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HomeMy WebLinkAboutCM Work Plan 2026 - Table - Directors-Commission 1-12-25 1 City Manager Workplan (DRAFT for Work Session Jan 12, 2025) 2026-2027 Finish On-Going Work: Title Description Project Team Timeline UDC RESOURCE IMPACT: SIGNIFICANT Successfully complete: • Implementation of recently adopted UDC • Landmark and NCOD Design Guideline updates • Stormwater In Ditches o Revisit proposed language removing requirement for ditch company approval of stormwater outfall to ditches o Continue partnering with ditch company representatives (AGAI) on improvement to development review procedures • PRAT Updates • Telecom Regulations George, Saunders PRAT Team, Ross, Overton, others All of 2026 Implement Tenants Right to Counsel RESOURCE IMPACT: SIGNIFICANT • Draft RFP for Legal and Mediation Services • Develop Education Program • Estimate costs and adopt program budget Sullivan, Saverud, Clark RFP – JAN BUDGET: MARCH New City Commission Priorities RESOURCE IMPACT: TBD Develop and Adopt 26-27 City Commission Priorities Adopt City Manager Workplan • Commission/Director Work Session January 12 • Adoption at future City Commission Meeting Commission, CM & Director Team January - March Green Power Program RESOURCE IMPACT: TBD Continue working with NorthWestern Energy in partnership with Missoula County and the City of Missoula on developing the Green Power Program. Next steps include finalization of terms, adoption of a Lead Community Agreement, filing with the PSC, and issuing an RFP for resource development. Mayor, Henderson, Meyer Ongoing Bozeman Creek Vision Plan RESOURCE IMPACT: LOW Continue working with SeeBozemanCreek to develop a long-term vision for Bozeman Creek in support of the following goals: • Enhance flood mitigation efforts • Improve water quality • Increase access and connectivity to parks & trails • Support for economic development opportunities • Strengthen community connection to a vital resource Henderson Targeting adoption in November 2026 2 Public Safety – Police and Fire Title Description Project Team Timeline Fire Dept. Staffing RESOURCE IMPACT: SIGNIFICANT Fire Department Response times exceed National Standards. SAFER grant funding for 12 firefighters (6 QRU, 6 Station 4) was received in 2025 with anticipation of passage of a fire staffing levy and fire station construction bond passing in November of 2024 which failed. SAFER funding ends March 2028. Funding of those 12 positions requires new sources of ongoing funding. Options: • Consider new voted Staffing Levy and construction bond for new Sta. 4 and 24 firefighters (Station 4 Option) • Consider new voted staffing levy for 6 firefighters needed for continued operation of QRU (QRU Only Option) & reduce force by 6 FF positions when grant funding ends • Increase general fund allocations to the Fire Department to fund 12 FF positions • Increase general fund allocations to the Fire Department to fund 6 positions required to continue QRU program & reduce force by 6 FF positions when grant funding ends Waldo, Hodnett, Tozer, Winn Develop financial impact models for each option for Commission consideration for possible Nov ‘27 election Police Staffing RESOURCE IMPACT: SIGNIFICANT Best practices recommend patrol officers spend approximately 60% of their time responding to calls and 40% of their time in proactive police work. With the increased in population comes increased calls and cases, which requires additional officers. Options: • Continue to add new police positions (sworn & non-sworn) as general fund revenue allows. • Consider new voted staffing levy on same year as new fire staffing levy to hire additional police officers (5/year for 5 years) • Consider new voted staffing levy separately from fire staffing levy • Do nothing Veltkamp, Hodnett, Tozer, Winn Develop RESOURCE impact models for Commission consideration. Possible levy election Nov ‘27 3 Natural Resources: Title Description Project Team Timeframe IWRP RESOURCE IMPACT: MEDIUM Finish IWRP update and engagement for Commission review and adoption Kohtz Ongoing Cash-in Lieu of Water Rights RESOURCE IMPACT: MEDIUM Review options for CIL program Kohtz Q1-Q2 2026 WETLAND AND WATERCOUSE CODE: MEDIUM After adoption of the 2025 Wetland and Watercourse Code update, a Commission Resolution is required to establish replacement ratios for locally jurisdictional mitigation. An On-site Mitigation Guidance document would also be useful to assist development applications. Ross, Saunders, Consultant support Q1-Q2 2026 4 Housing: Title Description Project Team Timeframe Housing Program 2.0 RESOURCE IMPACT: SIGNIFICANT Fully develop Fowler Housing For Sale project including engagement, development options which include: • City act as developer • City act as partner • City sell land Fontenot Ongoing Housing Status & Reporting RESOURCE IMPACT: LOW Develop web dashboard that shows total number of units in the city at each AMI and total number of units in the development pipeline Fontenot Q1 2026 AHO For Sale RESOURCE IMPACT: LOW Complete AHO detailing For Sale housing units Fontenot/Fine Q1 2026 Regional Strategy RESOURCE IMPACT: LOW Continue work with Regional Housing Coalition for regional strategy development and implementation Fontenot/Guyer Ongoing Long term funding Strategy Develop a predictable, long-term funding strategy to support the Community Housing Program in addition to the general fund allocation. all Ongoing Emergency and Transitional Housing Maintain non-profit partnerships supporting emergency and transitional housing. all Ongoing 5 Communication & Engagement: Title Description Project Team Timeframe Consensus Program RESOURCE IMPACT: MEDIUM Test and develop a consensus program for controversial city issues • Planned for Jan/Feb for Fowler Housing Project (~$25k) • Will review outcome and discuss with Commission T. Clark and Team Q1 2026 Town-Gown 2.0 RESOURSE IMPACT: LOW – EXISTING RESOURCES Work with MSU to enhance and improve City/MSU partnership • Students as citizens • Neighborhood impacts • Rental and housing coordination • Partnerships with MSU Planning and Facilities Boards • Administrative relationship T. Clark/Kiely Ongoing CITIZEN ACADEMY RESOURCE IMPACT: MEDIUM Develop a citizens academy program to promote community education and understanding of local government processes and impacts of resources on service delivery; build pipeline of better-informed residents who could share knowledge within community and be better prepared to take on staff, board member, elected official roles • City Commission • Planning and development codes and processes • City Charter and BMC • City Services and resource allocations T. Clark, Maas and Director Team Undetermined Sharing Our Story RESOURCE IMPACT: LOW – EXISTING RESOURCES Develop Podcast, Newsletter and Video Spotlight Series • Regular Spotlight on City Services and City Employees at Commission and on social media • Quality Inside Bozeman Podcast • Newsletter T. Clark Ongoing MLUPA Engagement Framework RESOURCE IMPACT: LOW Develop MLUPA compliant engagement framework template that can be used for all projects moving forward. T. Clark, Erin G and CD Q1 2026 to be completed by MLUPA Deadline 6 City and Community Plans: Title Description Project Team Timeframe Strategic Plan RESOURCE IMPACT: UNDETERMINED Bozeman adopted its Strategic Plan in 2018. It has not been reviewed in 8 years. Possible actions include: • Keep current plan • Review and modify existing plan • Adopt new Strategic Plan • Do nothing Commission and City Staff TBD Public Works Facility Expansion RESOURCE IMPACT: SIGNIFICANT Plan for Public Works facility expansion to include vehicle/equipment/materials storage and office space for twelve Divisions. Multiple existing city-owned properties will be reviewed for development using a satellite approach to maximize operational efficiencies. Initial phase will focus on a concept design to inform a construction estimate spanning multiple funds for future budget consideration. Henderson, Ross, Kohtz, Overton, Hodnett, Waldo, and others Concept design completed by June 2026 Transportation Master Plan RESOURCE IMPACT: MEDIUM Update Bozeman’s Transportation Master Plan to plan for multi-modal transportation infrastructure upgrades and construction. This 10-yr plan update will combine the city’s Bike/Ped Gap Analysis Study, SS4A Safety Action Plan, and Operational Analysis to revise the city’s current TMP for the future transportation system of the city. Ross and Team 2026-2027 Pool and Recreation Center RESOURCE IMPACT: UNDETERMINED Decide if Bozeman wants to pursue a new aquatics center and/or recreation facility in the next 5 years CM, Overton and Commission Undetermined Senior Center RESOURCE IMPACT: UNDETERMINED Develop near, mid- and long-term plan for the Bozeman Senior Center, to include intergenerational programming needs. Current facility was designed for a community half our size, with significant mechanical system upgrades beginning FY31 in the proposed CIP. CM Office Undetermined Urban Forestry Plan RESOURCE IMPACT: UNDETERMINED Update to Bozeman Urban Forestry Management Plan to include options for managing City trees and possible updates to development codes Overton, George In Process City-Owned Facilities The City owns over fifty unique facilities that require continuous planning and investment necessary to manage life-cycle costs while meeting a wide variety of community needs. Ongoing facility condition CM Office and Team Undetermined 7 RESOURCE IMPACT: UNDETERMINED assessments (FCA) will continue to inform costs associated with maintaining current facilities, while we explore the need for new or additional facilities to meet service expectations of a growing community. Economic Vitality Plan RESOURCE IMPACT: UNDETERMINED Bozeman’s Economic Vitality plan identifies opportunities for the city to facilitate economic growth Brit and Team 2026/2027 Continued Implementation of SAFE Plan Continue implementation of Streets Are For Everyone Plan • Complete Safe Streets for All (SS4A) Safety Action Plan as supplement to Transportation Master Plan Update • Implement Citywide Neighborhood Traffic Calming Program • Begin Uncontrolled Intersection Program Ross and Crew Ongoing 8 Organizational Processes – Modernizing and Professionalizing City Services: Title Description Project Team Timeframe Review of City Development Review Processes RESOURCE IMPACT: MODERATE Evaluate City’s development review processes to identify opportunities for streamlining review without diminishing quality, while ensuring state law compliance • Talk with staff and permit applicants to determine strengths and weaknesses of current process • Identify possible improvements or process changes to address inefficiencies George, Ross and Teams TBD Review of City Advisory Boards RESOURCE IMPACT: MODERATE Review advisory board structure to determine if membership, direction and structure meets the current needs of the city • Talk with Boards, Commission, Staff and Public to assess how current structure is working • Develop report and recommendation for Commission CM Office TBD Playbook for Commission, Director, and Department Initiatives RESOURCE IMPACT: MODERATE Bozeman is a dynamic and fast-paced community, and the City of Bozeman is a dynamic and fast-paced local government. Decisions about allocating finite resources (money and human capital) require us to understand and agree on our work plans. This initiative will create a playbook that identifies the major efforts of the city to include: • Description of the initiative including definition of success • Timeframe including start and completion with milestones • Resources required for completion • Progress reporting CM Office and Director Team Q1 – Q2 2026 Assessment Methodology Review RESOURCE IMPACT: MODERATE Review City’s assessment methodologies comply with best practices • Street, Tree, Parks, etc. Hodnett TBD ERP Replacement RESOURCE IMPACT: SIGNIFICANT Plan for replacement of City’s Enterprise and Resource Planning (ERP) system. Current system is end of life and integration with different city functions is difficult. Implementation of a new ERP will allow the city to modernize systems including but not limited to budget, finance, human resources, payroll, utility billing, and permitting. Swanson, Hodnett, George, McMahan, Tozer, Esparza Ongoing 9 Parking System Financial Plan RESOURCE IMPACT: MODERATE Parking as an enterprise fund is responsible for enforcement of parking regulations throughout Bozeman, in addition to 3 parking districts, 4 surface lots and 1 parking garage. • Partner with Downtown to manage turnover and supply • Implement maintenance and capital improvements for surface lots and garage • Plan for additional parking inventory (Mid- Town, etc.) • Review lease rates and parking fines, including reconstitution of collections and tiered rate structures Define an acceptable level of service while matching resource availability to meet community expectations Henderson, Bailey Ongoing Staff Training and Professional Development RESOURCE IMPACT: MODERATE Employees promoted into supervisory positions are often not prepared with skills needed to transition from a team member to a team leader. Development of a robust in-house supervisor training program will ensure new supervisors are set up for success. HR 2026-2027 Total Compensation Study, including Bozeman Compensation Philosophy RESOURCE IMPACT: MODERATE The City competes with other local employers, including other municipalities in and out of state, for talent. Establishment of a formal compensation philosophy will provide guidance to employees, management, elected officials, and the public during budgeting and collective bargaining. HR and CM 2026-2027