early and clearly
around topics that can easily become significant challenges
if not addressed, like maintenance or operations roles, will
help to support the capacity of City staff and optimize existing
resources aligned with the core mission of the Department.
Partnerships, even strong ones with long standing
organizations like the Gallatin Valley Land Trust, benefit from
short term agreements that allow both parties to revisit terms
every few years to protect the relationship over a sustained
period. The PRAT plan proposes that the Department engage
all partners in two to five year agreements with all program,
maintenance, and investment partners. The Department’s
addition of a Volunteer/Engagement Coordinator position to
staff will help coordinate these partnerships and maximize
the benefits of such relationships.
programs, places, partnerships
Strategies
80 81
Demand for new facilities to expand the current network of pathways,
trails and bicycle facilities is strong and the network will need to keep
up with the growing community. Additionally, the need to improve
connectivity and reduce barriers within the network must be addressed.
This goal is focused on the facilities and policies needed to connect and
grow the recreation and active transportation network of shared use
paths, natural trails, on-street bicycle boulevards, and sidewalks.
A safer, well-maintained, connected path and trail system provides
more residents with the option to walk or bicycle as a primary means of
transportation. Whether for work or accessing goods and services, the
better the network the more residents will choose active transportation
as a less expensive, healthier, and environmentally friendly option over
driving a personal vehicle.
Connect Bozeman’s
community with
safe and enjoyable
PEDESTRIAN AND
BICYCLE FACILITIES.
Goal 3
How people move to, from, and within parks is fundamental to building
a healthy community, both in terms of providing active options for
transportation, but also for providing equitable means for residents
to access park facilities and programs. Active communities have
improved health, a cleaner environment, and are more sustainable
and resilient. To maintain and improve its status as an active
transportation community, Bozeman must prioritize the construction
and maintenance of bicycle and pedestrian infrastructure. Expanding
and improving a network of safe, accessible, and efficient paths and
trails will make active transportation an even more attractive option
for everyday travel by everyone.
This plan includes recommended strategies and key actions to
create a connected active transportation network that integrates
with the parks and recreation facilities. Together with the
specifications outlined in the Design Manual and the implementation
recommendations, these strategies outline the actions to build a
seamless network for active transportation.
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Connector Path
VARIESSHARED ROAD VARIESSHARED ROAD5’LANDSCAPEAREA
5’LANDSCAPEAREA
5’SIDEWALK 5’SIDEWALK2’2’
CURB &GUTTER CURB &GUTTER
BIKE BOULEVARD
4’-6’TRAIL
Neighborhood Trail
VARIESLANDSCAPE AREA VARIESLANDSCAPE AREA
6’-8’TRAIL
Connector Path
10’CLEAR
BUFFER
2’VARIESLANDSCAPEAREA
VARIESLANDSCAPEAREA
BUFFER
2’
Shared Use Pathway
10’PAVED TRAIL VARIESTRAIL BUFFER2’2’10’DRIVE LANE
12’CLEAR
BUFFERBUFFER CURB &GUTTER
3.1. Invest in a City-wide Active
Transportation Network.
Expand the active transportation network to provide both reliable
recreation and transportation opportunities throughout the
community. In coordination with the county level Triangle Trails
Plan, this plan identifies preferred routes that establish network
connectivity. Additional neighborhood trails built through the
private development process will further enhance connectivity.
◊ Use this plan as a guide for future public
infrastructure planning and investment
and as a resource in the private development
process.
Proposed facilities identified in this plan will be incorporated
into the City’s GIS mapping and other resources to ensure
that the public and development community has access to the
proposed network.
Proposed pathway alignments shown are a ‘planning level’
representation of intended routes, which provide connections
between destination points and desirable pathway
experiences for a variety of users. In the final implementation
of the proposed network, adjustments and modifications
to the alignments shown are expected. Such adjustments
may be required to navigate environmental features, meet
code requirements, accommodate landowner desires, and
complement future development projects. These adjustments
should be expected and accommodated, so long as the
adjustments do not compromise the original intent to enhance
network connectivity.
The proposed new routes represent approximately 137 new
miles of shared use paths, 36 new miles of connector paths,
107 new miles of neighborhood trails, and nine miles of bicycle
boulevards for a total of 289 miles of new pathways.
Anchor Routes
Primary routes linking
neighborhoods to parks and
commercial areas. They connect to
neighborhood trails and connector
pathways to provide a unified
network.
Bike Boulevard
Streets that prioritize pedestrian
and bicycle travel by using signage,
pavement markings, and lane
constrictions to limit vehicle traffic.
Connector Path
Connect other bike and pedestrian
corridors and neighborhood
destinations with 6 to 8-foot wide
paved or natural surfaces.
Neighborhood Trail
Four to six foot wide local, natural
surface or gravel routes that are
typically used for recreation
Pathways
A term used to collectively refer to all
types of active transportation routes.
Shared Use Path
Ten to twelve foot paved paths that
accommodate higher speed travel
directly connecting community
destinations.
Typologies*
Figure 4.5 Active Transportation facility typologies
Neighborhood Trail
Shared Use Pathway
VARIESSHARED ROAD VARIESSHARED ROAD5’LANDSCAPEAREA
5’LANDSCAPEAREA
5’SIDEWALK 5’SIDEWALK2’2’
CURB &GUTTER CURB &GUTTER
BIKE BOULEVARD
4’-6’TRAIL
Neighborhood Trail
VARIESLANDSCAPE AREA VARIESLANDSCAPE AREA6’-8’TRAIL
Connector Path
10’CLEAR
BUFFER
2’VARIESLANDSCAPEAREA
VARIESLANDSCAPEAREA
BUFFER
2’
Shared Use Pathway
10’PAVED TRAIL VARIESTRAIL BUFFER2’2’10’DRIVE LANE
12’CLEAR
BUFFERBUFFER CURB &GUTTER
VARIESSHARED ROAD VARIESSHARED ROAD5’LANDSCAPEAREA
5’LANDSCAPEAREA
5’SIDEWALK 5’SIDEWALK2’2’
CURB &GUTTER CURB &GUTTER
BIKE BOULEVARD
4’-6’TRAIL
Neighborhood Trail
VARIESLANDSCAPE AREA VARIESLANDSCAPE AREA6’-8’TRAIL
Connector Path
10’CLEAR
BUFFER
2’VARIESLANDSCAPEAREA
VARIESLANDSCAPEAREA
BUFFER
2’
Shared Use Pathway
10’PAVED TRAIL VARIESTRAIL BUFFER2’2’10’DRIVE LANE
12’CLEAR
BUFFERBUFFER CURB &GUTTER
Bike Boulevard
VARIESSHARED ROAD VARIESSHARED ROAD5’LANDSCAPEAREA
5’LANDSCAPEAREA
5’SIDEWALK 5’SIDEWALK2’2’
CURB &GUTTER CURB &GUTTER
BIKE BOULEVARD
4’-6’TRAIL
Neighborhood Trail
VARIESLANDSCAPE AREA VARIESLANDSCAPE AREA6’-8’TRAIL
Connector Path10’CLEAR
BUFFER
2’VARIESLANDSCAPEAREA
VARIESLANDSCAPEAREA
BUFFER
2’
Shared Use Pathway
10’PAVED TRAIL VARIESTRAIL BUFFER2’2’10’DRIVE LANE
12’CLEAR
BUFFERBUFFER CURB &GUTTER
“A big investment in parks
and connecting trails would
make the city much more
vibrant and livable.”
-PRAT Plan Engage Bozeman
public comment
pedestrian + bicycle facilities
Strategies
*New typologies may be introduced through other guiding documents or in
code revisions, and the Design Manual will be updated more frequently to
incorporate and provide specifications for new typologies
Baxter LnBaxter Ln
Valley Center LnValley Center Ln
I-9
0
I-9
0
Oak StOak St
Proposed AT Network
I-90I-907th Ave7th Ave19th Ave19th AveFowler AveFowler Ave3rd Ave3rd AveDurstonDurston
Huffine LnHuffine Ln
Kagy BlvdKagy Blvd
Fowler LnFowler LnCottonwood RdCottonwood RdKagy BlvdKagy Blvd
I-90I-90Rouse AveRouse Ave3rd Ave3rd AveSourdough RdSourdough RdMain StMain St
7th Ave7th Ave19th Ave19th AveMain StMain St
N1 mile00.5
Durston RdDurston Rd
W Tamarack StW Tamarack St
3rd Ave3rd AveGriffin DrGriffin Dr
7th Ave7th AveRouse AveRouse AveOak StOak St
I-90I-90
84 85
Proposed Anchor Routes
Proposed Shared Use Paths
Proposed Connector Paths
Proposed Neighborhood Trails
Proposed Bike Boulevards
Existing Trails
Existing Shared Use Paths
City Boundary
Growth Boundary
Roads
Railroad
Streams
Lakes & Reservoirs
Future Parks
Parks
7th-Front Street
Connector
Pathway Facilities
Figure 4.6 Proposed Active Transportation network with zoom in
of 7th-Front St Connector, highlighted in orange.
86 87
◊ Build upon the practices and standards
established by this plan by including active
transportation within future Transportation
Master Plan update.
Many facilities included in this plan are also identified as
bicycle and pedestrian facility recommendations in the 2017
Transporation Master Plan (TMP). Providing a comprehensive
approach to active transportation, including pathways, trails,
and on-street bicycle facilities, within future updates to the
TMP will enable the continuation of best practices for an
integrated system for transportation and recreation facilities.
◊ Annually update the network improvements
priorities using the recommendations
included in Chapter 5.
The list of proposed new routes and connections exceeds
the annual investment for active transportation. In order to
maintain and grow the network, the City should annually
review and dedicate funds to effectively construct the
new routes over time and consider requirements in the
development code for new developments to infill the system as
they currently do for roads.
3.2. Identify and Develop a Network of Anchor
Routes That Serve as Key Travel Corridors.
Anchor Routes are the backbone of the active transportation
network. Existing pathway corridors, like the Gallagator Trail, as
well as new routes are identified as Anchor Routes. These primary
routes will serve as longer-distance, lower-stress, and comfortable
anchors for the active transportation network. Anchor Routes
provide a highly visible system enhanced by the wayfinding plan.
These primary routes strive to maximize connectivity between
key community locations. The alignments are designated because
they provide cohesion within the system (sufficient spacing and
connection to the supporting grid) and directness in terms of
distance. These routes and improvements will focus on safety,
comfort and enjoyment for all ages and abilities. At times, Anchor
Routes will be primarily part of a street cross-section that ties
together lively civic spaces. At other times, Anchor Routes will fall
entirely within a park or a parklike space.
◊ In collaboration with Gallatin County, Belgrade
and regional partners, develop a regional
shared use path loop system and look for
opportunities to implement the loop using
wayfinding as the City grows and the pathway
system improves in connectivity.
Recreational shared use trail to promote safe recreational
bicycle, walking, and running activities in the Bozeman/
Gallatin County area. The trail would be a separated use
pathway, creating a circular loop, that also connects with
other city and county trail segments. There would be several
access points, created in partnership with other entities along
the loop, that allow for parking and trail access, and contain
recreational amenities such as climbing boulders, a parkour
course, dog agility areas, or playground equipment.
◊ Identify key needs for land acquisition,
easements, and coordination opportunities
with land development projects to secure
Anchor Route corridors.
Developing a network of Anchor Routes will require a long-
term vision and a comprehensive strategy to aggregate the
necessary land or legal access.
"I would love to ride my bike from
Bozeman to Belgrade and Four
Corners without traveling along a
high vehicle traffic route."
-PRAT Plan Engage Bozeman
public commentWhat is an “Anchor Route”?
Visionary
Highly visible
All-ages and abilities
Uninterrupted
All-season
Anchor Routes are Shared
Use Paths, with a minimum
with of 12-feet, are intended
to establish unbroken routes
linking neighborhoods to
parks and commercial areas.
They connect to neighborhood
trails and connector pathways
to provide a unified network.
pedestrian + bicycle facilities
Strategies
This is a trackable metric
This is a trackable metric
88
89
Baxter LnBaxter Ln
Oak StOak St
DurstonDurston
Huffine LnHuffine Ln
Valley Center LnValley Center Ln
I-9
0
I-9
0
19th Ave19th AveFowler AveFowler AveProposed Regional Loop Trail
Kagy BlvdKagy Blvd
Main StMain St
0 0.25 0.5
Downtown
Bozeman
◊Prioritize funding to build,
connect, and maintain Anchor
Routes.
The City should add prioritized shared use
path and connector path projects to the Capital
Improvements Plan (CIP). Likewise, an annual
portion of the City’s street construction budget
should be allocated to build shared use paths
and critical connector paths. In areas of key
park connectivity benefit and where severe
barriers exist, cash-in-lieu of parkland money
can be used to close gaps. Routes not likely
to be completed with adjacent development
should be prioritized.
◊Plan for robust maintenance of
Anchor Routes to ensure year-
round use and a high level of
accessibility.
A complete set of maintenance
recommendations are provided in the Design
Manual.
◊Design traffic calming measures
into the routes, particularly at key
destinations to reduce potential
conflicts.
As the network grows and connectivity
improves, developing design standards to
minimize conflicts at key destinations will
build a safer network. These include bollards,
striping, signage, and designating space for
different mode types.
1 mile N
This is a trackable metric
This is a trackable metric
Proposed 1-5 year loop
Proposed 1-5 year loop
Proposed 5-10 year regional loop
Proposed loop expansions
Parks
Open Space
City Boundary
Future expansion of the loop system will occur as new
communities and partners are engaged
Baxter LnBaxter Ln
Valley Center LnValley Center Ln
I-
9
0
I-
9
0
Oak StOak St
DurstonDurston
Huffine LnHuffine Ln
Kagy BlvdKagy Blvd
Kagy BlvdKagy Blvd
I-90I-90
Main StMain St7th Ave7th Ave19th Ave19th AveRouse AveRouse AveFowler AveFowler Ave3rd Ave3rd Ave7th Ave7th Ave19th Ave19th AveFowler LnFowler Ln3rd Ave3rd AveSourdough RdSourdough RdCottonwood RdCottonwood RdBaxter LnBaxter Ln
I-9
0
I-9
0
I-9
0
I-9
0
Oak StOak St
DurstonDurston
Huffine LnHuffine Ln
Kagy BlvdKagy Blvd
Kagy BlvdKagy Blvd
Main StMain St7th Ave7th AveBridger DrBridger Dr
Tschache LnTschache Ln
Annie StAnnie St 19th Ave19th AveRouse AveRouse AveFowler AveFowler Ave3rd Ave3rd Ave7th Ave7th Ave19th Ave19th AveFowler LnFowler Ln3rd Ave3rd AveSourdough RdSourdough RdBaxter LnBaxter Ln
Oak StOak St
Ferguson AveFerguson AveFlanders Mill RdFlanders Mill RdValley Center LnValley Center Ln
Catamount StCatamount St
I-9
0
I-9
0
19th Ave19th AveFowler AveFowler AveI-
9
0
I-
9
0
Fr
o
n
t
a
g
e
R
d
Fr
o
n
t
a
g
e
R
d
90 91
East/West Connector
Figure 4.7 Proposed East-West Connector highlighted in orange
Proposed AT Network
Frontage Pathway
Figure 4.8 Proposed Frontage Pathway highlighted in orange
92 93
3.3. Close Existing Gaps in the Pedestrian and
Bicycle Network.
This plan identifies areas of Bozeman that lack adequate access to
the network and neighborhoods where facilities are isolated due
to a lack of connectivity. New shared use paths and connectors are
proposed in these areas to close network gaps and increase overall
connectivity.
◊ Prioritize construction of network segments
to close key connectivity gaps.
This plan recommends creating a project prioritization
matrix. High priority projects should be added to the City’s
CIP or funded with an allocation from the City’s street
construction budget.
◊ Establish an inclusive network of bicycle
boulevards that provide low-stress
connectivity through Bozeman’s core.
Bicycle Boulevards are streets with low motorized traffic
volume and speeds. More than simply a designated bicycle
route, they are designated and designed to give pedestrians
and bicycles travel priority by using signs, pavement
markings, and obstacles to limit speed and number of vehicles.
Bicycle boulevards are a key component of a low-stress active
transportation network providing connections throughout the
core of the community.
◊ Ensure new private development is required to
construct any adjacent active transportation
facility identified in this plan.
As Bozeman continues to grow, private development
will continue to be the means for building out the active
transportation network. Update the UDC to include best
practices from other communities adapted for Bozeman.
"Traffic Calming on
Babcock is critical as
promoting access to Valley
West park. Bike lane on
Babcock is a step, but
decreasing the width of the
road and more trees close to
the street edge would slow
traffic more naturally on
this corridor and improve
multimodality."
-PRAT Plan Engage
Bozeman public comment
pedestrian + bicycle facilities
Strategies
This is a trackable metric Bike BOulevards
Bike Boulevards are local streets that
prioritize bicyclists, pedestrians, and rollers
of all ages and abilities. The goal of a bike
boulevard is to increase bike and pedestrian
comfort, safety, and accessibility to provide
more active transportation opportunities
through urban settings. Although some
vehicle traffic is still allowed on these
boulevards, cars are demoted to secondary
users.
Creating successful bike boulevards require
implementing a variety of strategies
including traffic-calming mechanisms,
ample signage and pavement markings, and
protected crossings.
Bike boulevards should include a selection
of (but are not limited to) the following
design elements:
Signs and pavement markings –
Essential elements for establishing and
differentiating a bike boulevard from a local
street. Signage and markings communicate
priority for bikers and pedestrians, while
limiting through traffic and lowering vehicle
speeds. Signage guides users through the
active transportation network.
Sharrow Wayfinding Identification
Speed management strategies – Tools constructed to reduce the speed of vehicles on the
street, ideally below 20 miles per hour. This can be achieved by vertical deflection mechanisms,
horizontal deflection mechanisms, or roadway narrowing. Vertical deflections are raised
sections of the roadway, such as speed humps, that force vehicles to slow down in order to go
up and over the obstacle in a safe and comfortable manner. Horizontal deflections are
treatments to the edges or middle of the street, such as chicanes, that require drivers to slow
their speed to turn and navigate around the obstacles. Finally, physically narrowing the roadway
leads drivers to slow down due to the reduced space available to operate their vehicle.
- Speed humps, bumps, tables, and cushions
- Chicanes
- Neighborhood traffic circles
- Median Islands
- Curb bulb outs
- Pinch points
Speed Hump Chicane Median Island
Figure 4.9 Sharrow pavement markings
Sharrow Wayfinding Identification
Speed management strategies – Tools constructed to reduce the speed of vehicles on the
street, ideally below 20 miles per hour. This can be achieved by vertical deflection mechanisms,
horizontal deflection mechanisms, or roadway narrowing. Vertical deflections are raised
sections of the roadway, such as speed humps, that force vehicles to slow down in order to go
up and over the obstacle in a safe and comfortable manner. Horizontal deflections are
treatments to the edges or middle of the street, such as chicanes, that require drivers to slow
their speed to turn and navigate around the obstacles. Finally, physically narrowing the roadway
leads drivers to slow down due to the reduced space available to operate their vehicle.
- Speed humps, bumps, tables, and cushions
- Chicanes
- Neighborhood traffic circles
- Median Islands
- Curb bulb outs
- Pinch points
Speed Hump Chicane Median Island
Figure 4.10 Wayfinding Signage
Sharrow Wayfinding Identification
Speed management strategies – Tools constructed to reduce the speed of vehicles on the
street, ideally below 20 miles per hour. This can be achieved by vertical deflection mechanisms,
horizontal deflection mechanisms, or roadway narrowing. Vertical deflections are raised
sections of the roadway, such as speed humps, that force vehicles to slow down in order to go
up and over the obstacle in a safe and comfortable manner. Horizontal deflections are
treatments to the edges or middle of the street, such as chicanes, that require drivers to slow
their speed to turn and navigate around the obstacles. Finally, physically narrowing the roadway
leads drivers to slow down due to the reduced space available to operate their vehicle.
- Speed humps, bumps, tables, and cushions
- Chicanes
- Neighborhood traffic circles
- Median Islands
- Curb bulb outs
- Pinch points
Speed Hump Chicane Median Island
Figure 4.11 Identification Signage
Figure 4.12 Bike boulevard
94 95
Vehicle volume management strategies
– Established to reduce vehicle through-
traffic. Diversions can be either regulatory
or physical. Regulatory treatments include
signs that post written street restrictions,
such as banning turns or entry onto a street
during specific times of day or only allowing
Vehicle speed management strategies –
Physical improvements to the streets that
reduce vehicle speeds to a maximum of 15
to 20 miles per hour. Vertical deflections,
such as raised speed humps, horizontal
deflections, such as chicanes, and street
narrowing, all create streets designed for
slow driving.
Sharrow Wayfinding Identification Speed management strategies – Tools constructed to reduce the speed of vehicles on the street, ideally below 20 miles per hour. This can be achieved by vertical deflection mechanisms, horizontal deflection mechanisms, or roadway narrowing. Vertical deflections are raised sections of the roadway, such as speed humps, that force vehicles to slow down in order to go up and over the obstacle in a safe and comfortable manner. Horizontal deflections are treatments to the edges or middle of the street, such as chicanes, that require drivers to slow their speed to turn and navigate around the obstacles. Finally, physically narrowing the roadway leads drivers to slow down due to the reduced space available to operate their vehicle.
- Speed humps, bumps, tables, and cushions
- Chicanes
- Neighborhood traffic circles
- Median Islands
- Curb bulb outs
- Pinch points
Speed Hump Chicane Median Island
Figure 4.13 Chicane
Bike Boulevards Bike Boulevards are local streets that prioritize bicyclists, pedestrians, and rollers of all ages and abilities. The goal of a bike boulevard is to increase bike and pedestrian comfort, safety, and accessibility to provide more active transportation opportunities through urban settings. Although some vehicle traffic is still allowed on these boulevards, cars are demoted to secondary users. Creating successful bike boulevards require implementing a variety of strategies including traffic-calming mechanisms, ample signage and pavement markings, and protected crossings. Bike boulevards should include a selection of (but are not limited to) the following design elements: Signs and pavement markings – Essential elements for establishing and differentiating a bike boulevard from a local street. Signage and markings communicate priority for bikers and pedestrians, while limiting through traffic and lowering vehicle speeds. Signage guides users through the active transportation network.
Sharrow Pavement Markings Wayfinding Signage Identification Signage
Vehicle speed management strategies – Physical improvements to the streets that reduce
vehicle speeds to a maximum of 15 to 20 miles per hour. Vertical deflections, such as raised
speed humps, horizontal deflections, such as chicanes, and street narrowing, all create streets
designed for slow driving.
Speed Hump Chicane Median Island
Figure 4.14 Speed hump
Sharrow Wayfinding Identification
Speed management strategies – Tools constructed to reduce the speed of vehicles on the
street, ideally below 20 miles per hour. This can be achieved by vertical deflection mechanisms,
horizontal deflection mechanisms, or roadway narrowing. Vertical deflections are raised
sections of the roadway, such as speed humps, that force vehicles to slow down in order to go
up and over the obstacle in a safe and comfortable manner. Horizontal deflections are
treatments to the edges or middle of the street, such as chicanes, that require drivers to slow
their speed to turn and navigate around the obstacles. Finally, physically narrowing the roadway
leads drivers to slow down due to the reduced space available to operate their vehicle.
- Speed humps, bumps, tables, and cushions
- Chicanes
- Neighborhood traffic circles
- Median Islands
- Curb bulb outs
- Pinch points
Speed Hump Chicane Median Island
Figure 4.15 Median island
Neighborhood Traffic Circle Curb Bulb Outs
Pinch Point
Volume management strategies – Established to reduce vehicle through-traffic by
discouraging drivers to use neighborhood greenways as transportation routes for cars or
actually forcing drivers to take alternative route. Diversions can be either physical or
regulatory. Regulatory, or “soft”, treatments include signs that post written street restrictions,
such as banning turns or entry onto a street during specific times of day or only allowing
residents to drive on the greenway. These are considered “soft” barriers as they can technically
be disregarded by drivers with the risk of be ticketed. Physical, or “hard”, treatments are
constructed barriers that prevent certain vehicle traffic from entering the neighborhood
greenway. These are considered “hard” as vehicles are physically forced to reroute to a
different street.
- Regulatory signage
- Partial physical closer
- Full physical closer
- Channelized Right-in, Right-Out
- Diagonal or Median diverter
Neighborhood Traffic Circle Curb Bulb Outs
Pinch Point
Volume management strategies – Established to reduce vehicle through-traffic by
discouraging drivers to use neighborhood greenways as transportation routes for cars or
actually forcing drivers to take alternative route. Diversions can be either physical or
regulatory. Regulatory, or “soft”, treatments include signs that post written street restrictions,
such as banning turns or entry onto a street during specific times of day or only allowing
residents to drive on the greenway. These are considered “soft” barriers as they can technically
be disregarded by drivers with the risk of be ticketed. Physical, or “hard”, treatments are
constructed barriers that prevent certain vehicle traffic from entering the neighborhood
greenway. These are considered “hard” as vehicles are physically forced to reroute to a
different street.
- Regulatory signage
- Partial physical closer
- Full physical closer
- Channelized Right-in, Right-Out
- Diagonal or Median diverter
Figure 4.16 Neighborhood traffic circle
Figure 4.17 Pinch point
Figure 4.18 Curb bulb outs
Neighborhood Traffic Circle Curb Bulb Outs
Pinch Point
Volume management strategies – Established to reduce vehicle through-traffic by
discouraging drivers to use neighborhood greenways as transportation routes for cars or
actually forcing drivers to take alternative route. Diversions can be either physical or
regulatory. Regulatory, or “soft”, treatments include signs that post written street restrictions,
such as banning turns or entry onto a street during specific times of day or only allowing
residents to drive on the greenway. These are considered “soft” barriers as they can technically
be disregarded by drivers with the risk of be ticketed. Physical, or “hard”, treatments are
constructed barriers that prevent certain vehicle traffic from entering the neighborhood
greenway. These are considered “hard” as vehicles are physically forced to reroute to a
different street.
- Regulatory signage
- Partial physical closer
- Full physical closer
- Channelized Right-in, Right-Out
- Diagonal or Median diverter
pedestrian + bicycle facilities
Strategies
Crossings – Protected intersections and
crossings allow for continuous and safe
travel of bikes and pedestrians along
the bike boulevard corridor. Adequate
protection at intersections should ensure
that intersecting car traffic is highly aware
of crossing pedestrians and bicyclists,
while establishing a comfortable crossing
experience for users.
Signage Partial Closer Right-In, Right-Out
Median Diverter
Crossings – Protected intersections and crossings allow for continuous and safe travel of bikes
and pedestrians along the neighborhood greenway corridor. Adequate protection at
intersections should ensure that intersecting car traffic is blatantly aware of crossing pedestrians
and bikers as well as establish comfortable crossing infrastructure for users.
- Crossing signage
- Pedestrian signals (RRFBs, HAWKS, etc)
- Median refuge islands
- Curb bulb outs
Median Refuge Island RRFB
Figure 4.19 Median diverter
Signage Partial Closer Right-In, Right-Out
Median Diverter
Crossings – Protected intersections and crossings allow for continuous and safe travel of bikes
and pedestrians along the neighborhood greenway corridor. Adequate protection at
intersections should ensure that intersecting car traffic is blatantly aware of crossing pedestrians
and bikers as well as establish comfortable crossing infrastructure for users.
- Crossing signage
- Pedestrian signals (RRFBs, HAWKS, etc)
- Median refuge islands
- Curb bulb outs
Median Refuge Island RRFB
Figure 4.20 Median refuge island and RRFB
Crossings – Protected intersections and crossings allow for continuous and safe travel of bikes and pedestrians along the bike boulevard corridor. Adequate protection at intersections should ensure that intersecting car traffic is highly aware of crossing pedestrians and bicyclists, while
establishing a comfortable crossing experience for users.
Median Refuge Island RRFB
Curb Bulb Out HAWKS Crossing
Figure 4.21 Curb bulb out
Figure 4.22 Signage/ Partial closure
Signage Partial Closer Right-In, Right-Out
Median Diverter
Crossings – Protected intersections and crossings allow for continuous and safe travel of bikes
and pedestrians along the neighborhood greenway corridor. Adequate protection at
intersections should ensure that intersecting car traffic is blatantly aware of crossing pedestrians
and bikers as well as establish comfortable crossing infrastructure for users.
- Crossing signage
- Pedestrian signals (RRFBs, HAWKS, etc)
- Median refuge islands
- Curb bulb outs
Median Refuge Island RRFB
Figure 4.23 Right-in, right-out
Signage Partial Closer Right-In, Right-Out
Median Diverter
Crossings – Protected intersections and crossings allow for continuous and safe travel of bikes
and pedestrians along the neighborhood greenway corridor. Adequate protection at
intersections should ensure that intersecting car traffic is blatantly aware of crossing pedestrians
and bikers as well as establish comfortable crossing infrastructure for users.
- Crossing signage
- Pedestrian signals (RRFBs, HAWKS, etc)
- Median refuge islands
- Curb bulb outs
Median Refuge Island RRFB
Signage Partial Closer Right-In, Right-Out
Median Diverter
Crossings – Protected intersections and crossings allow for continuous and safe travel of bikes
and pedestrians along the neighborhood greenway corridor. Adequate protection at
intersections should ensure that intersecting car traffic is blatantly aware of crossing pedestrians
and bikers as well as establish comfortable crossing infrastructure for users.
- Crossing signage
- Pedestrian signals (RRFBs, HAWKS, etc)
- Median refuge islands
- Curb bulb outs
Median Refuge Island RRFB
Figure 4.24 HAWKS crossing
Crossings – Protected intersections and crossings allow for continuous and safe travel of bikes
and pedestrians along the bike boulevard corridor. Adequate protection at intersections should
ensure that intersecting car traffic is highly aware of crossing pedestrians and bicyclists, while
establishing a comfortable crossing experience for users.
Median Refuge Island RRFB
Curb Bulb Out HAWKS Crossing
residents to drive on the bike boulevard.
Physical treatments are constructed
barriers that prevent certain vehicle traffic
from entering the bike boulevard.
96 97
mid-block crossings
Mid-block crossings are often needed due to off-street
active transportation routes intersecting the street
network away from existing street intersections. These
are ideal for connecting neighborhood trails to nearby
services and the greater active transportation network.
An effective mid-block crossing consists
of a marked crosswalk, appropriate
pavement markings, warning signage,
and other treatments to slow or stop
traffic such as curb extensions, median
refuges, beacons, rectangular rapid
flashing beacons (RRFBs), hybrid
beacons, and HAWK signals. Designing
crossings at mid-block locations depends
on an evaluation of motor vehicle traffic
volumes, sight distance, pedestrian traffic
volumes, land use patterns, vehicle speed,
and road type and width.
Mid-block crossings provide opportunities
to provide convenient and direct
connections between pathways.
Experience in Bozeman shows that
diverting these users to nearby
intersections is not effective or practical
and will not dissuade many users from
crossing at the most obvious location.
On collector or arterial streets with center
turn lanes, mid-block crossings should
be paired with pedestrian refuge islands
to shorten the crossing and enable users
to focus on crossing one direction at a
time. Mid-block crossings vastly simplify
the number of potential conflicts and
decisions that need to be made by both
trail users and motorists over intersection
locations.
Figure 4.25 Conflict diagram showing that mid-block crossings have
fewer conflicts with vehicles.
Figure 4.26 The Gallagator trail at Graf Street where trail has
been cut for road extension. Snow tracks after a few hours of use
show that the sign routing users to a crosswalk 160 feet away is
not effective.
pedestrian + bicycle facilities
Strategies
3.4. Improve East-West
Connections.
Most of Bozeman’s primary active transportation
corridors run north-south, aligning with creeks or
other waterways that flow through the area. Thus,
there are currently very few continuous path and trail
corridors in Bozeman that run east-west resulting in
serious connectivity and access issues.
◊ Prioritize construction of east-
west network facilities.
Identification of gaps and routes that provide
east- and west-running routes should be
identified on an annual basis in order to
address this network inadequacy.
◊ Improve safety of pedestrian and
bicycle crossings for east-west
routes.
North-south arterial streets act as major
barriers to east-west active transportation
routes. Therefore, as the recommended east-
west routes are implemented, safe crossings
must be included.
Figure 4.27 At locations where active transportation
facilities cross a major street, a variety of treatments
can improve visibility and safety for bicyclists and
pedestrians
19th & Lincoln Pedestrian Crossing
Mid Block Crossing on Oak St (View 1)
Mid Block Crossing at Oak & Ferguson (View 2)
This is a trackable metric
Roads
Railroad
City Boundary
Growth Boundary
Streams
Lakes & Reservoirs
Parks
Existing Trails
Intersection Crossings
Midblock Crossings
Huffine LnHuffine Ln
19th Ave19th AveN00.5 1 mile
Figure 4.28 Critical intersection and midblock crossings for safe crossing investments.
Oak StOak St
Durston RdDurston Rd
Baxter LnBaxter Ln
I-90I-907th Ave7th Ave3rd Ave3rd AveRouse AveRouse AveE Kagy BlvdE Kagy Blvd
Main StMain St
W Kagy AveW Kagy Ave
I-9
0
I-9
0
I-90I-90
Catamount StCatamount St
19th Ave19th AveCritical Intersections and Midblock Crossings
98 99
3.5. Improve Crossings That Act as Major
Barriers for Pedestrians and Bicyclists.
Addressing network barriers created by Bozeman’s arterial roadways
is a priority to ensure that the active transportation system is no
longer fragmented by busy streets. Strategies have been established
for various safe and intuitive pedestrian and bicycle crossings across
large roads, such as 7th Avenue, 19th Avenue, Oak Street, and Huffine
Lane, which prevent continuous low-stress active transportation
connectivity across the city. Critical locations for these crossings
were identified by assessing pedestrian-bicycle-vehicle conflict
points and desire lines along major arterials.
◊ Prioritize improvements to critical safe
crossing locations.
This plan identifies the locations of important crossings that
need safety improvements. The goal of these improvements is
to increaase connection throughout the city to improve to the
entire system.
◊ Implement ‘best practice’ safe crossing
configurations and technology.
The safest crossing design alternatives will likely not be the
least expensive. The critical importance of providing the safest
crossings and the long-term health and air quality benefits
of increased ridership requires committing the necessary
funding.
3.6. Implement a Comprehensive Wayfinding
System.
A comprehensive wayfinding system is a mandatory element of
Bozeman’s active transportation network. Effective wayfinding
signage is a cost-effective way to improve the overall use and
accessibility of the system. Comprehensive wayfinding helps people
traveling throughout the network and directs them to community
destinations.
pedestrian + bicycle facilities
Strategies
This is a trackable metric
100 101
A coordinated and well-designed wayfinding system improves the
coherency of the network and can provide a greater sense of user
security and comfort, as users receive confirmation that they are on
the correct route and are aware of how far they must travel to reach
their destination.
◊ Enhance users’ ability to navigate Bozeman’s
network and find key destinations.
The wayfinding system should give clear guidance to users
to ensure their experience is safe and that they understand
any accessibility considerations related to that particular
pathway, crossing, or facility.
◊ Provide information such as destinations,
direction, distance, and travel time.
Detailed and accurate wayfinding information will increase
user confidence, improve travel efficiency, and ultimately
increase overall network utilization.
◊ Support and promote Bozeman’s identity.
Future wayfinding should reinforce the unique identity of
the City in the colors, textures and fonts used in signage.
To ensure that the wayfinding identity is communicated
comprehensively, implementation of the system should happen
within phases over ten years and include parks and buildings
that tie into the active transportation system. To ensure
cohesiveness of the whole system, existing signage should
be considered into decisions of future wayfinding identity as
much as possible.
◊ Build community voice into the wayfinding
strategy process and raise visitor awareness
of the overall network.
The wayfinding strategy should look back to community
feedback to the PRAT Plan related to access and safety in
order to ensure increased awareness of the final result. Figure 4.29 Oak street trail
pedestrian + bicycle facilities
Strategies
pedestrian + bicycle facilities
Strategies
3.7. Install Path Improvements Along Active
Transportation Routes.
Certain associated improvements adjacent to pathways are essential
for the success of a functional and safe active transportation
network. Others are not critical for network function but enhance the
user experience, safety, and cleanliness, and are often greatly desired
by the community and are particularly necessary when trying to
effect mode shift toward bicycling.
◊ Commit to installing the recommended
required improvements.
As discussed further in the Design Manual, certain supporting
facilities like wayfinding and lighting are essential to a highly
functioning active transportation network. Lighting should
be included in priority transportation routes and be dark-sky
compliant.
Shared Use Paths Connector Paths Neighborhood Trails
Required
Improvements
Wayfinding
lighting (Dark skies
compliant)
Benches
Bike racks
Bike stations
Trash Receptacles
Wayfinding
Bike racks
Benches
Wayfinding
Dog Waste Stations
Optional
Improvements
Picnic tables
Water fountains
Dog waste stations
Lighting
Bike stations
Water fountains
Dog Waste Stations
Lighting
Water fountains
Trash Receptacles
Benches
Pathway Improvements Classification
This is a trackable metric
102 103
◊ Prioritize installation of recommended
optional improvements to enhance user
experience.
Optional mprovements not only improve resident’s experience
but encourage higher utilization of the active transportation
network. These include strategically located benches, bicycle
racks, and water fountains.
3.8. Include Bozeman’s Linear Parks and
Watercourse Corridors as Part of the Active
Transportation Network.
Many of the existing network gaps and new routes identified in this
plan could be implemented by allowing more flexible use of linear
parks and watercourse setbacks. Consider updates to the Unified
Development Code, as recommended in the Policy Considerations
section, within the “How Do We Get There” chapter.
◊ Explore limited use of paved pathway
typologies within watercourse setbacks while
adhering to best practices to avoid impacts to
natural resources.
If shared use paths, connector paths, and neighborhood
trails were permitted within Zone 2 of watercourse setbacks
regardless of surface types, then infill pathways could
facilitate connections to the larger trail network. Note: Any
allowance of trails in watercourse setbacks should be the
exception, not the rule.
Partner with natural resource organizations and agencies
to establish the best practices for environmentally sensitive
pathway designs
◊ Allow certain active transportation corridors
to be designated as linear parks that meet
parkland requirements.
In many cases corridors that incorporate pathways and
adjacent open areas should be recognized as both active
transportation routes and parkland.
“I would like to see the city
plan for a connecting network
of trails that allow bike and
ped access throughout the
city, even to Belgrade and
Bridger Bowl, etc.”
-PRAT Plan Engage Bozeman
public comment
pedestrian + bicycle facilities
Strategies
3.9. Ensure Inclusive and Equitable
Access To and Within Parks.
To develop an inclusive active transportation
network, pathways must be designed and maintained
to engage communities of varying incomes, and feel
safe and accessible to all age groups, modes of travel,
and ability levels. The network should consist of a
variety of facility types that promote walking, biking,
and micromobility as both recreation activities
and transportation options. Finally, the network
of shared use and connector paths should meet
the minimum standards for accessibility to create
a variety of accessible active transportation and
recreation opportunities for those with mobility
challenges.
◊ Develop policies to guide the use
of e-bikes, e-scooters, and similar
modes of assisted mobility within
the active transportation system.
Electric assisted modes of micromobility
encourage and allow more people to engage in
active transportation. Comprehensive policies
that include education and enforcement
components can effectively incorporate
all modes and minimize user conflicts. A
comprehensive approach to electric assisted
modes should be included within the future
updates to the TMP.
◊ Develop a toolkit to evaluate and
prioritize projects.
Use adopted City plans (Strategic Plan,
Community Plan, Climate Action Plan,
Transportation Master Plan), key network
connections, and equitable access goals as
prioritization criteria.
what is micromobility?
Micromobility is an umbrella term
encompassing a variety of small, generally
low-speed vehicles and conveyances that can
be electric or human-powered and privately
owned or part of shared fleets. Micromobility
devices include most small, predominantly
one-person vehicles that operate at low
speeds and are not gas-powered. Most
micromobility devices fit within a standard
bike lane or sidewalk and weigh less than
100 pounds. Although the term applies to
everything from skateboards to wheelchairs,
the term, coined by Horace Dediu, gained
popularity when fleets of bikes and scooters
flooded city streets in the 2010s, kicking off a
revolutionary trend that has altered the way
planners and policymakers think about and
regulate street space in many cities.
When supported by safe and accessible
infrastructure, micromobility devices
can bridge the gap between public transit
options, replace cars for short trips, and
complement larger delivery vehicles by
providing last-mile services in dense
neighborhoods. Shared fleets can eliminate
the cost of private ownership and the hassle
of bringing devices onto public transit
while connecting urban residents to their
destinations.
Source: What Is Micromobility? | Planetizen Planopedia
“Everything that is not a car” that
weighs less than 1,000 pounds
- Horace Dediu on what
constitutes Micromobility
104 105
3.10. Revise the Active Transportation
Network Classifications and Comprehensive
Design and Maintenance Standards.
Clearly defined typologies for active transportation routes is
critical to identifying which facilities best serve which users. The
recommended typologies are intended to not only provide common
nomenclature for this plan and future plans, but also to establish
corresponding design standards. A more comprehensive analysis of
these typologies and standards is included in the Design Manual.
◊ Redefine and simplify off-street active
transportation typologies.
This plan recommends a revised structural hierarchy of
pathway typologies that loosely mimics Bozeman’s roadway
classifications of arterial, collector, and local streets. The
three recommended pathway typologies are shared use paths,
connector paths, and neighborhood trails.
◊ Create standards for bicycle boulevards.
Bicycle boulevards create low-stress routes within existing
neighborhoods by increasing awareness and safety of
pedestrians and bicycles, by ensuring vehicle speeds are
reduced. Major street crossings will have treatments designed
to enhance safety and comfort.
◊ Establish comprehensive standards
and specifications for construction and
maintenance.
Standards for the design and construction of all active
transportation typologies is critical to successful
implementation of the PRAT Plan. Maintenance standards
for construction, surface preservation, repairs, safety
precautions, and managing adjacent landscaping should
be developed for and consistently applied to all network
typologies.
pedestrian + bicycle facilities
Strategies
Winter maintenance, like removing snow from shared use paths, is critical to year-round active transportation
Street Network Active Transportation
Network
Local Neighborhood
Collector Connector
Arterial Shared Use
Urban Route Anchor Route
Comparative Typologies
106 107
The intersectionality of Bozeman’s natural and human systems
continues to shape how the city grows and manages its environmental,
social, and economic assets. The City of Bozeman is shaped by
thousands of years of human interaction with the land, which has
changed more rapidly as white settlers built roads, businesses and
houses over the landscape--culverting creeks and covering wetlands.
As the city approaches its growth boundary, the balance of agrarian
uses and woodland, meadow, and wetland land covers continue to
decline at a rapid pace, giving way to more developed places.
Since the PROST, developments have been required to give
neighborhood parks, and open space/natural resource areas have
been left to HOA management. As learned from PRAT plan outreach
and to simplify landscape management, the PRAT recommends
changing policies to include natural areas within parks, which include
stands of native trees and shrubs, watercourses, riparian corridors,
and wetlands as part of a larger neighborhood park. The PRAT
recommends that barriers to achieving this type of park system be
removed from the code to embrace a balanced parkland system.
Steward and sustain
NATURAL RESOURCES
across the parks and
trails system.
Goal 4
Keeping in mind that the need for ecological
conservation is constant, he PRAT Plan presents
an opportunity to strengthen our relationship with
natural systems and to develop new approaches for
City-owned and managed parks. This Plan seeks
to protect more natural areas in order to adapt to
climate change, sustain ecosystem services, and
provide for the recreational use and enjoyment for
generations to come. This goal identifies strategies
to protect valuable green space balanced with
increased development pressures, improve water
conservation and air quality, support responsible
use of our parks and natural areas, and craft a
resilient future.
Mature existing trees are an
asset to be protected at every
opportunity. Urban trees
represent habitat and food for
wildlife and also provide an array
of ecosystem services and health
benefits for humans and non-
humans alike (i.e., shade, cooling,
carbon sequestration and storage,
soil stability, clean air, etc.)
108 109
natural resources
strategies
4.1. Create Design Standards and
Management Practices Appropriate to Each
Landscape Type.
Environmental standards will provide much needed guardrails
for decision making that ensures that the City has the capacity
to purchase, improve, and appropriately maintain various park
landscapes.
◊ Create a landscape design and management
best practices toolkit.
Pull best practices from past plans and local manuals as a
guide, like the 2017 Gallatin Valley Hazard Mitigation Plan,
2018 Climate Vulnerability and Resilience Strategy, and 2020
Bozeman Climate Plan among others. These best practices
should include considerations regarding desired outcomes,
typical designs, and plant lists.
◊ Consider a rating system to set goals and
benchmarks and evaluate progress.
Rather than starting from scratch, the City can look to
existing environmental standards and benchmark systems
like The Sustainable SITES Initiative (SITES), which provides
a comprehensive framework for designing, developing and
managing sustainable and resilient landscapes and other
outdoor spaces. This program provides clear guidance for
standards and also connects environmental outcomes with
community benefit. The standards should also include tools
for reduced fire risk, drought management, shade, and flood
adaptability.
◊ Encourage sustainable trail design and
maintenance through the PRAT Design and
Maintenance Manual.
4.2. Promote Sustainable Trail and Park Use.
Parks are ideal places to build awareness of natural systems. This
can be accomplished by planting native vegetation, incorporating
trails that immerse people in nature while staying on paths, reducing
the use of machinery or chemicals in maintenance processes that
can impact water and air quality, and communicating the ecosystem
service values of natural areas.
◊ Use thoughtful trail design that encourages
people to stay on the trail, with inviting access
points to sit, watch, fish, and play.
◊ Establish an awareness campaign for low
impact park and trails use within natural
areas.
The value of natural areas should be better communicated to
enable more stewardship of those places.
Well-intentioned visitors should always stay on marked trails
to protect wildlife habitats and reduce negative impacts to
native vegetation, including ecological degradation from heavy
foot traffic off designated paths.
Successful awareness campaigns are accessible to young
audiences and provide a balance of friendly, clear messaging
with facts that reinforce the importance of abiding by park
rules.
Campaigns that reinforce the relationship between dog owner
behavior and intended or unintended outcomes should also be
considered. Refer to Strategy 1.3 (Balance the needs of different
park users) for more information about programs to support a
dog owner and dog etiquette program.
110 111
4.3. Advance the Protection and
Enhancement of Natural Resource Areas and
Trees, Especially Sensitive Lands.
◊ Use the Sensitive Lands Plan and maps
to guide future parkland acquisition and
developer dedication in accordance with 76-3-
621 Montana Code Annotated.
◊ Identify funding mechanisms or partnerships
for acquisition of land.
The Park and Recreation Department’s mission focuses on
recreation experiences for people. While the Department
does own many natural areas and works to maintain the
land sustainably, the purchase of public lands that limit
public access are not aligned with that mission unless well-
integrated into the design of the park. In order to maintain
the net open land, a portion of cash-in-lieu and other funding
should be focused on acquisition.
The City should continue to purchase land but also needs
to rely on partnerships and other entities to acquire land in
flexible and creative ways.
natural resources
strategies
This is a trackable metric
◊ Allow watercourse setbacks, wetlands,
and other priority conservation lands and
similar acreage to contribute to dedication
requirements in new developments.
As of 2022, land dedication in new developments is limited to
upland parcels that enable active uses, however these same
dedication requirements do not include improvements to the
park beyond irrigation infrastructure, sod, and perimeter
trees and sidewalks. Incorporating critical habitats,
riparian corridors, and wetlands into a portion of the land
dedication requirement will enable the City to take on unified
management of sensitive lands and increase the development’s
responsibility to improve adjacent areas for more active uses
with more elements than previously required. Not only will
this change to dedication encourage responsible long-term
stewardship by the City, it will also reduce the burden on
maintenance staff to mow and irrigate large areas.
◊ Require developments to provide a parkland
and natural resource analysis to facilitate the
connection and continuity of natural resource
areas (streams and ditches, floodplains,
wetlands, riparian areas, trees and plant
species, soils) and to save existing native trees
and vegetation.
Case Study
Boulder Public Library
and Boulder Creek
Pathway
When the Boulder Public
Library was moved to its current
location along the Boulder Creek
Path, improvements were made
to the path, adjacent creek and
a new nature playground was
incorporated into the project,
next to the new library site.
The balance of active, children-
centered uses and protection
of an important creek corridor
highlighted the City of Boulder’s
approach to reinvestment and
critical habitat protection.
This is a trackable metric
112 113
4.4. Expand Nature Play and Programming.
◊ Find more ways for people and children to
interact with wetlands, waterways and
forests.
The Parks and Recreation Department should develop a
metric similar to the “10-minute walk” for unstructured play
areas or ”wild” spaces. The City should frame nature play as
intergenerational, or as spaces that allow people of all ages
to be wild. The park system as a whole should mirror the
greater natural context of Bozeman and include “wild” natural
plantings, outdoor recreation, and places to pause and enjoy
nature for all.
4.5. Implement Low-Impact Design and
Management Practices in Park and Facility
Capital Projects.
In May of 2022, the City Commission enacted permanent watering
restrictions to curb irrigation of private lawns and landscape, which
often use half of all city water in the summer months and the Parks
Division followed suit. The Park Division’s participation in achieving
and demonstrating water conservation strategies will make it more
difficult to irrigate parks and fields with large swaths of lawns.
It also provides an opportunity for Parks and Recreation to think
differently about water use and find creative ways to maintain the
same high quality spaces while prioritizing water management
needs. Best practices are needed to develop specific design
guidelines and management for wetlands, soccer fields, and other
park or natural spaces to be improved for sustainability and climate
metrics.
Case Study
Mount Stirling Alpine
Resort Interpretive
Trail
Victoria, Australia
Merit Award 2015
A suite of interpretive elements
that highlight local history and
resources and presented the
information on trail markers
that provide visual clarity
while blending into the natural
environment. Sturdy cypress
pine posts are laser-etched with
the name of the resort and at eye
level, partially encased in three-
sided aluminum panels with
digital prints applied
natural resources
strategies
This is a trackable metric ◊ Create standards for efficient irrigation
infrastructure.
Prioritize simple irrigation systems to reduce unnecessary
water waste. Install flexible irrigation systems that are easy to
manage, maintain, and replace if needed. Develop an irrigation
policy appropriate to the parkland setting. Irrigating planting
beds and trees during the vegetation’s establishment period
will greatly increase the chances of survival for the planting
and the planting’s lifespan.
◊ Increase the amount of drought tolerant and
native vegetation and trees in the park system.
Work with the Sacajawea Audubon Society and Montana Native
Plant Society and other like minded organizations to confirm
and update plant selection guidance, share low water best
practices with city staff, and lead workshops with community
members to promote residential drought tolerant landscape.
4.6. Scale Department Capacity to Provide
Knowledgeable Natural Resources Evaluation
During the Planning Process for Future
Facilities Investments and Management of
Natural Areas.
◊ Train and hire staff in sustainable land
management practices.
Consider creating a park ranger program or partnering with an
existing city security program to monitor appropriate park and
trail use.
The program could be expanded to include volunteer programs
with residents interested in invasive species management,
riparian corridor enhancement, or trail maintenance. It could
also include best practices for management of wetlands to
support better natural area maintenance and management.
This is a trackable metric
This is a trackable metric
This is a trackable metric
114 115
Grow STAFF AND
CAPACITY to benefit
the community.
Goal 5
To fully care for Bozeman’s parks, trails and facilities and to provide
the most inclusive experiences for the community, the City needs to
build internal capacity and resources internally. Today, the City is
managing increased maintenance of parks alongside the management,
activation, and investment in existing and new parks and facilities
with a small staff. Increasing staff and City resources can elevate the
quality of the City’s operations and ensure that Bozeman’s community
has equitable access to high-quality spaces and programs. To start, the
City needs to ensure that the capabilities and capacity of its current
staff match the department’s needs.
116 117
staff + Capacity
Strategies
5.1. Attract and Retain Staff to Effectively
Support the Needs of Bozeman’s Parks,
Programs, and Trails.
The design and upkeep needs of parks and facilities and the growing
variety of programs offered by the Department increasingly require
a larger staff. Currently, the Department has 54 full time employees,
which is far below staffing numbers of the City’s peer communities.
The City needs to increase staff capacity now, while simultaneously
looking to the future. As needs and offerings grow, the Department
must constantly reassess and adapt its staffing to maintain
efficiency and meet the community expectations.
◊ Create intentional strategy to address hiring
gaps directly.
Work with the City’s Human Resources Department to actively
and efficiently recruit qualified staff to fill open positions.
Human Resources has already responded to position gaps
with signing bonuses and hourly wage increases, and is
positioned to do more to connect Department staffing needs to
important programs, like lifeguards and aquatics.
The Department will also need to be proactive about on-
boarding and training new staff who need to develop the
skills necessary to fill the roles they are hired for. A training
program can be developed to specifically address needed
skills, and encourage staff growth through the Department.
Alongside clear communication and training of roles, the
Department should shed any tasks historically given to
programming staff, including janitorial or administrative
tasks, that are not core to the reason for their hiring.
This is a trackable metric
◊ Conduct annual staff surveys to assess job
satisfaction, staff development, staffing levels,
and work environment.
Assign a lead investigator within the Department to
summarize surveys and share high level takeaways
Department-wide. The Department should incorporate those
takeaways into future policies and projects to appropriate
retain existing staff, and attract future staff.
◊ Provide regular training to ensure that
existing staff develop the skills to perform
their duties and grow within their roles.
For example, if the City is accepting more watercourse
setbacks as dedicated parkland, the overall maintenance
is likely reduced but is much different from mowing turf
grass because its management will require different types
of equipment and technical skills. Staff should be hired with
expertise in ecology and natural resource management and/or
trained to gain that expertise.
◊ Conduct an in-depth operational assessment
including a staffing plan to define roles and
responsibilities and to strategically allocate
funding.
five ways to improve hiring process
1. Create and improve
job descriptions
2. Communicate with
applicants in multiple
channels
3. Post job in many
databases
4. Center training/
development as part of
the job
5. Move quickly to
respond to applicants
and potential hires
118 119
5.2. Continue to Refine and Communicate the
Bozeman Parks and Trails Special District.
In May 2020, the City created the Bozeman Parks and Trails
Special District. The purpose of the District is to equitably invest
and manage the City’s parkland. One of the key components of
the District is the transition of maintenance of parkland from
Property Owners Association management to City management
to City management. In order for the effective management and
maintenance of these spaces, the City now levies assessments that
will benefit all City-owned or managed parks and trails. As the
City works to transition to this new structure, it is imperative that
the City sets expectations with communities through a variety of
communication methods.
◊ Develop a dashboard to share successes
and communicate how resources are being
allocated.
The online dashboard can live on the Parks and Recreation
webpage, and will include updates regarding District
implementation and improvements, along with responses to
frequently asked questions.
Start by comparing costs and benefits of current maintenance
district structure against Department desires for building out
staff capacity including reduced contract reliance, increased
supervision, redundancy with HOA maintenance, etc.
Create a ticket system for the Community Enhancement
application program and publicly track requests from
community members regarding the District program. Using
the seeclickfix program (a 311 app for word order requests) as a
model, share what parks are included within the Maintenance
District and include tags in spaces where questions have been
asked and responded to.
The dashboard could include a Frequently Asked Questions
document that is shared with key stakeholders, including
property managers, Homeowners associations, developers
and residents.
staff + Capacity
Strategies
◊ Undertake a drive time analysis to determine
the time maintenance staff spends driving
during a typical day.
Ensure maintenance district oversight and work to limit the
amount of drive time (ideally to no more than an hour daily) to
increase productivity and reduce the cost of maintenance and
associated expenses such as fuel.
Use and communicate the highest standards of maintenance
(Per NRPA’s maintenance standards), with the PRAT’s
maintenance and design manual as a guide.
5.3. Develop a Philosophy and Policies for Cost
Recovery and Revenue Generation.
The Department does not currently have a broad-based cost-
recovery plan that could be used as a guideline for setting fees and
systematic resource allocation; however, there is appetite to adopt a
comprehensive cost-recovery philosophy, which can provide guidance
for prioritizing core program areas, setting fees and charges,
identifying tax subsidy levels, and allocating resources effectively
and efficiently.
◊ Establish cost recovery targets.
The Department’s average annual cost recovery, or the
calculated percentage of aggregate costs in relation to the
revenues generated from programs and services, is 34.6%.
As context, the offering of an activity or delivery of a service
would achieve 100% cost recovery if the fees charged generated
revenue sufficient to cover all associated costs related to the
operation of the program.
In order to increase the percentage of cost recovery to a new
target, the Department should identify a range of cost recovery
targets related to individual activity and service categories.
Once the range has been established, adjust fees within that
service category accordingly and monitor the program or
service’s cost recovery annually.
“Create an online
"suggestion box" for
people to pin their ideas
or maintenance concerns
onto a platform”
- Community member
feedback during August
pop-up event
This is a trackable metric
120 121
◊ Adjust fees and pricing to balance revenue
generation with community accessibility.
Departments typically subsidize activities for youth, teens,
and seniors more than adult activities. Bozeman should also
consider subsidies to programs with higher participation by
low-income residents, or scholarships in programs in which
affordability or willingness to pay are a barrier for low income
families and other underrepresented demographics.
◊ Create pricing strategies for different
audiences based on a variety of factors that
take into account existing fees, affordability,
and program attractiveness.
The following are common pricing factors the Department
should consider when developing an approach to updating fees
and charges:
◊ Cost to offer the program (limited direct costs only)
◊ History of fees charged
◊ Perceived ability and willingness to pay
◊ Number of participants per class/activity
◊ Affordability for target audience
◊ Ability to attract participants
◊ Set a target for performance measures.
Complete cost recovery for the costs to run programs, classes,
and events should not drive decision making or changes to
fee policies for programs. Instead, the City should set targets
for cost recovery by age group and encourage low income
households to participate using scholarships or program
subsidies. In order to support these subsidies and encourage
participation, the plan recommends setting the following
targets: between 35% and 50% for both youth and active aging,
and between 50% and 100% for adult programs.
staff + Capacity
Strategies
122 123
Parks Implementation Guidance
Active Transportation Implementation Guidance
Design and maintenance Manual
in this chapter5. how do we get there?
Parks Implementation Guidance
Successful implementation of the strategies and
projects identified by the Parks, Recreation and
Active Transportation Plan requires balancing and
addressing community aspirations, partner and
stakeholder goals, and the Department’s mission
and vision. The following build on the strategies
and actions identified in the PRAT plan document
and serve as first steps the Department and the
City can take to begin a successful and inclusive
implementation process.
The PRAT Plan is a Framework
The vision, goals, strategies, and recommendations
should serve as a framework for decision making.
When decisions or responses to the Bozeman
community are needed, the plan serves as the
reference point for decision making and whether or
not new issues or responses to the community are of
higher importance than what’s been established as
existing direction. Because the plan is an integral
tool for the Department, it should also be central to
employee onboarding.
Track Progress: Publicly release the plan online by
placing the plan on the Department’s website and
on Engage.Bozeman to track plan implementation
progress on these sites. The Department can share
updates about recommended implementation
progress. Track and share progress with interested
partners and community members as well as with
key decision makers.
At the end of each fiscal year, reflect on the results
of the implementation efforts to-date and include
continued community engagement and progress
made within each big idea. In addition to yearly
reviews, the Department should comprehensively
reflect on accomplishments to-date and evaluate
progress in equitable project completion that
achieves the plan’s goals. These comprehensive
reviews are an opportunity for Bozeman to refine or
change strategies and recommendations to reflect
changing community needs and recreation trends.
In these reports the Department should provide data
and metrics to clearly articulate plan developments
and explain project benefits in a way various
audiences can understand.
Identify the Plan Champion(s)
Identify a primary staff person (or team) to guide
various pieces of the plan’s implementation to
ensure success. These staff people are responsible
for monitoring progress and works with staff to
effectively integrate the plan into the department. A
strong candidate or team should be knowledgeable
of the planning process, design and community
engagement values of the recommendations made
by the plan. Additional staff members should
also lead specific big ideas. These individuals can
manage each recommendation within a big idea
to ensure implementation is followed through and
communicated with the Plan Champion, project
partners, stakeholders and the broader community.
124 125
Commit to Community Goals
Engage community members (residents, businesses,
Department partners, and non-profit organizations)
early and often during the implementation process. A
knowledgeable community is the best way to secure
support and ensure the project(s) suit the needs of
those who will benefit from them. Equity needs to
continue to be at the forefront of all conversations
and engagement with underresourced communities
must also be paramount to the engagement process.
The following actions can be used to help get the
word out and provide a continuous feedback loop with
community members:
• Engage the community through maintenance
and recreation program staff who interact with
the community daily in conversation or through
formal feedback methods.
• Include a plan progress update in the Urban Parks
and Forestry Board agenda to keep staff and
stakeholders informed of the plan’s progress.
• Guide outreach in an inclusive direction and
adapt to changing community desires by using
formalized policies for outreach advertising and
messaging.
• Use strong, clear visuals paired with data and
reflections on community input to frame the
conversation.
PARTNERS Regular Maintenance and
Monitoring Activation and Programming Significant Renovations or New Investments
Core
Implementer Plan Partner Core
Implementer Plan Partner Core
Implementer Plan Partner
Parks/
natural
areas
Parks GVLT Recreation Volunteer organizations;
Downtown Bozeman
Partnership; Western
Transportation Institute;
Private Recreation
Programmers; HRDC; Leagues
Parks Planning
& Development;
Bozeman
Planning
Division
Private Developers, Land
Trusts (e.g. Gallatin Valley
Land Trust, Trust for Public
Land)
Property Owners
Associations
Trails/AT
System
Parks Future Trails
Staff; Private
maintenance
crews to offset
staff capacity
Urban Parks and
Forestry Board
GVLT
Recreation Gallatin Valley Land Trust;
Western Transportation
Institute; Private Recreation
Programmers
Parks Planning
& Development;
Bozeman
Planning
Division
Private Developers, Land
Trusts (e.g. Gallatin Valley
Land Trust, Trust for Public
Land)
Buildings/
facilities
Facilities
Management
Recreation;
Aquatics
Bozeman Libraries; Bozeman
School District
Parks Planning
& Development
YMCA, Bozeman Libraries;
Bozeman School District
Potential Plan Champions
• Hold meetings at times and both in person and
online that make it possible for all members of the
community to participate.
• Partner with community leaders and project
partners to maintain momentum for the plan.
• Build from the Safe Routes to Parks liaisons
program to address language barriers,
communication issues, and cultural barriers.
Funding
In order to maintain the net open land, focus cash-in-
lieu program funds and other funding on acquisition.
For the purposes of cash in lieu, a reasonably close
proximity shall include parks that are well connected
safe and enjoyable pedestrian and bicycle access to
the development.
Regulations
The City of Bozeman enables park acquisition and
improvements through the Unified Development
Code. The City should use the design manual and
the current geographic distribution and gaps in
parks and specific park types to dictate what types
of investments should be made in different parts of
the city, either by the city on city-owned or dedicated
land or by developers. The following actions are
recommended.
• UDC revisions are recommended that support an
equitable distribution of elements, park types,
and facilities, especially in communities of color,
low income communities, and in places where
there are gaps in safe, walking access.
• Collect copies of all adopted individual park
plans.
• Continue to require that developers prepare
individual park master plans for all newly
dedicated parkland.
• Revise the Unified Development Ordinance to
support more connected park spaces and Active
Transportation investments.
• Allocate funds in the City budget for City staff
and/or consultants to prepare individual park
master plans for existing parks lacking an
adopted plan.
• Revise and update existing park plans to reflect
changing community needs as identified by this
process and community feedback.
Active Transportation Implementation
Implementation is the primary goal of any community
plan. However, there are fundamental questions
that must be answered to successfully implement
a comprehensive active transportation network
connecting Bozeman’s parks and recreation facilities.
How will new routes and segments be established?
Who pays for construction? How will the routes be
maintained? What criteria determine prioritization
for investment?
The foundation of successful implementation is built
upon coordination and cooperation between the City,
landowners, developers, non-profit organizations,
and Bozeman’s citizens. Coordination beyond
Bozeman and its city limits are also critical to ensure
the plan’s active transportation efforts align with
those in Gallatin County as outlined in the 2020
Triangle Trails Plan.
126 127
The implementation strategies focus on network
construction and route maintenance. As emphasized
throughout this plan, properly maintaining existing
routes is equally important to constructing new ones.
The primary implementation components for both
construction and maintenance include:
• Methods: Various methods need to be used
to construct and maintain Bozeman’s active
transportation network and associated
wayfinding system.
• Regulations: City regulations must efficiently
guide route construction within future
subdivisions, private development, public
transportation projects, and specifically
wayfinding elements
• Policies: City procedures and policies need
to align with the goals of establishing and
maintaining a robust active transportation
network
• Standards: Clear standards for route
construction and maintenance must be
established and coordinated between
jurisdictions and partners
• Funding: Multiple sources of financing for both
construction and maintenance must be identified
and leveraged
• Prioritization: Strategic criteria need to be
utilized to establish annual and long-term
priorities for route construction and maintenance
• A prioritization matrix shall be completed by the
Transportation Board
network Construction
Active transportation facility construction is needed
throughout the community for several key reasons:
extending existing routes; closing gaps in the
existing network; upgrading an existing segment
from one typology to another; and providing entirely
new routes. This plan recommends construction
projects meeting all four of these needs.
Methods
A variety of methods will be employed to construct
new routes and segments of the active transportation
network. Which method for a given construction
project will be most appropriate will depend on
facility type, location, responsible parties, and
funding sources.
Anchor Routes and Shared Use
Paths
Anchor Routes and shared use paths are typically,
but not always, aligned with street corridors.
Therefore, the most logical method for constructing
new shared use paths is to incorporate them into
street improvement and construction projects.
These projects are usually planned and funded by
the City of Bozeman or Montana Department of
Transportation, but occasionally are part of large
private developments. The “Path to the M” is an
example of a significant shared use path construction
project involving multiple government jurisdictions
and several non-profit organizations.
Connector Paths
Connectors can be constructed using the widest
range of methods. Often, they need to be constructed
with private property owners as required by
Bozeman Unified Development Code. Connector
paths and associated wayfinding can be planned
and budgeted as a part of street improvement or
construction projects. Lastly, non-profit partners may
also construction new connectors.
Neighborhood Trails
Trails are typically constructed in conjunction with
private development. Therefore, they are primarily
dictated by the Unified Development Code.
Regulations
The City of Bozeman requires active transportation
improvements through the Unified Development
Code, in sections of the code that include
transportation pathways and recreation pathways.
There are also design and construction standards for
some active transportation facilities within the City’s
public work standards.
The following actions are recommended.
• New development, regardless of type, should the
required to construct any active transportation
facility identified in this plan. The UDC should be
reviewed to ensure to this is clearly required.
• Several other UDC revisions include allowing
some flexibility for active transportation
typologies to be located within watercourse
setbacks (see pg. 100 for details) and allowing
certain facility corridors to count towards a
project’s parkland requirements.
• The City should revise its Transportation and
Engineering standards to include all of the active
transportation facilities identified in this plan
and the corresponding specifications.
Policies
Building the comprehensive active transportation
network requires a variety of aligned policies to
ensure efficient implementation. A review of existing
policies should be completed to ensure they support
the recommendations in this plan.
The following actions are recommended.
• Replace the routes proposed by the PROST Plan
with those proposed in the PRAT Plan in the City
GIS Community Development and Infrastructure
Viewers.
• For the PRAT Plan routes added to the City GIS
include a data layer like the “View Additional
Resources” layer currently available for existing
facilities to provide basic specifications of the
proposed routes.
• Continue to engage developers and educate
them about the PRAT Plan routes, facility
classifications, design standards, and
maintenance requirements. Ensure the PRAT
Plan is readily available and directly referenced
in City entitlement process materials.
• Revise policies and procedures to reference
the Triangle Trails Plan and the Triangle
Transportation Plan.
• Develop policies in conjunction with Gallatin
County and the City of Belgrade to review
proposed network facilities adjacent to
jurisdictional boundaries and identify
opportunities to partner on the construction of
new routes.
128 129
• The City should include the active transportation
component of the PRAT Plan within the scope
of establishing a Metropolitan Planning
Organization (MPO).
Funding
Financing the construction of a comprehensive active
transportation network will require a long-term
commitment from the City and its partners. A variety
of funding sources will be necessary to implement the
route construction proposed in this plan. Different
funding mechanisms will apply to each facility
typology.
Numerous State and Federal grants are available
annually to assist with active transportation facility
construction. These grant funds are awarded on
a competitive basis and demand often exceeds
allocation. While grants are not a reliable source of
funding, they are worth pursuing. An overview of
applicable grants is included below.
The purpose of the future Metropolitan Planning
Organization (MPO) is to coordinate transportation
planning. The MPO may be an option to assist with
the planning, coordination, and funding for active
transportation route construction.
New shared use paths that align with City or State
rights-of-way can be designed and constructed as
streets and roads are improved or built. Therefore,
the funding could come from several sources or a
combination thereof including Montana Department
of Transportation, City of Bozeman, private
developers, and grants.
Connector paths are a critical component of a
complete active transportation network and can be
funded similarly to, and potentially in conjunction
with, shared use path projects.
The following actions are recommended.
• Add prioritized shared use path and connector
path projects to the Parks and Trails Capital
Improvements Plan and the Transportation,
Engineering Capital Improvements Plan and as
part of the Cash-in-Lieu program.
• Allocate an annual portion of the City’s street
construction budget to build shared use paths
and critical connector paths
• Include Bozeman’s active transportation network
and plan into the scope of the future Metropolitan
Planning Organization
• Identify potential State and Federal grants for
proposed shared use and connector path projects
on an annual basis. Work with community
partners where appropriate.
• Coordinate with other jurisdictions and
partners to secure matching funds and improve
competitiveness of active transportation grant
applications.
Neighborhood trail construction will likely
be incorporated as part of future residential
and commercial development projects. These
improvements will be completed by the developer as
part of a private project’s required infrastructure
improvements.
The Gallatin Valley Land Trust (GVLT) has partnered
with the City to construct numerous neighborhood
trails and improve connector trails throughout the
community. GVLT will continue to play an important
role in the implementation of the PRAT Plan as it
relates to trails and outdoor recreation.
The following actions are recommended.
• Continue to ensure that UDC requirements
facilitate the construction of neighborhood
trails in a way that connects to the larger active
transportation network.
• Use Cash-in-Lieu of Parkland funds for
constructing trails that are part of park and
recreation facilities, create key linkages between
parks or eliminate significant barriers within the
overall Active Transportation network.
• Continue to partner with GVLT to develop and
maintain important neighborhood trails.
State and Federal Grants
Transportation Alternatives (TA) Set-Aside from
the Surface Transportation Block Grant Program
(STBG)
The Surface Transportation Block Grant program
(STBG) provides flexible funding that may be used
by States and municipalities for projects to improve
the conditions and performance on any Federal-aid
highway, bridge and tunnel projects on any public
road, pedestrian and bicycle infrastructure, and
transit capital projects.
The recent Infrastructure Investment and Jobs Act,
also known as the “Bipartisan Infrastructure Law”
(BIL), expanded and reformed this critical program
which supports smaller biking and walking projects.
The act also increased the size of the transportation
alternatives funding set aside.
Rebuilding American Infrastructure and
Sustainability and Equity (RAISE):
The RAISE program to help urban and rural
communities move forward on projects that
modernize roads, bridges, transit, rail, ports,
and intermodal transportation and make our
transportation systems safer, more accessible,
more affordable, and more sustainable. Previously
known as BUILD and TIGER discretionary grants,
these competition awards support the development
of transportation infrastructure. Bipartisan
Infrastructure Law (BIL) more than doubled the
funding the RAISE Program in 2022.
Federal Lands Access Program (FLAP)
This program provides funding to improve
transportation facilities that provide access to, are
adjacent to, or are located within Federal lands.
The Access Program supplements State and local
resources for public roads, transit systems, and other
transportation facilities, with an emphasis on high-
use recreation sites and economic generators.
Recreational Trails Program (RTP)
This is a financial assistance program of the U.S.
Department of Transportation’s Federal Highway
Administration (FHWA). The RTP provides funds to
the States for a variety of uses including construction
of new recreational trails and acquisition of
easements and fee simple title for recreational trail
corridors. Utilize Community partners to increase
likelihood of grant funding.
Montana Trail Stewardship Program
This program is administered by Fish, Wildlife,
and Parks Department and can be used for the
construction and maintenance of natural trails or
130 131
shared use paths. The maximum award is $75,000
and approximately $1.67 million were dispersed to
over 30 projects in 2022. Utilize Community partners
to increase likely hood of grant funding. This can also
fund nordic ski grooming and equipment.
Prioritization
The PRAT Plan proposes an ambitious slate of new
active transportation routes to extend and connect
the network. The construction of new segments and
routes will take years and considerable funding.
Therefore, it is important to develop and utilize a
method to prioritize the proposed improvement
projects. The Transportation Board shall complete
a prioritization matrix utilizing the criteria listed
below.
The following actions are recommended.
• Develop a methodology for prioritizing potential
active transportation network projects based on
the following criteria:
• Importance of active transportation
connection or route as outlined in the PRAT
Plan
• Importance to the Parks & Recreations
Department facilities, operations, and
objectives of the PRAT Plan
• Importance to the Bozeman Area
Transportation Master Plan
• Importance to the Bozeman Climate Action
Plan
• Importance related to Diversity, Equity,
and Inclusion goals
• Opportunity to leverage partnerships and
funding sources
• Create, and annually revise, a rolling 5-year
construction plan similar to the City’s CIP
• Add larger high-priority projects into the City’s
CIP
Network Maintenance
Maintaining active transportation routes that are
safe and accessible for users of all ages and abilities
is a high priority. In addition, adequate maintenance
is critical to maximizing year-round utilization.
The City needs to establish annual and long-
term maintenance plans that includes a deferred
maintenance analysis.
There are three essential elements to properly
maintaining an active transportation network. First,
establish minimum standards for maintenance.
Next, determine maintenance responsibility for each
segment of the network. Lastly, identify the various
sources to finance the necessary maintenance.
Methods
Developing a comprehensive maintenance strategy
will require considering various surface types,
locations, responsible parties, and available funding.
Anchor Routes and Shared Use
Paths
Anchor Routes and shared use paths located within
street rights-of-way are typically maintained by
the corresponding jurisdiction. One challenge is
achieving consistent maintenance expectations and
standards between the City, County, and State.
Connector Paths
The maintenance of Connectors not only depends on
the responsible party but also on the surface type for
each route.
Neighborhood Trails
Despite being smaller, trails require a considerable
amount of maintenance depending on location,
the quality of construction, and the amount of use.
Neighborhood trails are typically maintained by
neighborhood associations, HOAs, the City, or GVLT.
Regulations
The ability of the City to regulate maintenance of
active transportation routes is limited. The City
should consider ways to require routes owned
or managed by private parties to be maintained
according to established standards.
The following actions are recommended.
◊ Strengthen requirements for residential
subdivisions, commercial developments,
and other privately held routes to be
adequately maintained according to
standards adopted by the City.
Policies
Maintenance of active transportation routes in
Bozeman is currently managed through a variety
of resources, including private property owners,
homeowner associations, community groups,
non-profit partners, the City, and the Montana
Department of Transportation. Clarifying
responsibilities for maintenance and establishing
standards will help ensure the financial investment
developing a complete network is protected and
enhanced in future years.
The following actions are recommended.
◊ Establish a comprehensive maintenance
plan that includes minimum standards for
upkeep, repairs, and replacement
◊ Conduct a comprehensive deferred
maintenance analysis of each route
identifying the current condition, upkeep
and repair needs, and sections needing to be
rebuilt
◊ Establish a maintenance template for the
City, property owners, and partners to
develop schedule tasks and estimate costs
◊ Review and clarify how the Bozeman
Parks and Trails District can support the
maintenance of the network
◊ Identify priority routes for winter
transportation. These routes will
require regular snow removal and other
maintenance to create a year-round active
transportation network.
Standards
General maintenance standards for evaluating needs
for surface care, repairs, safety precautions, and
managing adjacent landscaping should be developed
for and consistently applied to all network typologies.
In addition to annual and long-term tasks, seasonal
maintenance of shared use paths is essential to
accommodating year-round active transportation.
Paved paths must have the snow removed frequently
during the winter and be swept of grit and debris
each spring.
132 133
The following actions are recommended.
◊ Develop a comprehensive maintenance
plan including detailed standards by
typology that ensure a high-level of safety,
accessibility, and utilization.
Below are recommended routine and periodic
maintenance tasks based on surface type.
Paved Surfaces—Routine maintenance activities:
◊ Regular sweeping to remove debris, gravel,
and other hazardous items
◊ Regular snow removal during winter
months
◊ Inspect and repair pavement surface
problems (seal cracks, grind down ridges,
cut back tree roots, repair pavement)
◊ Prune adjacent and overhanging vegetation
to reduce encroachment or cause sight
distance problems
◊ Treating noxious weeds along corridor
◊ Mowing trail edges if applicable (keep
vegetation height low along trail)
◊ Clearing drainage features to ensure proper
function
Paved Surfaces—Periodic maintenance activities:
◊ Coordinate and schedule pavement overlays
as part of adjacent road maintenance
◊ Addition of surfacing material depending on
condition (2-3 years)
◊ Re-grading to improve cross-slope or out-
slope for improved drainage
◊ Improvement of transitions with sidewalks
or streets, restripe crosswalks and other
markers
◊ Repair or replace wayfinding, stop control
signs and other elements
◊ Restripe crosswalks and other markers
Natural Surfaces—Routine maintenance activities:
◊ Removing encroaching vegetation from trail
tread (grading, chemical treatment)
◊ Prune adjacent and overhanging vegetation
to reduce encroachment or cause sight
distance problems
◊ Treating noxious weeds along corridor
◊ Mowing trail edges if applicable (keep
vegetation height low along trail)
◊ Clearing drainage features to ensure proper
function
◊ Flood or rain damage repair: silt clean up,
culvert clean out, etc.
◊ Bridge/culvert inspection, clearing/repair
◊ Map/signage post condition inspection, and
vandalism repair
◊ Assessing need for sign/map updates or
replacement
Natural Surfaces—Periodic maintenance activities:
◊ Yearly trail evaluation to determine the
need for minor repairs, identification of
erosion damage, need for improved drainage
◊ Addition of surfacing material depending on
condition (2-3 years)
◊ Re-grading to improve cross-slope or out-
slope for improved drainage
◊ Improvement of transitions with sidewalks
or streets, restripe crosswalks and markers
◊ Repair or replace wayfinding, stop control
signs and other elements
◊ Restripe crosswalks and other markers
Funding
Like construction, the maintenance of Bozeman’s
active transportation is funded by a variety of
entities including the City, Montana Department
of Transportation, non-profit partners, and private
property owners. There are more maintenance needs
than committed funding which leads to a backlog of
repairs and overall degradation of accessibility and
utilization.
According to the Rails to Trail Conservancy, annual
maintenance costs on average range from $1,000 to
$2,000 per trail mile, depending upon the surface.
Therefore, average annual funding required to
maintain Bozeman’s 178 miles of paths and trails is
approximately $267,000.
The funding needed to adequately maintain the
network will only increase as new extensions and
routes are constructed. To meet this financial
commitment, the City and its partners must
proactively account for the necessary funding to
execute the annual and long-term maintenance plans
and aggressively commit the dollars.
The following actions are recommended.
◊ Ensure that a significant portion of
the Parks and Trails District funds are
dedicated to path and trail maintenance
◊ Allocate an annual portion of the City’s
street maintenance budget to repair shared
use paths and paved connector paths
◊ Include Bozeman’s active transportation
network and plan into the future
Metropolitan Planning Organization budget
Prioritization
Addressing the maintenance backlog of existing
active transportation network will take years and
considerable funding. Therefore, it is important to
develop and utilize a method to prioritize the needed
upkeep and repair projects. The Transportation
Board shall complete a prioritization matrix utilizing
the criteria listed below.
The following actions are recommended.
Develop a methodology for prioritizing potential
maintenance projects based on the following criteria:
• Area of deferred maintenance that poses a public
safety risk
• Area of deferred maintenance that restricts
equitable access
• Area of deferred maintenance that reduces
utilization
• Highly utilized routes
• Ability to partner and/or leverage creative
funding opportunities
134 135
Recommended UDC Revisions
If the PRAT Vision – centered around five goals - is
to become a reality, several strategies will have to be
codified in Bozeman’s Municipal Code, a portion of
which is referred to as the Unified Development Code
(UDC).
Since a UDC overhaul is taking place at the time of
this writing, this PRAT Plan cannot suggest specific
UDC language. Instead, we have consolidated UDC
revision recommendations to be incorporated into
the UDC at the earliest opportunity, including but not
limited to strategies in the following areas:
Equitable Access:
◊ Support an equitable distribution of
elements, park types, and facilities,
especially in communities of color, low
income communities, and in places where
there are gaps in safe, walking access.
Programs, Places and Partnerships:
◊ Prioritize the collocation of parks with
areas of natural resource value in
Department investments and throughout
the subdivision and site plan review
process.
Pedestrian and Bicycle Facilities:
◊ Consider requirements for new
developments to infill the active
transportation system as is currently
required for roads.
◊ Make adjustments to the watercourse
setback requirements to allow all trail
types, on a limited basis.
◊ Allow certain active transportation
elements to count towards a new
development project’s parkland
requirements.
Natural Resources:
◊ Allow natural areas deemed to have high
natural resource value to count towards
a new development project’s parkland
requirements.
◊ Require qualified staff to conduct a site
inspection early in the planning stage
(Conceptual or Pre-app stage) to identify
opportunities for natural resource
preservation and protection.
◊ Strengthen the General Standard for
protecting the Natural Environment in
proposed new developments (currently BMC
38.410.010)
◊ Strengthen the community tree ordinance
( BMC 16.05.330) to increase the number of
trees entering into the public domain.
In 2024, the implementation of the PRAT Plan in
the UDC should be prioritized and it should be
reviewed periodically to ensure 1) the above are being
consistently applied in the Planning Review process
and 2) the above continue to support the vision of the
PRAT Plan.
Looking Forward
The PRAT plan sets forth an ambitious vision and
series of goals for the growth of the system that
are driven by community voices. These goals are
the product of rigorous community conversations,
multiple surveys, in-depth analysis by subject
matter experts, and stakeholder visioning. Going
forward, the City should use the plan as a tool to
assist in decision making as it relates to investment
strategies and resource allocation to ensure barriers
to participation are removed and create a more
equitable system. Finally, the PRAT plan should
serve as a unifying document that helps align the
needs of the community with the priorities and
actions of the City in order to continue to grow an
inclusive, loved, and connected park system.
Amendments to the Parks, Recreation, and Active Transportation Plan
The PRAT Plan should be reviewed and revised
as needed every 5 years. Because the PRAT Plan
is coordinated with the growth policy, Bozeman
Strategic Plan and other city documents, the City’s
growth policy, and in light of the time and effort
invested in the preparation of this plan, staff should
follow the procedures for growth policy amendments
and other relevant state laws for revisions.
Amendments to Individual Park Master Plans
Since adoption of the PROST in 2007, there has
been a goal to update park master plans for
existing individual parks within the system. With
the adoption of the PRAT, this effort should be
undertaken on a neighborhood or other sub-area level
to forecast improvement needs for the Department,
partners and new developments to implement
the recommendations in the PRAT and changing
community needs. The individual park master plans
should be conceptual in nature and will be used to:
◊ implement new design guidelines as
identified in the PRAT Design Manual for
the individual park type
◊ analyze site-specific potential and existing
conditions
◊ forecast what types of improvements are
needed in individual parks to improve
the balance of offerings across all
neighborhoods and to eliminate access
barriers.
◊ target appropriate grant funds and
partners.
Using neighborhood-level or other subareas, such as
Urban Renewal Districts, as the boundary for these
amendments, this type of assessment will not only
guide investments in existing parks, it will illustrate
needs that parks in new developments can meet.
Parks and Recreation staff should work with the
Urban Parks and Forestry Board and the City’s
Communications and Engagement staff to design
appropriate community engagement for the scale and
scope of these amendments.
Cash-in-lieu of Parkland (CILP) funding can be used
for design efforts that result in capital improvements
and would be an appropriate source of funding for
Park Master Plan Amendments because it would set
up future CILP and Improvements-in-Lieu of Parkland
(IILP) investments.
136 137
top 10 priorities for investment
recreation facilitiesprogramsNatural surface trails
On-road bike lanes or facilities
Pools, indoor
Pools, outdoor
Trails, paved
Nature centers
Community gardens
Water access for recreation
Spraygrounds/splash pad
Pavilions and picnic areas
Aquatics or Swimming
Arts and Culture
Winter Recreation
Fitness
Etiquette programs for parks and trail users
Outdoor adventure
History
Outdoor education
Seniors/Active Aging
Special Events
top 10 policy recommendations
1. The Parks and Recreation Department
should center equity in all department
decisions; strive to provide universal
access to parks and programs; and provide
a consistent set of basic elements across
neighborhoods.
2. The Parks and Recreation Department
should explore alternative funding methods
to leverage existing City funding for
future facility improvements and program
development; alternative methods may
include, but are not limited to philanthropic
sources and grants.
3. The Parks and Recreation Department
should develop sub-area plans to evaluate
existing city parkland facilities and their
recreational opportunities and to engage
neighborhoods in planning for growth and
infill development; sub-area plans should
guide future city parkland acquisition,
facility improvements, and active
transportation route planning.
4. The Parks and Recreation Department
should contribute to and invest in
the community’s city-wide active
transportation network.
5. The Parks and Recreation Department
should establish a formal process for
partnering with affiliate groups, advocacy
groups, and non-profit partners; institute
policies and guidelines for partnering
with non-city organizations; and promote
continued collaboration with existing
organizations and grow new partner
relationships.
6. The Parks Division should maintain the
current level of parkland per resident by
continuing to acquire parkland through
the development review process, working
with partner organizations, private donors,
and through policies to enable strategic
acquisitions.
7. The Parks Division should promote the
sustainable use of natural resources within
city parkland areas; identify, acquire,
protect, manage and enhance key intact,
contiguous sensitive land areas; and
adopt comprehensive design standards
and specifications that encourage natural
resource protection, enhancement, and
sustainable and resilient park designs and
increase the amount of drought tolerant
and native vegetation and trees in the park
system.
8. The Recreation Division should explore the
expansion of existing and addition of new
program offerings to provide year-round
recreational opportunities for all residents;
create new program offerings and elements
that respond to identified community needs;
and increase safe evening and night time
access at designated facilities.
9. The Parks and Recreation Department
should advocate for programmatic
and regulatory revisions and develop a
philosophy and policies for cost recovery
and revenue generation.
10. The Parks and Recreation Department
should develop a dashboard to routinely
share successes and communicate with the
public how resources are being allocated.