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HomeMy WebLinkAbout01-27-2026- City Commission Agendas & Packet MaterialsA. Call to Order - 6:00 PM - Commission Room, City Hall, 121 North Rouse B. Pledge of Allegiance and a Moment of Silence or Mindfulness C. Changes to the Agenda D. FYI E. Commission Disclosures F. Consent F.1 Accounts Payable Claims Review and Approval (Edwards) F.2 Approve the Final Plat for the Hidden Creek Minor Subdivision and Authorize the Director of Transportation and Engineering and the Director of Community Development to Execute the Same on Behalf of the City of Bozeman, and authorize the Director of Community THE CITY COMMISSION OF BOZEMAN, MONTANA REGULAR MEETING AGENDA Tuesday, January 27, 2026 How to Participate: If you are interested in commenting in writing on items on the agenda please send an email to comments@bozeman.net or visit the Public Comment Page prior to 12:00 p.m. on the day of the meeting. At the direction of the City Commission, anonymous public comments are not distributed to the City Commission or staff. Public comments will also be accepted in-person and through video conference during the appropriate agenda items but you may only comment once per item. As always, the meeting will be recorded and streamed through the Commission's video page and available in the City on cable channel 190. For more information please contact the City Clerks' Office at 406.582.2320. This meeting will be held both in-person and also using an online video conferencing system. You can join this meeting: Via Video Conference: Click the Register link, enter the required information, and click submit. Click Join Now to enter the meeting. Via Phone: This is for listening only if you cannot watch the stream, channel 190, or attend in- person United States Toll +1 669 900 9128 Access code: 933 7244 1920 1 Development to Execute the Improvements Agreements on Behalf of the City of Bozeman, Application 25725 (Quasi-Judicial)(Garber) F.3 Authorize the City Manager to Sign a Professional Services Agreement with Stay Green Sprinklers, Inc. for Irrigation Maintenance Services in the Parks and Trails District(Canter) F.4 Authorize the City Manager to Sign a Professional Services Agreement with Advantage Spraying Services, Inc. for Landscape Maintenance Services in the Parks and Trails District(Canter) F.5 Authorize the City Manager to sign a Professional Services Agreement with DJ&A for the 2026 Urban Forest Management Plan.(Overton) F.6 Resolution to Establish Compliance with IRS Reimbursement Bond Regulations (Hodnett) F.7 Approve the Resolution Authorizing the City Manager to Sign Change Order 3 for the WRF MCC Installation Project(Heaston) F.8 Resolution for the Intent to Create a Special Improvement Lighting District 794 for Jarrett Subdivision Phase 1 Superseding Resolution 2026-04(Hodnett) F.9 Resolution for the Intent to Create a Special Improvement Lighting District 795 for SRX II(Hodnett) G. Public Comment on Non-agenda Items Falling Within the Purview and Jurisdiction of the Commission H. Special Presentation H.1 Child Connect Presentation(Fontenot / Sproles ) I. Action Items I.1 Authorize the City Manager to Sign a Professional Services Agreement with PORT Architecture and Urbanism, LLC for the Bozeman Creek Vision Plan(Henderson) J. FYI / Discussion K. Adjournment This is the time to comment on any matter falling within the scope of the Bozeman City Commission. There will also be time in conjunction with each agenda item for public comment relating to that item but you may only speak once per topic. Please note, the City Commission cannot take action on any item which does not appear on the agenda. All persons addressing the City Commission shall speak in a civil and courteous manner and members of the audience shall be respectful of others. Please state your name, and state whether you are a resident of the city or a property owner within the city in an audible tone of voice for the record and limit your comments to three minutes. Written comments can be located in the Public Comment Repository. City Commission meetings are open to all members of the public. If you have a disability that 2 requires assistance, please contact our ADA Coordinator, David Arnado, at 406.582.3232. Commission meetings are televised live on cable channel 190 and streamed live on our Meeting Videos Page. 3 Memorandum REPORT TO:City Commission FROM:Rhonda Edwards, Accounts Payable Clerk Serena Axelson, Accounts Payable Clerk Aaron Funk, City Controller Melissa Hodnett, Finance Director SUBJECT:Accounts Payable Claims Review and Approval MEETING DATE:January 27, 2026 AGENDA ITEM TYPE:Finance RECOMMENDATION:The City Commission is recommended to make a motion and approve payment of claims as presented. STRATEGIC PLAN:7.5. Funding and Delivery of City Services: Use equitable and sustainable sources of funding for appropriate City services, and deliver them in a lean and efficient manner. BACKGROUND:Montana Code Annotated, Section 7-6-4301 requires claims to be presented to the City Commission within one year of the date the claims accrued. Claims presented to the City Commission under this item have been reviewed and validated by the Finance Department. The Department has ensured that all goods and services have been received along with necessary authorizations and supporting documentation. Please provide approval for checks dated January 28, 2026. UNRESOLVED ISSUES:None ALTERNATIVES:The City Commission could decide not to approve these claims or a portion of the claims presented. This alternative is not recommended as it may result in unbudgeted late fees assessed against the City. FISCAL EFFECTS:The total amount of the claims to be paid is presented at the bottom of the Expenditure Approval List posted on the City’s website at https://www.bozeman.net/departments/finance/purchasing. Report compiled on: August 21, 2024 4 Memorandum REPORT TO:City Commission FROM:Danielle Garber, Senior Planner Brian Krueger, Development Review Manager Rebecca Harbage, Deputy Director of Community Development Erin George, Director of Community Development SUBJECT:Approve the Final Plat for the Hidden Creek Minor Subdivision and Authorize the Director of Transportation and Engineering and the Director of Community Development to Execute the Same on Behalf of the City of Bozeman, and authorize the Director of Community Development to Execute the Improvements Agreements on Behalf of the City of Bozeman, Application 25725 (Quasi-Judicial) MEETING DATE:January 27, 2026 AGENDA ITEM TYPE:Community Development - Quasi-Judicial RECOMMENDATION: Having Reviewed and Considered the Memorandum, Application and Submitted Materials, I Hereby Adopt the Findings Presented in the Memorandum for Application 25725 and Approve the Hidden Creek Minor Subdivision Final Plat and Authorize the Director of Transportation and Engineering, and Director of Community Development to Execute the Same on Behalf of the City of Bozeman STRATEGIC PLAN:4.2 High Quality Urban Approach: Continue to support high-quality planning, ranging from building design to neighborhood layouts, while pursuing urban approaches to issues such as multimodal transportation, infill, density, connected trails and parks, and walkable neighborhoods. BACKGROUND: On October 7, 2025, the Bozeman City Commission conducted their review of the Preliminary Plat application for the Hidden Creek Minor Subdivision, application 24533, and voted unanimously to approve the preliminary plat application. The findings of fact for the preliminary plat application may be found in the Public Folder for project 24533 . The Applicant made application to the City of Bozeman Department of Community Development for Final Plat review for the Hidden Creek Minor Subdivision to create 4 lots, and all associated easements and rights of way on 9.824 acres. The County Treasurer has certified that all real property taxes and special assessments assessed and levied on the land to subdivide have been paid. 5 Development Review Committee staff has concluded that all terms and conditions of the preliminary plat approval have been met, and a digital copy of the final plat is attached. Improvements Agreements are required for final plat approval of this subdivision. One improvements agreement is required for this subdivision for the following non-financially guaranteed improvements. The following improvements are detailed on page 1 of the plat. Public Improvements Street extension of Oak Park Drive Water Main Improvements to Juniper Street South side sidewalk Stormwater inlet and infiltration facility Streetlight Type B Crosswalk Private Improvements Public access sidewalk, east-west through Lot 1 Public access sidewalk, south to Durston through Lot 2 and Rest Home parking lot reconfiguration 20-foot wide emergency gravel access within the Oak Park Drive easement All guaranteed improvements must be installed within eighteen (18) months of the filing of the final plat and per the terms outlined in the improvements agreement. UNRESOLVED ISSUES:None ALTERNATIVES:None suggested FISCAL EFFECTS: Fiscal impacts are undetermined at this time, but will include increased property tax revenues from new development, along with increased costs to deliver municipal services to the property. Attachments: 25725 Hidden Creek Final Plat.pdf Report compiled on: January 15, 2026 6 SHEET 01/14/2026 FIELD: DRAWN: CHECKED: DATE: PROFESSIONAL ENGINEERS & SURVEYORS www.seaeng.com STAHLY ENGINEERING & ASSOCIATES HELENA Phone:(406)442-8594 CODY Phone:(307)509-5541 851 BRIDGER DR. STE 1 BOZEMAN, MT 59715 Phone:(406)522-9526 BILLINGS Phone:(406)601-4055 GRID NORTHUPON A TRACT OF LAND KNOWN AS TRACT B OF CERTIFICATE OF SURVEY NUMBER 2439LOCATED WITHIN A PORTION OF THE SOUTHWEST ONE QUARTER OF SECTION 1, TOWNSHIP 2 SOUTH, RANGE 5 EAST, PRINCIPAL MERIDIAN MONTANACITY OF BOZEMAN, GALLATIN COUNTY, MONTANAFINAL PLAT - CERTIFICATESHIDDEN CREEK MINOR SUBDIVISION NO. ________ 1 OF 3 J. PUGH J. PUGH C. POOL FINAL PLAT - CERTIFICATES ···· · · · · · · · · ·· ·· ·· ·· HIDDEN CREEK MINOR SUBDIVISION NO. ___________ 7 S88°34'50"E 200.35'S00°17'21"W 1299.93'N88°39'39"W 328.97'S00°14'28"W 1298.02'S88°59'50"E 330.03'S88°59'50"E 232.92'S88°59'50"E 329.99' N88°39'39"W 199.38'S00°22'07"W 738.87'MATHESON WAY (30' ROW)LOT 15.165 ac4.589 ac (net) LOT 3 0.184 ac LOT 4 0.427 ac LOT 2 4.048 ac 3.708 ac (net) 20.00' 20.00'30.00'45.00'10.00' 10.00'10.00'30.00'10.00'S01°42'40"E30.03' 10.00' 8.00' 13.00' 7.00' 7.00' 13.00' 10.00' 33.00' 33.00' DURSTON ROAD 560.76' 199.82'45.01'N88°39'39"W 199.32'45.01'N88°39'39"W 329.01'45.01'45.01'494.34' 487.21' 765.80'N89°44'29"W104.00'N00°17'21"E77.00'N89°44'34"W 104.00'S00°17'21"W77.00'N00°17'21"E200.00'S89°44'25"E 93.00' N89°44'29"W 93.00'S00°17'21"W200.00'S89°54'12"E 329.36' S88°59'50"E 120.05' 33.00'296.36' 297.03'33.00'106.64'53.50'323.97'30.00'OAK PARK DRIVE12.00' 20.00' 10.00' 30.00'20' Sanitary SewerEasement per Plat J-385 15' Pedestrian Easement per Plat J-385 10.00'JUNIPER STREET 30.00'10.00' 10.00' 10.00' N88°39'39"W 371.23' (M) (R) Found PLSS 1/4 Corner AC in Monunment Box (Illegible) Found 5 8" rebar with YPC "9518ES" or as noted Set 18" x 58" rebar with 2" AC "PUGH" 15626LS Set 18" x 5 8" rebar with Orange Plastic Cap "PUGH" 15626 LS Aluminum Survey Cap Orange Plastic Survey Cap Reference Monument Measured Record Witness Corner AC OPC LEGEND RM Lot Line Street ROW Easement Irrigation Easement Utility Easement Easement Line (As Described) WC 1 5.165 4.048 0.427 9.824 0.184 0.340 HIDDEN CREEK MINOR SUBDIVISION AREA TABLE LOT 0.576 GROSS AREA (ACRES) LESS ROW ESMT (ACRES) NET AREA (ACRES) 4.589 3.708 NONE NONE 0.427 0.184 8.9080.916 2 3 4 TOTAL BASIS OF BEARING: RMTCRS LDP "BOBCAT IFT" NAD83(2011) EPSG: 7126 GLOBAL REFERENCE EPOCH 2010 ESTABLISHED USING SURVEY GRADE GNSS RECEIVERS AND LOCAL CONTROL INFORMATION DERIVED USING MTSRN AT: NORTH LATITUDE: 45°41'21.69612" WEST LONGITUDE: 111°03'17.36162" EL. HEIGHT: 4734.43' NORTHING = 123,657.0001 EASTING = 377,975.6701 GND ELEV. = 4770.54 VERTICAL DATUM: NAVD88 (GEOID12A-CONUS) MERIDIAN CONVERGENCE ANGLE: 0°08'28" SHEET 2 OF 3 01/14/2026 J. PUGH J. PUGH C. POOL FIELD: DRAWN: CHECKED: DATE: PROFESSIONAL ENGINEERS & SURVEYORS www.seaeng.com STAHLY ENGINEERING & ASSOCIATES HELENA Phone:(406)442-8594 CODY Phone:(307)509-5541 851 BRIDGER DR. STE 1 BOZEMAN, MT 59715 Phone:(406)522-9526 BILLINGS Phone:(406)601-4055 FINAL PLAT - LOTS UPON A TRACT OF LAND KNOWN AS TRACT B OF CERTIFICATE OF SURVEY NUMBER 2439LOCATED WITHIN A PORTION OF THE SOUTHWEST ONE QUARTER OF SECTION 1, TOWNSHIP 2 SOUTH, RANGE 5 EAST, PRINCIPAL MERIDIAN MONTANACITY OF BOZEMAN, GALLATIN COUNTY, MONTANAFINAL PLAT - LOTSHIDDEN CREEK MINOR SUBDIVISION NO. ________ HIDDEN CREEK MINOR SUBDIVISION NO. ___________ · · ·GRID NORTH8 SHEET 3 OF 3 01/14/2026 J. PUGH J. PUGH C. POOL FIELD: DRAWN: CHECKED: DATE: PROFESSIONAL ENGINEERS & SURVEYORS www.seaeng.com STAHLY ENGINEERING & ASSOCIATES HELENA Phone:(406)442-8594 CODY Phone:(307)509-5541 851 BRIDGER DR. STE 1 BOZEMAN, MT 59715 Phone:(406)522-9526 BILLINGS Phone:(406)601-4055 FINAL PLAT - CONDITIONS OF APPROVAL UPON A TRACT OF LAND KNOWN AS TRACT B OF CERTIFICATE OF SURVEY NUMBER 2439LOCATED WITHIN A PORTION OF THE SOUTHWEST ONE QUARTER OF SECTION 1, TOWNSHIP 2 SOUTH, RANGE 5 EAST, PRINCIPAL MERIDIAN MONTANACITY OF BOZEMAN, GALLATIN COUNTY, MONTANAFINAL PLAT - CONDITIONS OF APPROVALHIDDEN CREEK MINOR SUBDIVISION NO. ________ HIDDEN CREEK MINOR SUBDIVISION NO. ___________ HIDDEN CREEK MINOR SUBDIVISION PARKLAND DEDICATION AND IMPROVEMENTS-IN-LIEU TRACKING TABLE FOR LOTS 3 AND 4 ONLY NET RESIDENTIAL LAND AREA (ACRES) REQUIRED PARKLAND UP TO 8 DU/AC ON REMU LOTS (ACRES) PROVIDED PARKLAND - GROSS (ACRES) PROVIDED PARKLAND - QUALIFYING (ACRES) BALANCE ACREAGE (ACRES) EQUIVALENT CASH OR IMPROVEMENTS-IN-LIEU OWED CASH OR IMPROVEMENTS-IN-LIEU OWED FOR 8-12 DU/AC ON RESIDENTIAL LOTS (ACRES) EQUIVALENT CASH OR IMPROVEMENTS-IN-LIEU OWED PARKLAND APPRAISAL VALUE ($ PER SF) TOTAL CASH OR IMPROVEMENTS-IN-LIEU OWED VALUE OF IMPROVEMENTS-IN-LIEU PROPOSED 0.611 ACRES 0.147 ACRES SHORTAGE OF 0.147 ACRES $8,461 0 ACRES 0 ACRES 0.073 ACRES $16,923 $2.65 $25,384 $0 PARKLAND DEDICATION NOTES: 1.LOT 1 IS EXEMPT FROM PARKLAND DEDICATION AT FINAL PLAT SINCE IT IS OVER 5 ACRES. 2.LOT 2 IS AN EXISTING REST HOME AND DOES NOT REQUIRE PARKLAND DEDICATION. 3.THE VALUATION USED FOR CALCULATING THE CILP AMOUNT DUE WILL BE THE VALUATION IN EFFECT AT THE TIME AN APPLICATION FOR FINAL PLAT OR FINAL PLAN APPROVAL IS COMPLETE. THE APPLICANT MUST UPDATE THE PARKLAND TRACKING TABLE TO REFLECT THE APPRAISAL VALUE IN EFFECT AT THE TIME OF FINAL PLAT APPLICATION OR FINAL PLAN. 9 Memorandum REPORT TO:City Commission FROM: Katie Canter, Contracts and Sports Parks Coordinator Mitch Overton, Parks and Recreation Director SUBJECT: Authorize the City Manager to Sign a Professional Services Agreement with Stay Green Sprinklers, Inc. for Irrigation Maintenance Services in the Parks and Trails District MEETING DATE:January 27, 2026 AGENDA ITEM TYPE:Agreement - Vendor/Contract RECOMMENDATION:Authorize the City Manager to Sign a Professional Services Agreement with Stay Green Sprinklers, Inc. for Irrigation Maintenance Services in the Parks and Trails District. STRATEGIC PLAN:6.5 Parks, Trails & Open Space: Support the maintenance and expansion of an interconnected system of parks, trails and open spaces. BACKGROUND: On June 1, 2020, the Bozeman City Commission approved Resolution 5180 creating the Bozeman Parks and Trails Special District (District). To accomplish the District objectives the City developed a multi-year District implementation plan designed to achieve steady calculated increases in level of service standards and sustainable maintenance practices in all City Parks. Beginning July 1, 2020 City’s Parks and Recreation Department assumed full responsibility for all of the District’s designated park properties including the addition of 235 acres of park land located within subdivision parks previously maintained by home owners/community associations. To address the maintenance required in the new District the City established contracts for professional services with qualified contractors. In February 2021, the Parks and Recreation Department conducted a request for proposals process to acquire professional services required to maintain parks irrigation systems in the District. The Professional Services Contract for irrigation maintenance services established in 2021 expires in 2026. In October 2025, the Parks and Recreation Department conducted a request for proposals process to acquire professional services required to maintain parks irrigation systems in the District to begin spring 2026. After careful evaluation and review, Stay Green Sprinklers Inc. was determined to be the most qualified vendor for 10 Parks and Trails District Irrigation Maintenance Services. Stay Green Sprinklers Inc. has demonstrated the ability to provide comprehensive irrigation maintenance services for the City’s Parks and Trails District and will continue to complete services as defined and described in Exhibit A: Scope of Services and Exhibit B: Quote for Irrigation Maintenance services beginning in spring of 2026. UNRESOLVED ISSUES:None ALTERNATIVES:As suggested by the City Commission. FISCAL EFFECTS: Funding is currently allocated for this maintenance within the FY26 and FY27 budget in the Parks and Trails District Maintenance Fund account. Attachments: Exhibit A Scope of Services.pdf Exhibit B Irrigation Maintenance Service Rates.pdf PSA Stay Green Sprinklers Inc. Irrigation Services.pdf Report compiled on: January 12, 2026 11 Page 1 of 13 REQUEST FOR PROPOSALS (RFP) PARKS & TRAILS DISTRICT IRRIGATION MAINTENACE SERVICES CITY OF BOZEMAN Bozeman, MT City of Bozeman PO Box 1230 Bozeman, MT 59771-1230 October 2025 Exhibit A 12 maintained for the benefit of the city and its residents. The selected contractor will begin work in April of 2026 and continue services through the completion of the summer season at the end of October 2026. The routine services will be conducted for approximately a 30 week period in total or approximately 7 months per year. III.SCOPE OF SERVICES If selected, a contractor will provide the City with professional expertise to successfully implement the proposed scope of services. The City has provided a summary of the basic maintenance components and site locations to assist in understanding the tasks and maintenance services desired. Specifications are general in nature and not intended to encompass all the projects complexity. Contractor shall become familiar with the specified locations and the needs of each facility to best determine their ability to complete the described maintenance specifications. Additional tasks and work elements may be inserted into the scope of services during contract negotiations with the selected firm. It is also possible that tasks or elements could be removed during negotiations or not included in an initial contract because of regulatory uncertainty, budget limitations, contracting strategy or any combination thereof. Proposals must clearly identify any elements of the proposed scope of services that would not be provided by the prime contractor. Any sub-contractors which comprise the respondent team must be identified along with a description of past working history between the firms. The scope of services includes: 1.Contractor shall be responsible for completion of site-specific irrigation system and maintenance services identified and described in Appendix D: Park location Maps. 2.Contractor proposals shall include cost associated with delivery of tasks described in Appendix C: Maintenance Schedule Irrigation and Additional Services listed to be considered for proposal award. 3.Contractor shall provide a fixed cost per item for all services at the frequency designated/described in Appendix C: Maintenance Schedule Irrigation. Services requested for Maintenance Schedule include: a.Irrigation System Startup b.Irrigation System Winterization 4.Contractor shall provide a fixed hourly rate for services described in Appendix C: Maintenance Schedule Irrigation. Additional Services requested include: a.Irrigation System miscellaneous maintenance (Labor Only) Exhibit A 13 b.System programming for routine sprinkler cycles (Labor Only) c.Repair/Replacement of irrigation system components (Labor Only) 5.The final scope of services may change and will be contained in a professional services agreement to be executed by the City and the selected Contractor. Contractor proposals shall include additional explanation if items costs are excluded from the scope of services provided. Landscape services/maintenance are not included in this RFP and will be contracted separately. Exhibit A 14 PARK NAME LOCATION: VALLEY COMMONS Fallon St. & Ginella Way (Vacant land)1x/year $1x/year $ LOYAL GARDENS SUB PARK S. Cottonwood Rd. to Golden Gate Ave. & South of Loyal Dr.1x/year $1x/year $ VALLEY WEST PARK Durston Rd. to Babcock St. & Kimball Ave. to N. Cottonwood Rd.1x/year $1x/year $ NORTON EAST RANCH SUB PARK Babcock St. to Fallon & S. Eldorado to Waterlily Dr.1x/year $1x/year $ BAXTER MEADOWS (Master) PH. 1-3 Kimberwicke St. to Baxter &Vaquero Pkwy. to Harper Puckett Rd.1x/year $1x/year $ BAXTER MEADOWS PH. 1 PARK 1-2 Equestrian Ln. to Baxter Ln. & Vaquero Pkwy. To Ferguson Ave.1x/year $1x/year $ FLANDERS CREEK SUBDIVISION PARK 1-3 Annie St. to Durston Rd. & Flanders Creek Ave. to Twin Lakes Ave.1x/year $1x/year $ TRADITIONS SUB PHASE 1 PARK 1-4 & 8 Sherwood Way to Glenwood Dr. & Flanders Creek Ave to Abigail Ln.1x/year $1x/year $ DIAMOND ESTATES PUBLIC PARK Oak St. & Agate Ave. Road buffer at Oak & detention pond Area.1x/year $1x/year $ OAK SPRINGS PARK N. Ferguson Ave. to Yellowstone Ave. & Renova Ln. to Annie St.1x/year $1x/year $ DIAMOND PARK Ferguson Ave. to Flanders Mill Rd. & Oak St. to Tanzanite Dr.1x/year $1x/year $ WESTBROOK SUB PUBLIC PARK 1-2 Annie St. to Durston Rd. & Rosa Way to Loxley Dr.1x/year $1x/year $ THE LAKES AT VALLEY WEST PARK Westmorland Dr. to Vahl Way to N. Laurel Pkwy. Adjcent to Bronken Sports Park.1x/year $1x/year $ SUNDANCE PUBLIC PARK Caballo Ave. to Davis Ln. & Galloway St. to Baxter Ln.1x/year $1x/year $ BOULDER CREEK PARK 1-2 Glenellen Dr. to Annie St. & Laurel Pkwy. To Abigail Ln.1x/year $1x/year $ ANNIE ST & COTTAGE PARK LN Small L shaped property corner of Annie St. & Cottage Park Ln.1x/year $1x/year $ COTTAGE PARK LN Small property Cottage Park Ln. and Hanson St.1x/year $1x/year $ FLANDERS MILL Roundabout Park Broken Spur Dr. and Harvest Pkwy 1x/year $1x/year $ FERGUSON MEADOWS PARK 2-4 N Ferguson Ave & Durston Rd.1x/year $1x/year $ Per Hour Rates $ $ $ Appendix C: Maintenance Schedule (IRRIGATION)IRRIGATION SYSTEM STARTUP: IRRIGATION SYSTEM WINTERIZATION:ADDITIONAL COMMENTSParks System programming for routine sprinkler cycles (Labor Only) Repair/replacement of irrigation system components (Labor Only) Service ADDITIONAL COMMENTS Additional Services: Fixed Per Hour Rates Irrigation System labor for miscellaneous maintenance (Labor Only) Exhibit A 15 PARK NAME LOCATION: CATTAIL CREEK PARKS A & B Park A: Blackbird Dr. to Warbler Way & South to Cattail St. Park B: Catron St. to Cattail St. & Blackbird Dr. to Warbler Way.1x/year $1x/year $ CATTAIL CREEK PARK PHASE 3 Catron St. to Catamount & Blackbird Dr. to Warbler Way.1x/year $1x/year $ SANDAN PARK Downy Ln. to Savannah St. & Fen Way to Blackbird Dr.1x/year $1x/year $ HARVEST CREEK PARK 1-4 W. Oak St. to Durston Rd. & Springbrook Ave. to to N. 27th Ave.1x/year $1x/year $ BAXTER SQUARE PARK Corner of Sartain St. and Renee Way & Baxter Ln. to Sartain St.1x/year $1x/year $ WEST WINDS PARK (ALL PHASES)Oak St. to Baxter Ln. & Davis Ln. to 27th Ave.1x/year $1x/year $ LEGENDS AT BRIDGER CREEK PARK 1 North of Pinicle Star St.1x/year $1x/year $ LEGENDS AT BRIDGER CREEK PARK 2 Boyland Rd. W. of Pinicle Star St.1x/year $1x/year $ CATTAIL LAKE PARK East of Davis Ln. on Troutmeadow Rd. & Blackbird Dr.1x/year $1x/year $ ML ALDERSON PARK S. Cottonwood Dr. & W. Garfield 1x/year $1x/year $ ENTERPRISE/LERNER Enterprise Blvd & W. Graf St.1x/year $1x/year $ SOUTHBRIDGE PARK/SHADY LN S. 19th Ave. & Southbridge Ln.1x/year $1x/year $ MEADOW CREEK PARK/AINSWORTH S. 30th Ave. & Meha Ln. and S of W Graf to Blackwood Rd 1x/year $1x/year $ KNOLLS PARK (S UNIVERSITY DISTRICT)Josephine Dr. & Kenyon Dr.1x/year $1x/year $ ALDER CREEK PARK S. 3rd Ave, 11th Ave. Alder Creek 1x/year $1x/year $ GRAN CIELO PARK Off Graf Between 30th Ave. and 1x/year $1x/year $ 1x/year $1x/year $ 1x/year $1x/year $ 1x/year $1x/year $ 1x/year $1x/year $ Appendix C: Maintenance Schedule (IRRIGATION)IRRIGATION SYSTEM STARTUP: IRRIGATION SYSTEM ADDITIONAL COMMENTSParks Exhibit A 16 CITY OF BOZEMAN BOUNDARY/TOPOGRAPHIC MAP Appendix D: Park Location and Maps MAP/ LOCATION : OVERVIEW LK 1/21 PARKS MAINTENANCE ZONE 1-3 MAP Exhibit A 17 October 24, 2025 City of Bozeman PO Box 1230 Bozeman, MT 59771-1230 RE: RFP Parks & Trails District Irrigation Maintenance Services A.Title Page Information: Company: Stay Green Sprinklers, Inc Individuals: Jason and Heather Wood Address: PO BOX 10461 Bozeman, MT 59719 Contact Information: Jason: 406-570-9223 jason@staygreensprinklers.com Heather: 406-581-1310 heather@staygreensprinklers.com Thank you for allowing us the opportunity to earn your business. Please don’t hesitate to contact us with any questions. We are an accredited business through the Better Business Bureau with an A+ rating. We have been a Montana Registered Contractor since 2002. We are a Rainbird Select Contractor, which means that Rainbird Corporation recognizes us as an elite company with high standards for quality and professionalism. Exhibit B 18 PARK NAME LOCATION: VALLEY COMMONS Fallon St. & Ginella Way (Vacant land)1x/year $95.00 1x/year $95.00 LOYAL GARDENS SUB PARK S. Cottonwood Rd. to Golden Gate Ave. & South of Loyal Dr.1x/year $600.00 1x/year $600.00 VALLEY WEST PARK Durston Rd. to Babcock St. & Kimball Ave. to N. Cottonwood Rd.1x/year $800.00 1x/year $800.00 NORTON EAST RANCH SUB PARK Babcock St. to Fallon & S. Eldorado to Waterlily Dr.1x/year $1,800.00 1x/year $1,800.00 BAXTER MEADOWS (Master) PH. 1-3 Kimberwicke St. to Baxter &Vaquero Pkwy. to Harper Puckett Rd.1x/year $830.00 1x/year $830.00 BAXTER MEADOWS PH. 1 PARK 1-2 Equestrian Ln. to Baxter Ln. & Vaquero Pkwy. To Ferguson Ave.1x/year $300.00 1x/year $300.00 FLANDERS CREEK SUBDIVISION PARK 1-3 Annie St. to Durston Rd. & Flanders Creek Ave. to Twin Lakes Ave.1x/year $375.00 1x/year $375.00 TRADITIONS SUB PHASE 1 PARK 1-4 & 8 Sherwood Way to Glenwood Dr. & Flanders Creek Ave to Abigail Ln.1x/year $500.00 1x/year $500.00 DIAMOND ESTATES PUBLIC PARK Oak St. & Agate Ave. Road buffer at Oak & detention pond Area.1x/year $200.00 1x/year $200.00 OAK SPRINGS PARK N. Ferguson Ave. to Yellowstone Ave. & Renova Ln. to Annie St.1x/year $600.00 1x/year $600.00 DIAMOND PARK Ferguson Ave. to Flanders Mill Rd. & Oak St. to Tanzanite Dr.1x/year $425.00 1x/year $425.00 WESTBROOK SUB PUBLIC PARK 1-2 Annie St. to Durston Rd. & Rosa Way to Loxley Dr.1x/year $425.00 1x/year $425.00 THE LAKES AT VALLEY WEST PARK Westmorland Dr. to Vahl Way to N. Laurel Pkwy. Adjcent to Bronken Sports Park.1x/year $650.00 1x/year $650.00 SUNDANCE PUBLIC PARK Caballo Ave. to Davis Ln. & Galloway St. to Baxter Ln.1x/year $225.00 1x/year $225.00 BOULDER CREEK PARK 1-2 Glenellen Dr. to Annie St. & Laurel Pkwy. To Abigail Ln.1x/year $350.00 1x/year $350.00 ANNIE ST & COTTAGE PARK LN Small L shaped property corner of Annie St. & Cottage Park Ln.1x/year $75.00 1x/year $75.00 COTTAGE PARK LN Small property Cottage Park Ln. and Hanson St.1x/year $150.00 1x/year $150.00 FLANDERS MILL Roundabout Park Broken Spur Dr. and Harvest Pkwy 1x/year $250.00 1x/year $250.00 FERGUSON MEADOWS PARK 2-4 N Ferguson Ave & Durston Rd.1x/year $200.00 1x/year $200.00 Per Hour Rates $90.00 $90.00 $90.00 *this includes Annie St & Cottage Park Lane ADDITIONAL COMMENTS Additional Services: Fixed Per Hour Rates Irrigation System labor for miscellaneous maintenance (Labor Only) System programming for routine sprinkler cycles (Labor Only) Repair/replacement of irrigation system components (Labor Only) Service Appendix C: Maintenance Schedule (IRRIGATION)IRRIGATION SYSTEM STARTUP: IRRIGATION SYSTEM WINTERIZATION:ADDITIONAL COMMENTSParks Exhibit B 19 PARK NAME LOCATION: CATTAIL CREEK PARKS A & B Park A: Blackbird Dr. to Warbler Way & South to Cattail St. Park B: Catron St. to Cattail St. & Blackbird Dr. to Warbler Way.1x/year 525 1x/year $525.00 CATTAIL CREEK PARK PHASE 3 Catron St. to Catamount & Blackbird Dr. to Warbler Way.1x/year 1200 1x/year $ 1,200.00 SANDAN PARK Downy Ln. to Savannah St. & Fen Way to Blackbird Dr.1x/year 410 1x/year $410.00 HARVEST CREEK PARK 1-4 W. Oak St. to Durston Rd. & Springbrook Ave. to to N. 27th Ave.1x/year 1450 1x/year $ 1,450.00 BAXTER SQUARE PARK Corner of Sartain St. and Renee Way & Baxter Ln. to Sartain St.1x/year 300 1x/year $300.00 WEST WINDS PARK (ALL PHASES)Oak St. to Baxter Ln. & Davis Ln. to 27th Ave.1x/year 1500 1x/year $ 1,500.00 LEGENDS AT BRIDGER CREEK PARK 1 North of Pinicle Star St.1x/year 200 1x/year $200.00 LEGENDS AT BRIDGER CREEK PARK 2 Boyland Rd. W. of Pinicle Star St.1x/year 400 1x/year $400.00 CATTAIL LAKE PARK East of Davis Ln. on Troutmeadow Rd. & Blackbird Dr.1x/year 525 1x/year $525.00 ML ALDERSON PARK S. Cottonwood Dr. & W. Garfield 1x/year 425 1x/year $425.00 ENTERPRISE/LERNER Enterprise Blvd & W. Graf St.1x/year 425 1x/year $425.00 SOUTHBRIDGE PARK/SHADY LN S. 19th Ave. & Southbridge Ln.1x/year 465 1x/year $465.00 MEADOW CREEK PARK/AINSWORTH S. 30th Ave. & Meha Ln. and S of W Graf to Blackwood Rd 1x/year 200 1x/year $200.00 KNOLLS PARK (S UNIVERSITY DISTRICT)Josephine Dr. & Kenyon Dr.1x/year 480 1x/year $480.00 ALDER CREEK PARK S. 3rd Ave, 11th Ave. Alder Creek 1x/year 1625 1x/year $ 1,625.00 GRAN CIELO PARK Off Graf Between 30th Ave. and 1x/year 585 1x/year $585.00 1x/year $1x/year $ 1x/year $1x/year $ 1x/year $1x/year $ 1x/year $1x/year $ Appendix C: Maintenance Schedule (IRRIGATION)IRRIGATION SYSTEM STARTUP: IRRIGATION SYSTEM ADDITIONAL COMMENTSParks Exhibit B 20 Attachment A NONDISCRIMINATION AND EQUAL PAY AFFIRMATION ____________________________________(name of entity submitting) hereby affirms it will not discriminate on the basis of race, color, religion, creed, sex, age, marital status, national origin, or because of actual or perceived sexual orientation, gender identity or disability and acknowledges and understands the eventual contract will contain a provision prohibiting discrimination as described above and this prohibition on discrimination shall apply to the hiring and treatments or proposer’s employees and to all subcontracts. In addition, ____________________________________(name of entity submitting) hereby affirms it will abide by the Equal Pay Act of 1963 and Section 39-3-104, MCA (the Montana Equal Pay Act), and has visited the State of Montana Equal Pay for Equal Work “best practices” website, https://equalpay.mt.gov/BestPractices/Employers, or equivalent “best practices publication and has read the material. ______________________________________ Name and title of person authorized to sign on behalf of submitter Exhibit B 21 Professional Services Agreement for Irrigation Maintenance Services FY 2026 – FY 2027 Page 1 of 11 PROFESSIONAL SERVICES AGREEMENT THIS AGREEMENT is made and entered into this 27th day of January, 2026 (“Effective Date”), by and between the CITY OF BOZEMAN, MONTANA, a self-governing municipal corporation organized and existing under its Charter and the laws of the State of Montana, 121 North Rouse Street, Bozeman, Montana, with a mailing address of PO Box 1230, Bozeman, MT 59771, hereinafter referred to as “City,” and, Stay Green Sprinklers, Inc., PO Box 10461, Bozeman, MT 59719, hereinafter referred to as “Contractor.” The City and Contractor may be referred to individually as “Party” and collectively as “Parties.” In consideration of the mutual covenants and agreements herein contained, the receipt and sufficiency whereof being hereby acknowledged, the parties hereto agree as follows: 1. Purpose: City agrees to enter this Agreement with Contractor to perform for City services described in the Scope of Services attached hereto as Exhibit A and by this reference made a part hereof. 2. Term/Effective Date: This Agreement is effective upon the Effective Date and will expire on the 27th day of January, 2027, unless earlier terminated in accordance with this Agreement. 3. Scope of Services: Contractor will perform the work and provide the services in accordance with the requirements of the Scope of Services. For conflicts between this Agreement and the Scope of Services, unless specifically provided otherwise, the Agreement governs. 4. Payment: City agrees to pay Contractor the amount specified in the Appendix C Maintenance Schedule (IRRIGATION) attached hereto as Exhibit B. Any alteration or deviation from the described services that involves additional costs above the Agreement amount will be performed by Contractor after written request by the City, and will become an additional charge over and above the amount listed in the Scope of Services. The City must agree in writing upon any additional charges. 5. Contractor’s Representations: To induce City to enter into this Agreement, Contractor makes the following representations: a. Contractor has familiarized itself with the nature and extent of this Agreement, the Scope of Services, and with all local conditions and federal, state and local laws, ordinances, rules, and regulations that in any manner may affect cost, progress or performance of the Scope of Services. 22 Professional Services Agreement for Irrigation Maintenance Services FY 2026 – FY 2027 Page 2 of 11 b. Contractor represents and warrants to City that it has the experience and ability to perform the services required by this Agreement; that it will perform the services in a professional, competent and timely manner and with diligence and skill; that it has the power to enter into and perform this Agreement and grant the rights granted in it; and that its performance of this Agreement shall not infringe upon or violate the rights of any third party, whether rights of copyright, trademark, privacy, publicity, libel, slander or any other rights of any nature whatsoever, or violate any federal, state and municipal laws. The City will not determine or exercise control as to general procedures or formats necessary to have these services meet this warranty. 6. Independent Contractor Status/Labor Relations: The parties agree that Contractor is an independent contractor for purposes of this Agreement and is not to be considered an employee of the City for any purpose. Contractor is not subject to the terms and provisions of the City’s personnel policies handbook and may not be considered a City employee for workers’ compensation or any other purpose. Contractor is not authorized to represent the City or otherwise bind the City in any dealings between Contractor and any third parties. Contractor shall comply with the applicable requirements of the Workers’ Compensation Act, Title 39, Chapter 71, Montana Code Annotated (MCA), and the Occupational Disease Act of Montana, Title 39, Chapter 71, MCA. Contractor shall maintain workers’ compensation coverage for all members and employees of Contractor’s business, except for those members who are exempted by law. Contractor shall furnish the City with copies showing one of the following: (1) a binder for workers’ compensation coverage by an insurer licensed and authorized to provide workers’ compensation insurance in the State of Montana; or (2) proof of exemption from workers’ compensation granted by law for independent contractors. Contractor shall post a legible statement of all wages and fringe benefits to be paid to the Contractor’s employees and the frequency of such payments (i.e., hourly wage employees shall be paid weekly). Such posting shall be made in a prominent and accessible location at the Contractor’s normal place of business and shall be made no later than the first day of services provided under this Agreement. Such posting shall be removed only upon expiration or termination of this Agreement. In performing the services under this Agreement, Contractor shall give preference to the employment of bona fide residents of Montana, as required by §18-2-403, MCA, as such term is defined by §18-2-401(1), MCA. When making assignments of work, Contractor shall use workers both skilled in their trade and specialized in their field of work for all work to which they are assigned. Pursuant to §§18-2-403 and 18-2-422, MCA, Contractor shall pay wages, fringe benefits, and expenses, including travel allowances as set forth in the current Montana Prevailing Wage Rate for Non Construction Services in effect and applicable to Gallatin County, Montana, which schedule is 23 Professional Services Agreement for Irrigation Maintenance Services FY 2026 – FY 2027 Page 3 of 11 incorporated herein. Contractor shall pay all hourly wage employees on a weekly basis. Violation of the requirements set forth in the above State of Montana schedule of prevailing wage rates may subject the Contractor to the penalties set forth in §18-2-407, MCA. Contractor shall maintain payroll records during the term of this Agreement and for a period of three (3) years following termination of this Agreement. The Contractor shall ensure that any person, firm or entity performing any portion of the services under this Agreement for which the contractor, subcontractor or employer is responsible, is paid the applicable standard prevailing rate of wages. In the event that, during the term of this Agreement, any labor problems or disputes of any type arise or materialize which in turn cause any services to cease for any period of time, Contractor specifically agrees to take immediate steps, at its own expense and without expectation of reimbursement from City, to alleviate or resolve all such labor problems or disputes. The specific steps Contractor shall take shall be left to the discretion of Contractor; provided, however, that Contractor shall bear all costs of any related legal action. Contractor shall provide immediate relief to the City so as to permit the services to continue at no additional cost to City. Contractor shall indemnify, defend, and hold the City harmless from any and all claims, demands, costs, expenses, damages, and liabilities arising out of, resulting from, or occurring in connection with any labor problems or disputes or any delays or stoppages of work associated with such problems or disputes and for any claims regarding underpaid prevailing wages. 7. Indemnity/Waiver of Claims/Insurance: For other than professional services rendered, to the fullest extent permitted by law, Contractor agrees to release, defend, indemnify, and hold harmless the City, its agents, representatives, employees, and officers (collectively referred to for purposes of this Section as the City) from and against any and all claims, demands, actions, fees and costs (including attorney’s fees and the costs and fees of expert witness and consultants), losses, expenses, liabilities (including liability where activity is inherently or intrinsically dangerous) or damages of whatever kind or nature connected therewith and without limit and without regard to the cause or causes thereof or the negligence of any party or parties that may be asserted against, recovered from or suffered by the City occasioned by, growing or arising out of or resulting from or in any way related to: (i) the negligent, reckless, or intentional misconduct of the Contractor; or (ii) any negligent, reckless, or intentional misconduct of any of the Contractor’s agents. For the professional services rendered, to the fullest extent permitted by law, Contractor agrees to indemnify and hold the City harmless against claims, demands, suits, damages, losses, and expenses, including reasonable defense attorney fees, to the extent caused by the negligence or intentional misconduct of the Contractor or Contractor’s agents or employees. Such obligations shall not be construed to negate, abridge, or reduce other rights or obligations 24 Professional Services Agreement for Irrigation Maintenance Services FY 2026 – FY 2027 Page 4 of 11 of indemnity that would otherwise exist. The indemnification obligations of this Section must not be construed to negate, abridge, or reduce any common-law or statutory rights of the City as indemnitee(s) which would otherwise exist as to such indemnitee(s). Contractor’s indemnity under this Section shall be without regard to and without any right to contribution from any insurance maintained by City. Should the City be required to bring an action against the Contractor to assert its right to defense or indemnification under this Agreement or under the Contractor’s applicable insurance policies required below, the City shall be entitled to recover reasonable costs and attorney fees incurred in asserting its right to indemnification or defense but only if a court of competent jurisdiction determines the Contractor was obligated to defend the claim(s) or was obligated to indemnify the City for a claim(s) or any portion(s) thereof. In the event of an action filed against the City resulting from the City’s performance under this Agreement, the City may elect to represent itself and incur all costs and expenses of suit. Contractor also waives any and all claims and recourse against the City, including the right of contribution for loss or damage to person or property arising from, growing out of, or in any way connected with or incident to the performance of this Agreement except “responsibility for [City’s] own fraud, for willful injury to the person or property of another, or for violation of law, whether willful or negligent” as per 28-2-702, MCA. These obligations shall survive termination of this Agreement and the services performed hereunder. In addition to and independent from the above, Contractor shall at Contractor’s expense secure insurance coverage through an insurance company or companies duly licensed and authorized to conduct insurance business in Montana which insures the liabilities and obligations specifically assumed by the Contractor in this Section. The insurance coverage shall not contain any exclusion for liabilities specifically assumed by the Contractor in this Section. The insurance shall cover and apply to all claims, demands, suits, damages, losses, and expenses that may be asserted or claimed against, recovered from, or suffered by the City without limit and without regard to the cause therefore and which is acceptable to the City. Contractor shall furnish to the City an accompanying certificate of insurance and accompanying endorsements in amounts not less than as follows: • Workers’ Compensation – statutory; • Employers’ Liability - $1,000,000 per occurrence; $2,000,000 annual aggregate; 25 Professional Services Agreement for Irrigation Maintenance Services FY 2026 – FY 2027 Page 5 of 11 • Commercial General Liability - $1,000,000 per occurrence; $2,000,000 annual aggregate; • Automobile Liability - $1,000,000 property damage/bodily injury per accident; and • Professional Liability - $1,000,000 per claim; $2,000,000 annual aggregate. The above amounts shall be exclusive of defense costs. The City shall be endorsed as an additional or named insured on a primary non-contributory basis on the Commercial General, Employer’s Liability, and Automobile Liability policies. The insurance and required endorsements must be in a form suitable to City and shall include no less than a thirty (30) day notice of cancellation or non-renewal. Contractor shall notify City within two (2) business days of Contractor’s receipt of notice that any required insurance coverage will be terminated or Contractor’s decision to terminate any required insurance coverage for any reason. The City must approve all insurance coverage and endorsements prior to the Contractor commencing work. 8. Termination for Contractor’s Fault: a. If Contractor refuses or fails to timely do the work, or any part thereof, or fails to perform any of its obligations under this Agreement, or otherwise breaches any terms or conditions of this Agreement, the City may, by written notice, terminate this Agreement and the Contractor’s right to proceed with all or any part of the work (“Termination Notice Due to Contractor’s Fault”). The City may then take over the work and complete it, either with its own resources or by re-letting the contract to any other third party. b. In the event of a termination pursuant to this Section 8, Contractor shall be entitled to payment only for those services Contractor actually rendered. c. Any termination provided for by this Section 8 shall be in addition to any other remedies to which the City may be entitled under the law or at equity. d. In the event of termination under this Section 8, Contractor shall, under no circumstances, be entitled to claim or recover consequential, special, punitive, lost business opportunity, lost productivity, field office overhead, general conditions costs, or lost profits damages of any nature arising, or claimed to have arisen, as a result of the termination. 9. Termination for City’s Convenience: a. Should conditions arise which, in the sole opinion and discretion of the City, make it advisable to the City to cease performance under this Agreement, the City may terminate this Agreement by written notice to Contractor (“Notice of Termination for City’s 26 Professional Services Agreement for Irrigation Maintenance Services FY 2026 – FY 2027 Page 6 of 11 Convenience”). The termination shall be effective in the manner specified in the Notice of Termination for City’s Convenience and shall be without prejudice to any claims that the City may otherwise have against Contractor. b. Upon receipt of the Notice of Termination for City’s Convenience, unless otherwise directed in the Notice, the Contractor shall immediately cease performance under this Agreement and make every reasonable effort to refrain from continuing work, incurring additional expenses or costs under this Agreement and shall immediately cancel all existing orders or contracts upon terms satisfactory to the City. Contractor shall do only such work as may be necessary to preserve, protect, and maintain work already completed or immediately in progress. c. In the event of a termination pursuant to this Section 9, Contractor is entitled to payment only for those services Contractor actually rendered on or before the receipt of the Notice of Termination for City’s Convenience. d. The compensation described in Section 9(c) is the sole compensation due to Contractor for its performance of this Agreement. Contractor shall, under no circumstances, be entitled to claim or recover consequential, special, punitive, lost business opportunity, lost productivity, field office overhead, general conditions costs, or lost profits damages of any nature arising, or claimed to have arisen, as a result of the termination. 10. Limitation on Contractor’s Damages; Time for Asserting Claim: a. In the event of a claim for damages by Contractor under this Agreement, Contractor’s damages shall be limited to contract damages and Contractor hereby expressly waives any right to claim or recover consequential, special, punitive, lost business opportunity, lost productivity, field office overhead, general conditions costs, or lost profits damages of any nature or kind. b. In the event Contractor wants to assert a claim for damages of any kind or nature, Contractor shall provide City with written notice of its claim, the facts and circumstances surrounding and giving rise to the claim, and the total amount of damages sought by the claim, within thirty (30) days of the facts and circumstances giving rise to the claim. In the event Contractor fails to provide such notice, Contractor shall waive all rights to assert such claim. 11. Representatives and Notices: a. City’s Representative: The City’s Representative for the purpose of this Agreement shall be Katherine Canter, Contracts and Sports Parks Coordinator or such other 27 Professional Services Agreement for Irrigation Maintenance Services FY 2026 – FY 2027 Page 7 of 11 individual as City shall designate in writing. Whenever approval or authorization from or communication or submission to City is required by this Agreement, such communication or submission shall be directed to the City’s Representative and approvals or authorizations shall be issued only by such Representative; provided, however, that in exigent circumstances when City’s Representative is not available, Contractor may direct its communication or submission to other designated City personnel or agents as designated by the City in writing and may receive approvals or authorization from such persons. b. Contractor’s Representative: The Contractor’s Representative for the purpose of this Agreement shall be Patrick Doran or such other individual as Contractor shall designate in writing. Whenever direction to or communication with Contractor is required by this Agreement, such direction or communication shall be directed to Contractor’s Representative; provided, however, that in exigent circumstances when Contractor’s Representative is not available, City may direct its direction or communication to other designated Contractor personnel or agents. c. Notices: All notices required by this Agreement shall be in writing and shall be provided to the Representatives named in this Section. Notices shall be deemed given when delivered, if delivered by courier to Party’s address shown above during normal business hours of the recipient; or when sent, if sent by email or fax (with a successful transmission report) to the email address or fax number provided by the Party’s Representative; or on the fifth business day following mailing, if mailed by ordinary mail to the address shown above, postage prepaid. 12. Permits: Contractor shall provide all notices, comply with all applicable laws, ordinances, rules, and regulations, obtain all necessary permits, licenses, including a City of Bozeman business license, and inspections from applicable governmental authorities, and pay all fees and charges in connection therewith. 13. Laws and Regulations: Contractor shall comply fully with all applicable state and federal laws, regulations, and municipal ordinances including, but not limited to, all workers’ compensation laws, all environmental laws including, but not limited to, the generation and disposal of hazardous waste, the Occupational Safety and Health Act (OSHA), the safety rules, codes, and provisions of the Montana Safety Act in Title 50, Chapter 71, MCA, all applicable City, County, and State building and electrical codes, the Americans with Disabilities Act, and all non-discrimination, affirmative action, and utilization of minority and small business statutes and regulations. 15. Nondiscrimination and Equal Pay: The Contractor agrees that all hiring by Contractor of persons performing this Agreement shall be on the basis of merit and qualifications. The Contractor will have a policy to provide equal employment opportunity in accordance with all applicable state and federal anti-discrimination laws, regulations, and contracts. The Contractor will 28 Professional Services Agreement for Irrigation Maintenance Services FY 2026 – FY 2027 Page 8 of 11 not refuse employment to a person, bar a person from employment, or discriminate against a person in compensation or in a term, condition, or privilege of employment because of race, color, religion, creed, political ideas, sex, age, marital status, national origin, actual or perceived sexual orientation, gender identity, physical or mental disability, except when the reasonable demands of the position require an age, physical or mental disability, marital status or sex distinction. The Contractor shall be subject to and comply with Title VI of the Civil Rights Act of 1964; Section 140, Title 2, United States Code, and all regulations promulgated thereunder. Contractor represents it is, and for the term of this Agreement will be, in compliance with the requirements of the Equal Pay Act of 1963 and Section 39-3-104, MCA (the Montana Equal Pay Act). Contractor must report to the City any violations of the Montana Equal Pay Act that Contractor has been found guilty of within 60 days of such finding for violations occurring during the term of this Agreement. Contractor shall require these nondiscrimination terms of its subcontractors providing services under this Agreement. 16. Intoxicants; DOT Drug and Alcohol Regulations/Safety and Training: Contractor shall not permit or suffer the introduction or use of any intoxicants, including alcohol or illegal drugs, by any employee or agent engaged in services to the City under this Agreement while on City property or in the performance of any activities under this Agreement. Contractor acknowledges it is aware of and shall comply with its responsibilities and obligations under the U.S. Department of Transportation (DOT) regulations governing anti-drug and alcohol misuse prevention plans and related testing. City shall have the right to request proof of such compliance and Contractor shall be obligated to furnish such proof. The Contractor shall be responsible for instructing and training the Contractor's employees and agents in proper and specified work methods and procedures. The Contractor shall provide continuous inspection and supervision of the work performed. The Contractor is responsible for instructing its employees and agents in safe work practices. 17. Modification and Assignability: This Agreement may not be enlarged, modified or altered except by written agreement signed by both parties hereto. The Contractor may not subcontract or assign Contractor’s rights, including the right to compensation or duties arising hereunder, without the prior written consent of the City. Any subcontractor or assignee will be bound by all of the terms and conditions of this Agreement. 18. Reports/Accountability/Public Information: Contractor agrees to develop and/or provide documentation as requested by the City demonstrating Contractor’s compliance with the requirements of this Agreement. Contractor shall allow the City, its auditors, and other persons authorized by the City to inspect and copy its books and records for the purpose of verifying that the 29 Professional Services Agreement for Irrigation Maintenance Services FY 2026 – FY 2027 Page 9 of 11 reimbursement of monies distributed to Contractor pursuant to this Agreement was used in compliance with this Agreement and all applicable provisions of federal, state, and local law. The Contractor shall not issue any statements, releases or information for public dissemination without prior approval of the City. 19. Non-Waiver: A waiver by either party of any default or breach by the other party of any terms or conditions of this Agreement does not limit the other party’s right to enforce such term or conditions or to pursue any available legal or equitable rights in the event of any subsequent default or breach. 20. Attorney’s Fees and Costs: In the event it becomes necessary for either Party to retain an attorney to enforce any of the terms or conditions of this Agreement or to give any notice required herein, then the prevailing Party or the Party giving notice shall be entitled to reasonable attorney's fees and costs, including fees, salary, and costs of in-house counsel including the City Attorney’s Office staff. 21. Taxes: Contractor is obligated to pay all taxes of any kind or nature and make all appropriate employee withholdings. 22. Dispute Resolution: a. Any claim, controversy, or dispute between the parties, their agents, employees, or representatives shall be resolved first by negotiation between senior-level personnel from each party duly authorized to execute settlement agreements. Upon mutual agreement of the parties, the parties may invite an independent, disinterested mediator to assist in the negotiated settlement discussions. b. If the parties are unable to resolve the dispute within thirty (30) days from the date the dispute was first raised, then such dispute may only be resolved in a court of competent jurisdiction in compliance with the Applicable Law provisions of this Agreement. 23. Survival: Contractor’s indemnification shall survive the termination or expiration of this Agreement for the maximum period allowed under applicable law. 24. Headings: The headings used in this Agreement are for convenience only and are not be construed as a part of the Agreement or as a limitation on the scope of the particular paragraphs to which they refer. 25. Severability: If any portion of this Agreement is held to be void or unenforceable, the balance thereof shall continue in effect. 30 Professional Services Agreement for Irrigation Maintenance Services FY 2026 – FY 2027 Page 10 of 11 26. Applicable Law: The parties agree that this Agreement is governed in all respects by the laws of the State of Montana. 27. Binding Effect: This Agreement is binding upon and inures to the benefit of the heirs, legal representatives, successors, and assigns of the parties. 28. No Third-Party Beneficiary: This Agreement is for the exclusive benefit of the parties, does not constitute a third-party beneficiary agreement, and may not be relied upon or enforced by a third party. 29. Counterparts: This Agreement may be executed in counterparts, which together constitute one instrument. 30. Integration: This Agreement and all Exhibits attached hereto constitute the entire agreement of the parties. Covenants or representations not contained herein or made a part thereof by reference, are not binding upon the parties. There are no understandings between the parties other than as set forth in this Agreement. All communications, either verbal or written, made prior to the date of this Agreement are hereby abrogated and withdrawn unless specifically made a part of this Agreement by reference. 31. Consent to Electronic Signatures: The Parties have consented to execute this Agreement electronically in conformance with the Montana Uniform Electronic Transactions Act, Title 30, Chapter 18, Part 1, MCA. 32. Extensions: This Agreement may, upon mutual agreement, be extended for a period of one year by written agreement of the Parties. In no case, however, may this Agreement run longer than three years. **** END OF AGREEMENT EXCEPT FOR SIGNATURES **** 31 Professional Services Agreement for Irrigation Maintenance Services FY 2026 – FY 2027 Page 11 of 11 IN WITNESS WHEREOF, the parties hereto have executed this Agreement the day and year first above written or as recorded in an electronic signature. CITY OF BOZEMAN, MONTANA ____________________________________ CONTRACTOR (Type Name Above) By________________________________ By__________________________________ Chuck Winn, City Manager Print Name: ___________________________ Print Title: ____________________________ APPROVED AS TO FORM: By_______________________________ Greg Sullivan, Bozeman City Attorney 32 Memorandum REPORT TO:City Commission FROM:Katie Canter, Contracts and Sports Parks Coordinator Mitch Overton, Parks and Recreation Director SUBJECT: Authorize the City Manager to Sign a Professional Services Agreement with Advantage Spraying Services, Inc. for Landscape Maintenance Services in the Parks and Trails District MEETING DATE:January 27, 2026 AGENDA ITEM TYPE:Agreement - Vendor/Contract RECOMMENDATION: Authorize the City Manager to Sign a Professional Services Agreement with Advantage Spraying Services, Inc. for Landscape Maintenance Services in the Parks and Trails District. STRATEGIC PLAN:6.5 Parks, Trails & Open Space: Support the maintenance and expansion of an interconnected system of parks, trails and open spaces. BACKGROUND: To address the maintenance required in the new District the City has established contracts for professional services with qualified contractors. In February 2021, the Parks and Recreation Department conducted a request for proposals process to acquire professional services required to maintain parks grounds and landscape areas in the District. The Professional Services Contract for landscape maintenance services established in 2021 expires in 2026. In October 2025, the Parks and Recreation Department conducted a request for proposals process to acquire professional services required to maintain parks grounds and landscape areas in the District to begin spring 2026. After careful evaluation and review, Advantage Spraying Services, Inc. was determined to be the most qualified vendor for Parks and Trails District Landscape Maintenance Services. Advantage Spraying Services, Inc. has demonstrated capacity to accomplish landscape services as requested and a comprehensive understanding of City Parks being maintained. Selected contractor Advantage Spraying Services, Inc. will complete the services as defined in attached Exhibit A: Scope of Services and Exhibit B: Landscape Maintenance Service Rates beginning in spring of 2026. UNRESOLVED ISSUES:None 33 ALTERNATIVES: As suggested by the City Commission. FISCAL EFFECTS:Funding is currently allocated for this maintenance within the FY26 and FY27 budget in the Parks and Trails District Maintenance Fund account. Attachments: PSA Advantage Spraying Services Inc. Landscape Services.pdf Exhibit A Scope of Services.pdf Exhibit B Landscape Maintenance Service Rates.pdf Report compiled on: January 8, 2026 34 Professional Services Agreement for Landscape Maintenance Services FY 2026 – FY 2027 Page 1 of 11 PROFESSIONAL SERVICES AGREEMENT THIS AGREEMENT is made and entered into this 27th day of January, 2026 (“Effective Date”), by and between the CITY OF BOZEMAN, MONTANA, a self-governing municipal corporation organized and existing under its Charter and the laws of the State of Montana, 121 North Rouse Street, Bozeman, Montana, with a mailing address of PO Box 1230, Bozeman, MT 59771, hereinafter referred to as “City,” and, Advantage Spraying Services Inc., 144 Wildcat Way, Bozeman, MT 59771, hereinafter referred to as “Contractor.” The City and Contractor may be referred to individually as “Party” and collectively as “Parties.” In consideration of the mutual covenants and agreements herein contained, the receipt and sufficiency whereof being hereby acknowledged, the parties hereto agree as follows: 1. Purpose: City agrees to enter this Agreement with Contractor to perform for City services described in the Scope of Services attached hereto as Exhibit A and by this reference made a part hereof. 2. Term/Effective Date: This Agreement is effective upon the Effective Date and will expire on the 27th day of January, 2027, unless earlier terminated in accordance with this Agreement. 3. Scope of Services: Contractor will perform the work and provide the services in accordance with the requirements of the Scope of Services. For conflicts between this Agreement and the Scope of Services, unless specifically provided otherwise, the Agreement governs. 4. Payment: City agrees to pay Contractor the amount specified in the Appendix C Maintenance Schedule (LANDSCAPE) attached hereto as Exhibit B. Any alteration or deviation from the described services that involves additional costs above the Agreement amount will be performed by Contractor after written request by the City, and will become an additional charge over and above the amount listed in the Scope of Services. The City must agree in writing upon any additional charges. 5. Contractor’s Representations: To induce City to enter into this Agreement, Contractor makes the following representations: a. Contractor has familiarized itself with the nature and extent of this Agreement, the Scope of Services, and with all local conditions and federal, state and local laws, ordinances, rules, and regulations that in any manner may affect cost, progress or performance of the Scope of Services. 35 Professional Services Agreement for Landscape Maintenance Services FY 2026 – FY 2027 Page 2 of 11 b. Contractor represents and warrants to City that it has the experience and ability to perform the services required by this Agreement; that it will perform the services in a professional, competent and timely manner and with diligence and skill; that it has the power to enter into and perform this Agreement and grant the rights granted in it; and that its performance of this Agreement shall not infringe upon or violate the rights of any third party, whether rights of copyright, trademark, privacy, publicity, libel, slander or any other rights of any nature whatsoever, or violate any federal, state and municipal laws. The City will not determine or exercise control as to general procedures or formats necessary to have these services meet this warranty. 6. Independent Contractor Status/Labor Relations: The parties agree that Contractor is an independent contractor for purposes of this Agreement and is not to be considered an employee of the City for any purpose. Contractor is not subject to the terms and provisions of the City’s personnel policies handbook and may not be considered a City employee for workers’ compensation or any other purpose. Contractor is not authorized to represent the City or otherwise bind the City in any dealings between Contractor and any third parties. Contractor shall comply with the applicable requirements of the Workers’ Compensation Act, Title 39, Chapter 71, Montana Code Annotated (MCA), and the Occupational Disease Act of Montana, Title 39, Chapter 71, MCA. Contractor shall maintain workers’ compensation coverage for all members and employees of Contractor’s business, except for those members who are exempted by law. Contractor shall furnish the City with copies showing one of the following: (1) a binder for workers’ compensation coverage by an insurer licensed and authorized to provide workers’ compensation insurance in the State of Montana; or (2) proof of exemption from workers’ compensation granted by law for independent contractors. Contractor shall post a legible statement of all wages and fringe benefits to be paid to the Contractor’s employees and the frequency of such payments (i.e., hourly wage employees shall be paid weekly). Such posting shall be made in a prominent and accessible location at the Contractor’s normal place of business and shall be made no later than the first day of services provided under this Agreement. Such posting shall be removed only upon expiration or termination of this Agreement. In performing the services under this Agreement, Contractor shall give preference to the employment of bona fide residents of Montana, as required by §18-2-403, MCA, as such term is defined by §18-2-401(1), MCA. When making assignments of work, Contractor shall use workers both skilled in their trade and specialized in their field of work for all work to which they are assigned. Pursuant to §§18-2-403 and 18-2-422, MCA, Contractor shall pay wages, fringe benefits, and expenses, including travel allowances as set forth in the current Montana Prevailing Wage Rate for Non Construction Services in effect and applicable to Gallatin County, Montana, which schedule is 36 Professional Services Agreement for Landscape Maintenance Services FY 2026 – FY 2027 Page 3 of 11 incorporated herein. Contractor shall pay all hourly wage employees on a weekly basis. Violation of the requirements set forth in the above State of Montana schedule of prevailing wage rates may subject the Contractor to the penalties set forth in §18-2-407, MCA. Contractor shall maintain payroll records during the term of this Agreement and for a period of three (3) years following termination of this Agreement. The Contractor shall ensure that any person, firm or entity performing any portion of the services under this Agreement for which the contractor, subcontractor or employer is responsible, is paid the applicable standard prevailing rate of wages. In the event that, during the term of this Agreement, any labor problems or disputes of any type arise or materialize which in turn cause any services to cease for any period of time, Contractor specifically agrees to take immediate steps, at its own expense and without expectation of reimbursement from City, to alleviate or resolve all such labor problems or disputes. The specific steps Contractor shall take shall be left to the discretion of Contractor; provided, however, that Contractor shall bear all costs of any related legal action. Contractor shall provide immediate relief to the City so as to permit the services to continue at no additional cost to City. Contractor shall indemnify, defend, and hold the City harmless from any and all claims, demands, costs, expenses, damages, and liabilities arising out of, resulting from, or occurring in connection with any labor problems or disputes or any delays or stoppages of work associated with such problems or disputes and for any claims regarding underpaid prevailing wages. 7. Indemnity/Waiver of Claims/Insurance: For other than professional services rendered, to the fullest extent permitted by law, Contractor agrees to release, defend, indemnify, and hold harmless the City, its agents, representatives, employees, and officers (collectively referred to for purposes of this Section as the City) from and against any and all claims, demands, actions, fees and costs (including attorney’s fees and the costs and fees of expert witness and consultants), losses, expenses, liabilities (including liability where activity is inherently or intrinsically dangerous) or damages of whatever kind or nature connected therewith and without limit and without regard to the cause or causes thereof or the negligence of any party or parties that may be asserted against, recovered from or suffered by the City occasioned by, growing or arising out of or resulting from or in any way related to: (i) the negligent, reckless, or intentional misconduct of the Contractor; or (ii) any negligent, reckless, or intentional misconduct of any of the Contractor’s agents. For the professional services rendered, to the fullest extent permitted by law, Contractor agrees to indemnify and hold the City harmless against claims, demands, suits, damages, losses, and expenses, including reasonable defense attorney fees, to the extent caused by the negligence or intentional misconduct of the Contractor or Contractor’s agents or employees. Such obligations shall not be construed to negate, abridge, or reduce other rights or obligations 37 Professional Services Agreement for Landscape Maintenance Services FY 2026 – FY 2027 Page 4 of 11 of indemnity that would otherwise exist. The indemnification obligations of this Section must not be construed to negate, abridge, or reduce any common-law or statutory rights of the City as indemnitee(s) which would otherwise exist as to such indemnitee(s). Contractor’s indemnity under this Section shall be without regard to and without any right to contribution from any insurance maintained by City. Should the City be required to bring an action against the Contractor to assert its right to defense or indemnification under this Agreement or under the Contractor’s applicable insurance policies required below, the City shall be entitled to recover reasonable costs and attorney fees incurred in asserting its right to indemnification or defense but only if a court of competent jurisdiction determines the Contractor was obligated to defend the claim(s) or was obligated to indemnify the City for a claim(s) or any portion(s) thereof. In the event of an action filed against the City resulting from the City’s performance under this Agreement, the City may elect to represent itself and incur all costs and expenses of suit. Contractor also waives any and all claims and recourse against the City, including the right of contribution for loss or damage to person or property arising from, growing out of, or in any way connected with or incident to the performance of this Agreement except “responsibility for [City’s] own fraud, for willful injury to the person or property of another, or for violation of law, whether willful or negligent” as per 28-2-702, MCA. These obligations shall survive termination of this Agreement and the services performed hereunder. In addition to and independent from the above, Contractor shall at Contractor’s expense secure insurance coverage through an insurance company or companies duly licensed and authorized to conduct insurance business in Montana which insures the liabilities and obligations specifically assumed by the Contractor in this Section. The insurance coverage shall not contain any exclusion for liabilities specifically assumed by the Contractor in this Section. The insurance shall cover and apply to all claims, demands, suits, damages, losses, and expenses that may be asserted or claimed against, recovered from, or suffered by the City without limit and without regard to the cause therefore and which is acceptable to the City. Contractor shall furnish to the City an accompanying certificate of insurance and accompanying endorsements in amounts not less than as follows: • Workers’ Compensation – statutory; • Employers’ Liability - $1,000,000 per occurrence; $2,000,000 annual aggregate; 38 Professional Services Agreement for Landscape Maintenance Services FY 2026 – FY 2027 Page 5 of 11 • Commercial General Liability - $1,000,000 per occurrence; $2,000,000 annual aggregate; • Automobile Liability - $1,000,000 property damage/bodily injury per accident; and • Professional Liability - $1,000,000 per claim; $2,000,000 annual aggregate. The above amounts shall be exclusive of defense costs. The City shall be endorsed as an additional or named insured on a primary non-contributory basis on the Commercial General, Employer’s Liability, and Automobile Liability policies. The insurance and required endorsements must be in a form suitable to City and shall include no less than a thirty (30) day notice of cancellation or non-renewal. Contractor shall notify City within two (2) business days of Contractor’s receipt of notice that any required insurance coverage will be terminated or Contractor’s decision to terminate any required insurance coverage for any reason. The City must approve all insurance coverage and endorsements prior to the Contractor commencing work. 8. Termination for Contractor’s Fault: a. If Contractor refuses or fails to timely do the work, or any part thereof, or fails to perform any of its obligations under this Agreement, or otherwise breaches any terms or conditions of this Agreement, the City may, by written notice, terminate this Agreement and the Contractor’s right to proceed with all or any part of the work (“Termination Notice Due to Contractor’s Fault”). The City may then take over the work and complete it, either with its own resources or by re-letting the contract to any other third party. b. In the event of a termination pursuant to this Section 8, Contractor shall be entitled to payment only for those services Contractor actually rendered. c. Any termination provided for by this Section 8 shall be in addition to any other remedies to which the City may be entitled under the law or at equity. d. In the event of termination under this Section 8, Contractor shall, under no circumstances, be entitled to claim or recover consequential, special, punitive, lost business opportunity, lost productivity, field office overhead, general conditions costs, or lost profits damages of any nature arising, or claimed to have arisen, as a result of the termination. 9. Termination for City’s Convenience: a. Should conditions arise which, in the sole opinion and discretion of the City, make it advisable to the City to cease performance under this Agreement, the City may terminate this Agreement by written notice to Contractor (“Notice of Termination for City’s 39 Professional Services Agreement for Landscape Maintenance Services FY 2026 – FY 2027 Page 6 of 11 Convenience”). The termination shall be effective in the manner specified in the Notice of Termination for City’s Convenience and shall be without prejudice to any claims that the City may otherwise have against Contractor. b. Upon receipt of the Notice of Termination for City’s Convenience, unless otherwise directed in the Notice, the Contractor shall immediately cease performance under this Agreement and make every reasonable effort to refrain from continuing work, incurring additional expenses or costs under this Agreement and shall immediately cancel all existing orders or contracts upon terms satisfactory to the City. Contractor shall do only such work as may be necessary to preserve, protect, and maintain work already completed or immediately in progress. c. In the event of a termination pursuant to this Section 9, Contractor is entitled to payment only for those services Contractor actually rendered on or before the receipt of the Notice of Termination for City’s Convenience. d. The compensation described in Section 9(c) is the sole compensation due to Contractor for its performance of this Agreement. Contractor shall, under no circumstances, be entitled to claim or recover consequential, special, punitive, lost business opportunity, lost productivity, field office overhead, general conditions costs, or lost profits damages of any nature arising, or claimed to have arisen, as a result of the termination. 10. Limitation on Contractor’s Damages; Time for Asserting Claim: a. In the event of a claim for damages by Contractor under this Agreement, Contractor’s damages shall be limited to contract damages and Contractor hereby expressly waives any right to claim or recover consequential, special, punitive, lost business opportunity, lost productivity, field office overhead, general conditions costs, or lost profits damages of any nature or kind. b. In the event Contractor wants to assert a claim for damages of any kind or nature, Contractor shall provide City with written notice of its claim, the facts and circumstances surrounding and giving rise to the claim, and the total amount of damages sought by the claim, within thirty (30) days of the facts and circumstances giving rise to the claim. In the event Contractor fails to provide such notice, Contractor shall waive all rights to assert such claim. 11. Representatives and Notices: a. City’s Representative: The City’s Representative for the purpose of this Agreement shall be Katherine Canter, Contracts and Sports Parks Coordinator or such other 40 Professional Services Agreement for Landscape Maintenance Services FY 2026 – FY 2027 Page 7 of 11 individual as City shall designate in writing. Whenever approval or authorization from or communication or submission to City is required by this Agreement, such communication or submission shall be directed to the City’s Representative and approvals or authorizations shall be issued only by such Representative; provided, however, that in exigent circumstances when City’s Representative is not available, Contractor may direct its communication or submission to other designated City personnel or agents as designated by the City in writing and may receive approvals or authorization from such persons. b. Contractor’s Representative: The Contractor’s Representative for the purpose of this Agreement shall be Patrick Doran or such other individual as Contractor shall designate in writing. Whenever direction to or communication with Contractor is required by this Agreement, such direction or communication shall be directed to Contractor’s Representative; provided, however, that in exigent circumstances when Contractor’s Representative is not available, City may direct its direction or communication to other designated Contractor personnel or agents. c. Notices: All notices required by this Agreement shall be in writing and shall be provided to the Representatives named in this Section. Notices shall be deemed given when delivered, if delivered by courier to Party’s address shown above during normal business hours of the recipient; or when sent, if sent by email or fax (with a successful transmission report) to the email address or fax number provided by the Party’s Representative; or on the fifth business day following mailing, if mailed by ordinary mail to the address shown above, postage prepaid. 12. Permits: Contractor shall provide all notices, comply with all applicable laws, ordinances, rules, and regulations, obtain all necessary permits, licenses, including a City of Bozeman business license, and inspections from applicable governmental authorities, and pay all fees and charges in connection therewith. 13. Laws and Regulations: Contractor shall comply fully with all applicable state and federal laws, regulations, and municipal ordinances including, but not limited to, all workers’ compensation laws, all environmental laws including, but not limited to, the generation and disposal of hazardous waste, the Occupational Safety and Health Act (OSHA), the safety rules, codes, and provisions of the Montana Safety Act in Title 50, Chapter 71, MCA, all applicable City, County, and State building and electrical codes, the Americans with Disabilities Act, and all non-discrimination, affirmative action, and utilization of minority and small business statutes and regulations. 15. Nondiscrimination and Equal Pay: The Contractor agrees that all hiring by Contractor of persons performing this Agreement shall be on the basis of merit and qualifications. The Contractor will have a policy to provide equal employment opportunity in accordance with all applicable state and federal anti-discrimination laws, regulations, and contracts. The Contractor will 41 Professional Services Agreement for Landscape Maintenance Services FY 2026 – FY 2027 Page 8 of 11 not refuse employment to a person, bar a person from employment, or discriminate against a person in compensation or in a term, condition, or privilege of employment because of race, color, religion, creed, political ideas, sex, age, marital status, national origin, actual or perceived sexual orientation, gender identity, physical or mental disability, except when the reasonable demands of the position require an age, physical or mental disability, marital status or sex distinction. The Contractor shall be subject to and comply with Title VI of the Civil Rights Act of 1964; Section 140, Title 2, United States Code, and all regulations promulgated thereunder. Contractor represents it is, and for the term of this Agreement will be, in compliance with the requirements of the Equal Pay Act of 1963 and Section 39-3-104, MCA (the Montana Equal Pay Act). Contractor must report to the City any violations of the Montana Equal Pay Act that Contractor has been found guilty of within 60 days of such finding for violations occurring during the term of this Agreement. Contractor shall require these nondiscrimination terms of its subcontractors providing services under this Agreement. 16. Intoxicants; DOT Drug and Alcohol Regulations/Safety and Training: Contractor shall not permit or suffer the introduction or use of any intoxicants, including alcohol or illegal drugs, by any employee or agent engaged in services to the City under this Agreement while on City property or in the performance of any activities under this Agreement. Contractor acknowledges it is aware of and shall comply with its responsibilities and obligations under the U.S. Department of Transportation (DOT) regulations governing anti-drug and alcohol misuse prevention plans and related testing. City shall have the right to request proof of such compliance and Contractor shall be obligated to furnish such proof. The Contractor shall be responsible for instructing and training the Contractor's employees and agents in proper and specified work methods and procedures. The Contractor shall provide continuous inspection and supervision of the work performed. The Contractor is responsible for instructing its employees and agents in safe work practices. 17. Modification and Assignability: This Agreement may not be enlarged, modified or altered except by written agreement signed by both parties hereto. The Contractor may not subcontract or assign Contractor’s rights, including the right to compensation or duties arising hereunder, without the prior written consent of the City. Any subcontractor or assignee will be bound by all of the terms and conditions of this Agreement. 18. Reports/Accountability/Public Information: Contractor agrees to develop and/or provide documentation as requested by the City demonstrating Contractor’s compliance with the requirements of this Agreement. Contractor shall allow the City, its auditors, and other persons authorized by the City to inspect and copy its books and records for the purpose of verifying that the 42 Professional Services Agreement for Landscape Maintenance Services FY 2026 – FY 2027 Page 9 of 11 reimbursement of monies distributed to Contractor pursuant to this Agreement was used in compliance with this Agreement and all applicable provisions of federal, state, and local law. The Contractor shall not issue any statements, releases or information for public dissemination without prior approval of the City. 19. Non-Waiver: A waiver by either party of any default or breach by the other party of any terms or conditions of this Agreement does not limit the other party’s right to enforce such term or conditions or to pursue any available legal or equitable rights in the event of any subsequent default or breach. 20. Attorney’s Fees and Costs: In the event it becomes necessary for either Party to retain an attorney to enforce any of the terms or conditions of this Agreement or to give any notice required herein, then the prevailing Party or the Party giving notice shall be entitled to reasonable attorney's fees and costs, including fees, salary, and costs of in-house counsel including the City Attorney’s Office staff. 21. Taxes: Contractor is obligated to pay all taxes of any kind or nature and make all appropriate employee withholdings. 22. Dispute Resolution: a. Any claim, controversy, or dispute between the parties, their agents, employees, or representatives shall be resolved first by negotiation between senior-level personnel from each party duly authorized to execute settlement agreements. Upon mutual agreement of the parties, the parties may invite an independent, disinterested mediator to assist in the negotiated settlement discussions. b. If the parties are unable to resolve the dispute within thirty (30) days from the date the dispute was first raised, then such dispute may only be resolved in a court of competent jurisdiction in compliance with the Applicable Law provisions of this Agreement. 23. Survival: Contractor’s indemnification shall survive the termination or expiration of this Agreement for the maximum period allowed under applicable law. 24. Headings: The headings used in this Agreement are for convenience only and are not be construed as a part of the Agreement or as a limitation on the scope of the particular paragraphs to which they refer. 25. Severability: If any portion of this Agreement is held to be void or unenforceable, the balance thereof shall continue in effect. 43 Professional Services Agreement for Landscape Maintenance Services FY 2026 – FY 2027 Page 10 of 11 26. Applicable Law: The parties agree that this Agreement is governed in all respects by the laws of the State of Montana. 27. Binding Effect: This Agreement is binding upon and inures to the benefit of the heirs, legal representatives, successors, and assigns of the parties. 28. No Third-Party Beneficiary: This Agreement is for the exclusive benefit of the parties, does not constitute a third-party beneficiary agreement, and may not be relied upon or enforced by a third party. 29. Counterparts: This Agreement may be executed in counterparts, which together constitute one instrument. 30. Integration: This Agreement and all Exhibits attached hereto constitute the entire agreement of the parties. Covenants or representations not contained herein or made a part thereof by reference, are not binding upon the parties. There are no understandings between the parties other than as set forth in this Agreement. All communications, either verbal or written, made prior to the date of this Agreement are hereby abrogated and withdrawn unless specifically made a part of this Agreement by reference. 31. Consent to Electronic Signatures: The Parties have consented to execute this Agreement electronically in conformance with the Montana Uniform Electronic Transactions Act, Title 30, Chapter 18, Part 1, MCA. 32. Extensions: This Agreement may, upon mutual agreement, be extended for a period of one year by written agreement of the Parties. In no case, however, may this Agreement run longer than three years. **** END OF AGREEMENT EXCEPT FOR SIGNATURES **** 44 Professional Services Agreement for Landscape Maintenance Services FY 2026 – FY 2027 Page 11 of 11 IN WITNESS WHEREOF, the parties hereto have executed this Agreement the day and year first above written or as recorded in an electronic signature. CITY OF BOZEMAN, MONTANA ____________________________________ CONTRACTOR (Type Name Above) By________________________________ By__________________________________ Chuck Winn, City Manager Print Name: ___________________________ Print Title: ____________________________ APPROVED AS TO FORM: By_______________________________ Greg Sullivan, Bozeman City Attorney 45 Page 1 of 13 REQUEST FOR PROPOSALS (RFP) PARKS & TRAILS DISTRICT LANDSCAPE MAINTENACE SERVICES CITY OF BOZEMAN Bozeman, MT City of Bozeman PO Box 1230 Bozeman, MT 59771-1230 October 2025 Exhibit A 46 the benefit of the city and its residents. The selected contractor will begin work in April of 2026 and continue services through the completion of the summer season at the end of October 2026. The routine services will be conducted for approximately a 30 week period in total or approximately 7 months per year. III.SCOPE OF SERVICES If selected, a contractor will provide the City with professional expertise to successfully implement the proposed scope of services. The City has provided a summary of the basic maintenance components and site locations to assist in understanding the tasks and maintenance services desired. Specifications are general in nature and not intended to encompass all the projects complexity. Contractor shall become familiar with the specified locations and the needs of each facility to best determine their ability to complete the described maintenance specifications. Additional tasks and work elements may be inserted into the scope of services during contract negotiations with the selected firm. It is also possible that tasks or elements could be removed during negotiations or not included in an initial contract because of regulatory uncertainty, budget limitations, contracting strategy or any combination thereof. Proposals must clearly identify any elements of the proposed scope of services that would not be provided by the prime contractor. Any sub-contractors which comprise the respondent team must be identified along with a description of past working history between the firms. The scope of services includes: 1.Contractor shall be responsible for completion of site-specific landscape maintenance and grounds keeping services identified and described in Appendix D: Park location Maps. 2.Contractor proposals shall include cost associated with delivery of tasks described in Appendix C: Maintenance Schedule and Additional Services listed to be considered for proposal award. 3.Contractor shall provide a fixed cost per item for all services at the frequency designated/described in Appendix C: Maintenance Schedule. Services requested for Maintenance Schedule include: a.Mowing b.Weedeating / Trimming c.Fertilizer Application d.Spraying Application / Weed Control Exhibit A 47 4.Contractor shall provide a fixed hourly rate for services described in Appendix C: Maintenance Schedule. Additional Services requested include: a.Mowing b.Weedeating / Trimming c.Landscaping d.Clearing, brushing, pruning of vegetation e.Maintenance of native grass/naturalized areas f.Trail maintenance g.Removal of seasonal debris, leaves, litter h.Overseeding turf areas i.Aerating & Thatching 5.The final scope of services may change and will be contained in a professional services agreement to be executed by the City and the selected Contractor. Contractor proposals shall include additional explanation if items costs are excluded from the scope of services provided. Irrigation services/maintenance are not included in this RFP and will be contracted separately. Exhibit A 48 PARK NAME LOCATION: FERGUSON MEADOWS PARK Sanders Ave & Cascade St.On Turf Areas1x/year/as needed (price per application) $ Broad leaf weed control1x/year/as needed (price per application) $ VALLEY COMMONS Fallon St. & Ginella Way (Vacant land)1x/week (price per mow)$1x/week (price per trimming) $ On Turf Areas1x/year/as needed (price per application) $ Broad leaf weed control1x/year/as needed (price per application) $ LOYAL GARDENS SUB PARK S. Cottonwood Rd. to Golden Gate Ave. & South of Loyal Dr.1x/week (price per mow)$1x/week (price per trimming) $ On Turf Areas1x/year/as needed (price per application) $ Broad leaf weed control1x/year/as needed (price per application) $ VALLEY WEST PARK Durston Rd. to Babcock St. & Kimball Ave. to N. Cottonwood Rd.1x/week (price per mow)$1x/week (price per trimming) $ On Turf Areas1x/year/as needed (price per application) $ Broad leaf weed control1x/year/as needed (price per application) $ NORTON EAST RANCH SUB PARK Babcock St. to Fallon &S. Eldorado to Waterlily Dr.1x/week (price per mow)$1x/week (price per trimming) $ On Turf Areas1x/year/as needed (price per application) $ Broad leaf weed control1x/year/as needed (price per application) $ BAXTER MEADOWS (Master) PH. 1-3 Kimberwicke St. to Baxter&Vaquero Pkwy. to HarperPuckett Rd. 1x/week (price per mow)$1x/week (price per trimming) $ On Turf Areas1x/year/as needed (price per application) $ Broad leaf weed control1x/year/as needed (price per application) $ BAXTER MEADOWS PH. 1 PARK 1-2 Equestrian Ln. to BaxterLn. & Vaquero Pkwy. toFerguson Ave. 1x/week (price per mow)$1x/week (price per trimming) $ On Turf Areas1x/year/as needed (price per application) $ Broad leaf weed control1x/year/as needed (price per application) $ FLANDERS CREEK SUBDIVISION PARK 1-3 Annie St. to Durston Rd.& Flanders Creek Ave. to Twin Lakes Ave. 1x/week (price per mow)$1x/week (price per trimming) $ On Turf Areas1x/year/as needed (price per application) $ Broad leaf weed control1x/year/as needed (price per application) $ TRADITIONS SUB PHASE 1 PARK 1-4 & 8 Sherwood Way toGlenwood Dr. & FlandersCreek Ave to Abigail Ln. 1x/biweekly (price per mow)$1x/biweekly (price per trimming) $ On Turf Areas1x/year/as needed (price per application) $ Broad leaf weed control1x/year/as needed (price per application) $ DIAMOND ESTATES PUBLIC PARK Oak St. & Agate Ave.Road buffer at Oak &detention pond Area. 1x/biweely (price per mow)$1x/biweekly (price per trimming) $ On Turf Areas1x/year/as needed (price per application) $ Broad leaf weed control1x/year/as needed (price per application) $ DIAMOND PARK Ferguson Ave. to FlandersMill Rd. & Oak St. toTanzanite Dr. 1x/week (price per mow)$1x/week (price per trimming) $ On Turf Areas1x/year/as needed (price per application) $ Broad leaf weed control1x/year/as needed (price per application) $ WESTBROOK SUB PUBLIC PARK 1-2 Annie St. to Durston Rd.& Rosa Way to Loxley Dr.1x/week (price per mow)$1x/week (price per trimming) $ On Turf Areas1x/year/as needed (price per application) $ On Lawn Area1x/year/as needed (price per application) $ THE LAKES AT VALLEY WEST PARK Westmorland Dr. to VahlWay to N. Laurel Pkwy.Adjcent to Bronken Sports Park. 1x/week (price per mow)$1x/week (price per trimming) $ On Turf Areas1x/year/as needed (price per application) $ Broad leaf weed control1x/year/as needed (price per application) $ SUNDANCE PUBLIC PARK Caballo Ave. to Davis Ln.& Galloway St. to Baxter Ln. 1x/biweekly (price per mow)$1x/biweekly (price per trimming) $ On Turf Areas1x/year/as needed (price per application) $ Broad leaf weed control1x/year/as needed (price per application) $ BOULDER CREEK PARK 1-2 Glenellen Dr. to Annie St.& Laurel Pkwy. To Abigail Ln. 1x/biweekly (price per mow)$ 1x/biweekly (price per trimming) $ On Turf Areas1x/year/as needed (price per application) $ Broad leaf weed control1x/year/as needed (price per application) $ ANNIE ST & COTTAGE PARK LN Small L shaped propertycorner of Annie St. &Cottage Park Ln. 1x/week (price per mow) 1x/week (price per trimming) $ On Turf Areas1x/year/as needed (price per application) $ Spraying as needed. Broad leaf weed control1x/year/as needed (price per application) $ COTTAGE PARK LN Small property CottagePark Ln. and Hanson St. 1x/week (price per mow)$1x/week (price per trimming) $ On Turf Areas1x/year/as needed (price per application) $ Spraying as needed. Broad leaf weed control 1x/year/as needed (price per application) $ FLANDERS MILL Roundabout Park Broken Spur Dr. and Harvest Pkwy 1x/week (price per mow)$1x/week (price per trimming) $ On Turf Areas1x/year/as needed (price per application) $ Spraying as needed. Broad leaf weed control 1x/year/as needed (price per application) $ Overseeding turf areas Aerating & Thatching $ $ Removal of seasonal debris, leaves, litter $ $ $ $ Trail maintenance Appendix C: Maintenance Schedule (LANDSCAPE)MOWING FREQUENCY: (TURF AREAS) TRIMMING FREQUENCY:FERTILIZER APPLICATION FREQUENCY:SPRAYING APPLICATION WEEDS REMOVAL FREQUENCY:Parks Additional Services: Fixed Per Hour Rates Service Per Hour Rates ADDITIONAL COMMENTS Mowing Weedeating / Trimming Landscaping Clearing, brushing, pruning of vegetation Maintenance of native grass/naturalized areas $ $ $ Exhibit A 49 PARK NAME LOCATION: CATTAIL CREEK PARKS A & B Park A: Blackbird Dr. to Warbler Way & South to Cattail St. Park B: Catron St. to Cattail St. & Blackbird Dr. to Warbler Way. 1x/week (price per mow)$1x/week (price per trimming) $ On Turf Areas1x/year/as needed (price per application) $ Broad leaf weed control1x/year/as needed (price per application) $ CATTAIL CREEK PARK PHASE 3 Catron St. to Catamount & Blackbird Dr. to Warbler Way.1x/week (price per mow)$1x/week (price per trimming) $ On Turf Areas1x/year/as needed (price per application) $ Broad leaf weed control1x/year/as needed (price per application) $ SANDAN PARK Downy Ln. to Savannah St. & Fen Way to Blackbird Dr.1x/week (price per mow)$1x/week (price per trimming) $ On Turf Areas1x/year/as needed (price per application) $ Broad leaf weed control1x/year/as needed (price per application) $ HARVEST CREEK PARK 1-4 W. Oak St. to Durston Rd. & Springbrook Ave. to to N. 27th Ave. 1x/week (price per mow)$1x/week (price per trimming) $ On Turf Areas1x/year/as needed (price per application) $ Broad leaf weed control1x/year/as needed (price per application) $ BAXTER SQUARE PARK Corner of Sartain St. and Renee Way & Baxter Ln. to Sartain St.1x/week (price per mow)$1x/week (price per trimming) $ On Turf Areas1x/year/as needed (price per application) $ Broad leaf weed control1x/year/as needed (price per application) $ WEST WINDS PARK (ALL PHASES)Oak St. to Baxter Ln. & Davis Ln. to 27th Ave.1x/week (price per mow)$1x/week (price per trimming) $ On Turf Areas1x/year/as needed (price per application) $ Broad leaf weed control1x/year/as needed (price per application) $ LEGENDS AT BRIDGER CREEK PARK 1 North of Pinicle Star St. 1x/biweekly (price per mow)$1x/biweekly (price per trimming) $ On Turf Areas1x/year/as needed (price per application) $ Broad leaf weed control1x/year/as needed (price per application) $ LEGENDS AT BRIDGER CREEK PARK 2 Boyland Rd. W. of Pinicle Star St. 1x/biweekly (price per mow)$ 1x/biweekly (price per trimming) $ On Turf Areas1x/year/as needed (price per application) $ Broad leaf weed control1x/year/as needed (price per application) $ CATTAIL LAKE PARK East of Davis Ln. on Troutmeadow Rd. & Blackbird Dr. 1x/biweekly (price per mow)$ 1x/biweekly (price per trimming) $ On Turf Areas1x/year/as needed (price per application) $ Broad leaf weed control1x/year/as needed (price per application) $ ML ALDERSON PARK S. Cottonwood Dr. & W. Garfield 1x/week (price per mow)$1x/week (price per trimming) $ On Turf Areas1x/year/as needed (price per application) $ Spraying as needed. Broad leaf weed control1x/year/as needed (price per application) $ ALDER CREEK PARK S. 3rd Ave, 11th Ave. Alder Creek 1x/week (price per mow)$1x/week (price per trimming) $ On Turf Areas1x/year/as needed (price per application) $ Spraying as needed. Broad leaf weed control1x/year/as needed (price per application) $ GRAN CIELO PARK Off Graf Between 30th Ave. and 1x/week (price per mow)$1x/week (price per trimming) $ On Turf Areas1x/year/as needed (price per application) $ Broad leaf weed control1x/year/as needed (price per application) $ Appendix C Maintenance Schedule (LANDSCAPE)MOWING FREQUENCY: (TURF TRIMMING FREQUENCY:FERTILIZER APPLICATION FREQUENCY:SPRAYING APPLICATION WEEDS REMOVAL FREQUENCY:Parks Exhibit A 50 CITY OF BOZEMAN BOUNDARY/TOPOGRAPHIC MAP Appendix D: Park Location and Maps MAP/ LOCATION : OVERVIEW LK 1/21 PARKS MAINTENANCE ZONE 1-3 MAP Exhibit A 51 Title Page: RFP: Parks & Trails District Landscape Maintenance Services Firm Name: Advantage Spraying Services, Inc – Dba: Advantage Landcare Address: 114 Wildcat Way Bozeman, MT 59718 Contact: Patrick Doran & Steve Lee Phone: (406) 924-1882 Email: advantagelandcare@gmail.com Exhibit B 52 PARK NAME LOCATION: FERGUSON MEADOWS PARK Sanders Ave & Cascade St. On Turf Areas 1x/year/as needed (price per application) $125 Broad leaf weed control 1x/year/as needed (price per application) $100 VALLEY COMMONS Fallon St. & Ginella Way (Vacant land) 1x/week (price per mow)$65.00 1x/week (price per trimming) Included In Mowing Price On Turf Areas 1x/year/as needed (price per application) $125.00 Broad leaf weed control 1x/year/as needed (price per application) $100.00 LOYAL GARDENS SUB PARK S. Cottonwood Rd. to Golden Gate Ave. & South of Loyal Dr. 1x/week (price per mow)$487.50 1x/week (price per trimming) Included In Mowing Price On Turf Areas 1x/year/as needed (price per application) $2,010.00 Broad leaf weed control 1x/year/as needed (price per application) $1,605.00 VALLEY WEST PARK Durston Rd. to Babcock St. & Kimball Ave. to N. Cottonwood Rd. 1x/week (price per mow)$585.00 1x/week (price per trimming) Included In Mowing Price On Turf Areas 1x/year/as needed (price per application) $2,250.00 Broad leaf weed control 1x/year/as needed (price per application) $1,800.00 NORTON EAST RANCH SUB PARK Babcock St. to Fallon &S. Eldorado to Waterlily Dr.1x/week (price per mow)$747.50 1x/week (price per trimming) Included In Mowing Price On Turf Areas 1x/year/as needed (price per application) $2,000.00 Broad leaf weed control 1x/year/as needed (price per application) $1,600.00 BAXTER MEADOWS (Master) PH. 1-3 Kimberwicke St. to Baxter &Vaquero Pkwy. to Harper Puckett Rd. 1x/week (price per mow)$1,050.00 1x/week (price per trimming) Included In Mowing Price On Turf Areas 1x/year/as needed (price per application) $3,750.00 Broad leaf weed control 1x/year/as needed (price per application) $3,000.00 BAXTER MEADOWS PH. 1 PARK 1-2 Equestrian Ln. to Baxter Ln. & Vaquero Pkwy. toFerguson Ave. 1x/week (price per mow)$425.00 1x/week (price per trimming) Included In Mowing Price On Turf Areas 1x/year/as needed (price per application) $450.00 Broad leaf weed control 1x/year/as needed (price per application) $360.00 FLANDERS CREEK SUBDIVISION PARK 1-3 Annie St. to Durston Rd. & Flanders Creek Ave. to Twin Lakes Ave. 1x/week (price per mow)$375.00 1x/week (price per trimming) Included In Mowing Price On Turf Areas 1x/year/as needed (price per application) $1,300.00 Broad leaf weed control 1x/year/as needed (price per application) $1,040.00 TRADITIONS SUB PHASE 1 PARK 1-4 & 8 Sherwood Way toGlenwood Dr. & Flanders Creek Ave to Abigail Ln. 1x/biweekly (price per mow)$570.00 1x/biweekly (price per trimming) Included In Mowing Price On Turf Areas 1x/year/as needed (price per application) $1,450.00 Broad leaf weed control 1x/year/as needed (price per application) $1,160.00 DIAMOND ESTATES PUBLIC PARK Oak St. & Agate Ave. Road buffer at Oak & detention pond Area. 1x/biweely (price per mow)$97.50 1x/biweekly (price per trimming) Included In Mowing Price On Turf Areas 1x/year/as needed (price per application) $165.00 Broad leaf weed control 1x/year/as needed (price per application) $130.00 DIAMOND PARK Ferguson Ave. to Flanders Mill Rd. & Oak St. to Tanzanite Dr. 1x/week (price per mow)$560.00 1x/week (price per trimming) Included In Mowing Price On Turf Areas 1x/year/as needed (price per application) $1,285.00 Broad leaf weed control 1x/year/as needed (price per application) $1,030.00 WESTBROOK SUB PUBLIC PARK 1-2 Annie St. to Durston Rd. & Rosa Way to Loxley Dr. 1x/week (price per mow)$300.00 1x/week (price per trimming) Included In Mowing Price On Turf Areas 1x/year/as needed (price per application) $765.00 On Lawn Area 1x/year/as needed (price per application) $610.00 THE LAKES AT VALLEY WEST PARK Westmorland Dr. to VahlWay to N. Laurel Pkwy. Adjcent to Bronken Sports Park. 1x/week (price per mow)$300.00 1x/week (price per trimming) Included In Mowing Price On Turf Areas 1x/year/as needed (price per application) $687.50 Broad leaf weed control 1x/year/as needed (price per application) $550.00 SUNDANCE PUBLIC PARK Caballo Ave. to Davis Ln. & Galloway St. to Baxter Ln. 1x/biweekly (price per mow)$330.00 1x/biweekly (price per trimming) Included In Mowing Price On Turf Areas 1x/year/as needed (price per application) $815.00 Broad leaf weed control 1x/year/as needed (price per application) $650.00 BOULDER CREEK PARK 1- 2 Glenellen Dr. to Annie St. & Laurel Pkwy. To Abigail Ln. 1x/biweekly (price per mow)$360.00 1x/biweekly (price per trimming) Included In Mowing Price On Turf Areas 1x/year/as needed (price per application) $815.00 Broad leaf weed control 1x/year/as needed (price per application) $650.00 ANNIE ST & COTTAGE PARK LN Small L shaped property corner of Annie St. &Cottage Park Ln. 1x/week (price per mow)$65.00 1x/week (price per trimming) Included In Mowing Price On Turf Areas 1x/year/as needed (price per application) $100.00 Spraying as needed. Broad leaf weed control 1x/year/as needed (price per application) $80.00 COTTAGE PARK LN Small property CottagePark Ln. and Hanson St. 1x/week (price per mow)$65.00 1x/week (price per trimming) Included In Mowing Price On Turf Areas 1x/year/as needed (price per application) $100.00 Spraying as needed. Broad leaf weed control 1x/year/as needed (price per application) $80.00 FLANDERS MILL Roundabout Park Broken Spur Dr. and Harvest Pkwy 1x/week (price per mow)$195.00 1x/week (price per trimming) Included In Mowing Price On Turf Areas 1x/year/as needed (price per application) $435.00 Spraying as needed. Broad leaf weed control 1x/year/as needed (price per application) $350.00 Aerating & Thatching N/A Maintenance of native grass/naturalized areas Mowing $75.00 Per Hour - Invasive Weed Spraying $85.00 Per Hour + Herbicide Trail maintenance $575.00 Per Acre Pre-Emergent Spraying - $50.00 Per Gallon Spot Treatment Removal of seasonal debris, leaves, litter $65.00 Per Hour Overseeding turf areas N/A Mowing $65.00 Per Hour $75.00 Per Hour Weedeating / Trimming $65.00 Per Hour Trimming Is Included In All Mowing Prices Landscaping N/A Clearing, brushing, pruning of vegetation Parks Additional Services: Fixed Per Hour Rates Service Per Hour Rates ADDITIONAL COMMENTS Appendix C: Maintenance Schedule (LANDSCAPE) MOWING FREQUENCY: (TURF AREAS) TRIMMING FREQUENCY:FERTILIZER APPLICATION FREQUENCY:SPRAYING APPLICATION WEEDS REMOVAL FREQUENCY: Exhibit B 53 PARK NAME LOCATION: CATTAIL CREEK PARKS A & B Park A: Blackbird Dr. to Warbler Way & South to Cattail St. Park B: Catron St. to Cattail St. & Blackbird Dr. to Warbler Way. 1x/week (price per mow)$845.00 1x/week (price per trimming) Included In Mowing Price On Turf Areas 1x/year/as needed (price per application) $2,300.00 Broad leaf weed control 1x/year/as needed (price per application) $1,840.00 CATTAIL CREEK PARK PHASE 3 Catron St. to Catamount & Blackbird Dr. to Warbler Way. 1x/week (price per mow)$455.00 1x/week (price per trimming) Included In Mowing Price On Turf Areas 1x/year/as needed (price per application) $1,175.00 Broad leaf weed control 1x/year/as needed (price per application) $940.00 SANDAN PARK Downy Ln. to Savannah St. & Fen Way to Blackbird Dr. 1x/week (price per mow)$325.00 1x/week (price per trimming) Included In Mowing Price On Turf Areas 1x/year/as needed (price per application) $775.00 Broad leaf weed control 1x/year/as needed (price per application) $620.00 HARVEST CREEK PARK 1-4 W. Oak St. to Durston Rd. & Springbrook Ave. to to N. 27th Ave. 1x/week (price per mow)$1,200.00 1x/week (price per trimming) Included In Mowing Price On Turf Areas 1x/year/as needed (price per application) $3,225.00 Broad leaf weed control 1x/year/as needed (price per application) $2,580.00 BAXTER SQUARE PARK Corner of Sartain St. and Renee Way & Baxter Ln. to Sartain St. 1x/week (price per mow)$165.00 1x/week (price per trimming) Included In Mowing Price On Turf Areas 1x/year/as needed (price per application) $425.00 Broad leaf weed control 1x/year/as needed (price per application) $340.00 WEST WINDS PARK (ALL PHASES) Oak St. to Baxter Ln. & Davis Ln. to 27th Ave.1x/week (price per mow)$1,300.00 1x/week (price per trimming) Included In Mowing Price On Turf Areas 1x/year/as needed (price per application) $3,650.00 Broad leaf weed control 1x/year/as needed (price per application) $2,920.00 LEGENDS AT BRIDGER CREEK PARK 1 North of Pinicle Star St. 1x/biweekly (price per mow)$115.00 1x/biweekly (price per trimming) Included In Mowing Price On Turf Areas 1x/year/as needed (price per application) $250.00 Broad leaf weed control 1x/year/as needed (price per application) $200.00 LEGENDS AT BRIDGER CREEK PARK 2 Boyland Rd. W. of Pinicle Star St. 1x/biweekly (price per mow)$375.00 1x/biweekly (price per trimming) Included In Mowing Price On Turf Areas 1x/year/as needed (price per application) $1,022.50 Broad leaf weed control 1x/year/as needed (price per application) $818.00 CATTAIL LAKE PARK East of Davis Ln. on Troutmeadow Rd. & Blackbird Dr. 1x/biweekly (price per mow)$227.50 1x/biweekly (price per trimming) Included In Mowing Price On Turf Areas 1x/year/as needed (price per application) $150.00 Broad leaf weed control 1x/year/as needed (price per application) $120.00 ML ALDERSON PARK S. Cottonwood Dr. & W. Garfield 1x/week (price per mow)$357.50 1x/week (price per trimming) Included In Mowing Price On Turf Areas 1x/year/as needed (price per application) $875.00 Spraying as needed. Broad leaf weed control 1x/year/as needed (price per application) $700.00 ALDER CREEK PARK S. 3rd Ave, 11th Ave. Alder Creek 1x/week (price per mow)$715.00 1x/week (price per trimming) Included In Mowing Price On Turf Areas 1x/year/as needed (price per application) $2,025.00 Spraying as needed. Broad leaf weed control 1x/year/as needed (price per application) $1,620.00 GRAN CIELO PARK Off Graf Between 30th Ave. and 1x/week (price per mow)$510.00 1x/week (price per trimming) Included In Mowing Price On Turf Areas 1x/year/as needed (price per application) $1,200.00 Broad leaf weed control 1x/year/as needed (price per application) $1,000.00 Parks Appendix C: Maintenance Schedule (LANDSCAPE) MOWING FREQUENCY: (TURF TRIMMING FREQUENCY:FERTILIZER APPLICATION FREQUENCY:SPRAYING APPLICATION WEEDS REMOVAL FREQUENCY: Exhibit B 54 Exhibit B 55 Memorandum REPORT TO:City Commission FROM:Alex Nordquest, Forestry Division Manager Mitch Overton, Director of Parks and Recreation SUBJECT:Authorize the City Manager to sign a Professional Services Agreement with DJ&A for the 2026 Urban Forest Management Plan. MEETING DATE:January 27, 2026 AGENDA ITEM TYPE:Agreement - Vendor/Contract RECOMMENDATION:Authorize the City Manager to sign a Professional Services Agreement with DJ&A for the 2026 Urban Forest Management Plan. STRATEGIC PLAN:6.5 Parks, Trails & Open Space: Support the maintenance and expansion of an interconnected system of parks, trails and open spaces. BACKGROUND:The City's current Urban Forest Management Plan (UFMP) was created in 2016 and presented a plant to "sustainably, holistically, and efficiently manage Bozeman's urban forest to realize the full expanse of benefits urban trees can provide." Now nearly ten years later, many of the goals and recommendations from this UFMP have been accomplished and an updated plan is desired. A 2026 UFMP would need to build upon its predecessor's framework and serve as an overarching guiding document for all Forestry Division operations, planning, and public outreach through 2036. A 2026 UFMP will need to present a more in-depth review of Bozeman's urban forest management. Essential components of this project scope include: Analysis and recommendations regarding tree inventory characteristics, canopy cover goals, staffing and equipment levels, contract budgeting; Evaluation and guidance on integration with other city departments, acceptance of contract tree installations, and assessment of private property trees impacted by construction; Recommendations and strategies to strengthen volunteer initiatives, address public concerns, and expand community education/outreach efforts. This project was included in the Forestry Division's FY25-26 Work Plan and CIP budgeting; a Request for Proposals (RFP) was published in November 2025 detailing the desired scope for such an effort. DJ&A submitted a compelling RFP and was chosen as the desired consultant through a Scoring Committee. UNRESOLVED ISSUES:None 56 ALTERNATIVES:As suggested by the City Commission. FISCAL EFFECTS:The Forestry Division's FY26 CIP budget has $85,000 allocated for this project. Additional funding for the full amount of $113,634 is available from savings in Forestry's FY26 Operating budget and potential grant funding. Attachments: 2026 Urban Forest Management Plan - Professional Services Agreement.pdf Report compiled on: January 13, 2026 57 Professional Services Agreement for 2026 Urban Forest Management Plan Page 1 of 13 PROFESSIONAL SERVICES AGREEMENT THIS AGREEMENT is made and entered into this 27th day of January, 2026 (“Effective Date”), by and between the CITY OF BOZEMAN, MONTANA, a self-governing municipal corporation organized and existing under its Charter and the laws of the State of Montana, 121 North Rouse Street, Bozeman, Montana, with a mailing address of PO Box 1230, Bozeman, MT 59771, hereinafter referred to as “City,” and, DJ&A, hereinafter referred to as “Contractor.” The City and Contractor may be referred to individually as “Party” and collectively as “Parties.” In consideration of the mutual covenants and agreements herein contained, the receipt and sufficiency whereof being hereby acknowledged, the parties hereto agree as follows: 1. Purpose: City agrees to enter this Agreement with Contractor to perform for City services described in the Scope of Services attached hereto as Exhibit A and by this reference made a part hereof. 2. Term/Effective Date: This Agreement is effective upon the Effective Date and will expire one year from the Effective Date, unless earlier terminated in accordance with this Agreement. 3. Scope of Services: Contractor will perform the work and provide the services in accordance with the requirements of the Scope of Services. For conflicts between this Agreement and the Scope of Services, unless specifically provided otherwise, the Agreement governs. 4. Payment: City agrees to pay Contractor the amount specified in the Scope of Services ($113,634.50). Any alteration or deviation from the described services that involves additional costs above the Agreement amount will be performed by Contractor after written request by the City, and will become an additional charge over and above the amount listed in the Scope of Services. The City must agree in writing upon any additional charges. 5. Contractor’s Representations: To induce City to enter into this Agreement, Contractor makes the following representations: a.Contractor has familiarized itself with the nature and extent of this Agreement, the Scope of Services, and with all local conditions and federal, state and local laws, ordinances, rules, and regulations that in any manner may affect cost, progress or performance of the Scope of Services. 58 Professional Services Agreement for 2026 Urban Forest Management Plan Page 2 of 13 b. Contractor represents and warrants to City that it has the experience and ability to perform the services required by this Agreement; that it will perform the services in a professional, competent and timely manner and with diligence and skill; that it has the power to enter into and perform this Agreement and grant the rights granted in it; and that its performance of this Agreement shall not infringe upon or violate the rights of any third party, whether rights of copyright, trademark, privacy, publicity, libel, slander or any other rights of any nature whatsoever, or violate any federal, state and municipal laws. The City will not determine or exercise control as to general procedures or formats necessary to have these services meet this warranty. 6. Independent Contractor Status/Labor Relations: The parties agree that Contractor is an independent contractor for purposes of this Agreement and is not to be considered an employee of the City for any purpose. Contractor is not subject to the terms and provisions of the City’s personnel policies handbook and may not be considered a City employee for workers’ compensation or any other purpose. Contractor is not authorized to represent the City or otherwise bind the City in any dealings between Contractor and any third parties. Contractor shall comply with the applicable requirements of the Workers’ Compensation Act, Title 39, Chapter 71, Montana Code Annotated (MCA), and the Occupational Disease Act of Montana, Title 39, Chapter 71, MCA. Contractor shall maintain workers’ compensation coverage for all members and employees of Contractor’s business, except for those members who are exempted by law. Contractor shall furnish the City with copies showing one of the following: (1) a binder for workers’ compensation coverage by an insurer licensed and authorized to provide workers’ compensation insurance in the State of Montana; or (2) proof of exemption from workers’ compensation granted by law for independent contractors. Contractor shall post a legible statement of all wages and fringe benefits to be paid to the Contractor’s employees and the frequency of such payments (i.e., hourly wage employees shall be paid weekly). Such posting shall be made in a prominent and accessible location at the Contractor’s normal place of business and shall be made no later than the first day of services provided under this Agreement. Such posting shall be removed only upon expiration or termination of this Agreement. In performing the services under this Agreement, Contractor shall give preference to the employment of bona fide residents of Montana, as required by §18-2-403, MCA, as such term is defined by §18-2-401(1), MCA. When making assignments of work, Contractor shall use workers both skilled in their trade and specialized in their field of work for all work to which they are assigned. 59 Professional Services Agreement for 2026 Urban Forest Management Plan Page 3 of 13 Pursuant to §§18-2-403 and 18-2-422, MCA, Contractor shall pay wages, fringe benefits, and expenses, including travel allowances as set forth in the current Montana Prevailing Wage Rate for Non Construction Services in effect and applicable to Gallatin County, Montana, which schedule is incorporated herein. Contractor shall pay all hourly wage employees on a weekly basis. Violation of the requirements set forth in the above State of Montana schedule of prevailing wage rates may subject the Contractor to the penalties set forth in §18-2-407, MCA. Contractor shall maintain payroll records during the term of this Agreement and for a period of three (3) years following termination of this Agreement. The Contractor shall ensure that any person, firm or entity performing any portion of the services under this Agreement for which the contractor, subcontractor or employer is responsible, is paid the applicable standard prevailing rate of wages. In the event that, during the term of this Agreement, any labor problems or disputes of any type arise or materialize which in turn cause any services to cease for any period of time, Contractor specifically agrees to take immediate steps, at its own expense and without expectation of reimbursement from City, to alleviate or resolve all such labor problems or disputes. The specific steps Contractor shall take shall be left to the discretion of Contractor; provided, however, that Contractor shall bear all costs of any related legal action. Contractor shall provide immediate relief to the City so as to permit the services to continue at no additional cost to City. Contractor shall indemnify, defend, and hold the City harmless from any and all claims, demands, costs, expenses, damages, and liabilities arising out of, resulting from, or occurring in connection with any labor problems or disputes or any delays or stoppages of work associated with such problems or disputes and for any claims regarding underpaid prevailing wages. 7. Indemnity/Waiver of Claims/Insurance: For other than professional services rendered, to the fullest extent permitted by law, Contractor agrees to release, defend, indemnify, and hold harmless the City, its agents, representatives, employees, and officers (collectively referred to for purposes of this Section as the City) from and against any and all claims, demands, actions, fees and costs (including attorney’s fees and the costs and fees of expert witness and consultants), losses, expenses, liabilities (including liability where activity is inherently or intrinsically dangerous) or damages of whatever kind or nature connected therewith and without limit and without regard to the cause or causes thereof or the negligence of any party or parties that may be asserted against, recovered from or suffered by the City occasioned by, growing or arising out of or resulting from or in any way related to: (i) the negligent, reckless, or intentional misconduct of the Contractor; or (ii) any negligent, reckless, or intentional misconduct of any of the Contractor’s agents. For the professional services rendered, to the fullest extent permitted by law, Contractor 60 Professional Services Agreement for 2026 Urban Forest Management Plan Page 4 of 13 agrees to indemnify and hold the City harmless against claims, demands, suits, damages, losses, and expenses, including reasonable defense attorney fees, to the extent caused by the negligence or intentional misconduct of the Contractor or Contractor’s agents or employees. Such obligations shall not be construed to negate, abridge, or reduce other rights or obligations of indemnity that would otherwise exist. The indemnification obligations of this Section must not be construed to negate, abridge, or reduce any common-law or statutory rights of the City as indemnitee(s) which would otherwise exist as to such indemnitee(s). Contractor’s indemnity under this Section shall be without regard to and without any right to contribution from any insurance maintained by City. Should the City be required to bring an action against the Contractor to assert its right to defense or indemnification under this Agreement or under the Contractor’s applicable insurance policies required below, the City shall be entitled to recover reasonable costs and attorney fees incurred in asserting its right to indemnification or defense but only if a court of competent jurisdiction determines the Contractor was obligated to defend the claim(s) or was obligated to indemnify the City for a claim(s) or any portion(s) thereof. In the event of an action filed against the City resulting from the City’s performance under this Agreement, the City may elect to represent itself and incur all costs and expenses of suit. Contractor also waives any and all claims and recourse against the City, including the right of contribution for loss or damage to person or property arising from, growing out of, or in any way connected with or incident to the performance of this Agreement except “responsibility for [City’s] own fraud, for willful injury to the person or property of another, or for violation of law, whether willful or negligent” as per 28-2-702, MCA. These obligations shall survive termination of this Agreement and the services performed hereunder. In addition to and independent from the above, Contractor shall at Contractor’s expense secure insurance coverage through an insurance company or companies duly licensed and authorized to conduct insurance business in Montana which insures the liabilities and obligations specifically assumed by the Contractor in this Section. The insurance coverage shall not contain any exclusion for liabilities specifically assumed by the Contractor in this Section. The insurance shall cover and apply to all claims, demands, suits, damages, losses, and expenses that may be asserted or claimed against, recovered from, or suffered by the City without 61 Professional Services Agreement for 2026 Urban Forest Management Plan Page 5 of 13 limit and without regard to the cause therefore and which is acceptable to the City. Contractor shall furnish to the City an accompanying certificate of insurance and accompanying endorsements in amounts not less than as follows: • Workers’ Compensation – statutory; • Employers’ Liability - $1,000,000 per occurrence; $2,000,000 annual aggregate; • Commercial General Liability - $1,000,000 per occurrence; $2,000,000 annual aggregate; • Automobile Liability - $1,000,000 property damage/bodily injury per accident; and • Professional Liability - $1,000,000 per claim; $2,000,000 annual aggregate. The above amounts shall be exclusive of defense costs. The City shall be endorsed as an additional or named insured on a primary non-contributory basis on the Commercial General, Employer’s Liability, and Automobile Liability policies. The insurance and required endorsements must be in a form suitable to City and shall include no less than a thirty (30) day notice of cancellation or non-renewal. Contractor shall notify City within two (2) business days of Contractor’s receipt of notice that any required insurance coverage will be terminated or Contractor’s decision to terminate any required insurance coverage for any reason. The City must approve all insurance coverage and endorsements prior to the Contractor commencing work. 8. Termination for Contractor’s Fault: a. If Contractor refuses or fails to timely do the work, or any part thereof, or fails to perform any of its obligations under this Agreement, or otherwise breaches any terms or conditions of this Agreement, the City may, by written notice, terminate this Agreement and the Contractor’s right to proceed with all or any part of the work (“Termination Notice Due to Contractor’s Fault”). The City may then take over the work and complete it, either with its own resources or by re-letting the contract to any other third party. b. In the event of a termination pursuant to this Section 8, Contractor shall be entitled to payment only for those services Contractor actually rendered. c. Any termination provided for by this Section 8 shall be in addition to any other remedies to which the City may be entitled under the law or at equity. d. In the event of termination under this Section 8, Contractor shall, under no circumstances, be entitled to claim or recover consequential, special, punitive, lost business 62 Professional Services Agreement for 2026 Urban Forest Management Plan Page 6 of 13 opportunity, lost productivity, field office overhead, general conditions costs, or lost profits damages of any nature arising, or claimed to have arisen, as a result of the termination. 9. Termination for City’s Convenience: a. Should conditions arise which, in the sole opinion and discretion of the City, make it advisable to the City to cease performance under this Agreement, the City may terminate this Agreement by written notice to Contractor (“Notice of Termination for City’s Convenience”). The termination shall be effective in the manner specified in the Notice of Termination for City’s Convenience and shall be without prejudice to any claims that the City may otherwise have against Contractor. b. Upon receipt of the Notice of Termination for City’s Convenience, unless otherwise directed in the Notice, the Contractor shall immediately cease performance under this Agreement and make every reasonable effort to refrain from continuing work, incurring additional expenses or costs under this Agreement and shall immediately cancel all existing orders or contracts upon terms satisfactory to the City. Contractor shall do only such work as may be necessary to preserve, protect, and maintain work already completed or immediately in progress. c. In the event of a termination pursuant to this Section 9, Contractor is entitled to payment only for those services Contractor actually rendered on or before the receipt of the Notice of Termination for City’s Convenience. d. The compensation described in Section 9(c) is the sole compensation due to Contractor for its performance of this Agreement. Contractor shall, under no circumstances, be entitled to claim or recover consequential, special, punitive, lost business opportunity, lost productivity, field office overhead, general conditions costs, or lost profits damages of any nature arising, or claimed to have arisen, as a result of the termination. 10. Limitation on Contractor’s Damages; Time for Asserting Claim: a. In the event of a claim for damages by Contractor under this Agreement, Contractor’s damages shall be limited to contract damages and Contractor hereby expressly waives any right to claim or recover consequential, special, punitive, lost business opportunity, lost productivity, field office overhead, general conditions costs, or lost profits damages of any nature or kind. b. In the event Contractor wants to assert a claim for damages of any kind or 63 Professional Services Agreement for 2026 Urban Forest Management Plan Page 7 of 13 nature, Contractor shall provide City with written notice of its claim, the facts and circumstances surrounding and giving rise to the claim, and the total amount of damages sought by the claim, within thirty (30) days of the facts and circumstances giving rise to the claim. In the event Contractor fails to provide such notice, Contractor shall waive all rights to assert such claim. 11. Representatives and Notices: a. City’s Representative: The City’s Representative for the purpose of this Agreement shall be Alex Nordquest or such other individual as City shall designate in writing. Whenever approval or authorization from or communication or submission to City is required by this Agreement, such communication or submission shall be directed to the City’s Representative and approvals or authorizations shall be issued only by such Representative; provided, however, that in exigent circumstances when City’s Representative is not available, Contractor may direct its communication or submission to other designated City personnel or agents as designated by the City in writing and may receive approvals or authorization from such persons. b. Contractor’s Representative: The Contractor’s Representative for the purpose of this Agreement shall be Josh Elliott or such other individual as Contractor shall designate in writing. Whenever direction to or communication with Contractor is required by this Agreement, such direction or communication shall be directed to Contractor’s Representative; provided, however, that in exigent circumstances when Contractor’s Representative is not available, City may direct its direction or communication to other designated Contractor personnel or agents. c. Notices: All notices required by this Agreement shall be in writing and shall be provided to the Representatives named in this Section. Notices shall be deemed given when delivered, if delivered by courier to Party’s address shown above during normal business hours of the recipient; or when sent, if sent by email or fax (with a successful transmission report) to the email address or fax number provided by the Party’s Representative; or on the fifth business day following mailing, if mailed by ordinary mail to the address shown above, postage prepaid. 12. Permits: Contractor shall provide all notices, comply with all applicable laws, ordinances, rules, and regulations, obtain all necessary permits, licenses, including a City of Bozeman business license, and inspections from applicable governmental authorities, and pay all fees and charges in connection therewith. 64 Professional Services Agreement for 2026 Urban Forest Management Plan Page 8 of 13 13. Laws and Regulations: Contractor shall comply fully with all applicable state and federal laws, regulations, and municipal ordinances including, but not limited to, all workers’ compensation laws, all environmental laws including, but not limited to, the generation and disposal of hazardous waste, the Occupational Safety and Health Act (OSHA), the safety rules, codes, and provisions of the Montana Safety Act in Title 50, Chapter 71, MCA, all applicable City, County, and State building and electrical codes, the Americans with Disabilities Act, and all non-discrimination, affirmative action, and utilization of minority and small business statutes and regulations. 14. Web Accessibility and the ADA: Title II of the ADA prohibits discrimination against people with disabilities in all services, programs, and activities offered or made available by the City. This includes ensuring that the City’s communications with people with disabilities are as effective as its communications with others. If Contractor’s Scope of Services includes the production of digital content, documents, or web applications intended to be branded for use by the City, Contractor must use the City style guide when creating a design. As per recommendations found in Section 508 of the Rehabilitation Act, all digital content, documents, or web applications must also adhere to level A and AA Success Criteria and Conformance Requirements as defined by the current Web Content Accessibility Guidelines (WCAG). The City will not accept digital content that does not comply with WCAG A and AA guidelines. If the City refuses digital content because it is non-compliant with the City style guide, Section 508 of the Rehabilitation Act, and/or WCAG, Contractor will be required to make the digital content compliant and redelivered at no additional cost to the City. 15. Nondiscrimination and Equal Pay: The Contractor agrees that all hiring by Contractor of persons performing this Agreement shall be on the basis of merit and qualifications. The Contractor will have a policy to provide equal employment opportunity in accordance with all applicable state and federal anti-discrimination laws, regulations, and contracts. The Contractor will not refuse employment to a person, bar a person from employment, or discriminate against a person in compensation or in a term, condition, or privilege of employment because of race, color, religion, creed, political ideas, sex, age, marital status, national origin, actual or perceived sexual orientation, gender identity, physical or mental disability, except when the reasonable demands of the position require an age, physical or mental disability, marital status or sex distinction. The Contractor shall be subject to and comply with Title VI of the Civil Rights Act of 1964; Section 140, Title 2, United States Code, and all regulations promulgated thereunder. 65 Professional Services Agreement for 2026 Urban Forest Management Plan Page 9 of 13 Contractor represents it is, and for the term of this Agreement will be, in compliance with the requirements of the Equal Pay Act of 1963 and Section 39-3-104, MCA (the Montana Equal Pay Act). Contractor must report to the City any violations of the Montana Equal Pay Act that Contractor has been found guilty of within 60 days of such finding for violations occurring during the term of this Agreement. Contractor shall require these nondiscrimination terms of its subcontractors providing services under this Agreement. 16. Intoxicants; DOT Drug and Alcohol Regulations/Safety and Training: Contractor shall not permit or suffer the introduction or use of any intoxicants, including alcohol or illegal drugs, by any employee or agent engaged in services to the City under this Agreement while on City property or in the performance of any activities under this Agreement. Contractor acknowledges it is aware of and shall comply with its responsibilities and obligations under the U.S. Department of Transportation (DOT) regulations governing anti-drug and alcohol misuse prevention plans and related testing. City shall have the right to request proof of such compliance and Contractor shall be obligated to furnish such proof. The Contractor shall be responsible for instructing and training the Contractor's employees and agents in proper and specified work methods and procedures. The Contractor shall provide continuous inspection and supervision of the work performed. The Contractor is responsible for instructing its employees and agents in safe work practices. 17. Modification and Assignability: This Agreement may not be enlarged, modified or altered except by written agreement signed by both parties hereto. The Contractor may not subcontract or assign Contractor’s rights, including the right to compensation or duties arising hereunder, without the prior written consent of the City. Any subcontractor or assignee will be bound by all of the terms and conditions of this Agreement. 18. Reports/Accountability/Public Information: Contractor agrees to develop and/or provide documentation as requested by the City demonstrating Contractor’s compliance with the requirements of this Agreement. Contractor shall allow the City, its auditors, and other persons authorized by the City to inspect and copy its books and records for the purpose of verifying that the reimbursement of monies distributed to Contractor pursuant to this Agreement was used in compliance with this Agreement and all applicable provisions of federal, state, and local law. The Contractor shall not issue any statements, releases or information for public dissemination without prior approval of the City. 66 Professional Services Agreement for 2026 Urban Forest Management Plan Page 10 of 13 19. Non-Waiver: A waiver by either party of any default or breach by the other party of any terms or conditions of this Agreement does not limit the other party’s right to enforce such term or conditions or to pursue any available legal or equitable rights in the event of any subsequent default or breach. 20. Attorney’s Fees and Costs: In the event it becomes necessary for either Party to retain an attorney to enforce any of the terms or conditions of this Agreement or to give any notice required herein, then the prevailing Party or the Party giving notice shall be entitled to reasonable attorney's fees and costs, including fees, salary, and costs of in-house counsel including the City Attorney’s Office staff. 21. Taxes: Contractor is obligated to pay all taxes of any kind or nature and make all appropriate employee withholdings. 22. Dispute Resolution: a. Any claim, controversy, or dispute between the parties, their agents, employees, or representatives shall be resolved first by negotiation between senior-level personnel from each party duly authorized to execute settlement agreements. Upon mutual agreement of the parties, the parties may invite an independent, disinterested mediator to assist in the negotiated settlement discussions. b. If the parties are unable to resolve the dispute within thirty (30) days from the date the dispute was first raised, then such dispute may only be resolved in a court of competent jurisdiction in compliance with the Applicable Law provisions of this Agreement. 23. Survival: Contractor’s indemnification shall survive the termination or expiration of this Agreement for the maximum period allowed under applicable law. 24. Headings: The headings used in this Agreement are for convenience only and are not to be construed as a part of the Agreement or as a limitation on the scope of the particular paragraphs to which they refer. 25. Severability: If any portion of this Agreement is held to be void or unenforceable, the balance thereof shall continue in effect. 26. Applicable Law: The parties agree that this Agreement is governed in all respects by the laws of the State of Montana. 67 Professional Services Agreement for 2026 Urban Forest Management Plan Page 11 of 13 27. Binding Effect: This Agreement is binding upon and inures to the benefit of the heirs, legal representatives, successors, and assigns of the parties. 28. No Third-Party Beneficiary: This Agreement is for the exclusive benefit of the parties, does not constitute a third-party beneficiary agreement, and may not be relied upon or enforced by a third party. 29. Counterparts: This Agreement may be executed in counterparts, which together constitute one instrument. 30. Integration: This Agreement and all Exhibits attached hereto constitute the entire agreement of the parties. Covenants or representations not contained herein or made a part thereof by reference, are not binding upon the parties. There are no understandings between the parties other than as set forth in this Agreement. All communications, either verbal or written, made prior to the date of this Agreement are hereby abrogated and withdrawn unless specifically made a part of this Agreement by reference. 31. Consent to Electronic Signatures: The Parties have consented to execute this Agreement electronically in conformance with the Montana Uniform Electronic Transactions Act, Title 30, Chapter 18, Part 1, MCA. 32. Extensions: this Agreement may, upon mutual agreement, be extended for a period of one year by written agreement of the Parties. In no case, however, may this Agreement run longer than two years. 68 Professional Services Agreement for 2026 Urban Forest Management Plan Page 12 of 13 **** END OF AGREEMENT EXCEPT FOR SIGNATURES **** IN WITNESS WHEREOF, the parties hereto have executed this Agreement the day and year first above written or as recorded in an electronic signature. CITY OF BOZEMAN, MONTANA ____________________________________ CONTRACTOR (Type Name Above) By________________________________ By__________________________________ Chuck Winn, City Manager Print Name: ___________________________ Print Title: ____________________________ APPROVED AS TO FORM: By_______________________________ Greg Sullivan, Bozeman City Attorney 69 Professional Services Agreement for 2026 Urban Forest Management Plan Page 13 of 13 EXHIBIT A Scope of Services 2026 Urban Forest Management Plan 70 DJ&A and PlanIT Geo City of Bozeman 2026 Urban Forest Management Plan Update 2 | Page EXECUTIVE SUMMARY Urban forest management planning is essential for sustaining healthy, resilient urban ecosystems, especially in the face of climate change and, for the City of Bozeman, to complement the rapid population growth. Trees provide communities with critical benefits such as improved air quality, stormwater management, and enhanced biodiversity; however, urban forests are increasingly vulnerable to climate stressors like extreme heat, drought, and severe storms and are further susceptible to pest infestations. The City of Bozeman is in a unique position to take advantage of the current intersection of expansion planning for the city while accounting for inevitable changes in climate over the coming decades. A robust and actionable Urban Forest Management Plan (UFMP, or Plan) will ensure that the city is prepared to: • Develop a solid baseline of data from which to make actionable decisions, • Ensure City staff have the capacity and equipment to implement Plan goals, • Select climate-resilient species to best address climate change impacts and prepare for Emerald Ash Borer, and • Engage the community in stewardship efforts and volunteer activities. These overarching goals provide the framework for the process DJ&A will use, in collaboration with the City and other stakeholders, to deliver an updated Urban Forest Management Plan that accounts for the City of Bozeman’s unique situation and effectively plans for future conditions. Our team includes DJ&A (prime consultant) and PlanIT Geo (subconsultant). Collectively, we offer the City of Bozeman all the benefits of a local consultant combined with the technical expertise of a world leader in urban forest planning. DJ&A will provide a personalized touch for the project, capitalizing on our experience facilitating similar types of planning projects and public engagement processes across Montana. PlanIT Geo will contribute world class technical expertise in urban forest management planning, and our project manager will coordinate all key team members from both companies to seamlessly integrate with the City. FIRM PROFILE DJ&A Founded in Missoula in 1973, DJ&A is an S Corporation with 190 employees. We are a multidisciplinary professional services consulting firm with skilled teams that consistently deliver the highest quality projects for our clients. Our team of professionals delivers a diverse range of environmental, planning, engineering, landscape architecture, and survey projects for federal, state, local, and private clientele with a current annual volume of business reaching $38 million. We have built a reputation for excellence in the services we provide and the results we produce for our clients. DJ&A is experienced in land and resource management and land use planning throughout the West, particularly in Montana. Our experience developing Community Wildfire Protection Plans 71 DJ&A and PlanIT Geo City of Bozeman 2026 Urban Forest Management Plan Update 3 | Page (CWPPs) for Montana counties supports our ability to effectively and efficiently work with Montana communities to create robust planning documents that meet the unique needs of each community. Headquartered in Missoula, DJ&A has regional offices in Bozeman; Denver, CO; Vancouver, WA; Reno, NV; and Albuquerque, NM. DJ&A has established a strong working relationship with the City of Bozeman through projects such as the Kirk Park Master Plan and numerous private developments requiring close coordination with City staff. Our team regularly collaborates with planning, engineering, and public works departments to guide clients toward code-compliant, context-sensitive designs that meet both project goals and the City’s vision. These experiences have fostered a genuine partnership built on mutual respect, shared priorities, and a commitment to delivering designs that reflect Bozeman’s community values and long-term sustainability goals. Most staff we have assigned to serve this contract work out of the Missoula and Bozeman offices. With the primary staff assigned to this project living and working in Montana, we will be able to efficiently participate in in-person meetings. We have found that in-person meetings with core team members are invaluable for effective team building and producing high-quality planning documents. Similarly, our ability to efficiently facilitate in-person public meetings will greatly benefit the public engagement part of the project. PLANIT GEO PlanIT Geo is an urban forestry consulting and software firm with a mission to map the world’s urban forests for a greener future by integrating experience with cutting-edge technology and planning for urban forestry, parks, and arboriculture. PlanIT Geo has been in the urban forestry business since its establishment by CEO Ian Hanou in 2012, has expanded to over 40 employees in 2025, and was established as a C Corporation in 2022. PlanIT Geo is based in Arvada, Colorado, with remote offices around the country. PlanIT Geo provides contractual services including tree inventories and risk assessments using TreePlotterTM software, urban forest and risk tree planning, tree inventory and management software, land cover mapping (LiDAR and multispectral imagery), tree canopy assessments, GIS analysis, and i-Tree studies. Over 500 communities, nonprofits, and state/local governments throughout the United States, Canada, the United Kingdom, and Australia have used the PlanIT Geo team to perform tree inventories, write tailored management plans, and conduct tree canopy assessments. The PlanIT Geo team provides customized urban forestry solutions, resources, and tools to local governments, nonprofits, universities, and private industries that guide these entities to a holistic approach in sustainable urban forestry and environmental equity. Currently, nine U.S. state agencies and hundreds of communities use PlanIT Geo’s TreePlotterTM INVENTORY and CANOPY software on a regional or statewide basis for cloud hosting of tree inventories, canopy assessments, document storage, community engagement, and interactive dashboards. Over the last 11 years, PlanIT Geo has been involved in hundreds of urban forestry and environmentally related projects around the world. The PlanIT Geo team possesses extensive knowledge of urban forestry practices in the western United States. The entire PlanIT Geo team has a wide array of skill sets related to urban forestry and is committed to serving clients with the highest quality of products available in the urban forestry industry. 72 DJ&A and PlanIT Geo City of Bozeman 2026 Urban Forest Management Plan Update 4 | Page PlanIT Geo pairs advanced technical tools with firsthand experience in Montana urban forestry, bringing Bozeman locally relevant, practical solutions instead of generic templates. Recommendations will be mapped to City systems and designed for immediate use, allowing Bozeman to implement transformative Plan actions with confidence. ROLES & QUALIFICATIONS OF KEY STAFF Together, DJ&A and PlanIT Geo have assembled a highly qualified team of professionals with experience specifically related to the tasks outlined in this proposal and with the capacity to perform the proposed work effectively and efficiently. Our team is prepared to commit all key team members for the length of the contract. If needed, additional support may be provided by other team members under key staff supervision. Our key team members all have extensive experience and knowledge relevant to their roles in this project. Experience summaries of our key staff are included below, and resumes for key staff are included in Appendix A. Contact information for primary contacts is included in Table 1. Myla Kelly | Senior Advisor and Facilitator | DJ&A Myla has 25 years of experience as an environmental resource specialist with a focus on water quality, environmental planning, and permitting. Prior to joining DJ&A, Myla served as the Montana Department of Environmental Quality’s Water Quality Standards and Modeling Manager for seven years, developing significant knowledge of the Montana Clean Water Act, Federal Clean Water Act, and other relevant state and federal laws. With DJ&A, Myla has managed several environmental planning projects, including multiple CWPP updates in Montana. Her demonstrated expertise in managing complex environmental planning projects makes her an invaluable asset for projects like this. Myla lives in Bozeman and would be our lead facilitator for Work Sessions and public meetings. Josh Elliott | Project Manager | DJ&A Josh has over 3 years of experience as an environmental resource specialist and project manager with a focus on natural resource law and policy. Josh has managed multiple environmental planning projects including two CWPP updates for Montana counties; one of which is complete, and the other is nearing completion. He specializes in and enjoys facilitating group processes related to addressing natural resource challenges. Prior to joining DJ&A, Josh spent 12 years as a geotechnical engineer where he developed and fine-tuned his project management skills. His responsiveness, attention to detail, and ability to see the big picture help him excel as a project manager. Josh’s demonstrated expertise in managing diverse interdisciplinary teams makes him an invaluable asset for projects like this. Josh lives in Missoula and would manage all aspects of this project. 73 DJ&A and PlanIT Geo City of Bozeman 2026 Urban Forest Management Plan Update 5 | Page Hannah Kuhns | Environmental Scientist | DJ&A Hannah has 10 years of progressive experience in natural resource management across the United States. Her formal training and education are in community ecology and invasive species management. She is skilled in adaptive management practices and is familiar with the process of data collection and inventory methods to inform data driven decision processes to recommend management direction, with a focus on monitoring and process revision to ensure planning success. As an International Society of Arboriculture (ISA) Certified Arborist, Hannah is familiar with tree industry standards, has completed tree inventory and risk assessments, and worked at the intersection of utility rights of way and vegetation management. She is a skilled technical writer and contributes as primary author for planning projects, technical assessments, vegetation and botany specialist reports for NEPA analysis, biological assessments, and discretionary grant applications. Hannah is well versed in statistical analysis, benefit-cost analysis, and manipulating large datasets. She is also a former Montana resident. Hannah will provide engagement and material development support and compile material for updated Plan sections. Eric Melson | Planner | DJ&A Eric is a planner with 15 years of experience designing and facilitating public engagement strategies for natural resource planning projects across the West. He has guided core teams, governments, and agencies through complex public engagement processes, building consensus and ensuring policy decisions align with community needs. Eric has expertise in designing and implementing public engagement strategies, project management, and natural resource policy. His background in recreation planning provides a unique bridge between human use and environmental conservation, helping communities understand how urban forests and green infrastructure enhance and support healthy communities. Eric will provide high-level strategic guidance for this project to ensure a sound public messaging and engagement strategy and that community needs drive all aspects of the project. Chris Peiffer | Director of Urban Forestry Strategy and Senior Advisor | PlanIT Geo Chris provides expertise in project management, business development, technical writing, and consultation in the areas of urban forest management and green infrastructure planning. He is an ISA Certified Arborist and ISA Certified Urban Forest Professional. Chris has an extensive background in strategic planning and engaging stakeholders to develop impactful, long-term management plans for over 50 cities and counties across the country since 2016. He will provide innovative approaches, problem-solving, and expert technical reviews for the project. 74 DJ&A and PlanIT Geo City of Bozeman 2026 Urban Forest Management Plan Update 6 | Page Alex Hancock | Director of Urban Forestry Consulting and Senior Project Manager | PlanIT Geo Alex is an ISA Certified Arborist with a background in urban planning, urban forestry, and sustainability. She is experienced in tree canopy cover analysis, climate action planning, zoning and land use planning, and public policy. She leads the development of Urban Forestry Plans for communities and is skilled at directing the integration of urban forestry into sustainability planning for communities through public engagement, staff consultations, policy analysis, specialized recommendations, and plan development. Alex will serve as the strategic lead and technical champion for the Plan update, advising project setup, driving policy and ordinance reviews, and oversee each analysis and recommendation. Matt Urmson | Urban Forestry Planner and Project Manager | PlanIT Geo Matt has a background in forestry, horticulture, pest management, water-efficient landscaping, and parks and recreation. He is an ISA Certified Arborist; a qualified water efficient landscaper; and a certified operator in forestry, turf grass, and industrial rights of way. Matt supports the urban forestry consulting services team by creating urban forest management plans, tree pest and disease plans, tree master lists, and planting plans that focus on water-efficient species. He is adept at assisting with internal and external engagement and collaborating to provide efficient and thorough tree inventory analyses. Matt will serve as the project manager for PlanIT Geo’s team, ensuring deliverables meet City expectations and deadlines, guiding development of work plans, and lead data-driven research and benchmarking efforts. Table 1 Contact information for primary contacts Primary Contact Title Mailing Address Phone Number Email Address Myla Kelly (DJ&A) Senior Advisor and Facilitator 220 West Lamme, Suite 1D Bozeman, MT 59715 406.721.4320 myla.kelly@djanda.com Josh Elliott (DJ&A) Project Manager 2000 Maple Street Missoula, MT 59808 406.721.4320 josh.elliott@djanda.com Chris Peiffer (PlanIT Geo) Senior Advisor PO Box 1334 Wheat Ridge, CO 80034 833.873.3627 chrispeiffer@planitgeo.com EXPERIENCE We constructed our team to provide the perfect combination of local presence and knowledge and technical expertise. Our team can update the City’s Urban Forest Management Plan (UFMP) with excellence by using a focused team of natural resource professionals specializing in urban forestry, planning, public engagement, facilitation, agency-stakeholder relations, GIS analysis, and project management. Our collective experience is ideally suited for this project, as summarized below. 75 DJ&A and PlanIT Geo City of Bozeman 2026 Urban Forest Management Plan Update 7 | Page URBAN FOREST MANAGEMENT PLANNING SCOPE AND KNOWLEDGE DJ&A has been working with Montana municipalities and agencies for over 50 years. This work has included numerous local planning projects related to transportation, infrastructure, wildfire protection, and environmental resources. DJ&A’s environmental team recently completed five CWPPs for Montana counties (Ravalli, Butte-Silver Bow, Musselshell, Yellowstone, and Judith Basin) and is actively working on two others (Blaine and Sanders). Our wildfire expertise and understanding of issues in the wildland-urban interface will help us ensure that the UFMP adequately considers community wildfire protection concerns. The overall planning, coordination, and public engagement process used on these projects is very similar to what we have proposed for this project, and the schedules and budgets are comparable. These similarities include: • Helping the local agency build a core group of individuals (core team) who will help guide the planning effort and ensure local knowledge and input is adequately incorporated into the planning document; • Identifying key stakeholders within the community; • Facilitating well-organized core team meetings that efficiently use everyone’s time; • Developing a public engagement plan, facilitating public meetings, and incorporating public input into the planning document; • Presenting complex data in a detailed and visually appealing manner, including geospatial maps and user-friendly ArcGIS StoryMaps; • Scheduling, coordinating, and managing the entire planning process to ensure the agency’s needs are met and the final document is professional, technically accurate, and of high quality. We employ a streamlined delivery approach focused on frequent communication, early stakeholder engagement, clear milestone planning, and adaptive coordination with local agencies. By coordinating and maintaining consistent communication throughout the process, our team will deliver this project in a timely manner while aligning with the City’s urban forestry goals. We intimately understand the plan development and update process and set schedules that are achievable while not rushing important processes related to public engagement and core team input and review. We have presented a preliminary schedule as part of our proposal, and we anticipate that this schedule will be discussed and updated during the project kickoff meeting. PlanIT Geo will provide Geospatial Services and Urban Forestry Consulting services to support the project team in the development of the updated UFMP. PlanIT Geo’s Geospatial Services department has completed services for communities varying in size, ecoregion, and tree species composition. Processes include remote sensing analysis, land cover classification, QA/QC, prioritization analysis, tree equity analysis, and reporting. PlanIT Geo has mapped over 2.5 million acres of urban tree canopy, helping each community understand their gray vs. green infrastructure, locate and quantify specific canopy gains and losses by land use type, quantify the ecosystem benefits provided, assess tree equity, and target planting spaces in the most suitable locations. 76 DJ&A and PlanIT Geo City of Bozeman 2026 Urban Forest Management Plan Update 8 | Page Most recently, PlanIT Geo is now offering 60-cm resolution land cover data nationwide, off-the- shelf, through advancements in artificial intelligence (AI) and machine learning (ML). PlanIT Geo has high-resolution data at 97% accuracy for tree canopy, impervious, and plant-able areas for every city in the lower 48 states and Hawaii and Puerto Rico, as well as change analysis from 2011 (when using National Agriculture Imagery Program (NAIP) imagery). This data allows PlanIT Geo to offer easily updated data at a higher frequency, using identical methodology each time. In the past 9 years, PlanIT Geo’s Urban Forestry Consultants have managed or continue to manage urban forest management/master plans, ordinance reviews and updates, and community forest planning projects with budgets totaling over $2.3 million in services, engaging over 20,000 community residents of a wide variety of backgrounds, abilities, and languages, and interviewing over 650 city staff representing over 200 departments. PlanIT Geo has completed urban forest management/master plans, maintenance plans, risk tree plans, strategic planting plans, storm response and mitigation plans, and canopy action plans for the public, private, and non-profit sectors. To date, the PlanIT Geo team has 100% of all plans requiring adoption by City Council adopted. DATA VISUALIZATION Our team understands the importance of presenting data in ways that make it easy for readers to understand the most important points. Creative, visually appealing graphics and charts can do this far better than text alone. Our team is experienced with conveying complex data in this way. We have templates for graphics common in urban forest management plans and have also included time for staff with graphics expertise to develop additional, project-specific data visualizations (Figure 1). Please refer to Appendix B for additional examples of data visualization for planning projects. For an example of data visualization integration into a management plan, please refer to the City of Wilsonville, Oregon UFMP, produced by PlanIT Geo. EXAMPLE PROJECTS Yellowstone County Community Wildfire Protection Plan Update DJ&A updated the CWPP for Yellowstone County, Montana, the state’s most populous county. The updated CWPP provides the community with a clear interpretation of wildfire risk throughout the County, prioritizes areas for reduced wildfire risk, provides recommended measures to reduce structural ignitability, and delineates the Wildland Urban Interface (WUI). The updated CWPP Figure 1 Example Cost Summary Graphic 77 DJ&A and PlanIT Geo City of Bozeman 2026 Urban Forest Management Plan Update 9 | Page document enables the community to access federal funding intended to reduce wildfire risk and streamlines federal projects within the WUI through the use of Categorical Exclusions (CEs) for projects that align with criteria defined in the Healthy Forests Restoration Act of 2003 (HFRA). DJ&A facilitated core team meetings, led multiple public meetings, and coordinated closely with the core team to ensure that the unique needs of the community were reflected within the CWPP while also ensuring that federal and state requirements were met. Data from the 2020 Montana Wildfire Risk Assessment (MWRA), developed by MT DNRC and Pyrologix, were used to evaluate and interpret wildfire risk. DJ&A drafted the updated CWPP, obtained and incorporated core team and public comments, and developed the final CWPP document. DJ&A also developed an ArcGIS StoryMap for the project. During the project, the StoryMap served to keep the public informed of the planning process and engagement opportunities. After the project, the StoryMap served to inform and educate interested individuals about what they can do to help increase community wildfire resilience. DJ&A submitted this project in 2025 to the American Council of Engineering Companies of Montana in the category of Studies, Research, and Consulting and won top honors. City of Wilsonville Urban Forestry Management Plan, Tree Inventory, and Canopy Assessment PlanIT Geo developed a UFMP for the City of Wilsonville, Oregon. The UFMP provided an integrated approach to preserving, sustaining, diversifying, and regenerating Wilsonville’s urban forest into the future. PlanIT Geo conducted extensive background research; analyzed existing data; provided benchmarking research; organized City staff workshops and hosted virtual community meetings; prepared and implemented public surveys, photo contests, and website content on Let’s Talk Wilsonville!; and performed a systematic audit to inform goals, strategies, and actions. The UFMP includes goals and objectives, inventory and assessment, strategies, implementation actions, and monitoring, all of which were accomplished through strategic partnerships and community outreach. The UFMP addresses the entire City as well as two special focus areas: Charbonneau and Town Center. Recommendations in the UFMP address issues and topics specific to the urban forest in these areas, such as the 800 mature northern red oaks in Charbonneau in various states of health and their risk to infrastructure. Inventory of these trees provided a deeper understanding of the issues and potential solutions. The UFMP provides recommendations derived from analysis of the 2,400+ street tree inventory. City of Westminster Urban Forest Management Plan PlanIT Geo developed a comprehensive UFMP for the City of Westminster, Colorado. Analysis of canopy and inventory data was conducted to inform internal stakeholder consultations and surveys to identify shared priorities and challenges. External engagement with the community included public meetings, focus group sessions, public surveys, and messaging campaigns. Finally, strategies were developed to include programming, canopy goals, planting targets, risk management, programmed pruning, removals, pest and disease management, ordinances, private property tree protection incentives, emergency management, emerald ash borer strategies, and funding strategies. Additionally, a severe weather response plan and an integrated pest management strategy were prepared to support the UFMP. 78 DJ&A and PlanIT Geo City of Bozeman 2026 Urban Forest Management Plan Update 10 | Page City of Missoula Phase 1 Urban Forest Management Planning Services PlanIT Geo partnered with the City of Missoula, Montana to deliver a suite of strategic urban forest planning services, including a comprehensive downtown tree inventory, benchmarking of Missoula’s urban tree systems against peer cities, and integration of advanced tree system concepts tailored for dense urban environments. By combining detailed analysis, stakeholder engagement, and best practice research, the team produced actionable reports and recommendations that informed city code updates, planting specifications, soil volume standards, and integrated green infrastructure approaches, helping Missoula build a resilient, equitable, and sustainable urban forest well-adapted for future growth. Ravalli County Natural Resource Management Policy Update DJ&A worked closely with the Ravalli County Commissioners and a core team of local representatives to prepare an updated Natural Resource Management Policy (NRMP) for the county. The NRMP will be used to guide commissioners in coordinating with federal and state land managers within the county, primarily the Bitterroot National Forest, and responding to proposed actions on these lands to ensure that local needs are adequately considered during planning processes. DJ&A wrote several resource assessments, facilitated bi-weekly core team meetings to coordinate the project and develop objectives and strategies for each resource, coordinated and facilitated public meetings, administered a public survey, collected and reviewed public comments on the draft plan, and wrote the NRMP. The updated NRMP incorporates input from the core team and the public, is consistent with relevant laws and regulations, and will facilitate effective county involvement in federal and state natural resource management decisions. DJ&A also created an ArcGIS StoryMap for the project, which was regularly updated and used to keep the public informed about the plan development process and how they could be involved. Our team understands the key issues associated with these types of projects, and all key personnel are committed to making this project a top priority. Our recent CWPP projects were all completed on schedule and within budget alongside other time-sensitive project schedules, and we have the knowledge, capacity, and staff to complete this project within the specified timeframe. We would be happy to provide additional project-specific information upon request. FIRM WORKLOAD We are proud of our track record for successfully completing these types of planning projects on schedule. By setting reasonable schedules at the outset that allow sufficient time for public engagement, internal reviews, and external reviews in addition to the work directly associated with inventory and document development, we set ourselves and the whole project team up for success. In addition to the key staff identified in the Firm Profile section, we have a deep bench of staff who are well qualified to assist with various project tasks as needed. As consultants with constantly fluctuating workloads and demands, we cannot reasonably predict the exact workload of each key staff member over the anticipated one-year duration of this project. However, we have over 50 years of experience managing and balancing our commitments. When we take on new work, we 79 DJ&A and PlanIT Geo City of Bozeman 2026 Urban Forest Management Plan Update 11 | Page fully commit to executing that work in accordance with our agreement, staying on schedule, and producing the high-quality work products we are known for. Additionally, building a relationship with the City of Bozeman beyond the context of this project is important to our firm, so we will have added motivation to meet and exceed expectations. As identified in Table 2 below, the entire team has ample time, resources, and availability to dedicate to the project and complete it within the one-year timeframe. Table 2 Current estimated workload projections for key staff members Key Staff Member Title Company Percent Available Project Role Myla Kelly Senior Advisor and Facilitator DJ&A 30% Meeting facilitation and community engagement Josh Elliott Project Manager DJ&A 40% Project management, community engagement, and plan development Hannah Kuhns Environmental Scientist DJ&A 40% Plan and material development Eric Melson Planner DJ&A 30% Community engagement strategy and public messaging Chris Peiffer Senior Advisor PlanIT Geo 40% Technical reviews Alex Hancock Policy and Senior Consultant PlanIT Geo 25% Planning and development integration Matt Urmson Urban Forestry Planner PlanIT Geo 35% Data analysis, benchmarking research, technical assessments SCOPE OF SERVICES A - PROJECT MANAGEMENT AND MEETINGS Our approach to project management will ensure we deliver an effective and rewarding project experience; maintain clear, consistent, and highly responsive communication; develop a clear process for deliverable and milestone tracking; and effectively coordinate stakeholder and public engagement. Every phase, from initial inventory to Plan development, will be actively managed to ensure expectations are met on time and within budget, resulting in a seamless process for the City. Beginning with project initiation and continuing throughout the entirety of the project, our project management team always places quality at the forefront, ensuring that all deliverables meet or exceed our client’s expectations while remaining on time and within budget. Our clear communication and organization will efficiently drive this process, and quality assurance by the project manager and senior advisors will result in a comprehensive UFMP that is free from technical or grammatical errors. Accurate and up to date data will drive this project. File and data sharing protocols will be established at the beginning of the project to ensure clear expectations that align with City protocols and project needs. Deliverables • Work Plan 80 DJ&A and PlanIT Geo City of Bozeman 2026 Urban Forest Management Plan Update 12 | Page • Meeting Agendas • Meeting Notes • Meeting Materials, Presentations, and Visual Aids (as necessary) Assumptions • One project kickoff meeting; 1 hour • Work Sessions and community meetings are included under Task G. • Six planned coordination meetings and two contingency coordination meetings (up to 1 hour each) are estimated for this project and are incorporated into the Delivery Schedule. • All coordination meetings will be virtual. • Any delays to the schedule incurred by the client will result in an equal extension to the overall schedule for the project. A1 Project Management DJ&A’s project manager will coordinate the project team, ensuring effective communication among City staff and board members, DJ&A staff, PlanIT Geo staff, and other key stakeholders. We will develop a work plan and provide monthly schedule tracking, progress reporting, and upcoming deliverable tracking to ensure the project stays on schedule and on budget. We will invoice monthly based on the percentage complete of each task. A2 Project Kickoff Meeting A project kickoff meeting with the project team will be our opportunity to outline a refined scope, schedule, and budget and discuss invoicing and quality control procedures for the project. Our team will present a draft work plan and technical background information and clarify the UFMP scope, confirming roles and next steps. We will also use this meeting to identify members of the core team and other stakeholders, outline the UFMP signatory and adoption process, and discuss public engagement strategies. A3 Coordination Meetings Coordination meetings will be needed to facilitate collaboration among City of Bozeman staff and other stakeholders involved in the UFMP update process. We anticipate that six coordination meetings will be needed. These will be scheduled in advance, and each meeting will have a specific purpose. We also anticipate that up to two additional coordination meetings may be necessary and will be scheduled as needed. Coordination meetings will require varying levels of involvement from project staff depending on situational needs. B - TREE INFRASTRUCTURE Tree infrastructure data and analyses are critical components of the UFMP update. The team will work with the City to obtain all relevant existing data in addition to conducting comprehensive research on urban forestry and arboriculture related resources, leveraging regional and local resources and Bozeman-specific datasets to identify key factors influencing the City’s tree infrastructure. 81 DJ&A and PlanIT Geo City of Bozeman 2026 Urban Forest Management Plan Update 13 | Page To address information gaps, the team will develop and submit precise requests for information and clarifications in a Request for Information Form, ensuring all relevant conditions, programs, and policies are informed by the latest available information. Using the Arbor Day Foundation’s Tree City USA database and annual reports from over 3,800 communities, we will benchmark Bozeman’s urban forestry metrics, such as management activities, budgets, and volunteer engagement, against cities nationwide, statewide, within the county, and within proximity or with similar population size. This comparative approach provides actionable insights, identifies Bozeman’s strengths and gaps, and informs priority performance metrics for a robust, locally relevant Plan. Deliverables • Analysis Checklists (presented and discussed during Coordination Meeting 2) • Tree Inventory Data Analysis (presented and discussed during Coordination Meeting 3) • Tree Canopy Data Analysis (presented and discussed during Coordination Meeting 3) • Annual and 10-Year Canopy Goal Models (presented and discussed during Coordination Meeting 3) Assumptions • All available datasets for the City’s tree inventory and associated metrics will be provided by the City of Bozeman. B1 Tree Inventory Data The team will closely coordinate with the City to gather all tree inventories, canopy data, and other relevant datasets to conduct a meaningful and comprehensive analysis of the City’s existing urban forestry conditions. Before any major analysis, an analysis checklist will be completed in consultation with the City to confirm that inventory and canopy analyses directly align with the City’s expectations and the intended uses for the Plan. Analysis of tree inventory data will provide baseline summaries that inform the canopy coverage analysis and will identify areas for future management efforts. B2 Tree Inventory Software Data management recommendations will focus on leveraging the City’s existing GIS and asset management systems, selecting platforms and designing workflows that streamline operations and ensure accuracy. As an optional scope item, we can provide the City with access to PlanIT Geo’s TreePlotter software. This software, designed specifically for urban forestry applications, is designed to help cities proactively keep their tree inventories up to date. Annual subscriptions run from about $5,500 to $8,000 depending on the chosen modules and features. We can provide additional information and are happy to discuss this software further upon request. B3 Canopy Coverage Our approach to tree inventory and canopy data analysis will produce baseline summaries, highlight areas of opportunity, and identify gaps in equity or coverage essential for prioritizing future planting 82 DJ&A and PlanIT Geo City of Bozeman 2026 Urban Forest Management Plan Update 14 | Page and management efforts. Canopy goal setting relies on modeling tree population changes at neighborhood and citywide scales, giving Bozeman clear metrics for annual planning and long-term milestones. Ecosystem benefit analysis will use industry-leading tools like the U.S. Forest Service’s i-Tree suite and PlanIT Geo’s TreePlotter CANOPY software to quantify the environmental, social, and economic contributions of Bozeman’s trees to the City. C - STAFFING AND EQUIPMENT Ensuring that the City of Bozeman is staffed with the appropriate capacity is paramount to maintaining the urban forest in alignment with updated Plan recommendations, City policy, and operational context. Appropriate budgeting for contracting services will provide additional support for the Foresty Division. The team will coordinate focused discussions, survey opportunities for staff, and review existing policies to thoroughly assess the City’s current staffing and equipment capacity. Deliverables • Staff survey summary report. • All other work and recommendations associated with this task will be presented and discussed during Work Sessions and/or coordination meetings and documented in the Plan. Assumptions • The City will provide DJ&A with available staff, vehicle, equipment, and contract budgeting information. • The City will help identify all who should be present during Work Sessions and/or coordination meetings covering the topics under this task. C1 In-house Staffing Assessment DJ&A will coordinate with Bozeman City staff during coordination meetings, one of which will focus on understanding the City’s current staffing levels, as well as their thoughts on staffing-level adequacy. Prior to this meeting, we would coordinate with the City to ensure that anyone else with topic-specific information who should be at the meeting is available and able to attend. We will thoroughly document existing staffing conditions and any other relevant information brought up by meeting participants. Staff surveys will be used to support this discussion and gather baseline qualitative data from which to develop recommendations based on anticipated needs. Later in the planning process, once the updated UFMP is sufficiently formed, DJ&A and PlanIT Geo will evaluate existing staffing levels relative to anticipated needs under the updated UFMP. C2 In-house Vehicles and Equipment Assessment DJ&A will coordinate with Bozeman City staff during coordination meetings, one of which will focus on understanding the City’s current fleet and equipment inventory, as well as their thoughts on the adequacy of this inventory. Prior to this meeting, we would coordinate with the City to ensure that anyone else with topic-specific information who should be at the meeting is available and able to 83 DJ&A and PlanIT Geo City of Bozeman 2026 Urban Forest Management Plan Update 15 | Page attend. We will thoroughly document existing vehicle and equipment levels and any other relevant information brought up by meeting participants. Later in the planning process, once the updated UFMP is sufficiently formed, DJ&A and PlanIT Geo will evaluate existing inventories relative to anticipated needs under the updated UFMP. C3 Contracting Services Budgeting Assessment DJ&A will coordinate with Bozeman City staff during coordination meetings, one of which will focus on understanding the City’s current budget for contracting services associated with tree maintenance, as well as their thoughts on the adequacy of this budget. Prior to this meeting, we would coordinate with the City to ensure that anyone else with topic-specific information who should be at the meeting is available and able to attend. We will also ask questions to gain an understanding of the desired breakdown between in-house and contracted services, as the assessments in Tasks C1, C2, and C3 are all interrelated. Further, Task C1, C2, and C3 provide a baseline of feasible objectives to better align maintenance recommendations, Task C4, with the City’s goals and capacity while balancing staffing and budget availability. We will thoroughly document current budget levels and other relevant information brought up by meeting participants. Later in the planning process, once the updated UFMP is sufficiently formed, DJ&A and PlanIT Geo will evaluate existing budgets relative to anticipated needs under the updated UFMP. Funding and budget strategies will be supported with examples from similar cities, covering grants, partnerships, and cost modeling. The strategies will be based on the current capacity as well as incremental improvements in funding to support the long-term goals of the Plan while anticipating growing demands and future challenges facing trees. By combining benchmarking with tailored reviews, we will provide realistic staffing and budging recommendations that fit Bozeman’s operational context. C4 Maintenance Recommendations Our team will provide maintenance recommendations that are site-specific, actionable, and supported by local datasets, industry standards and best practices, Bozeman’s needs, and innovative approaches. The team will analyze the tree inventory and staff consultation summaries to determine optimal schedules for planting, pruning, and removals tailored to Bozeman’s neighborhoods, climate, trees, and resources. Staff surveys and consultation will focus on existing maintenance operations, specifications, protocols, and standard operating procedures, with findings synthesized to recommend improvements aligned with Bozeman’s goals and the Plan. D - PLANNING AND DEVELOPMENT INTEGRATION Part of the UFMP update process will be to coordinate the UFMP with existing local planning and development codes and standards, integrating the updated Plan with current policies, processes, programs, and departments. Specific integration efforts included in our proposal are detailed below. Deliverables • None. Conclusions and recommendations resulting from this task and its subtasks will be incorporated into the Plan. No separate deliverables are anticipated. 84 DJ&A and PlanIT Geo City of Bozeman 2026 Urban Forest Management Plan Update 16 | Page Assumptions • UFMP integration components will be limited to those explicitly considered below. Additional planning and development integration components may require that we adjust our scope and costs accordingly. D1 Third Party Tree Installation Approval During staffing and equipment assessments, our team will review the City’s current review process for third party tree installations and approval, identify areas for improved efficiency, and provide recommendations for approval processes that fit into the larger framework of the City’s management goals for sustainable urban forest management and growth. D2 Tree Protection Zones During staffing and equipment assessments, our team will use feedback on processes to develop a checklist for the Forestry Division to employ when working with contractors on construction sites where trees may be impacted. Tree Protection Zones (TPZs) are an important best management practice to protect individual trees, maintain trees properly, and reduce long-term tree maintenance and replacement costs. Based on current practices regarding construction activities in the City of Bozeman, the checklist will provide an additional layer of protection for Bozeman’s urban forest and assist the Forestry Division with streamlining the process for reviewing and approving TPZs for public trees. D3 Interdepartmental Collaboration Staffing and equipment assessments will be crucial for identifying areas of potential interdepartmental collaboration needs to better support maintenance, care, and planting efforts for public trees. Our team will ensure that Work Sessions and coordination meetings include focused discussions concerning the strengths, opportunities, and areas for improvement with respect to interdepartmental collaboration. After gathering pertinent information, our team will develop recommendations for improved collaboration based on the City’s unique situation and practices that have worked well for similarly situated communities. D4 Private Property Development Review of current and proposed incentives, enforcement procedures, and staffing will contribute to recommendations that help preserve and grow healthy canopy cover, including on private property. We will use examples from other UFMPs to help the City consider and decide where private property codes and policies should land on the incentivize-require spectrum. Outreach and education efforts (see E - Community Engagement) will focus on helping private property owners understand the benefits of a healthy urban forest and the local codes and policies that pertain to trees located on private property. D5 Heritage Tree Program Heritage trees have historical, cultural, biological, or ecological significance because of age, size, or condition. Heritage tree programs are an integral part of a holistic urban forestry management 85 DJ&A and PlanIT Geo City of Bozeman 2026 Urban Forest Management Plan Update 17 | Page plan. Tree inventory analysis and examination of model program frameworks will provide a robust foundation for the development and recognition of the City’s Heritage Tree Program. Our team will develop a Heritage Tree Program, which will include requirements for qualification of a heritage tree; outline regulations associated with designated heritage trees; and provide standard practices for documentation, inventory, and maintenance of heritage trees. D6 Policy Recommendations Our team will provide a focused, practical review and improvement strategy for the City’s urban forestry ordinances, policies, and protocols. We will analyze the City’s codes and policies using local records, compare them to national urban forestry best practices, local and regional innovation, and recommend targeted updates referencing Bozeman’s specific tree data and regulations. E - COMMUNITY ENGAGEMENT DJ&A has coordinated public engagement processes for numerous planning projects and has experience balancing public engagement with technical expertise. We will use traditional and new media platforms, as well as virtual and in-person meetings and forums, to engage and involve residents, business owners, and other stakeholders in this project. To inform City residents of the UFMP update process and public involvement opportunities, we will develop the content necessary to employ multiple outreach methods including flyers, social media posts, and direct mailers. Community engagement beyond the duration of the project will include volunteer initiatives and ongoing outreach and education. Scope items related to these two efforts are described below, and the resulting strategies and recommendations will be included in the UFMP. Deliverables • Draft Community Engagement Plan • Final Community Engagement Plan • Volunteer Initiative Assessment and Recommendations (included in UFMP) • Outreach and Education Assessment and Recommendations (included in UFMP) • ArcGIS StoryMap (Optional) Assumptions • DJ&A will develop the content for advertising materials, and the City will be responsible for any associated printing, posting, mailing, and other distribution. • The City will develop and host the StoryMap site. o DJ&A and PlanIT Geo will provide data and graphics for the StoryMap. o If the City is unable to accommodate the workload required to develop the StoryMap, DJ&A can develop the StoryMap for an additional fee. The StoryMap will explain the plan update process and inform members of the public about ways they can get involved. The StoryMap can be easily referenced or linked in other outreach materials, including through the use of a QR code. 86 DJ&A and PlanIT Geo City of Bozeman 2026 Urban Forest Management Plan Update 18 | Page E1 Community Engagement Plan DJ&A will coordinate with the City to structure a thoughtful and inclusive community engagement process that aligns with the City’s objectives and project milestones for the UFMP. The core of the engagement process is the Community Engagement Plan (CEP), which will outline both internal and external engagement processes, provide structure for discussion points to ensure that all plan components are addressed and tailored to the local community, and drive planning strategies that serve Bozeman for years to come. Our proposal identifies the general structure and number of public meetings that we anticipate. These details and more would be further described in the CEP. If the assumptions in our proposal vary from what is ultimately included in the CEP, we may need to revise our costs accordingly. E2 Volunteer Initiatives Through Work Sessions, coordination meetings, and the community engagement process, we will develop an understanding of the City’s current volunteer initiatives and solicit ideas for additional volunteer opportunities. Our team will compile a comprehensive list of volunteer activities identified in this manner and compare these initiatives to others we think might work well for Bozeman. We will then work closely with the Board to turn the comprehensive list into an actionable plan that aligns with the City’s objectives and supports the Foresty Division’s work. This ties closely to outreach and education efforts, which will be identified through the community engagement process and incorporated into the Plan. E3 Outreach and Education Beyond the UFMP update process, ongoing outreach and education efforts by the Forestry Division will be an important part of Plan success. Bozeman property owners and managers have a role to play in reaching urban forestry goals, and effectively communicating that role to the public will require a focused, intentional strategy. Our team will work with the City to identify similar efforts that have worked well in the community and design an outreach and education strategy that applies proven, effective concepts to Bozeman’s urban forestry goals and objectives. By the end of the UFMP update process, the City will be well equipped to sustainably expand outreach efforts to inform community members about the benefits of urban forestry planning and what they can do to help the City reach its goals. F - INSECT, DISEASE, AND DISASTER PREPAREDNESS In developing tree risk management strategies, the team will use inventory, canopy, and historical records to guide monitoring, mitigation, and recovery planning for emergencies and hazards including hardscape conflicts, wildfire, and other disaster scenarios. The team will develop a vulnerability assessment to inform canopy coverage goals, combining climate and risk tools with research to assess risks to the City’s trees and canopy from climate change, soil constraints, and utility impacts. Notably, a “Sister Climate City” will be identified to forecast how Bozeman’s climate may shift over the next 60 years, empowering recommendations for introducing more resilient tree species as informed by research and inventory analysis. 87 DJ&A and PlanIT Geo City of Bozeman 2026 Urban Forest Management Plan Update 19 | Page Findings, methods, and interpretations will be summarized for use in public messaging and integration into the Plan. The vulnerability assessment will set the baseline for recommendations regarding insect, disease, and disaster preparedness. Deliverables • Vulnerability Assessment (included in UFMP) • Emerald Ash Borer Recommendations (included in UFMP) • Climate Resilience Recommendations (included in UFMP) Assumptions • In addition to common and foreseeable insect and disease issues, disaster preparedness scenarios will include up to three additional considerations (e.g., wildfire, wind event, etc.) F1 Emerald Ash Borer Emeral ash borer (EAB) management recommendations will be developed based on risk interpretations using local and state data; identifying regional resources and examples for monitoring, treatment and public messaging; and linking strategies from the identified “Sister Climate City,” as appropriate, to aid in forecasting EAB best management practices. A description of the EAB threat and a list of recommendations specific to EAB will be included in the Plan. F2 Climate Change Impacts We will use the same “Sister Climate City” concept to help illustrate anticipated climate impacts to Bozeman’s urban forest. We will provide climate resilience recommendations based on local and regional trends and will detail resilient tree species, appropriate water and soil management protocols, and other factors that ensure the urban forest thrives in a changing landscape. G - PLAN DEVELOPMENT DETAILS Productive collaboration hinges on strong stakeholder relationships, which are critical to a robust public engagement process as well as successful implementation of the UFMP. DJ&A’s trained facilitators understand the importance of ensuring the right participants are at the table and providing a collaborative setting to result in a robust planning effort that balances all voices. Our experience working with counties to develop and update planning documents supports our ability to encourage diverse groups to find common areas of agreement. The development and maintenance of those relationships will be an important component of all meetings and will help ensure that the process and final product are collaboratively developed. Deliverables • Meeting Agendas and Notes • Meeting Materials, Presentations, Visual Aids (as necessary) • Public Survey Administration and Summary Report • Draft UFMP Public Comment Summary Report • Outline, Preliminary Draft, Draft, and Final UFMP (Word and PDF formats) 88 DJ&A and PlanIT Geo City of Bozeman 2026 Urban Forest Management Plan Update 20 | Page Assumptions • 2 In-Person Community Meetings; 2 hours each o One DJ&A employee will participate in-person; everyone else will be virtual • 2 Virtual Community Meetings; 2 hours each • 4 Virtual Work Sessions with Bozeman’s Urban Parks and Forestry Board; 1 hour each • Work Sessions occurring during the regularly scheduled 2-hour Urban Parks and Forestry Board monthly meetings will occupy up to 1 hour of that time o One DJ&A employee will participate in-person; everyone else will be virtual • 1 In-Person Special Presentation to the Bozeman City Commission; 1 hour o One DJ&A employee will participate in-person; everyone else will be virtual o If additional meetings are needed to present to the Bozeman City Commission, we can complete each additional 1-hour meeting for an additional fee. • Any delays to the schedule incurred by the client will result in an equal extension to the overall schedule for the project • In-person meetings (Community Meetings and Work Sessions) will be held at locations identified and secured by the City at no cost to DJ&A. In-person meetings will have a virtual component. • Virtual meetings will be coordinated and facilitated by DJ&A using Microsoft Teams. G1 Arboriculture Review Our team has several ISA Certified Arborists on staff who will ensure that the latest national trends and industry standards and specifications are incorporated into the updated Plan. Driven by the tree infrastructure and canopy data analyses (see B - Tree Infrastructure) while incorporating community input and local conditions, we will provide a comprehensive updated Plan to the City that will enable Bozeman to effectively and efficiently implement proactive urban forest management. G2 Community Meetings Community (or public) meetings are integral to the planning process as they engage and inform stakeholders and provide a space for discussion and feedback. Collaborating with a wide diversity of community members and stakeholders is critical to effectively updating the UFMP in a way that reflects the values, concerns, and priorities of the community. DJ&A will work with the City to ensure all discussions capture the breadth of opinions and ideas while providing a record of this input and incorporation. Meeting materials, presentations, and visual aids will be developed to support these discussions and relay key information. Our team has extensive experience developing public outreach materials in support of planning document development and associated public comment processes. Meeting notes will capture key decision points and will include action tracking and tangible metrics to achieve implementation actions. To promote public engagement and obtain valuable public input on the UFMP, we propose: • One in-person community meeting (open house), to be held early in the process, after background data has been collected. The purpose of this meeting will be to explain the UFMP update process, solicit input on what community members think is important, and 89 DJ&A and PlanIT Geo City of Bozeman 2026 Urban Forest Management Plan Update 21 | Page initiate a 3-week public survey to gather additional information on public thoughts and perspectives regarding urban forestry issues in Bozeman. • One virtual community meeting to introduce the draft plan, explain how it can be accessed, and initiate a 30-day public comment period. • Two additional community meetings (one in-person and one virtual) to be held during the project at times selected by the City and agreed upon by DJ&A. • Each public meeting would be up to two (2) hours in length. G3 Work Sessions Work Sessions will be held with the Urban Parks and Forestry Board to provide project progress overviews and facilitate regular input on drafted material to guide plan development. Each Work Session will have a focused agenda as proposed in the schedule in order to solicit feedback from the board on UFMP development. We will coordinate with the City to optimize the timing and focus of these meetings to optimize incorporation of the Board’s expertise. Work Sessions will be held during regularly scheduled Board meeting times and are anticipated to last up to one (1) hour in length of each 2-hour Board meeting. We anticipate that four such Work Sessions throughout the duration of the plan update will be needed. Our proposed schedule includes our recommended timing for these meetings. We have found that an in-person presence is important for local agency and core team relationships and provide additional value. We also recognize that in-person meetings are more costly, so our proposal reflects a balance of staff available for in-person attendance while still providing guidance and support through virtual means. Our costs include the ability to have one staff member in attendance at Work Sessions while others join virtually to provide support as necessary. We assume that meeting venues and the necessary equipment for virtual participation will be provided by the City, and that DJ&A will facilitate each Work Session. DJ&A’s responsibilities for these meetings would also encompass all facilitation-related activities such as agendas, meeting notes, visual aids, and meeting materials. G4 Special Presentation to the Bozeman City Commission Our team will present the final UFMP to the Bozeman City Commission for final adoption during one of its regularly scheduled Tuesday evening meetings. If necessary, we are prepared to attend a second meeting to finish the presentation for an additional fee. One member of the DJ&A staff would attend these meetings in person, with virtual support from other DJ&A and PlanIT Geo staff. G5 Plan Development Draft and Final UFMP development will be an evolving process throughout the duration of the one- year project timeframe, during which the previous scope items will directly contribute to a comprehensive updated planning document. Early in the process, our team will prepare a detailed outline for review and approval of the core team. Our schedule includes developing a preliminary draft for core team review and approval. After incorporating core team comments, we would prepare a draft UFMP for public review and 90 DJ&A and PlanIT Geo City of Bozeman 2026 Urban Forest Management Plan Update 22 | Page comment. The core team would then meet to discuss substantive public comments, and DJ&A would prepare a final UFMP to present to the Bozeman City Commission for adoption. DELIVERY SCHEDULE Our team will ensure the project remains on schedule through consistent and clear communication regarding deadlines and responsibilities. We will report progress regularly through frequent check- in meetings, allowing for clear and documented progress tracking throughout the project. Table 3 provides a proposed project schedule including meetings and project milestones. We plan to update and add details to the schedule following a kickoff meeting with the City. Table 3 Proposed Project Schedule Deliverables – Meetings - Milestones Approximate Dates Contract Award/Project Initiation December 29, 2025 Virtual Project Kick-off Meeting ► UFMP Overview and Identification of Key Stakeholders ► Data Gathering and File Sharing January 6, 2026 Coordination Meeting 1 of 6 ► Existing Conditions, Goals, Objectives, and Strategies ► Review Analysis Checklists January 22, 2026 Draft Community Engagement Plan December 29, 2025 – February 6, 2026 City of Bozeman Review of Community Engagement Plan February 9, 2026 – February 20, 2026 Coordination Meeting 2 of 6 ► Staffing, Equipment, and Budget Assessment ► Policy and Code Assessment February 12, 2026 Work Session 1 of 4 ► Present and Review Community Engagement Plan ► Garner Feedback on Public Involvement March 26, 2026 Complete Draft UFMP Outline April 3, 2026 City of Bozeman and Board Review of UFMP Outline April 6, 2026 – April 17, 2026 Virtual Public Meeting 1 of 2 ► Background Information, Call for Engagement ► How to Get Involved ► Timeline for Future Meetings April 9, 2026 Work Session 2 of 4 ► Review UFMP Outline ► Discuss Components for Plan Update April 23, 2026 Coordination Meeting 3 of 6 ► Review Tree Inventory and Canopy Cover Data Analyses ► Review Projected Canopy Goals April 30, 2026 In-Person Public Meeting 1 of 2 ► Present UFMP Outline ► Initiate Public Survey May 4, 2026 Public Survey Period May 4, 2026 – May 26, 2026 Coordination Meeting 4 of 6 ► Review Planning and Development Integration Components ► Review Tree Maintenance Schedules May 21, 2026 Coordination Meeting 5 of 6 Insect, Disease, and Disaster Preparedness June 11, 2026 91 DJ&A and PlanIT Geo City of Bozeman 2026 Urban Forest Management Plan Update 23 | Page Deliverables – Meetings - Milestones Approximate Dates Work Session 3 of 4 ► Review Public Survey Feedback ► Preliminary Data Review June 25, 2026 Preliminary Draft UFMP April 20, 2026 – July 8, 2025 City of Bozeman and Board Review of Preliminary Draft UFMP July 8, 2026 – July 22, 2025 Work Session 4 of 4 ► Board Feedback on Preliminary Draft UFMP July 23, 2026 DJ&A Revisions – Complete Draft UFMP July 24, 2026 – August 7, 2026 Virtual Public Meeting 2 of 2 ► Present Draft UFMP August 10, 2026 Public Comment Period August 10, 2026 – September 8, 2026 In-Person Public Meeting 2 of 2 ► Open House During Public Comment Period August 31, 2026 DJ&A Review Comments, Revise Draft UFMP September 14, 2026 – September 24, 2026 Coordination Meeting 6 of 6 ► Discuss Comments and Revisions ► Prep for City Commission Presentation September 24, 2026 Final UFMP October 9, 2026 Presentation to City Commission November 3, 2026 City Resolutions to Adopt the UFMP December 1, 2026 Project Completion December 31, 2026 REFERENCES REFERENCE #1 Yellowstone County Community Wildfire Protection Plan Update Contact Person, Phone, and Email: Derek Yeager (Department of Emergency Services Director, Yellowstone County), (406) 208-0506, dyeager@yellowstonecountymt.gov Description of Services: DJ&A worked closely with Yellowstone County, Montana to update their CWPP. DJ&A’s work included helping the county select a team of local individuals to guide the process (core team), facilitating regular core team meetings, evaluating wildfire risk, developing a public engagement plan and facilitating multiple public engagement meetings, developing and maintaining a StoryMap, and developing the updated CWPP document. Refer to the Experience section for a more detailed description of this project. Project Dates: September 2024 – July 2025 REFERENCE #2 Ravalli County Community Wildfire Protection Plan Update and Natural Resource Management Policy Update Contact Person, Phone, and Email: Jeff Burrows (County Commissioner), (406) 375-6503, jburrows@rc.mt.gov 92 DJ&A and PlanIT Geo City of Bozeman 2026 Urban Forest Management Plan Update 24 | Page Description of Services: DJ&A worked closely with Ravalli County, Montana to update their CWPP. DJ&A’s work included helping the county select a team of local individuals to guide the process (core team), facilitating regular core team meetings, evaluating wildfire risk, developing a public engagement plan and facilitating multiple public engagement meetings, developing and maintaining a StoryMap, and developing the updated CWPP document. Based on DJ&A’s success with the CWPP process, the county requested our services for updating their natural resource management policy (NRMP). We employed a similar core team and public engagement strategy, included a StoryMap, added a public survey component, assessed numerous natural resources, and developed the updated NRMP. Refer to the Experience section for a more detailed description of this project. Project Dates: January 2023 – January 2024 (CWPP); September 2024 – August 2025 (NRMP) REFERENCE #3 City of Wilsonville Urban Forestry Management Plan, Tree Inventory, and Canopy Assessment Contact Person, Phone, and Email: Kerry Rappold (Natural Resources Program Manager), (503) 570-1570, rappold@ci.wilsonville.orus Description of Services: PlanIT Geo developed a UFMP for the City of Wilsonville Oregon, completed a tree inventory, and performed a canopy assessment. The UFMP provides an integrated approach to preserving, sustaining, diversifying, and regenerating Wilsonville’s urban forest. To complete these objectives, the project consisted of executive research, City staff workshops, existing data analyses, benchmarking research, virtual community meetings, public surveys, photo contests, website content to inform goals strategies, and actions. Refer to the Experience section for a more detailed description of this project. Project Dates: April 2020 – December 2021 REFERENCE #4 City of Westminster Urban Forest Management Plan Contact Person, Phone, and Email: Bryan McCoy (City Forester), (303) 658-2287, bmccoy@cityofwestminster.us Description of Services: PlanIT Geo developed a comprehensive UFMP for the City of Westminster, Colorado through analysis of canopy and inventory data in concert with internal and external engagement processes to identify shared priorities and challenges. In addition to a detailed and actionable UFMP, PlanIT Geo developed a severe weather response plan and an integrated pest management strategy to support the Plan. Refer to the Experience section for a more detailed description of this project. Project Dates: February 2023 – May 2024 93 DJ&A and PlanIT Geo City of Bozeman 2026 Urban Forest Management Plan Update 25 | P a g e DJ&A has completed many other planning projects across Montana, and PlanIT Geo has completed numerous other UFMPs in Montana, the U.S., and the world. We would be happy to provide additional references upon request. AFFIRMATION OF NONDISCRIMINATION AND EQUAL PAY Please see Appendix C for the signed Nondiscrimination and Equal Pay Affirmation. ADDITIONAL ASSUMPTIONS Aside from the assumptions mentioned in our Scope of Services, our cost estimate is based on the following additional assumptions. If any of our assumptions are incorrect, please advise us of any clarifications so we may revise our costs.  Any delays to the proposed timeline throughout the project would result in uniform extension of other timelines and/or deliverables.  All relevant GIS data and reports currently possessed by the City will be provided to DJ&A within one week of the kick-off meeting.  Our analyses will be based on existing data that is explicitly mentioned in this proposal or otherwise readily available. If additional data not explicitly included in this proposal is needed, this may result in changes to our schedule and budget.  There will be one round of comments on all draft deliverables.  A review and any corrections of the final UFMP by the City would be limited to editorial edits. While we don’t anticipate a change in the project at this stage, if additional data or information arises during that timeframe that results in substantive changes, we would be happy to provide assistance and an estimate of time and cost for completing that work.  It is assumed that the Plan will not require any permits or consultation not explicitly mentioned in this proposal.  All deliverables, with the exception of public meeting materials identified above, will be in electronic format. 94 DJ&A and PlanIT Geo City of Bozeman 2026 Urban Forest Management Plan Update 26 | P a g e BUDGET Our fixed fee cost estimate to complete the UFMP update and all associated tasks described herein is summarized in Table 4. Table 4 Project Cost Summary Task Description DJ&A PlanIT Geo Total A Project Management $11,440.00 $1,842.50 $13,282.50 B Tree Infrastructure $3,112.00 $7,645.00 $10,757.00 C Staffing and Equipment $4,992.00 $9,735.00 $14,727.00 D Planning and Development Integration $7,328.00 $4,235.00 $11,563.00 E Community Engagement $7,952.00 $825.00 $8,777.00 F Insect, Disease, and Disaster Preparedness $2,670.00 $6,737.50 $9,407.50 G Plan Development Details $24,468.00 $20,652.50 $45,120.50 Totals $61,962.00 $51,672.50 $113,634.50 Optional Scope Items DJ&A PlanIT Geo Total Task Description E4 StoryMap $4,152.00 $0.00 $4,152.00 G6 Additional Commission Presentations (ea) $2,400.00 $1,045.00 $3,445.00 95 DJ&A and PlanIT Geo City of Bozeman 2026 Urban Forest Management Plan Update A-1 | Page APPENDIX A RESUMES OF KEY PERSONNEL 96 Flathead Basin Commission agencies. Musselshell County Community Wildfire Protection Plan Update (MT) Role: Project Manager DJ&A updated the Community Wildfire Protection Plan (CWPP) for Musselshell County. The updated CWPP provides the community with a clear interpretation of wildfire risk throughout the county, prioritizes areas for reducing wildfire risk, provides recommended measures to reduce structural ignitability, and delineates the Wildland Urban Interface (WUI). The updated CWPP document enables communities to access federal funding intended to reduce wildfire risk and streamline federal projects within the WUI through the use of Categorical Exclusions (CEs) for projects that align with criteria defined in the Healthy Forests Restoration Act of 2003 (HFRA). DJ&A facilitated core team meetings, led public meetings, wrote the CWPP, incorporated public feedback, and coordinated closely with the core team to ensure that the unique needs of the community were reflected in the CWPP while ensuring that federal and state requirements were met. Data from the Montana Wildfire Risk Assessment (MWRA) from the MT DNRC and Pyrologix was used to evaluate and interpret wildfire risk. Myla managed all aspects of this project and coordinated with the core team and stakeholders. Butte-Silver Bow County Community Wildfire Protection Plan Update (MT) Role: Project Manager DJ&A collaborated with Butte-Silver Bow County and other local partners to prepare an updated CWPP. The updated CWPP will help the community plan for, respond to, and recover from wildfire events. DJ&A’s roles and responsibilities included preparing an updated WUI and risk assessment; coordinating with the County, USFS, MT DNRC, and other local partners; facilitating public outreach; and writing the updated plan. Key features of the updated CWPP include recommendations to reduce structural ignitibility, an updated WUI and prioritization heat map, and an updated implementation action table with ongoing and proposed projects. Myla managed all aspects of this project and coordinated with the core team and stakeholders. Ravalli County Community Wildfire Protection Plan Update (MT) Role: Project Manager / Specialist DJ&A worked with Ravalli County and other local partners to update the Ravalli County Community Wildfire Protection Plan. The updated CWPP will help Ravalli County work towards becoming a fire adapted community. DJ&A’s roles and responsibilities included preparing an updated WUI and prioritized risk assessment using innovative spatial techniques. DJ&A also facilitated the collaborative and public outreach processes between local partners including MT DNRC, Ravalli County, USFS, and Fire in the Root, a local collaborative group. Public outreach efforts included an innovative ArcGIS StoryMap and public meetings located strategically throughout the county to ensure maximum stakeholder engagement. Key features of the updated CWPP include recommendations to reduce structural ignitibility, an updated WUI and prioritization heat map, and an updated implementation action table with ongoing and proposed projects. Myla assisted with strategic direction and provided draft and final report review. MYLA KELLY – SENIOR ADVISOR AND FACILITATOR Myla has 25 years of experience as an Environmental Science Specialist with a focus on water quality. Prior to joining DJ&A, Myla served as the Montana Department of Environmental Quality’s (MT DEQ) Water Quality Standards and Modeling Manager for seven years and has significant knowledge of the Montana Clean Water Act, Federal Clean Water Act, and other relevant state and federal laws. EDUCATION MS – Forestry - Resource Conservation University of Montana BS – Biology Tufts University TRAINING HAZWOPER Certification 2023 MSHA Certification 2023 EXPERIENCE 2022-Present: DJ&A, PC (Bozeman, MT) 2015-2022: Montana DEQ Water Quality Division (Helena, MT) 2009-2015: MSU Extension, Montana State University (Bozeman, MT) 2000-2005: Confluence Consulting, (Bozeman, MT) and Envirovision Corporation (Olympia, WA) 1998-2000: Northwest Indian Fisheries Commission (Olympia, WA) 1997-2002: University of Montana, Wild Rockies Field Institute (Missoula, MT) 97 JOSH ELLIOTT, PE – PROJECT MANAGER Josh has three years of experience working on natural resource management projects across the United States and 12 years of experience managing geotechnical engineering projects. His expertise includes project planning, NEPA documentation, technical writing, project coordination, and a comprehensive understanding of federal environmental laws and associated regulations. At DJ&A, Josh is able to draw from his natural resource policy and engineering experience to effectively coordinate and facilitate a wide variety of planning, environmental, and engineering projects. Judith Basin County Community Wildfire Protection Plan Update (MT) Role: Project Manager DJ&A updated the Community Wildfire Protection Plan (CWPP) for Judith Basin County. The updated CWPP provides the community with a clear interpretation of wildfire risk throughout the county, prioritizes areas for reducing wildfire risk, provides recommended measures to reduce structural ignitability, and delineates the Wildland Urban Interface (WUI). The updated CWPP document enables communities to access federal funding intended to reduce wildfire risk and streamline federal projects within the WUI through the use of Categorical Exclusions (CEs) for projects that align with criteria defined in the Healthy Forests Restoration Act of 2003 (HFRA). DJ&A facilitated core team meetings, lead public meetings, wrote the CWPP, incorporated public feedback, and coordinated closely with the core team to ensure that the unique needs of the community were reflected in the CWPP while ensuring that federal and state requirements were met. Data from the Montana Wildfire Risk Assessment (MWRA) from the MT DNRC and Pyrologix was used to evaluate and interpret wildfire risk. Josh was responsible for facilitating meetings and managing all aspects of this project. Blaine County Community Wildfire Protection Plan Update (MT) Role: Project Manager DJ&A is updating a CWPP for Blaine County. The updated CWPP will provide the community with a clear interpretation of wildfire risk throughout the county, prioritize areas for reducing wildfire risk, provide recommended measures to reduce structural ignitability, and delineate the WUI. The updated CWPP document enables communities to access federal funding intended to reduce wildfire risk and streamline federal projects within the WUI through the use of CEs for projects that align with criteria defined in the HFRA. DJ&A facilitated core team meetings, lead public meetings, wrote the CWPP, incorporated public feedback, and coordinated closely with the core team to ensure that the unique needs of the community were reflected in the CWPP while ensuring that federal and state requirements were met. Data from the MWRA from the MT DNRC and Pyrologix were used to evaluate and interpret wildfire risk. The final CWPP has been submitted to the county and is awaiting final review and approval. Josh was responsible for facilitating meetings and managing all aspects of this project. Ravalli County Natural Resource Management Policy Update (MT) Role: Project Manager DJ&A worked closely with the Ravalli County Commissioners and a core team to prepare an updated Natural Resource Management Policy (NRMP) for the county. The NRMP will be used to guide commissioners in coordinating with federal and state land managers within the county, primarily the Bitterroot National Forest, and responding to proposed actions on these lands to ensure that local needs are adequately considered during federal planning processes. DJ&A wrote resource assessments, facilitated bi-weekly core team meetings to coordinate the project and develop objectives and strategies for each resource, facilitated public meetings, administered a public survey, and wrote the NRMP. The updated NRMP will incorporate input from the core team and the public, is consistent with relevant laws and regulations, and facilitates effective county involvement in federal and state natural resource management decisions. Josh managed all aspects of this project. EDUCATION MS – Resource Conservation University of Montana MS – Civil Engineering University of Colorado MBA Oregon State University BS - Civil Engineering Oregon State University REGISTRATIONS Professional Engineer: CA, CO, MT, NV, WA TRAINING Northwest Environmental Training Center – Advanced NEPA, 2024 Shipley Group – Clear Writing for NEPA Practitioners, 2023 First Aid and CPR, 2023 EXPERIENCE 2022-present: DJ&A, PC (Missoula, MT) 2022 Spring: Consultant for Natural Resources Defense Council (Bozeman, MT) 2021 Summer-Fall: Consultant for National Wildlife Federation (Missoula, MT) 2016-2019: Holdrege & Kull / NV5 (Truckee, CA) 2012-2014: Landau Associates (Tacoma, WA) 2011-2012: Icicle Creek Engineers (Carnation, WA) 2009-2011: National Outdoor Leadership School (Lander, WY) 2006-2009: Golder Associates (Lakewood, CO) 2003-2004: United States Forest Service (Redding, CA) 98 HANNAH KUHNS – ENVIRONMENTAL SCIENTIST Hannah has 10 years of progressive experience in natural resource management across the United States. She is skilled in adaptive management and experienced with data collection and inventory methods to inform data driven decision processes and recommend management direction, with a focus on monitoring and revision to ensure planning success. As a Certified Arborist, Hannah is familiar with tree industry standards, has completed tree inventory and risk assessments, and worked at the intersection of utility rights of way and vegetation management. She is a skilled technical writer and contributes as primary author for planning projects, technical assessments, vegetation and botany specialist reports for NEPA analysis, biological assessments, and discretionary grant applications. Ravalli County – Natural Resource Management Policy Update (MT) Role: Environmental Scientist DJ&A worked closely with the Ravalli County Commissioners and a core team of local representatives to prepare an updated Natural Resource Management Policy (NRMP) for the county. DJ&A wrote resource assessments, facilitated bi-weekly core team meetings to coordinate the project and develop objectives and strategies for each resource, facilitated public meetings, administered a public survey, and wrote the NRMP. The updated NRMP incorporates input from the core team and the public, is consistent with relevant laws and regulations, and will facilitate effective county involvement in federal and state natural resource management decisions. Hannah assessed the forestry resources in the county to support the development of the document. USFS Region 5 – Los Padres Ecological Restoration Project (CA) Role: Environmental Scientist DJ&A worked with the Los Padres National Forest to prepare an Environmental Assessment (EA) for an ecological restoration project analyzing potential fuels treatments along corridors identified by the Los Padres Strategic Fuelbreak Assessment and in other areas in need of forest health improvements. The EA uses a conditions-based management approach to analyze project implementation over several years covering substantial portions of four of the forest’s five ranger districts. Hannah completed common stand assessments for silviculture data collection efforts; wrote the botany biological assessment and biological evaluation, noxious weed risk assessment, and plant management indicator species report; assisted with the fire and fuels specialist report and associated methodology documentation; and participated in public open houses and a virtual meeting for the draft EA. Montana Department of Natural Resources & Conservation – Blacktail Flathead Electric Cooperative Powerline Corridor Categorical Exclusion (MT) Role: Vegetation Specialist DJ&A is supporting the Montana Department of Natural Resources & Conservation, working cooperatively with Flathead National Forest through the Good Neighbor Authority Program. This work involved field surveys, effects analysis, writing analysis documents, and the preparation of applicable biological assessments. DJ&A also drafted decision documents and maintained the project file. Soils and aquatic field surveys were conducted across the project area which is located west of Lakeside, Montana. Hannah was responsible for preparation of the biological assessment, development of the categorial exclusion, and production of the project record. Davey Resource Group; Various Projects (IL) Role: Environmental Specialist Prior to her time at DJ&A, Hannah worked for Davey Resource Group as an Environmental Specialist, executing management of invasive plant species and participating in large-scale native plant installations for restoration efforts in the Chicagoland area. She completed visual assessments of transmission lines for Mid-American Energy 10-year inspection efforts across Iowa, identifying hazardous line conditions and unsafe hardware to inform repair implementations and recording vegetation conditions. As a Certified Arborist, she performed tree risk assessments ahead of EPA Phase 1 environmental site assessments as part of the emergency response to the Camp Fire in Paradise, California. EDUCATION MS – Plant Sciences University of Wyoming BA – Environmental Science Franklin & Marshall College CERTIFICATIONS & ASSOCIATIONS 2018-Present: Certified Arborist, International Society of Arboriculture (IL- 9679A) Western Society of Weed Science (Member) TRAINING 2025: California Urban Wood Academy Virtual Workshop 2022: Shipley Group Training – Applying the NEPA Process & Writing Effective NEPA Documents; Riparian and Wetland AIM Training (BLM) 2021: Terrestrial AIM Training (BLM) 2017: Chicago Wilderness Midwest Ecological Burn Training 2015-2019: Commercial Herbicide Applicator’s License  Demonstration & Research  Forest Pest Control  Ornamental Pest Control EXPERIENCE 4 years at DJ&A 10 years in the industry 99 ERIC MELSON – PLANNER Eric is a recreation planner with 15 years of experience specializing in public outreach, facilitation, and stakeholder engagement. He has guided governments and agencies through complex public engagement processes to ensure infrastructure investments align with community needs. Eric has expertise in designing and implementing public engagement strategies, facilitation, project management, and natural resource policy. Eric is skilled in fostering meaningful dialogue, modeling recreation conflict and crafting comprehensive recreation plans that drive economic development. Ravalli County – Outdoor Recreation Opportunity Report (MT) Role: Public Engagement Specialist Eric worked with Ravalli County and the Bitterroot National Forest (BNF) to conduct a county- wide outdoor recreation review in advance of the BNF Forest Plan Revision. The team conducted three rounds of public stakeholder engagement and developed recommendations to better manage recreation in a growing county. Recommendations included strategies for mitigating user conflict at the popular Lake Como Recreation Area, designing and designating OHV routes for better resource protection, and partnering with permitted outfitters and guides to protect and enhance high-quality visitor experiences along the Bitterroot River. Bureau of Land Management – Copper City Trails (MT) Role: Technical Advisor Eric worked with Southwest Montana Mountain Bike Association and the Bureau of Land Management to create a new multi-use trail system for mountain bikers, hikers and equestrians called Copper City Trails. This project involved stakeholder engagement, site design, fundraising and developing a phased master plan implementation for 17+ miles of new trail, and a new trailhead and parking area. Five Valley Land Trust – Marshall Mountain Park Trails (MT) Role: Technical Advisor Eric advised Five Valleys Land Trust and a private landowner on the development of new mountain bike trails at Marshall Mountain, a defunct ski area transitioned to a community park outside Missoula, MT. The goal of this project was to create high-quality trails for mountain biking that were used for the 2017-18 USAC Collegiate Nationals races. Eric provided trail assessments, design of future alignment, volunteer oversight during construction, and quality control throughout the project. Missoula County – Seeley Lake Trail System (MT) Role: Project Manager Eric is managing the development and delivery of a new 27-mile multi-use trail system for the community of Seeley Lake, Montana. New Mexico Economic Development Department – New Mexico Uplift Initiative, Tribal Statewide Public Engagement and Facilitation (NM) Role: Public Engagement Specialist Eric worked with the Outdoor Recreation Division of the New Mexico Economic Development Department to complete a statewide recreation asset review. This review included extensive stakeholder and public outreach, including detailed discussions with land managers to create statewide and county-by-county recommendations for state investment into outdoor recreation facilities. Recommendations incorporated best practices in visitor experience management and conflict resolution on public lands. The goal of the project was to provide equitable outdoor access and improve the quality of life for all residents and visitors while simultaneously utilizing recreation to drive business investment in communities that need it the most. Eric designed an SOP for engagement that was inclusive, accessible, and inviting and which resulted in over 100 publicly noticed meetings and participation from over 2,000 unique individuals, both virtually and in-person. In addition, Eric designed, oversaw Tribal liaison contracts and developed tailored engagement approaches for seven of the sovereign New Mexico Tribes (including Navajo, Acoma, Zuni, Laguna, & Taos Pueblo Tribes). EDUCATION MC - Public Administration Claremont Lincoln University BS - Natural Resource Management Colorado State University TRAINING 2x SHIFT Panel Speaker 360 Leadership Training SHIFT Emerging Leaders Program AFFILIATIONS Lincoln Vibrant Communities Fellow, Lincoln Institute of Land Policy Elected, City Council, Ward 1, City of Missoula Speaker, Wilderness Stewardship Alliance 4x Conference EXPERIENCE 15 years in industry 100 Chris Peiffer, Director of Urban Forestry Strategy, Senior Advisor Chris has been an ISA Certified Arborist since 2011 and an ISA Urban Forest Professional (formerly ISA Municipal Specialist) since 2019. He joined PlanIT Geo in 2014 as a Business Developer & Urban Forester, helping to shape the company’s growth and services. In 2016, Chris established PlanIT Geo’s Urban Forestry Consulting Services section, applying his expertise in urban forest planning, management, and innovation. His experience spans management planning, stakeholder engagement, ordinance evaluations, operational efficiencies, tree inventories, data analysis, program audits, risk tree management, plan writing, and project management. This includes urban forest management/master plans, tree risk management plans, tree code amendment projects, regional canopy action plans and strategies, and strategic planting plans. Since joining PlanIT Geo in 2014, Chris has managed or continues to manage over 60 urban forest planning projects spanning more than 20 U.S. states and with budgets totaling over $2.5 million, engaging over 15,000 community residents and 450+ city staff representing over 100 departments. Chris is also an expert arborist and seasoned field crew manager with experience from leading tree care firms, understanding the maintenance needs, tree physiology, risk prioritization, and tree responses to proper tree care. In February 2024, Chris became PlanIT Geo’s first-ever Director of Urban Forestry Strategy. In this role, he is accountable for senior-level project management and plan development, providing leadership across the company on industry direction and utilizing effective methodologies and frameworks in project planning. PROJECT ROLE: Senior Advisor, Innovation, Problem-Solving, Expert Reviews Chris will be the senior urban forestry advisor for this project, having the most experience in urban forestry standards and industry best practices. Throughout the project, he will play a central role in advancing key technical deliverables at every stage of the planning process. 101 Alex Hancock, Director of Urban Forestry Consulting, Senior Project Manager Alex is an ISA Certified Arborist with a background in urban planning, urban forestry, and sustainability. She is experienced in tree canopy cover analysis, climate action planning, zoning and land use planning, and public policy. Alex has a Bachelor’s of Urban Planning and earned her Master’s in Forest Resources and Conservation with a Graduate Certificate in Geospatial Analysis while working full-time as a City Planner. Since joining the PlanIT Geo team, Alex has led the development of Urban Forestry Plans, integrating urban forestry into sustainability planning for communities through public engagement, staff consultations, policy analysis, specialized recommendations, and plan development. Alex supported the development of the City of Westminster’s UFMP by completing a tree ordinance review with recommendations using industry standards, best management practices, and a benchmarking exercise that compared Westminster’s code with five other cities in the region. Alex also implemented an assessment of the canopy cover in the City’s open spaces and calculated an estimate of trees the City manages in open spaces based on urban tree canopy cover data. PROJECT ROLE: Policy & Senior Consultant, UFCS Director, DJ&A Coordinator Alex will serve as the strategic lead and technical champion for Bozeman’s Urban Forest Management Plan. She will advise on project setup, drive policy and ordinance reviews, guide benchmarking and best practice integration, and rigorously oversee each analysis and recommendation. AH will ensure City priorities and local realities shape every deliverable, streamline internal and public engagement efforts, and provide clear, actionable policy and management guidance. With deep municipal experience and a proven track record in urban forestry, she will help DJ&A and the City navigate complex technical and stakeholder challenges, communicate data-driven insights, and design Plan solutions that deliver lasting value. AH’s leadership, hands-on expertise, and commitment to collaboration will be fundamental to achieving Bozeman’s UFMP goals. 102 Matt Urmson, Urban Forestry Planner, Project Manager Matt has a background in the fields of wildlife biology, horticulture, pest management, forestry, water- efficient landscaping, parks and recreation, history, and international studies, and is working towards wildfire management proficiency. He has a Bachelor’s degree in Wildlife and Fisheries Management and is an ISA Certified arborist, qualified water efficient landscaper, and a certified operator in forestry, turf grass, and industrial ROW. Matt joined Plan-IT Geo as an Urban Forestry Planner in 2023. Matt supports the urban forestry consulting services team by creating urban forest management plans, tree pest and disease plans, tree master lists, and planting plans that focus on xeric and water-efficient species, assisting with internal and external engagement, and tree inventory analyses. Matt has spent the last 3 years leading projects for PlanIT Geo within Oregon, Washington, and the Western US. PROJECT ROLE: Project Manager, Planner, Consultant, Strategy Builder Matt will be the operational engine and technical resource throughout Bozeman’s Urban Forest Management Plan project. He will serve as the Project Manager for PlanIT Geo’s team, ensuring deliverables meet City expectations and deadlines. Matt will support meetings, guide the development of work plans, and lead data-driven research and benchmarking efforts. On technical tasks, Matt will oversee inventory, canopy, and vulnerability assessments, using cutting-edge tools and local data to generate clear, actionable results. He will support policy reviews, stakeholder coordination, and provide best practice insights for ordinances, protocols, and incentives. Matt will support internal engagement by weighing in on staff survey development, consultation sessions, and operational benchmarking. For implementation, Matt will develop site-specific maintenance schedules, risk management strategies, and climate-resilient recommendations. He will prepare graphics, maps, and visual content, and provide support at board and City Commission presentations. Matt’s responsive management and deep technical knowledge are central to delivering a timely, detail-rich, and actionable Plan that supports City priorities and stakeholder needs. 103 DJ&A and PlanIT Geo City of Bozeman 2026 Urban Forest Management Plan Update B-1 | Page APPENDIX B DATA VISUALIZATION EXAMPLES 104 105 106 DJ&A and PlanIT Geo City of Bozeman 2026 Urban Forest Management Plan Update C-1 | Page APPENDIX C SIGNED NONDISCRIMINATION AND EQUAL PAY AFFIRMATION 107 Attachment A NONDISCRIMINATION AND EQUAL PAY AFFIRMATION ____________________________________(name of entity submitting) hereby affirms it will not discriminate on the basis of race, color, religion, creed, sex, age, marital status, national origin, or because of actual or perceived sexual orientation, gender identity or disability and acknowledges and understands the eventual contract will contain a provision prohibiting discrimination as described above and this prohibition on discrimination shall apply to the hiring and treatments or proposer’s employees and to all subcontracts. In addition, ____________________________________(name of entity submitting) hereby affirms it will abide by the Equal Pay Act of 1963 and Section 39-3-104, MCA (the Montana Equal Pay Act), and has visited the State of Montana Equal Pay for Equal Work “best practices” website, https://equalpay.mt.gov/BestPractices/Employers, or equivalent “best practices publication and has read the material. ______________________________________ Name and title of person authorized to sign on behalf of submitter DJ&A DJ&A 108 Memorandum REPORT TO:City Commission FROM:Jamie Grabinski, Grants Coordinator Aaron Funk, Controller Melissa Hodnett, Finance Director SUBJECT:Resolution to Establish Compliance with IRS Reimbursement Bond Regulations MEETING DATE:January 27, 2026 AGENDA ITEM TYPE:Resolution RECOMMENDATION:Resolution to Establish Compliance with IRS Reimbursement Bond Regulations STRATEGIC PLAN:7.5. Funding and Delivery of City Services: Use equitable and sustainable sources of funding for appropriate City services, and deliver them in a lean and efficient manner. BACKGROUND:In order for the City to reimburse itself for expenditures with tax-exempt bond proceeds, treasury regulations require a Commission resolution declaring official. The Stormwater Fund purchased a Vactor Jetting and Vacuum truck which is planned to be funded with bond proceeds. The proposed resolution is presented solely for purposes of establishing compliance with treasury regulations and does not bind the City to make any expenditures, incur any indebtedness, or proceed with projects. UNRESOLVED ISSUES:None. ALTERNATIVES:City financial plans assume debt funding for the project included in this resolution. Additional funding would need to be identified for this project to move forward if the resolution is not approved. FISCAL EFFECTS:Debt service associated with any debt proceeds are included in long-term financial models and consistent with the FY26 Adopted Operating Budget. Attachments: Vac Truck Intent to reimburse resolution.pdf Report compiled on: January 6, 2026 109 1 RESOLUTION NO. RESOLUTION RELATING TO THE FINANCING OF EXPENDITURES INCURRED FOR STORMWATER VEHICLES; ESTABLISHING COMPLIANCE WITH REIMBURSEMENT BOND REGULATIONS UNDER THE INTERNAL REVENUE CODE BE IT RESOLVED by the City Commission (the “Commission”) of the City of Bozeman, Montana (the “City”), as follows: Section 1 Recitals. 1.01. The United States Department of Treasury has promulgated final regulations governing the use of proceeds of tax-exempt bonds, all or a portion of which are to be used to reimburse the City for project expenditures paid by the City prior to the date of issuance of such bonds. Those regulations (Treasury Regulations, Section 1.150-2) (the “Regulations”) require that the City adopt a statement of official intent to reimburse an original expenditure not later than 60 days after payment of the original expenditure. The Regulations also generally require that bonds be issued and the reimbursement allocation be made from the proceeds of such bonds within 18 months (or three years, if the reimbursement bond issue qualifies for the “small issuer” exception from the arbitrage rebate requirement) after the later of (i) the date the expenditure is paid or (ii) the date the project is placed in service or abandoned, but (unless the issue qualifies for the “small issuer” exception from the arbitrage rebate requirement) in no event more than three years after the date the expenditure is paid. The Regulations generally permit reimbursement of capital expenditures and costs of issuance of the bonds. 110 2 1.02. The City desires to comply with requirements of the Regulations with respect to certain projects and costs hereinafter identified. Section 2 Official Intent Declaration. 1.01 The City intends to expend funds for the purchase of a 2025 Vactor Jetting and Vacuum Truck (the “Project”). 2.01. Other than (i) expenditures to be paid or reimbursed from sources other than the Bonds (as hereinafter defined), (ii) expenditures permitted to be reimbursed under the transitional provision contained in Section 1.150-2(j)(2) of the Regulations, (iii) expenditures constituting preliminary expenditures within the meaning of Section 1.150-2(f)(2) of the Regulations, or (iv) expenditures in a “de minimus” amount (as defined in Section 1.150-2(f)(1) of the Regulations), no expenditures for the Project have heretofore been paid by the City and no expenditures will be paid by the City until after the date of this Resolution. 1.02 The City reasonably expects to reimburse some or all of the expenditures made for costs of the Project out of proceeds of bonds, in one or more series, in an estimated maximum aggregate principal amount of approximately $600,000 (the “Bonds”) after the date of payment of all or a portion of the costs of the Project. All reimbursed expenditures shall be capital expenditures or extraordinary working capital expenditures, a cost of issuance of the Bonds or other expenditures eligible for reimbursement under Section 1.150-2(d)(3) of the Regulations. 2.02. As of the date hereof, there are no City funds reserved, allocated on a long-term basis or otherwise set aside (or reasonably expected to be reserved, allocated on a long-term basis or otherwise set aside) to provide permanent financing for the portion of the Project expected to be financed, other than pursuant to the issuance of the Bonds. The statement of intent contained in this resolution, therefore, is determined to be consistent with the City’s budgetary and financial circumstances as they exist or are reasonably foreseeable on the date hereof. 111 3 2.03. The City Finance Director shall be responsible for making the “reimbursement allocations” described in the Regulations, being generally the transfer of the appropriate amount of proceeds of the Bonds to reimburse the source of temporary financing used by the City to make prior payment of the costs of the Project. Each allocation shall be evidenced by an entry on the official books and records of the City maintained for the Bonds or the Project and shall specifically identify the actual original expenditure being reimbursed. PASSED, ADOPTED, AND APPROVED by the City Commission of the City of Bozeman, Montana, at a regular session thereof held on the 27th day of January, 2026. ___________________________________ Joey Morrison Mayor ATTEST: ___________________________________ MIKE MAAS City Clerk APPROVED AS TO FORM: ___________________________________ GREG SULLIVAN City Attorney 112 4 CERTIFICATE AS TO RESOLUTION AND ADOPTING VOTE I, the undersigned, being the duly qualified and acting recording officer of the City of Bozeman, Montana (the “City”), hereby certify that the attached resolution is a true copy of Resolution No. _____ entitled: “RESOLUTION RELATING TO THE FINANCING OF EXPENDITURES INCURRED FOR STORMWATER VEHICLES; ESTABLISHING COMPLIANCE WITH REIMBURSEMENT BOND REGULATIONS UNDER THE INTERNAL REVENUE CODE” (the “Resolution”), on file in the original records of the City in my legal custody; that the Resolution was duly adopted by the City Commission of the City at a regular meeting on January 27, 2026, and that the meeting was duly held by the City Commission and was attended throughout by a quorum, pursuant to call and notice of such meeting given as required by law; and that the Resolution has not as of the date hereof been amended or repealed. I further certify that, upon vote being taken on the Resolution at said meeting, the following Commission members voted in favor thereof: ; voted against the same: ; abstained from voting thereon: ; or were absent: . WITNESS my hand and seal officially this ____ day of ___________, 20__. (SEAL) __________________________________ MIKE MAAS City Clerk 113 Memorandum REPORT TO:City Commission FROM:Brian Heaston, Engineer III SUBJECT:Approve the Resolution Authorizing the City Manager to Sign Change Order 3 for the WRF MCC Installation Project MEETING DATE:January 27, 2026 AGENDA ITEM TYPE:Agreement - Vendor/Contract RECOMMENDATION:Approve the Resolution Authorizing the City Manager to Sign Change Order 3 for the WRF MCC Installation Project STRATEGIC PLAN:2.2 Infrastructure Investments: Strategically invest in infrastructure as a mechanism to encourage economic development. BACKGROUND:The Third Element, Inc. (Contractor) was awarded the construction contract for the WRF motor control center (MCC) installation project on August 12, 2025. The attached resolution authorizes the City Manager to sign change order 3, which increases the construction contract price by $17,993.98 and extends the substantial completion date of the contract to February 27, 2026. The increase in price is necessary to cover additional work items necessary to complete the project that were identified during construction or startup of discrete motor controls. Specific items of additional work and respective costs are provided with the change order documentation attached to this memorandum. This will be the final change order for the project. Final completion of the project will occur not later than March 13, 2026. UNRESOLVED ISSUES:None. ALTERNATIVES:As suggested by the City Commission. FISCAL EFFECTS:Change order 3 increases the construction contract price by $17,993.98 to a new total of $523,086.44. This is the final cost of the project and is within the appropriated capital budget for the project. Sufficient funding is available to cover the cost of the change order. Attachments: Bozeman WRF MCC Installation - Change Order # 3 - Final.pdf Resolution_CO No 3_WRF MCC.pdf 114 Report compiled on: January 15, 2026 115 January 14, 2026 City of Bozeman Brian Heaston Senior Engineer 20 E. Olive St. P.O. Box 1230 Bozeman, MT 59771 Re: Bozeman WRF MCC Installation Contract Change Order # 3 Dear Mr. Heaston: Enclosed please find Change Order No. 3 for the WRF MCC Installation Contract. This Change Order increases the total Contract Price by $17,993.98, resulting in a new total Contract Price of $523,086.44. The adjustment includes the addition of two new breakers for digested sludge pumps, current monitoring devices for these pumps, boiler pump running feedback signals, and a work platform for MCC-CA. It also involves relocating the heat exchanger start/stop relays to LCP4-1. Please review and return an executed copy for our records. Contact Cost Calculation: Adjusted Contact Amount Calculation: Procurement Contact – Pay App # 1 + Installation Contract + Change Order # 1 + Change Order # 2 Description Cost Procurement Contact $ 475,489.00 Pay App # 1 $ 45,171.46 Installation Contact $ 63,984.00 Change Order # 1 $ 10,790.92 Change Order # 2 $ 17,993.98 Adjusted Contract Amount $ 523,086.44 116 Page 2 of 2 W:\B\Bozeman\05097-2022-012\Project Data\060 Construction\Change Order\Installation Contract\Change Order # 3\1 - Raw Files\Change Order # 3 Cover Sheet.docx Sincerely, AE2S James Sletten Senior I&C Specialist Attachments:  Bozeman WRF MCC Installation – MCC-CA Digestive Sludge Pump Bucket Changes Option 2  Bozeman WRF MCC Installation – Digestive Sludge Pump Monitoring  Bozeman WRF MCC Installation – Boiler Pump Running Signal  Bozeman WRF MCC Installation – MCC-CA Working Height Platform  Bozeman WRF MCC Installation – Relocate Heat Exchange Relay 117 00 63 63 - 1 Bozeman, Montana Change Order Form Change Order No. _3_________ Date of Issuance: January 14, 2025 Effective Date: Project: Bozeman WRF MCC Installation Owner: City of Bozeman Owner's Contract No.: WW121 Contract: Bozeman WRF MCC Installation Contact Date of Contract: October 8, 2025 Contractor: The Third Element, Inc. Engineer's Project No.: P05097-2022-012 The Contract Documents are modified as follows upon execution of this Change Order: Description: This Change Order decreases the total Contract Price by $17,993.98, resulting in a new total Contract Price of $523,086.44. All other terms and conditions of the Contract remain unchanged. This change order covers five modifications to the project. Item #1 Removal of digested sludge pump buckets and replacement with breakers. Item #2 Addition of current sensors to digested sludge pump motor leads for current monitoring. Item #3 Addition of boiler pump running feedback devices. Item #4 Addition of a work platform for height required due to its height and conduit issues addressed in CO #2. Item #5 relocation of heat exchanger start/stop relays to LCP4-1 instead of inside the MCC. Attachments: (List documents supporting change): 1. CO # 1 – MCC-CA Digestive Sludge Pump Bucket Changes Option 2 2. CO # 2 – Digestive Sludge Pump Monitoring 3. CO # 3 - Boiler Pump Running Signal 4. CO # 4 - MCC-CA Working Height Platform 5. CO # 5 - Relocate Heat Exchange Relay CHANGE IN CONTRACT PRICE: CHANGE IN CONTRACT TIMES: Original Contract Price: Original Contract Times:  Working days  Calendar days Substantial completion (days or date): December 2, 2025 $ 539,473 Ready for final payment (days or date): January 16, 2026 [Increase] [Decrease] from previously approved Change Orders No._1__________ to No._2__________: [Increase] [Decrease] from previously approved Change Orders No._1___________ to No._2___________: Substantial completion (days): 0 $ 17,993.98 Ready for final payment (days): 0 Contract Price prior to this Change Order: Contract Times prior to this Change Order: Substantial completion (days or date): December 2, 2025 $ 505,092.46 Ready for final payment (days or date): January 16, 2026 [Increase] [Decrease] of this Change Order: [Increase] [Decrease] of this Change Order: Substantial completion (days or date): February 27, 2026 $ 17,993.98 Ready for final payment (days or date): March 13, 2026 Contract Price incorporating this Change Order: Contract Times with all approved Change Orders: Substantial completion (days or date): February 27, 2026 $ 523,086.44 Ready for final payment (days or date): March 13, 2026 RECOMMENDED: ACCEPTED: ACCEPTED: By: By: By: Engineer (Authorized Signature) Owner (Authorized Signature) Contractor (Authorized Signature) Date: January 14, 2026 Date: Date: Approved by Funding Agency (if applicable): NA Date: 01/14/2026 6 118 Project: Bozeman WRF MCC Installation Authorized Signer of General Contractor: **Only modify GREEN cells** Subcontract #: P05097-2022-012 Subcontractor: The Third Element Description of Change: CO #3 - MCC-CA Digestive Sludge Pump Changes Option 2 The Third Element Change Order #: 3 Date: 12/19/25 Extension/Quote from Vendors/Site Supervision/ Consumable Tools and Safety Supplies/ Demo Quantity Materials Cost Each Materials Extended Bid Labor Per Quantity Bid Labor Ext Rewiring existing buckets 2 $25.00 $50.00 3 6.00 $0.00 0.00 $0.00 0.00 $0.00 0.00 $0.00 0.00 $0.00 0.00 $0.00 0.00 $0.00 0.00 $0.00 0.00 $0.00 0.00 $0.00 0.00 $0.00 0.00 1: Direct Material Total Labor Total $50.00 6.00 Direct Labor Labor Type Hours Rate Sub Total Project Management 2.00 $100.00 $200.00 Site Supervision $100.00 $0.00 Material Management $50.00 $0.00 Electrician 6.00 $90.00 $540.00 Electrician - Time and half $135.00 $0.00 Electrician - Double time $180.00 $0.00 2: Direct Labor Total $740.00 Sub Contractor Direct 10739.28 3: Sub Contractors Total $10,739.28 Equipment Direct 4: Equipment Total $0.00 Miles One Way Number of Trips Sub Total 0 0 $0.00 Days 0 $0.00 5: Travel Total $0.00 Summary 6: Sub Total (Add Lines 1, 2, 3, 4, & 5)$11,529.28 7: Profit & Overhead ( Only on Lines 1, 2, & 4)15%$118.50 8: 2nd Tier Sub Contractors Profit and Overhead (Line 3 Only)5%$536.96 9: Total Cost Without Taxes, Bond and Insurance (Add Lines 6, 7, & 8)$12,184.74 10: Taxes (GRT) 1%1.00%$121.85 11: Insurance Cost 1.09%$132.81 12: Payment and Performance Bond 1.44%$175.46 $12,614.87 ** Schedule Impact - Days Added to Contract Completion 1 Project Manager: Ben Hommen/Steve Saravalli Mileage Rate $0.80 Subsistence Rate $175.00 Make sure these 3 labor cells match your Labor Total 13: Total Change Order (Add Lines 9, 10, 11 &12) Sub Contractor Name IPS Equipment Type 119 Project: Bozeman WRF MCC Installation Authorized Signer of General Contractor: **Only modify GREEN cells** Subcontract #: P05097-2022-012 Subcontractor: The Third Element Description of Change: Added CTs for Digestive Sludge Pump Running The Third Element Change Order #: 4 Date: 12/19/25 Extension/Quote from Vendors/Site Supervision/ Consumable Tools and Safety Supplies/ Demo Quantity Materials Cost Each Materials Extended Bid Labor Per Quantity Bid Labor Ext 3ACT100-42-24-F CTs 2 $396.00 $792.00 1 2.00 CT shipping 1 $50.00 $50.00 0.00 18/2 TSP 50 $1.81 $90.50 0.06 3.00 $0.00 0.00 $0.00 0.00 $0.00 0.00 $0.00 0.00 $0.00 0.00 $0.00 0.00 $0.00 0.00 $0.00 0.00 $0.00 0.00 1: Direct Material Total Labor Total $932.50 5.00 Direct Labor Labor Type Hours Rate Sub Total Project Management 2.00 $100.00 $200.00 Site Supervision $100.00 $0.00 Material Management $50.00 $0.00 Electrician 5.00 $90.00 $450.00 Electrician - Time and half $135.00 $0.00 Electrician - Double time $180.00 $0.00 2: Direct Labor Total $650.00 Sub Contractor Direct 3: Sub Contractors Total $0.00 Equipment Direct 4: Equipment Total $0.00 Miles One Way Number of Trips Sub Total 0 0 $0.00 Days 0 $0.00 5: Travel Total $0.00 Summary 6: Sub Total (Add Lines 1, 2, 3, 4, & 5)$1,582.50 7: Profit & Overhead ( Only on Lines 1, 2, & 4)15%$237.38 8: 2nd Tier Sub Contractors Profit and Overhead (Line 3 Only)5%$0.00 9: Total Cost Without Taxes, Bond and Insurance (Add Lines 6, 7, & 8)$1,819.88 10: Taxes (GRT) 1%1.00%$18.20 11: Insurance Cost 1.09%$19.84 12: Payment and Performance Bond 1.44%$26.21 $1,884.12 ** Schedule Impact - Days Added to Contract Completion Project Manager: Ben Hommen/Steve Saravalli Mileage Rate $0.80 Subsistence Rate $175.00 Make sure these 3 labor cells match your Labor Total 13: Total Change Order (Add Lines 9, 10, 11 &12) Sub Contractor Name Equipment Type 120 Project: Bozeman WRF MCC Installation Authorized Signer of General Contractor: **Only modify GREEN cells** Subcontract #: P05097-2022-012 Subcontractor: The Third Element Description of Change: Replace CTs for Boiler Running The Third Element Change Order #: 5 Date: 12/19/25 Extension/Quote from Vendors/Site Supervision/ Consumable Tools and Safety Supplies/ Demo Quantity Materials Cost Each Materials Extended Bid Labor Per Quantity Bid Labor Ext ACSN250-AE-S 2 $78.00 $156.00 2 4.00 $0.00 0.00 $0.00 0.00 $0.00 0.00 $0.00 0.00 $0.00 0.00 $0.00 0.00 $0.00 0.00 $0.00 0.00 $0.00 0.00 $0.00 0.00 $0.00 0.00 1: Direct Material Total Labor Total $156.00 4.00 Direct Labor Labor Type Hours Rate Sub Total Project Management 1.00 $100.00 $100.00 Site Supervision $100.00 $0.00 Material Management $50.00 $0.00 Electrician 2.00 $90.00 $180.00 Electrician - Time and half $135.00 $0.00 Electrician - Double time $180.00 $0.00 2: Direct Labor Total $280.00 Sub Contractor Direct 3: Sub Contractors Total $0.00 Equipment Direct 4: Equipment Total $0.00 Miles One Way Number of Trips Sub Total 0 0 $0.00 Days 0 $0.00 5: Travel Total $0.00 Summary 6: Sub Total (Add Lines 1, 2, 3, 4, & 5)$436.00 7: Profit & Overhead ( Only on Lines 1, 2, & 4)15%$65.40 8: 2nd Tier Sub Contractors Profit and Overhead (Line 3 Only)5%$0.00 9: Total Cost Without Taxes, Bond and Insurance (Add Lines 6, 7, & 8)$501.40 10: Taxes (GRT) 1%1.00%$5.01 11: Insurance Cost 1.09%$5.47 12: Payment and Performance Bond 1.44%$7.22 $519.10 ** Schedule Impact - Days Added to Contract Completion 13: Total Change Order (Add Lines 9, 10, 11 &12) Sub Contractor Name Equipment Type Project Manager: Ben Hommen/Steve Saravalli Mileage Rate $0.80 Subsistence Rate $175.00 Make sure these 3 labor cells match your Labor Total 121 Project: Bozeman WRF MCC Installation Authorized Signer of General Contractor: **Only modify GREEN cells** Subcontract #: P05097-2022-012 Subcontractor: The Third Element Description of Change: Add Platform for NEC Working Height Requirements The Third Element Change Order #: 6 Date: 12/19/25 Extension/Quote from Vendors/Site Supervision/ Consumable Tools and Safety Supplies/ Demo Quantity Materials Cost Each Materials Extended Bid Labor Per Quantity Bid Labor Ext Tri-arc Platform 1 $1,056.00 $1,056.00 1 1.00 Shipping 1 $500.00 $500.00 0.00 $0.00 0.00 $0.00 0.00 $0.00 0.00 $0.00 0.00 $0.00 0.00 $0.00 0.00 $0.00 0.00 $0.00 0.00 $0.00 0.00 $0.00 0.00 1: Direct Material Total Labor Total $1,556.00 1.00 Direct Labor Labor Type Hours Rate Sub Total Project Management 1.00 $100.00 $100.00 Site Supervision $100.00 $0.00 Material Management 1.00 $50.00 $50.00 Electrician 1.00 $90.00 $90.00 Electrician - Time and half $135.00 $0.00 Electrician - Double time $180.00 $0.00 2: Direct Labor Total $240.00 Sub Contractor Direct 3: Sub Contractors Total $0.00 Equipment Direct 4: Equipment Total $0.00 Miles One Way Number of Trips Sub Total 0 0 $0.00 Days 0 $0.00 5: Travel Total $0.00 Summary 6: Sub Total (Add Lines 1, 2, 3, 4, & 5)$1,796.00 7: Profit & Overhead ( Only on Lines 1, 2, & 4)15%$269.40 8: 2nd Tier Sub Contractors Profit and Overhead (Line 3 Only)5%$0.00 9: Total Cost Without Taxes, Bond and Insurance (Add Lines 6, 7, & 8)$2,065.40 10: Taxes (GRT) 1%1.00%$20.65 11: Insurance Cost 1.09%$22.51 12: Payment and Performance Bond 1.44%$29.74 $2,138.31 ** Schedule Impact - Days Added to Contract Completion 13: Total Change Order (Add Lines 9, 10, 11 &12) Sub Contractor Name Equipment Type Project Manager: Ben Hommen/Steve Saravalli Mileage Rate $0.80 Subsistence Rate $175.00 Make sure these 3 labor cells match your Labor Total 122 Project: Bozeman WRF MCC Installation Authorized Signer of General Contractor: **Only modify GREEN cells** Subcontract #: P05097-2022-012 Subcontractor: The Third Element Description of Change: Relocate Heat Exchanger Relays The Third Element Change Order #: 7 Date: 12/22/25 Extension/Quote from Vendors/Site Supervision/ Consumable Tools and Safety Supplies/ Demo Quantity Materials Cost Each Materials Extended Bid Labor Per Quantity Bid Labor Ext labor relocate relays 1 $0.00 2.5 2.50 Allen Bradley Relays 2 $100.00 $200.00 0.00 #12 wire 150 $0.19 $28.50 0.00 din rail and term blocks 1 $50.00 $50.00 0.00 $0.00 0.00 $0.00 0.00 $0.00 0.00 $0.00 0.00 $0.00 0.00 $0.00 0.00 $0.00 0.00 $0.00 0.00 1: Direct Material Total Labor Total $278.50 2.50 Direct Labor Labor Type Hours Rate Sub Total Project Management 2.00 $100.00 $200.00 Site Supervision $100.00 $0.00 Material Management $50.00 $0.00 Electrician 2.50 $90.00 $225.00 Electrician - Time and half $135.00 $0.00 Electrician - Double time $180.00 $0.00 2: Direct Labor Total $425.00 Sub Contractor Direct 3: Sub Contractors Total $0.00 Equipment Direct 4: Equipment Total $0.00 Miles One Way Number of Trips Sub Total 0 0 $0.00 Days 0 $0.00 5: Travel Total $0.00 Summary 6: Sub Total (Add Lines 1, 2, 3, 4, & 5)$703.50 7: Profit & Overhead ( Only on Lines 1, 2, & 4)15%$105.53 8: 2nd Tier Sub Contractors Profit and Overhead (Line 3 Only)5%$0.00 9: Total Cost Without Taxes, Bond and Insurance (Add Lines 6, 7, & 8)$809.03 10: Taxes (GRT) 1%1.00%$8.09 11: Insurance Cost 1.09%$8.82 12: Payment and Performance Bond 1.44%$11.65 $837.58 ** Schedule Impact - Days Added to Contract Completion Project Manager: Ben Hommen/Steve Saravalli Mileage Rate $0.80 Subsistence Rate $175.00 Make sure these 3 labor cells match your Labor Total 13: Total Change Order (Add Lines 9, 10, 11 &12) Sub Contractor Name Equipment Type 123 Version April 2020 RESOLUTION 2026-XX A RESOLUTION OF THE CITY COMMISSION OF THE CITY OF BOZEMAN, MONTANA, APPROVING ALTERATION/MODIFICATION OF CONTRACT WITH THE THIRD ELEMENT, INC., BOZEMAN, MONTANA WHEREAS, the City Commission did, on the August 12, 2025, authorize award of the construction bid for the Bozeman WRF MCC Installation Project to The Third Element, Inc., Bozeman, Montana; and WHEREAS, Section 7-5-4308, Montana Code Annotated, provides that any such alterations or modifications of the specifications and/or plans of the contract be made by resolution; and WHEREAS, it has become necessary in the prosecution of the work to make alterations or modifications to the specifications and/or plans of the contract. NOW, THEREFORE, BE IT RESOLVED by the City Commission of the City of Bozeman, Montana, that the proposed modifications and/or alterations to the contract between the City of Bozeman, a municipal corporation, and The Third Element, Inc., as contained in Change Order No. 3, attached hereto, be and the same are hereby approved; and the City Manager is hereby authorized and directed to execute the contract change order for and on behalf of the City; and the City Clerk is authorized and directed to attest such signature. PASSED, ADOPTED, AND APPROVED by the City Commission of the City of Bozeman, Montana, at a regular session thereof held on the 27th day of January, 2026. ___________________________________ JOEY MORRISON Mayor 124 Version April 2020 ATTEST: ___________________________________ MIKE MAAS City Clerk APPROVED AS TO FORM: ___________________________________ GREG SULLIVAN City Attorney 125 Memorandum REPORT TO:City Commission FROM:Bernie Massey, Assistant Treasurer Laurae Clark, Treasurer Melissa Hodnett, Finance Director SUBJECT:Resolution for the Intent to Create a Special Improvement Lighting District 794 for Jarrett Subdivision Phase 1 Superseding Resolution 2026-04 MEETING DATE:January 27, 2026 AGENDA ITEM TYPE:Resolution RECOMMENDATION:Adopt Commission Resolution for the Intent to Create Special Improvement Lighting District 794 for Jarrett Subdivision Phase 1 STRATEGIC PLAN:7.5. Funding and Delivery of City Services: Use equitable and sustainable sources of funding for appropriate City services, and deliver them in a lean and efficient manner. BACKGROUND:Special improvement districts for lighting streets authorized. (1) The council of any city or town is authorized to: (a) create special improvement districts embracing any street or streets or public highway therein or portions thereof and property adjacent thereto or property which may be declared by said council to be benefited by the improvement to be made for the purpose of lighting such street or streets or public highway; (b) require that all or any portion of the cost of installing and maintaining such lighting system be paid by the owners of the property embraced within the boundaries of such districts; and (c) assess and collect such portion of such cost by special assessment against said property. (2) The governing body may create special lighting districts on any street or streets or public highway for the purpose of lighting them and assess the costs for installation and maintenance to property abutting thereto and collect the costs by special assessment against the property UNRESOLVED ISSUES:None ALTERNATIVES:As suggested by the City Commission FISCAL EFFECTS:As a result of creating this lighting district, the city will pay the associated power bills and schedule system maintenance. We will recover these costs 126 by billing property owners each year on their City Assessment bill. It is estimated to cost $20.37 per acre within the district or $113.28 annually for the entire district Attachments: Resolution 2026-XX Intent to Create SILD 794.docx Exhibit A.pdf Exhibit B.pdf Report compiled on: January 15, 2026 127 RESOLUTION 2026-XX A RESOLUTION OF THE CITY COMMISSION OF THE CITY OF BOZEMAN, MONTANA, RELATING TO SPECIAL IMPROVEMENT LIGHTING DISTRICT NO. 794 (JARRETT SUBDIVISION PHASE 1) DECLARING IT TO BE THE INTENTION OF THE CITY COMMISSION TO CREATE THE DISTRICT FOR THE PURPOSE OF MAINTAINING LIGHTING IMPROVEMENTS AND ASSESSING THE COSTS OF MAINTENANCE AND ENERGY THEREFOR TO BENEFITED PROPERTY BY THE LEVY OF SPECIAL ASSESSMENT. NOW, THEREFORE, BE IT RESOLVED by the City Commission of the City of Bozeman, Montana to wit: Section 1 Intention to Create District; Proposed Improvements. It is the intention of this Commission to create and establish in the City under Montana Code Annotated, Title 7, Chapter 12, Part 43, as amended, a special improvement lighting district to serve Jarrett Subdivision Phase 1 (the “District”) for the purpose of maintenance and energy costs. The district will pay the maintenance and energy costs for: eight (8) 15-watt Roadway Cobrahead with a single Tapered Upsweep Luminaire Arm with a hunter green finish mounted on 30-foot straight poles per City of Bozeman standards. The initial monthly charge per fixture per month (the “Monthly Charge”) 128 Resolution of Intent to Create Lighting District 794 Page 2 is estimated as follows: $1.18 per 15-watt LED fixture. This calculates annually to $14.16 per 15- watt light, for an estimated total annual cost of $113.28. Section 2 Number of District. The District, if the same shall be created and established, shall be known and designated as Special Improvement Lighting District No. 794 (Jarrett Subdivision Phase 1) of the City of Bozeman, Montana. Section 3 Boundaries of District. The limits and boundaries of the District are depicted on a map attached as Exhibit A hereto (which is hereby incorporated herein and made a part hereof), which boundaries are designated and confirmed as the boundaries of the District. A listing of each of the properties in the District is shown on Exhibit B hereto (which is hereby incorporated herein and made a part hereof). Section 4 Benefited Property. The District and territory included within the limits and boundaries described in Section 3 and as shown on Exhibit A are hereby declared to be the special lighting district and the territory which will benefit and be benefited by the District and will be assessed for the costs of the District as described in Section 1. The District, in the opinion of this Commission, are of more than local and ordinary benefit. The property included within said limits and boundaries is hereby declared to be the property benefited by the District. 129 Resolution of Intent to Create Lighting District 794 Page 3 Section 5 Assessment Methods. All properties within the District are to be assessed for a portion of the maintenance and energy costs, as specified herein. The maintenance and energy costs shall be assessed against the property in the District benefiting, based on the actual area method of assessment described in Sections 7-12-4323, MCA, as particularly applied and set forth in this Section 5. The annual maintenance and energy costs are estimated at $113.28, and shall be assessed against each lot, tract or parcel of land in the District for that part of the costs that the area of such lot, tract or parcel bears to the total area of all lots, tracts or parcels of land in the District, exclusive of streets, avenues and alleys. The total area of the District to be assessed is 5.56 acres, or 242,190 square feet, exclusive of parks and open space. The initial costs per acre shall be $20.37 or $0.000468 per square foot annually. Section 6 Payment of Assessments. Special assessments for the annual maintenance and energy costs are estimated at $113.28, plus any increases, as may be permitted by the Public Service Commission, and any additional authorized charges shall be levied each year against all properties in the District and shall be payable in equal semiannual installments. The first year of special assessment billing will include an additional amount not to exceed $500 for publication and mailing associated with creation of the District which shall be assessed in the same manner as the improvements resulting in a cost not to exceed $110.30 per acre, or $0.002532 per square foot. Section 7 Extraordinary Repair or Replacement. The maintenance and energy costs and assessments set 130 Resolution of Intent to Create Lighting District 794 Page 4 forth in Section 1 and 5 are based on normal conditions and do not cover charges for repair and/or replacement. The City may make an additional charge to the District for costs of labor and actual material costs for repairs and/or replacement of the fixtures for damage caused by third parties and not paid by such third parties. The City will assess such costs and charges against the properties in the District in the same manner as the other assessment is made. Section 8 Discontinuation of District. If at any time after the initial term of the District a petition is presented to the City Commission, signed by the owners or agents of more than three-fourths of the total amount of property within the District, asking that the maintenance and operation of the special lighting system and the furnishing of electrical current in the district be discontinued, or if a majority of the City Commission votes to discontinue the District, the City Commission shall, by resolution, provide for discontinuing the maintenance and operation of the lighting system. If the Commission has, prior to the presentation of a petition or by a majority vote of the Commission to discontinue the District, entered into any contract for the maintenance and operation of the lighting system, the maintenance and operation may not be discontinued until after the expiration of the contract. Section 9 Public Hearing; Protests. Written protests against the creation or modification of the District and the costs may be filed by an agent, person, firm, or corporation owning real property within the proposed District, whose property is liable to be assessed for the costs. Protests must be delivered to the City Clerk at City Hall, 121 N Rouse Ave, Bozeman, MT not later than 5:00 p.m. on Monday, February 16, 2026. 131 Resolution of Intent to Create Lighting District 794 Page 5 If protests are received by the deadline, the City Commission will hear and pass upon all written protests against the creation or extension of the district, on Tuesday, February 24, 2026 at 6:00 pm in the City Commission Room, Bozeman City Hall, 121 N Rouse Ave, Bozeman, Montana. If no protests are received, the City Commission may, on the same date, time, and location, pass a Resolution authorizing the creation or modification of the district. Section 10 Notice of Passage of Resolution of Intention. The City Clerk is hereby authorized and directed to publish or cause to be published a copy of a notice of the passage of this resolution in the Bozeman Daily Chronicle, a newspaper of general circulation in the county on January 31, 2026 and February 07, 2026, in the form and manner prescribed by law, and to mail or cause to be mailed a copy of said notice to every person, firm, corporation, or the agent of such person, firm, or corporation having real property within the District listed in his or her name upon the last completed assessment roll for state, county, and school district taxes, at his last-known address, on or before the same day such notice is first published. PASSED, ADOPTED, AND APPROVED by the City Commission of the City of Bozeman, Montana, at a regular session thereof held on the 27th day of January 2026. 132 Resolution of Intent to Create Lighting District 794 Page 6 ___________________________________ JOEY MORRISON Mayor ATTEST: ____________________________________ MIKE MAAS City Clerk APPROVED AS TO FORM: ___________________________________ GREG SULLIVAN City Attorney 133 Resolution of Intent to Create Lighting District 794 CERTIFICATE AS TO RESOLUTION AND ADOPTING VOTE I, the undersigned, being the duly qualified and acting recording officer of the City of Bozeman, Montana (the “City”), hereby certify that the attached resolution is a true copy of Resolution No. 2026-XX, entitled: A RESOLUTION OF THE CITY COMMISSION OF THE CITY OF BOZEMAN, MONTANA, RELATING TO SPECIAL IMPROVEMENT LIGHTING DISTRICT NO. 794 (JARRETT SUBDIVISION PHASE 1) DECLARING IT TO BE THE INTENTION OF THE CITY COMMISSION TO CREATE THE DISTRICT FOR THE PURPOSE OF MAINTAINING LIGHTING IMPROVEMENTS AND ASSESSING THE COSTS FOR MAINTENANCE AND ENERGY THEREFOR TO BENEFITED PROPERTY BY THE LEVY OF SPECIAL ASSESSMENT, (the “Resolution”), on file in the original records of the City in my legal custody; that the Resolution was duly adopted by the City Commission of the City of Bozeman at a meeting on January 27, 2026, and that the meeting was duly held by the City Commission and was attended throughout by a quorum, pursuant to call and notice of such meeting given as required by law; and that the Resolution has not as of the date hereof been amended or repealed. I further certify that, upon vote being taken on the Resolution at said meeting, the following Commissioners voted in favor thereof: _____ ____________________ ; voted against the same: ___________ ___ ; abstained from voting thereon: ________________ ; or were absent: _______________ . WITNESS my hand officially this 27th day of January 2026. ___________________________________ MIKE MAAS City Clerk 134 Resolution of Intent to Create Lighting District 794 NOTICE OF PASSAGE OF RESOLUTION OF INTENTION TO CREATE SPECIAL IMPROVEMENT LIGHTING DISTRICT NO. 794 (JARRETT SUBDIVISION PHASE 1) CITY OF BOZEMAN, MONTANA NOTICE IS HEREBY GIVEN that on January 27, 2026, the City Commission (the “Commission”) of the City of Bozeman, Montana (the “City”), adopted a Resolution of Intention No. 2026-XX to create Special Improvement Lighting District No. 794 (the “District”) for the purpose of maintaining lighting and assessing the cost for maintenance and energy to Jarrett Subdivision Phase 1, and paying maintenance and energy costs relating thereto. A complete copy of the Resolution of Intention (the “Resolution”) No. 2026-XX is on file with the City Clerk which more specifically describes the nature of the costs, the boundaries and the area included in the District, the location of the Improvements and other matters pertaining thereto and further particulars. A list of properties in the District and the amount of the initial assessment accompanies this notice. The Resolution and accompanying exhibits may be also viewed on the City’s website at www.bozeman.net. The district will pay the maintenance and energy costs for: eight (8) 15-watt Roadway Cobra head with a single Tapered Upsweep Luminaire Arm with a hunter green finish mounted on 30-foot straight poles per City of Bozeman standards. The initial monthly charge per fixture per month (the “Monthly Charge”) is estimated as follows: $1.18 per 15-watt LED fixture. This calculates annually to $14.16 per 15-watt light, for an estimated total annual cost of $113.28. The total area of the District to be assessed is 5.56 acres, 242,190 square feet, exclusive of parks and open space. The initial costs of the Improvements per acre shall be $113.28. The first year of special assessment billing will include an additional amount not to exceed $500 for 135 Resolution of Intent to Create Lighting District 794 publication and mailing associated with creation of the District which shall be assessed in the same manner as the Improvements resulting in a cost not to exceed $20.37 per acre, or $0.002532 per square foot. Written protests against the creation or extension of the District and the costs may be filed by an agent, person, firm or corporation owning real property within the proposed District whose property is liable to be assessed for the costs. Such protests must be delivered to the City Clerk at City Hall, 121 N Rouse Ave, Bozeman, Montana not later than 5:00 p.m., M.T., on February 16, 2026. If protests are received by the deadline, the City Commission will hear and pass upon all written protests against the creation or extension of the District, or the Improvements, on Tuesday, February 24, 2026, at 6:00 p.m., in the Commission Room at City Hall 121 N Rouse Ave, Bozeman, Montana. If no protests are received, the City Commission may, on the same date, time, and location, pass a Resolution authorizing the creation or modification of the district. Further information regarding the proposed District or other matters in respect thereof may be obtained from the City Clerk at City Hall, 121 N Rouse Ave, Bozeman, Montana or by telephone at (406) 582-2320. DATED this 27th day of January 2026. MIKE MAAS City Clerk City of Bozeman Legal Ad Publication Dates: Saturday, January 31, 2026 Saturday, February 07, 2026 136 Resolution of Intent to Create Lighting District 794 RESOLUTION 2026-XX Resolution of Intent to create Special Improvement Lighting District No. 794 for the purpose of maintaining lighting and assessing the cost for maintenance and energy to Jarrett Subdivision Phase 1 and paying maintenance and energy costs relating thereto. AFFIDAVIT OF MAILING MIKE MAAS, City Clerk, being first duly sworn, says: That I cause to be mailed first class the Notice in regard to the owners in Special Improvement Lighting District No. 794, as listed in Exhibit "B", on Friday, January 30, 2026, directed to the owners at the addresses shown on Exhibit "B". ______________________________ MIKE MAAS City Clerk 137 L1C 590'SOUTH 15TH AVENUES 15°09'19" W 938.88' (R&M)N 01°07'32" E 622.32' (R&M)B L O C K 130'30'35' wide public street & utilityeasement per Plat of South UniversityDistrict Phase 2 - J-60535'35'S 89°19'59" E 128.60' (R&M)Lot 1Lot 10Lot 2Lot 3Lot 4Lot 9Lot 5Lot 8B L O C K 1B L O C K 1B L O C K 1BLOCK 2B L O C K 3Lot 1Lot 2Lot 3Lot 4Lot 7Lot 9Lot 10C 1C 2C 4C6 N 01°07'32" E 1322.42' (R&M)S 89°19'59" E 1232.00' (R&M)Lot 25Lot 43Lot 42Lot 41Lot 40Lot 39Lot 38Lot 37Lot 36Lot 34Lot 35Lot 33OS-1B60'30'30'60'60'30'ALLEYSTREET 'A'2413B L O C K 1035' wide public street andutility easement per Plat J-702A(Dedicated per this plat)35' wide public street & utilityeasement per Doc. No. 2584907(Dedicated per this plat to this line)30' wide public street andutility easement per Plat J-702A(Dedicated per this plat)60' wide public street andutility easement per Plat J-702ALot 1Lot 2Lot 3Lot 4Lot 5Lot 6Lot 7Lot 8Lot 9OS-1ALot 10Lot 11Lot 6 Lot 7Lot 11Lot 12Lot 13Lot 14Lot 5 Lot 6Lot 8Lot 11Lot 1210' wide utilityeasement10' wide utilityeasement10' wide utilityeasement10' wide utilityeasement10' wide utilityeasement10' wide utilityeasement10' wide utilityeasement10' wide utilityeasement10' wide utilityeasementLot 12Lot 13Lot 14Lot 16Lot 1560' wide public street andutility easement per Plat J-702A(p/o vacated per this plat)P H A S E ILot 17Lot 18Lot 19Lot 20Lot 21Lot 22Lot 23Lot 24Lot 26Lot 27Lot 28Lot 29Lot 30Lot 31Lot 3260' wide public street andutility easement per Plat J-702A10' wide utilityeasement30' wideP.U.E.30' wideP.U.E.30' wideP.U.E.10' wide utilityeasementARNOLD STREETSOUTH 11th AVENUE(Public street dedicated to Cityper Allison Sub. Ph. 4A and SouthUniversity District Ph 2 Minor Sub, J-605)STAUDAHER STREETSOUTH 11th AVENUE(Public street easement per Doc. No. 2584907)1' No Access Strip alongSouth 11th AvenueSOUTH 13th AVENUE10' wide utilityeasement10' wide utilityeasementLot 1Lot development subjectto further subdivision reviewArea = 286,993 sf6.588 acLot 1Lot development subjectto further subdivision reviewArea = 30,9641 sf7.108 acB L O C K 4, 5 & 6B L O C K 7FUTURE PHASESOUTH 14THAVENUECHINNIE STREETAPPLE BLOSSOM WAYNORTH ALLEY35' wide public street & utilityeasement per Plat of South UniversityDistrict Phase 2 - J-605Lot 15L=27.85'35' wide public street & utilityeasement per Plat of South UniversityDistrict Phase 2 - J-605Public Park EasementArea = 6.75 acres10' wide utilityeasementLot 2A, Block 10JARRETT SUBDIVISION PHASE IA tract of land being Lot 1 & Lot 2 of the Amended Plat of Lot 1, Block 9, Allison Subdivision Phase 4A (Plat ref.J-702) & the SE1/4NW1/4 Sec. 24 of C.O.S. 252 & C.O.S. 792 AND Lot 3A of the Amended Plat of Lot 2, Block 7,Allison Subdivision Phase 4A (Plat ref. J-702) & Lot 3 of Amended Plat of Lot 1, Block 9, Allison SubdivisionPhase 4A (Plat ref. J-702) & the SE1/4NW1/4 Sec. 24 of C.O.S. 252 & C.O.S. 792 (Plat ref. J-702A) located inthe NE1/4, SE1/4, SW1/4 and NW1/4 of Sec. 24, T2S, R5E, P.M.M., City of Bozeman, Gallatin County, MontanaPROJECT SURVEYOR:DRAWN BY:REVIEWED BY:DATE: 09/25/2025 PROJ. No. MT-020-051-24-525.12-25SHEET OF5MSLMSLJSM525-12 BASE.DWGMERIDIAN LANDSURVEYING, INC.4135 Valley Commons Drive, Suite C, Bozeman MT 59718Phone (406) 624-6565e-mail: office@bozemansurveyor.comENGINEERING895 Technology BoulevardSuite 203, Bozeman MT 59718(406) 586-0262 | (406) 586-5740 FAXwww.wwcengineering.com50' 50' 100' 150'SCALE: 1" = 50'NSEWBASIS OF BEARINGS:Montana State Plane Coordinate System Grid North(NAD83, Single Zone), established throughGPS observations.SHEET INDEX:Sheet 1 - Final Plat - CertificatesSheet 2 - Final Plat - Overall site (1" = 100')Sheet 3 - Final plat - Development lots (1" = 50')Sheet 4 - Conditions of approval (1" = 100')Sheet 5 - Conditions of approval (1" = 50')NOTES:1. Federal, state and local plans, policies, regulations, and/or conditions ofsubdivision approval that may limit the use of the property, including the location,size, and use are shown on the Conditions of Approval sheet.2. Buyers of property should ensure that they have obtained and reviewed allsheets of the plat and all documents recorded and filed in conjunction with theplat and that buyers of property are strongly encouraged to contact the localplanning department and become informed of any limitations on the use of theproperty prior to closing.DRAFT138 Blk Lot Address Sq Ft Owner Owner Address City State Zip 1 1 3634 Yvonne Jarrett 4124 Stimson Ln Belgrade MT 59714 1 2 3007 Yvonne Jarrett 4124 Stimson Ln Belgrade MT 59714 1 3 3002 Yvonne Jarrett 4124 Stimson Ln Belgrade MT 59714 1 4 3000 Yvonne Jarrett 4124 Stimson Ln Belgrade MT 59714 1 5 3001 Yvonne Jarrett 4124 Stimson Ln Belgrade MT 59714 1 6 3007 Yvonne Jarrett 4124 Stimson Ln Belgrade MT 59714 1 7 3001 Yvonne Jarrett 4124 Stimson Ln Belgrade MT 59714 1 8 3047 Yvonne Jarrett 4124 Stimson Ln Belgrade MT 59714 1 9 4404 Yvonne Jarrett 4124 Stimson Ln Belgrade MT 59714 1 10 3001 Yvonne Jarrett 4124 Stimson Ln Belgrade MT 59714 1 11 3005 Yvonne Jarrett 4124 Stimson Ln Belgrade MT 59714 1 12 4015 Yvonne Jarrett 4124 Stimson Ln Belgrade MT 59714 1 13 4812 Yvonne Jarrett 4124 Stimson Ln Belgrade MT 59714 1 14 5018 Yvonne Jarrett 4124 Stimson Ln Belgrade MT 59714 1 15 3245 Yvonne Jarrett 4124 Stimson Ln Belgrade MT 59714 1 16 3472 Yvonne Jarrett 4124 Stimson Ln Belgrade MT 59714 1 17 3472 Yvonne Jarrett 4124 Stimson Ln Belgrade MT 59714 1 18 3472 Yvonne Jarrett 4124 Stimson Ln Belgrade MT 59714 1 19 3472 Yvonne Jarrett 4124 Stimson Ln Belgrade MT 59714 1 20 3472 Yvonne Jarrett 4124 Stimson Ln Belgrade MT 59714 1 21 3472 Yvonne Jarrett 4124 Stimson Ln Belgrade MT 59714 1 22 3472 Yvonne Jarrett 4124 Stimson Ln Belgrade MT 59714 1 23 3472 Yvonne Jarrett 4124 Stimson Ln Belgrade MT 59714 1 24 4506 Yvonne Jarrett 4124 Stimson Ln Belgrade MT 59714 1 25 4448 Yvonne Jarrett 4124 Stimson Ln Belgrade MT 59714 1 26 3472 Yvonne Jarrett 4124 Stimson Ln Belgrade MT 59714 1 27 3472 Yvonne Jarrett 4124 Stimson Ln Belgrade MT 59714 1 28 3472 Yvonne Jarrett 4124 Stimson Ln Belgrade MT 59714 1 29 3472 Yvonne Jarrett 4124 Stimson Ln Belgrade MT 59714 1 30 3472 Yvonne Jarrett 4124 Stimson Ln Belgrade MT 59714 1 31 3474 Yvonne Jarrett 4124 Stimson Ln Belgrade MT 59714 1 32 3949 Yvonne Jarrett 4124 Stimson Ln Belgrade MT 59714 1 33 3908 Yvonne Jarrett 4124 Stimson Ln Belgrade MT 59714 1 34 3090 Yvonne Jarrett 4124 Stimson Ln Belgrade MT 59714 1 35 4016 Yvonne Jarrett 4124 Stimson Ln Belgrade MT 59714 1 36 3004 Yvonne Jarrett 4124 Stimson Ln Belgrade MT 59714 1 37 3004 Yvonne Jarrett 4124 Stimson Ln Belgrade MT 59714 1 38 3004 Yvonne Jarrett 4124 Stimson Ln Belgrade MT 59714 1 39 3004 Yvonne Jarrett 4124 Stimson Ln Belgrade MT 59714 1 40 3004 Yvonne Jarrett 4124 Stimson Ln Belgrade MT 59714 1 41 3004 Yvonne Jarrett 4124 Stimson Ln Belgrade MT 59714 1 42 3004 Yvonne Jarrett 4124 Stimson Ln Belgrade MT 59714 1 43 3518 Yvonne Jarrett 4124 Stimson Ln Belgrade MT 59714 2 1 3523 Yvonne Jarrett 4124 Stimson Ln Belgrade MT 59714 2 2 3442 Yvonne Jarrett 4124 Stimson Ln Belgrade MT 59714 2 3 3470 Yvonne Jarrett 4124 Stimson Ln Belgrade MT 59714 2 4 3470 Yvonne Jarrett 4124 Stimson Ln Belgrade MT 59714 Jarrett Subdivision Phase 1 Yvonne Jarrett Lot 3A Block 1 Amended Plat of Lot 2 Block 7 Allison Sub Phase 4A (Plat J-702B) 139 2 5 3470 Yvonne Jarrett 4124 Stimson Ln Belgrade MT 59714 2 6 3290 Yvonne Jarrett 4124 Stimson Ln Belgrade MT 59714 2 7 5000 Yvonne Jarrett 4124 Stimson Ln Belgrade MT 59714 2 8 5000 Yvonne Jarrett 4124 Stimson Ln Belgrade MT 59714 2 9 3065 Yvonne Jarrett 4124 Stimson Ln Belgrade MT 59714 2 10 3321 Yvonne Jarrett 4124 Stimson Ln Belgrade MT 59714 2 11 3240 Yvonne Jarrett 4124 Stimson Ln Belgrade MT 59714 2 12 3240 Yvonne Jarrett 4124 Stimson Ln Belgrade MT 59714 2 13 3085 Yvonne Jarrett 4124 Stimson Ln Belgrade MT 59714 2 14 3570 Yvonne Jarrett 4124 Stimson Ln Belgrade MT 59714 3 1 3602 Yvonne Jarrett 4124 Stimson Ln Belgrade MT 59714 3 2 3324 Yvonne Jarrett 4124 Stimson Ln Belgrade MT 59714 3 3 3294 Yvonne Jarrett 4124 Stimson Ln Belgrade MT 59714 3 4 3300 Yvonne Jarrett 4124 Stimson Ln Belgrade MT 59714 3 5 4005 Yvonne Jarrett 4124 Stimson Ln Belgrade MT 59714 3 6 4297 Yvonne Jarrett 4124 Stimson Ln Belgrade MT 59714 3 7 3803 Yvonne Jarrett 4124 Stimson Ln Belgrade MT 59714 3 8 3381 Yvonne Jarrett 4124 Stimson Ln Belgrade MT 59714 3 9 3352 Yvonne Jarrett 4124 Stimson Ln Belgrade MT 59714 3 10 3330 Yvonne Jarrett 4124 Stimson Ln Belgrade MT 59714 3 11 3346 Yvonne Jarrett 4124 Stimson Ln Belgrade MT 59714 3 12 3698 Yvonne Jarrett 4124 Stimson Ln Belgrade MT 59714 242,190.00 Total Lot Square Footage 5.56 Total Lot Acreage 140 Memorandum REPORT TO:City Commission FROM:Bernie Massey, Assistant Treasurer Laurae Clark, Treasurer Melissa Hodnett, Finance Director SUBJECT:Resolution for the Intent to Create a Special Improvement Lighting District 795 for SRX II MEETING DATE:January 27, 2026 AGENDA ITEM TYPE:Resolution RECOMMENDATION:Adopt Commission Resolution for the Intent to Create Special Improvement Lighting District 795 for SRX II STRATEGIC PLAN:7.5. Funding and Delivery of City Services: Use equitable and sustainable sources of funding for appropriate City services, and deliver them in a lean and efficient manner. BACKGROUND:Special improvement districts for lighting streets authorized. (1) The council of any city or town is authorized to: (a) create special improvement districts embracing any street or streets or public highway therein or portions thereof and property adjacent thereto or property which may be declared by said council to be benefited by the improvement to be made for the purpose of lighting such street or streets or public highway; (b) require that all or any portion of the cost of installing and maintaining such lighting system be paid by the owners of the property embraced within the boundaries of such districts; and (c) assess and collect such portion of such cost by special assessment against said property. (2) The governing body may create special lighting districts on any street or streets or public highway for the purpose of lighting them and assess the costs for installation and maintenance to property abutting thereto and collect the costs by special assessment against the property UNRESOLVED ISSUES:None ALTERNATIVES:As suggested by the City Commission FISCAL EFFECTS:As a result of creating this lighting district, the city will pay the associated power bills and schedule system maintenance. We will recover these costs 141 by billing property owners each year on their City Assessment bill. It is estimated to cost $2.90 per acre within the district or $95.16 annually for the entire district. Attachments: Resolution 2026-XX Intent to Create SILD 795.docx Exhibit A.pdf Exhibit B.pdf Report compiled on: January 15, 2026 142 RESOLUTION 2026-XX A RESOLUTION OF THE CITY COMMISSION OF THE CITY OF BOZEMAN, MONTANA, RELATING TO SPECIAL IMPROVEMENT LIGHTING DISTRICT NO. 795 (SRX II) DECLARING IT TO BE THE INTENTION OF THE CITY COMMISSION TO CREATE THE DISTRICT FOR THE PURPOSE OF MAINTAINING LIGHTING IMPROVEMENTS AND ASSESSING THE COSTS OF MAINTENANCE AND ENERGY THEREFOR TO BENEFITED PROPERTY BY THE LEVY OF SPECIAL ASSESSMENT. NOW, THEREFORE, BE IT RESOLVED by the City Commission of the City of Bozeman, Montana to wit: Section 1 Intention to Create District; Proposed Improvements. It is the intention of this Commission to create and establish in the City under Montana Code Annotated, Title 7, Chapter 12, Part 43, as amended, a special improvement lighting district to serve SRX II (the “District”) for the purpose of maintenance and energy costs. The district will pay the maintenance and energy costs for: four (4) 35-watt Roadway Cobrahead on a single 6-foot Arm with hunter green finish mounted on 30-foot straight poles per City of Bozeman standards. The initial monthly charge per fixture per month (the “Monthly Charge”) is estimated as follows: $1.98 per 35-watt LED fixture. This calculates annually to $23.79 per 35-watt light, for an estimated total annual cost of $95.16. 143 Resolution of Intent to Create Lighting District 795 Page 2 Section 2 Number of District. The District, if the same shall be created and established, shall be known and designated as Special Improvement Lighting District No. 795 (SRX II) of the City of Bozeman, Montana. Section 3 Boundaries of District. The limits and boundaries of the District are depicted on a map attached as Exhibit A hereto (which is hereby incorporated herein and made a part hereof), which boundaries are designated and confirmed as the boundaries of the District. A listing of each of the properties in the District is shown on Exhibit B hereto (which is hereby incorporated herein and made a part hereof). Section 4 Benefited Property. The District and territory included within the limits and boundaries described in Section 3 and as shown on Exhibit A are hereby declared to be the special lighting district and the territory which will benefit and be benefited by the District and will be assessed for the costs of the District as described in Section 1. The District, in the opinion of this Commission, are of more than local and ordinary benefit. The property included within said limits and boundaries is hereby declared to be the property benefited by the District. 144 Resolution of Intent to Create Lighting District 795 Page 3 Section 5 Assessment Methods. All properties within the District are to be assessed for a portion of the maintenance and energy costs, as specified herein. The maintenance and energy costs shall be assessed against the property in the District benefiting, based on the actual area method of assessment described in Sections 7-12-4323, MCA, as particularly applied and set forth in this Section 5. The annual maintenance and energy costs are estimated at $95.16, and shall be assessed against each lot, tract or parcel of land in the District for that part of the costs that the area of such lot, tract or parcel bears to the total area of all lots, tracts or parcels of land in the District, exclusive of streets, avenues and alleys. The total area of the District to be assessed is 32.76 acres, or 1,427,025.60 square feet, exclusive of parks and open space. The initial costs per acre shall be $2.90 or $0.000067 per square foot annually. Section 6 Payment of Assessments. Special assessments for the annual maintenance and energy costs are estimated at $95.16, plus any increases, as may be permitted by the Public Service Commission, and any additional authorized charges shall be levied each year against all properties in the District and shall be payable in equal semiannual installments. The first year of special assessment billing will include an additional amount not to exceed $500 for publication and mailing associated with creation of the District which shall be assessed in the same manner as the improvements resulting in a cost not to exceed $18.17 per acre, or $0.000417 per square foot. Section 7 Extraordinary Repair or Replacement. The maintenance and energy costs and assessments set 145 Resolution of Intent to Create Lighting District 795 Page 4 forth in Section 1 and 5 are based on normal conditions and do not cover charges for repair and/or replacement. The City may make an additional charge to the District for costs of labor and actual material costs for repairs and/or replacement of the fixtures for damage caused by third parties and not paid by such third parties. The City will assess such costs and charges against the properties in the District in the same manner as the other assessment is made. Section 8 Discontinuation of District. If at any time after the initial term of the District a petition is presented to the City Commission, signed by the owners or agents of more than three-fourths of the total amount of property within the District, asking that the maintenance and operation of the special lighting system and the furnishing of electrical current in the district be discontinued, or if a majority of the City Commission votes to discontinue the District, the City Commission shall, by resolution, provide for discontinuing the maintenance and operation of the lighting system. If the Commission has, prior to the presentation of a petition or by a majority vote of the Commission to discontinue the District, entered into any contract for the maintenance and operation of the lighting system, the maintenance and operation may not be discontinued until after the expiration of the contract. Section 9 Public Hearing; Protests. Written protests against the creation or modification of the District and the costs may be filed by an agent, person, firm, or corporation owning real property within the proposed District, whose property is liable to be assessed for the costs. Protests must be delivered to the City Clerk at City Hall, 121 N Rouse Ave, Bozeman, MT not later than 5:00 p.m. on Monday, February 16, 2026. 146 Resolution of Intent to Create Lighting District 795 Page 5 If protests are received by the deadline, the City Commission will hear and pass upon all written protests against the creation or extension of the district, on Tuesday, February 24, 2026, at 6:00 pm in the City Commission Room, Bozeman City Hall, 121 N Rouse Ave, Bozeman, Montana. If no protests are received, the City Commission may, on the same date, time, and location, pass a Resolution authorizing the creation or modification of the district. Section 10 Notice of Passage of Resolution of Intention. The City Clerk is hereby authorized and directed to publish or cause to be published a copy of a notice of the passage of this resolution in the Bozeman Daily Chronicle, a newspaper of general circulation in the county on January 31, 2026 and February 07, 2026, in the form and manner prescribed by law, and to mail or cause to be mailed a copy of said notice to every person, firm, corporation, or the agent of such person, firm, or corporation having real property within the District listed in his or her name upon the last completed assessment roll for state, county, and school district taxes, at his last-known address, on or before the same day such notice is first published. PASSED, ADOPTED, AND APPROVED by the City Commission of the City of Bozeman, Montana, at a regular session thereof held on the 27th day of January 2026. 147 Resolution of Intent to Create Lighting District 795 Page 6 ___________________________________ JOEY MORRISON Mayor ATTEST: ____________________________________ MIKE MAAS City Clerk APPROVED AS TO FORM: ___________________________________ GREG SULLIVAN City Attorney 148 Resolution of Intent to Create Lighting District 795 CERTIFICATE AS TO RESOLUTION AND ADOPTING VOTE I, the undersigned, being the duly qualified and acting recording officer of the City of Bozeman, Montana (the “City”), hereby certify that the attached resolution is a true copy of Resolution No. 2026-XX, entitled: A RESOLUTION OF THE CITY COMMISSION OF THE CITY OF BOZEMAN, MONTANA, RELATING TO SPECIAL IMPROVEMENT LIGHTING DISTRICT NO. 795 (SRX II) DECLARING IT TO BE THE INTENTION OF THE CITY COMMISSION TO CREATE THE DISTRICT FOR THE PURPOSE OF MAINTAINING LIGHTING IMPROVEMENTS AND ASSESSING THE COSTS FOR MAINTENANCE AND ENERGY THEREFOR TO BENEFITED PROPERTY BY THE LEVY OF SPECIAL ASSESSMENT, (the “Resolution”), on file in the original records of the City in my legal custody; that the Resolution was duly adopted by the City Commission of the City of Bozeman at a meeting on January 27, 2026, and that the meeting was duly held by the City Commission and was attended throughout by a quorum, pursuant to call and notice of such meeting given as required by law; and that the Resolution has not as of the date hereof been amended or repealed. I further certify that, upon vote being taken on the Resolution at said meeting, the following Commissioners voted in favor thereof: _____ ____________________ ; voted against the same: ___________ ___ ; abstained from voting thereon: ________________ ; or were absent: _______________ . WITNESS my hand officially this 27th day of January 2026. ___________________________________ MIKE MAAS City Clerk 149 Resolution of Intent to Create Lighting District 795 NOTICE OF PASSAGE OF RESOLUTION OF INTENTION TO CREATE SPECIAL IMPROVEMENT LIGHTING DISTRICT NO. 795 (SRX II) CITY OF BOZEMAN, MONTANA NOTICE IS HEREBY GIVEN that on January 13, 2026, the City Commission (the “Commission”) of the City of Bozeman, Montana (the “City”), adopted a Resolution of Intention No. 2026-XX to create Special Improvement Lighting District No. 795 (the “District”) for the purpose of maintaining lighting and assessing the cost for maintenance and energy to SRX II, and paying maintenance and energy costs relating thereto. A complete copy of the Resolution of Intention (the “Resolution”) No. 2026-XX is on file with the City Clerk which more specifically describes the nature of the costs, the boundaries and the area included in the District, the location of the Improvements and other matters pertaining thereto and further particulars. A list of properties in the District and the amount of the initial assessment accompanies this notice. The Resolution and accompanying exhibits may be also viewed on the City’s website at www.bozeman.net. The district will pay the maintenance and energy costs for: four (4) 35-watt Roadway Cobrahead on a single 6 foot Arm with hunter green finish mounted on 30-foot straight poles per City of Bozeman standards. The initial monthly charge per fixture per month (the “Monthly Charge”) is estimated as follows: $1.98 per 35-watt LED fixture. This calculates annually to $23.79 per 35-watt light, for an estimated total annual cost of $95.16. The total area of the District to be assessed is 32.76 acres, 1,427,025.60 square feet, exclusive of parks and open space. The initial costs of the Improvements per acre shall be $95.16 The first year of special assessment billing will include an additional amount not to exceed $500 150 Resolution of Intent to Create Lighting District 795 for publication and mailing associated with creation of the District which shall be assessed in the same manner as the Improvements resulting in a cost not to exceed $18.17 per acre, or $0.000417 per square foot. Written protests against the creation or extension of the District and the costs may be filed by an agent, person, firm or corporation owning real property within the proposed District whose property is liable to be assessed for the costs. Such protests must be delivered to the City Clerk at City Hall, 121 N Rouse Ave, Bozeman, Montana not later than 5:00 p.m., M.T., on February 16, 2026. If protests are received by the deadline, the City Commission will hear and pass upon all written protests against the creation or extension of the District, or the Improvements, on Tuesday, February 24, 2026, at 6:00 p.m., in the Commission Room at City Hall 121 N Rouse Ave, Bozeman, Montana. If no protests are received, the City Commission may, on the same date, time, and location, pass a Resolution authorizing the creation or modification of the district. Further information regarding the proposed District or other matters in respect thereof may be obtained from the City Clerk at City Hall, 121 N Rouse Ave, Bozeman, Montana or by telephone at (406) 582-2320. DATED this 27th day of January 2026. MIKE MAAS City Clerk City of Bozeman Legal Ad Publication Dates: Saturday, January 31, 2026 Saturday, February 07, 2026 151 Resolution of Intent to Create Lighting District 795 RESOLUTION 2026-XX Resolution of Intent to create Special Improvement Lighting District No. 795 for the purpose of maintaining lighting and assessing the cost for maintenance and energy to SRX II and paying maintenance and energy costs relating thereto. AFFIDAVIT OF MAILING MIKE MAAS, City Clerk, being first duly sworn, says: That I cause to be mailed first class the Notice in regard to the owners in Special Improvement Lighting District No. 795, as listed in Exhibit "B", on Friday, January 30, 2026, directed to the owners at the addresses shown on Exhibit "B". ______________________________ MIKE MAAS City Clerk 152 BP BP BP BP B P BP BP BP BP BP BP BP BP BP F TV TV E I II I I S D S D S P P WCO TV TV I I I SP P SDMW XXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXX XXXXXXXXXXCOS S XXXXXXMW MW MW MW MW MW MW MW MW SD SD SDBPBPBPBPBPBPBPBPBPBP BP BP B P W S S S S S S S S SD SD SDSDSDNGNGNGNGNGNGNGNGNGNG S S 4980 4975 49 7 5 497 0 49 7 0 49 6 5 4965 4960 4965 4965 49704970 4970 4970 4970 4965 4970 4975 4980 49 8 5 4980 49 8 0 49 7 5 4970 497049754980 4980 4970 4975 4970 4970 4975 497 5 4975 4980 4980 4980 4980 4980 4980 49 6 5 4970 49754975 4980 49 8 0 49 7 5 4 9 7 0 N89°23'18"E 1282.81' LOT 1 7.26 acs.S0°36'42"E 127.52'S0°36'42"E 313.47'S14°38'53"E 20.62' S8°31'42"E 71.68' S40°46'21"E 79.35' N89°05'06"E 360.91'R =2 5 5 .0 0 'L =116 .4 3 ' Δ =2 6 °0 9 '3 8 " R =3 4 5 .0 0 ' L =1 6 2 .1 9 ' Δ =2 6 °5 6 '0 7 " LOT 1 7.32 acs.N0°41'17"W 587.28'N89°23'18"E 517.01' N0°36'42"W 30.00'N89°23'18"E 760.54'N0°09'06"W 557.30'S0°36'42"E 470.99'S13°25'28"W 20.62' S7°18'17"W 72.13' S89°06'04"W 8.67' S41°05'37"W 82.02' S89°05'06"W 438.01' 60.00' 60.00'R=180.00'L=149.40'Δ=47°33'14"R=120.00'L=99.60'Δ=47°33'14"N0°42'18"W 70.45'S0°42'18"E 70.55'R=120.00'L=99.40'Δ=47°27'38"R=180.00'L=149.10'Δ=47°27'38"N0°36'42"W 224.93'S0°36'42"E 224.93'S89°23'18"W 599.36'180.31'563.75' L=118.08' S46°5 0'56" W 60.01'L=99.60'L=99.40'L=149.10'N46°50' 56" E 60.01' N89°23'18"E 700.06'N0°41'17"W 626.03'659.07' N89°06'04"E 89.81'60.00'S0°42'18"E 2664.08'LOT 2 1.93 acs.S0°36'42"E 233.51'N89°23'18"E 43.97' S0°36'42"E 26.00'S89°23'18"W 201.80' S0°06'50"E 57.84' S89°23'18"W 79.84'N0°36'42"W 181.84'S89°25'43"W 44.15' N0°34'17"W 7.96' S89°23'18"W 83.64'N0°09'06"W 527.88'S89°23'18"W 334.10'S89°23'18"W 365.96' 8S 8S 8S 8S 8S 8S 8S 8S SS 8S8S8S8S8SSSS S S S S 8S 8S 8S 8S 8S 8S 8S 8S 8S 8S8S8SS 8SS 8S8S8S8W8W8W8W8W8W8W8W8W8W10W 10W 10W 10W 10W 10W 10W 10W 10W 10W 10W 10W 10W 10W 10W DYH8WB 8W 8W 8W 8W 8W 8W 8W 8W 8W 8W 8W8W8W8W8WDYH5060 8W 8W 8W 8W 8W 8W 8W 8W 8W 8W 8W 8W 8W 8W 8W 8W 8W 8W 8W 8W 8W 8W 8W 8W 8W 8W 8W 8W 8W 8W 8W24W24W24W24W24W24W24W24W24W24W24W24W24W24W8W8W8W8W8W8W8W8W8W8W8W8W8W8W8W8W8W 8W 8W8WDYH DYHDYH DYHDYHDYH 8W8W8W8W8W8W8W8W8W8W8W8W8W8W8W8W8W8W8WS 8S8S8S8S8S8S8S8S8S 8S 8S8SS S S S S S S S S S S S S S S S S S S S S S S S S SS S S S 18S18S18S18S18S18S18S18S18S18S18S18S18S18S18S18S18S18S18S18S18S10S 10S 10S 10S 10S 8S 8S 8S 8S 8S 8S 8S 8S 8S 8S8S8S8S8SS S 8S S S S S S S SDSDSDSDSDSDSDSDD D D SDD SDSDSDSDSDSDSDSDSDSDSDSDSD D SD SD SD SD SD SD SD SD SD SD SD SD SD SD SD SD SD SD SD D D D D D SDSDSDSDD SDD D SD SD D SDD D D SD SD SD BPBPD D D S S S 16014604983.863CS 16014744980.544CS 8015624983.833CS 8015634983.677BO 5368709144983.833CS 5368709154983.677BO CO8003454980.389CO CO8003464982.113CO CO8015654970.969COCO5368709164970.969CO S SD SD SD SDSD SD SD SD SD D D S T SD©COPYRIGHT MORRISON-MAIERLE, INC.,2024 PLOTTED DATE: Feb/28/2024 PLOTTED BY: jon c. wilkinson DRAWING NAME: N:\5659\021 - SWX North Pre-Plat\ACAD\Survey\PRE-PLAT\5659.021 Pre Plat - DRAFT.dwg 1/4 SEC. SECTION TOWNSHIP RANGE PROJ. #:SHEET OF COUNTY,DATE: SCALE: CLIENT: FIELD WORK: DRAWN BY: CHECKED BY:32 GALLATIN 5659.021 1"=70' 2/28/2024 JW NM MMI 5 EAST2 SOUTH24NW MONTANA PRINCIPAL MERIDIAN, MONTANA SRX - NORTH BEING LOTS 1,2,3, AND 4 OF BLOCK 1 OF MINOR SUBDIVISION No. 494 LOCATED IN THE NORTHWEST 1/4 OF SECTION 24, TOWNSHIP 2 SOUTH, RANGE 5 EAST, PRINCIPAL MERIDIAN, CITY OF BOZEMAN, GALLATIN COUNTY, MONTANA engineers surveyors planners scientists MorrisonMaierle 2880 Technology Blvd West Bozeman, MT 59718 Phone: 406.587.0721 www.m-m.net 70 14035700 SCALE IN FEET PRELIMINARY PLAT OF OWNER SRX II LLC 1450 TWIN LAKES AVE STE 201 BOZEMAN MT, 59718 PURPOSE TO CREATE 3 LOTS, 1 RESTRICTED LOT, AND DEDICATION OF PUBLIC RIGHTS-OF-WAY ZONING CITY OF BOZEMAN REMU AND B2-M BASIS OF BEARING Bobcat Coordinate System, NAD83(2011) per the "Rocky Mountain Tribal Coordinate Reference System" Handbook and User Guide, Published September 30th, 2014 and subsequent revisions, established by observations with survey-grade GNSS receivers. ALL LOTS ARE SUBJECT TO THE FOLLOWING UTILITY EASEMENTS (EXCEPT THE RESTRICTED LOTS): - 10' ALONG PUBLIC RIGHTS-OF-WAY - 10' ALONG SIDE LOT LINES - 10' ALONG REAR LOT LINES PUBLIC UTILITY EASEMENTS (P.U.E.) LEGEND SET A REBAR 5/8" DIA.., WITH AN ORANGE PLASTIC CAP, "MMI 16411LS". FOUND REBAR AS MARKED MID-SECTION CORNER23 24 FOUND BRASS CAP SECTION CORNER FOUND A.C. PER C.C.R.F. 4-484 23 24 2526 FOUND A.C. ON 5/8 INCH REBAR MARKED MERIDIAN LAND SURVEYING, INC. MEASURED DIMENSION(M) RECORDED DIMENSION PER MINOR SUBDIVISION No. 494(R) ALUMINUM CAPA.C. CERTIFIED CORNER RECORDATION FORMC.C.R.F. BLOCK 2 ARNOLD STREET (BY OTHERS) STAUDAHER STREET SOUTH 17TH AVENUESOUTH 15TH AVENUESOUTH 19TH AVENUEWEST GRAF STREET PREVIOU S L O T 1 B L O C K 1 MINOR S U B 4 9 4 PREVIOU S L O T 4 B L O C K 1 MINOR S U B 4 9 4 PREVIOU S L O T 3 B L O C K 1 MINOR S U B 4 9 4 PREVIOU S L O T 2 B L O C K 1 MINOR SU B 4 9 4 10 FOOT WIDE PUBLIC UTILITY EASEMENT PER MINOR SUB. 494 10 FOOT WIDE PUBLIC SIDEWALK EASEMENT PER MINOR SUB. 494 15 FOOT WIDE DITCH MAINTENANCE EASEMENT PER MINOR SUB. 494 20 FOOT WIDE DITCH MAINTENANCE EASEMENT PER MINOR SUB. 494 STORM DRAINAGE EASEMENT PER MINOR SUB. 494 20 FOOT WIDE DITCH MAINTENANCE EASEMENT PER MINOR SUB. 494 10 FOOT WIDE PUBLIC UTILITY EASEMENT PER MINOR SUB. 494 P R E V I O U S L O T L I N E PREVIOUS LOT LINEPREVIOUS LOT LINEPREVIOUS LOT LINE PREVIOUS LOT LINEPREVIOUS LOT LINE PREVIOUS LOT LINE PROPOSED WATER, SEWER AND STORM UTILITIES EXISTING WATER AND SEWER UTILITIES LOT 1 BL O C K 2 MINOR S U B 4 9 4 RESTRICTED LOT 1 16.73 ACRES BLOCK 1 STORM WATER EASEMENT AREA 60 FOOT PUBLIC ACCESS AND UTILITY EASEMENT 50 FOOT PUBLIC ACCESS EASEMENT 10 FOOT WIDE DEDICATED ROADWAY PER MINOR SUB. 494 10 FOOT WIDE PUBLIC UTILITY EASEMENT PER MINOR SUB. 494 10 FOOT WIDE PUBLIC SIDEWALK EASEMENT PER MINOR SUB. 494 10 FOOT WIDE DEDICATED ROADWAY PER MINOR SUB. 494 35 FOOT WIDE DEDICATED ROADWAY PER MINOR SUB. 494 10 FOOT WIDE PUBLIC UTILITY EASEMENT PER MINOR SUB. 494 10 FOOT WIDE PUBLIC UTILITY EASEMENT PER MINOR SUB. 494 30 FOOT WIDE DEDICATED ROADWAY PER MINOR SUB. 494 10 FOOT WIDE PUBLIC UTILITY EASEMENT PER MINOR SUB. 494 TEMPORARY STORM DRAINAGE RETENTION POND EASEMENT PER Doc. No. 2593372 TEMPORARY STORM DRAINAGE RETENTION POND EASEMENT PER Doc. No. 2593371 TEMPORARY STORM DRAINAGE RETENTION POND EASEMENT PER Doc. No. 2593371 30 FOOT WIDE DEDICATED ROADWAY PER MINOR SUB. 494 35 FOOT WIDE PUBLIC STREET AND UTILITY EASEMENT PER PLAT J-605 30' WIDE PUBLIC STREET AND UTILITY EASEMENT PER PLAT J-702A LOTS - 16.51 ACRES RESTRICTED LOTS - 16.73 ACRES RIGHT-OF-WAY - 1.82 ACRES TOTAL - 35.06 ACRES AREA SUMMARY GRAFAPA RT ME NTS L L C LOT 2, BLK 1MINOR SUB 235CALLISON SUBPHASE 4A, LOT 2PLAT J-702ANEX US P OI NT LL C LOT 1 MINOR SUB235BRTR H OL DI N GS II LL C LOT 1, BLOCK 3 SOUTHUNIVERSITY DISTRICTPH 3 P L A T J-695CITY OF BOZEMANCITY PARK 3 SOUTHUNI V E RSI T Y DIST RI C T P H-3PLAT J-695SOUT H 4 0 B O Z E M A N, L L C INSTIT U T E MI N O R S U B 4 9 4 LOT 1, B L O C K 2 BON TON INCALLIS O N S U B PHASE 4A, LOT1 PLAT J-702 A SOUT H 4 0 B O Z E M A N, L L C INSTIT U T E MI N O R S U B 4 9 4 LOT 1, B L O C K 2 BON TON INCALLISON SUBPHAS E 4 A, L OT 1PLAT J-702ABON TON INCALLISON SUBPHASE 4A, LOT 1PLAT J-702 A GRAFAPARTMENTS LLCLOT 3, BLK 1MINOR SUB 235C60 FOOT WIDE DEDICATED ROADWAY 60 FOOT WIDE DEDICATED ROADWAY 23 24 23 24 2526 PROPOSED WATER AND SEWER UTILITIES PART OF THE SOUTH UNIVERSITY DISTRICT SUBDIVISION BOLLARD FIRE HYDRANT WATER VALVE SANITARY SEWER MH STORM DRAIN MH STORM DRAIN INLET S D LIGHT POLE POWER POLE W WATER WELL LEGEND EDGE OF ASPHALT FLOWLINE OF CURB TOP BACK OF CURB SIDEWALK WATER MAIN W/ SIZE8W SEWER MAIN W/ SIZE8S 1' CONTOUR - MAJOR 1' CONTOUR - MINOR BUILDING SIGN EXISTING FEATURES 8S 8S S SANITARY SEWER MH SEWER MAIN W/ SIZE 6W 6W FIRE HYDRANT WATER MAIN W/ SIZE DETENTION POND EDGE OF ASPHALT FLOWLINE OF CURB CULVERT SIDEWALK PROPOSED FEATURES TOP BACK OF CURB FUTURE WATER FUTURE WATER BLOCK 2 153 Blk Lot Sq Ft Owner Owner Address City State Zip 1 1 297950.4 SRX II LLC 1450 Twin Lakes Ave Bozeman MT 59718 2 1 324522 SRX II LLC 1450 Twin Lakes Ave Bozeman MT 59718 2 2 75794.4 SRX II LLC 1450 Twin Lakes Ave Bozeman MT 59718 R-1 728758.8 SRX II LLC 1450 Twin Lakes Ave Bozeman MT 59718 1,427,025.60 Total Lot Square Footage 32.76 Total Lot Acreage SRX II Providence Development Lots 1,2,3 & 4 Block 1 Minor Sub 494 154 Memorandum REPORT TO:City Commission FROM:Jesse DiTommaso, Economic Development Coordinator SUBJECT:Child Connect Presentation MEETING DATE:January 27, 2026 AGENDA ITEM TYPE:Plan/Report/Study RECOMMENDATION:No Commission action required. STRATEGIC PLAN:1.2 Community Engagement: Broaden and deepen engagement of the community in city government, innovating methods for inviting input from the community and stakeholders. BACKGROUND:A shortage of accessible child care can negatively impact the economy by creating workforce instability, as parents are forced to reduce hours or leave jobs due to lack of care options. Businesses across the country are directly impacted by instability in the child care sector. The US Chamber of Commerce estimates businesses lose $57 billion annually nationwide due to child care related absenteeism. According to a recent report from the Montana Department of Labor and Industry (attached), an estimated 23,200 Montana parents did not participate in the labor force because they were caring for family in 2024. In Gallatin County, 44% of parents report missing work due to child care challenges. In addition to strengthening early learning, accessible child care can reduce stress on families, businesses, and the local economy. The City of Bozeman’s adopted Economic Vitality Strategy highlights the importance of child care as critical infrastructure for a healthy local economy. The City's Economic Development Department has participated in the CHILD Task Force since 2021 in an effort to address child care challenges in our community. In 2023, the CHILD Task Force began a strategic planning process to address child care throughout Gallatin County. Since then, the CHILD Task force has worked to implement the strategy. With support from the City of Bozeman and Family Forward Montana, Greater Gallatin United Way has launched Child Connect. The platform directly connects families with child care providers in Gallatin County and Park County. It allows parents to see what providers are offering and allows child care providers to use one platform to communicate with families and fill open child care spots. The platform is the first step in growing a community-powered initiative that brings families, providers, employers, 155 and policymakers together to create lasting, local solutions. UNRESOLVED ISSUES:None. ALTERNATIVES:None. FISCAL EFFECTS:None. Attachments: 25_NonWorkingPopulationReport_Final (1).pdf Employer CC Sponsor Sub sm 4.pdf Kinside Child Connect sm 2.pdf Child Task Force Strategic Plan 2024.pdf Report compiled on: October 1, 2025 156 157 158 1 159 • o • o o o • • o • o o o 160 • o o • o o • o • o 161 162 . 163 3 164 165 4 166 5 167 6 168 9 10 169 170 11 12 13 171 172 14 173 15 174 175 16 17 176 19 177 18 19 178 179 FOR OUR COMMUNITYBOOST PRODUCTIVITY: Reduce absenteeism and stress for working parents SIMPLIFIED PROCESS: Greater Gallatin United Way manages all administration and provider payments ATTRACT & RETAIN TALENT: Gain a competitive edge in hiring and retention 945 Technology Blvd. Suite 101-F | Bozeman, MT 59718 | 406-587-2194 | www.greatergallatinunitedway.org BUSINESS BENEFITS & COMMUNITY IMPACTYour investment does more than support your employees—it strengthens the entire child care system through Child Connect, powered by Kinside. BUSINESS SUBSIDY PROGRAM SUPPORT YOUR WORKFORCE WITH CHILD CARE SUBSIDIES Businesses can now directly support working parents by subsidizing child care costs for their employees. Greater Gallatin United Way manages the funds and works directly with families and providers—ensuring accountability and a streamlined process. BRAND RECOGNITION: Be publicly recognized as a family focused employer SUPPORT PROVIDERS: Equip child care programs with tools and marketing to thrive BRIDGE THE GAP: Fund scholarships that ease affordability challenges for working families EXPAND ACCESS: Help families find and afford quality child care STRENGTHEN THE SYSTEM: Build a coordinated, sustainable child care ecosystem for our regionFOR YOUR BUSINESS1 2 3 4 EMPLOYER CONTRIBUTION •You choose an annual amount ($5k, $10k, $25k+). •100% goes to child care subsidies for employees. DISTRIBUTION TO FAMILIES•Greater Gallatin United Way works with employees & providers to distribute funds equitably. ADMINISTRATION FEE•A 10% fee supports management, tracking, and reporting.•Example: $10,000 subsidy = $11,000 total investment. REPORTING & RECOGNITION•Annual impact summary with usage data & family stories.•Recognition as a family focused business. HOW IT WORKS 180 CHAMPION SPONSOR | $10,000+ •Includes all Partner & Supporter benefits, plus:•Featured logo + link on website•Logo on all Child Connect event signage/materials•Dedicated social media post + blog/newsletter feature•Recognition in press releases•Option to share company quote/testimonial PARTNER SPONSOR | $5,000 •Includes all Supporter Sponsor benefits, plus:•Logo on website + select materials•Speaking opportunity at related community events•Opportunity to share company resources with families SUPPORTER SPONSOR | $2,500 •Name listed on website + select materials•Group recognition in social media posts•Recognition in Child Connect emails•Name/logo in annual Child Connect impact report BUSINESS SPONSORSHIP OPPORTUNITIES EMPOWERING FAMILIES • SUPPORTING PROVIDERS • STRENGTHENING THE WORKFORCEEach sponsorship fuels Child Connect—the community-powered hub expanding access to affordable, high-quality child care in our region. Your support invests in long-term workforce stability, helps families stay and thrive in our region, strengthens community resilience through child care access, and publicly demonstrates your commitment to local solutions. Greater Gallatin CHILD CONNECT A COMMUNITY POWERED CHILD CARE INITIATIVE LEARN MORE Up to 40% of every sponsorship directly funds Gap Child Care Scholarships, helping families bridge the affordability gap. 181 CHILD CONNECT A community-powered child care initiative from Greater Gallatin United Way Child Connect is Greater Gallatin United Way’s innovative response to the child care crisis — a growing, community-powered initiative that brings families, providers, employers, and policymakers together to create lasting, local solutions. We’re not just filling gaps. We’re building a system where every child has access to quality care, every family can thrive, and every business can succeed. WHY CHILD CARE CAN’T WAIT 64,000 Montanans are kept from fully participating in the workforce due to child care challenges Montana faces a $907 million economic burden over a decade from inadequate child care $295,000 in lifetime earnings are lost by women, on average, due to child care barrier 40% of Montana businesses report trouble hiring or retaining workers due to child care issues. BE PART OF THE SOLUTIONChild Connect is a long-term, strategic solution. Here’s how you can be part of the movement: $ Greater Gallatin UNITED IS THE WAY TO A THRIVING, FAMILY-FOCUSED COMMUNITY. Advocate for Policy Change Fuel Child Care Scholarships Expand Out-of-School Opportunities Join the Awareness Campaign Engage as an Employer Access your FREE Kinside Account 182 WHERE WE’RE STARTING: We’ve partnered with Kinside, a technology platform that connects families with licensed child care openings in real time — and we’re making it free for families and providers across Gallatin and Park counties. Families can search, compare, and enroll in care Providers get digital tools, increased visibility, and admin support Employers can offer Kinside as a benefit to support their teams Kinside is the first step — and just the beginning. HOW IT HELPS US ALL THRIVE WORKING FAMILIES • Search and enroll in child care with real-time openings through Kinside• Navigate financial assistance and employer-sponsored support• Gain peace of mind with trusted, licensed providers CHILD CARE PROVIDERS • Promote openings and fill seats faster—for free• Automate tours, waitlists, and tuition management• Boost visibility through the Child Connect network and marketing efforts OUR COMMUNITY • Strengthen early learning so kids thrive from the start• Empower working families with reliable child care• Build generational success through early support• Boost our economy by supporting a stable, care-ready workforce EMPLOYERS • Attract and retain working parents• Reduce absenteeism and increase workforce stability• Invest in the care system your workforce depends on• Gain a reputation as a family-focused employer GET STARTED WITH YOUR FREE KINSIDE ACCOUNT When families thrive, communities thrive. And that’s what we’re here to build — together. LEARN MORE VISIT GREATERGALLATINUNITEDWAY.ORG/CHILD-CONNECT TO GET STARTED WITH YOUR FREE KINSIDE ACCOUNT Families and providers across our region can now access Kinside at no cost—thanks to Greater Gallatin United Way. Whether you’re searching for care or filling open seats, Kinside makes it easier, faster, and stress-free. Families: Discover, compare, and enroll in local child care with real-time availabilityProviders: Promote openings, streamline enrollment, and connect with more familiesPARTIALLY FUNDED BY 183 CHILD Task Force Strategic Plan for Child Care in Gallatin County 184 02 Table of Contents CURRENT STATE OF CHILD CARE IN GALLATIN COUNTY07 VISION-GOALS-OBJECTIVES43 STRATEGIC DIRECTION and ACTION PLAN44 EVALUATION FRAMEWORK49 EXECUTIVE SUMMARY04 22 CASE STUDIES: ALTERNATIVE CHILD CARE MODELS 185 03 A CLOSER LOOK AT BELGRADE A CLOSER LOOK AT BIG SKY A CLOSER LOOK AT BOZEMAN A CLOSER LOOK AT FOUR CORNERS A CLOSER LOOK AT GALLATIN GATEWAY A CLOSER LOOK AT MANHATTAN - AMSTERDAM - CHURCHILL A CLOSER LOOK AT THREE FORKS - WILLOW CREEK A CLOSER LOOK AT WEST YELLOWSTONE CHILD CARE WORKFORCE DATA FOR GALLATIN COUNTY CHILD TASK FORCE MEMBERS CHILD TASK FORCE VISIONING SESSION: SURVEY FEEDBACK CHILD TASK FORCE VISIONING SESSION: PREP WORK + AGENDA CHILD TASK FORCE VISIONING SESSION: SUMMARY COMMUNITY INPUT: AGENDAS FOR SESSIONS COMMUNITY INPUT: SURVEY ANALYSIS INCLUSIONS OF CHILD CARE IN AREA PLANS LARGEST EMPLOYERS IN GALLATIN COUNTY LICENSED CHILD CARE PROVIDER DATA FOR GALLATIN COUNTY LIST OF CHILD CARE ORGANIZATIONS + PROGRAMS METHODOLOGY + COMMUNITY INPUT PROCESS TYPES OF CHILD CARE IN MONTANA OTHER RESOURCES165 BIG SKY CHILD CARE REPORT - 10.03.23 CCAMPISabstract CHILD TASK FORCE: EMPLOYER SUPPORTED CHILD CARE TOOLKIT DPHHS: MONTANA CHILD CARE DATA - 11.03.23 NAEYC: REPORT FOR MONTANA - 02.24 APPENDIXES 59 186 Executive Summary In 2021, organizations and entities across Gallatin County and beyond came together to form the CHILD Task Force: Cooperative, Holistic, Innovative, Local, Design. Since then, the informal group has been working together to support child care and address its challenges, with the overall vision of having accessible, affordable and thriving child care in Gallatin County. Starting in August 2023, the CHILD Task Force led and facilitated the development of a strategic plan for child care in the greater area. This plan includes an in-depth look at the child care landscape, using the readily available data, gathering extensive input from the community, and working with the community and economic development entities, most of whom are active members of the CHILD Task Force. Through the CHILD Task Force visioning session, community input sessions and online survey, four challenges have been identified: Workforce Retention Affordable and Available Child Care Employer Participation Policies and Subsidies Finding creative ways to address child care challenges has been a nationwide struggle, and Gallatin County is no different. These aren’t easy problems to solve, and there are numerous organizations across the state and the county that are working to address them. The strategic plan outlines four priorities as the CHILD Task Force looks to the future: Solutions for Child Care Businesses Child Care Solutions for Families Child Care Solutions for Businesses Policy and Subsidy Solutions 04 187 As we focus on these priorities, it’s important to first highlight three key learnings that were solidified through the development of the strategic plan. Key Learning #1: Need for Better Data The strategic plan was developed based on community input and community-wide data that’s currently available. However, after thoroughly reviewing all of the existing data, it’s evident that additional data and analysis is still needed to thoroughly identify community needs, including understanding the existing and projected demands for child care throughout each community in Gallatin County. With these additional data-driven insights, the CHILD Task Force will be able to fine tune its strategic plan and prioritize its efforts, building upon the work that’s already been done to develop the strategic plan and prioritizing its actions based on what is known vs. what is assumed. Although data is available at the county-level, Gallatin County has several distinct and isolated smaller communities. It takes 2+ hours to drive from the south end of the county to the more populated areas, and many of the small towns are 40+ miles from Bozeman, the largest town and county seat. Each of these communities has unique challenges and idiosyncrasies, and the existing data of what the demand for child care in each is not truly understood. Anecdotally, during the 8+ community input sessions that were held during the strategic planning process, many families shared that they are “figuring out” child care as the existing options don’t meet their needs. Key Learning #2: Need for Increased Capacity The CHILD Task Force needs ongoing, long-term support to expand its current capacity and ensure the success of its work. Child Care Connections has been leading the charge with this partnership, but it does not have the capacity to continue to make this partnership actionable without expanding its team. Ideally, there would be one person 100% responsible for its success and dedicated to implementing the action items outlined in the strategic plan, facilitating the partnership and collaborating with all of the entities who are working towards understanding and solving the current child care challenges. 05 188 Key Learning #3: Need for Evolving Action Plans Going hand in hand with the first two key learnings is the need to have this strategic plan be continually updated with new data, insights and actions as more information becomes available and as the demand and supply for child care in Gallatin County evolves. With so much happening, it’s critical for the CHILD Task Force to keep an ongoing eye on what others across the county, state and region are being able to accomplish, plus what are the latest data and trends within Gallatin County. These evolving insights will enable the CHILD Task Force to effectively and efficiently support and collaborate with child care businesses, families, employers as well as community leaders. Addressing these key learnings will help the CHILD Task Force achieve the three goals outlined in the strategic plan: Address the most pressing child care challenges in Gallatin County Enhance collaboration among all those involved and impacted by child care Support, complement and expand upon what currently exists The CHILD Task Force’s best strategy is to continue to learn what others are doing, determine whether those successes are applicable to its constituency and then take decisive actions. 06 189 What’s the current state of child care in Gallatin County? What resources do we have? What child care assets currently exist in Gallatin County? What are the existing challenges? What information currently exists about the estimated demands for child care? What’s happening in each of the Gallatin County communities? CURRENT STATE OF CHILD CARE IN GALLATIN COUNTY 07 OVERVIEW: CHALLENGES + OPPORTUNITIES Child care is being hit with the same challenges being experienced throughout Gallatin County: high cost of living; lack of affordable housing; and lack of workers. The CHILD Task Force’s community input sessions and online survey highlighted these themes throughout this project. It’s also important to point out that child care could also be helping to address some of the county’s most pressing challenges by allowing more parents to enter the workforce and help build a stronger economy, if it can be accessible, affordable and thriving. 190 08 AN EVOLVING COMMUNITY OF RESOURCES + ASSETS Although it isn’t currently possible to capture a complete picture of all of the child care providers in Gallatin County, below are maps of the licensed child care providers in each community as of February 2024. One of the newest licensed providers is in Gallatin Gateway, a location that did not have a licensed child care provider at the start of this project. MAPS OF LICENSED CHILD CARE PROVIDERS IN GALLATIN COUNTY 191 09 The CHILD Task Force has already developed multiple, important tools to support accessible, affordable and thriving child care in Gallatin County, including: CHILD CARE WORKFORCE Salary study Professionalizing the field Supports for people entering the workforce FINANCIAL Financial model for child care businesses Innovative financial solutions for child care COMMUNITY INITIATIVES Access to training for child care providers Breaking down child care barriers Shared services for providers BUSINESS SUPPORTS Surveying employers/ employees about child care needs Employer supported tiered implementation FOUR MAJOR CHALLENGES During the CHILD Task Force visioning session, four major challenges were identified. WORKFORCE RETENTION AFFORDABLE AND AVAILABLE CHILD CARE EMPLOYER PARTICIPATION POLICIES AND SUBSIDIES 192 WORKFORCE RETENTION Workforce retention has been an ongoing challenge for the child care industry throughout the nation, and Montana is no exception. Child care workers face multiple challenges, as illustrated below. The hourly wage for an early childhood assistant teacher in Gallatin County, as compiled by the Montana Early Childhood Project, is $16.90. 10 CHILD CARE WORKERS + THEIR CHALLENGES Data provided by the Montana Department of Labor and Industry (MTDLI) shows that early childhood educators are one of the most in-demand occupations in Montana. As noted by DPHHS in its November 2023 Child Care Workforce Narrative, “The Child Care Licensing Program received a total of 2,971 new staff hire applications, an average of 229 per month in 2022. As of January 2023, there were 5,305 active staff members in licensed child care facilities. The 2022 new staff hire applications represent 56% of that total. As shown in the MTDLI 2022-2032 Occupational Employment Projections, child care workers experience higher rates of turnover and labor force exits than the average occupation in Montana.” 193 11 Statewide efforts are underway to address these workforce retention challenges. As outlined by DPHHS in its November 2023 report, work being done by the Montana Early Childhood Project, Higher Education Consortium, DPHHS and Head Start includes: Recognizing a larger array of existing education, training, experience and licensure among child care workers Creating pathways and providing incentives to allow motivated child care workers to quickly move up the levels in the state workforce registry Building a workforce pipeline by recruiting current and former parents As of October 2022, over one-third of Head Start and Early Head Start staff in the state of Montana were parents who currently or previously had children attend a Head Start or Early Head Start program. Additionally, Head Start/Early Head Start programs have been using state and federal resources to increase staff compensation through Federal Office of Head Start initiatives. Head Start’s efforts may be already having an impact at the local level. As shared by the Gallatin County Head Start program, their program had only two out of 30 education and child development staff leave during the 2022-2023 year, both of which were replaced. As of February 2024, the Montana Early Childhood Project is planning to include incentives for professional development in the Montana Bright Futures Birth to Five (BF B-5) funding but nothing has been set in stone yet. The state is looking to create badges for professional development for child care providers, and the incentives will most likely be attached to this. The plan is expected to be confirmed by June 2024. LACK OF AFFORDABLE CARE According to the Child Care Workforce Narrative, distributed in November 2023 by DPHHS, “Montana households averaged $18,940 in child care expenses for children under age five in 2023.” Taking a closer look at Gallatin County, using Gallatin County median household income and the state’s average for child care expenses, it’s estimated that Gallatin County families are spending 23% of their household income on child care. Yet, the U.S. Department of Health and Human Services states that child care is considered affordable when it takes up 7% or less of a household income. The average cost for child care expenses is more than double a year’s tuition at Montana State University and equals more than the median housing costs for renters in Gallatin County. 194 12 LACK OF AVAILABLE CARE The DPHHS’s November 2023 narrative reports: “Licensed child care capacity meets only 50% of the estimated demand for children up to age 6 and 42% of the estimated demand for children under age 2. These calculations are based on 2017-2021 ACS 5-Year Estimates and average licensed child care capacity in July 2022.” According to the November 2023 report, this information is based on: “MTDLI analysis of DPHHS Child Care Under the Big Sky (CCUBS) licensed child care capacity and licensed infant care capacity in 2022; 2017-2021 ACS 5-Year estimates; and National Vital Statistics System (NVSS) county population estimates. Children with working parents are defined as children living in a home where all available parents are participating in the labor market.” The 2023 Montana Child Care Market Rate Survey report, conducted by DPHHS and Montana State University Extension, shares: “The number of children on full-time waiting lists in both home- and center-based programs suggests that the demand exceeds the supply, especially for infant and toddler care. Fifty percent of home-based providers and 65% of center-based providers have waiting lists for full-time children. One limitation to this assessment is that a child may be on a waiting list for one program while enrolled in another program and a child may be on several waiting lists in a community.” COSTS IN MONTANA AND GALLATIN COUNTY Gallatin County Median Household Income (2022)$83,434 Tuition at Montana State University (2023-2024)$8,082 Gallatin County Median Housing Costs (2022)HomeownersRenters $24,768 $16,860 Montana Average Child Care Expenses: Under Age of 5 (2023)$18,940 (23% of HHI) Sources: U.S. Census, ACS 5-Year Estimates, S2503, DP04 http://catalog.montana.edu/expenses/ https://www.govinfo.gov/content/pkg/FR-2016-09-30/pdf/2016-22986.pdf Annual child care expenditures estimated based on weekly child care costs reported by the U.S. Census Household Pulse Survey from January to May 2023. 195 It also should be noted that it’s hard to assess the true demand for child care as some families shared in the community input sessions that they are “figuring it out” and “making things work”, relying on family, friends and non-traditional arrangements to get child care coverage. This type of child care is typically not licensed; thus the true numbers of families in need and the exact number of providers offering care is unknown. EMPLOYER PARTICIPATION The CHILD Task Force has conducted initial outreach to increase interest and participation by additional Gallatin County area employers to help address child care challenges. However, overall feedback is that employers want to see a financial model of how offering onsite and/or slot care impacts their business. The CHILD Task Force conducted an online survey in late 2023 as part of the strategic planning process. The majority of employed parents were interested in accessing employer supported child care. Although it wasn’t the right fit for everyone, there were also employers who were interested in offering employer supported child care. POLICIES AND SUBSIDIES Multiple organizations are working on streamlining and updating policies and subsidies that impact child care. Efforts include the Child Care Licensing Project to streamline licensing regulations and processes. In addition, addressing child care is a part of the City of Bozeman’s Economic Vitality Strategy and its new Belonging in Bozeman Equity and Inclusion plan as well as the Big Sky Resort Area District’s Big Sky Community Capital Improvement Plan. There is also new legislation that was passed, House Bill 352 (HB352) - Targeted Early Literacy Intervention, that will help expand opportunities for offering Pre-K within the public schools. As of February 2024, the Bozeman School Board has voted to expand its existing programming, starting in the summer of 2024. This is an important and exciting next step for offering more structure for three-year-olds and four-year-olds. In addition, House Bill 648 (HB 648) was passed to support the Best Beginnings child care subsidy program which provides scholarships to low-income families who receive child care. Primarily sponsored by Alice Buckley, a Montana House representative from Bozeman, this bill set the new income eligibility level for Best Beginnings scholarships at no less than 185% of the federal poverty level. It also set a copayment requirement not to exceed 9% of the household income for eligible families. In addition, this bill provided reimbursement to child care providers based on enrollment versus attendance.13 196 DPHHS and Montana State University Extension published their 2023 Montana Child Care Market Rate Study in January 2024, offering new insights into child care rates from across the state. Although not a surprise, the study confirmed that tuition rates have increased since 2020. Based on the increase in tuition rates, the reimbursement rates paid by the state to child care providers who care for children receiving Best Beginnings Child Care Scholarships are expected to go up, plus there will be a premium payment for those child care providers who offer care in high growth counties, including Gallatin County. Those new reimbursement rates are expected to go into effect in March 2024. WHAT’S HAPPENING IN GALLATIN COUNTY In the last five years, Gallatin County has continued to see an increase in its population (up 14%) and its median household income (up 23%). The current median age is 33.5, and there are 15% more women who are in their child-bearing years (ages 20-44) living in Gallatin County than there were five years ago. However, total births, based on available data, are only up 3%, and the percentage of the population of children under 5 has decreased from 5.9% in 2018 to 4.92% in 2012. GALLATIN COUNTY (2022 vs. 2018) Population Size 119,685 (up 14%) Median Household Income $83,434 (up 23%) Median Age 33.5 Women in Child-Bearing Years (20-44)23,220 (up 15%) *Women who may also have older children less than 18 years old. Sources: Kids Count Montana, U.S. Census, ACS 5-Year Estimates, B23003, S0101, S2503, S1301 14 197 BIRTHS BY YEAR IN GALLATIN COUNTY Year Total Births 2013 1,133 2014 1,168 2015 1,200 2016 1,254 2017 1,234 2018 1,111 2019 1,134 2020 1,145 2021 1,254 2022 1,143 Source: Kids Count Total full-time kindergarten enrollment in the last 10 years has been relatively steady in Gallatin County, with two exceptions: an increase in the 2016-2017 school year and then a decrease in the 2020-2021 school year. KINDERGARTEN ENROLLMENT IN THE LAST 10 YEARS Total births in Gallatin County had been climbing from 2013-2016, but then took a dip in 2017 and 2018, climbed back to 2016 birth levels by 2021, and then took another dip in 2022. TOTAL BIRTHS IN THE LAST 10 YEARS FULL-TIME KINDERGARTEN ENROLLMENT IN GALLATIN COUNTY School Year Full-Time Kindergarten 2013-2014 1,071 2014-2015 1,056 2015-2016 1,053 2016-2017 1,217 2017-2018 1,053 2018-2019 1,110 2019-2020 1,149 2020-2021 995 2021-2022 1,141 2022-2023 1,130 Source: Montana Office of Public Instruction, GEMS 15 198 The communities within Gallatin County all have one thing in common: a predominantly youthful population. The overall median age of Gallatin County residents is 33.5, with Three Forks having the highest median age of 43.6, and Bozeman having the lowest at 28.2 median age. With many residents in their prime working and child-rearing years, it becomes crucial to address the needs of Gallatin County families as their participation in the workforce is a vital component of the community's economic growth and development. As the community has grown, so has the labor force. However, focusing on women with children, some interesting patterns emerge. In Big Sky and Bozeman, there has been a significant drop in the participation rates of women in the labor force, particularly in the year 2022. This decline is especially noticeable among mothers with more than one child, including at least one child under the age of six as shown in the table and graph below. Although it may look like a typo, Bozeman has seen a decrease from 73.1% of women participating in the labor force to 32.1%. A CLOSER LOOK AT WOMEN IN THE WORKFORCE WOMEN IN THE LABOR FORCE WITH MORE THAN ONE CHILD (2013-2022) Montana Gallatin County Belgrade Big Sky Bozeman 2013 68.5%71.2%68.6%75.9%39.3% 2014 68.2%68.3%56.4%76.2%36.7% 2015 66.8%63.7%42.2%69.5%36.9% 2016 67.5%63.3%43.1%69.2%35.3% 2017 67.1%64.1%46.1%85.1%63.7% 2018 68.2%64.7%51.5%86.4%35.6% 2019 68.7%66.7%52.5%95.3%68.2% 2020 69.4%65.0%49.8%96.6%67.2% 2021 69.2%66.4%55.6%96.8%73.1% 2022 70.4%65.1%59.7%85.8%32.1% Sources: Kids Count, U.S. Census, ACS 5-Year Estimates, B23003 16 199 Sources: Kids Count, U.S. Census, ACS 5-Year Estimates, B23003 For working mothers with only one child, and that child is under six years old, there was also a decrease in labor force participation rates in 2022, although the decline is not as noticeable, as shown in the table below. WOMEN IN THE LABOR FORCE WITH ONLY ONE CHILD UNDER 6+ (2013-2022) Gallatin County Belgrade Big Sky Bozeman 2013 73.0%64.8%74.3%58.3% 2014 72.1%66.7%84.0%59.4% 2015 70.9%51.2%75.9%62.1% 2016 71.8%53.3%86.4%68.6% 2017 71.5%52.4%95.3%68.3% 2018 71.6%70.1%95.1%65.3% 2019 73.2%66.2%93.1%69.2% 2020 74.9%73.0%95.3%70.5% 2021 76.7%79.5%95.6%75.9% 2022 73.9%85.3%80.8%71.3% Sources: Kids Count, U.S. Census, ACS 5-Year Estimates, B23003 17 200 The decline in women's labor force participation rates in Gallatin County as a whole, including Big Sky and Bozeman, especially among mothers with more than one child, prompts further exploration. When examining the data of mothers with only one child under the age of six in the labor force, the decrease in participation rates is less pronounced. This raises the question of whether this variation could be attributed to a shift in the balance between the benefits of working and the costs associated with staying at home to care for children. A possible economic explanation could be that the opportunity cost of pursuing employment has dropped below the threshold where it becomes more economically viable or personally preferable for mothers to remain at home with their children, especially when there's more than one child, and at least one is under the age of six. Interestingly, Belgrade is an interesting deviation from the broader trend happening in Gallatin County. Unlike Big Sky and Bozeman, Belgrade seems to be bucking the trend. What factors in Belgrade might be contributing to this situation? Although this question wasn’t explored in this project, it’s interesting to consider. Also, other communities in Gallatin County were not analyzed as their population size does not provide reliable data. In the analysis of the Big Sky Childcare Study recently conducted by the Northern Rocky Mountain Economic Development District, there was a suggestion that the previous high rates of female labor force participation could be linked to both the local high cost of living and the necessity for dual-parent incomes. Without accessible, affordable, and thriving child care options, mothers may be deciding to leave the workforce, resulting in fewer workers available. Ensuring affordable and accessible child care services looks to be beneficial for families and vital for retaining a solid and productive female workforce in the community. COMMUNITY-BY-COMMUNITY OVERVIEW Below is a community-by-community overview with links to closer looks of each community. BELGRADE Belgrade has similar child care-related challenges like many of the other communities throughout Gallatin County including the high cost of living, the need for better pay and better benefits for the child care workforce as well as a lack of places and land to locate child care programs. The Belgrade School District has explored offering onsite child care but multiple concerns were raised, and employee-reported demand is low at this time. 18 201 BIG SKY The Big Sky Childcare Task Force (BSCTF) recently completed a comprehensive report to assess child care in Big Sky. The Big Sky Childcare Report has been used as a source for insights into what is happening in Big Sky and is included in this strategic plan as an appendix. The Big Sky community benefits several larger employers and from the use of resort tax dollars collected and redistributed to organizations to address gaps and needs, including child care. Big Sky Resort Area District (BSRAD) continually invests in the Big Sky Discovery Academy and Morningstar Learning Center to help close the child care funding gap. However, Morningstar Learning Center, the only licensed child care option available in Big Sky, is challenged by attracting and retaining a child care workforce due to the cost of living and lack of affordable housing. Also, the majority of the workforce commutes to Big Sky, often driving 45-60 minutes. One of the larger employers, the Yellowstone Club, is exploring child care in Gallatin Gateway for Big Sky employees who live in the Gallatin Gateway area. One community input session participant noted that although employer-supported child care may be of interest, there is also concern about being tied to one employer and not being able to switch jobs and that child care solutions outside of employment would be beneficial. BOZEMAN Despite its larger population base, Bozeman is not immune to the child care-related challenges being experienced throughout Gallatin County including the cost of living, affordable housing and continued growth. Bozeman is home to some of the largest employers in the county, two of which are offering child care for their employees (and their student parents): the Bozeman School District through the ABCDino Academy program at the high school; and Montana State University and its two programs, the Child Development Center (CDC) and the Associated Students of Montana State Child Care Center (ASMSU). XY Planning Network, another Bozeman-based employer, offers care at its XY Learning Center. Since 2015, the Bozeman School District has operated two Running Start kindergarten programs targeting the early learning needs of four-year-old students. With the passage of HB352 - Targeted Early Literacy Intervention, the Bozeman School Board has voted to implement expanded programming, starting in the summer of 2024. That expansion is expected to include a Bozeman Reads Summer Jump Start Program running 4 days a week, 5 hours per day for 6 weeks with a capacity of 160 students. In addition, there will be a Bozeman Reads Classroom-Based Program starting in August 2024, running 4 days a week, with half day and full day options, for three-year- old and four-year-old students, with a capacity of 72 students.19 202 FOUR CORNERS The Four Corners area has continued to grow and develop, offering places for both businesses and residential homes within a short drive to Belgrade and Bozeman. Zoot Adventure Learning Academy, an onsite daycare at Zoot Enterprises, is located in the area, as well as other licensed daycare offerings. Monforton School offers K-8th grades and hosts the Wildcat Workshops Afterschool Program. Given its geographical location, one community input participant noted the transportation challenges of living in the Four Corners area, including: travel time to/from other communities; left hand turns into traffic; and transportation of kids to other locations for after-school activities. GALLATIN GATEWAY Gallatin Gateway doesn’t currently have any operating licensed child care programs for infants, toddlers and Pre-K, requiring parents and families to explore other options including family, friends and neighbor care, babysitters, and driving into Bozeman to find care. However, the Yellowstone Club is exploring establishing a child care program in the area, and a new license has recently been secured by a provider, as shown in the map. In addition, the Gallatin Valley YMCA is now offering a Later Gators After School Program five days a week for elementary-age kids at the Gallatin Gateway School. The Bridge Church, located in Gallatin Gateway, has explored having child care at its building, but renovations would need to be made first. MANHATTAN - AMSTERDAM - CHURCHILL One of the biggest challenges that the Manhattan - Amsterdam - Churchill area is facing is a lack of a child care workforce. For example, Manhattan Christian Early Learning Center was operating with 6 children in Fall 2023, yet its capacity is 47, and it has since closed. There also may be a lack of awareness of what child care is available and/or a lack of alignment of what is being offered and what families need. For example, during the community input session, the Gallatin Conservation District mentioned offering summer programs and Friday programs, but yet they didn’t reach a maximum number of participants. THREE FORKS + WILLOW CREEK Three Forks and Willow Creek have limited child care options which often require them to bring their children to other larger communities for care. The Three Forks school district offers a four- day school week, and both Three Forks and Willow Creek offer pre-Kindergarten at their schools. In addition, the Three Forks school district provides child care. 20 203 One community input session participant noted that the area may be experiencing a lack of volunteerism among community members, yet volunteers are critical to making small towns run. Another trend may be an increase in homeschooling with families accessing the Three Forks Community Library for story time, lessons, and other activities. WEST YELLOWSTONE The West Yellowstone tourism economy and its 24/7 employment require non-traditional child care offerings. Other challenges include low wages, lack of housing and a geographically-isolated community. In addition, there is a need to recruit young professionals to West Yellowstone to fill critical jobs (teachers, first responders, etc.) and offer affordable and available child care, plus housing options. Little Rangers Learning Center is the only licensed child care provider in West Yellowstone, and it’s been actively fundraising and working with the community to address its budget shortfalls. 21 204 CASE STUDIES: ALTERNATIVE CHILD CARE MODELS ALTERNATIVE CHILD CARE MODELS 22 TAX CREDITS BY STATE For each state, it is noted whether or not the state has tax credits, based on information found at bipartisanpolicy.org. Source: https://bipartisanpolicy.org/report/state-tax-policies-working-parents/ Child and Dependent Care Tax Credit (CDCTC) Credit to offset the cost of child care based on the amount of eligible expenses a parent incurs Employer-Provided Child Care Tax Credit (45F) Credit for employers to offset the cost of providing or subsidizing child care for their employees Child Tax Credit (CTC) Credit for parents with young children, typically based on income and number of children Earned Income Tax Credit (EITC) Credit for low-income workers, with an enhanced credit for workers with young children Below are case studies from other communities and states that have been actively addressing child care challenges, as well as a look at tax credits available for these states. The following communities and states were reviewed. Local: Missoula, Kalispell, Great Falls Regional: Idaho, Colorado, North Dakota, Washington National: New Mexico, Minnesota, Kentucky, Alabama, Louisiana, Michigan 205 Montana Idaho Colorado North Dakota Washington State CDCTC Tax deduction for qualified employment related child care expenses. Expenses may not exceed $2,400 for one dependent, $3,600 for two, and $4,800 for three or more. 100% of the federal CDCTC Taxpayers with incomes under $60,000 who claimed the federal credit, may receive a credit equal to 50% of the federal credit. Not available Not available State 45F Not available Not available Tax credit for 20% of an employer's annual investment in the provision of child care services or the payment to a provider for costs associated with child care services for children of employees receiving public assistance. Not available Not available MONTANA + OTHER NEARBY STATES 23 206 Montana Idaho Colorado North Dakota Washington State CTC Not available $205 per qualifying child under age 17 Families with children under six are eligible for 60% of federal credit. It phases out with income between $25,000- 75,000 of AGI for single filers and $35,000-85,000 for joint filers. Not available Not available State EITC Percent of Federal Credit: 3% Not available Percent of Federal Credit: 20%Not available Percent of Federal Credit: Flat rate based on HH size Other No No Child Care Contribution Tax Credit (CCTC): Taxpayers that make a qualifying monetary contribution to promote child care may be eligible for a nonrefundable credit equal to 50% of the contribution. The maximum credit is $100,000EC Educator Tax Credit: Eligible early childhood educators who hold an active PDIS Early Childhood Credential may be awarded a refundable tax credit of $740-1,500, depending on highest level of credential. Eligible educators have an income less than or equal to $75,000 (individual) or $150,000 (joint).Child Care Center Property Tax Exemption: Eligible child care centers may qualify for property tax exemption for property used as an integral part of a child care center. Property that is used by a tenant or subtenant to operate a child care center may be eligible for the exemption. Property Tax Exemption: The governing body of the city may grant property tax exemption for the portion of fixtures, buildings, and improvements used primarily to provide early childhood services by a corporation, limited liability company, or organization licensed under ND statute. Qualified child care providers do not need to own the property, but the exemption is not available for properties used as a residence. No Source: https://bipartisanpolicy.org/report/state-tax-policies-working-parents/ 24 207 New Mexico Minnesota Kentucky Alabama Louisiana State CDCTC Credit for 40% of compensation paid to a caregiver, not to exceed $8.00 per day. The maximum credit is $480 for one child and $1,200 for two or more. 100% of the federal CDCTC 20% of federal CDCTC Not available Between 50-200% of federal CDCTC depending on quality rating of child care facility the dependent attends. Child care expenses for one star or nonparticipating facilities are not eligible. State 45F Tax credit for 30% of qualified expenses related to operating a child care facility used primarily by a taxpayer's employees. The credit can be prorated across multiple employers jointly taking on qualified expenses. The maximum credit is $30,000 per year and may be carried forward for three years. Not available Not available Not available Refundable tax credit for eligible expenses related to constructing a child care facility or contracting with a provider to reserve slots for a taxpayer's employees for up to $50,000 per tax year. Eligible expenses also include payments made to a child care facility for services to support employees up to $5,000 per child per year. The credit rate for eligible expenses depends on child care facility program rating. OTHER STATES ACROSS THE NATION 25 208 New Mexico Minnesota Kentucky Alabama Louisiana State CTC Families with children under 17 receive $75-175 per child depending on income. This takes effect TY2023-2031. Credit of $3,000 for each child ages 0-5 and $1,000 for each child ages 6-17. The credit phases out by 10% of adjusted gross income greater than $150,000 (married) or $75,000 (single). Taxpayers may elect to receive the payment in six periodic advance payments. Not available Not available Not available State EITC Percent of Federal Credit: 20% for TY2021-22, TY25% for 2023 Percent of Federal Credit: ~44%, but structured as a percentage of income rather than federal credit Not available Not available Percent of Federal Credit: 5% 26 209 New Mexico Minnesota Kentucky Alabama Louisiana Other No No No No Child Care Provider Tax Credit: Child care providers with 2+ stars in the LDE Quality Rating System who serve children in the foster care system or recipients in the Child Care Assistance Program may be eligible for a refundable tax credit of $750-1,500 per eligible child, depending on quality rating. The credit may be taken against individual income tax, corporation income tax, or corporation franchise tax.School Readiness Directors and Staff Tax Credit: Child care directors and eligible staff who have worked for 6+ months in a licensed child care center that participates in the quality rating system and are enrolled in the Louisiana Pathways Child Care Career Development System are eligible for a refundable tax credit of $1,894- 3,787, depending on position. The credit amount is adjusted annually by the percentage increase in the Consumer Price Index.Tax Credit for Donations to Resource and Referral Agencies: Businesses may receive a refundable tax credit for donations made to Child Care Resource and Referral Agencies. The credit rate is 100% and the maximum credit is $5,000. The credit may be taken against individual income tax, corporation income tax, or corporation franchise tax. 27 210 CASE STUDIES The following communities and states offer insights as to how to innovatively address child care challenges. Local: Missoula, Kalispell, Great Falls Regional: Idaho, Colorado, North Dakota, Washington National: New Mexico, Minnesota, Kentucky, Alabama, Louisiana, Michigan LOCAL Source: Missoula Child Care Advantage (MCAA), https://www.missoulachild careadvantage.com/ Background/Situation Increase child care slots in the community Engage sectors not typically involved in child care solutions Stabilize child care sector long term Initiatives include: Shared Services: MCCA is a network of independent child care businesses (Participating Providers) that utilize shared services to streamline operations and improve their bottom line. Wait List and Enrollment Portal: One of these shared services is an Enrollment & Wait List Portal. Business Membership: Companies can pay a fee to MCCA and become Business Members in the network. Their employees then have preferred access to the Enrollment and Wait List Portal, which helps them find child care more quickly. Business membership fees mean shared services are free for participating providers. Public/Private Funding: The City of Missoula, Missoula County, and United Way of Missoula County, co-fund the position of MCCA coordinator through a public/private partnership. Expansion: The network will expand beyond the pilot location in the future. MISSOULA Source: Missoula Child Care Advantage (MCAA), https://www.missoulachild careadvantage.com/ Background/Situation Increase child care slots in the community Engage sectors not typically involved in child care solutions Stabilize child care sector long term Initiatives include: Shared Services: MCCA is a network of independent child care businesses (Participating Providers) that utilize shared services to streamline operations and improve their bottom line. Wait List and Enrollment Portal: One of these shared services is an Enrollment & Wait List Portal. KALISPELL 28 211 Business Membership: Companies can pay a fee to MCCA and become Business Members in the network. Their employees then have preferred access to the Enrollment and Wait List Portal, which helps them find child care more quickly. Business membership fees mean shared services are free for participating providers. Public/Private Funding: The City of Missoula, Missoula County, and United Way of Missoula County, co-fund the position of MCCA coordinator through a public/private partnership. Expansion: The network will expand beyond the pilot location in the future. Background/Situation Great Falls wanted to develop a hybrid method for child care that is open both standard and non-standard hours in a new recreational facility. Goal is to offer greatly reduced and almost free child care. Need to encourage business owners and industry partners to help employees offset child care costs. Implement child care boot camp for providers to get licenses and certifications in a short amount of time. Diversification of revenue for business partners. 15,000 square feet of usable space. Community coop: other providers helping with child care needs because waiting lists are so long, goal to add 200-250 slots. Some discussion over sharing staff but want to grow staff first Initiatives include: Formed a steering committee to take on the project and received a donation of $40K+ In the stages of putting together an investment cooperative for the program. Challenges include: The biggest is getting business owners to the table, making it clear for businesses to help invest in a child care facility not run it just to get people back into their workforce. The state of Montana has a lot of families where one parent stays at home because they can’t find affordable care or there isn’t a facility in their community. What works in Great Falls might not work in other communities because there are a variety of economic drivers. GREAT FALLS 29 212 REGIONAL Background/Situation The state of Idaho created an Early Childhood Care and Education Strategic Plan with the Idaho Association for the Education of Young Children (IDAEYC) to prepare Idaho children ages 0 to 5 for school and life. The strategic plan was developed after an extensive needs assessment that identified the following key takeaways: Many Idaho families face several critical challenges, including poverty, hunger, and housing insecurity, lack of health care, and inconsistent access to the internet or a computer. 1 in 8 children in Idaho were food insecure, especially those in rural areas. Child care is unaffordable for many families. A typical family in Idaho will spend 25% of its annual income on child care for an infant and a 4-year-old. There is a lack of care. Nearly 50% of Idahoans live in communities that either completely lack licensed child care providers or the providers are so scarce that there are more than three children for every child care space. Idaho does not have systems in place to understand which types of early childhood care and education (ECCE) settings are most effective in increasing school readiness and early literacy The mission of the plan: Energize communities to form collaborative and high quality early childhood care and education environments for all Idaho children. Three broad guiding principles guide ECCE in Idaho: Equitable access: Recruitment and outreach strategies are implemented and barriers to access are removed, ensuring those most in need of services connect to and obtain support. Successful implementation: High quality service delivery implemented with fidelity, meeting the needs of those accessing programs, services, and other supports. Improved outcomes: Programs, services, and other supports delivered with the appropriate quality and intensity, achieving desired outcomes. The goals and objectives of the strategic plan include: Communities Engaged and Family-Focused Expand and strengthen local collaboratives. Serve vulnerable, underserved, and rural. Children and Families Prepared, Empowered, and Thriving Support collaborative transition and alignment from birth to the early grades. Empower family choices. Resources for Early Childhood Care and Education (ECCE) Educators Expanded Elevate the ECCE profession. Expand professional development opportunities for ECCE educators. Develop aligned credentials and certifications for ECCE educators. IDAHO 30 213 Increase the number of degreed ECCE educators in Idaho. Support ECCE educators through statewide and local networks. Expand opportunities to improve ECCE quality. Offer financial assistance to ECCE providers to open, expand, and sustain ECCE programs. Timely, Actionable, and Accessible Data Available Strengthen data-driven community planning. Create and use an ECCE dashboard to support Idaho’s young children and their families. The Idaho Association for the Education of Young Children (IDAEYC) has developed guidebooks to help local Early Learning Collaboratives (ELCs) conduct needs assessments and develop community-specific strategic plans to improve access to and affordability of quality care and early education to ensure children are school ready. 25+ communities across Idaho have created bottom-up approaches to addressing their community’s child care needs. American Falls now offers universal preschool, using the campaign “Read. Talk. Play.” to improve kindergarten readiness. The United Way offers scholarships to the five preschool programs in the community — a mix of private and public. All of the preschools use the same vetted curriculum. The school district’s kindergarten readiness scores, measuring early literacy skills, increased from 19.7% proficiency in fall 2019 to 40% in fall 2023. Sources/Links for More Information: Idaho Idaho's Statewide Early Learning Strategic Plan Idaho Association for the Education of Young Children (IDAEYC) Early Learning Collaborative across Idaho IdahoSTARS How A Small Town in A Red State Rallied Around Universal Preschool Background/Situation The state is using federal and state tax deductions and credits, like the Colorado Child Care Contribution Tax Credit (CCCTC), to make child care more accessible and affordable. The CCCTC provides an income tax credit for taxpayers making monetary contributions to support child care, including, but not limited to, licensed child care facilities, unlicensed child care, organizations that provide educator training, referral services for child care, or financial support for parents to access child care. The credit is equivalent to 50 percent of the contribution amount, with a maximum credit of $100,000 per taxpayer, per tax year. COLORADO 31 214 The downside of the tax credit is that records show most taxpayers are contributing to the same child care organization continually and not to providers that may be in need of financial assistance. The Colorado Child Care Assistance Program (CCCAP) helps to provide financial assistance to families with similar systems of income-eligibility to determine financial needs. The Grants for Child Care Sector helps in writing and passing bills in legislative sessions to obtain funds for child care families and providers. According to the 2019 Colorado Shines Brighter report—a birth-through-age-5 needs assessment from the Colorado Health Institute and the Office of Early Childhood—about 40 percent of licensed child care facilities accept CCCAP, and about 8 percent of the income- eligible population is enrolled. CCCAP recipients are also eligible for the Child Care Credit and Low-Income Credit; however, CCCAP recipients can only claim credits based on their out-of- pocket child care expenses not covered by CCCAP. Recent legislation includes: During the 2020 and 2021 Legislative Sessions, the General Assembly passed multiple bills to support the child care sector and to help it recover from the impacts of the COVID-19 pandemic. During the 2020 Special Legislative Session, the General Assembly passed House Bill 20B-1002, Emergency Relief Programs for Child Care Sector. This bill created two emergency relief grant programs to provide financial support to licensed providers in order to maintain operations and capacity, or to open new facilities or expand existing capacity. During the 2021 Legislative Session, the General Assembly passed Senate Bill 21-236 to increase the capacity of quality early childhood education facilities. This bill created four additional grant programs, using state and federal funds, for: The construction, renovation, or remodeling of employer-based child care facilities. Child care centers to cover tuition, fees, materials, credentialing, licensing, and wage increases for early childhood staff for recruitment and retention. Wage increases for early childhood educators working at centers that serve families that are subsidized with CCCAP. Community-based programs that cover tuition subsidies or scholarships, employer-based cost sharing, ensure equitable access for all children, and strengthen child care business practices that improve early childhood outcomes. Sources/Links for More Information: Colorado Child Care Contribution Tax Credit Colorado EPIC: FAQS Early Milestones Colorado Colorado Department of Early Childhood EPIC: Executives Partnering to Invest in Children: Toolkit 32 215 Background/Situation In 2023, new legislation was passed and signed by the North Dakota governor to provide $66 million to support child care services and access, including: $22 million to expand the Child Care Assistance Program (CCAP), increasing the number of families with children ages 0 to 3 who receive help paying for child care from 4,660 to 6,460 by the end of the 2023-2025 biennium. $5 million for an additional 500 families to participate in a pilot project where private employers contribute money to help cover their employees’ child care expenses. Support for child care providers and the child care workforce includes: $15 million to incentivize more providers to deliver child care for infants and toddlers by increasing the CCAP rates for child care centers and group/family child care settings. $3 million to increase support to providers who want to become quality-rated or increase their current quality rating. $2 million in stipends for child care workers pursuing additional training. Support for families includes: Families with low income who meet certain eligibility requirements including participating in an allowable activity: working (paid employment or self-employed); education or training programs; in situations of homelessness, looking for employment, education or training activities, and housing is considered allowable; age limits: once children are determined eligible, they may receive services until the eligibility period in which they turn 13 years old expires; a child with special needs may qualify up to age 19; asset limits: a family’s assets cannot exceed $1,000,000; monthly income from wages, child support, pensions, veteran’s benefits or other sources must be less than the CCAP income limits; copayment: in most cases, families pay a copayment, which is a portion of the child care cost; determined on a sliding fee scale based on a family's income and household size. Challenges include: Limited number of programs that are open on weekends and before and after work hours, making it harder for families with abnormal working hours to find child care. The amount of providers doesn’t match up with the estimated number of children needing child care in the county. Sources/Links for More Information: North Dakota Office of the Governor: North Dakota North Dakota House Bill 1540: Early Childhood Services and Child Care Assistance North Dakota Child Care Assistance Program Child Care Aware of North Dakota NORTH DAKOTA 33 216 Background/Situation Washington’s Fair Start for Kids Act is a $1.1 billion investment to make child care and early learning more affordable for the state’s families by expanding access, capping copays, and providing resources to support child care and early learning providers. The changes made under the Fair Start for Kids Act will help create an integrated system of child care and early learning in Washington State that is accessible, affordable, and in which providers and child care workers can have the support they need to provide quality care. The Fair Start for Kids Act covers many issues that other states are having when it comes to child care. The act reduces copay amounts for families who have lower incomes and creates bonuses for providers who are staying open during non-standard working hours. Support for families includes: Copays through Working Connections Child Care (WCCC) are capped so that: A family of four will pay no more than $115 a month in child care copays if they have a combined income of $64,248 a year or less. That same family will pay no more than $90 a month if their combined income is less than $53,544 a year. Provides a bonus for child care providers to provide care during non-standard hours. More pre-k slots and converting slots for Washington ECEAP. Expanded Washington home-based services offered to expectant parents and families with babies and young children. Adds additional pre-k slots through ECEAP. Funds the expansion of therapeutic care and specialized treatment for children and families furthest from opportunity. Implements the dual language rate enhancement and trauma-informed care supports. Support for child care providers includes: Puts a big emphasis on quality of child care especially when it comes to equal access to all communities including more support towards Spanish and Somali speaking providers as well as establishing new consultants that will focus on mental health for children. Distributes new grants to early learning providers, including: $360 million in child care Stabilization Grants to help providers remain open and able to care for children. $5.1 million in Early Childhood Equity Grants to promote inclusive, culturally responsive learning and enhanced language access, with a focus on Black, Indigenous, and People of Color (BIPOC) communities and providers. $9.6 million in Complex Needs Funds to further support care for children with developmental delays, disabilities, behavioral needs, or other unique needs. Sources/Links for More Information: Washington Fair Start for Kids Act WASHINGTON 34 217 NATIONAL Background/Situation The process for New Mexico families to receive free child care happened through different legislations and actions taken by policymakers and the public over a four-year period. In 2018, OLÉ and the legal group New Mexico Center on Law and Poverty filed suit against the state’s Children Youth and Families Department, alleging that the state arbitrarily and illegally denied families access to child-care assistance. In 2020, the state drew on taxes from oil and gas production of $300 million to create an Early Childhood Education and Care Fund. The endowment, which draws on taxes from oil and natural gas production, is projected to be worth $4.3 billion by 2025. New Mexico became the first state to offer free child care to such a broad swath of its population. In 2022, the governor allowed child care subsidy copays to be waived. This legislation also expanded eligibility so child care was free for one year for an estimated 30,000 residents, including families earning up to 400 percent of the federal poverty level, or $111,000 a year for a family of four. It became the first state to do this. The state waived copays for low-income families and increased eligibility for subsidies to 350% of the federal poverty line. The state also revised the copayment schedule so that families weren’t having to pay most of their income on child care all at once and brought costs down for parents so that they were not spending more than 7 percent of their incomes on child care. New Mexico voters also successfully changed the state constitution to guarantee a constitutional right for children ages zero to five to receive early childhood education. Awareness building initiatives included: Volunteers sent text messages, made calls, knocked on people’s doors, and used social media to get the word out. Parents spoke out about how it would help to make child care affordable, while providers advocated for it as a way to get paid adequately for the critical services that they provide. Support for child care providers includes: With the state taking over the payment of copays, providers are assured of getting money. The state used an additional $10 million in federal funding from the American Rescue Plan to offer grants to people who want to expand or create child care centers as a way to increase the supply of slots, with the goal of creating at least 800 new ones. Reimbursed providers based on how much it actually costs to provide child care, not just on the going market rate. Working with lawmakers to ensure a minimum wage of $18 an hour, with a ladder that allows them to continue to move up in pay and achieve parity with K-12 teachers based on their educational credentials and years of experience. It must be a registered provider or a licensed provider that is rated at 2 stars or above (out of 5). NEW MEXICO 35 218 Challenges for child care providers include: Getting enough staff, especially in rural parts of the state. The Early Childhood Education and Care Department announced it will raise the rates it provides centers for child care assistance, which should allow them to continue to fund a minimum wage of $15 per hour for employees. Support for families includes: Families earning up to 400% of the federal poverty line who have circumstances — such as work or school — that require them to need child care. For a family of four, this means households making less than $120,000. The child care assistance program applies to infants through 3-year-olds, as well as those who need care before or after school from kindergarten through fifth grade. Parents are reporting that many child care providers have long waitlists and many parts of the state are "child care deserts" where there are more than three children who need care for every available slot. The state is working on increasing providers. Sources/Links for More Information: New Mexico New Mexico Center for Law and Poverty Early Learning Nation Early Childhood Education and Care Fund Washington Post Albuquerque Journal National Conference on State Legislatures Office of the Governor: New Mexico Background/Situation The state government has invested $1.3 billion over four years to increase access to affordability of mixed-delivery child care that will result in 3,600 additional children accessing Child Care Assistance Program (CCAP), between 8,000 and 11,000 additional children accessing Early Learning Scholarships, and 12,360 voluntary Pre-K seats funded. Minnesota created one of the first-in-the-nation state-funded programs to increase child care worker compensation and expand child care access including: better access to licensing, child care workforce development scholarships, increases in income to childhood educators, more hours of care given to children whose caregivers suffer from mental health issues, and breakfast and English Language learners provided to preschoolers. Established the Department of Children, Youth, and Families, a new cabinet-level agency that reimagines state government structures to elevate child, youth, and family priorities and funding need. Recent legislation includes: See charts below from Minnesota’s Children’s Cabinet for a list of recent legislation passed that supports both child care providers and families MINNESOTA 36 219 Sources/Links for More Information: Minnesota 2023 Legislative Wins for Children and Families Minnesota House Bill HF 13: Increasing Child Care Assistance Rates Minnesota House Bill HF 150: Child Care Stabilization Grants and Early Learning Scholarships Administration for Children & Families KARE-11 TV News 37 220 38 221 Background/Situation On August 1, 2019, Alabama House Bill 76 — The Child Care Safety Act — went into effect. It made changes to the child care licensing laws to improve the health and safety of children in licensed facilities, provide guidelines to improve conditions in all facilities and programs, and provide incentives for unlicensed programs to become licensed. In September of 2021 the Child Care Stability Grant was passed. Grants were issued to the child care community during COVID to help stabilize costs. The 2023 grant was issued to continue supporting the community after the COVID grants expired. Facilities were encouraged to apply for these grants which is based on the maximum child capacity by type of facility. Eligible programs for this grant are any child care program/classroom that is issued a Child Care Services Division license with the exception of Head Start exclusive programs and non-DHR Early Head Start-Child Care Partnerships. The capacities of excluded programs and/or classrooms shall be deducted from the total licensed daytime capacity to determine the award amount for the facility. Parents are able to apply for financial aid based on income eligibility through the Office of Child Care Subsidy, especially those families who are low-income families and have little access to affordable child care. Sources/Links for More Information: Alabama Alabama Child Care Licensing Overview 2019 Child Care Safety Act Alabama Child Care Service Division Alabama Subsidy Overview CCDF State Plan Income Eligibility Fee Criteria ALABAMA: Background/Situation In Kentucky child care is paid for by the state due to people recognizing how many low-income parents couldn’t afford child People needed child care, but there weren’t any spots as daycares couldn't find anyone to work. Kentucky made day care free for child care workers through a change in licensing regulations. A year later, the number of children receiving state subsidies for child care has jumped up to 40,000. The state pays more than $200 a week in many counties for an infant spot, and less for older children. KENTUCKY: 39 222 Support for child care workforce and families includes: All child care workers are eligible for subsidies regardless of household income. Right now over 3,600 children are being served because they have a parent who's a child care provider. Depending on the county, the state might pay a couple hundred dollars a week for infant care - and less as the kids get older. Child care centers are finally able to fully staff up, which means far more day care slots available, allowing far more parents to go to work. Support for child care providers includes: All child care programs that choose to accept families with the Child Care Assistance Program (CCAP) must complete Billing Basics for Providers training. This online course provides an overview of the billing process for CCAP including information on completing the DCC 94E, Daily Attendance Sheet. Training stresses the importance of completing the provider billing form and reviewing the necessary requirements of the billing process. Sources/Links for More Information: Kentucky Kentucky found a solution to its day care worker shortage NPR Child care worker shortage Kentucky Division of Child care Child Care Assistance program for Families Child Care Assistance Program Providers Kentucky Child Care Laws Background/Situation Gov. Gretchen Whitmer signed into law a package of changes to Michigan’s child care system to reduce red tape and help make child care more widely available. The laws enacted in June of 2022 contain a wide range of measures, from minor procedural fixes to major changes in the state’s method of supporting small, home-based providers. The state recently used federal dollars to invest $1.4 billion in increased payments for child care centers and bonuses for early educators, and to expand the supply of child care in urban and rural communities. The new laws focus on changes to child care regulations, including: Allowing experienced home-based providers to serve as many as seven children, instead of six; group home providers will be eligible to serve up to 14 children instead of 12. Requiring the state to make more information public about special investigations into child care programs. Giving child care providers at least 90 days to comply with new health and safety rules, a formal grace period that doesn’t currently exist. Giving child care providers a path to operate in multi-use buildings, such as a strip mall with multiple storefronts, something that was difficult under previous regulations. MICHIGAN 40 223 The package will also create networks for home-based providers that will offer coaching and technical support to the smallest players in the early education market. The state will pay between $2 million and $5 million to support the networks, depending on how many providers participate. Temporary child care subsidy rate increases ended in Sept 2023 and shifted to rates that are 40% higher than they were pre-pandemic. In addition, federally required Family Contribution (FC) will be reinstated, and child care subsidy billing based on enrollment will continue. Support for child care providers includes: In Fall 2023 Governor Whitmer signed a budget that includes over $700 million in grant funding to support child care providers. Rather than payments based on attendance, provider networks will be given contracts to care for children ages 0-3, ensuring a steady income source even when children are absent. The goal is to incentivize providers to care for younger children, who are most expensive to care for because they require more adult attention. Sources/ Links for More Information: Michigan Child Care Stabilization Grant Looming Child Care Disaster State of Michigan Child Development and Care Handbook Governor Signs Child Care Bills 2022 Child Care Stabilization Grant Presentation Michigan Child Development and Care Website Background/Situation In 2019, the bipartisan commission unanimously approved a bold plan to address the lack of high-quality, affordable child care for vulnerable families. The commission's plan, Investing in Our Future: LA B to 3, calls for the state to invest substantially in high-quality Early Childhood Education (ECE) over the next decade. In 2022, state lawmakers made a historic down payment by allocating new funding for ECE. However, Louisiana is running out of a significant amount of one-time federal dollars, and over 16,000 children are at risk of losing access to high-quality ECE programs. Further complicating the situation, Louisiana also has a record-low unemployment rate of less than 4%, meaning even more families need care for their young children while working. During the June 2023 legislative session, Louisiana lawmakers approved $44 million in new funding to early care and education. The money will go towards the Child Care Assistance Program (CCAP), a state funded program that provides financial assistance to low-income families while they are working or attending school. With child care often representing the largest portion of a family’s budget, and child care breakdowns costing Louisiana businesses over $760 million every year, leaders believe this will help thousands of people across the state. The state was relying on the last bit of COVID relief money to fund the project, but this new investment will save over 3,500 seats in the program. LOUISIANA 41 224 In 2022, the Louisiana State Legislature signaled its commitment to early care and education by allocating $25 million for the Child Care Assistance Program (CCAP) and $18 million to increase four-year-old program rates. Child Care Provider Tax Credit: Child care providers with 2+ stars in the LDE Quality Rating System who serve children in the foster care system or recipients in the CCAP may be eligible for a refundable tax credit of $750-$1,500 per eligible child, depending on quality rating. The credit may be taken against individual income tax, corporation income tax, or corporation franchise tax. School Readiness Directors and Staff Tax Credit: Child care directors and eligible staff who have worked for 6+ months in a licensed child care center that participates in the quality rating system and are enrolled in the Louisiana Pathways Child Care Career Development System are eligible for a refundable tax credit of $1,894-$3,787, depending on position. The credit amount is adjusted annually by the percentage increase in the Consumer Price Index. Tax Credit for Donations to Resource and Referral Agencies: Businesses may receive a refundable tax credit for donations made to Child Care Resource and Referral Agencies. The credit rate is 100% and the maximum credit is $5,000. The credit may be taken against individual income tax, corporation income tax, or corporation franchise tax. Sources/Links for More Information: Louisiana Lawmakers approve millions in funding for low-income families to afford child care Child Care Assistance Program for Families CCAP Eligibility Criteria Child Care Association of Louisiana Funding our Future with LA B to 3 42 225 VISION-GOALS-OBJECTIVES What’s our vision? What are our goals, priorities and objectives? 43 VISION Accessible, affordable and thriving child care in Gallatin County OVERALL GOALS Address the most pressing child care challenges in Gallatin County Enhance collaboration among all those involved and impacted by child care Support, complement and expand upon what currently exists PRIORITIES Solutions for Child Care Businesses1. Child Care Solutions for Businesses2. Child Care Solutions for Families 3. Policy and Subsidy Solutions 4. OBJECTIVES Increase the capacity within the CHILD Task Force Better understand the specific child care needs of the community Continue to support child care providers Focus on child care workforce attraction and retention Engage employers in developing solutions Continue to collaborate with community leaders “We need subsidies for child care providers & low- income families; employers providing child care; affordable insurance for child care providers; relaxed development code and zoning code for child care; prohibit HOA covenants restricting child care; flexible financing options for child care; increased wages for child care providers; more after-school programs for school age children and higher wages for teachers offering after school programs or volunteer opportunities or tax incentives for the schools; child care cooperatives; grant funding; and city/county/state initiatives or support.” Belgrade, Community Leader, Cares about Child Care Options 226 STRATEGIC DIRECTION and ACTION PLAN 44 Increase the capacity within the CHILD Task Force Better understand the specific child care needs of the community Continue to support child care providers Focus on child care workforce attraction and retention Engage employers in developing solutions Continue to collaborate with community leaders OBJECTIVES Solutions for Child Care Businesses1. Child Care Solutions for Businesses2. Child Care Solutions for Families 3. Policy and Subsidy Solutions 4. PRIORITIES Enhance collaboration among all those involved and impacted by child care1. Support, complement and expand upon what currently exists2. Address the most pressing child care challenges in Gallatin County3. OVERALL GOALS Need for increased capacity within the CHILD Task Force Need for better data Need for evolving action plans KEY LEARNINGS What are our strategies to support our vision for the next 5-10 years? Which action items need to be accomplished? 227 GOAL 1: ENHANCE COLLABORATION AMONG ALL THOSE INVOLVED AND IMPACTED BY CHILD CARE OBJECTIVE 1: Increase the capacity within the CHILD Task ForceSTRATEGY 1.1: Explore the feasibility of dedicating a person full-time ACTION PLAN Formalize the established partnership Secure additional public-private funding Create a sustainable full-time position; responsibilities could include: Collaboration Communication Data gathering and analyzing Execution of the strategic plan Ongoing evolution of the strategic plan and its action items GOAL 2: SUPPORT, COMPLEMENT AND EXPAND UPON WHAT CURRENTLY EXISTS OBJECTIVE 2: Better understand the child care needs of thecommunitySTRATEGY 2.1: Build on what’s currently known to assess demand ACTION PLAN Obtain funds through ChildCare Aware of America grant Analyze the population of children under 5: past and projected Analyze school enrollment: Pre-K-5th grade: past and projected Secure birth rate data from Bozeman Health and others Collect and analyze estimated demands for child care: past and projected Present findings to community leaders and evaluate opportunities STRATEGY 2.2: Establish the Gallatin County waitlist program for use by care providers, families and businesses ACTION PLAN Build off what’s already been learned by the Missoula Child Care Advantage Initiative Look to complement and/or understand how the waitlist program fits with what the state is considering Put in place the ability to measure the actual demand for child care 45 228 GOAL 3: ADDRESS THE MOST PRESSING CHILD CARE CHALLENGES IN GALLATIN COUNTY OBJECTIVE 3A: Continue to support child care providers STRATEGY 3.1: Help increase awareness of availability of non- traditional hours and weekend care and assess understanding of the need ACTION PLAN Work with providers to promote availability and better understand what families want and why people are hesitating to use the care that’s offered Conduct an online survey among families who work non-traditional hours Work with employers to share with employees who may be interested Share findings with providers and employers and discuss potential solutions based on findings STRATEGY 3.2: Look for opportunities to simplify steps for child careproviders ACTION PLAN Create a comprehensive view of what each child care organization does and where a provider can go for what types of questions, issues, etc. Distribute the comprehensive view to all of the providers and post to the CCC website Continue to update and distribute the comprehensive view each year OBJECTIVE 3B: Focus on child care workforce attraction and retentionSTRATEGY 3.3: Recognize and provide incentives to the child careworkforce through funding opportunities and community donations ACTION PLAN Create a CHILD Task Force committee focused on workforce attraction and retention and define committee members’ roles and responsibilities Determine opportunities to secure funding to establish program (i.e., nonprofits, companies, grants, community foundations, etc.) Look to promote and provide incentives, grants, housing subsidies, etc. Spearhead campaign to acknowledge and offer child care workforce benefits: community-wide appreciation, freebies, discounts, support 46 229 OBJECTIVE 4: Engage employers in developing solutions STRATEGY 4.1: Provide needed information to employers ACTION PLAN Work with Zero to Five to finalize the financial model and business case for employer- supported child care (cost of care calculator) Reconvene the panel of employers who currently offer employer-supported child care Develop mini case studies to share with prospective employers; update the Employer- Supported Child Care Toolkit; and create FAQs Develop and field a universal survey to ask employers/employees questions - i.e., how many employees have you lost due to child care, etc. STRATEGY 4.2: Conduct outreach initiatives to increase the dialogue ACTION PLAN Create a CHILD Task Force committee focused on outreach to employers and define committee members’ roles and responsibilities Approach large employers in Gallatin County (i.e., Bozeman Health), share financial models and business cases, and brainstorm with them about child care solutions that meet their needs Approach multiple businesses that are located in the same area (i.e., Target, Costco, Town Pump, etc.) and discuss opportunities to collaborate in establishing nearby child care solutions for their employees Meet with Gallatin County to determine steps for offering care in new facility OBJECTIVE 5: Continue to collaborate with community leaders STRATEGY 5.1: Further engage community leaders and decision makers on the importance of child care solutions ACTION PLAN Create a CHILD Task Force committee focused on policies and subsidies Work to ensure that addressing child care needs are part of strategic plans, growth policies, etc. throughout Gallatin County and its communities Take actions outlined during the CHILD Task Force visioning session including: Incentivize employer supported child care (i.e. tax credits) Improve the understanding about the connections between child care and economic vitality Look at the low hanging fruit when it comes to subsidies Address the insurance barriers Collect data to make a case for incentives 47 230 STRATEGY 5.2: Keep child care top of mind for the media and thegeneral public ACTION PLAN Increase the number of people focused on the issue, offering new perspective and addressing lack of knowledge Reach out to media to secure additional coverage about child care challenges Continue to increase awareness through social media posts Develop a database of those interested in child care and share strategic plan updates via email newsletters, etc. 48 231 EVALUATION FRAMEWORK 49 How do we measure and evaluate our strategies and action items? GOAL 1: ENHANCE COLLABORATION AMONG ALL THOSE INVOLVED AND IMPACTED BY CHILD CARE OBJECTIVE 1: Increase the capacity within the CHILD Task Force STRATEGY 1.1: Explore the feasibility of dedicating a person full-time ACTION ITEM LEAD + SUPPORTING ORGANIZATIONS TIMING PROGRESS Formalize the established partnership CCC Q4 2024 Secure additional public-private funding CCC Q4 2024 Create a sustainable full- time position; define responsibilities CCC Q1 2025 232 GOAL 2: SUPPORT, COMPLEMENT AND EXPAND UPON WHAT CURRENTLY EXISTS OBJECTIVE 2: Better understand the child care needs of the community STRATEGY 2.1: Build on what’s currently known to assess demand ACTION ITEM LEAD + SUPPORTING ORGANIZATIONS TIMING PROGRESS Obtain funds through ChildCare Aware of America grant CCC Q1 2024 IN PROGRESS Analyze the population of children under 5: past and projected  NRMEDD Q3 2024 Analyze school enrollment: Pre-K-5th grade: past and projected  NRMEDD Q3 2024 Secure birth rate data from Bozeman Health and others NRMEDD Q3 2024 Collect and analyze estimated demands for child care: past and projected NRMEDD Q3 2024 50 233 GOAL 2: SUPPORT, COMPLEMENT AND EXPAND UPON WHAT CURRENTLY EXISTS OBJECTIVE 2: Better understand the child care needs of the community STRATEGY 2.2: Establish the Gallatin County waitlist program for use by care providers, families and businesses ACTION ITEM LEAD + SUPPORTING ORGANIZATIONS TIMING PROGRESS Build off what’s already been learned by the Missoula Child Care Advantage Initiative CCC 2024 IN PROGRESS Look to complement and/or understand how the waitlist program fits with what the state is considering CCC 2024 IN PROGRESS Put in place the ability to measure the actual demand for child care CCC Q1 2025 51 234 GOAL 3: ADDRESS THE MOST PRESSING CHILD CARE CHALLENGES IN GALLATIN COUNTY OBJECTIVE 3A: Continue to support child care providers STRATEGY 3.1: Help increase awareness of availability of non-traditional hours and weekend care and assess understanding of the need ACTION ITEM LEAD + SUPPORTING ORGANIZATIONS TIMING PROGRESS Work with providers to promote availability and better understand what families want and why people are hesitating to use the care that’s offered CCC Q2-Q3 2024 Conduct an online survey among families who work non- traditional hours CCC + CTF Q2-Q3 2024 Work with employers to share with employees who may be interested CCC + CTF Q2-Q3 2024 Share findings with providers and employers and discuss potential solutions based on findings CCC Q3 2024 52 235 GOAL 3: ADDRESS THE MOST PRESSING CHILD CARE CHALLENGES IN GALLATIN COUNTY OBJECTIVE 3A: Continue to support child care providers STRATEGY 3.2: Look for opportunities to simplify steps for child care providers ACTION ITEM LEAD + SUPPORTING ORGANIZATIONS TIMING PROGRESS Create a comprehensive view of what each child care organization does and where a provider can go for what types of questions, issues, etc.  CCC + STATE Q2-Q3 2024 IN PROGRESS Distribute the comprehensive view to all of the providers and post to the CCC website CCC Q2-Q3 2024 IN PROGRESS Continue to update and distribute the comprehensive view each year CCC Q4 2024 53 236 GOAL 3: ADDRESS THE MOST PRESSING CHILD CARE CHALLENGES IN GALLATIN COUNTY OBJECTIVE 3B: Focus on child care workforce attraction and retention STRATEGY 3.3: Recognize and provide incentives to the child care workforce through funding opportunities and community donations ACTION ITEM LEAD + SUPPORTING ORGANIZATIONS TIMING PROGRESS Create a CHILD Task Force committee focused on workforce attraction and retention and define committee members’ roles and responsibilities CTF Q2 2024 Determine opportunities to secure funding to establish program (i.e., nonprofits, companies, grants, community foundations, etc.) CTF Q2 2024 Look to promote and provide incentives, grants, housing subsidies, etc. CTF Q2 2024 Spearhead campaign to acknowledge and offer child care workforce benefits: community-wide appreciation, freebies, discounts, support CTF Q3-Q4 2024 54 237 GOAL 3: ADDRESS THE MOST PRESSING CHILD CARE CHALLENGES IN GALLATIN COUNTY OBJECTIVE 4: Engage employers in developing solutions STRATEGY 4.1: Provide needed information to employers ACTION ITEM LEAD + SUPPORTING ORGANIZATIONS TIMING PROGRESS Work with Zero to Five to finalize the financial model and business case for employer- supported child care (cost of care calculator) Zero to Five Q1-Q2 2024 IN PROGRESS Reconvene the panel of employers who currently offer employer-supported child care  CCC + CTF Q4 2024 (OCT) Develop mini case studies to share with prospective employers; update the Employer-Supported Child Care Toolkit; and create FAQs CCC + CTF Q4 2024 (NOV) Develop and field a universal survey to ask employers/employees questions - i.e., how many employees have you lost due to child care, etc. CCC + CTF Q1 2025 (JAN) 55 238 GOAL 3: ADDRESS THE MOST PRESSING CHILD CARE CHALLENGES IN GALLATIN COUNTY OBJECTIVE 4: Engage employers in developing solutions STRATEGY 4.2: Conduct outreach initiatives to increase the dialogue ACTION ITEM LEAD + SUPPORTING ORGANIZATIONS TIMING PROGRESS Create a CHILD Task Force committee focused on outreach to employers and define committee members’ roles and responsibilities CTF Q4 2024 Approach large employers in Gallatin County (i.e., Bozeman Health), share financial models and business cases, and brainstorm with them about child care solutions that meet their needs CTF Q1 2025 (JAN) Approach multiple businesses that are located in the same area (i.e., Target, Costco, Town Pump, etc.) and discuss opportunities to collaborate in establishing nearby child care solutions for their employees CTF Q1 2025 (JAN) Meet with Gallatin County to determine steps for offering care in new facility CCC Q2 2024 56 239 GOAL 3: ADDRESS THE MOST PRESSING CHILD CARE CHALLENGES IN GALLATIN COUNTY OBJECTIVE 5: Continue to collaborate with community leaders STRATEGY 5.1: Further engage community leaders and decision makers on the importance of child care solutions ACTION ITEM LEAD + SUPPORTING ORGANIZATIONS TIMING PROGRESS Create a CHILD Task Force committee focused on policies and subsidies  CTF Q2 2024 Work to ensure that addressing child care needs are part of strategic plans, growth policies, etc. throughout Gallatin County and its communities CTF Q2 2024 Take actions outlined during the CHILD Task Force visioning session  Incentivize employer supported child care (i.e. tax credits) Improve the understanding about the connections between child care and economic vitality Look at the low hanging fruit when it comes to subsidies Address the insurance barriers Collect data to make a case for incentives CTF Starting in Q2 2024 57 240 GOAL 3: ADDRESS THE MOST PRESSING CHILD CARE CHALLENGES IN GALLATIN COUNTY OBJECTIVE 5: Continue to collaborate with community leaders STRATEGY 5.2: Keep child care top of mind for the media and the general public  ACTION ITEM LEAD + SUPPORTING ORGANIZATIONS TIMING PROGRESS Increase the number of people focused on the issue, offering new perspective and addressing lack of knowledge CCC + CTF ONGOING Reach out to media to secure additional coverage about child care challenges CCC + CTF ONGOING Continue to increase awareness through social media posts CCC + CTF ONGOING Develop a database of those interested in child care and share strategic plan updates via email newsletters, etc. CCC Q1-Q2 2024 IN PROGRESS 58 241 Appendix 59 242 APPENDIX: A CLOSER LOOK AT BELGRADE 60 Desire to create a more positive work environment Interest in free child care for providers Interest in work credits / tuition reimbursement for high school and early childhood development students if they work in licensed child care facilities CHILD CARE WORKFORCE Pre-K is offered at three schools: Ridge View, Saddle Peak, Story Creek Additional summer care options are wanted Lack of flexible options Moving closer to other family members to help raise kids CHILD CARE CURRENT SITUATION Concern about the Belgrade School District working with a private provider Concern about the Belgrade School District competing with private programs Fewer staff at the Belgrade School District are saying they need child care EMPLOYER PARTICIPATION Address HOA restrictions Reduce litigation and over regulation of child care businesses Interest in state-supported child care Need for a higher income threshold to qualify for Best Beginnings Scholarships POLICIES AND SUBSIDIES Belgrade has similar child care-related challenges like many of the other communities throughout Gallatin County including the high cost of living, the need for better pay and better benefits for the child care workforce as well as a lack of places and land to locate child care programs. The Belgrade School District has explored offering onsite child care but multiple concerns were raised, and employee-reported demand is low at this time. OVERVIEW 243 Online Survey Question: What specific challenges and/or nuances need to be considered when it comes to child care in your community? CHALLENGES + NUANCES Key themes: Cost of living Cost of operating child cares Lack of providers Lack of affordable child care Lack of available child care Attraction and retention of child care workforce Need for flexible hours and summer care “We need: subsidies for childcare providers & low-income families, employers providing child care, affordable insurance for child care providers, relaxed development code and zoning code for child care, prohibit HOA covenants restricting child care, flexible financing options for child care, increased wages for child care providers, more after-school programs for school age children and higher wages for teachers offering after school programs or volunteer opportunities or tax incentives for the schools, child care cooperatives, grant funding, city/county/state initiatives or support.” Belgrade community leader 61 244 CHILD CARE + SCHOOL DATA Number of Licensed Providers 28 Licensed Infant Capacity 120 Licensed Preschool Capacity 382 Number of Students: Pre-K (2022-2023) Belgrade Public Schools Ridge View (7) Saddle Peak (2) Story Creek (13) 22 Number of Students: Kindergarten (2022-2023) - Belgrade Public 262 DEMOGRAPHIC CHARACTERISTICS DEMOGRAPHICS (2022) Population Size 10,941 Median Household Income $82,769 Median Age 33.4 Women in Child-Bearing Years (20-44)2,454 Population of Children Under 5 927 (8.5%) Women with Children Under the Age of 6 in the Labor Force* 59.7% Sources: https://dphhs.mt.gov/ecfsd/childcare/childcarelicensing/providersearch https://gems.opi.mt.gov/student-data *Women who may also have older children less than 18 years old. Sources: Kids Count Montana, U.S. Census, ACS 5-Year Estimates, B23003, S0101, S2503, S1301 62245 APPENDIX: A CLOSER LOOK AT BIG SKY 63 Lack of affordable housing Low wages and overall challenges with affordability Opportunity for more training Need for better pay / better benefits Need for more staff CHILD CARE WORKFORCE Morningstar Learning Center is the only licensed child care that serves the community and has been struggling with staff attraction and retention The center is not open on Fridays due to lack of staff Pre-K (known as 4K) is offered at Ophir Elementary School Pre-K is also available at Big Sky Discovery Academy, a private Montessori school BASE Camp offers an after school program but no transportation is available from Ophir Availability of year-round care, plus extended care, 7 days a week is critical for Big Sky’s service industry CHILD CARE CURRENT SITUATION The Big Sky Childcare Task Force (BSCTF) recently completed a comprehensive report to assess child care in Big Sky. That report has been used as a source for insights into what is happening in Big Sky and is included in this strategic plan as an appendix. The Big Sky community benefits several larger employers and from the use of resort tax dollars collected and redistributed to organizations to address gaps and needs, including child care. Big Sky Resort Area District (BSRAD) continually invests in the Big Sky Discovery Academy and Morningstar Learning Center to help close the child care funding gap. However, Morningstar Learning Center, the only licensed child care option available in Big Sky, is challenged by attracting and retaining a child care workforce due to the cost of living and lack of affordable housing. Also, the majority of the workforce commutes to Big Sky, often driving 45-60 minutes. One of the larger employers, the Yellowstone Club, is exploring child care in Gallatin Gateway for Big Sky employees who live in the Gallatin Gateway area. One community input session participant noted that although employer-supported child care may be of interest, there is also concern about being tied to one employer and not being able to switch jobs and that child care solutions outside of employment would be beneficial. OVERVIEW 246 Big Sky Resort Area District (BSRAD) uses collected resort taxes to invest in the Big Sky Discovery Academy and Morningstar Learning Center to help close the funding gap FY2022 = $320,000; FY2023 = $549,000; FY2024 = $725,000 Tuition assistance programming is available at Morningstar Learning Center and BASE Moonlight Community Foundation offers two free weeks of summer camp Wellness in Action (WIA) offers camp scholarships POLICIES AND SUBSIDIES Some employers offer flexibility including the Big Sky Chamber of Commerce Big Sky Resort could be possible participant as its parent company, Boyne Resorts, offers options in other areas, plus Big Sky Resort already provides some help Yellowstone Club is exploring options EMPLOYER PARTICIPATION Online Survey Question: What specific challenges and/or nuances need to be considered when it comes to child care in your community? CHALLENGES + NUANCES Key themes: Key themes: Lack of qualified child care workforce Long waitlists Cost of living Lack of affordable housing Lack of affordable child care Lack of available child care Need for flexible hours and summer care Attraction and retention of child care workforce Transportation for kids from school to activities “We need more staff and a larger building! There are more than 30 people on the waitlist who need care!.” Big Sky child care provider “Our challenges include the local cost of living, housing availability, wages, cost of tuition as it relates to ability to pay living wages to staff/teachers. Child care is the cornerstone to a sustainable, thriving community. We must make big changes in order to support this critical cause.” Big Sky resident who cares about child care offerings 64247 DEMOGRAPHIC CHARACTERISTICS CHILD CARE + SCHOOL DATA Number of Licensed Providers 1 Licensed Infant Capacity 12 Licensed Preschool Capacity 32 Number of Students: Pre-K (2023-2024) Ophir 17 Number of Students: Kindergarten (2022-2023) - Ophir 50 Sources: https://dphhs.mt.gov/ecfsd/childcare/childcarelicensing/providersearch https://gems.opi.mt.gov/student-data DEMOGRAPHICS (2022) Population Size 2,825 Median Household Income $94,176 Median Age 37.2 Women in Child-Bearing Years (20-44)1,493 Population of Children Under 5 90 (3.2%) Women with Children Under the Age of 6 in the Labor Force* 85.8% *Women who may also have older children less than 18 years old. Sources: Kids Count Montana, U.S. Census, ACS 5-Year Estimates, B23003, S0101, S2503, S1301 65248 APPENDIX: A CLOSER LOOK AT BOZEMAN 66 Lack of affordable housing Low wages and overall challenges with affordability Opportunity for more training Need for better pay / better benefits CHILD CARE WORKFORCE Pre-K is offered at four schools: Emily Dickinson, Hyalite, Longfellow, Whittier After school care is offered at schools through the United Way KidsLINK program Additional summer care options are wanted CHILD CARE CURRENT SITUATION Despite its larger population base, Bozeman is not immune to the child care-related challenges being experienced throughout Gallatin County including the cost of living, affordable housing and continued growth. Bozeman is home to some of the largest employers in the county, two of which are offering child care for their employees (and their student parents): the Bozeman School District through the ABCDino Academy program at the high school; and Montana State University and its two programs, the Child Development Center (CDC) and the Associated Students of Montana State Child Care Center (ASMSU). XY Planning Network, another Bozeman-based employer, offers care at its XY Learning Center. OVERVIEW Some employers are offering flexibility to parents - and more is wanted XY Planning Network created XY Learning Center for its parents and community members Gallatin County may be building a child care for its employees Possible participants include Bozeman Health EMPLOYER PARTICIPATION Need for a higher income threshold to qualify for Best Beginnings Scholarships Interest in state-supported child care Interest in subsidies to cover operations and increase child care workforce benefits Need help in navigating licensing, etc. POLICIES AND SUBSIDIES 249 Online Survey Question: What specific challenges and/or nuances need to be considered when it comes to child care in your community? CHALLENGES + NUANCES Key themes: Cost of operating child cares Licensing challenges Lack of affordable housing Cost of living Families not being qualified for Best Beginnings Scholarships but not able to afford care Lack of affordable child care Lack of available child care Attraction and retention of child care workforce Need for flexible hours and summer care Pre-K at additional schools “Early child care centers should have government support similar to the public school system. I want to be able to keep my job and afford child care without having to sacrifice my career goals and path.” Bozeman parent “I'm so sad to see we have stopped talking about the quality of care. We have standards in place to assure children in child care are provided safe, healthy and developmentally appropriate protections. We need to be protecting the experiences of a child each day, not warehousing them to make it affordable.” Bozeman community member 67 250 DEMOGRAPHIC CHARACTERISTICS CHILD CARE + SCHOOL DATA Number of Licensed Providers (59715)18 Licensed Infant Capacity 154 Licensed Preschool Capacity 469 Number of Licensed Providers (59718 + 59717)41 Licensed Infant Capacity 252 Licensed Preschool Capacity 840 Number of Students: Pre-K (2022-2023) Bozeman Public Schools Emily Dickinson (1) Hyalite (10) Longfellow (5) Whittier (9) 25 Number of Students: Pre-K (2022-2023) Anderson School 0 Number of Students: Kindergarten (2022-2023) - Bozeman Public 530 Number of Students: Kindergarten (2022-2023) - Anderson School 18 Sources: https://dphhs.mt.gov/ecfsd/childcare/childcarelicensing/providersearch https://gems.opi.mt.gov/student-data 68 251 DEMOGRAPHICS (2022) Population Size 53,500 Median Household Income $74,113 Median Age 28.2 Women in Child-Bearing Years (20-44)12,715 Population of Children Under 5 1,782 (3.3%) Women with Children Under the Age of 6 in the Labor Force* 32.1% *Women who may also have older children less than 18 years old. Sources: Kids Count Montana, U.S. Census, ACS 5-Year Estimates, B23003, S0101, S2503, S1301 69 252 APPENDIX: A CLOSER LOOK AT FOUR CORNERS 70 Interest in stability and continuity among workforce Desire for those who have a background in early childhood education CHILD CARE WORKFORCE Need for care that starts before 8 am and ends after 4:30 pm based on commute times Interest in more age appropriate options for 4-5 year olds Preschool care that extended beyond 9-12 pm Frustration with expense of child care and inability to use based on illnesses, etc. CHILD CARE CURRENT SITUATION The Four Corners area has continued to grow and develop, offering places for both businesses and residential homes within a short drive to Belgrade and Bozeman. Zoot Adventure Learning Academy, an onsite daycare at Zoot Enterprises, is located in the area, as well as other licensed daycare offerings. Monforton School offers K-8th grades and hosts the Wildcat Workshops Afterschool Program. Given its geographical location, one community input participant noted the transportation challenges of living in the Four Corners area including: travel time to/from other communities; left hand turns into traffic; and transportation of kids to other locations for after-school activities OVERVIEW Zoot Enterprises is offering onsite daycare, plus contracts with other area businesses to provide slots for their employees Often seems to be more work than it’s worth - i.e., restrictions, feasibility, etc. Interest in employer flexibility to accommodate child care needs EMPLOYER PARTICIPATION Need a one-stop shop for setting up child care Interest in child care subsidies for MSU staff and students POLICIES AND SUBSIDIES 253 Online Survey Question: What specific challenges and/or nuances need to be considered when it comes to child care in your community? CHALLENGES + NUANCES Key themes: No public transportation Lack of options after normal work hours Lack of longer hours to accommodate those working full-time Cost of living Lack of affordable child care Lack of available child care Lack of providers Distance to providers “My family cannot get child care for our two year old (it is all too expensive with long waits). Anything to help with that would be appreciated. I would LOVE to work for an employer that helped with child care; it would not only be a huge help to my family, it would reflect the values I want in a workplace.” Four Corners parent DEMOGRAPHIC CHARACTERISTICS CHILD CARE + SCHOOL DATA Number of Licensed Providers 7 (estimated) Licensed Infant Capacity Not known Licensed Preschool Capacity Not known Number of Students: Pre-K (2022-2023) Monforton School 4 Number of Students: Kindergarten (2022-2023) - Monforton School 68 Sources: https://dphhs.mt.gov/ecfsd/childcare/childcarelicensing/providersearch https://gems.opi.mt.gov/student-data 71 254 DEMOGRAPHICS (2022) Population Size 5,631 Median Household Income $107,448 Median Age 34.8 Women in Child-Bearing Years (20-44)** Population of Children Under 5 455 (8.1%) Women with Children Under the Age of 6 in the Labor Force* ** **Statistically unreliable based on size of community Sources: Kids Count Montana, U.S. Census, ACS 5-Year Estimates, B23003, S0101, S2503, S1301 72 255 APPENDIX: A CLOSER LOOK AT GALLATIN GATEWAY 73 Challenges in securing elementary school teachers CHILD CARE WORKFORCE No existing licensed child care programs Closest program is Quail Hollow Camps in Bozeman are the best summertime options Interest in Pre-K program at the school CHILD CARE CURRENT SITUATION Gallatin Gateway doesn’t currently have any operating licensed child care programs for infants, toddlers and Pre-K, requiring parents and families to explore other options including family, friends and neighbor care, babysitters, and driving into Bozeman to find care. However, the Yellowstone Club is exploring establishing a child care program in the area, and a new license has recently been secured by a provider. In addition, the Gallatin Valley YMCA is now offering a Later Gators After School Program five days a week for elementary-age kids at the Gallatin Gateway School. The Bridge Church, located in Gallatin Gateway, has explored having child care at its building, but renovations would need to be made first. OVERVIEW Yellowstone Club is exploring options EMPLOYER PARTICIPATION Interest in looking at HB352 - funding opportunities for literacy development Interest in simplifying the licensing process POLICIES AND SUBSIDIES 256 Online Survey Question: What specific challenges and/or nuances need to be considered when it comes to child care in your community? CHALLENGES + NUANCES Key themes: Nothing currently exists Lack of facilities Bilingual child care More affordable options Subsidized child care Continue support of the YMCA Later Gator program “Private industry needs to start offering child care options to attract workers. Pre-K should be offered to 4 year olds throughout the state as part of public school. Assistance should be more readily available for low income families so that parents can both work and have their kid in care (and still make enough money to make working worthwhile).” Gallatin Gateway parent “I have employees in the local area, including myself, that need daycare and after school care options.” Gallatin Gateway business owner / employer and parent 74 257 CHILD CARE + SCHOOL DATA Number of Licensed Providers 1 (new!) Licensed Infant Capacity 0 Licensed Preschool Capacity 0 Number of Students: Pre-K (2022-2023) Gallatin Gateway 0 Number of Students: Pre-K (2022-2023) Cottonwood 0 Number of Students: Kindergarten (2022-2023) - Gallatin Gateway 16 Number of Students: Kindergarten (2022-2023) - Cottonwood 5 Sources: https://dphhs.mt.gov/ecfsd/childcare/childcarelicensing/providersearch https://gems.opi.mt.gov/student-data DEMOGRAPHIC CHARACTERISTICS 75 258 **Statistically unreliable based on size of community Sources: Kids Count Montana, U.S. Census, ACS 5-Year Estimates, B23003, S0101, S2503, S1301 DEMOGRAPHICS (2022) Population Size 886 Median Household Income $98,750 Median Age 43.4 Women in Child-Bearing Years (20-44)** Population of Children Under 5 56 (6.3%) Women with Children Under the Age of 6 in the Labor Force* ** 76 259 APPENDIX: A CLOSER LOOK AT MANHATTAN - AMSTERDAM - CHURCHILL 77 Lack of available workforce - hard to reach people to hire Manhattan Christian is offering free child care for its child care workforce Large amounts of training and requirements for providers CHILD CARE WORKFORCE Location challenges Lack of longer hours to accommodate those working full-time CHILD CARE CURRENT SITUATION The Manhattan - Amsterdam - Churchill area is facing similar challenges that others across Gallatin County are facing - including workforce challenges. For example, Manhattan Christian Early Learning Center was operating with 6 children in Fall 2023, yet its capacity is 47, and it has since closed. There also may be a lack of awareness of what child care is available and/or a lack of alignment of what is being offered and what families need. For example, during the community input session, the Gallatin Conservation District mentioned offering summer programs and Friday programs, but yet they didn’t reach a maximum number of participants. OVERVIEW Manhattan Christian is offering 50% off child care for its faculty EMPLOYER PARTICIPATION Interest in less complicated regulations Appreciation for the COVID relief funding Interest in subsidies to cover tuition expense POLICIES AND SUBSIDIES 260 Online Survey Question: What specific challenges and/or nuances need to be considered when it comes to child care in your community? CHALLENGES + NUANCES Key themes: Location Cost of living Lack of affordable child care Operational costs “Many child care options are preschool hours, only open to 3:30 or 4 pm and opening at 8 am or later. Working full time requires more hours.” Manhattan parent “We need to help the child care providers with the constant demands of running a child care facility - weekly food costs and deliveries, business consulting, affordable licensing hurdles, affordable educational requirements for educators/owners, stipends for toys/activities/curriculum.” Manhattan community member 78 261 CHILD CARE + SCHOOL DATA Number of Licensed Providers 4 Licensed Infant Capacity 19 Licensed Preschool Capacity 57 Number of Students: Pre-K (2022-2023) Manhattan School 0 Number of Students: Pre-K (2022-2023) Amsterdam School 0 Number of Students: Kindergarten (2022-2023) - Manhattan School 44 Number of Students: Kindergarten (2022-2023) - Amsterdam School 24 Sources: https://dphhs.mt.gov/ecfsd/childcare/childcarelicensing/providersearch https://gems.opi.mt.gov/student-data DEMOGRAPHIC CHARACTERISTICS 79 262 DEMOGRAPHICS: MANHATTAN (2022) Population Size 1,986 Median Household Income $57,045 Median Age 39.6 Women in Child-Bearing Years (20-44)** Population of Children Under 5 92 (4.6%) Women with Children Under the Age of 6 in the Labor Force* ** **Statistically unreliable based on size of community Sources: Kids Count Montana, U.S. Census, ACS 5-Year Estimates, B23003, S0101, S2503, S1301 DEMOGRAPHICS: AMSTERDAM (2022) Population Size 160 Median Household Income $90,625 Median Age 40.5 Women in Child-Bearing Years (20-44)** Population of Children Under 5 16 (10%) Women with Children Under the Age of 6 in the Labor Force* ** **Statistically unreliable based on size of community Sources: Kids Count Montana, U.S. Census, ACS 5-Year Estimates, B23003, S0101, S2503, S1301 80 263 DEMOGRAPHICS: CHURCHILL (2022) Population Size 1,081 Median Household Income $90,250 Median Age 40.1 Women in Child-Bearing Years (20-44)** Population of Children Under 5 48 (4.4%) Women with Children Under the Age of 6 in the Labor Force* ** **Statistically unreliable based on size of community Sources: Kids Count Montana, U.S. Census, ACS 5-Year Estimates, B23003, S0101, S2503, S1301 81 264 APPENDIX: A CLOSER LOOK AT THREE FORKS - WILLOW CREEK 82 Lack of available workforce Lack of affordable housing Low wages and overall challenges with affordability Opportunity for more training CHILD CARE WORKFORCE Licensed child care options in Three Forks have recently closed or are expected to close There are no licensed child care options listed in Willow Creek The Three Forks school district’s early childhood center has limited capacity based on lack of available workforce Only open Monday-Thursday A Friday care program was offered, but only 2-3 kids attended After school programs offered through United Way are an important asset CHILD CARE CURRENT SITUATION Three Forks and Willow Creek have limited child care options which often require them to bring their children to other larger communities for care. The Three Forks school district offers a four-day school week, and both Three Forks and Willow Creek offer pre-Kindergarten at their schools. In addition, the Three Forks school district provides child care. One community input session participant noted that the area may be experiencing a lack of volunteerism among community members, yet volunteers are critical to making small towns run. Another trend may be an increase in homeschooling with families accessing the Three Forks Community Library for story time, lessons, and other activities. OVERVIEW The Three Forks school district offers free child care to its director Possible participants could include Wheat Montana, GCC Trident Plant and/or Magris Talc America EMPLOYER PARTICIPATION 265 One participant in the community input session noted that they feel regulated to the point that they can’t operate There is interest in state-subsidized salaries for the child care workforce POLICIES AND SUBSIDIES Online Survey Question: What specific challenges and/or nuances need to be considered when it comes to child care in your community? CHALLENGES + NUANCES Key themes: Better hours for working parents More local child care options vs. bringing kids to Bozeman for care Child care needs to be good, clean, safe and staffed appropriately “Many start out as in-home child care, which Three Forks requires a home occupation so they need a conditional use permit in order to legally operate, a business license too, and then provide off street parking for all the vehicles dropping off/picking up and the employees. It is difficult to attain that all on a small residential lot. Perhaps the zoning requirements could be lessened for child care providers?” Three Forks parent 83 266 84 CHILD CARE + SCHOOL DATA Number of Licensed Providers - Three Forks 2 Licensed Infant Capacity - Three Forks 14 Licensed Preschool Capacity - Three Forks 41 Number of Licensed Providers - Willow Creek 0 Number of Students: Pre-K (2022-2023) Three Forks 5 Number of Students: Pre-K (2022-2023) Willow Creek Offered/Unknown Number of Students: Kindergarten (2022-2023) - Three Forks 73 Number of Students: Kindergarten (2022-2023) - Willow Creek 7 Sources: https://dphhs.mt.gov/ecfsd/childcare/childcarelicensing/providersearch https://gems.opi.mt.gov/student-data DEMOGRAPHIC CHARACTERISTICS 267 DEMOGRAPHICS: THREE FORKS (2022) Population Size 1,895 Median Household Income $77,674 Median Age 43.6 Women in Child-Bearing Years (20-44)** Population of Children Under 5 72 (3.8%) Women with Children Under the Age of 6 in the Labor Force* ** **Statistically unreliable based on size of community Sources: Kids Count Montana, U.S. Census, ACS 5-Year Estimates, B23003, S0101, S2503, S1301 85 DEMOGRAPHICS: WILLOW CREEK (2022) Population Size 211 Median Household Income $62,188 Median Age 40.7 Women in Child-Bearing Years (20-44)** Population of Children Under 5 32 (15.17%) Women with Children Under the Age of 6 in the Labor Force* ** **Statistically unreliable based on size of community Sources: Kids Count Montana, U.S. Census, ACS 5-Year Estimates, B23003, S0101, S2503, S1301 268 APPENDIX: A CLOSER LOOK AT WEST YELLOWSTONE 86 Lack of affordable housing Low wages and overall challenges with affordability Opportunity for more training Need for better pay / better benefits CHILD CARE WORKFORCE Some employers are offering flexibility to parents Little Rangers offers free care to workforce Yellowstone National Park could be a possible participant based on need for employees EMPLOYER PARTICIPATION Little Rangers serves the community but has been struggling financially Community members are offering help Critical to the community as many parents work multiple jobs Pre-K transitional kindergarten is being considered Expanded, flexible hours for care is often needed Summer camps and after school programming are also critical CHILD CARE CURRENT SITUATION The West Yellowstone tourism economy and its 24/7 employment require non-traditional child care offerings. Other challenges include low wages, lack of housing and a geographically-isolated community. In addition, there is a need to recruit young professionals to West Yellowstone to fill critical jobs (teachers, first responders, etc.) and offer affordable and available child care, plus housing options. Little Rangers Learning Center is the only licensed child care provider in West Yellowstone, and it’s been actively fundraising and working with the community to address its budget shortfalls. OVERVIEW Interest in looking at the lodging tax to help fund options Would like support from the city to operate child care Idea of offering free care to teachers, first responders as way to attract larger workforce POLICIES AND SUBSIDIES 269 Online Survey Question: What specific challenges and/or nuances need to be considered when it comes to child care in your community? CHALLENGES + NUANCES Key themes: Seasonal nature of tourist town Lack of affordable housing Cost of living Lack of affordable child care Lack of available child care Need for child care for all ages Lack of a long-term plan for child care, reliability Need for flexible hours and summer care Pre-K at school First-generation speakers and bilingual needs Attraction and retention of child care workforce Lack of qualified child care workforce Leadership and organizational challenges “We are a tourist community, some parents work evenings or switch around their schedule so a parent or family member can help with child care. Many parents have had to quit their jobs because they don’t have anyone to help watch their child.” West Yellowstone parent “The business model at our current daycare does not fit the needs/economics of our current daycare clients. Parents need to be able to pay hourly, not weekly. A professional wage with benefits and housing options need to be available to offer to a qualified director to run the daycare.” West Yellowstone resident who cares about child care offerings 87 270 88 CHILD CARE + SCHOOL DATA Number of Licensed Providers 1 Licensed Infant Capacity 6 Licensed Preschool Capacity 16 Number of Students: Pre-K (2022-2023) West Yellowstone 0 Number of Students: Kindergarten (2022-2023) - West Yellowstone 27 Sources: https://dphhs.mt.gov/ecfsd/childcare/childcarelicensing/providersearch https://gems.opi.mt.gov/student-data DEMOGRAPHIC CHARACTERISTICS DEMOGRAPHICS (2022) Population Size 1,147 Median Household Income $48,750 Median Age 34 Women in Child-Bearing Years (20-44)** Population of Children Under 5 76 (6.6%) Women with Children Under the Age of 6 in the Labor Force* ** **Statistically unreliable based on size of community Sources: Kids Count Montana, U.S. Census, ACS 5-Year Estimates, B23003, S0101, S2503, S1301 271 APPENDIX: CHILD CARE WORKFORCE DATA FOR GALLATIN COUNTY 89 JOB GROWTH AND JOB OPENINGS IN SOUTHWEST REGION OF MONTANA Source: Montana Department of Labor and Industry (MTDLI), 2022-2032 Occupational Employment Projections Although not available on the county-level, MTDLI offers insights on regional-level estimates of job openings. Gallatin County is in the Southwest region as shown below. The annual projected job growth in the Southwest region is estimated at 1.3%. Moreover, MTDLI estimates 178 annual child care workers job openings in the Southwest Region through 2032. The child care industry has one of the top 30 number of job openings, plus its average wages are some of the lowest. ANNUAL PROJECTED JOB GROWTH BY REGION 272 ANNUAL PROJECTED JOB OPENINGS FOR SELECT EARLY CHILDHOOD EDUCATOR OCCUPATIONS IN THE SOUTHWEST REGION Occupation Minimum Education Exits Transfers Growth Total Avg Wage Child care workers High school diploma 77 99 2 178 $26,480 Preschool teachers Associate degree 22 29 6 57 $32,750 Preschool and child care administrators Bachelor's degree 2 3 1 6 $48,950 Kindergarten teachers Bachelor's degree 6 7 1 13 $49,170 Elementary school teachers Bachelor's degree 36 42 6 84 $60,200 Source: Montana Department of Labor and Industry 2022-2032 Occupational Employment Projections in the Southwest Region. Exits refer to openings generated from labor market exits, like retirements. Transfer openings include openings due to employee turnover. Growth openings are generated due to an increase in demand for the occupation. Average wage from Occupational Employment Statistics (OEWS) 2022. https://lmi.mt.gov/Projections WAGES BY POSITION IN GALLATIN COUNTY Position Hourly Wage Director $24.66 Early Childhood Assistant Teacher $16.90 Early Childhood Teacher $21.11 Other Positions $24.02 Substitute Teacher $17.10 Source: Montana Early Childhood Project 90 273 APPENDIX: CHILD Task Force Members Child Care Connections Child care providers throughout Gallatin County City of Bozeman Family Promise Gallatin College Gallatin County Greater Gallatin United Way HRDC Montana Department of Labor & Industry Montana Early Childhood Project Montana State Legislators Montana State University Northern Rocky Mountain Economic Development District Spanish Peaks Community Foundation West Yellowstone Chamber of Commerce Yellowstone Club Big Sky Chamber of Commerce Below is a list of CHILD Task Force members who have been involved in this initiative. 91 274 APPENDIX: VISIONING SESSION: ONLINE SURVEY FEEDBACK To help guide the Child Care Visioning Session held with CHILD Task Force members, Gallatin ECCC members and others, an online survey was sent out to participants in advance. Below is a summary of the feedback received from the survey. Survey Feedback What needs to be done now to achieve accessible, affordable and thriving child care in Gallatin County? Overall Enhanced collaboration between non-profit, for-profit, and local govt. to support service delivery, resource mobilization, and financial support Policies to reduce the cost of providing child care enacted by both government and by employers Increase in Availability Additional quality facilities Additional child care spots Employer supported child care and facilities Child Care Providers Long-term financial support Supportive relationship with licensors Easier access for independent and nonprofit providers Support in developing / maintaining affordable, quality and sustainable care Higher wages Continuing education and required annual training Cap on facility rental fees Workforce incentives Positive "professional" perception of child care providers Families with Children Lower fees / costs for families Reduced barriers for those trying to access aid and support Education on what to expect: turnover, cost, etc. 92 275 Where do we prioritize? Overall Prioritizing at the policy level, perhaps tax incentives for providers or for employers Collaboration between non-profit, for profit and local government Increase in Availability Meeting with organizations who have a large number of employees with children 0-5 Child Care Providers Increasing financial stability for providers Establishing consistent funding from the state Providing infant and toddler spots Additional funding, grants, compensation, etc., for early learning staff Licensing process for new staff Training Families with Children Adjusting Best Beginnings rates Creating a subsidy to balance the gap for Gallatin County Focusing on low to moderate income families - not just low income Helping families that have limited income and struggle with parenting / parent workshops Additional funding areas/opportunities for affordable child care How do you want to be involved? Working on financials Meetings with business owners Representing the school district Strategy, funding, action Working with legislators and legislation, advocacy Funder, service provider, stakeholder, advocate Wherever talents, knowledge, and experience would be most beneficial. 93 276 APPENDIX: VISIONING SESSION: PREP WORK + AGENDA VISIONING SESSION GOALS What are we looking to achieve during this visioning session? Provide input for a shared vision for accessible, affordable and thriving child care in Gallatin County Identify a prioritized list of ways to tackle child care challenges in Gallatin County; overall objectives include: Retain and support existing providers Develop a sustainable provider model Expand affordable child care Confirm what’s not currently known but needs to be understood at the end of the community feedback sessions 94 What do we NOT want to do during this visioning session? We don’t want to focus on the problems and what’s wrong However, we do want to focus on solutions and how we’re going to implement change PREP WORK and GROUND RULES What do you need to know and do to prepare for this meeting? Take this quick survey by Sunday, Sept. 24 to provide us with your input: https://www.surveymonkey.com/r/CTF-2023 Review the agenda and the appendix before the meeting Consider your responses on the topics to be discussed Bring an innovative mindset; be ready to share your opinions and explore the unknowns There are no right or wrong answers; and it’s okay if you don’t have the answers Honest input is critical; there is no judgment, and anything shared is valued 277 AGENDA 12 pm Lunch* and Socializing *Lunch will be provided 12:25 pm Hello and Overview 12:30 pm Topic #1: Update from Zero to Five and Others What’s happening around the state in communities as it relates to child care What innovative approaches have been attempted Others: Anything else that’s new to share that’s of interest 12:50 pm Topic #2: Your Vision + Your Priorities (Survey Results + Discussion) What needs to be done now to achieve accessible, affordable and thriving child care in Gallatin County? Where do we prioritize? How do you want to be involved? 1:45 pm Topic #3: Breakout Groups into Prioritized Topics Break out into prioritized topic groups; topic groups are expected to include: How do we start up new child care businesses? How do we support the workforce? How do we make it affordable to families? How do we get more employers? How do we get more policies in place? Discuss potential solutions and action items for your prioritized topic Summarize and get ready to share your recommended next steps with the larger group 2:25 pm Break 2:30 pm Topic #4: Reports from Breakout Groups Each group to share recommendations based on prioritized topic (5-10 min per group) 3 pm Topic #5: Community Feedback/Workshop Sessions Who do you want to see included in the community feedback/workshop sessions? What topics do you want discussed? What questions do you want to have answered through community input? What do we need to know/have determined at the conclusion of these sessions? 95 278 3:30 pm Topic #6: Defining + Achieving Success What does success look like for the CHILD Task Force? How will we know if we’ve been successful? What needs to happen/be put in place for the CHILD Task Force to succeed? What does our team need to know to succeed? 3:50 pm Wrap Up + Next Steps Anything else that’s top of mind for you? Next steps 4 pm Conclude 96 279 APPENDIX: VISIONING SESSION: SUMMARY + KEY TAKEAWAYS ATTENDEES + NOTES 97 More than 20 people from across Gallatin County, including representatives from Zero to Five, participated in the CHILD Task Force’s Child Care Visioning Session on Sept. 25, 2023. Attendees joined in-person and virtually. In preparation for the visioning session, 12 of the invitees completed a short survey sharing their opinions on the following: what needs to be done now; where to prioritize; and how to be involved. After hearing what is happening around the state and discussing what needs to be done now to achieve accessible, affordable and thriving child care in Gallatin County, attendees agreed that three big areas of focus need to be: Workforce Retention; Employer Participation; and Policies and Subsidies. The attendees broke into three groups to brainstorm solutions and action items for the “three biggies” and reported back their key takeaways to the larger group. Potential solutions and action items are noted below: SUMMARY Workforce Retention Focus on professional development - training Outline the career path opportunities for employees Evaluate training / consolidate / seek state funding Connect staff to the work - emotional connection Access to affordable housing - landowner/developer tax incentives/credits if people living in their rentals/property are child care workers; rent reductions Consider new benefits including providing child care providers/employees with free child care, funded by the state Employer Participation Provide answers to commonly asked questions, FAQs for employer supported child care Insurance, space, licensing, cost, tax credits Transportation, utilization, etc. Develop a universal survey with questions for employers and employees Example: How many employees have you lost due to child care? Example: If you were offered a spot at a child care facility would you utilize it? 280 Build awareness and recognition through consumer education Family friendly businesses - seeing this as a competitive advantage Employees seeing this as a benefit Example: Family Forward Retention, recruitment Host an employer discussion/round table Employers who are interested or want to discuss further What it looks like - what are the barriers, who are the resource partners Launch a campaign with the chambers and Prospera as champions Share and promote existing resources How easy the solutions are Tough questions and issues Conduct a community needs assessment Policies and Subsidies Incentivize employer supported child care (i.e. tax credits) Improve the understanding about the connections/impact between child care and economic vitality Look at the low hanging fruit when it comes to subsidies (i.e., Best Beginnings Scholarship, child support - length of application) Address the insurance barriers Collect data to make a case for incentives Leverage existing and be voice for workforce Increase the number of people focused on the issue, offering new perspective and addressing lack of knowledge, framing up competitive landscape for employers Other Considerations Partnering with banks to invest in child care CRA banking: https://www.federalreserve.gov/consumerscommunities/cra_about.htm In addition, the attendees discussed the upcoming Community Feedback/Workshop Sessions and brainstormed ideas on participants, topics, questions to be answered and desired outcomes. The larger group also defined what success will look like for the CHILD Task Force and what needs to be in place for success to happen. 98 281 Other communities and businesses across Montana and the United States are working on finding solutions to child care challenges. Looking at what others are doing will be an important component of the Child Care Strategic Plan for Gallatin County. The three priority topics identified by the group are Workforce Retention, Employer Participation, and Policies and Subsidies. Initial ideas shared during the visioning session will be used to develop the strategic plan along with ideas from the Community Feedback/Workshop Sessions. As the group looks ahead to the Community Feedback/Workshop Sessions, they want to obtain solutions-focused, preventive-focused and future-focused ideas from the communities around Workforce Retention; Employer Participation; and Policies and Subsidies. A wide range of participants are desired, essentially those who could play a part in finding child care solutions - whether they know it or not. The group also noted that they want to make sure that LEP families and their needs are included. Success was defined in multiple ways by the group including: community-wide engagement; success and sustainability for current child care providers including increased worker retention rates; policy recommendations for local, state, federal, based on data; an established resource; and clear asks of the funders. In order to achieve that success, the visioning session attendees agreed that there will need to be clearly defined roles, expectations, and action items, including establishing committees for the “three biggies”. Next steps include organizing, scheduling and obtaining input from the group on specific people to invite to the upcoming Community Feedback/Workshop Sessions. KEY TAKEAWAYS 99 ATTENDEES Tori Sproles, Child Care Connections Jesse DiTommaso, City of BozemanDean Williamson, HRDC Jackie Haines, NRMEDDRhonda Schwenke, Zero to Five Lacey Bertram, ThriveDawn Zimdars, MTECP Leighann Miner, YCShelby Whelan, Zero to Five, MCCBC Kara Meier, BHMarilyn (Mars) King, BSD7 Mike Van Vuren, BSD7Taylor Boylan, ECP Alice Buckley, MT Legislature Tanya Andreasen, YCCF Sara Savage, HRDCNicole Berg, Gallatin College Jessica Dehn, Explore/DinoKim Hall, Greater Gallatin United Way Jane Gillette, Montana LegislatureBrit Fontenot, City of Bozeman 282 Zero to Five Shelby Whelan Community level support for child care innovation Work one on one with communities that received innovation fund through ARPA (30 grantees) Paced by the communities and FREE to collaborate Community cohort Help them facilitate a community conversation and collect data, gap analysis, facilitation, etc. Help with business planning and action planning to implementation First cohort - 6 communities Red Lodge, Blackfeet Nation, Flathead, Ravalli, Shelby, Toole, Choteau Second cohort - 8 communities Big Horn, Broadwater(2), Cascade, Jefferson, Sanders, Lincoln, Yellowstone Alex: Business Engagement Policies, advocacy and businesses Awareness Community coalition work- community policy building 30 innovation grantees 100 Zero to Five Rhonda Schwenke Grant received through ARPA to state MT Child Care Business Connect Focused on the business end5 arms of the grant Individual business advising and consultationProfessional development Web resource hubFocused on owning and operating a child care business Business accelerator mentorship programOutside industry - startups or expansions 8 mentors paired with 8 protégés Focused on start up 3 open, 3 almost openCommunity Work Family Forward MT initiative - multiple aspectsSupporting employers with family friendly practices NOTES FROM VISIONING SESSION Topic #1: Update from Zero to Five and Others What’s happening around the state in communities as it relates to child care? What innovative approaches have been attempted? Others: Anything else that’s new to share that’s of interest? 283 Topic #2: Your Vision + Your Priorities (Survey Results + Discussion) What needs to be done now to achieve accessible, affordable and thriving child care in Gallatin County? Where do we prioritize? How do you want to be involved? What Needs to Be Done Now: Overall Enhanced collaboration between non-profit, for-profit, and local govt. to support servicedelivery, resource mobilization, and financial support Policies to reduce the cost of providing child care enacted by both government and byemployers Changing the perception that child care is an everyone issue/community issueMore employer participation and engagement in child care Some employers are worried about inequity about providing benefits Need legal counsel for employers Cost barriers Incentivize staff Family Forward is looking at some of these issues as well It would be good to see an employer led coop FSAInvestment coop - child care will hold waitlist spots What Needs to Be Done Now: Increase in Availability Additional quality facilities Additional child care spots Employer supported child care and facilities Sustainability for child care providers What Needs to Be Done Now: Child Care Providers Long-term financial support Supportive relationship with licensors Easier access for independent and nonprofit providers Support in developing / maintaining affordable, quality and sustainable care Higher wages Continuing education and required annual training Cap on facility rental fees Workforce incentives - incentivize the staff Positive "professional" perception of child care providers Additional workforce 101 What Else is Happening at the State Level? Child Care Worker Best Beginnings Scholarship Program 250% FPL, capped copay at $100Best Beginnings Scholarship increased eligibility 185% FPL, 9% copay cap, full enrollment paid vs attendanceChild care licensing packet will be released soon - open for public comment 5 STAR System - Best Beginnings STARS to Quality (State Quality Rating ImprovementSystem) is being revamped currently. Working with nationwide experts. 284 Where Do We Prioritize? Overall Prioritizing at the policy level, perhaps tax incentives for providers or for employers Collaboration between non-profit, for profit and local government Employer participation Increase in Availability Meeting with organizations who have a large number of employees with children 0-5 Employer participation Keeping and creating spots Child Care Providers Increasing financial stability for providersEstablishing consistent funding from the state Providing infant and toddler spots Additional funding, grants, compensation, etc., for early learning staff Licensing process for new staffTraining Workforce retentionAccess to capital Families with Children Adjusting Best Beginnings rates Creating a subsidy to balance the gap for Gallatin CountyFocusing on low to moderate income families - not just low income Helping families that have limited income and struggle with parenting / parent workshopsAdditional funding areas/opportunities for affordable child care How To Be Involved? Working on financials Meetings with business ownersRepresenting school district Strategy, funding, actionWork with legislators, advocacy Funder, service provider, stakeholderWherever talents, knowledge, etc. would be most beneficial What Needs to Be Done Now: Families with Kids Lower fees / costs for families Reduced barriers for those trying to access aid and support Education on what to expect: turnover, cost, etc. Reducing barriers for qualification of subsidies Non-traditional hours Creative solutions on hours Leadership /bBusiness retention activities Culture building Management 102 285 Topic #3: Breakout Groups into Prioritized Topics Break out into prioritized topic groups. Discuss potential solutions and action items for your prioritized topic. Summarize and get ready to share your recommended next steps with the largergroup. Topics Chosen for Breakout Discussions Workforce RetentionEmployer Participation Policies and Subsidies Topic #4: Reports from Breakout Groups Each group to share recommendations based on prioritized topic (5-10 min per group). Workforce Retention Barriers Training - 16 hours - orientation and ongoing Younger employees = parents + spouse Wages, benefits, stability, retirement, health insurance Stability around employers Solutions Professional development - training Support - degrees - who, career - higher education Evaluate training / consolidate State funding to pay for training Connecting staff to the work - mission - training - emotional connection Making it a career path Affordable housing - tax incentives to landowners if they have people living in their rentals/property that are child care workers [HOAs - Texas] - rent reductions Tax credits for developers Child care providers/employees would get free child care funded by the state Workforce Retention Benefits of employer supported child care OnsiteFamily friendly policies Disconnect is translating all the benefits to employersProfit and productivity need to be at the forefront, cost Speak the language of the employersBusiness case for child care What does it cost to “retrain” vs. paying for child care?Challenges Need for year-round care - summer care neededSolutions Commonly asked questions, FAQs for employer supported child careInsurance, space, licensing, cost, tax credits Transportation, utilization, Big Sky - Ophir 103 286 Universal survey that had very detailed questionsExample: If you were offered a spot at a child care would you utilize it? Detailed reasons why How many employees have you lost due to child care? Consumer educationFamily friendly businesses - seeing this as a competitive advantage Employees seeing this as a benefitExample: Family Forward Retention, recruitment Employer discussion/round table Employers who are interested or want to discuss further What it looks like - what are the barriers, who are resource partners Campaign - Chambers, Prospera - championsShare and promote existing resources How easy the solutions are Tough questions and issues Community needs assessment Policies and Subsidies HOAs in Texas Challenge There is not a large appetite/interest to expand subsidies Solutions Employer supported child care More incentives for employers to participate (i.e. tax credits) Improving the understanding about the connections between child care and economic vitality - impact - voices in conversation Low hanging fruit when it comes to subsidy Best Beginnings Scholarship Child support - length of application Looking at addressing insurance barriers Action items Collecting data to make a case for incentives Clear understanding of the economic snapshot/impacts What does it cost a woman when she leaves the workforce/cost of turnover If someone leaves the workforce does it cost more for state subsidies than it would for cost for child care Leverage existing - voice for workforce Tax credits went away because employers weren’t utilizing them We think that the environment has changed and that more employers are looking to support child care and families that work for them More focus from more people - new perspective - lack of knowledge - competitive landscape for employers Things to think about: Partnering with banks to invest in child care CRA banking https://www.federalreserve.gov/consumerscommunities/cra_about.htm 104 287 Topic #5: Community Feedback/Workshop Sessions Who do you want to see included in the community feedback/workshop sessions? What topics do you want discussed? What questions do you want to have answered through community input? What dowe need to know/have determined at the conclusion of these sessions? Who needs to be there? County developersCurrent child care providers Businesses/business ownersBankers Parents: including prenatal and those who are actively family planning Low income families LEP families (limited English proficiency) High schoolers/college students (those who are thinking about family and career) Policy makers - staff and elected officialsEquity and Inclusion: Belonging in Bozeman group Real estate agents / land developers - residential and commercial School districts Montana State - teacher certification oppsForecasters - demographic trends Rental companies - property managers Insurance companies and agents - legal and risk LawyersFaith-based organizations Non-profitsCommunity foundations Related community groupsEarly Childhood Coalitions Diversity in geography What topics do you want discussed? Solutions-focused - vision/future-focused - preventive-focused - looking ahead Start with the three priorities from this groupWorkforce Retention Employer ParticipationPolicies and Subsidies *Note** LEP families + needs are addressed What questions do you want to have answered? What have you already tried? Offer solutions, resources, capital, ideas, etc. Opportunity for connection What’s most important to you? What’s the highest value? What has prevented you from moving forward? Barriers? Who wants to be part of the solution?What part can you play? What resources do you have?What connections do you have? What data do you have to share?What data are you wanting to see? 105 288 What would your community look like? What specific community specific challenges/nuances? Tell the stories - what does the future look like in your industry? Community? What do you want the future to look like? Set up the participants with the “why”, some prep work What’s happening = background information Prevention focused, solution focused, future focused Paint a picture of what “ideal” looks like and how can we get there? Collecting data during the day and share compilation afterward - qualitative Are financial challenges impacting? What do we need to know/have determined at the conclusion of these sessions? How to fix the child care issue? How are we going to fix it?Who is going to help us fix this? Action items: How is this time different?Professional pressure - peer pressure - solve / cause - reason - why Example: City investing in housing Example: Jim at First Security Bank - housing fund Group of influencers - involved - why/individualsWhat would it take to require child care space? Brand new market rate Zoning regulations - limited impact Topic #6: Defining + Achieving Success What does success look like for the CHILD Task Force? How will we know if we’ve been successful?What needs to happen/be put in place for the CHILD Task Force to succeed? What does our team need to know to succeed? What does success look like for the CHILD Task Force? How will we know if we’ve beensuccessful? Helping current providers succeed Retention and sustainability in current child care programming Max out existing child care - workforce Policy recommendations for local, state, federalIncreased worker retention rates New data that will support policy recommendations - employees/familiesResources available for employee Community engagement - collaboration Employer engagement - upfront info Supportive conversations Resource - research Clear asks of fundersCommon language What do we want to fund? 106 289 What needs to happen/be put in place for the CHILD Task Force to succeed? Roles, expectations, action items, qualityThree groups = three topics Establish committees for the “three biggies”Have representation from diverse groups All stakeholdersRotating people/leaders Leadership in each group and clearly defined roles What needs to be known? PrioritizeWhat can be replicated? Why do some things don’t work/ do work? Existing resources 107 290 APPENDIX: AGENDA FOR COMMUNITY INPUT/FEEDBACK SESSIONS Community input and feedback sessions were held across Gallatin County in the following locations: Big Sky Belgrade Bozeman Four Corners Gallatin Gateway Manhattan / Amsterdam / Churchill Three Forks West Yellowstone The agenda that was used to guide the community sessions was based on the outcomes from the visioning session and is included below. Welcome + Overview (3 minutes) What Currently Exists in Your Community (10 minutes) What positive things are already happening in this community that support accessible, affordable and thriving child care? Topic #1: Child Care Workforce Retention (10 minutes) What are the opportunities to better support and retain those who work in child care? What do you see as the future vision for a successful child care workforce? Topic #2: Employer Supported Child Care (15 minutes) Are you aware of any employer supported child care options in this area? Are you interested in offering/accessing employer supported child care? Why/why not? What questions do you have about employer supported child care? What does employer supported child care look like to you? What is needed to make employer supported child care a reality? Topic #3: Policies + Subsidies (10 minutes) Are you aware of any policies and/or subsidies that support accessible, affordable and thriving child care in this area? Are you aware of any policies and/or subsidies that do NOT support accessible, affordable and thriving child care in this area? What policies and/or subsidies do you want to see in place?108 291 Community Specific Challenges (5 minutes) What specific challenges and/or nuances need to be considered for this community? Big Picture (5 minutes) What will your community look like when there are accessible, affordable and thriving child care options? Wrap Up + Conclude (2 minutes) OVERVIEW Who should attend these community feedback/workshop sessions? Anyone who impacts, influences, cares and/or wants child care options: community leaders, policy makers, business owners, employers, child care providers, parents, future parents, schools, bankers, lawyers, insurance agents, non-profits, faith-based organizations, community groups, developers, real estate agents, property managers, etc. Who is hosting these community feedback/workshop sessions? These sessions are being hosted by the CHILD (Cooperative, Holistic, Innovative, Local, Design) Task Force. The task force is made up of members from Child Care Connections, HRDC, Northern Rocky Mountain Economic Development District, MT Early Childhood Project, Big Sky Chamber of Commerce, Spanish Peaks Community Foundation, Gallatin College, Gallatin United Way, Montana state legislators, West Yellowstone Chamber of Commerce, local financial institutions, MT Department of Labor & Industry and more. Why are these community feedback/workshop sessions being held? The CHILD Task Force is seeking community input on how to achieve a shared vision for accessible, affordable and thriving child care throughout Gallatin County. The purpose of these 60-minute sessions is to focus on solutions – now and in the future. The input gathered during these sessions will be used to inform and guide the Gallatin County Child Care Strategic Plan. What do you need to do and know? Bring an innovative mindset; be ready to share your opinions and offer suggestions There are no right or wrong answers; and it’s okay if you don’t have the answers Honest input is critical; there is no judgment, and anything shared is valued What do we NOT want to do during these 60-minute sessions? We don’t want to focus on the problems and what’s wrong However, we do want to hear ideas and solutions on how to implement change 109 292 APPENDIX: COMMUNITY INPUT: SURVEY ANALYSIS More than 420 people from across Gallatin County responded to an online survey and shared their thoughts about child care in Gallatin County. Below is a summary of what was shared. COMMUNITY SURVEY INPUT BY COMMUNITY Q. Select your community. Belgrade 80 Big Sky 40 Bozeman 187 Four Corners 13 Gallatin Gateway 21 Manhattan / Amsterdam / Churchill 14 Three Forks / Willow Creek 7 West Yellowstone 77 COMMUNITY SURVEY INPUT BY CHILD CARE INVOLVEMENT Q. Which of the following best describes you? Care about Child Care Options 179 Want Child Care Options 176 Provide Child Care Options 39 Work Impacts Child Care Offerings 28 110 293 COMMUNITY SURVEY INPUT BY COMMUNITY ROLE Q: Which of the following best describes your role in the community? Parent / future parent 302 Engaged community member 188 School / teacher / administrator / volunteer 64 Business owner / employer 61 Child care provider 46 Non-profit, faith-based organization, community group 41 Community leader 32 Policy maker / local government 11 Banker, lawyer, insurance agent 8 Developer, real estate agent, property manager 8 Healthcare provider 6 Counselor / therapist 4 Other 4 111 294 STEPS TO ACHIEVE ACCESSIBLE, AFFORDABLE AND THRIVING CHILD CARE Q. What needs to be done now to achieve accessible, affordable and thriving child care in your community? Q. What needs to be done now to achieve accessible, affordable and thriving child care in your community? Key themes (from those who provide/impact child care offerings): More funding for child care providers Incentives for child care workers Increased income Decreased cost of living Offer pre-K at the school Public early childhood education Discounts for families with 2 or more kids Key themes (from those who want child care options): More affordable housing options More child care options (database) More affordable options Better funding Continued regulations Better hours for working parents (including summer care) Incentives for employers who provide child care or paid parental leave Scholarships for child care Incentives for child care providers who meet quality criteria and who provide livable rates More flexible options from employers (i.e., four-day work weeks) Offer work credit to those in early childhood development majors if provide child care Conduct audit to determine where spaces are available for child cares (i.e., churches) Child care tax credit/stipend to help pay livable wages to child care workers BELGRADE “Whole community, region, state and national support. We must all chip in or contribute in some way to support providers so we can grow the number of high quality spots available. This is especially true for those with large amounts of money, resources and influence like big businesses, the wealthy, county and state governments. They must contribute funds, resources, spaces, strategic planning support, and their influence to address this incredibly complex challenge we all face.” Belgrade, Parent / Future Parent, Wants Child Care Options 112 295 Key themes (from those who care about child care options): Decrease costs of child care (more affordable options) Increase options Education on what it takes to license a child care Subsidize child care Increase threshold for Best Beginnings Scholarships Provide more tax benefits and reimbursement options Offset staffing and regulation costs Support and educate those who want to start child care options (sponsor/partners) Employer provided child care More background checks Reinstatement of child tax credit Livable wages for all Professional development Less expensive locations Zoning considerations “Subsidy for child care providers & low-income families, employers providing child care, affordable insurance for child care providers, relaxed development code and zoning code for child care, prohibit HOA covenants restricting child care, flexible financing options for child care, increased wages for child care providers, more after-school programs for school age children and higher wages for teachers offering after school programs or volunteer opportunities or tax incentives for the schools, child care cooperatives, grant funding, city/county/state initiatives or support.” Belgrade, Community Leader, Cares about Child Care Options Q. What needs to be done now to achieve accessible, affordable and thriving child care in your community? Key themes (from those who provide/impact child care offerings): Retain staff Better pay / better benefits Housing Larger facility Funding Decrease cost of living expenses (food, housing) Co-operative child care by parents in the community Pre-K available at the school BIG SKY 113 296 Key themes (from those who want child care options): Better pay / better benefits More options for infants and toddlers More options for days, times, part-time, etc. Subsidized child care Housing for child care providers Key themes (from those who care about child care options): Funding Subsidized care by employers More options for days, times, etc. Better pay / better benefits Housing for child care providers New facility HOAs to allow home-based options Q. What needs to be done now to achieve accessible, affordable and thriving child care in your community? Key themes (from those who provide child care offerings): Better pay / better benefits More workforce Higher income threshold to qualify for subsidies Easier to get licensed Child care options (database) Funding; state-supported child care Perks for long-term employees Cost of renting spaces, employees, insurance BOZEMAN 114 297 “To achieve accessible, affordable, and thriving child care in our community, several crucial changes are imperative, considering the challenges faced as a daycare owner. First and foremost, there's a looming concern about the future difficulty in addressing this issue. Drastic and swift measures are essential. One major hurdle I encounter is the exorbitant cost of renting properties in this area. As a preschool operating in a group child care home, the licensing limits the number of children to 15, contributing to higher tuition rates due to the restricted capacity. To alleviate this, there should be a reconsideration of licensing regulations, allowing for a higher number of children based on available space in residential locations. The affordability struggle is compounded by the impracticality of regulations set by the Department of Public Health and Human Services (DPHHS). The process of hiring qualified staff is hindered by a lengthy approval period, which can take up to 1.5 months. This delay poses a significant challenge, especially in emergencies when immediate staffing is crucial. There's a pressing need for a more efficient and flexible system, perhaps incorporating a grace period between document submission and approval to enable timely workforce adjustments. Furthermore, the issue of teacher compensation is paramount. Competing with jobs offering higher wages, such as cleaning services with rates of $25 per hour, is challenging. While I don't have a definitive solution, it's evident that increased financial support, possibly from government initiatives, is necessary to ensure fair compensation for the vital role teachers play in child care. This is a systemic issue that cannot be solely addressed by private child care businesses but requires government intervention to establish sustainable solutions. In essence, for accessible, affordable, and thriving child care, a comprehensive review of licensing regulations, efficient staffing procedures, and financial support for educators is essential to create a more robust and equitable child care system in our community.” Bozeman, Child Care Provider / Business Owner Key themes (from those who do work that impact child care offerings): More child care options More affordable options Better pay / better benefits Provide transportation for rural students Offer before and after school options on campuses Education / professional development Sliding fee scale More training Key themes (from those who want child care options): Address cost of living, cost of housing More child care options More affordable options More infant care options Free preschool for all families with children ages 4 and up Incentives for providers who are licensed, continuing education, etc. 115 298 Better pay / better benefits Subsidies to cover operations, water, electricity, property taxes, etc. Subsidies for retrofitting locations for centers Subsidies to supplement staff pay, tax credits for child care expenses, housing subsidies Flexibility from employers, employer supported options Address HOA restrictions for in-home care After school care Summer care Increased state funding for licensed child care providers to retain staff and provide safe care with appropriate staff to child ratios Better hours for working parents, non-traditional hours Lower the threshold for Best Beginning Scholarships “Please set up infant to 5 year old child care at each elementary, middle and high school. There would be advantages to parents, child care staff, community members who are not wanting child care centers in their backyards and most importantly, for the children. This would aid parents with more than one child in the school system, aid specialists who need to work with these children and their caregivers, and provide the community with a centralized, easily supervised location. There are many more reasons but it’s late, and I’m too tired to list them here now. Contact me! Laurie at 707 599-6622 Thanks!” Bozeman, Parent / Future Parent, Wants Child Care Options “Early child care centers should have government support similar to the public school system. I want to be able to keep my job and afford child care without having to sacrifice my career goals and path.” Bozeman, Parent / Future Parent, Wants Child Care Options Key themes (from those who care about child care options): More child care options More infant care options More affordable options More high quality options Year-round schools Streamline licensing and background checks; reduce barriers to opening and operating a child care business; lower the barrier to entry for providers, both regulatory and financial by leveraging local, state and fed govt programs to fund/subsidize child care for the workforce More state funding Assistance in paying tuition Subsidize child care (tourism tax) 116 299 Better pay / better wages (without impacting families) Better hours for working parents, non-traditional hours Partnerships among organizations, schools, providing access, grants, and City, funding to support quality child care Offer pre-K at the school Affordable housing Employer support “I'm so sad to see we have stopped talking about the quality of care. We have standards in place to assure children in child care are provided safe, healthy and developmentally appropriate protections. We need to be protecting the experiences of a child each day, not warehousing them to make it affordable.” Bozeman, Engaged Community Member, Cares about Child Care Options Q. What needs to be done now to achieve accessible, affordable and thriving child care in your community? Key themes: More child care options More affordable options Subsidized child care Tax breaks for developers providing land for child care More support and training for child care providers Public transportation to access offerings Better hours for working parents, non-traditional hours FOUR CORNERS Q. What needs to be done now to achieve accessible, affordable and thriving child care in your community? Key themes: Nothing currently exists More child care options More affordable options Subsidized child care Continue supporting the YMCA Later Gator program GALLATIN GATEWAY “1. Private industry needs to start offering child care options to attract workers 2. Pre-K should be offered to 4 year olds throughout the state as part of public school 3. Assistance should be more readily available for low income families so that parents can both work and have their kid in care (and still make enough money to make working worthwhile).” Gallatin Gateway, Parent / Future Parent, Want Child Care Options 117 300 Q. What needs to be done now to achieve accessible, affordable and thriving child care in your community? Key themes: Subsidies for daycares Lower rent for providers Better pay for providers More child care options Incentivize new child care businesses Support child care businesses Offer pre-K at the school More affordable: provide scholarships for those who can’t afford to pay for pre-K Lack of child care workforce MANHATTAN / AMSTERDAM / CHURCHILL “We need to help those business owners with the constant demands of running a child care facility -- weekly food costs and deliveries, business consulting, affordable licensing hurdles, affordable educational requirements for educators/owners, stipends for toys/activities/curriculum.” Manhattan / Amsterdam / Churchill, Community Member, Who Wants Child Care Options Q. What needs to be done now to achieve accessible, affordable and thriving child care in your community? Key themes: More child care options Better hours for working parents More affordable THREE FORKS Q. What needs to be done now to achieve accessible, affordable and thriving child care in your community? Key themes (from those who provide/impact child care offerings): Affordable housing Better pay / better benefits Training Funding Incentives WEST YELLOWSTONE 118 301 Key themes (from those who want child care options): More options Support from the city to operate Subsidize the child care, support current caregivers Website/group/resource that links parents to caregivers Lack of consistent care Availability Affordability Affordable housing Accredited administrators and teachers Better pay / better benefits Pre-K at the school Free child care for teachers Offer more scholarships Attract and retain providers Expanded hours Funding options Key themes (from those who care about child care options): Affordable Reliable Housing Better pay / better benefits Staffing Attract and retain quality professionals Cost of child care Positive work environment Funding More options Community support After school program 119 302 SUPPORT FOR THOSE WHO WORK IN CHILD CARE Q. What are the opportunities to better support and retain those who work in child care? Q. What are the opportunities to better support and retain those who work in child care? Key themes (those who provide/impact child care offerings): Better pay / better benefits Funding Less trainings / more efficient trainings / trainings based on experience Incentivize training and education Community support BELGRADE Key themes (those who want child care options): Better pay / better benefits Free child care for providers Work credits for high school and early childhood development students if they work in licensed child care facilities Tuition reimbursement Professional development Affordable housing Key themes (those who care about child care options): Better pay / better benefits Free child care for providers Positive work environment Flexible hours Educational and school repayment opportunities Reduce litigation and over regulation of child care businesses Professional development, continuing education Q. What are the opportunities to better support and retain those who work in child care? Key themes (those who provide/impact child care offerings): Better pay / better benefits Housing Training More child care options Training More staff to reduce stress BIG SKY 120 303 Key themes (those who want child care options): Better pay / better benefits Child to teacher ratios Flexibility Cost-of-living stipends Housing Assistance with child care Key themes (those who care about child care options): Housing New child care center Better pay / better benefits (balanced by higher costs) Offer discounts and perks to child care providers Mental health support Flexible schedules Q. What are the opportunities to better support and retain those who work in child care? Key themes (from those who provide child care offerings): Better pay / better benefits Grant opportunities Free child care for employees Training Incentives College tuition repayment for service BOZEMAN “Help streamline the process for getting approved on a facility list through the licensing office. Take into consideration other degrees and job fields that work with Early Childhood to count towards levels in ecp. Make it an easier process for somebody to become lead qualified. Reimbursement for completing certain classes.” Bozeman, Provide Child Care “Child care is HARD. I work 50 hour weeks (not counting curriculum prep, cleaning, shopping, and setup). I have no sick leave. My vacation days have to be scheduled far in advance. I’m alone with 6-8 kids aged 4 and under, and it’s lonely and isolated. Covid dramatically changed how kids relate to each other, and they now have to be taught how to play with other kids. Parents don’t appreciate child care workers and often arrive early to drop off their children and are late to pick up their children. I'm raising other people’s children and looked down on for not doing something with more social capital. I don’t know how to retain people in this line of work, because I plan to get out when both of my kids enter elementary school.” Bozeman, Provide Child Care 121 304 Key themes (from those who do work that impact child care offerings): Better pay / better benefits Training (stipends) Resources Lower rent Key themes (from those who want child care options): Affordable housing Subsidized housing - https://www.nytimes.com/2023/09/30/nyregion/child-care-teachers- housing-connecticut.html) Better pay / better benefits Training Time off Perks from the community Paid continuing ed Grants in exchange for accepting low income families Offer incentives for continued work Larger workforce - support sick/personal days - substitute pool Mental health support Student loan forgiveness programs Tax credit for all teachers with certain accreditations/ trainings Tax incentives for commercial landlords to reduce rent costs Government support Work-study grants through MSU Free child care Key themes (from those who care about child care options): Better pay / better benefits Enhanced training Educating parents State funding support Subsidies Cost of living, of operations Affordable housing Support Free child care More facilities Enough staff to cover sick leave Professional development opportunities Hire MSU students w child development majors for child care in exchange for independent study class credits 122 305 Q. What are the opportunities to better support and retain those who work in child care? Key themes: Days off / mental health support Subsidies for those who meet certain standards of care Better pay / better benefits Free child care for the employees Flexible schedules FOUR CORNERS Q. What are the opportunities to better support and retain those who work in child care? Key themes: Living wages / better pay / better benefits (balanced with high child care prices) Affordable housing Government support Scholarships for higher education Free child care for the employees Benefits from other businesses Days off / mental health support Training GALLATIN GATEWAY Q. What are the opportunities to better support and retain those who work in child care? Key themes: Better pay / better benefits (balanced with high child care prices) More efficient and supportive state certification process for independent providers Training Grants to help with supplies / equipment / better facilities Subsidies MANHATTAN / AMSTERDAM / CHURCHILL Q. What are the opportunities to better support and retain those who work in child care? Key themes: Better pay / better benefits Training Support More staff for increased flexibility THREE FORKS 123 306 Q. What are the opportunities to better support and retain those who work in child care? Key themes (from those who provide/impact child care offerings): Better pay / better benefits Affordable housing Free / discounted child care for providers Free training Mentors for providers / teachers Translators Key themes (from those who want child care options): Better pay / better benefits Supportive funding Training Affordable housing Resort tax, nightly rental tax Better support Key themes (from those who care about child care options): Better pay / better benefits Training More staffing Housing Funding Better legislative financial support More resources Help navigate state laws to retain child care workers Welcoming environment for staff will also help retention Community support WEST YELLOWSTONE “Maybe all of the child care facilities in Gallatin Co and become a co-op type of entity and have better healthcare options for staff.” West Yellowstone, Cares about Child Care Options 124 307 Q. Please take a moment to explain your response. YES, INTERESTED IN ACCESSING “MSU, where I work, should offer more child care options to campus employees, and do so at a reduced rate to incentivize jobs here and attract and retain employees. People turn down positions here because they cannot find child care here.” Gallatin Gateway, Parent / Future Parent, Wants Child Care Options “My family cannot get child care for our two year old (it is all too expensive with long waits). Anything to help with that would be appreciated. I would LOVE to work for an employer that helped with child care; it would not only be a huge help to my family, it would reflect the values I want in a workplace.” Four Corners, Engaged Community Member, Parent / Future Parent, Wants Child Care Options Accessing: Yes, I’m interested in accessing employer supported child care.127 Accessing: No, I’m NOT interested in accessing employer supported child care.11 Offering: Yes, I’m interested in offering employer supported child care.16 Offering: No, I’m NOT interested in offering employer supported child care.10 125 ACCESSING EMPLOYER SUPPORTED CHILD CARE Q. Are you interested in accessing employer supported child care? OFFERING EMPLOYER SUPPORTED CHILD CARE Q. Are you interested in offering employer supported child care? 308 Q. Please take a moment to explain your response. YES, INTERESTED IN OFFERING “I have employees in the local area, including myself, that need daycare and after school care options.” Gallatin Gateway, Business Owner / Employer, Parent / Future Parent, Engaged Community Member, Wants Child Care Options NO, NOT INTERESTED IN OFFERING “We don’t have enough employees to make this feasible.” Four Corners, Business Owner / Employer, Parent / Future Parent, Engaged Community Member, Cares About Child Care Options Q. What specific challenges and/or nuances need to be considered when it comes to child care in your community? Key themes (those who provide/impact child care offerings): Cost (of child care) More funding for child care providers Higher pay for providers Early intervention for speech, occupation and physical therapy Lack of affordable options Lack of high enough wages for child care providers Key themes (those who want child care options): Cost (of housing, of child care, of living) Lack of infant care Lack of quality care Lack of access Lack of knowledge about quality providers Lack of options for full-time care / limited hours and days Offer pre-K at the school BELGRADE 126 CHALLENGES + NUANCES TO BE CONSIDERED Q. What specific challenges and/or nuances need to be considered when it comes to child care in your community? 309 “As with everything in Gallatin County, costs are going up, and child care is no exception. Many families want their providers and teachers to be compensated not only fairly, but in a way where they can stay in their roles as a career. I feel that the burden can no longer be solely on parents and providers to figure this out. I personally love the idea of public day care and preschool. As a parent I pay about $13,000 a year in child care (the lower end for Gallatin County) and I would love for the government and taxpayers to invest in our future and current workforce. A government system may offer some protection and consistency for providers and parents alike. That’s not to say current private centers couldn’t exist, but costs are becoming untenable for many families and providers alike.” Belgrade, Parent / Future Parent, Engaged Community Member, Wants Child Care Options “A lot of the challenges of child care could be lessened or mitigated with better paid parental leave policies.” Belgrade, Parent / Future Parent, Engaged Community Member, School / Teacher / Administrator, Wants Child Care Options “I personally think that employers are the ones that can have the biggest impact. For many jobs, there is no need to enforce a 9-5 policy. While there is a lot of focus on employer-provided maternity leave and child care, I think what most parents want is more time with their children and rightfully so. Us as employers need to rethink how we do business and assess if our standard ways of doing things, like employee schedules, are really necessary.” Belgrade, Parent / Future Parent, Engaged Community Member, Business Owner / Employer, Wants Child Care Options Key themes (those who care about child care): Lack of providers Cost (of child care, of living, for workforce, for operations) Distance to providers Lack of options after normal work hours Quality options Q. What specific challenges and/or nuances need to be considered when it comes to child care in your community? Key themes (those who provide/impact child care offerings): Cost of living Lack of providers / staff Lack of housing Low wages Cost of care BIG SKY 127 310 Key themes (those who want child care options): Only one option Not open 5 days a week due to staffing challenges Lack of training among some providers Lack of summertime care Retaining employees Affordability Lack of options after normal work hours Key themes (those who care about child care options): Lack of housing Consistency in child care offerings Lack of options for full-time working parents Seasonal challenges Better access to pediatric care Transportation for kids to and from school to activities Lack of options Q. What specific challenges and/or nuances need to be considered when it comes to child care in your community? Key themes (from those who provide child care offerings): The time it takes to process fully and onboard staff under state licensing The high cost of living in this area Affordable housing Quality care - teacher-child ratio Cost of training Cost of operations Cost of child care is greater than rent/mortgage Pay competition for easier jobs Key themes (from those who do work that impact child care offerings): Cost (of living) Availability Inclusion of students with disabilities Finding and retaining quality teachers BOZEMAN 128 311 Key themes (from those who want child care options): Lack of longer hours to accommodate those working full-time Cost (of living, of child care) Staff shortages and staff turnover Affordability Availability Long wait lists Traffic - child care options within 20 minutes of home or work After school care Transportation Unlicensed day care centers Summer care Housing Key themes (from those who care about child care options): Traffic and distance Availability Accessibility Affordability Affordable housing Lack of retention Lack of training Quality Hours Cost (of child care) Waitlists Lack of generational support Flexible scheduling Caregiver to child ratio Q. What specific challenges and/or nuances need to be considered when it comes to child care in your community? Key themes: No public transportation Lack of options after normal work hours Lack of longer hours to accommodate those working full-time Cost (of living, of child care) Lack of providers Distance to providers FOUR CORNERS 129 312 Q. What specific challenges and/or nuances need to be considered when it comes to child care in your community? Key themes: Lack of providers Lack of facilities Transportation after school to after school care Bilingual child care Cost (of living, of child care) GALLATIN GATEWAY Q. What specific challenges and/or nuances need to be considered when it comes to child care in your community? Key themes: Location Cost (for families, for leases, for workforce, for operations) Lack of longer hours to accommodate those working full-time Lack of providers MANHATTAN / AMSTERDAM / CHURCHILL Q. What specific challenges and/or nuances need to be considered when it comes to child care in your community? Key themes: Child care workers are not paid enough to live here Child care needs to good, clean, safe and staffed appropriately Local child care options vs. bringing kids to Bozeman for care THREE FORKS “Many start out as in-home child care, which Three Forks requires a home occupation so needs a conditional use permit in order to legally operate, a business license too, and then provide off street parking for all the vehicles dropping off/picking up and the employees. It is difficult to attain that all on a small residential lot. Perhaps the zoning requirements could be lessened for child cares?” Three Forks, Engaged Community Member, Parent / Future Parent, Cares about Child Care Options Q. What specific challenges and/or nuances need to be considered when it comes to child care in your community? Key themes (from those who provide/impact child care offerings): Cost of living Lack of affordable living First-generation speakers Workforce WEST YELLOWSTONE 130 313 Key themes (from those who want child care options): Lack of a long-term plan Flexible hours All ages Retention Affordable housing Bilingual needs Leadership Availability Staff Reliability Key themes (from those who care about child care options): Flexible hours Summer care Housing Workforce Resources Organizational challenges Seasonal nature of tourist town Cost of living, cost of care Pre-K at school Lack of qualifications “The business model at our current daycare does not fit the needs/economics of our current daycare clients. Parents need to be able to pay hourly, not weekly. A professional wage with benefits and housing option need to be available to offer to a qualified director to run the daycare.” West Yellowstone, Care about Child Care Offerings Any other thoughts you want to share? “Child care costs as much as a mortgage payment and living in this community costs a fortune. If you make any more than minimum wage then you do not qualify for any of the government grants.” Three Forks, Parent / Future Parent, Wants Child Care Options “Thank you for organizing this survey. I have lost 11 staff members in the past three years due to affordable child care and affordable housing. The two are intricately linked for those working class families with children.” Bozeman, Parent / Future Parent, Engaged Community Member, School / Teacher / Administrator, Wants Child Care Options 131 314 “I would like a better directory of child care options that includes hours, pricing, current openings, care philosophy, daycare size, ages allowed…” Bozeman, Parent / Future Parent, Wants Child Care Options “Is it feasible to establish a union or cooperative of child care providers to collectively tackle the numerous challenges affecting various aspects of our business? If so, how should we commence this collaborative approach?” Bozeman, Child Care Provider 132 315 CITY OF BOZEMAN, ECONOMIC VITALITY STRATEGY (EVS) Source: City of Bozeman, Economic Vitality Strategy (EVS), April 2023 NATIONAL TRENDS: EARLY LEARNING/CHILD CARE (Page 21) Child care is critical infrastructure for working parents, but it also enables children to be in a setting that promotes their healthy development and school readiness (while their parents work). In this way, child care not only has a direct impact on the economy today, but also impacts the economy of tomorrow. Rigorous evidence from studies of random assignment to high-quality preschool suggests that early childhood policy interventions have wide-ranging long-term impacts. Nobel Prize winning University of Chicago Economics Professor James Heckman’s work outlines the great gains to be had by investing in the early and equal development of human potential. He finds that investing in comprehensive birth-to-five early childhood education is a powerful and cost-effective way to mitigate negative consequences on child development and increase adult opportunity. “The gains are significant because quality programs pay for themselves many times over. The cost of inaction is a tragic loss of human and economic potential that we cannot afford.” Unfortunately, while wages are stagnating as indicated in Figure 9, the cost of organized child care is increasing and presents a substantial financial hurdle for many working parents with children, especially those working for low wages. APPENDIX: INCLUSIONS OF CHILD CARE IN AREA PLANS Child care has been an important topic in plans throughout the area. Below are direct excerpts from three of those plans: City of Bozeman’s Economic Vitality Strategy (EVS), April 2023, Big Sky Resort Area District’s Big Sky Community Capital Improvement Plan, Sept. 2023 and City of Bozeman’s Belonging in Bozeman Equity and Inclusion Plan, Dec. 2023. 133 13 14 Diane Whitmore Schanzenbach Ryan Nunn Lauren Bauer Megan Mumford Audrey Breitwieser, Seven Facts on Noncognitive Skills from Education to the Labor Market, October 2016 García, Jorge Luis, James J. Heckman, Duncan Ermini Leaf, and María José Prados. “The Life-cycle Benefits of an Influential Early Childhood Program.” 2016 13 14 316 134 The cost of care in the Gallatin Valley remains a barrier for many parents seeking to enter or stay in the labor force. The average annual cost of child care in Montana for an infant is $9,096 in a child care center and $7,440 in a family child care home. Subsidized child care can encourage parents working in lower-paid occupations to maintain their connection to the labor force or to upgrade their skills through education, thereby contributing to economic growth and productivity over the longer term. Since 2010, the number of family child care homes in Montana has declined from 2,323 to 1,633 in 2016 – a decline of 29.7 percent. For working families, the decline in home-based care reduces the availability of the least expensive care option for families. In addition to the growing demand for child care and an increasing scarcity of affordable facilities, is a need for more workers. According to the U.S. Bureau of Labor Statistics, there are approximately 330 child care workers in Southwest Montana, which includes Gallatin Valley. With a ratio of 2.41 workers/1,000 people, the talent pool is similar to the national average (LQ: 1.0). Recruiting qualified workers for this sector is also more difficult due to low wages; the average annual salary is $38,890 – the average national median wage is $49,150. 16 17 15 18 317 Increasing the supply of child care is critical for the economy to maximize the full potential of the available workforce. More importantly, providing early learning is an important investment in communities that help ensure they can realize their human and economic potential. GOALS AND OBJECTIVES (Page 29) Based on the key findings, values and guiding principles, the City of Bozeman and stakeholders identified the following goals and objectives to guide economic vitality actions implemented by regional stakeholders, which are outlined in a separate Action Matrix document, over the next three to five years. Goal 1) Provide Opportunity for Gallatin Valley Residents Objective 2) Provide comprehensive and coordinated skills development starting with child care through middle school and higher-ed (Page 30) Improving the skills of individuals not only improves the employment base, but also develops future civic and business leaders needed to guide the region. Providing early learning child care is an important community investment, helping to develop the necessary skills that allow a community to realize its human and economic potential. This is especially true for underrepresented children. Engaging students in middle school to prepare the future workforce is necessary. Higher-education leaders can build off this engagement and provide necessary skills development through trades training, one-year certifications, and 2- and 4-year college programs. ATTACHMENT B: EVS Action Matrix (Page 1-2) 135 Montana Fact Sheet 1312019.pdf (ced.org) Ibid U.S. Bureau of Labor Statistics https://www.bls.gov/oes/current/oes211021.htm Ibid18 17 16 15 318 BIG SKY SCHOOL DISTRICT: BSSD CAPITAL IMPROVEMENT PLAN (Page 21) Based on the enrollment projections and available capacity, there are no immediate facility expansions to add general education seats. However, a large expansion could be anticipated after the 2029-2030 school year when enrollment nearly reaches the ideal capacity limit. With that said, there are other capital expansion projects in the BSSD CIP. A modernized gym is needed to support the community at the same level of other comparable school districts. Also, the first year of pre-k was a success and there is a demand to expand the grade level. The expansion would allow BSSD to serve 50 students. Other private education facilities in Big Sky have indicated that demand for their early childhood programs has far surpassed their capacity as well. BSSD expanded pre-k would alleviate pressure on these other agencies as well. The nature of Big Sky residential development and possible transition to more full-time households in the area make it difficult to attribute the CIP costs to Madison and Gallatin County. However, there will be direct and indirect demand on the school district from growth. Housing development will generate students to BSSD, albeit at a lower rate than state average. Indirect demand will come from the economic activity generated by additional development which will necessitate more employment and households moving to Big Sky bringing students into the district. BIG SKY RESORT AREA DISTRICT BIG SKY COMMUNITY CAPITAL IMPROVEMENT PLAN Source: Big Sky Resort Area District, Big Sky Community Capital Improvement Plan, Sept 2023 DISCOVERY ACADEMY (PAGE 22) Big Sky Discovery Academy is a non-profit, private school providing education from ages 3 – grade 12. The majority of students are between the age of 3 to 8 years old. The following section details their current demand and related facility expansion needs. Current Level of Service The current enrollment at Discovery Academy is 80 students. The current facility is at capacity. There is additional demand that is not able to be served because of the capacity limitations at the facility. Furthermore, the capacity issues are requiring staff to reorganize the facility every school year. 136 319 Projected Growth-Related Needs It is anticipated that the demand for schooling will continue to grow as the Big Sky area attracts full-time families. Additionally, as employment grows in the area, those new employees in Big Sky will be seeking schooling as well. Conservatively, based on enrollment projections for Big Sky School District, a 20 percent increase in demand is anticipated, furthering the waitlist. An additional early childhood classroom is anticipated in the next school year addressing community needs. Discovery Academy Capital Improvement Plan Based on Discovery Academy analysis there is a need for another 15,000 square feet to serve current and future demand. The new facility would include expanded early childhood classrooms. This expansion may require the organization to move, bringing a partnership opportunity with the Big Sky Town Center development. Drop-off/pick-up benefits and synergy with other tenants at Town Center allows for this opportunity to have a wider public benefit. The overall expansion is estimated to cost $10 million. In the future, BSRAD will be focusing on funding early childhood facilities. Based on current enrollment (18 early childhood students of the 80 total enrollment), 22.5 percent of the $10 million is included in the CIP. Similar to BSSD, there will be direct and indirect demand on the schooling from growth. Housing development will generate students and indirect demand will come from the economic activity generated by additional development which will necessitate more employment and households moving to Big Sky bringing students into the area. MORNINGSTAR LEARNING CENTER (Page 23) Morningstar Learning Center is a private full-time daycare, the only such organization in Big Sky. Morningstar provides early child care services to students up to five years old. The following section details their current demand and related facility expansion needs. 137 320 Projected Growth-Related Needs It is anticipated that the demand for child care will continue to grow as the Big Sky area attracts full-time families. Additionally, as employment grows in the area, those new employees in Big Sky will be seeking child care as well. Conservatively, based on enrollment projections for Big Sky School District, a 20 percent increase in demand is anticipated for the Morningstar Learning Center through 2030, furthering the deep waitlist. Morningstar Learning Center Capital Improvement Plan The organization is exploring facility expansion options. The expansion would address the current and future demand on their waitlist, but also provide expanded aftercare service. The Center is currently open until 5:30pm and expanded aftercare service could include more and different operating hours such as nights, weekends, and drop-in care that would be operated by an operator renting the facility from Morningstar. This service has the potential for multiple partnerships including Big Sky School District and the BASE Community Center. Importantly, to expand enrollment would require additional staffing. The facility expansion may include some housing for staff, but there will be a need for further housing options to attract the full staffing needs. Similar to BSSD, there will be direct and indirect demand on early child care from growth. Housing development will generate students and indirect demand will come from the economic activity generated by additional development which will necessitate more employment and households moving to Big Sky bringing students into the area. Current Level of Service Presently, Morningstar has an enrollment of 50 students with a waitlist that includes 30 additional students. The current facility has a 50-student capacity. Thus, the organization is at 100 percent utilization and Big Sky demand is 160 percent of capacity. Morningstar staff indicated that the demand may be even higher and the length of the waitlist deters others from joining. 138 321 CITY OF BOZEMAN, BELONGING IN BOZEMAN EQUITY AND INCLUSION PLAN Source: https://www.bozeman.net/home/showpublisheddocument/13760/638398654280100000 In Bozeman’s 2021 Equity Indicators Report, early childhood care and education was identified as a large or moderate need across all demographic subgroups. An April 2023 article published by Bozeman radio station The Moose ran with the headline, “How on earth do Bozeman families afford preschool or daycare?” In addition to affordability, availability is limited. The current number of licensed child care providers and the number of available preschool and infant spots only meet about half of the demand for child care in Gallatin County (Child Care Connections). This plan envisions a City of Bozeman in which programming for children and youth is affordable, of excellent quality, inclusive of young people of varied backgrounds, and accessible to all. To this end, the plan’s co-authors have identified the following goals: reducing barriers for underserved children, increasing program capacity, increasing program and provider subsidies, and recruiting and retaining quality staff. CHILDCARE + YOUTH PROGRAMMING GOALS AND RECOMMENDATIONS Goal 1. Reduce barriers to out-of-school opportunities and programs for underserved children. 1. Evaluate and address barriers around participation in out-of-school programs, including transportation and cost. 2. Support participation in city programs and activities for families of children with disabilities. 3. Explore opportunities to integrate indigenous food systems, languages, and culture into summer and after school programs. Goal 2. Increase capacity of after-school and summer programs. 1. Perform an equity impact analysis of the city’s enrollment processes, level of subsidy, and scholarships for recreation programs and youth camps. 2. Establish and continue partnerships with governmental and non-profit organizations for free use of space access, subsidies, and other mechanisms to support youth programming within Gallatin Valley. 3. Develop a quick response plan for providing child care in the case of emergency school closure or other community emergencies. Goal 3. Increase subsidy for child care programs and providers. 1. Lobby for additional local, state, and federal funding/subsidy of quality child care. 139 322 IMPLEMENTATION WORKBOOK (Page 59) 140 Goal 4. Recruit, develop, and retain quality staff. 1. Support efforts to recruit multilingual and multicultural staff for recreational programming. 2. Implement a mentorship and training program for youth who want to work as future recreation/camp leaders. 3. Spotlight the value and contributions of child care and youth programming employees through a communications campaign. 323 APPENDIX: LARGEST EMPLOYERS IN GALLATIN COUNTY Source: Montana Department of Labor and Industry https://lmi.mt.gov/Employment/qcewTop 1,000+ Employees* Bozeman Health 250-499 Employees Kenyon Noble Lumber and Hardware Oracle Town Pump Wal-Mart *Presumably Montana State University is also one of the largest employers in Gallatin County but is not listed in the data obtained from the Montana Department of Labor and Industry. 141 324 APPENDIX: LICENSED CHILD CARE PROVIDER DATA FOR GALLATIN COUNTY Number of Licensed Child Care Providers in Gallatin County + Capacity by Age Group Source: Child Care Connections, February 2024 Licensed Providers Licensed Infant Capacity License Preschool Capacity  Big Sky 1 12 32 Belgrade 25 120 382 Bozeman (59715)18 154 469  Bozeman (59718 + 59717)41 252 840 Gallatin Gateway (59730)1 (new!)0 0 Manhattan 4 19 57 Three Forks 2 14 41 West Yellowstone 1 6 16 TOTAL 92 577 1837 142 Total Programs Family Group Center 92 16 34 42 Total Number of Licensed Child Care Programs in Gallatin County by Provider Type Source: Child Care Connections, February 2024 325 APPENDIX: LIST OF CHILD CARE ORGANIZATIONS + PROGRAMS Multiple organizations and programs are involved in various aspects of child care in Montana and in Gallatin County. Below is an overview of these entities including excerpts taken directly from their websites. 143 DPHHS MONTANA DEPARTMENT OF PUBLIC HEALTH & HUMAN SERVICES (DPHHS) DPHHS Annual Strategy 2023 Objective: “Increase access to quality child care for working families” Key Measure: “5% increase in the number of licensed child care providers participating in the Best Beginnings Scholarship program.” Early Childhood and Family Support Division (ECFSD) Source: https://dphhs.mt.gov/ecfsd/ ECFSD provides coordinated services and resources to promote the well-being, health, and development of children, individuals, families, and communities encompassing over many activities, spanning prenatal to adult services. ECFSD's programs target early care and education, food security and nutrition education, violence and neglect prevention, family support, and preventative health care. The division is committed to supporting consistency, efficiency, and better-coordinated services for children and families across the state of Montana. Vision: Children, youth, and families are healthy and thriving. Mission: The Early Childhood and Family Support Division provides coordinated services and resources to promote well-being and support the health and development of children, individuals, families, and communities. Guiding Principles: Families are honored as the expert of their child and recognized as their child’s first and most influential teacher. We recognize that children, individuals, families, and communities have diverse backgrounds, experiences and needs. We value collaborative partnerships and our work with community agencies. We recognize and address equity and inclusion in our service delivery and program structure. 326 We promote prevention programs striving to ensure the health and safety of children and families while working to build individual resiliency and family strength. We strive to use data to inform our decisions and program design. We are committed to staff and workforce development to support professional growth and ensure our programs are administered innovatively and effectively. We commit to administer programs intentionally and sustainably, with integrity and accountability. Early Childhood Services Bureau Source: https://dphhs.mt.gov/ecfsd/childcare/Index The Mission of the Early Childhood Services Bureau is to improve the quality, affordability and accessibility of early care and education in Montana, with focused efforts on coordinated systems to best meet the needs of young children, their families, and the professionals who work on behalf of young children and families. Child Care Under the Big Sky (CCUBS) CCUBS is the database that the state uses for licensing, including ECSB and ECFSD. Child Care Licensing Source: https://dphhs.mt.gov/ecfsd/childcare/childcarelicensing/index The role of the Child Care Licensing (CCL) program is to monitor, inspect, and support licensed and registered child care facilities, as well as those working to become licensed or registered. Additionally, CCL establishes regulations for the health, safety, and well-being of the children in these facilities. All licensed or registered programs receive a pre-inspection prior to providing care, ongoing monitoring and an annual inspection, and complaints are followed up on. Child Care Licensing Project Source: https://dphhs.mt.gov/ecfsd/childcare/childcarelicensingproject Project Purpose Examine and improve child care licensing requirements and processes to understand how we can better support the child care system to provide quality care Increase capacity of Montana’s child care system so we have high quality care available for all of Montana’s children 144 327 Project Scope Assess child care licensing strengths and gaps Analyze and recommend and implement opportunities to clarify, streamline, align, or otherwise improve statutes, regulations, and policies Conduct value stream and business process mapping and develop re-engineering recommendations Look at data systems and how they could better support business process improvements Develop policies and procedures Support organizational change management work Assessment The 2022 Montana Child Care Licensing Assessment analyzes stakeholder input about strengths and gaps in the state’s child care licensing program. The assessment is a foundational component of a broader project to improve child care licensing for the state, which includes improvements to child care licensing regulations, policies, procedures, and data systems. Regulations Updates in progress. Staying Informed Updates in progress. Best Beginnings Child Care Scholarships (BBCCS) Source: https://dphhs.mt.gov/ecfsd/childcare/BestBeginningsScholarships The Early Childhood Services Bureau (ECSB) offers Best Beginnings child care scholarships (BBCCS) to qualified low-income families whose child receives care from a licensed child care center, licensed group or family child care home, or Family, Friend, and Neighbor (FFN) child care provider. Each family participates in the cost of that care by making a copayment based on a sliding fee scale. Scholarships are available to working families whose income is at or below 185% of the Federal Poverty Guidelines and families who get cash assistance through the Temporary Assistance for Needy Families (TANF) program. The program helps to pay for care when parents are not available to care for their children: During working hours; During school or training hours, if meeting work requirements; If they are a teen parent attending high school; or If they are a parent receiving TANF who is participating in family investment agreement activities. Child care scholarships are available if the applicant is a working caretaker relative with children receiving TANF child-only grants. 145 328 Montana Child and Adult Care Food Program Source: https://dphhs.mt.gov/ecfsd/childcare/cacfp/index The Child and Adult Care Food Program (CACFP) is a federally funded program of the Food and Nutrition Services (FNS) of the United States Department of Agriculture (USDA). The Department of Public Health and Human Services (DPHHS) is the State agency which administers the CACFP in Montana and ensures that program requirements are followed. CACFP plays a vital role in assuring the nutritional quality of meals and snacks served to eligible children and adults attending non-residential child or adult care programs, and making care more affordable for many low-income families. A variety of different eligible programs qualify to participate in the CACFP. A variety of programs that are licensed or approved receive reimbursement at free, reduced, or paid rates for eligible meals and snacks served to enrolled children. These programs can include: Child Care Centers, Head Start programs, Adult Day Care Centers, outside school hours programs, and at-risk afterschool programs. The reimbursements help providers supplement the cost of providing nutritious meals and snacks to infants, children, and adults. Best Beginnings STARS to Quality Source: https://dphhs.mt.gov/ecfsd/childcare/stars/index Best Beginnings STARS to Quality Program is a continuous quality improvement program for early childhood education in Montana. STARS to Quality is currently in a Redesign phase and is not currently accepting new applications. The rebuilt Quality Recognition System (QRS) has a projected launch date of October 1, 2025. Quality resources can still be accessed through this website. STARS Trainings continue to be free and accessible. Mission: To support high quality early care and education programs for child care and education through a quality rating and improvement system that strengthens programs and practitioners with continuous improvement strategies and assists families to make informed decisions. Vision: A quality rating improvement system to support early childhood education programs in continuous quality improvement. Montana Bright Futures Birth to Five (BF B-5) Source: https://dphhs.mt.gov/ecfsd/childcare/montanaearlychildhoodsystem DPHHS launched Montana Bright Futures Birth to Five (BF B-5), a continuation of the previous Strengthening Montana’s Early Childhood System Project which began in 2019. The 2023-2025 BF B-5 project will continue its focus on developing the state’s comprehensive early childhood system. 146 329 Grant Activities Update needs assessment Revise strategic planning Maximize parent and family engagement Support the early childhood workforce and disseminate best practices Support overall quality improvement systems Enhance quality and expand access to existing and new programs Monitor, evaluate, and use data for continuous improvement Desired Outcomes Montana’s families with young children have increased access to, and participation in high quality early care and education across a mixed delivery system Montana’s early childhood workforce is confident and effective, due to enhanced ECE professional development The early childhood system is coordinated to support effective family assessment, system navigation, care coordination, and use of data Montana’s families are engaged and valued as partners in the early childhood system Montana’s communities make early childhood a priority, and act to support children’s health, learning, and well-being Montana’s early childhood system is structured to support policy alignment, strategic financing, continuous improvement, and accountability Partners Montana believes strong collaboration is essential to success. In writing the Bright Futures B-5 Grant, the state renewed its commitment to hear from and work with a variety of stakeholders, including families, and private and governmental partners. Below is a list of stakeholders engaged in the grant writing process and who signed a letter of commitment. We are excited to galvanize current and new stakeholders in the work needed to accomplish grant objectives. Child and Family Services Division (CFSD) Department of Labor and Industry (DLI) Healthy Mothers, Healthy Babies (HMHB) Montana Child Care Resource and Referral (CCRR) agencies Montana Early Childhood Advisory Council (MECAC) Montana Early Childhood Project (ECP) Montana Head Start Association (HSA) Montana Infant and Early Childhood Home Visiting (MIECHV) program The Office of Public Instruction (OPI) Raise Montana Zero to Five Montana 147 330 Child Care Resource and Referral Agencies and Regions (CCR&R) Source: https://dphhs.mt.gov/ecfsd/ChildCare/ChildCareResourceandReferral The Early Childhood Services Bureau contracts with regional CCR&R agencies to offer the following services: Help low-income families find and pay for child care Offers referrals to licensed and registered child care facilities for families of all income levels Offer training, technical assistance, and support for child care providers Initiate projects to build quality child care Inform policy makers, businesses, and the public on child care related issues Advocate for child care providers and for families with children Services to Families Child Care Resource and Referral agencies provide referral services to families seeking child care. This includes providing parents with information regarding: Child Care openings, Location of care, Type and quality of care, Special circumstance information, such as does the provider offer extended hour service, has he/she completed accreditation process, or does he/she serve infants and toddlers. Eligibility for the Best Beginnings Scholarship Program. Services to Providers Child Care Resource and Referral agencies: Work with the local licensing specialists to present quarterly orientation sessions for new providers and provide technical assistance to providers who have been referred by licensing specialists for corrective action. Develop and present regular training to child care providers in the areas of: Child Development Health and Safety Infant and toddler care Sound business practices Referral Services The goal of referral services is to provide a high quality, seamless referral program to families and the community regarding child care options, types of care available, fees, and the common child care business practices. Referral services are provided by the CCR&R in each of the 7 regions. For more information, contact your local CCR&R. 148 331 Distance Learning Child Care Resources provides distance learning to child care providers through ChildCareTraining.org. CCR&Rs in each region are available to provide support to providers completing online coursework through ChildCareTraining.org. Technical problems related to specific website concerns should be directed to ChildCareTraining.org. CCR&Rs have computers available to take an online course if needed. Montana Child Care Resource & Referral Network Montana Child Care Resource & Referral Network is a statewide network of 6 regional Child Care Resource & Referral Agencies who work to improve the quality, accessibility, and affordability of child care for all Montana's families. Child Care Connections Source: https://cccmontana.org/ Child Care Connections is a 501(c)(3) nonprofit serving Gallatin, Park, Meagher, Lewis & Clark, Jefferson, and Broadwater counties. We offer critical support to families and early childhood professionals in our community to improve the quality of and access to child care. Child Care Connections supports families and the local economy by encouraging quality child care and safety. Mission Statement: Child Care Connections advocates for the well-being and quality care of children by supporting early childhood professionals, families, and the communities we serve. Child Care Connections is one of seven Child Care Resource and Referral Agencies (CCR&R) in Montana. Together we form the Montana Child Care Resource and Referral Network delivering support to early childhood professionals and families across Montana. Child Care Connections is here to help families find and afford child care. We also offer one-on- one family support helping families access other resources to make their child’s first years the best they can be. Child Care Connections offers Providers professional development, technical assistance, guidance through the STARS to Quality Program, and assistance opening or expanding care facilities. Early Childhood Community Council Source: https://www.greatergallatinunitedway.org/eccc Gallatin Early Childhood Community Council (ECCC) is a collaborative effort of 130 individuals and over 60 community organizations — parents, child care workers, policy makers, civic leaders, and experts—under the roof of Greater Gallatin United Way to promote thriving, healthy children. 149 332 Greater Gallatin United Way is committed to support the infrastructure of collective impact across Gallatin County. In an effort to create long-term systemic change, we have remained the backbone organization for ECCC for over 26 years, providing: vision + strategy platform to aligned activities establish shared measurement practices build public will advance policy mobilize funding The council meets 1-2 times a month to host community events, coordinate training and support for early child educators, provide education and advocacy for parents, and educate the community on the importance of healthy development of children. ECCC members take the data we’ve collected as a group to inform their individual organizations-- leveraging each other’s work to feed common goals. We believe that to ensure every child has access to a supportive community; every adult is responsible to make that happen. Council Partners ASMSU Child Care Center, A.W.A.R.E. Inc., Belgrade Community Library, Belgrade Public Schools, Big Brothers Big Sisters of Gallatin County, Bozeman Public Library, Bozeman Public Schools, Child Care Connections, Child Development Center, Children’s Museum of Bozeman, City of Bozeman Recreation Department, Community Health Partners (Gallatin & Park Counties), Family Promise, Family Outreach, Gallatin City-County Health Department, Gallatin Mental Health Center, Gallatin Valley Food Bank, Gallatin Valley YMCA, Greater Gallatin United Way, HRDC Head Start, Livingston Public Schools, Montana Team Nutrition, Montana State University Child Development Center, Montana State University College of Education, Health & Human Development, Montana State University Early Childhood Project, Museum of the Rockies, Park County Community Foundation, Thrive and Youth Dynamics. Montana Early Childhood Education Knowledge Base Source: https://dphhs.mt.gov/assets/ecfsd/childcare/documentsandresources/MTEarlyChildhoodKnowle dgeBase.pdf The Montana Early Childhood Education Knowledge Base (2022) represents a core body of knowledge, skills, values and dispositions all early childhood educators must demonstrate to effectively support the development, learning and well-being of all young children and their families. The Knowledge Base is a workbook to guide self-reflection and professional growth by 150 333 describing what early childhood educators need to know, understand, and be able to do at all levels of professional practice. The Knowledge Base is also used to guide program planning in early childhood teacher education at Montana’s tribal, community, and four-year institutions of higher education. Montana Early Childhood Advisory Council Source: https://dphhs.mt.gov/ecfsd/MontanaEarlyChildhoodAdvisoryCouncil The strategic goal of the Montana Early Childhood Advisory Council is to ensure Montana has a comprehensive, coordinated, early childhood system that provides a governance structure and leads to strong collaboration in order to best meet the needs of Montana’s youngest citizens. It has previously been known as the Best Beginnings Advisory Council. The Montana Early Childhood Advisory Council is coordinated through the Early Childhood Family Support Division (ECFSD) of DPHHS with a council chair nominated from council membership. Committees: Expansion/Business Development: This committee focuses on challenges and opportunities in bridging the needs of the business community and early childhood services. Retention and Quality: This committee focuses on retention and quality improvement recommendations for the early childhood and family support system, with specific focus on accessibility, affordability, and quality of services. Workforce Development: The committee focuses on workforce development strategies for the early childhood and home visiting workforce. Family Support: This committee focuses on how to engage and support families through a universal family engagement framework that can be implemented at a local and state level. Raise Montana Source: https://www.raisemt.org/ We support member organizations, advance the early childhood profession, and improve the quality, affordability, and accessibility of child care. We provide resources and coordination support to regional Child Care Resource and Referral agencies. We initiate projects to build child care supply and quality in urban and rural areas such as Montana Shared Services (MTSS) and the Substitute Service. We educate policy makers, businesses, and the public on child care issues. We advocate for child care professionals and families.151 334 Offers: CCR&R Locator Professional Development Emergency Preparedness Shared Services (MTSS): Free Resource Library ECE Friendly Business Directory Discounts & Grants Our ECE Community ECE Job Board Shared Services (MTSS): With Fees Telehealth through Ally Health Substitute Service Home Child Care Provider Business Toolkit Resources for Families Paying for Child Care - info on Best Beginnings Child Care Scholarships Finding Child Care - info on CCR and R Locator Quality Child Care - info on STARS to Quality program Concerns about Child Care - access to DPHHS Child Care Complaint Form Other Resources Trauma Informed Resources MONTANA EARLY CHILDHOOD PROJECT Montana Early Childhood Project Source: https://www.mtecp.org/ Since 1985, the Montana Early Childhood Project (ECP) has been dedicated to improving the quality of programs and services for Montana's young children and their families. We are an outreach program within Montana State University's Department of Health and Human Development. Since 1995 the ECP has facilitated the creation and implementation of a state plan for early care and education career development. We are funded through the Montana Department of Public Health and Human Services Early Childhood Services Bureau from the federal Child Care and Development Fund. We work closely with partner organizations across the state to promote early childhood professional development. On a national level, we are actively involved in The National Workforce Registry Alliance and other organizations to promote a knowledgeable and skilled early childhood workforce. Our office is located in Bozeman, MT and we have seven dedicated individuals committed to our ECP mission and goals. We frequently employ MSU students and supervise student internships. 152 335 Quarterly Report Source: https://www.mtecp.org/media/qyepnmfx/ecp-quarterly-report-q1-fy23.pdf Goal 1: Promote professional development options for early childhood practitioners at all levels on the Career Path and in all settings and programs through the Professional Development Approval System Goal 2: Promote and incentivize workforce development, professional recognition, and program quality improvement through The Practitioner Registry Goal 3: Enhance data collection and reporting capabilities to more effectively inform policy and practice around professional development and the workforce Goal 4: Collaborate with partners to promote an early childhood comprehensive system in Montana Goal 5: Maintain MSU relationships and operate within MSU policies and procedures Maintains the Practitioner Registry Offers professional development Offers apprenticeship program: Montana Early Childhood Apprenticeship Program Childcare Development Specialist The Montana Early Childhood Apprenticeship Program (MECAP) aims to support and increase retention of early childhood education (ECE) providers through on-the-job training, mentorship, and college coursework. Upon completing the program, apprentices are awarded the Child Care Development Specialist Certificate from Montana’s Department of Labor and Industry and reach Level 4 on the Montana Practitioner Registry. MECAP is a Registered Apprenticeship Program (RAP). A RAP is a government-run, on-the-job, paid training program model that is validated through the U.S. Department of Labor or a state agency. Traditionally, RAPs have been developed to support a range of industries and occupations across the country, including skilled trade- related occupations (e.g., electricians or carpenters). Offers incentives and accreditation scholarships Organization Accreditation Scholarships National Association for Family Child Care (NAFCC) Accreditation The intent of this scholarship program is to promote NAFCC accreditation for state registered family and group child care homes. 153 336 National Association for the Education of Young Children (NAEYC) Accreditation The NAEYC accreditation process is designed for child care centers, preschools, school-age programs, and kindergartens. The Family and Group Child Care Business Series is a 10-week series offered to new and existing home-based child care businesses designed to support business practices of home-based child care. Participation is free and those who complete the entire series receive 30 hours of continuing education credit through the MT Early Childhood Project. Topics include: Contracts, Policy Handbook Development, Recording-Keeping, Time/Space Percentage, and Deductions. Improvements in understanding of business practices demonstrated through pre- and post-test assessments. Career Development Advisory Board Meeting twice a year, the board guides the direction and operations of the Early Childhood Project. The Advisory Board grew out of the initial task force convened to envision and plan for an Early Care and Education Career Development program. Representation includes: Montana Child Care Resource and Referral Network Early Childhood Higher Education Consortium Montana Association for the Education of Young Children Head Start State Collaboration Project Head Start Association Child Care plus+ Center on Inclusion in Early Childhood (UM) Child and Adult Care Food Program Montana Department of Labor and Industry Apprenticeship Program and Training Montana Department of Public Health and Human Services Early Childhood Services Bureau Quality Assurance Division Office of Public Instruction ZERO TO FIVE Zero to Five Source: https://zerotofive.org/ Zero to Five Montana is a statewide early childhood organization focused on increasing access to early care and education, supporting and strengthening families, uplifting voices, and empowering small businesses and communities. We are nonpartisan and focused on solutions that work toward a Montana dedicated to every child. 154 337 Our promise is to stabilize, innovate, and build the early childhood system in Montana so all families and communities can thrive. Zero to Five Montana (ZtFMT) was founded in 2018 with seed funding through the Headwaters Foundation. ZtFMT is a fiscally sponsored 501(c)3 organization through Intermountain Children’s Home. In 2022, ZtFMT launched Montana Child Care Business Connect (MCCBC) with funds from the American Rescue Plan Act (ARPA), granted through Montana Department of Health and Human Services in accordance to the MT ARPA Health Advisory Commission. Montana Child Care Business Connect Source: https://childcarebusinessconnect.com/ Montana deserves a successful child care system. That’s why Montana Child Care Business Connect exists. We are contributing to successful futures in Montana by providing small business support which will create a big community impact. We know better child care systems mean thriving communities. And that matters for everyone. As Montana’s statewide hub for child care business development and innovation, we are working to support the success of existing child care providers, and inspire other entrepreneurs, employers, and leaders to invest in and support child care systems in their communities. Zero to Five Montana’s Child Care Business Connect (MCCBC) supports starting, growing, and expanding providers and community initiatives thanks to funding from the American Rescue Plan Act (ARPA), granted through a Montana Department of Health and Human Services (DPHHS) competitive process awarded in May 2022. As part of the vision to stabilize, innovate, and build early childhood systems, Zero to Five Montana has developed the Montana Child Care Business Connect (“Connect”) program – Montana’s statewide hub for child care business development and innovation. Connect is dedicated to working with community partners, employers, child care business entrepreneurs, and business owners to build and stabilize programs to help meet the demand for child care across the state. Uniting robust tools and resources, a team of experts, and partners from across the nation, Connect is the child care business development champion for Montana. Connect aspires to make a lasting change in our state by supporting the success of existing child care providers, inspiring entrepreneurs, employers, and communities to take action, and creating respect for the vital importance of the child care provider industry. Mission: Montana Child Care Business Connect (MCCBC) supports the start, viability, and expansion of high-quality, early child care businesses in Montana and helps cultivate child care 155 338 business stability and sustainability. Connect is contributing to successful futures in Montana by providing small business support which will create a big community impact. Core Competencies MCCBC will work with individuals and communities to bolster businesses by providing: Interactive Workshops Individual Consultation Community Capacity Building Peer Business Mentoring Web-based Resource Center Differentiators MCCBC provides free, comprehensive resources to Montana child care businesses and partners. Business and industry experience Helping communities and providers reduce risk and uncertainty Knowledge to assist in identifying market-facing opportunities Problem solving of complex business issues in the child care industry Proven history of creating pathways to goal achievement Strengthen branding as family-friendly and workforce friendly living destinations Network of contacts to identify financial savings and business viability 156 339 MONTANA HEAD START Source: https://www.mtheadstart.org/ Our Mission. The Montana Head Start Association brings together families, staff, directors and friends of all Head Start and Early Head Start programs in Montana, to provide leadership, education, information and advocacy on behalf of young children, pregnant women, and families throughout Montana. The Montana Head Start Association is a statewide membership organization with membership including Early Head Start and Head Start programs, staff, and families. Montana Head Start programs serve children from zero to five, expectant parents and work with families to support children who thrive and are ready for school. Programs currently are offered in 37 counties, including 5 Tribal programs and serve thousands of Montana children and families. Comprehensive services include: Quality Education that is Developmentally Appropriate Health & Nutrition Services Family Support Services/Connection to Community Resources Parent Engagement Activities Services for children with special needs/disabilities Head Start is a comprehensive nationwide child development program that has served children and families since 1965. These needed-based, child-focused programs serve children 3 to 5 years of age. Head Start provides a range of individualized services in the areas of education and early childhood development; medical, dental, and mental health; nutrition; and parent involvement which are responsive and appropriate to the development, cultural and linguistic heritage and abilities of each enrolled child and family. There are 19 Head Start programs in Montana. What is Early Head Start? The Early Head Start serves infants and toddlers under the age of 3 and pregnant women nationwide. Early Head Start provides early, continuous, intensive, and comprehensive child development and family support services to infants and toddlers and their families, and pregnant women. There are 11 Early Head Start programs in Montana. School Readiness: Children have better physical health, improved social skills, and increased math, language, and literacy skills that prepares them for school. 157 340 Social-Emotional Development: Head Start children show fewer behavioral problems, are less hyperactive, and are less aggressive. In the long-term, Head Start children are less likely to engage in criminal activities as young adults. Child Welfare: Head Start are children less likely to be involved in the child welfare system and experience lower rates of abuse and neglect. For children already involved in the child welfare system, Head Start participation decreases subsequent encounters and enhances school-readiness and social- emotional outcomes. Parent Advancement: Head Start enhances parents’ education level, employment status, and income. It also improves parents’ skills, reduces parental stress, and improves overall family stability and self sufficiency. Success in Early Head Start: Early Head Start children perform better on a wide range of cognitive measures, have better social skills, and exhibit significantly fewer behavioral problems and incidents of aggression. These children have better access to health care and parental engagement. HRDC Early Childhood Education Source: https://thehrdc.org/early-childhood-education/ HRDC’s Early Childhood Education is a high-quality education program for preschool aged children three to five years old. Our program is funded through a Head Start grant to serve 152 children in Gallatin and Park Counties. Our focus provides for the healthy development of children and the strengthening of families including early learning services in education, health, nutrition, mental health, and disabilities, and support services for families such as housing and food assistance, education opportunities and financial coaching. We encourage parents to be actively engaged in their child’s preschool experience, becoming strong advocates for their child’s continued education, healthy development, and later success in school and in life. Our classrooms are located in Belgrade and Bozeman, and in Livingston through our recently announced partnership with the Livingston School District. Offering classes Monday-Thursday with five & seven hour classes. Healthy, nutritious, dietician approved meals (breakfast, lunch, and snack). 158 341 Developmental assessment and screenings including growth, development, vision, hearing, and speech. Parent education opportunities and family events. Inclusive learning environment for all children including children with disabilities. Play based learning with natural environments. Individualized curriculum for every student. Child Care Licensed centers & a STARS to Quality program. Qualified teachers with bachelor degrees in early childhood education. Gain an understanding of essential educational milestones and ways to support your child in this development. Family Services to assist in identifying family strengths, interests, needs, and goals. Information on other community resources and agencies. Parenting information, education opportunities, resources, and support groups based on requests. A.W.A.R.E., Inc. Source: https://www.aware-inc.org/ecs AWARE offers early childhood services to families and children zero to eight. These services are available to families of all social and economic statuses. Our programs include Child & Family Counseling and Early Head Start. Children with disabilities are welcome. Early Head Start Programs Center-Based Services AWARE Early Head Start is a grant-funded child development program for eligible children and their families. AWARE Early Head Start provides children with services that encourage and promote social, emotional, physical growth and development, and cognitive skills. Learning is designed to respond to the individual strengths and needs of each child. Children of all abilities are welcome. By focusing on evidence-based best practices, Early Head Start improves children’s lives by providing family-focused child development and school readiness services. These include health, behavioral health, education, and nutrition services. Early Head Start receives the Child and Adult Care Food Program reimbursement to provide nutritious meals when the child attends the center- based option. Parent involvement is a cornerstone of Early Head Start and is key to the quality services we provide. Parents have many opportunities to participate in their child’s education and development. Families are further supported by social, behavioral health, and disabilities services. 159 342 We serve pregnant women, children ages birth to three, and their families. There is no cost to qualified families enrolled in Early Head Start. Early Head Start center-based services are offered in Butte, Helena, Belgrade, and Billings. Child Care Partnerships AWARE’s Early Head Start Child Care Partnership program works with local child care agencies in Billings, Belgrade, Bozeman, Butte, East Helena, and Helena to provide Early Head Start services. AWARE contracts with these local child care facilities to reserve Early Head Start slots in their centers. AWARE serves 80 children and families through the Child Care Partnership program grant. Families must be eligible for state child care subsidies and meet the same income guidelines for all Early Head Start families. The purpose of Early Head Start Child Care Partnership is to: Increase the quality and capacity of child care through partnerships with community child care providers Provide continuity of care for children birth to age three Offer comprehensive family services, recognizing the parent as the child’s first teacher Increase child and family school readiness Services and benefits to families: Consistency in child care regardless of change in finances Diaper and formula supplies while child is in care Opportunity to participate in Early Head Start Policy Council Yearly, two education home visits and two annual parent teacher conferences Regular home visits with Early Head Start support staff to assist with developing family goals and activities and to connect with other community professionals Learning opportunities pertaining to child development, health, nutrition, behavioral health and family Leadership opportunities Behavioral health consultation with a licensed therapist to support children in their social and emotional growth Services and benefits to child care providers: Once a child is enrolled, they are guaranteed an Early Head Start slot until the child’s third birthday Child care slots are paid for according to a joint agreement Training and coaching for teachers on the Creative Curriculum Training and coaching for teachers on social emotional development of children, based on the Pyramid model Assistance helping teaching staff grow professionally 160 343 Early Head Start support staff available to provide family support, intervention, and assistance with health issues, challenging behaviors, attendance, and nutrition Transition planning for individual children MONTANA KIDS COUNT Source: https://montanakidscount.org/ Montana KIDS COUNT is a leading resource for data on child and family well-being in the state. We make this information available to child advocates, policymakers, and Montana citizens to encourage informed and responsible decision-making to improve the lives of children. We are a member of the national KIDS COUNT Network through the Annie E. Casey Foundation. Montana KIDS COUNT is a project of the Montana Budget & Policy Center. The Montana Budget & Policy Center (MBPC) is a nonprofit, nonpartisan organization providing in-depth research and analysis on budget, tax, and economic issues. More information about MBPC can be found at www.montanabudget.org. What We Do: Compile and share current, comprehensive data on child and family well-being in each of our state’s 56 counties. Our data addresses six domains: demographics, health, education, family and community, economic well-being, and safety. Make available high-quality data from public sources and publish it on the KIDS COUNT Data Center. Work with partners to advance public policies that improve the lives of children. Provide presentations and trainings on trends in child well-being. 161 344 APPENDIX: METHODOLOGY + COMMUNITY INPUT PROCESS The Gallatin County Child Care Strategic Plan was developed during a six-month process that involved extensive community input as well as review of other child care models. The following approach and actions were taken in developing the plan. Case Study of Alternative Child Care Models Researched and summarized how others have structured relevant child care opportunities including other successful child care models across the nation including those with non- traditional hours, business models, etc. Provided a summary of findings Half-Day Visioning Session with CHILD Task Force Members, Gallatin ECCC Members and Others Distributed an online survey in advance of the visioning session to understand what was top of mind for participants Summarized online survey findings and shared with session participants Facilitated a half-day visioning session to articulate a shared vision for: retaining and supporting existing providers; developing a sustainable provider model; and expanding affordable child care in Gallatin County Also used the time to confirm what’s not currently known but needs to be understood at the end of the community feedback sessions Captured thoughts and summarized key takeaways Provider Feedback Hosted a feedback/workshop session with Gallatin County area providers Asked providers for their feedback and perspectives on key questions Community Feedback/Workshop Sessions Conducted community feedback/workshop sessions with community-focused audiences Worked with the task force to identify participants and secure individual participation Worked with the task force to promote the feedback/workshop sessions Asked workshop participants for their input and feedback on key questions Communities included: Belgrade (in person - included media coverage) Big Sky (in person - included media coverage) 162 345 Bozeman (in person) Four Corners (via Zoom) Gallatin Gateway (in person) Manhattan / Amsterdam / Churchill (via Zoom) Three Forks (in person) West Yellowstone (via Zoom) Community Survey Created an online survey based on key questions from the workshops Promoted the survey through email distribution, media outreach and social posts Secured 439 respondents to the survey 163 346 APPENDIX: TYPES OF CHILD CARE IN MONTANA FOUR TYPES OF CHILD CARE IN MONTANA Source: https://www.raisemt.org/home-based-child-care Montana's child care system recognizes four types of child care, and requires that anyone caring for more than four (4) unrelated children on a regular basis become registered by the state. A Family Child Care Home has one child care provider with a total of eight (8) children, three (3) of whom can be under the age of two years old. A Group Child Care has two (2) child care providers with a total of twelve (12) children, six (6) of whom can be under the age of two years old. A Child Care Center has 13 or more children depending on facility size, with child-to-adult ratios varying on age of children. A Family, Friend, and Neighbor or Relative Caregiver is a family member or friend who cares for up to four (4) unrelated children, OR any size sibling group, for state payment purposes. Care may be provided in the child's home in certain circumstances. 164 347 Other Resources 165 348 I GSKY 349 Introduction Summary Overview Data Collection Methods Data Limitations Existing Providers in Big Sky State of The Industry Demand - Consumers/Families Accessiblity Affordability Supply - Providers Financial Assistance Programs Financial Model Laws and Regulations Funding Federal State Private and Local Community Collaborations Employers Conclusion Page 02 Page 03 Page 04 Page 04 Page 04 Page 05 Page 06 Page 08 Page 10 Page 15 Page 16 Page 16 Page 18 Page 21 Page 22 Page 23 Page 23 Page 24 Page 24 Page 25 Page 26 TABLE OF CONTENTS 350 1Economic Policy Institute (n.d.). Child Care Costs in the United States. https://www.epi.org/child-care-costs-in-the-united-states/#/MT 2 Childcare Community Needs Survey 2 | Big Sky Childcare Report Across the United States, childcare is a pressing issue affecting millions of families. Access to affordable and high-quality childcare remains limited, leaving many parents struggling to findsuitable options for their children. Rural communities are particularly affected, exacerbating theimbalances already present in our country. The average annual cost of infant care in Montana is $9,518, 40.3% more per year than in-state tuition for a four-year public college1. In Big Sky, the average annual cost of childcare is $20,795, over double the state average2. This costdemonstrates the necessity for childcare solutions that address affordability and accessibility.The dual emphasis on affordability and accessibility serves the immediate needs of families and plays a pivotal role in sustaining a thriving and productive local workforce. This study focuses on assessing the childcare industry in Big Sky by addressing the challenges of affordability and accessibility surrounding childcare in Big Sky and neighboring communities. To address these challenges, the Big Sky Childcare Task Force (BSCTF) was established, consisting of members from the Yellowstone Club Community Foundation, Northern RockyMountain Economic Development District, Spanish Peaks Community Foundation, Big SkyChamber of Commerce, childcare providers, and local employers, and other stakeholders. With a data-driven approach, the BSCTF aims to develop solutions that not only cater to the needs of working families but also contribute to the long-term viability and prosperity of localbusinesses. Employing an economic framework, this analysis deconstructs the study into two integral facets: Demand and Supply sides. This approach facilitates a comprehensive exploration of the childcare landscape, providing insights into the preferences and requirements of families(Demand) as well as the operational challenges and capacities faced by childcare providers (Supply). The first step in addressing the challenges of affordability and accessibility lies in acquiring a comprehensive understanding of the current state of childcare in Big Sky. This endeavor involved the collection of data through community and workforce surveys, and the utilization of publicly available information. Furthermore, data from existing childcare businesses wasutilized to underscore the financial needs of childcare enterprises and the available resourcesfor fostering the childcare industry’s growth. INTRODUCTION 351 Big Sky Childcare Report | 3 SUMMARY 244 - Total Survey Respondents 56% of survey respondents living in Big Sky prefer a childcare facility near their home, whereas 67% of respondents living in the Gallatin Valley (but working in Big Sky) prefer childcare near their residence. 20% of Big Sky families utilize childcare offered by family members, friends, or in-home care. 16% of the Big Sky community does not currently utilize formal childcare services. 75% of Big Sky’s population is of working age, with a median age of 36 years old. 84% of Big Sky’s population is part of the labor force, compared to Gallatin’s 71% and Madison’s 53%. 176% population increase occurred in Big Sky from 2010 to 2020. 79% of two-parent families have both parents in the labor force, compared to Gallatin’s 65% and Madison’s 57%. 96% of women with children that are living in Big Sky participate in the labor force compared to Gallatin’s 66% and Madison’s 51% Primary barriers: Cost, Hours of Operations, Wait Lists, Location, Quality Financial and workforce constraints of childcare providers in Big Sky prevent Friday availability of care, and survey respondents express the need for childcare beyond “standard” business hours. Childcare providers recognize the need for continuous support and resources to improve the quality of care. Financial constraints impede providers’ capacity to attract and retain a qualified professional workforce, subsequently impacting the overall quality and availability of care. $1,733 is the average monthly childcare cost for Big Sky families, representing 16.2% of their median income. $700 or 47% is the average childcare cost reduction considered significant by Big Sky respondents from its current price. 73% of respondents reported that their ability to work has been affected due to the limited childcare options in the area. Over 25% of the respondents indicated that they are either pregnant or planning to have children soon. Parental fees alone are insufficient to cover basic operational costs, necessitating the presence of subsidies or offsetting programs. 94% of survey respondents living in Big Sky prefer a new childcare location in Big Sky. Whereas, of the survey respondents living in the Gallatin Valley (but working in Big Sky), 36% prefer a new location in Big Sky and 32% prefer a new location in Gallatin Gateway. 352 4 | Big Sky Childcare Report Data Collection Methods In addition to the survey data, publicly available data from various reputable sources wereincorporated into the research. This included data from government agencies, educational institutions, and non-profit organizations that provided relevant information on demographictrends, socioeconomic indicators, and existing childcare infrastructure in the community. This study presents publicly available data and data collected from community surveys. The Big Sky community is unincorporated, so publicly available data is limited. To account for this,this study employed a collaborative approach involving the active participation of the Big SkyChildcare Task Force and several key community partners to deploy a community survey tocollect additional information. By leveraging collective expertise and resources, BSCTF aimed to comprehensively address the childcare needs within Big Sky and surrounding communities. The primary data collection method utilized was the Community Childcare Needs Survey togather comprehensive insights into the childcare requirements and challenges faced by thecommunity. This survey was thoughtfully designed to elicit valuable feedback from parents, guardians, childcare providers, and other relevant stakeholders. The survey covered various topics, including childcare availability, affordability, quality, and preferences. The data obtainedfrom this survey helped form the foundation of the study’s analysis and recommendations. This survey was sent throughout the community, by large employers, the Big Sky Chamber of Commerce, and other non-profits. A total of 244 responses were collected. While this study makes a good faith effort to evaluate the best available data, there arelimitations to the data that we must consider. Due to Big Sky being a small, unincorporatedcommunity, publicly available data is more limited compared to larger cities and counties. Since Big Sky is unincorporated and has a population of under 5,000, the U.S. Census Bureau draws a designated boundary around the community called a “census-designated place” or CDP. Due tothe small population size, this means the publicly available data for Big Sky is subject to higherlevels of variability. Using surveys for economic analysis comes with several limitations that warrant consideration.Respondent bias and the possibility of misreporting may introduce subjectivity, potentiallyimpacting the accuracy and reliability of the data. Response bias comes in multiple forms; examples include respondents knowingly reporting false information because they are uncomfortable with reporting the honest answers, or the phrasing of the question getsmisconstrued. Surveys often involve subjective questions, such as preferences or opinions, soaccurately quantifying and analyzing these responses for economic insights can be challenging. Furthermore, non-response bias may emerge, potentially skewing the representation of specific Community Survey Publicly Available Data Community Survey Data Limitations Data Limitations OVERVIEW 353 Big Sky Childcare Report | 5 Many publicly available data sets that are typically relied on,such as the Bureau of Labor and Statistics, are not available at the community level and only provide county-level data. This study uses the Census Bureau’s American CommunitySurvey (ACS) to get localized data. The ACS is an annual,nationwide survey that varies from the decennial census by surveying smaller sample sizes than all housing units and people in the nation. Due to the smaller sample size, there is a degree of sampling error known as the margin of error. Toanalyze details for smaller unincorporated geographic areas, the Census Bureau creates an informal boundary known as the “census-designated place,” or CDP. ACS 5-year estimatesare the only option available for the Big Sky CDP and are thus used in this study. ACS 5-year estimates have a smaller margin of error when compared to the ACS 1-year estimates but are less current than the 1-year estimates used for largerpopulation areas. Big Sky has one main childcare provider, Morningstar Learning Center, that operates during regular working hours,along with two afterschool early childcare providers, BASE Camp and United Way. BASE Camp offers afterschool care as well as summer care, while United Way offers only summer care.Additionally, there are two preschools available: one publiclyfunded and the other a private Montessori school. Morningstar Learning Center (MLC) is Big Sky’s only licensedchildcare provider. They operate year-round and specialize in providing care for infants and toddlers. Morningstar operates Monday through Thursday, from 8:30 am to 5:30pm. Previously, they also offered care on Fridays butdiscontinued this service due to staffing limitations. One alternative considered was providing shorter hours from Monday to Friday, but families expressed a preference for maintainingfull- day care from Monday to Thursday. MLC provides childcare for children aged six months to five years old. demographics or viewpoints if certain groups are more or less likely to participate in the survey. A standard critique ofusing surveys for economic analysis is that certain groups ofpeople are more likely to respond to surveys and vice versa. For example, adults with children who have dropped out of the labor force due to lack of childcare options are challengingto collect data on through traditional channels. However,understanding this population is important when analyzing the childcare industry. Big Sky Discovery Academy (BSDA) is a private Montesorrischool that service pre-K through 12th grade. BSDA operatesfrom Monday to Friday, 8:30 am to 3:30 pm. Currently, they are not open during summer hours. They offer a pre-K classroom that served 18 children in school year 2022-2023. Formerly, BSDA operated its own after-school program, butdue to staffing limitations discontinued operations. Currently BSDA utilizes BASE Camp’s after-school program by allowingstaff to escort students who utilize these services to the BASEfacility two blocks away. It is important to note that not allstudents who attend BSDA use BASE for after-school care. The Big Sky community has one public elementary school. They serve children aged three through fifth grade. In 2023-2024, there were 188 students enrolled. Ophir began operating a pre-K classroom (known as 4K) in 2021, which has the capacity to serve 20 three and four year old children.Children aged three must have an individualized education program (IEP) to enroll, but children aged four can enroll with or without an IEP. For school year 2023-2024, Ophir only enrolled 17 children, leaving three slots unfilled. Forschool-aged children, transportation to access after-school programming is an on-going issue. All classrooms at Ophir operate from 8:30 am to 3:30 pm, and the facility is not experiencing any space constraints. Currently, Ophir operates two bus lines, down from 4-5 bus routes in previous years. This is due to the lack of workers and applicants for the bus driving position. Students must beregistered as an eligible bus rider to be able to utilize this form of transportation to and from school. Big Sky Community Organization (BSCO) is a community based non-profit that fills several roles within area. BSCOoperates BASE; a community facility that provides a range ofservices, which include a fitness center, a rock climbing wall,and other programs, classes and leagues. The facility operates seven days a week. It’s hours are Monday throughFriday, 6:00 am to 8:00 pm, and weekends, 9:00 am through 6:00 pm. Children aged 12 and older can be in the facility without a parent or guardian present, although a BASE pass isrequired for access. For winter 2023, BASE is looking toextend it’s operating hours into the evening to support thosein need of late-night programming. BASE Camp is an after-school program operated at the BASEfacility by BSCO staff. It follows the Ophir Elementary Schoolcalendar, and is open to the public and does not require a BASE facility pass to access. BASE Camp provides astructured environment for children Monday through Friday,from 4:00 pm to 6:00 pm. While BSDA staff walk students over Morningstar Learning Center Publicly Available Data Limitations Ophir Elementary School Big Sky Discovery Academy BASE / BASE Camp / Camp Big Sky Existing Providers in Big Sky 354 PERCENT OF NEED PERCENT OF NEED 3The “Big Sky” area includes West Yellowstone and Ennis respondents 4The “Gallatin Valley” area includes respondents from Bozeman, Belgrade, Four Corners, and Gallatin Gateway. 6 | Big Sky Childcare Report State of the Industry The Greater Gallatin United Way offers a summer programthat operates within Ophir Elementary School. Services are offered from 8:30 am to 5:30 pm, Monday through Friday. It caters to children aged four and five, providing pre-K focusedprogramming. after school, there is not specific transportation from Ophir Elementary to BASE Camp. If students are assigned a seat onthe bus and are part of the after-school program, BASE Campstaff will greet students at the nearby bus stop. There are many families who want to join BASE Camp but do not have any form of transportation to get their children from school toBASE. Camp Big Sky, operated by BSCO, is a summer program at the Community Park that accommodates children of different agegroups. The Pioneers program caters to children in grades oneto three and operates from Monday to Friday. The Explorers program serves children in grades four to six and runs from Monday to Thursday. Hours of care are from 8:30 a.m. to 3:30pm, with an aftercare option that extends until 5:30 p.m. It is crucial to fully understand the current condition of the childcare industry in Big Sky before analyzing the facets of supply and demand. This section relies heavily on results from the Community Childcare Needs survey. Results weresegregated based on Big Sky3 and Gallatin Valley4 respondents to identify potential preference variations. Respondents were questioned about their children’s ages and whether they required care, aiming to comprehend the cohort requiring childcare. Figures 1 and 2 present visual representations of this demographic distribution. Initially, thisstudy did not intend to capture narrative from communitymembers who are family planning or currently pregnant, but these figures highlight the significance of this group. Implications of the large representation of family planning willbe discussed in Identification of Barriers: Wait Lists section. Planning/Pregnant Planning/Pregnant Infant/Toddler (0-2) Preschool(3-5) Schoolage (6+) Infant/Toddler (0-2) Preschool(3-5) Schoolage (6+) 0 0 5 10 10 20 15 30 20 40 25 50 30 60 35 United Way Figure 1: Childcare Need by Age - Big Sky Respondents Figure 2: Childcare Need by Age - Gallatin Valley Respondents 355 LEVEL OF SATISFACTION LEVEL OF SATISFACTION Big Sky Childcare Report | 7 None Childcare Center Family/Friend/In home Nanny/au pair 29% 6% 49% 16% Figure 3: Childcare Use by Families with Children Aged 0 to 5 - All Respondents Figure 5: Satisfaction with Current ChildcareOption - Gallatin Valley Respondents Figure 4: Satisfaction with Current Childcare Option - Big Sky Respondents Figure 3 demonstrates the trends of childcare utilization for all community survey respondents with children ages 0 to 5. Among the various care types available, childcare centersemerge as the most commonly chosen option, with 49% of families relying on their services. The survey also spotlights the influence of familial and socialnetworks, as 29% of families select care offered by family members, friends, or in-home care. Nanny and au pair services represent an alternative choice for 6% of families.Strikingly, 16% of the community does not currently utilizeformal childcare services. Respondents were asked to rate their satisfaction with theircurrent childcare, using a likert scale from one to five, with one being the least satisfied. Satisfaction levels varied, with no significant trend. Figure 4 shows responses from respondents living in Big Sky, and Figure 5 shows resultsfrom respondents living in the Gallatin Valley but working inBig Sky. 40 30 20 10 0 40 30 20 10 0 1 1 2 2 3 3 4 4 5 5 NUMBER OF RESPONDENTSNUMBER OF RESPONDENTS356 Year US (2020) 2015 2016 2017 2018 2019 2020 2021 Population 16 and older 261,649,873 2,238 2,326 2,373 2,572 2,610 2,641 2,616 In Labor Force 165,902,838 1,776 1,965 1,999 2,120 2,171 2,220 2,200 Civilian Labor Force 164,759,496 1,776 1,965 1,999 2,120 2,171 2,220 2,200 Employed 155,888,980 1,623 1,851 1,916 2,051 2,120 2,167 2,147 5 U.S. Census Bureau, American Community Survey 5-year Estimates, Table B23008 8 | Big Sky Childcare Report Unemployed 8,870,516 153 114 83 69 51 53 53 Not in Labor Force 95,747,035 462 361 374 452 439 421 416 Labor Force Par- ticipation Rate 63.0% 79.4% 84.5% 84.2% 82.4% 83.2% 84.1% 84.1% Unemployment Rate 5.4% 8.6% 5.8% 4.2% 3.3% 2.3% 2.4% 2.4% This section discusses the multifaceted dimensions of childcare demand, specifically focusing on accessibility and affordability. To provide a comprehensive understanding, the discussionbegins by examining general community demographics, offering insight into the contextualfactors that influence childcare dynamics within Big Sky. Following this, the investigation explores the challenges and opportunities surrounding childcare accessibility, concentrating onbarriers identified by the community and ideal childcare center locations. The analysis extendsto affordability, illustrating the financial assistance programs accessible to families and childcareproviders. The predominance of the tourism industry in Big Sky over the last decade has brought increased business demand, along with a growing workforce. In 2020, Big Sky’s year-roundpopulation was 3,854 people. Approximately 75% of the population is of working age, and the median age is a youthful 36 years old. Big Sky’s labor force participation rate is 84%,significantly higher than Gallatin (71%) and Madison County (53%). Over the last ten years, Big Sky has experienced rapid growth – from 2010 to 2020, the community’s population hasincreased by 176% (from 1,398 to 3,854). Table 1 shows a detailed break down of the Big Sky labor force over time. DEMAND –FAMILIES/CONSUMERS Table 1: Big Sky Labor Force Source: ACS DP03 5-Year Estimates 357 YEAR Big Sky Childcare Report | 9 A median age of 36 means the community has a young With many residents in their prime working and child- population focused on working, building a family, raising rearing years, it becomes crucial to address the needs of thechildren, and not near retirement. Due to population growth labor force, particularly the mothers of Big Sky. Women’s and the youthful median age, managing the working class’s participation in the workforce is a vital component of the rapid growth requires childcare investment. High living costs community’s economic growth and development. Figure 6 and the necessity for dual-income households in the area mean demonstrates that in Big Sky, the labor force participation that many families rely on both parents’ incomes to maintain rate for women with children is 96%, demonstrating a a livable wage. With 79% of two-parent families having both significant presence of mothers actively contributing to the parents in the labor force and single parents also showing local economy. We can safely assume that the high labor force a 100% labor force participation rate5, access to quality participation rate of mothers translates to high demand forchildcare is paramount. Parent labor force participation is childcare services and available hours. We suspect the highsignificantly higher in Big Sky than in neighboring communities. female labor force participation rates are attributed to the Gallatin County’s labor force participation rate for both high local cost of living, and thus the need for dual-income parents in the labor force is 65%, and Madison County’s is households. Without sufficient childcare options, working57%. If the demand for childcare continually goes unmet, mothers may face challenges maintaining their careers young families wishing to start a family will likely relocate, and achieving work-life balance. Ensuring affordable and hindering and shrinking the community’s labor force.accessible childcare services is benefitical to families and vital for retaining the current workforce in the community. Figure 6: Labor Force Participation of Women With Children in Household 100 90 80 70 60 50 40 30 20 10 0 2010 2011 2012 Big Sky 2013 2014 Montana 2015 2016 2017 Gallatin County 2018 2019 Madison County 2020 2021 96.8% 69.2% 66.4% 51.4% U.S Census Bureau ACS 5-Year Estimates Table B23003 PERCENT OF PARTICIPATION358 10 | Big Sky Childcare Report PERCENT OF RESPONSES Accessibility Cost Operating Hours/Days Identification of Barriers Figure 7: Barriers Faced When Accessing Childcare - All Respondents The Big Sky Community Childcare Needs survey analysis identified the six barriers that parents face when seekingchildcare services. Cost, days and hours of operation, and waitlists ranked as the top three issues. Figure 7 details surveyresponses regarding barriers to accessing childcare. The survey results underscored the significance of financialconstraints as a primary barrier for families seeking childcareservices. The implications and struggles of high childcare costs faced by Big Sky residents will be expanded on further in the Affordability section. In short, many respondents expressedtheir concerns about the high costs of childcare, stating howdifficult it is becoming to afford childcare on top of an inflated housing market. Another major challenge reported by community memberswas the limited operating hours and days of childcare facilities.A specific issue brought to light by the survey is the main careprovider in the community does not operate on Fridays. While traditional 9-5 schedules may be common, it’s crucial to recognize that many individuals work non-standard hours, including nights, weekends, and irregular shifts. To ensure that childcare services cater to the needs of all communitymembers, regardless of their work schedules, flexibility in hours becomes essential. In Big Sky, the service and hospitality sector plays asignificant role in the local economy, employing a substantialportion of the workforce. However, these industries often operatebeyond standard business hours, with employees workingduring evenings, weekends, and holidays. Overlooking thechildcare needs of the workforce in this essential industry can have significant consequences. It impacts the well-being of working parents within these sectors and presentschallenges for employers as they struggle to retain a stableand productive workforce. The construction industry is another significant sector in Big Sky’s economy. For parents in construction, the need forreliable and flexible childcare solutions cannot be understated. Their work often starts early in the morning andmay extend into the late afternoon or early evening, making itchallenging to align their schedules with traditional childcarecenter hours. Hours/Days of Operation Location Quality Wait List Cost Before/ After School Transportation 0 10 20 30 40 50 60 70 80 90 100 Source: Community Childcare Needs Survey 359 FLEXIBLE/VARYING EXTENDED STANDARD BUSINESS HOURS WEEKEND MON-FRI 9AM-5PM ANY REQUEST MENTIONING WEEKEND HOURS DROP-IN/PART TIME BEFORE/AFTER STANDARD HOURS Big Sky Childcare Report | 11 60% Weekend Flexible/Varying 11% 17% 12% Extended Standard Business Hours The Big Sky Community Childcare Needs survey included anoption for respondents to select “quality” of childcare. This did not emerge spontaneously as a theme, and there is notsubstantial evidence indicating inadequate quality of childcarein Big Sky. The survey illustrated the prevalent issue of long wait lists for childcare services in Big Sky. The insights from interviewswith various childcare providers echoed this sentiment, with providers unanimously acknowledging the extensive wait times experienced by families. Sometimes, families wait multiple years to secure a spot for their children in a childcareprogram. A detailed discussion on wait lists can be found in theAvailability section of this report. Figure 8 shows that although 59% of Big Sky’s residentsexpressed that childcare during standard work hours (Monday through Friday, 9-5) would be sufficient, asignificant population expressed the need for additional carehours outside of that timeframe. When considering hours of operation, it is also important to account for commute time. For example, the Big Sky workforce that lives in GallatinValley expressed a need to drop their children off atchildcare by 7:00 am to arrive to work in Big Sky on-time by8:00 am. Definition Of Variables Survey respondents indicated that parents and caregiversdesire childcare services that offer a safe and nurturing environment and facilitate their children’s holistic development. Interviews with childcare providers highlightedthe commitment of many providers in striving to meet thestandards of excellence. However, they also acknowledged the need for ongoing support and resources to enhance thequality of care they can offer. Conversations with childcare providers shed light on the challenge posed by candidates rejecting job offers within thechildcare sector. This issue is often attributed to the prevailingconditions of low wages and the burden of high housing costs.While providers are devoted to their roles, these financial limitations hinder their ability to attract and retain qualifiedprofessionals, ultimately affecting the overall quality of care. When evaluating factors that play a role in determining quality childcare, Big Sky residents and surrounding communitymembers shared insights into the elements shaping theirdecisions. According to the Childcare Survey, employeebackground checks emerged as the top priority, closely followed by providers being licensed and employee education/training. Figure 9 shows the various factors that surveyrespondents take into account when selecting a childcareprovider. In the community’s discussions about providing qualitychildcare, it’s important to recognize the role of state laws.These laws require childcare employees and providers to undergo proper training and background checks, all toensure the safety and well-being of the children they care for.Following these laws helps childcare centers maintain higherstandards of professionalism and competence, building trust and confidence among parents and caregivers. These laws willbe discussed further in the Laws and Regulations section. Quality Wait List Figure 8: Requested Care Hours - All Respondents Source: Community Childcare Needs Survey 360 12 | Big Sky Childcare Report PERCENT Employee Education/Licensing Provider Requires Vaccinations Curriculum Taught Provider is Licensed Employee Background Checks 0 10 20 30 40 50 60 70 80 90 100 Childcare Center Location Figure 9: Dimensions of Quality Considered When Choosing Childcare - All Respondents The Big Sky Community Childcare Needs survey askedquestions regarding parents’ desired location of childcareservices. The results provide valuable guidance inunderstanding the community’s preferences and priorities regarding the respondent’s desired childcare location. Resultswere segregated based on Big Sky and Gallatin Valley4respondents to identify potential preference variations.First, the survey explored the preferences of the Big Sky workforce regarding childcare proximity to their residence.Specifically, the survey inquired about workers’ preference forchildcare services to be located near their place of residenceor their workplace. Figures 10, 11, and 12 detail responses by group. Responses were segregated into two groups: those living and working in Big Sky, and those working in Big Sky and living in the Gallatin Valley. Interestingly, both groups of respondentspreferred childcare services near their residence. It wasanticipated that the geographic barrier of the Gallatin Canyon might lead to considerable disparities in parental decisions regarding childcare location. However, the survey resultsrevealed that no matter where the worker lives, parents preferchildcare near their home. Second, the survey gathered respondents’ perspectives on the most suitable location for a new childcare facility. AmongBig Sky respondents, there was a distinct preference (94%) for another childcare facility within the Big Sky area. However, among the respondents living in Gallatin Valley, only 36%prefer a new facility in Big Sky, while 32% prefer GallatinGateway, followed by another 16% preferring a Four Corners location. Figures 13, 14, and 15 illustrate these responses. Source: Community Childcare Needs Survey 361 Source: Big Sky Community Childcare Needs Survey Source: Big Sky Community Childcare Needs Survey Source: Big Sky Community Childcare Needs Survey Source: Big Sky Community Childcare Needs Survey Source: Big Sky Community Childcare Needs Survey Big Sky Gallatin Gateway Bozeman Four Corners Source: Big Sky Community Childcare Needs SurveyBig Sky Childcare Report | 13 Figure 12: Proximity to Workplace - Gallatin Valley Respondents Figure 10: Proximity to Workplace - All Respondents Figure 11: Proximity to Workplace - Big Sky Respondents Figure 13: Ideal Childcare Location - All Respondents Figure 14: Ideal Childcare Location - Big Sky Respondents Figure 15: Ideal Childcare Location - Gallatin Valley Respondents Workplace Residential 56%44% Workplace Residential 67% 33% Big Sky Gallatin Gateway 6% 94% Workplace Residential 60% 40%13% 4%4% 80% Big Sky Gallatin Gateway Four Corners Bozeman 16% 16% 32% 36% 362 14 | Big Sky Childcare Report Source: Big Sky Community Childcare Needs Survey COMMUTE TIME BY COST SAVINGS Drive Time Figure 16: Adjusted Commute Time Based on Childcare Cost Savings - All Respondents Figure 16 provides insights into how the Big Sky workforce is willing to adjust their commute time in response to varying childcare cost reductions. These statistics, specifically related to childcare cost reductions for Big Skyresidents, will be discussed later in the Affordability section. As expected,when childcare costs decrease or are offset by supportiveprograms, Big Sky workers become more willing to extend their commute times. 100 90 80 70 60 50 40 30 20 10 0 0-9 Minutes Market Price 10-19 Minutes Partial Subsidy 20-29 Minutes Full Subsidy 30+ MinutesPERCENT OF SUBSIDY363 6U.S. Census Bureau, American Community Survey 5-year Estimates, Table S1901 59716 Zip Code 59716 59718 59715 59730 59714 59729 59741 59758 59752 59740 59720 59741 59718 #of Employees 912 465 272 134 123 64 17 16 14 6 2 Big Sky Childcare Report | 15 Geographical Distribution of Workforce Figure 17: Big Sky Employee Residence by Zip Code According to the U.S. Department of Health and HumanServices, childcare is affordable if it costs no more than 7% ofa family’s income1. Survey respondents reported an average of $1,733 per month in childcare costs, making up 16.2% of a family’s median income in Big Sky2,6. This highlights aconcerning disparity between the recommended affordabilitythreshold for childcare costs, and those faced by families in the local and surrounding regions of Big Sky. The averagechildcare cost reduction that Big Sky survey respondentsdeemed significant is $700, or 47% of its current price2. Areduction of this amount would lower costs to 7% of median family income, in alignment with the U.S. Department ofHealth and Human Services affordability factor. Figure 17 is a heat map of the location of Big Sky employees,generated using zip code data from several large employerswithin Big Sky. This information was derived from thepermanent addresses of employees, offering insights into the origins of Big Sky’s workforce across Montana. When used in conjunction with the survey results regarding childcareplacement, this visualization aids in identifying the moststrategic locations for childcare services that would effectively cater to the needs of Big Sky workers. As revealed through open-ended survey responses, severalrespondents articulated that the high costs have influencedtheir decision to start a family, stating that they cannot affordto have children if they want to continue living in Big Sky. This insight holds particular significance when consideringstrategies for retaining and expanding the local workforce.This is expanded on in further detail at the end of this reportunder the “Other Solutions for Considerations” section. Affordability 5 9 937 5 9 831 5 9 840 5 9 761 5 9 901 5 9 911 5 9 860 5 9 8025 9 823 5 9 858 5 9 711 5 9 843 5 9 417 5 9 725 5 9 759 5 9 754 5 9 749 5 9 755 5 9 632 5 9 602 5 9 425 5 9 474 5 9 720 5 9 752 5 9 644 5 9 730 5 9 758 5 9 714 5 9 715 5 9 442 5 9 047 5 9 030 5 9 446 5 9 011 5 9 068 5 9 019 5 9 230 5 9 301 5 9 330 Powered by Bing© GeoNames, Microsoft, TomTom Big Sky Employee Residence Map 5 32 5 9 720 5 9 752 5 9 730 5 9 758 5 9 714 5 9 715 5 9 047 5 9 030 364 16 | Big Sky Childcare Report 7https://dphhs.mt.gov 8Federal Poverty Guidlines can be found here: https://www.projusticemn.org/fedpovertyguidelines/ SUPPLY -PROVIDERS Transitioning from the examination of the community’s demand for childcare services, the focus now shifts to the supply side of the equation. The conversation surroundingdimensions of childcare supply begins by exploring childcarecosts and financial assistance programs. Then, the discussion shifts to examine availability, specifically the operational aspects of childcare services in Big Sky, including their capacityto accommodate children. Following that, we depict thefinancial challenges that childcare providers struggle with done by evaluating the financial models of existing providers. Additionally, a thorough exploration of laws and regulationsspecific to health and safety will provide insight into regulatoryenvironment in which providers operate. Moving beyond this, we discuss the intricate web of funding sources available to the childcare industry. This encompasses funding fromfederal, state, private, and local entities, with allocations aimedeither directly at families or benefiting childcare providers. This analysis is concluded with suggestions for non-monetary support and community solutions for consideration. The Early Childhood Services Bureau (ECSB) is a state program that provides Best Beginnings childcare scholarships (BBCCS) to eligible low-income families. The program wasestablished to provide scholarships to qualified low-incomefamilies whose children receive care from a licensed childcare provider or daycare facility. These scholarships use a sliding fee scale7, ensuring that each family contributes to the cost ofcare based on their financial capacity. Qualified families withincomes at or below 200% of the Federal Poverty Guidelines8 are eligible for the Best Beginnings Scholarship. Recipient families are required to make a copayment towards the cost of childcare. The copayment amounts are established based on the family’s income level as follows: (1) Families with qualifying incomes less than 100% of the federal poverty level must pay $10 monthly, (2) Families with qualifying incomesbetween 100% and 200% of the federal poverty level will havetheir copayment calculated using a sliding fee scale, with the maximum limit set at 7% of their monthly income. The state pays the scholarship directly to the childcare provider, with thecopayment coming from families to the provider. The Best Beginnings Scholarship, while suitable for some communities in Montana, falls short of meeting the needs of Wellness In Action (WIA) is a non-profit organization within the Big Sky community that facilitates access to a scholarship resource network. With 18 years of dedicated service, WIA strives to empower children with transformative experiencesthrough its scholarship offerings. During the Summer of 2023, WIA granted 31 camp scholarships totaling $31,617. Similarly, in Winter 2022/2023, WIA awarded 31 scholarships for winter camp programs, including ski and hockey lessons,totaling $16,930. WIA operates on a sliding scale based onfederal poverty levels to address families’ financial challenges. They have designed a sliding scale calibrated at 500% of poverty levels, which accommodates a family of three,comprising two parents and one child, with an income of up to$124,3008. This approach makes the assistance program much more applicable to the specific needs of Big Sky. However, despite its relevance, the program faces limitations due toresource constraints. While WIA exceeded its budgetedscholarship awards this year, the program typically operates with a limited grant budget of $25,000. Considering the average cost of childcare in Big Sky, this amount is not enoughto cover even four children on half scholarship. Big Sky Discovery Academy (BSDA) is a Montessori school and early childhood care provider. Discovery Academy doesnot receive state funding, relying instead on communitysupport. In the coming year, the academy plans to allocate scholarships to enhance accessibility for students. BSDAraises funds from various sources, including resort tax contributions andcommunity foundations. BSDA conducts three significant fundraisers yearly to support its scholarship initiatives. Through these fundraising efforts, Big Sky DiscoveryAcademy aims to foster an inclusive educational environmentby providing essential scholarship support to its students and educators. Big Sky residents. The income eligibility criteria, limited to 200% or below the federal poverty guidelines, exclude manyBig Sky residents facing childcare cost challenges. Due to highcosts of living translating to higher wages, Big Sky’s median annual family income is $128,506, equivalent to approximately $10,708 monthly5. This is well above the federal poverty level– for a family of three, 200% of the Federal Poverty Guidelinescalculates to an annual income of $46,060 or a monthly income of $3,8388. The Best Beginnings Scholarship’s eligibility criteria do notallow for families to access this resource to help offset the childcare cost challenges many Big Sky residents face. A notable gap exists in meeting the needs of working familiesseeking affordable childcare options. Financial Assistance Programs Best Beginnings Childcare Scholarships Wellness In Action Big Sky Discovery Academy 365 Big Sky Childcare Report | 17 General childcare availability is pivotal in supporting parents’ ability to maintain employment while fostering a nurturingenvironment for children to learn and grow. Without worrying about childcare, parents can confidently focus on their professional responsibilities, leading to increased job satisfaction and productivity. Beyond the workforceadvantages, the availability of nurturing and stimulatingchildcare environments positively impacts children’s early development. Early childhood is a crucial period for cognitive, social, and emotional growth, and qualitychildcare programs can provide a supportive setting forchildren to explore, learn, and build essential skills. According to the findings from the Community NeedsSurvey, it becomes evident that childcare availabilityconstraints have a notable impact on employees in Big Sky. A significant 73% of respondents reported that their ability to work has beenaffected due to the limited childcare options in the area.The survey also unveiled future implications, as over a quarter of the respondents disclosed that they are either pregnant or planning to have children soon. The data highlights thenecessity for comprehensive and accessible childcare solutions in Big Sky, supporting the working population and anticipating the needs of families in the coming years. Despite these impressive fundraising efforts, it’s important to note that the scholarship funds raised apply only to enrolledor prospective students and staff of Discovery Academy,making the effectiveness of these scholarships very localized. Morningstar Learning Center (MLC) is a year-round earlychildhood education program. MLC is not state-funded and relies on community support, including Resort Tax, community foundations, and individual fundraisers. Even withthe substantial backing from these entities, MLC’s tuitionrates are too high for most families to consider affordable. To keep high-quality early education accessible, MLC raisesfunds annually for its need-based Tuition AssistanceProgram. All MLC families can apply annually through a third- party platform, ensuring that decisions are based solely on objective financial information. Upon introducing thisprogram, MLC observed a 25% increase in days enrolledamong recipients, demonstrating the impact of need-based financial aid in Big Sky. Throughout the 2022-2023 school year, MLCdiscounted tuition for 67% of enrolled families and awardedover $300,000 in tuition assistance. Two years ago, Ophir Elementary School began to offer apre-K classroom, also called 4K. In school year 2022-2023,Ophir had full enrollment of 20 children. However, for the 2023-2024 school year, Ophir only had 17 children enroll in the program, leaving 3 available slots for children aged 3-4years old. This waitlist also operates using a priority-based procedure.Parents can submit an intent to return in January of each year, and any open spots are filled from the current waitlist. The priority order for enrollment is as follows:1) Siblings of current students 2) Legacy (if the first child in a family has enrolled and finished, the next child receives priority) 3) Year-Round Big Sky Resident 4) Big Sky Business Owner 5) Big Sky / Town Center Employee 6) Referral Parents turned down in one year and placed on the waitlistretain their priority status for the following year, alongside siblings. Staff reports indicate that typically, by the time they reach the priority listing for Big Sky residents, all spots arealready filled. When families inquire, they can pay a $75 application fee tobe entered into the care center’s system and added to thewaitlist. The waitlist operates using a priority-basedprocedure. The priority order for enrollment is as follows: 1) Morningstar Learning Center Staffs Children2) Siblings of Currently Enrolled Children3) Children of Locally Employed Families4) Children of Full-Time Residents Who Are Not Locally Employed5) Not-Full-Time Residents Who Are Not Locally Employed Morning Star Learning Center has 54 available slots when fully staffed and currently operates on a waitlist. Morning Star Learning Center Ophir Elementary School Big Sky Discovery Academy Summary of Available Slots Morning Star Learning Center Availability Available Slots and Waitlists Child Age 0-2 Year Olds 3-4 Year Olds 5+ Year Olds Provider MLC MLC, Ophir, Discovery MLC (5 y.o. only) Ophir, Discovery Slots 24 68 58 366 9A center model serves 13+ children and the number of staff are dependent upon the ratios of children, the group model serves 2-15 children, typicallyin a home-based setting and staff are dependent upon the ratios of children, and the family model serves up to 8 children with one caregiver, typically in a home. 18 | Big Sky Childcare Report Financial Model With a fully staffed team, United Way can serve up to 30 children. On average, across eight weeks, 17 families areparticipating each week. However, it is essential to note thatthe total number of families involved in the program is 25, assome families may not utilize it for its entire duration. On a weekly basis, the program has an average of 13 students inattendance. The school has allocated 36 slots for children aged 3 to 5, 17 for students in grades 1 to 3, 15 for those in grades 4 to 6, and30 for grades 7-12. However, these slots’ availability dependson having a fully staffed facility. The BASE Community Center is accessible to the public,although a BASE pass is necessary for entry. Children who are 12 years and older can use the Community Center without supervision. It is important to clarify that while a pass isnecessary to access BASE’s fitness center and participate in itsvarious programs, classes, and leagues, BASE Camp and Camp Big Sky are exceptions. Their afterschool service is open to the entire community without a pass requirement. Enrollment forBASE Camp is limited to 20 children, a restriction attributed to spatial constraints. For Camp Big Sky, 50 positions are open for students in grades 1-3, and an additional 30 spots are available for those in grades 4-6. In order to illustrate the intricate financial challenges thatchildcare providers grapple with, this study examined the financial statements of 14 providers, located throughout the region, for the year 2022. The goal is to offer a concise analysisof their income and expenditures, aiming to simplify the intricate financial structures that childcare providers navigate. It is important to note that this financial modeling is not meant to be complex or account for details that providers considerwhen making financial decisions. This analysis is intentionallyoverly simplistic in order to understand the challenges of the business model that childcare providers face, and present a starting place for deeper discussion to begin. This analysis is crucial given that childcare providers frequently operate with minimal or no profit margins. It aims to emphasize the importance of public support andinvestment for these providers. Lacking such backing couldmake it challenging to cover operational expenses and offer competitive wages—essential for attracting a skilled workforce—without resorting to significant fee increases for parents. Across all the examined businesses, it becomesevident that parental fees alone are inadequate to cover basic operational expenditures without the presence of subsidies or Revenue Per Child Average Parent Pay Average Subsidy Cost Per Child Margin Average Wage Family $977.33 $748.00 $229.33 $993.00 $(15.67) $16.79 Group Center $891.75 $1,217.00 $492.00 $1,189.00 $399.75 $28.00 $890.25 $1,252.50 $1.50 $(35.50) $16.57 $20.45 Center-Based Childcare Infant $13,087 $10,004 Toddler $11,451 $8,753 Preschool $11,451 $8,753 School-Age $11,451 $8,753 Average Center $11,860 $9,066 Based Cost Home-Based Childcare Infant $10,081 $7,503 Toddler $9,409 $7,003 Preschool $9,409 $7,003 School-Age $9,409 $7,003 Average Home Based Costs $9,577 $7,128 This section examines 14 childcare providers’ financial reportsacross three different types of service provider models. The three service provider models examined are a center model, a group model, and a family model.9 The financial statementsfrom providers in each service delivery model are averagedtogether. This allows for average revenue per child and programs to offset expenses. The following section will analyze childcare providers’ costs averaged over those using the sameoperating model, followed by a cost comparison of surveyrespondents and publicly available data. United Way BASE / BASE Camp / Camp Big Sky Regional Financial Comparison Table 3: Average Annual Cost by Age Table 2: Average Financial ModelBy Service Delivery Type Source: Cost of Care Financial Models Source: Department of Labor, Women’s Bureau, National Database of Childcare Prices Gallatin County Madison County 367 10STAR incentives are the voluntary quality program described in the funding section of this report. 11CACFP payments are the Child and Adult Care Food Program, a reimbursement program described in the funding section of this report. Big Sky Childcare Report | 19 Cost Comparison Big Sky Community Survey Average Cost Avg. Center Based Cost (DOL) - Gallatin Avg. Center Based Cost (DOL) - Madison Avg. Center Based Cost (Local) Avg. Home Based Cost (DOL) - Gallatin Avg. Home Based Cost (DOL) - Madison Avg. Family/Home Based Cost (Local) Annual Cost $20,796 $11,860 $9,066 $15,030 $9,577 $7,128 $11,916 average cost per child to be compared. We also calculate the average hourly employee wage within each service deliverymodel, shown by Table 2. It is important to note that theChildcare Center service delivery model has more staff, and typically a center director will have a higher wage than an assistant teacher or other less experienced staff. Table 2 demonstrates the results of the averaged financial reports within each service delivery model. In this calculation, revenues include tuition, fees, and costs that parents pay for their child, along with any subsidies, incentives, or grantsthat the provider receives. Costs include all operating costs the provider pays, such as rent, utilities, transportation, supplies, food, wages and fringe, insurance, and training costs. The margin per child shows the difference betweenaverage revenue per child minus the average cost per child. As illustrated, the family and center childcare models have negative profit margins, while the group service delivery model has a narrow positive margin of $1.50 per child. Tovisualize revenues and expenses, Figure 18 demonstrates the composition of revenues or expenses for each childcare model. In each of the models, personnel expenses representa large majority of the expenses providers face. We can seefrom Table 2 that despite personnel being the bulk of expenses, employees are not being paid high wages in comparison with other industries. In both the family andgroup models, the average hourly wage of employees hoversaround $16.00 per hour, with the center model having a slightly higher average hourly wage at $20.45 per hour. These wages are modest and as mentioned several times inthis report, are not high enough to competitively recruit newstaff to fill labor shortages faced by providers. When examining average revenues per service delivery type, parent pay (including tuition, fees, etc.)constitute the bulk of revenues. Additional revenues for eachmodel include STAR incentives10, CACFP payments11, and other subsidies. These additional revenue sources, while small, are crucial to closing the gap between revenues andcosts that providers face. Without these programs, thenegative profit To perform the cost comparison analysis, several sources of data were used to compare the estimated annual costs of childcare. First, the U.S. Department of Labor Women’s Bureau provides costs estimates by childcare type for 2023.Table 3 shows these estimates for Gallatin and MadisonCounties. These numbers are broken out by a center model versus a home-based model. Home-based providers tend to have lower costs because of the need for less staffing, andspace costs are significantly less than centers. To simplify for comparison, the averages across the county were also provided. This data shows that infant care is more expensive than older children, however it does not convey the subtletiesof price changes as children get older. It is clear from this datathat annual costs of childcare are higher in Gallatin County than in Madison County in both home-based and center care models. margin increases, further forcing providers to either increase the cost to parents or cease operations. For each model, we calculate the average parent pay per month and the average subsidies received by providers per month. Please note that this is the average across all agegroups, but typically rates for infants and toddlers are higherdue to a lower staff to child ratio required by the providers, and rates tend to decrease as the child gets older because staff to child ratios increase, thus making it a bit moreeconomical to provide care for older children. For the family model, the average parent pay per month is $748 and the average subsidies received are $229 permonth. If family providers did not receive subsidy programs,parent pay would have to cover this gap, increasing to $977.33 per month. For the group model, the average parent pay is $492 per month, with average subsidies received equating to $399.75 per month. As in the family model, if the average subsidies went away, parents would have to bear the increase of monthly costs up to $891.75. The Center modelreceives the highest average of parent pay, equating to $1,189 per month, and the lowest of the available subsidies, totaling to an average of only $28 per month. Without subsidies, parentpay would increase to $1,217 per month. This modeling demonstrates: 1.) most childcare providers do not face large profit margins, if any profit margin at all, andoperate on minimal net profits. 2.) while a majority ofexpenses are comprised of personnel costs, hourly staff wages are not at the top end of competitive wages. 3.) Despite the highcosts that parents face, without additional support in theform of grants, subsidies, or other public programs, parent pay would increase or childcare operators would be forced to close their doors. Table 4: Regional Childcare Annual Cost Comparison Regional Cost Comparison 368 20 | Big Sky Childcare Report Figure 18: Snapshot of Average Monthly Financial Model by Service Delivery Type $1,500 $1,400 $1,300 $1,200 $1,100 $1,000 $900 $800 $700 $600 $500 $400 $300 $200 $100 $0 Center Parent Pay Subsidy STAR CACFP Group Other Food Personnel Other Operations Family Rent Utilities When comparing costs, it is important to remember that these cost estimates are averaged across the entire county –where personnel and space costs are radically different in atown such as Three Forks, MT when compared to Big Sky, MT. It is also important to keep in mind that publicly available datafor rural areas such as Montana can have large margins oferror. These numbers should only serve as a baseline in establishing a cost comparison. Table 4 shows the annual cost comparisons across the region and to Big Sky. First, the average cost of childcare that survey respondents gave is provided. This cost averaged tobe $1,733 monthly or $20,796 annually. Then, data from thecenter and family providers in Table 2 were annualized and provided in Table 4 as “Average Center Based Cost (Local)” and “AverageFamily/Home Based Cost (Local).” From this comparison, we can see that annual childcare costs in Big Sky are significantly more than across the region.This is likely due to higher wages and personnel costs thatproviders in Big Sky face, along with higher facility costs. This cost comparison demonstrates a need for additional technical financial analysis that examines costs versus revenues forproviders that investigates how the financial model variesbased on the age of the child, and their attendance. 369 12https://leg.mt.gov/bills/2023/billhtml/HB0422.htm 13 https://leg.mt.gov/bills/2023/billhtml/HB0187.htm 14 MCA: 37.95.108 15 MCA: 52-2-721, Amended https://leg.mt.gov/bills/2023/billhtml/HB0556.htm 16 MCA: 37.95.622 Big Sky Childcare Report | 21 Childcare facilities in Montana are subject to specific licensing and registration requirements. Family or group childcare facilities must be registered, while childcare centers must be licensed14. These regular certificates and licenses, issued by the department, are valid for up tothree years. However, under House Bill 55615, facilities with fewer than six children are exemptfrom licensing. Montana’s Childcare facilities must adhere to specific personnel and training standards16. Acomprehensive background check by the Montana Department of Justice and the FederalBureau of Investigation is mandatory for all individuals seeking employment in a childcare facility. This check must be conducted before employment commencement and repeated every five years thereafter. Childcare facilities must also ensure their staff meets stringent The Montana state legislative session of 2023 made multiple significant changes in childcare law. House Bill 42212 aims to revise childcare ratios within childcare centers for enhancedoperational efficiency. The modifications entail larger ratios for younger children, specificallythree to five years olds. This bill balances childcare quality and capacity, reflecting age-appropriate supervision ratios and group sizes in childcare settings. Another essential change is introduced by House Bill 18713, designating home-based child careas a residential property use. This is significant for communities like Big Sky, grappling withspatial constraints and high building costs. This designation might encourage innovative land use practices and solutions to optimize available spaces. However, effective implementationhinges on proactive communication with local Homeowners’ Association (HOA) boards to alignin-home child care with existing regulations. Previously, this report mentioned different quality factors families consider when choosing a childcare program. The top responses to the question regarding quality dimensions said employee background checks and education, facility/center licensing, curriculum taught, and vaccination requirements. Montana has established a comprehensive framework of laws and regulations governing various childcare operations. Encompassing a broad spectrum, from in-home facilities to childcare centers, these regulations are pivotal in ensuring the safety, well-being, and quality of childcare services. This section is dedicated to shedding light on the latest amendments to childcare laws resulting from the most recent state legislative session. Moreover, it will provide a concise overview of significant elements within the existing legal framework, focusing specifically on health and safety regulations. Recent Law Changes Important Regulation - Health & Safety LAWS AND REGULATIONS 370 22 | Big Sky Childcare Report 17MCA: 37.95.60218 https://www.oecd.org/els/family/database.htm educational and training benchmarks. Directors, early childhood teachers, and assistant teachers must completeannual training to maintain a current status on the EarlyChildhood Practitioner (ECP) registry. By law, childcare facilities must meticulously craft andimplement a program that aligns with each child’s distinctivejourney of growth and well-being. This program must encompass a balanced mix of active and passive learning experiences, all executed under the direct supervision ofqualified adult staff17. Despite research overwhelmingly demonstrating that investment in childcare has multiple and layered positive economic impacts, the United States invests fewer public dollars in earlychildhood education (relative to gross domestic product) than other developed countries. The U.S. ranks 35th out of 37th in countries tracked by the Organization for Economic Co-Operation and Development (OECD)18. The average country in the EU spends $4,700 per infant aged 0 to 5, and the U.S. only invests $2,400. Discussing available funding forprogramming is complex and layered. Below, we attempt to provide a structured approach to outline available funding to support childcare, from both a family perspective and a childcare provider perspective. Access to funding occurs through three channels: at the federal level,state level (which may vary by state), and within the local private community. To wrap up thissection, we present non-monetary recommendations for employers to support their workforce in managing childcare responsibilities. It’s important to acknowledge the complexity surrounding childcare licensing. Many childcare providers may not have afull grasp of the entirety of licensing rules and regulations. Thiscomplexity could inadvertently result in gaps in compliance or a lack of awareness about specific requirements. The role of organizations like Community ChildcareConnections (CCC) within our community is significant. Through its guidance, CCC plays a crucial role in assisting providers in meeting the required legal standards, therebyenhancing the quality and safety of childcare services forchildren in our community. FUNDING 371 https://dphhs.mt.gov/ecfsd/childcare/Index https://www.irs.gov/publications/p503 https://dphhs.mt.gov/ecfsd/ChildCare/stars/index Big Sky Childcare Report | 23 Federal State Families Providers Providers There is only one federal program that provides direct support to families seeking relief from the high costs of childcare. TheInternal Revenue Services offers a Child and Dependent CareCredit that parents can claim on their annual federal tax filing.Individuals with children are eligible to claim the tax credit if Programs provide direct and indirect support. Federally, thereare four main sources of funding that support childcare - TheChild Care and Development Fund (CCDF), Headstart, theSocial Services Block Grant (SSBG), and Temporary Assistance for Needy Families (TANF). The CCDF is distributed directly to states, territories and tribes. In Montana, CCDF funds go to the Montana Department of Public Health and HumanServices (DPHHS)19. Direct programs offered by the federal government to support childcare providers are few and far between. Oneprogram is the Child and Adult Care Food Program (CACFP), which provides reimbursements for nutritious meals and snacks to eligible children enrolled at participating childcarecenters and daycare homes. To receive this funding, for-profitchildcare centers must have at least 25% of their enrollment or licensed capacity, whichever is less, at the free or reducedreimbursement rate, and parents must fill out income eligibilityforms. Nonprofit child care centers can pursue an onlineapplication through the Montana CACFP website. The U.S. Department of Health and Human Services alsoprovides grants to local public and private nonprofit andfor-profit agencies through the Head Start and Early Head Start programs that provide early learning services to children in low-income families. Locally, the Human ResourceDevelopment Council of District IX (HRDC) provides HeadStart and Early Head Start programming to Gallatin and Park Counties. They are funded to provide services to 152 children,and they served 113 during the 2021–2022 school year.Eligibility is based on family income at or below the FederalPoverty Guidelines (FPL). Children in foster care, homeless children, and children from families receiving public assistance(TANF or SSI) are eligible regardless of income. They may enroll up to 35% of families who are between 100% – 130% ofFPL. Unfortunately, as discussed earlier, most Big Sky families do not qualify for this programming. However, there might beopportunities to collaborate with HRDC’s Head Start programto offer the quality programming that has been provensuccessful in raising children’s school readiness outcomes. they have earned income and paid for expenses for the care of a qualifying child, which is a child under the age of 13 or a dependent of any age who is incapable of self-care. It is anonrefundable tax credit on qualifying expenses up to $3,000 for one child or up to $6,000 for two or more qualifying children. The maximum credit is 35% of related costs if anindividual’s adjusted gross income is below $43,000. Above$43,000, the maximum credit is 20% of related expenses. For more information, please see IRS Publication 50320. Resources at the state level to support childcare are largelyprovided through Montana DPHHS. The child and family services that DPHHS oversees are child support, childcare,early childhood, adult protective services, and child protectiveservices. The Office of Public Instruction oversees schoolingand education for children in Montana, with some resources allocated to afterschool programs. The Early Childhood Services Division (ECSD) of DPHHS oversees various programs, giving services to providers and families. These programs include the Best BeginningsChildcare Scholarship, the STARS to Quality program, childcare licensing, childcare referral agencies, Headstart, and the Montana Milestones program. These programs primarilyoffer financial support and resources to childcare providers.The first option is the Best Beginnings Scholarship, which has been detailed earlier in this study. The second resource available to childcare providers is the STARS to Quality Program. It is a voluntary quality rating program and improvement system that aligns quality indicators with support and incentives for early childhoodprograms and professionals. Five levels (STARS) evaluate and promote education, qualifications, training, leadership, program management, quality supportive environments, and family and community partnerships. Participating childcareproviders receive a financial incentive that increases at eachlevel and is larger depending on the size of the provider. STARS incentives can be used for continuous quality improvement, staff support, salaries, professional development, equipment,etc. STARS incentives may not be used for construction. Formore information, please visit the ECSB website 21. Another resource available to certain childcare providers is the 21st Century Community Learning Center grant throughthe Montana Office of Public Instruction (OPI). This grant provides funds to local education agencies and community-based organizations. Grants amount to a minimum 19 20 21 372 22 https://opi.mt.gov/Leadership/Academic-Success/After-School-Programs#10699812176-resources23 https://cccmontana.org/24 https://mcdc.coop/ 24 | Big Sky Childcare Report Private and local resources largely bear the brunt of helping offset the high childcare costs. Especially in the BigSky community, where residents rarely qualify for publicfunding support, local nonprofits, community foundations, and other resources shoulder the burden of supporting familiesand providers. There are very few state programs offered directly to familiesto support the reduction of childcare costs. Many states around the U.S. provide specific state-wide childcare tax credits, similar to the federal credit. Interested parents couldtalk to their state representatives to advocate for the creationof a tax credit accessible to Montana families. Locally, Child Care Connections (CCC)23 is one of seven Child Care Resource and Referral Agencies (CCR&R) in Montana. Together, they provide support to early childhood professionals and families across Montana. CCC is a nonprofitthat serves Gallatin, Park, Meagher, Lewis & Clark, Jefferson,and Broadwater counties by providing critical support to families and childcare professions to improve the quality of and access to childcare. The Big Sky Resort Tax District (BSRAD) has significantly invested in local childcare providers over the past several years. BSRAD was established as a resort tax district in 1992,and since then, approximately $80 million has been reinvestedback into the community. The collections are 4% of sales on eligible “luxury” industries, primarily focused on tourism. Of the 4% tax collected, 1% must be invested in infrastructure.The remaining 3% of tax collections are reinvested back intothe community. The BSRAD collects and manages these funds. In fiscal year 2024, BSRAD committed over $21 million to over 30 organizations, investing in health and safety, publicworks, recreation and conservation, arts and education,economic development, and housing. BSRAD has offered consistent and increasing support in the way of funding to both Discovery Academy and Morningstar Learning Center. In fiscal year 2022, BSRAD reinvested $320,000 in these two childcare programs. This funding increased in fiscal year 2023 up to $549,000. Currently, in fiscal year 2024 BSRAD of $50,000 for five years, aimed at providing academic enrichment during out-of-school hours and fostering literacyand educational development for students and families. Thereare several levels of eligibility criteria to qualify to receive this funding. To learn more, please visit the Montana OPI website22. invested $725,000 in childcare in Big Sky. This demonstrates the ongoing community need for childcare while alsodemonstrating the important funding gap that is filled by thelocal community. Aside from nonprofit grants and donations, communitymembers seeking to support childcare can explore additional options for their workforce. These options are presented from two distinct angles: first, from a community perspective,highlighting strategies that community collaborations could address collectively, and second, from an employer perspective, focusing on ways businesses can support the parents within their workforce. One program that employers could consider offering to their employees is a dependent care flexible savings account (FSA).Employees should consider advocating for this program,further details are discussed below. Another option for communities to consider is a co-op modelof childcare. This allows for sharing costs and managementacross all members within a co-op. Employers, childcare providers, or even parents can establish a co-op childcare. In Montana, the Montana Cooperative Development Center hasexpertise and resources to help communities develop co-opsthat help to advance economic vitality24. The first option to examine is a discussion with various homeowner’s associations (HOAs) in the market. Home-basedchildcare is the most affordable option to provide childcare toa local community. However, a large majority of HOA’s restrictbusiness activity within a neighborhood. One way to solve this issue is to work with HOAs to allow for exceptions forhome-based childcare operations, as mentioned before by thepassage of House Bill 187. Currently, there are a few options that community collaborations can tackle that might help to ease the strain thatthe expense of childcare puts on the community. Providers Families HOAs Families Cooperatives Other Solutions for Consideration Private and Local Community Collaborations 373 25 https://home.treasury.gov/system/files/136/The-Economics-of-Childcare-Supply-09-14-final.pdf26 Four states were studied, Iowa, Idaho, Mississippi, and Pennsylvania. Source: U.S. Chamber of Commerce Foundation. 2020. “Untapped Potential: Economic Impact of Childcare Breakdowns on U.S. States.” https://www.uschamberfoundation.org/reports/untapped-potential-economic-impact-childcare-break-downs-us-states 27 Child and Adolescent Health measurement Initiative, Data Resource Center for Child and Adolescent Health. “2018-2019 National Survey of Children’s Health data query.” https://www.childhealthdata.org 28 From Washington Center for Equitable Growth. “Working by the Hour: The Economic Consequences of Unpredictable Scheduling Practices.” by Heather Boushey and Bridget Ansel, September 2016. And “Extensive Nonstandard Work Hours Among U.S. Low-Income Mothers Hinder Their Kids’ Enrollment in Center-Based Childcare.” by Cesar Perez, August 2019. Big Sky Childcare Report | 25 Employers Employers have many reasons to consider increasing support to employees with children. Research shows that access to childcare is a significant determinant of whether parentsremain in the labor force, especially when considering female labor force participation25. Employers also face the repercussions of childcare accessibility challenges, including increased employee turnover, staffing shortages, and theassociated expenses of training and retraining. The U.S.Chamber of Commerce Foundation estimates costs to employers ranging from $375 to $500 per working age adult due to childcare-related absences and turnover26. Nationally,from 2018 to 2019, over two million parents under the age of five had to quit a job, not take a job, or change their job because of problems with childcare27. One easy way employers can support employees in coveringchildcare costs is to establish a dependent care account foremployees and allow them to elect this option as a part of theirbenefits package. A dependent care account must be set up through an employer where employees can withhold agreedamounts from their paychecks to fund the account. Thesecontributions allow individuals to reduce their taxable incomeby up to $5,000 or $2,500 if married filing separately. Eligible expenses cover a range of childcare options, including in-homecare such as a nanny or babysitter, as well as institutional carelike childcare services, summer camps, before- and after-school care, and caregiver-provided transportation, among others. This allows families to save pre-tax dollars to cover theexpenses related to childcare. Research finds that, increasingly, many workers are subject tounpredictable scheduling practices due to the implementation of scheduling software that creates employee schedules based on projected consumer demand28. Most often, theseunpredictable schedules are found in retail and serviceindustries. The ability for workers to have regular and predictable schedule allows them to enroll children in routine care and plan adequately for care needs to be covered.Additionally, irregular schedules can indirectly impact families’ability to receive childcare subsidies. Employers could consider easing the burden of childcare on parents by providing their employees with regular, predictable scheduling so those withchildren can plan for their childcare needs ahead of time. Stable Schedules Benefits and Dependent Care Account 374 26 | Big Sky Childcare Report This study has thoroughly examined the childcare landscape in Big Sky, informed by publicly available data and insights gathered through our Childcare Needs Survey. We began byreviewing the primary hurdles faced by parents, notably the challenges related to costs,limited operating hours, and waitlists. Moving beyond these barriers, we explored the preferences of Big Sky’s employees, revealing a solid desire for childcare facilities near their residences and a notable demand for extended service hours, including weekends. Many preferred operatinghours from 7 a.m. to 6 p.m. Monday through Friday, with significant requests for weekend care. Our cost analysis finds that most families currently pay an average of $1,773 monthly inchildcare costs, equating to 16.2% of the average family’s income. Survey results find a significant reduction in costs to the average family would be $700 per month, reducing monthly expenses to about $1,000. When asked if parents would be willing to extend theircommute time to access childcare if a subsidy was available, respondents indicated they would be ready to drive up to 30 minutes extra if they could receive full assistance on their childcare costs. Next, our analysis of childcare provider financial statements highlights the critical need for subsidies and community support. These support programs help narrow the profit margin gap that providers face. Without such assistance, childcare costs for parents would significantlyincrease. Although some financial assistance programs exist, they are not accessible to mostBig Sky families. Fortunately, the extensive community support provided by nonprofits, BSRAD, and local residents enables existing providers to sustain their operations. However, it’s important to note that these operations still operate with slim profit margins and faceadditional challenges in recruiting and retaining a qualified workforce. This analysis provides a beginning step for future in-depth financial analysis to occur, with the aim being to provide further understanding into the complex business model that providers face when delivering childcareservices. In looking toward the future, several promising developments are on the horizon. The Yellowstone Club has hired a director of childcare with plans to expand childcare services in the community. The YC is also taking steps toward developing a new care center.Additionally, this study is a foundational step towards a more comprehensive childcare best practices study already in motion. This report provides valuable insights that can guide future childcareinitiatives for other resort towns. However, it’s crucial to acknowledge that predictingchildcare demand remains challenging, especially without access to fertility or birth rate data. To address this issue and more, one potential avenue for further research involves implementing an annual needs survey encompassing a broader range of community needsbeyond childcare. Such a survey could provide a holistic understanding of the evolving needs of Big Sky residents, assisting community leaders in making well-informed investment decisions to support the thriving future of this unique community. CONCLUSION 375 Montana State University CCAMPIS Background: Montana State University (MSU), founded in 1893, is the state’s land grant university committed to a teaching, research, and service mission. With over 16,000 students enrolled and an estimated 500 student parents, we are the state’s largest university. Need: Available childcare options for student parents on campus and in the surrounding area are limited and cannot meet the growing demand for childcare. Compounding the problem is a workforce shortage of qualified childcare professionals. Project activities: We propose an innovative approach to supporting student parents, their children, and early childhood professionals. Our ultimate aim is to support student parent success and increase degree attainment. Our four project activities are: 1. Offer extended hour, evening, and/or weekend childcare by partnering with existing licensed center, family and group childcare programs in and around campus (Absolute Priority 1) 2. Provide childcare tuition assistance for low-income student parents using a sliding scale fee structure (Absolute Priority 2) 3. Provide wrap-around services to student parents, including financial counseling, mental health support, nutrition resources, and assistance in finding childcare in on-campus facilities or nearby licensed childcare centers, family and group programs (Invitational Priority 3) 4. Enhance the early childhood education undergraduate academic program and improve the professional preparation of the early childhood workforce, including providing skills training and mentored practice in infant and toddler care to interested students as well as stipend support for participation in the CCAMPIS project (Invitational Priority 2) Populations to be served: MSU student parents and their children are the primary beneficiaries of the MSU CCAMPIS project. We estimate offering tuition assistance to 50 student parents and to increasing enrollment of children of student parents on campus by 100%. Undergraduate students preparing for careers in early childhood education and child development will also receive increased wages as incentive to enter the profession. Contributions related to research, policy, and practice: The evaluation plan of the proposed project includes the collection of a variety of quantitative and qualitative data. Analysis of the data will help measure the success and impact of our project activities, and also provide keen insight into the unique needs of student parents. Policy outcomes have already begun in our on campus childcare programs to better support student parents by reserving enrollment and offering reduced tuition. In practice, expanding partnerships with neighboring childcare programs will provide increased opportunities to MSU undergraduates pursuing careers in early childhood education and child development. 376 Employer Supported Child Care Toolkit 377 02 Employer Supported Child Care Toolkit Getting Started Furthering the Cause Resources and Support Step 3: Adding Child Care Slots Why Child Care Matters for your Business Step 2: Employer Assisted Childcare Step 1: Family Friendly Policies in the Office 03 04 06 07 08 09 11 This toolkit is modeled after the Family Forward Montana Innitiative. 378 1. FAMILY FRIENDLY PRACTICES 2. EMPLOYER ASSISTED CHILD CARE 3. ADDING SLOTS Getting Started Employer Supported Child Care Changes in workplace dynamics, housing costs, and the lack of available affordable child care have converged to create an overwhelming need to work collectively on creative solutions to the shortage of child care options in our region. Child Care Connections, HRDC, and NRMEDD are working with local public and private entities to create family forward workplaces that will attract and retain employees. Our efforts focus on three clearly defined steps that businesses implement based on their existing and future child care requirements. The steps build upon each other, beginning with actionable items that can be instituted with minimal cost and effort. The Three Steps 03 379 Before we dive deeper into the nuances of each step, we will work with your organization to clarify: Getting Started 04 Future child care needs Existing child care needs Timing, budget, and viability Existing family friendly practices 380 Why This Matters 65% of parents work schedules are affected by child care challenges an average of 7.5 times over a six-month period Unscheduled absenteeism costs U.S. employers $3,600 per hourly employee per year. Research estimates an annual economic cost of $57 billion in lost earnings, productivity, and revenue every year in the U.S. due to child care 45%30%60% Over a six month period, 45% of parents are absent form work at least once due to child care breakdowns, missing an average of 4.3 days. 54% of employers report that access to child care services reduced missed workdays by as much as 30% An on-site child care program can reduce employee turnover by 60% 05https://www.childcareaware.org/our-issues/research/the-us-and-the-high-price-of-child-care-2019/ https://www.americanprogress.org/issues/early-childhood/reports/2019/03/28/467488/child-care-crisis- keeping-women-workforce/381 Family Friendly Practices in the Office 01 Consider your options We recommend Working through the following action items as applicable for your organization Adding workplace policies and practices that benefit parents reduces employee stress, increases employee productivity, and allows parents to have a more meaningful relationship with their children which results in goodwill towards their employer Kids at work Family friendly events Family wellbeing leave Remote or virtual work Tuition/education supports Family Medical Leave PTO/Sick/Vacation Time Maternity/Paternity Leave Flex time/flex scheduling Health Benefits Elder Care Emergency leave 1.Review your current employee handbook and benefits package 2.Review family friendly policies (see options below) for fit and budget 3.Speak with your advisors and colleagues about their results implementing similar practices 4.Review our family friendly budget models to determine potential cost savings of enacting family friendly practices that attract and retain employees 5.Poll existing workers to identify what is important to them 6.Incorporate your new policies and practices into your employee handbook and benefits package 7.Promote your family friendly workplace that values parents, children, and your community. 06 382 Employer Assisted Childcare02 Consider your options. For organizations with existing child care needs, we recommend the following actions: Child care referrals, reserved child care placements for employees, and/or calculated child care subsidies allow new parents to return to work after giving birth, attract potential employees, and aid retention and productivity. Offer a dependent care assistance plan (DCAP) Offer family paid leave Reserve slots in existing child care programs Voucher or reimbursement system Flexible Spending Accounts (FSA)Child care subsidies to quality child care Provide families information about financial assistance in the community 1.Child care referrals- contact Child Care Connections in Bozeman at 406-587-7786 or visit their website at cccmontana.org 2.Review our family friendly budget models to determine potential cost savings of enacting family friendly practices that attract and retain employees 3.Reserving child care slots for employees at existing child care programs 4.Provide calculated child care reimbursements to employees 07 383 Consider your options Investing in child care facilities, building in-house solutions, and/or creating co-op child care with like-minded businesses gives your organization more control over your current and future child care requirements. Adding slots can come in many different forms! For organizations that want to minimize variability and increase worker satisfaction and productivity we recommend the following: Offer sick child care Provide off-site child care Coordinate back-up or emergency child care Purchase child care spaces for employees Employer assisted cooperative child care Provide on-site child care Employer child care consortium Provide backbone support to a local child care business Adding Child Care Slots03 1.Invest in existing child care facilities to increase wages, expand services, and/or space 2.Partner with other businesses to create a child care co-op 3.Establish in-house child care solutions via new construction or repurposing existing space 08384 Further the Cause What is good for your community is good for your organization. Family friendly policies and practices benefit your organization can benefit your business as well as your community. By extension, more organizations implementing similar policies and practices will expedite gains. If you are dedicated to providing a family friendly workplace, consider thinking bigger, and how you can assist other organizations in your community to follow suit. Here are some steps to consider Decide where to start- select business partners within a chosen industry, a geographic boundry, etc. Determine importance- conduct polls, surveys, questionnaires to identify issues to focus on Research- results of policies implemented elsewhere, and possible policies to add locally Calculate- potential costs and benefits to implementing new policies and practices Framing-focus on how these policies are wins for employees, employers, and communities Challenges-what possible objections will you encounter, what alternatives are available, can you assist with cooperative solutions? Communicate- share what is working with labor unions, media, chambers of commerce, professional associations, and policy makers. 09 385 Influence Policy Makers Public policy and legislation impact the accessibility and affordability of child care in Montana. Limited access to child care impacts the ways that families can participate in the workforce. Talking to your legislators in an important way to advocate for early childhood issues and support the families that work in your community. Another step you may consider is persuading business, professional, or trade associations (the Chamber of Commerce, for example) to issue policy statements supporting family friendly practices and policies. Ultimately you may find that legislative advocacy is the most powerful tool to enact positive community change. Some examples include personal contact with legislators and aides, a full- scale legislative campaign, or both. The goal could be a law-such as FMLA- that mandates family-friendly policy, or simply government support and backing for family friendly policies. 10 Further the Cause A d v o c a t e 386 Helpful Resources 11 CostofChildcare.org Provider Cost of Quality Calculator Use this Employee Child Care Needs Assessment, created by Colorado EPIC (Executives Partnering to Invest in Children) to determine your team's child care needs. Do your current practices support your employee's child care needs? Conduct a Business Self-Assessment to evaluate your organization's family friendly practices. Experts from your local Child Care Resource and Referral Agency (CCR&R) can help you navigate the child care licensing process, offer technical support, and guidance for what is needed to operate a child care program. Find your local CCR&R. Experts from your local Child Care Resource and Referral Agency (CCR&R) can help your team search for child care, access scholarships, and explore resources available for them. Find your local CCR&R. Learn more about how other organizations are supporting the childcare needs of their staff and how these practices influence productivity, retention, and the bottom line. Watch this recording of the Employer Supported Child Care Panel where local businesses share what adding child care slots influences: Workforce Demographics Finances Operations Calculate the Cost Finding Child Care Evaluate your current practices Navigating Child Care Licensing What are other businesses doing? Assess your employees' child care needs 387 Early care and education (ECE) is an essential component of our economy. Many parents need child care to be able to go to school or work. Child care businesses need to hire staff/educators to care for children. Low child care wages, particularly when combined with high costs of living and a competitive job market, create a significant staff shortage for child care businesses. DPHHS and its partners are focused on strengthening the child care workforce, which in turn strengthens the general workforce with children, who need access to child care to work. This document provides recent data related to: • Child care capacity across the state. • The child care workforce who staff child care programs, with a focus on compensation and retention. • The cost of providing care for child care programs. • The impacts of child care on the general workforce with children who need access to child care to work, including capacity shortages and high costs. The capacity of licensed child care providers is not enough to meet demand, despite growing to exceed pre-pandemic slots. Licensed child care capacity meets only 43% of the estimated demand in the state for children up to age 6.1 Demand for child care includes children living in households where all available parents are working. Child care shortages exist in every county, with 59% of counties identified as child care deserts – meaning supply meets less than a third of estimated demand.2 About 16% of all children under 6 with working parents live in a child care desert. Figure 1 shows licensed child care capacity by county as a percentage of estimated demand. CHILD CARE WORKFORCE NARRATIVE NOVEMBER 3, 2023 OVERVIEW EARLY CARE AND EDUCATION PROVIDER CAPACITY 1 Calculation based on 2017-2021 ACS 5-Year Estimates and average licensed child care capacity in July 2022 as reported by Montana Department of Health and Human Services. 2 DPHHS child care licensing data 2022 annual average capacity. 2017-2021 ACS 5-Year Estimates. 388 There is less capacity for licensed child care providers to serve children ages 0 to 2. Licensed care capacity only meets 31% of the estimated demand in Montana for children up to 24 months, qualifying the state as a child care desert for this age group. Figure 2 shows the capacity to serve children under age 2 as a percentage of estimated demand by county, where demand is the number of children under two living in working parent households. 2 Figure 1. Child care capacity as a percent of children under age 6 with working parents by county Figure 2. Child care capacity as a percent of children under age 2 with working parents by county Source: MTDLI analysis of MT DPHHS CCUBS licensed child care capacity in 2022, 2017-2021 ACS 5-Year estimates, and National Vital Statistics System (NVSS) county population estimates. Children with working parents are defined as children living in a home where all available parents are participating in the labor market. Source: MTDLI analysis of MT DPHHS CCUBS licensed infant care capacity in 2022, 2017-2021 ACS 5-Year estimates, and National Vital Statistics System (NVSS) county population estimates. Children with working parents are defined as children living in a home where all available parents are participating in the labor market. 389 Child care is expensive for many Montana families. On average, Montana households paid $350 a week in 2023 for care for children under the age of five, which translates to roughly 33% of the state’s average weekly wage.3 The US Department of Health and Human Services benchmark for affordable child care is expenses amounting to 7% of household income.4 In 2023, Montana households averaged $18,940 in child care expenses for children under age five. Annual child care expenses in 2023 were equivalent to 28% of the state’s median household income, far exceeding the US Health and Human Services benchmark for affordable care.5 Child care centers serve the largest proportion of children in Montana. In 2014 child care centers were serving 59% of children in licensed care. This increased to 69% in 2020 and 2021 and came down slightly in 2022. 2022 saw an increase in group programs6 as well as family, friend, and neighbor care. Home-based providers (group, family, and FFN) provide options for families needing care outside of typical business hours, needing infant care, seeking care for children with special needs, or needing care in rural/frontier communities. The modest increase in home-based care providers over the last few years is a positive sign of market diversification to provide needed options to more families. 3 Figure 3. Licensed capacity and percentage of total capacity by provider type, 2019 – 2022. 3 Average weekly wage as reported by the Quarterly Census of Employment and Wages in Q1 2023. Child care expenditures reported by the U.S. Census Household Pulse Survey from January to May 2023. 4 https://www.govinfo.gov/content/pkg/FR-2016-09-30/pdf/2016-22986.pdf 5 Annual child care expenditures estimated based on weekly child care costs reported by the U.S. Census Household Pulse Survey from January to May 2023. Median household income reported by 2022 1-Year Estimates American Community Survey (in 2022 dollars). 6 Some of this increase in group providers and decrease in centers may be a result of providers changing from center to group when provider definitions changed in 2021. Centers were previously defined as serving 13 or more children. This increased to programs serving 16 or more children. Group programs currently care for 9 to 15 children, increasing from 7 to 12. Date 2022 (9-30) 2022 (6-30) 2021 (6-30) 2020 (6-30) 2019 (6-30) Center 14,478 (67%) 14,175 (67%) 13,734 (69%) 14,359 (69%) 13,863 (68%) Group 5,516 (25%) 5,292 (25%) 4,634 (23%) 4,773 (23%) 4,812 (24%) Family 1,386 (6%) 1,432 (7%) 1,173 (6%) 1,258 (6%) 1,284 (6%) Family, Friend, and Neighbor 143 (1%) 70 (0%) 73 (0%) 72 (0%) 165 (1%) Relative Caregivers 214 (1%) 226 (1%) 255 (1%) 259 (1%) 300 (1%) Total 21,737 21,195 19,869 20,721 20,424 80% 70% 60% 50% 40% 30% 20% 10% 0% 68% 24% 6% 2019 (6-30) Ce nte r 69% 23% 6% 2020 (6-30) G ro up 69% 23% 6% 67% 25% 7%6% 67% 25% 2021 (6-30)2022 (6-30)2022 (9-30) Family FFN RCE 25,000 20,000 15,000 10,000 5 ,0 00 0 1,284 4,812 13,863 1,258 4,773 14,359 1,173 4,634 13,734 1,432 5,292 14,175 1,386 5,516 14,478 Capacity by Provider Type Center Group Fam i ly Capacity by Provider Type FFN RCE 2019 (6-30)2020 (6-30)2021 (6-30)2022 (6-30)2022 (9-30) 390 238 68 7 24 151 1 19 2 1 10 545 176 20 57 335 Child care workforce impacts child care capacity Early childhood educators (ECE) are one of the most in-demand occupations in Montana, according to the Montana Department of Labor and Industry (MTDLI) 2022-2032 employment projections. The MTDLI estimates 545 annual job openings for child care workers through 2032, placing the occupation in the top 30 for the number of openings. Over half (56%) of these openings are projected to occur due to employee turnover. Retirements are estimated to generate an additional 43% of the job openings for child care workers. ECFSD provided American Rescue Plan Act stabilization and innovation grants to child care businesses to increase statewide capacity. The division awarded stabilization grants to 715 licensed or registered programs in 51 counties and 31 innovation grants. Zero to Five Montana is providing specialized training and technical assistance to larger child care businesses in addition to supporting community capacity building to support innovative, collaborative approaches to increasing the supply of child care. Raise Montana provides training and technical assistance to new and existing home-based child care businesses in addition to shared services7 for these home-based programs. As of January 2023, 27 home-based child care providers completed the Family and Group Child Care Business Series8 and Raise Montana funded 50 premium child care management software licenses for providers through the Brightwheel Partnership. The Child Care Licensing project is streamlining licensing regulations and processes to increase the number of licensed child care providers. 4 EFFORTS TO INCREASE SLOT CAPACITY • • • • EARLY CARE AND EDUCATION WORKFORCE CAPACITY AND STABILITY Figure 4. Early childhood education, kindergarten, and elementary teachers annual job openings through 2032 7 Montana Shared Services (MTSS) currently offers nine services to Montana child care providers. The free services offered include the ECE Resource Library, ECE Friendly Business Directory, Discounts & Grants, Our ECE Community and the ECE Job Board. The Substitute Service, Telehealth program, and Payroll services have associated fees. 8 The Family and Group Child Care Business Series is a 10-week series offered to new and existing home-based child are businesses designed to support business practices of home-based child care. Participation is free and those who complete the entire series receive 30 hours of continuing education credit through the MT Early Childhood Project. Topics include: Contracts, Policy Handbook Development, Recording-Keeping, Time/Space Percentage, and Deductions. Improvements in understanding of business practices demonstrated through pre- and post-test assessments. Source: Montana Department of Labor and Industry 2022-2032 Occupational Employment Projections. Exits refer to openings generated from labor market exits, like retirements. Transfer openings include openings due to employee turnover. Growth openings are generated due to an increase in demand for the occupation. Occupation Child care workers Preschool teachers Preschool and child care administrators Kindergarten teachers Elementary school teachers Minimum Education High school diploma Associate degree Bachelor's degree Bachelor's degree Bachelor's degree Exit Transfer 306 89 12 32 174 Growth Total 391 Child care wages are low. The average child care worker wage is $12.73/hour or $26,480/year.11 This is 54% of the average kindergarten teacher's and 44% of the average elementary school teacher's annual salary. More ECE graduates are needed to meet the demand for preschool and kindergarten teachers as well as child care workers. Over 80% percent of ECE graduates work in Montana a year after graduation. However, their earnings fall below average for their educational attainment.9 Addressing this income discrepancy would encourage more students to pursue an ECE degree, and thus help increase child care capacity. Forty-two percent of the 627 Child Care Licensing Assessment survey respondents ranked child care worker pay as the first and second most important factor impacting child care capacity.10 5 Figure 6. Mean and median wages by educator occupation, 2021. Figure 5. Ranking of factors that limit child care capacity and access to child care in Montana 9 Amy Watson, Montana Department of Labor and Industry, Montana Post-Secondary Workforce Report: A Report on Workforce Needs and Labor Market Outcomes of Graduates, October 2022. https://lmi.mt.gov/_docs/Publications/LMI-Pubs/Special-Reports-and-Studies/MTCollegeReport2022.pdf. 10 Kristal Jones and Kirsten Smith, Bloom Consulting, Child Care Licensing Assessment: Stakeholder Perspectives to Support Regulator and Systems Improvement, April 2022. https://dphhs.mt.gov/assets/ecfsd/childcare/MTCCLProjectAssessment.pdf. 11 Montana Department of Labor and Industry, 2022 Montana Informational Wage Rates by Occupation, May 2022. https://lmi.mt.gov/_docs/Publications/LMI-Pubs/Labor-Market-Publications/OEWS-2021-Pub.pdf. 12 Montana DLI, 2022 Wages and Office of Head Start, Program Information Report, Summary Report 2022 – State Level. 12 Occupation Child care worker Head Start classroom teacher Preschool teacher (not special education) Kindergarten teacher (not special education) Elementary school teacher (not special education) Median Annual $26,720 Not listed $31,000 $46,340 $60,150 Cost (overall rank=1)7%11%12%17%29%24% Caregiver pay (overall rank=2)15%8%19%16%17%25% Ability to meet child's specific orspecial needs (overall rank=3)11%14%22%24%12%17% Convenience (overall rank=4)21%12%15%20%17%15% Child care licensing regulations (overall rank=5)14%28%17%13%13%14% Facility requirements (overall rank=6)30%25%13%10%13%9% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 6 (least important)54321 (most important) How important is each factor in increasing child care capacity and access to child care? Mean Annual $26,480 $30,318 $32,750 $49,170 $60,200 392 In 2019, the poverty rate for early educators in Montana was 24.7%, higher than for Montana workers in general (12.7%) and eight times higher than for K-8 teachers (3.1%).13 Child care workers’ wages vary slightly by geography, with Billings and western Montana having the highest average wages, and east-central Montana the lowest. Child care workers’ wages vary slightly based on their position, with assistant teachers reporting to the Early Childhood Project an average hourly rate of $12.76 and lead teachers reporting an average hourly rate of $14.19.15 Montana’s child care providers and Head Start programs used a significant proportion of their American Rescue Plan Act stabilization grant awards to pay for staff. Child care stabilization grantees report using over $53 million of funds for personnel between January and September 2022. This is approximately half of the funding paid to child care providers in that timeframe. The ECE workforce has significant turnover. New child care workers enter the field continuously as others leave. In calendar year 2022, the Child Care Licensing Program received a total of 2,971 new staff hire applications, an average of 229 per month. As of January 2023, there are 5,305 active staff members in licensed child care facilities. The 2022 new staff hire applications represent 56% of that total. Head Start staff also experienced significant turnover with 328 staff members leaving in 2022 out of a total 1,380 staff members (24% turnover); 78 reported leaving for higher compensation.16 As shown in Figure 4 above, MTDLI estimates 99% of the 545 annual job openings for child care workers are due to employee turnover and retirements. Child care workers experience higher rates of turnover and labor force exits than the average occupation in Montana.17 Low compensation hinders broad professionalization of the child care workforce. There is a tension between the need to provide high-quality early learning and development experiences to children through highly trained, educated, credentialed, and experienced staff, and the low wages paid in 6 Figure 7. Child care worker wages by area, 2022. 13 Center for the Study of Child Care Employment, UC Berkeley, State Profiles: Montana. https://cscce.berkeley.edu/workforce-index- 2020/states/montana/. 14 MTDLI, 2022 Wages. 15 Montana Early Childhood Project, Montana State University, Profile Summary Fact Sheet, Q3 2022. 16 Head Start, 2022 Program Information Report. 17 MTDLI 2022 – 2032 Occupational Employment Projections. 14 Area Montana Billings MSA West (balance of state) Southwest (balance of state) Missoula MSA Great Falls MSA East-central (balance of state) Mean Hourly $12.73 $12.97 $12.91 $12.65 $12.60 $12.77 $12.37 Median Hourly Mean Annual Median Annual $12.84 $12.60 $12.97 $12.84 $12.65 $13.11 $12.14 $26,480 $26,980 $26,860 $26,300 $26,200 $26,570 $25,720 $26,720 $26,210 $26,980 $26,720 $26,310 $27,270 $25,260 393 The ECE certificate program has created an important pipeline for ECE staff to enter the workforce. Retainment in the Montana workforce one year after certification is 96%, the highest of any certification Post-secondary ECE graduates have high retention in the Montana labor market. ECE Associate’s degree earners have higher retention rates than ECE Bachelor’s graduates. Over 85% of ECE graduates work in Montana a year after graduation, compared to 69% retention among graduates across all programs. ECE graduates with higher levels of education also report earning more income. The income premium for bachelor’s degree attainment compared to an associate degree is 20% one year after graduation and 34% after ten years.20 the sector. Overall, less than one-third of ECE staff in the statewide registry have a degree beyond a high school diploma.18 One percent (1%) of practitioner registry participants had a director’s credential.19 Among staff on the statewide ECE registry as of October 12, 2022, 40% were participating at Level 1, as shown in the figure below. Level 1 participants must have at least high school diplomas or equivalent and are working in ECE settings, but do not have additional related training or education. 7 Figure 8. Number of registry participants by Career Path level Figure 9. Early childhood education post-secondary workforce outcomes by degree type Source: DOR, OCHE, RMC, CC, UP, and apprenticeship income data match summarized by MTDLI. Real income reported in 2021dollars using the CPI-U. Percent filing resident or non-resident Montana income taxes. 18 Montana Early Childhood Project, Montana State University, Profile Summary Fact Sheet, Q3 2022. 19 Montana Early Childhood Project, Montana State University, ECP Quarterly Report, Q4 2021-2022. 20 Amy Watson, Montana Department of Labor and Industry, Montana Post-Secondary Workforce Report: A Report on Workforce Needs and Labor Market Outcomes of Graduates, October 2022. https://lmi.mt.gov/_docs/Publications/LMI-Pubs/Special-Reports-and-Studies/MTCollegeReport2022.pdf. Membership Level 1 Level 2 Level 3 Level 4 Level 5 Level 6 Level 7 Level 8 Level 9 Level 10 Degree Certificate (CDA) Associate degree Bachelor's degree 311 (8%) 178 (5%) 164 (5%) 47 (2%) 48 (2%) 181 (5%) 67 (2%) 4 380 (8%) 1354 (27%) 1 Year After 10 Years After 1997 (40%) Annual Income Growth Rate 3% 3% 3% Number of staff by level of certification on the statewide ECE registry % Filing Median 96% 89% 87% Median Income $22,869 $24,760 $30,213 % Filing Median 73% 81% 74% Median Income $29,605 $32,026 $40,331 394 We do not have data on the true cost of providing child care in Montana. Montana uses a market rate study to understand the advertised cost of care (fees charged to parents), from which the child care subsidy reimbursement rate is calculated (75% of the market rate, with the intention that families using subsidies would have access to 3 out of 4 available child care slots or programs22). The market rate relies on centers and home-based providers reporting their full-time and part-time advertised rates for infants, toddlers, pre-school age, and school-age children throughout the state. Montana’s reimbursement rates are shown in the table below. The Early Childhood Project, Higher Education Consortium, and DPHHS are updating the career ladder to recognize a broader array of education, training, experience, and licensure. These updates are in response to consistent feedback from child care staff and directors about frustration with the current structure not reflecting the diversity of training and experience that Montana’s ECE staff bring to child care programs. Expanding the combinations education, training, or experience that allows people to be hired into and move along an ECE career path will provide a pathway for increased earnings as well as increased stability in the workforce over time. Within this career work, ECP, DPHHS, and partners are creating pathways for motivated individuals to move along the ECE career ladder quickly can encourage staff retention, increase wages, and improve quality. The low starting salaries and staff retention challenges in the ECE profession make it all the more exciting for child care directors when they find skilled, motivated staff who want to move along the career ladder. However, providers are frustrated by their inability to support staff in moving more quickly up the levels in the state workforce registry, especially when it comes to being able to promote them to lead teacher and offer an associated wage increase. Providing incentives, accelerated professional development and training programs, and other opportunities for more rapid advancement through levels would support career development for motivated individuals and increase stability in the ECE workforce. DPHHS, CCRRs, Head Start, Raise Montana, and Zero to Five Montana are coordinating their systems work around the child care workforce to maximize impact and efficiency. Head Start and Early Head Start build a workforce pipeline by recruiting current and former parents. As of October 2022, over one-third of Head Start and Early Head Start staff in the state of Montana are parents who currently or previously had children attend a Head Start or Early Head Start program. Additionally, Head Start/Early Head Start programs are braiding state and federal resources to increase staff compensation through Federal Office of Head Start initiatives. program in the state. However, wages for ECE certificate holders start lower than any other profession with a certification program and the income growth rate over 10 years is among the slowest in any profession.21 8 EFFORTS TO INCREASE ECE WORKFORCE CAPACITY AND STABILITY • • • • COST OF PROVIDING CARE 21 Amy Watson, Montana Department of Labor and Industry, Montana Post-Secondary Workforce Report: A Report on Workforce Needs and Labor Market Outcomes of Graduates, October 2022. https://lmi.mt.gov/_docs/Publications/LMI-Pubs/Special-Reports-and-Studies/MTCollegeReport2022.pdf. 22 Bipartisan Policy Center, Early Childhood Initiative, The Limitations of Using Market Rates for Setting Child Care Subsidy Rates, May 2020. https://bipartisanpolicy.org/download/?file=/wp-content/uploads/2020/06/Limitations_of_Market_Rate_Surveys_for_Child_Care_Brief_FINAL1.pdf. 395 While market rates provide important information, they do not necessarily represent the true or full cost of providing care. Programs must charge what families can pay to fill slots, which does not usually include the full costs required to meet staff, health, and safety requirements. The 2020 Bipartisan Policy Center report cites two national studies comparing the estimated cost of infant care and the price charged to families for that care as: Cost of care varies by service model, but more funding does not mean higher wages or less staff turnover. Certain models of ECE, like those that focus on family engagement, integrated health, and social-emotional development, cost more to provide. Providers that are supported by federal funds, like Head Start and Early Head Start, receive more financial support per child than is charged on average by centers or home-based providers. For example, Early Head Start in Montana receives over $17,000 per child from Head Start25, one of the highest rates in the country, and Head Start receives around $12,500 per child.26 However, despite receiving more financial support more per child, Head Start and Early Head Start staff salaries are commensurate with those of all other ECE staff in the state. A Head Start teacher in Montana is required to have a bachelor’s degree and yet makes less than $30,000 per year on average. Low wages contribute to Montana having one of the highest staff turnover rates (over 20%) for both Head Start and Early Head Start staff.27 Home-based providers face the opposite problem, with many fixed costs despite offering a different model of care and charging less on average than centers. Home-based providers are required by federal and state law to take on many of the same costs as larger centers, including insurance, adaptation of facilities to meet safety and quality standards, and training and professional development investments. However, home-based providers generally charge less than centers. Reduced requirements for home-based facilities that align with the reality of home-based providers could decrease some of these costs. 9 Figure 10. Montana Best Beginnings Child Care Scholarship reimbursement rates effective July 1, 2021 Figure 11. National estimated cost of infant care compared to market rates charged to parents in center and home-based provider settings24 23 https://dphhs.mt.gov/ecfsd/childcare/ecsbproviders. 24 Bipartisan Policy Center, Limitations of Using Market Rates. 25 Head Start and Early Head Start programs are free for families. 26 Friedman-Krauss, A. H., Barnett, W. S., & Duer, J. K. (2022). The State(s) of Head Start and Early Head Start: Looking at Equity. New Brunswick, NJ: National Institute for Early Education Research. https://nieer.org/states-of-head-start-early-head-start-looking-at-equity. 27 Ibid. 23 Center Group Family FFN RCE Base-level infant care High-quality infant care Full day $45.00 $35.00 $35.00 $29.75 $26.25 Cost of care $14,700 $27,100 Ages 3 up to 6 Center fee $11,444 ($3,256 below cost) $11,444 ($15,656 below cost) Ages 6 and older Home-based fee $8,348 ($6,352 below cost) $8,348 ($18,752 below cost) Half day $27.00 $21.00 $21.00 $17.85 $15.75 Ages 0 up to 3 Half day $24.00 $19.80 $21.00 $17.85 $15.75 Full day $40.00 $35.00 $35.00 $29.75 $26.25 Half day $22.80 $19.80 $19.80 $16.83 $14.85 Full day $40.00 $33.00 $30.00 $25.50 $22.50 396 Child care availability impacts workforce participation. The 2020 survey of Montana households with children under 6 showed that many parents are unable to fully participate in the workforce because of child care challenges (high cost of care, care availability/adequacy), specifically in the previous year:28 • 62% of respondents missed time from work. • 26% declined further education or training. • 22% turned down a job offer. • 15% changed from full-time to part-time work. • 12% quit their job. 28 Providing shared services and discounted purchasing can decrease costs, especially for home-based providers. Discounts negotiated for groups of child care providers can decrease the cost of care. Raise Montana provides shared and discounted purchasing for many common supplies and services needed by all types of child care providers. Currently, most discounts are for food, books, and educational supplies. Shared services like substitute teacher placement and software licenses can improve the efficiency of child care businesses. Raise Montana provides a substitute service that any licensed child care provider can use to find qualified substitutes. Raise also offers discounted rates on child care management and family engagement software as well as on payroll services. Pooled costs for employee benefits can improve ECE staff retention. Raise Montana provides a low-cost telehealth service that child care providers/owners can offer to their employees as an additional benefit. For home-based providers, who generally have only a few employees, the cost is $10/month (up to 9 employees). For the largest centers (those with 20-29 employees) the cost is $100/month. Both medical consultations and behavioral sessions are available through telehealth. The ARPA child care stabilization and innovation grants discussed were used to support child care programs in paying part of the cost of care to stabilize the market and provide opportunities for innovative approaches to service delivery. Zero to Five Montana is leading work to develop collaborative, public-private strategies to increase investment in child care. Various community frameworks and toolkits are being implemented including child care cooperatives and child care business hobs of resources. Nine communities participated in the Community and Employer Innovations Pilot project, which brings together community stakeholders and the business community to identify sustainable solutions to expanding child care capacity and thus stabilizing the local workforce. Montana Child Care Business Connect is a statewide resource hub for employers, community members, and child care providers. Eleven communities are participating and reporting a positive impact on child care capacity. 10 EFFORTS TO REDUCE COST OF CARE • • GENERAL WORKFORCE IMPACTS OF LIMITED CHILD CARE CAPACITY BBER, Lost Possibilities. 397 The table below shows the impacts by household type, with the most significant differences existing between households with lower and higher incomes as well as by race. Over half of the employers who responded to the 2022 Child Care Licensing survey say that child care availability (or lack thereof) limits employee recruitment (63%) and retention (55%). Employers who invest in child care consistently cite a return on that investment, with the main benefits being “loyalty” and lower turnover, which saves employers money in training and new staff.30 The chart below shows the impact of family obligations for the workforce with children under 6 on their ability to participate in the labor force over time, specifically showing the percentage of parents who left the labor force or are working part-time or reduced hours. Parent participation has improved since the height of the pandemic but remains less than pre-pandemic levels. In 2022, an average of 22,800 Montana parents were unable to participate in the labor force due to family responsibilities and a lack of child care. 31 An additional 45,000 Montana parents were underemployed or reported working reduced hours in 2022 – which translates to 8% of the state’s labor force.32 Parents make up a significant and underutilized segment of the state’s workforce, many of whom would like to be more fully engaged in the labor market but are limited by a lack of access to consistent, affordable, high-quality child care. 11 a Difference significant at the 95% confidence level. Figure 12. Child care-related work problems experienced during the past year, by household type 29 BBER, Lost Possibilities. 30 Kristal Jones and Kirsten Smith, Child Care Licensing Assessment. 31 Current Population Survey, IPUMS monthly extract December 2022. Number of Montana parents who were not in the labor force due to family responsibilities. 32 Current Population Survey, IPUMS monthly extract December 2022. Number of Montana parents who reported working reduced hours in the past week. 29 Missed time from work Declined to pursue further education ortraining Turned down job offer Changed from full-time to part-time Quit job Declined a promotion American Indian 56% 47%a 37% a 18% 27% a 7% White 64% 24% a 22% a 15% 10% a 6% Urban 62% 26% 24% 17% 12% 5% Rural 62% 27% 19% 11% 10% 7& High 1/3 income 69% 21% a 12% a 10% a 5% a 5% Total 62% 26% 22% 15% 12% 6% Low 1/3 income 57% 38% a 36% a 24% a 26% a 8% 398 In total, nearly 70,000 parents were either not in the labor force, working part-time instead of full-time, or working reduced hours because they were taking care of family/ lack of child care. The number of parents unable to fully engage in the workforce has come down slightly since its peak in late 2020 but remains elevated compared to its pre-pandemic level. The workforce landscape has changed in the last three years. COVID-19 has changed what work looks like for some Montanans, with more remote and online work options available. Individuals who can work remotely are often choosing to work from home at least some of the time, despite workplaces reopening.34 Despite these changes, parents’ child care needs are the same. 12 Figure 13. Impact of inconsistent child care on parent participation in labor force 2017-2022 33 MTDLI analysis of U.S. Bureau of Labor Statistics Current Population Survey, IPUMS monthly extract through December 2022. 34 Kim Parker, Juliana Menasce Horowitz, and Rachel Minkin, Pew Research Center, COVID-19 Pandemic Continues to Reshape Work in America, February 2022. https://www.pewresearch.org/social-trends/2022/02/16/covid-19-pandemic-continues-to-reshape-work-in-america/. 33 399 There are significant efforts underway to address child care challenges related to capacity, child care workforce, cost of care, and the general workforce. These efforts are collaborative across DPHHS, Zero to Five Montana, Raise Montana, Child Care Resource and Referral Agencies, the Early Childhood Project, Head Start/Early Head Start programs, the Montana Head Start Association, businesses and business interests, and others. These efforts outlined in the sections above to increase child care workforce compensation, increase professional capacity, and address/reduce the cost of providing care will collectively increase child care capacity. 13 SUMMARY OF EFFORTS TO ADDRESS CHILD CARE CHALLENGES 400 In January 2024, more than 10,000 early childhood educators (ECE) from all states and settings—including centers, family child care homes, faith-based programs, Head Start, and public preschool programs—responded to a new ECE field survey from NAEYC. The survey results and accompanying stories illustrate the ongoing challenges facing this field, the exhaustion of providers, the clear benefits of public funding, and the need for additional support following the loss of federal funding that helped stabilize the sector before it expired in September 2023. 1/2 The problems are clear: As federal investments that have sustained the child care and early education sector expire, the structural challenges that have always plagued the sector have remained and grown. Program costs are rising, staff burnout and turnover remains high as wages remain too low, and already stretched families are having to pay more for the care they need. The result of these challenges is a reduced supply of high-quality care that everyone in our society—from families, to businesses, to communities—relies on to be successful. The solutions remain clear: Public investments in child care and early learning remain necessary to build an early childhood education system that works. Congress should follow the example of the 11 states and District of Columbia that have invested new and significant state funding to support early childhood educators and stronger state systems by passing robust, sustained investments that ensure programs and educators have the support they need to provide high quality care for all families with young children. “We Are NOT OK” MONTANA Early Childhood Educators and Families Face RisingChallenges as Relief Funds Expire February 2024 Here are some reflections from survey respondents in MT (Montana): “We can’t keep staff because they want more than we can pay. We can’t pay them what they are worth without raising tuition beyond what families can afford. The cost of living in Missoula has more than doubled.” - Director/Administrator “The ARPA money ended, and we raised tuition again. Normally we increase 2-3% each year to keep pace with the cost of living, but in the past two years, it has gone up 10-15% and we are pricing out the lower -middle income bracket.” - Director/Administrator “The cost of food has grown so much, and parents aren’t paying their bills on time anymore.” - Director/Administrator “We have no guaranteed income. When families are faced with not being able to pay for care our income decreases rapidly even though we are still working 5 consecutive 12-hour shifts. It’s a lose-lose for everyone.” - Early Childhood Educator Check out all of NAEYC’s surveys of the early childhood education field online at NAEYC.org/ece-workforce-surveys. 401 2/2Early Childhood Educators and Families Face Rising Challenges as Relief Funds Expire Here’s a brief summary of the survey data from MT (Montana): AMONG ALL RESPONDENTS: STATE AMONG CHILD CARE CENTER DIRECTORS AND FAMILY CHILD CARE OWNER/OPERATORS: NATIONAL Over the last 6 months... Compared to this time last year... Total sample size Total employed in family child care homes Total employed in child care centers Total sample of center directors and family child care owner/operator respondents working in child care centers and family child care homes 88 19 38 33 52% 45% 29% 74% 65% 49% 36% 60% 78% 60% 12% 55% 53% 51% 30% 55% 56% 48% 36% 49% 53% 46% 16% 32% 3,815 10,128 1,450 5,084 % indicating they are more burned out now % indicating their economic situation has improved % indicating their economic situation has worsened Supply % indicating their program was under-enrolled relative to capacity in the last 6 months % indicating that they raised tuition Staffing % indicating their program is experiencing a staffing shortage % indicating that they raised wages Co st s % indicating their rent costs went up % indicating their liability insurance costs went up % indicating their property insurance costs went up Supply % reporting at least one child care program in their community OPENING over the last year % reporting at least one child care program in their community CLOSING over the last year Methodology This online survey, created and conducted by NAEYC using SurveyMonkey, represents the responses of a non-randomized sample of 11,154 individuals working in early childhood education settings who completed the survey in English or Spanish between January 8-22, 2024. To generate a more representative national sample from the pool of responses, a probability proportional to size (PPS) methodology was used to pull samples by state that are benchmarked to the share of the total early childhood workforce by state. These shares were calculated by the authors from the Bureau of Labor Statistics May 2022 Occupational Employment and Wage Statistics (Codes: 11-9031, 25-2011, 25-2051, 39-9011). The final sample size for the national-level analysis is 10,128. In contrast, for the state-level analysis, the entire sample of responses from each state were used. We are unable to supply detailed analysis in states for which there are very small sample sizes across sub-groups. The survey links were shared widely through email newsletters, listservs, social media, and via partnerships, and 10 randomly selected respondents were provided with a $100 gift card and another 10 randomly selected respondents were provided complimentary registration to NAEYC’s February 2024 Public Policy Forum for participation in a sweepstakes. Given the constantly changing and widely varying nature of the crisis, the broad analysis from this survey is intended to present the experiences of the respondents, as captured in the moment that they take the survey, with extrapolations for the experiences of the field and industry at large. Additional information available at www.naeyc.org/ece-workforce-surveys 402 Memorandum REPORT TO:City Commission FROM:Jon Henderson, Assistant City Manager SUBJECT:Authorize the City Manager to Sign a Professional Services Agreement with PORT Architecture and Urbanism, LLC for the Bozeman Creek Vision Plan MEETING DATE:January 27, 2026 AGENDA ITEM TYPE:Agreement - Vendor/Contract RECOMMENDATION:Authorize the City Manager to Sign a Professional Services Agreement with PORT Architecture and Urbanism, LLC for the Bozeman Creek Vision Plan STRATEGIC PLAN:6.6 Habitat: Work with partner organizations to identify at-risk, environmentally sensitive parcels contribute to water quality, wildlife corridors, and wildlife habitat. BACKGROUND:The Bozeman Creek Vision Plan was approved as a Commission priority on August 6th, 2024 via Resolution 5626 in support of the following goals: Enhance flood mitigation efforts Improve water quality Increase access and connectivity to parks & trails Support economic development opportunities Strengthen community connection to a vital resource This project builds on previous work such as the 2012 Bozeman Creek Enhancement Plan, the 2020 Bozeman Creek Analysis Technical Assistance Grant Report, the 2023 Gallatin Valley Sensitive Lands Protection Plan , and the 2025 Bozeman Creek Flood Mitigation and Reclamation Preliminary Engineering Report, among other important efforts. Furthermore, the local grassroots organization SeeBozemanCreek has led significant efforts over the past several years to solicit public interest surrounding this topic. The City intends to coordinate extensively with this group to further community input as a model for how local government can leverage the strength of partnerships to collaborate towards shared goals with a wide range of constituents. On December 9th, 2025, the City Commission adopted a Resolution approving a formal Community Engagement Plan, incorporating feedback received during an introduction to the project through a Special Presentation on October 7th, 2025. 403 PORT Architecture and Urbanism, LLC was selected following a competitive Request for Proposals. The following outline provides a summary of next steps: February – March: Begin community engagement by meeting with the public, citizen advisory boards, and external partners to develop an overall vision for Bozeman Creek, in addition to reviewing local code requirements and case studies from other communities June – August: Summarize engagement activities and develop a draft plan with concept designs, including project and policy recommendations and long-term sustainable funding strategies September – October: Work with internal and external partners, including SeeBozemanCreek and citizen advisory boards to develop a formal recommendation November: Conduct public hearing with the City Commission in consideration of a formal Resolution adopting the final plan The Bozeman Creek Vision Plan may be approved as part of the City’s land use plan and will be evaluated according to the Montana Land Use Planning Act as needed. The associated agreements have been reviewed by the City's Legal Department and found to be acceptable in meeting the City's specifications and standards. Additional information can be found on the City’s Engage Bozeman website, where citizens can subscribe to regular updates. UNRESOLVED ISSUES:While every effort will be made to build on the City’s intent to mitigate flood hazards, it is important to note that specific issues surrounding conveyances such as the tunnels beneath Main Street will require commitments beyond the scope of the Bozeman Creek Vision Plan. ALTERNATIVES:As directed by the City Commission. FISCAL EFFECTS:Funding for this effort has been allocated in the FY26 approved budget as a three-way split between the Parks Maintenance District, the Stormwater Fund, and the Public Works Administration Fund for a total of $150,000. Attachments: Professional Services Agreement Request for Proposals Proposal Scope of Work Schedule Report compiled on: January 14, 2026 404 405 Professional Services Agreement for Bozeman Creek Vision Plan Page 1 of 11 PROFESSIONAL SERVICES AGREEMENT THIS AGREEMENT is made and entered into this 27th day of January, 2026 (“Effective Date”), by and between the CITY OF BOZEMAN, MONTANA, a self-governing municipal corporation organized and existing under its Charter and the laws of the State of Montana, 121 North Rouse Street, Bozeman, Montana, with a mailing address of PO Box 1230, Bozeman, MT 59771, hereinafter referred to as “City,” and, PORT Architecture and Urbanism, LLC (DBA PORT), with a mailing address of 53 W. Jackson Blvd. Suite 830, Chicago, IL 60604, hereinafter referred to as “Contractor.” The City and Contractor may be referred to individually as “Party” and collectively as “Parties.” In consideration of the mutual covenants and agreements herein contained, the receipt and sufficiency whereof being hereby acknowledged, the parties hereto agree as follows: 1. Purpose: City agrees to enter this Agreement with Contractor to perform for City services described in the Scope of Services attached hereto as Exhibit A and by this reference made a part hereof. 2. Effective Date: This Agreement is effective upon the Effective Date. 3. Scope of Services: Contractor will perform the work and provide the services in accordance with the requirements of the Scope of Services. For conflicts between this Agreement and the Scope of Services, unless specifically provided otherwise, the Agreement governs. 4. Payment: City agrees to pay Contractor the amount specified in the Scope of Services. Any alteration or deviation from the described services that involves additional costs above the Agreement amount will be performed by Contractor after written request by the City, and will become an additional charge over and above the amount listed in the Scope of Services. The City must agree in writing upon any additional charges. 5. Contractor’s Representations: To induce City to enter into this Agreement, Contractor makes the following representations: a. Contractor has familiarized itself with the nature and extent of this Agreement, the Scope of Services, and with all local conditions and federal, state and local laws, ordinances, rules, 406 Professional Services Agreement for Bozeman Creek Vision Plan Page 2 of 11 and regulations that in any manner may affect cost, progress or performance of the Scope of Services. b. Contractor represents and warrants to City that it has the experience and ability to perform the services required by this Agreement; that it will perform the services in a professional, competent and timely manner and with diligence and skill; that it has the power to enter into and perform this Agreement and grant the rights granted in it; and that its performance of this Agreement shall not infringe upon or violate the rights of any third party, whether rights of copyright, trademark, privacy, publicity, libel, slander or any other rights of any nature whatsoever, or violate any federal, state and municipal laws. The City will not determine or exercise control as to general procedures or formats necessary to have these services meet this warranty. 6. Independent Contractor Status/Labor Relations: The parties agree that Contractor is an independent contractor for purposes of this Agreement and is not to be considered an employee of the City for any purpose. Contractor is not subject to the terms and provisions of the City’s personnel policies handbook and may not be considered a City employee for workers’ compensation or any other purpose. Contractor is not authorized to represent the City or otherwise bind the City in any dealings between Contractor and any third parties. Contractor shall comply with the applicable requirements of the Workers’ Compensation Act, Title 39, Chapter 71, Montana Code Annotated (MCA), and the Occupational Disease Act of Montana, Title 39, Chapter 71, MCA. Contractor shall maintain workers’ compensation coverage for all members and employees of Contractor’s business, except for those members who are exempted by law. Contractor shall furnish the City with copies showing one of the following: (1) a binder for workers’ compensation coverage by an insurer licensed and authorized to provide workers’ compensation insurance in the State of Montana; or (2) proof of exemption from workers’ compensation granted by law for independent contractors. In the event that, during the term of this Agreement, any labor problems or disputes of any type arise or materialize which in turn cause any services to cease for any period of time, Contractor specifically agrees to take immediate steps, at its own expense and without expectation of reimbursement from City, to alleviate or resolve all such labor problems or disputes. The specific steps Contractor shall take shall be left to the discretion of Contractor; provided, however, that Contractor shall bear all costs of any related legal action. Contractor shall provide immediate relief to the City so as to permit the services to continue at no additional cost to City. Contractor shall indemnify, defend, and hold the City harmless from any and all claims, demands, costs, expenses, damages, and liabilities arising out of, resulting from, or occurring in 407 Professional Services Agreement for Bozeman Creek Vision Plan Page 3 of 11 connection with any labor problems or disputes or any delays or stoppages of work associated with such problems or disputes. 7. Indemnity/Waiver of Claims/Insurance: For other than professional services rendered, to the fullest extent permitted by law, Contractor agrees to release, defend, indemnify, and hold harmless the City, its agents, representatives, employees, and officers (collectively referred to for purposes of this Section as the City) from and against any and all claims, demands, actions, fees and costs (including attorney’s fees and the costs and fees of expert witness and consultants), losses, expenses, liabilities (including liability where activity is inherently or intrinsically dangerous) or damages of whatever kind or nature connected therewith and without limit and without regard to the cause or causes thereof or the negligence of any party or parties that may be asserted against, recovered from or suffered by the City occasioned by, growing or arising out of or resulting from or in any way related to: (i) the negligent, reckless, or intentional misconduct of the Contractor; or (ii) any negligent, reckless, or intentional misconduct of any of the Contractor’s agents. For the professional services rendered, to the fullest extent permitted by law, Contractor agrees to indemnify and hold the City harmless against claims, demands, suits, damages, losses, and expenses, including reasonable defense attorney fees, to the extent caused by the negligence or intentional misconduct of the Contractor or Contractor’s agents or employees. Such obligations shall not be construed to negate, abridge, or reduce other rights or obligations of indemnity that would otherwise exist. The indemnification obligations of this Section must not be construed to negate, abridge, or reduce any common-law or statutory rights of the City as indemnitee(s) which would otherwise exist as to such indemnitee(s). Contractor’s indemnity under this Section shall be without regard to and without any right to contribution from any insurance maintained by City. Should the City be required to bring an action against the Contractor to assert its right to defense or indemnification under this Agreement or under the Contractor’s applicable insurance policies required below, the City shall be entitled to recover reasonable costs and attorney fees incurred in asserting its right to indemnification or defense but only if a court of competent jurisdiction determines the Contractor was obligated to defend the claim(s) or was obligated to indemnify the City for a claim(s) or any portion(s) thereof. In the event of an action filed against the City resulting from the City’s performance under this Agreement, the City may elect to represent itself and incur all costs and expenses of suit. Contractor also waives any and all claims and recourse against the City, including the right of 408 Professional Services Agreement for Bozeman Creek Vision Plan Page 4 of 11 contribution for loss or damage to person or property arising from, growing out of, or in any way connected with or incident to the performance of this Agreement except “responsibility for [City’s] own fraud, for willful injury to the person or property of another, or for violation of law, whether willful or negligent” as per 28-2-702, MCA. These obligations shall survive termination of this Agreement and the services performed hereunder. In addition to and independent from the above, Contractor shall at Contractor’s expense secure insurance coverage through an insurance company or companies duly licensed and authorized to conduct insurance business in Montana which insures the liabilities and obligations specifically assumed by the Contractor in this Section. The insurance coverage shall not contain any exclusion for liabilities specifically assumed by the Contractor in this Section. The insurance shall cover and apply to all claims, demands, suits, damages, losses, and expenses that may be asserted or claimed against, recovered from, or suffered by the City without limit and without regard to the cause therefore and which is acceptable to the City. Contractor shall furnish to the City an accompanying certificate of insurance and accompanying endorsements in amounts not less than as follows: • Workers’ Compensation – statutory; • Employers’ Liability - $1,000,000 per occurrence; $2,000,000 annual aggregate; • Commercial General Liability - $1,000,000 per occurrence; $2,000,000 annual aggregate; • Automobile Liability - $1,000,000 property damage/bodily injury per accident; and • Professional Liability - $1,000,000 per claim; $2,000,000 annual aggregate. The above amounts shall be exclusive of defense costs. The City shall be endorsed as an additional or named insured on a primary non-contributory basis on the Commercial General, Employer’s Liability, and Automobile Liability policies. The insurance and required endorsements must be in a form suitable to City and shall include no less than a thirty (30) day notice of cancellation or non-renewal. Contractor shall notify City within two (2) business days of Contractor’s receipt of notice that any required insurance coverage will be terminated or Contractor’s decision to terminate any required insurance coverage for any reason. The City must approve all insurance coverage and endorsements prior to the Contractor commencing work. 409 Professional Services Agreement for Bozeman Creek Vision Plan Page 5 of 11 8. Termination for Contractor’s Fault: a. If Contractor refuses or fails to timely do the work, or any part thereof, or fails to perform any of its obligations under this Agreement, or otherwise breaches any terms or conditions of this Agreement, the City may, by written notice, terminate this Agreement and the Contractor’s right to proceed with all or any part of the work (“Termination Notice Due to Contractor’s Fault”). The City may then take over the work and complete it, either with its own resources or by re-letting the contract to any other third party. b. In the event of a termination pursuant to this Section 8, Contractor shall be entitled to payment only for those services Contractor actually rendered. c. Any termination provided for by this Section 8 shall be in addition to any other remedies to which the City may be entitled under the law or at equity. d. In the event of termination under this Section 8, Contractor shall, under no circumstances, be entitled to claim or recover consequential, special, punitive, lost business opportunity, lost productivity, field office overhead, general conditions costs, or lost profits damages of any nature arising, or claimed to have arisen, as a result of the termination. 9. Termination for City’s Convenience: a. Should conditions arise which, in the sole opinion and discretion of the City, make it advisable to the City to cease performance under this Agreement, the City may terminate this Agreement by written notice to Contractor (“Notice of Termination for City’s Convenience”). The termination shall be effective in the manner specified in the Notice of Termination for City’s Convenience and shall be without prejudice to any claims that the City may otherwise have against Contractor. b. Upon receipt of the Notice of Termination for City’s Convenience, unless otherwise directed in the Notice, the Contractor shall immediately cease performance under this Agreement and make every reasonable effort to refrain from continuing work, incurring additional expenses or costs under this Agreement and shall immediately cancel all existing orders or contracts upon terms satisfactory to the City. Contractor shall do only such work as may be necessary to preserve, protect, and maintain work already completed or immediately in progress. c. In the event of a termination pursuant to this Section 9, Contractor is entitled to payment only for those services Contractor actually rendered on or before the receipt of the 410 Professional Services Agreement for Bozeman Creek Vision Plan Page 6 of 11 Notice of Termination for City’s Convenience. d. The compensation described in Section 9(c) is the sole compensation due to Contractor for its performance of this Agreement. Contractor shall, under no circumstances, be entitled to claim or recover consequential, special, punitive, lost business opportunity, lost productivity, field office overhead, general conditions costs, or lost profits damages of any nature arising, or claimed to have arisen, as a result of the termination. 10. Limitation on Contractor’s Damages; Time for Asserting Claim: a. In the event of a claim for damages by Contractor under this Agreement, Contractor’s damages shall be limited to contract damages and Contractor hereby expressly waives any right to claim or recover consequential, special, punitive, lost business opportunity, lost productivity, field office overhead, general conditions costs, or lost profits damages of any nature or kind. b. In the event Contractor wants to assert a claim for damages of any kind or nature, Contractor shall provide City with written notice of its claim, the facts and circumstances surrounding and giving rise to the claim, and the total amount of damages sought by the claim, within thirty (30) days of the facts and circumstances giving rise to the claim. In the event Contractor fails to provide such notice, Contractor shall waive all rights to assert such claim. 11. Representatives and Notices: a. City’s Representative: The City’s Representative for the purpose of this Agreement shall be Jon Henderson, Assistant City Manager, or such other individual as City shall designate in writing. Whenever approval or authorization from or communication or submission to City is required by this Agreement, such communication or submission shall be directed to the City’s Representative and approvals or authorizations shall be issued only by such Representative; provided, however, that in exigent circumstances when City’s Representative is not available, Contractor may direct its communication or submission to other designated City personnel or agents as designated by the City in writing and may receive approvals or authorization from such persons. b. Contractor’s Representative: The Contractor’s Representative for the purpose of this Agreement shall be Chirstopher Marcinkoski or such other individual as Contractor shall designate in writing. Whenever direction to or communication with Contractor is required by this Agreement, such direction or communication shall be directed 411 Professional Services Agreement for Bozeman Creek Vision Plan Page 7 of 11 to Contractor’s Representative; provided, however, that in exigent circumstances when Contractor’s Representative is not available, City may direct its direction or communication to other designated Contractor personnel or agents. c. Notices: All notices required by this Agreement shall be in writing and shall be provided to the Representatives named in this Section. Notices shall be deemed given when delivered, if delivered by courier to Party’s address shown above during normal business hours of the recipient; or when sent, if sent by email or fax (with a successful transmission report) to the email address or fax number provided by the Party’s Representative; or on the fifth business day following mailing, if mailed by ordinary mail to the address shown above, postage prepaid. 12. Permits: Contractor shall provide all notices, comply with all applicable laws, ordinances, rules, and regulations, obtain all necessary permits, licenses, including a City of Bozeman business license, and inspections from applicable governmental authorities, and pay all fees and charges in connection therewith. 13. Laws and Regulations: Contractor shall comply fully with all applicable state and federal laws, regulations, and municipal ordinances including, but not limited to, all workers’ compensation laws, all environmental laws including, but not limited to, the generation and disposal of hazardous waste, the Occupational Safety and Health Act (OSHA), the safety rules, codes, and provisions of the Montana Safety Act in Title 50, Chapter 71, MCA, all applicable City, County, and State building and electrical codes, the Americans with Disabilities Act, and all non-discrimination, affirmative action, and utilization of minority and small business statutes and regulations. 14. Web Accessibility and the ADA: Title II of the ADA prohibits discrimination against people with disabilities in all services, programs, and activities offered or made available by the City. This includes ensuring that the City’s communications with people with disabilities are as effective as its communications with others. If Contractor’s Scope of Services includes the production of digital content, documents, or web applications intended to be branded for use by the City, Contractor must use the City style guide when creating a design. As per recommendations found in Section 508 of the Rehabilitation Act, all digital content, documents, or web applications must also adhere to level A and AA Success Criteria and Conformance Requirements as defined by the current Web Content Accessibility Guidelines (WCAG). The City will not accept digital content that does not comply with WCAG A and AA guidelines. If the City refuses digital content because it is non-compliant with the City style guide, Section 508 of 412 Professional Services Agreement for Bozeman Creek Vision Plan Page 8 of 11 the Rehabilitation Act, and/or WCAG, Contractor will be required to make the digital content compliant and redelivered at no additional cost to the City. 15. Nondiscrimination and Equal Pay: The Contractor agrees that all hiring by Contractor of persons performing this Agreement shall be on the basis of merit and qualifications. The Contractor will have a policy to provide equal employment opportunity in accordance with all applicable state and federal anti-discrimination laws, regulations, and contracts. The Contractor will not refuse employment to a person, bar a person from employment, or discriminate against a person in compensation or in a term, condition, or privilege of employment because of race, color, religion, creed, political ideas, sex, age, marital status, national origin, actual or perceived sexual orientation, gender identity, physical or mental disability, except when the reasonable demands of the position require an age, physical or mental disability, marital status or sex distinction. The Contractor shall be subject to and comply with Title VI of the Civil Rights Act of 1964; Section 140, Title 2, United States Code, and all regulations promulgated thereunder. Contractor represents it is, and for the term of this Agreement will be, in compliance with the requirements of the Equal Pay Act of 1963 and Section 39-3-104, MCA (the Montana Equal Pay Act). Contractor must report to the City any violations of the Montana Equal Pay Act that Contractor has been found guilty of within 60 days of such finding for violations occurring during the term of this Agreement. Contractor shall require these nondiscrimination terms of its subcontractors providing services under this Agreement. 16. Intoxicants; DOT Drug and Alcohol Regulations/Safety and Training: Contractor shall not permit or suffer the introduction or use of any intoxicants, including alcohol or illegal drugs, by any employee or agent engaged in services to the City under this Agreement while on City property or in the performance of any activities under this Agreement. Contractor acknowledges it is aware of and shall comply with its responsibilities and obligations under the U.S. Department of Transportation (DOT) regulations governing anti-drug and alcohol misuse prevention plans and related testing. City shall have the right to request proof of such compliance and Contractor shall be obligated to furnish such proof. The Contractor shall be responsible for instructing and training the Contractor's employees and agents in proper and specified work methods and procedures. The Contractor shall provide continuous inspection and supervision of the work performed. The Contractor is responsible for instructing its employees and agents in safe work practices. 413 Professional Services Agreement for Bozeman Creek Vision Plan Page 9 of 11 17. Modification and Assignability: This Agreement may not be enlarged, modified or altered except by written agreement signed by both parties hereto. The Contractor may not subcontract or assign Contractor’s rights, including the right to compensation or duties arising hereunder, without the prior written consent of the City. Any subcontractor or assignee will be bound by all of the terms and conditions of this Agreement. 18. Reports/Accountability/Public Information: Contractor agrees to develop and/or provide documentation as requested by the City demonstrating Contractor’s compliance with the requirements of this Agreement. Contractor shall allow the City, its auditors, and other persons authorized by the City to inspect and copy its books and records for the purpose of verifying that the reimbursement of monies distributed to Contractor pursuant to this Agreement was used in compliance with this Agreement and all applicable provisions of federal, state, and local law. The Contractor shall not issue any statements, releases or information for public dissemination without prior approval of the City. 19. Non-Waiver: A waiver by either party of any default or breach by the other party of any terms or conditions of this Agreement does not limit the other party’s right to enforce such term or conditions or to pursue any available legal or equitable rights in the event of any subsequent default or breach. 20. Attorney’s Fees and Costs: In the event it becomes necessary for either Party to retain an attorney to enforce any of the terms or conditions of this Agreement or to give any notice required herein, then the prevailing Party or the Party giving notice shall be entitled to reasonable attorney's fees and costs, including fees, salary, and costs of in-house counsel including the City Attorney’s Office staff. 21. Taxes: Contractor is obligated to pay all taxes of any kind or nature and make all appropriate employee withholdings. 22. Dispute Resolution: a. Any claim, controversy, or dispute between the parties, their agents, employees, or representatives shall be resolved first by negotiation between senior-level personnel from each party duly authorized to execute settlement agreements. Upon mutual agreement of the parties, the parties may invite an independent, disinterested mediator to assist in the negotiated settlement discussions. b. If the parties are unable to resolve the dispute within thirty (30) days from the date the dispute was first raised, then such dispute may only be resolved in a court of 414 Professional Services Agreement for Bozeman Creek Vision Plan Page 10 of 11 competent jurisdiction in compliance with the Applicable Law provisions of this Agreement. 23. Survival: Contractor’s indemnification shall survive the termination or expiration of this Agreement for the maximum period allowed under applicable law. 24. Headings: The headings used in this Agreement are for convenience only and are not be construed as a part of the Agreement or as a limitation on the scope of the particular paragraphs to which they refer. 25. Severability: If any portion of this Agreement is held to be void or unenforceable, the balance thereof shall continue in effect. 26. Applicable Law: The parties agree that this Agreement is governed in all respects by the laws of the State of Montana. 27. Binding Effect: This Agreement is binding upon and inures to the benefit of the heirs, legal representatives, successors, and assigns of the parties. 28. No Third-Party Beneficiary: This Agreement is for the exclusive benefit of the parties, does not constitute a third-party beneficiary agreement, and may not be relied upon or enforced by a third party. 29. Counterparts: This Agreement may be executed in counterparts, which together constitute one instrument. 30. Integration: This Agreement and all Exhibits attached hereto constitute the entire agreement of the parties. Covenants or representations not contained herein or made a part thereof by reference, are not binding upon the parties. There are no understandings between the parties other than as set forth in this Agreement. All communications, either verbal or written, made prior to the date of this Agreement are hereby abrogated and withdrawn unless specifically made a part of this Agreement by reference. 31. Consent to Electronic Signatures: The Parties have consented to execute this Agreement electronically in conformance with the Montana Uniform Electronic Transactions Act, Title 30, Chapter 18, Part 1, MCA. **** END OF AGREEMENT EXCEPT FOR SIGNATURES **** 415 Professional Services Agreement for Bozeman Creek Vision Plan Page 11 of 11 IN WITNESS WHEREOF, the parties hereto have executed this Agreement the day and year first above written or as recorded in an electronic signature. CITY OF BOZEMAN, MONTANA ____________________________________ CONTRACTOR (Type Name Above) By________________________________ By__________________________________ Chuck Winn, City Manager Print Name: ___________________________ Print Title: ____________________________ APPROVED AS TO FORM: By_______________________________ Greg Sullivan, Bozeman City Attorney 416 Page 1 of 13 REQUEST FOR PROPOSALS (RFP) BOZEMAN CREEK VISION PLAN CITY OF BOZEMAN Bozeman, MT City of Bozeman PO Box 1230 Bozeman, MT 59771-1230 November 2025 Exhibit A 417 NOTICE IS HEREBY given that the City of Bozeman (City) is seeking proposals from firms to provide professional services resulting in the development of a plan to guide opportunities for the revitalization of urbanized areas of Bozeman Creek, including the development of a community vision, along with recommendations to improve ecological health, provide access to parks & trails, celebrate natural heritage, promote economic development, and mitigate flood hazards. Copies of the request for qualifications and request for proposals are available on the City’s website at https://www.bozeman.net/departments/administration/city-clerk/bids-rfps-rfqs. All proposals must be provided as a single, searchable PDF document file and be submitted digitally as an email attachment to the RFP Recipient email address below. Respondents are advised that Recipient’s email attachment size limit is 25MB and that only one PDF file will be allowed per response. The subject line of the transmittal email shall clearly identify the RFP title, company name and due date/time. File sizes greater than 25MB in size may be uploaded to bzncloud.bozeman.net upon special arrangement of the Recipient; however, it is the respondent’s sole responsibility to ensure the file upload is completed, and that the Recipient is separately notified via email of same, prior to the given deadline. Deliver RFPs via email to the City Clerk by December 10, 2025 at 3:00 p.m. MST. It is the sole responsibility of the proposing party to ensure that proposals are received prior to the closing time as late submittals will not be accepted and will be returned unopened. The email address for submission is: procurement@bozeman.net NON-DISCRIMINATION AND EQUAL PAY The City of Bozeman is an Equal Opportunity Employer. Discrimination in the performance of any agreement awarded under this RFP on the basis of race, color, religion, creed, sex, age, marital status, national origin, or actual or perceived sexual orientation, gender identity or disability is prohibited. This prohibition shall apply to the hiring and treatment of the awarded entity’s employees and to all subcontracts. As such, each entity submitting under this notice shall include a provision wherein the submitting entity, or entities, affirms in writing it will not discriminate on the basis of race, color, religion, creed, sex, age, marital status, national origin, or because of actual or perceived sexual orientation, gender identity or disability and which also recognizes the eventual contract will contain a provision prohibiting discrimination as described above and that this prohibition on discrimination shall apply to the hiring and treatment of the submitting entity’s employees and to all subcontracts. In addition, pursuant to City Commission Resolution 5169, the entity awarded a contract under this RFP and any subcontractors must abide by the Equal Pay Act of 1963 and Section 39-3-104, MCA (the Montana Equal Pay Act), and affirm it will abide by the above and that it has visited the 418 State of Montana Equal Pay for Equal Work “best practices” website, or equivalent “best practices publication and has read the material. Any administrative questions regarding proposal procedures should be directed to: Mike Maas, City Clerk (406) 582-2321, procurement@bozeman.net. Questions relating to the RFQ should be directed to: Jon Henderson, Assistant City Manager, (406) 582-2250, jon.henderson@bozeman.net. DATED at Bozeman, Montana, this November 19, 2025. Mike Maas City Clerk City of Bozeman For publication on: Saturday, November 22, 2025 Saturday, November 29, 2025 419 I. INTRODUCTION The City of Bozeman (Owner), is seeking proposals from qualified firms (Consultant) to provide professional services resulting in the development of a plan to guide opportunities for the revitalization of urbanized areas of Bozeman Creek, including the development of a community vision, along with recommendations to improve ecological health, provide access to parks & trails, celebrate natural heritage, promote economic development, and mitigate flood hazards. This RFP shall not commit the Owner to enter into an agreement, to pay any expenses incurred in preparation of any response to this request, or to procure or contract for any supplies, goods or services. The Owner reserves the right to accept or reject all responses received as a result of this RFP if it is in the Owner’s best interest to do so. Once a firm is selected, the Owner will work with the Consultant to negotiate a final scope before entering into a contract. A total budget of $150,000 has been allocated to the project. This procurement is governed by the laws of the State of Montana and venue for all legal proceedings shall be in the 18th Judicial District Court, Gallatin County. By offering to perform services under this RFP, all Submitters agree to be bound by the laws of the State of Montana and of the Owner, including, but not limited to, applicable wage rates, payments, gross receipts taxes, building codes, equal opportunity employment practices, safety, non-discrimination, etc. II. PROJECT BACKGROUND AND DESCRIPTION The City Commission approved Resolution 5626 on August 6th, 2024 adopting the Bozeman Creek Vision Plan as a Commission priority to increase ecological health, provide better connectivity, celebrate natural heritage, promote economic development, and mitigate flood hazards within urbanized sections of Bozeman Creek within city limits. This project builds on previous work such as the 2012 Bozeman Creek Enhancement Plan, the 2020 Bozeman Creek Analysis Technical Assistance Grant Report, and the 2023 Gallatin Valley Sensitive Lands Protection Plan, among other previous efforts. The Bozeman Creek Vision Plan will provide a valuable tool in support of the following goals: • Enhance flood mitigation efforts • Improve water quality • Increase access and connectivity to parks & trails • Support economic development opportunities • Strengthen community connection to a vital resource The local grassroots organization SeeBozemanCreek has led significant efforts over the past two years to solicit public interest surrounding this topic. The City intends to coordinate extensively with this group to further community input as a model for how local government can leverage 420 the strength of partnerships to collaborate towards shared goals with a wide range of constituents. The City has also commissioned the 2025 Bozeman Creek Flood Mitigation and Reclamation PER as a preliminary review of flood hazards along Bozeman Creek, which will provide the foundation for flood mitigation efforts. The Bozeman Creek Vision Plan may be approved as part of the City’s land use plan and will be evaluated according to the Montana Land Use Planning Act as needed. III. SCOPE OF SERVICES 1) Community Vision Overview: Robust community engagement will be critical in helping shape the overall vision for Bozeman Creek through a diverse and inclusive process. Deliverable: The selected Consultant will lead both constituent and public engagement efforts, relying on a variety of both in-person and virtual formats to capture input used to develop a vision for the creek. Details: a. An overall vision statement shall be developed to guide the overall effort. b. The Consultant shall work with the SeeBozemanCreek organization to further grassroots engagement efforts as described in Attachment B. c. The Consultant shall work with the City’s Communications team to leverage existing tools (e.g., Engage.Bozeman.net, social media channels, etc.). d. A variety of survey methods shall be used to collect objective input. e. Attachment C lists internal and external partners to be included in the process. 2) Literature Review Overview: Emerging studies and lessons learned from other communities shall be used to guide recommendations, in addition to existing and future code regulations. Deliverable: The selected Consultant shall review peer communities who have had success in similar efforts, in addition to a review of both past and current City plans, including but not limited to those listed in Section II. Details: a. Case studies from other communities shall be documented. b. A review shall be conducted of the City’s existing Unified Development Code for areas that may be considered for revision in support of future recommendations. c. A review of property along Bozeman Creek shall be conducted for consideration of future parkland development and trail connectivity, including art & cultural installations. d. Conflicts between currently adopted plans shall be documented and prioritized for revision. 3) Project Recommendations 421 Overview: Specific project recommendations shall be developed in support of all goals listed in Section II. Deliverable: The selected Consultant will develop project recommendations for potential improvements throughout the areas of interest. Details: a. The definitions regarding management emphasis for specific reaches as described in Appendix B of the 2012 Bozeman Creek Enhancement Plan shall be utilized as a framework for delineating improvements as appropriate. b. The selected Consultant shall build from the recently completed Flood Mitigation and Reclamation Preliminary Engineering Report in a way that supports compatibility with the proposed alternatives. c. Visual renderings describing project recommendations throughout a number of specific locations shall be developed to assist in communicating representational ideas for proposed improvements. d. Concept designs are intended to be high-level only. 4) Policy Recommendations Overview: Specific policy and program recommendation shall be developed to further both regulatory and non-regulatory efforts. Deliverable: The selected Consultant shall provide a comprehensive set of recommendations that accomplish specific goals with measurable outcomes. Details: a. Feedback provided during public engagement efforts shall be used to inform a diverse set of recommendations that will support contrasting interests. b. Policy and program recommendations must be delivered with reference to the agency or jurisdiction who oversees final decision making authority. c. Recommendations must be consistent with adopted plans and laws, including but not limited to, the Montana Subdivision and Platting Act. 5) Funding Strategies Overview: Long-term funding strategies shall be researched and documented to assist in the future implementation of project recommendations. Deliverable: The selected Consultant will provide a comprehensive set of funding strategies to achieve the goals listed in Section II. Details: a. Project recommendations shall include context to funding requirements and address triple-bottom-line needs where appropriate. b. Partnership opportunities for advancing long term goals shall be presented, including concepts for future community campaigns. 6) Final Document Overview: The final document will be approved by the City Commission. Deliverable: The seleted Consultant shall provide a final deliverable in the form of a written report. 422 Details: c. The selected Consultant shall work with the Owner to develop a document that is well organized and user friendly. d. The selected Consultant may consider complementary digital and spatial solutions such as Story Maps (example: Cherry Creek Major Drainageway Plan) e. All final deliverables shall be ADA compliant. IV. PROPOSAL REQUIREMENTS Executive Summary Please include general information about the firm, such as: description of services offered, total years in business, number of employees, office locations, basic qualifications and name, phone number and email for authorized conact concerning the proposal. Project Approach Provide a description of your proposed solution and an outline detailing your approach and concept for accomplishing this project. Address any time or commitments you see City personnel needing to provide. Methods of Coordination with SeeBozemanCreek Provide a description of your proposed methods of coordination with SeeBozemanCreek as described in Attachment B. Experience with Projects of Similar Size and Design Provide a list of a minimum of three (3) similar and relevant projects, together with information on the project scope, common issues and services provided. Firm’s Qualifications Provide the name of individuals that will be involved in the Bozemn Creek Vision Plan project, their relevant experience and the role they will play, including present and projected workloads. Proposed Schedule Provide details on the amount of time needed to complete the project. Reference Attachment C for a proposed overall timeline. Price Proposal 423 Provide an overall budget. Describe your preferred fee structure rates. Describe factors significant to determining project budget. References Provide detailed contact information for at least five (5) projects undertaken by your firm within the past five years. Affirmation of Nondiscrimination (see Attachment A) Non-completion of the Affirmation of Nondiscrimination is cause for disqualification of firms. V. TIMELINES, DELIVERY DEADLINE, AND INSTRUCTIONS EVENT DATE/TIME Publication dates of RFP Saturday, November 22, 2025 Saturday, November 29, 2025 Deadline for receipt of proposals Wednesday, December 10, 2025 Evaluation of proposals Thursday, December 18, 2025 Selection of consultant Friday, December 19, 2025 With the exception of the advertising dates and advertised due date, the City reserves the right to modify the above timeline. Deliver RFPs via email to the City Clerk (procurement@bozeman.net) by December 10, 2025 at 3:00 p.m. MST. It is the sole responsibility of the proposing party to ensure that proposals are received prior to the closing time as late submittals will not be accepted and will be returned unopened. All proposals must be provided as a single, searchable PDF document file and be submitted digitally as an email attachment to the RFP Recipient email address agenda@bozeman.net. Respondents are advised that Recipient’s email attachment size limit is 25MB and that only one PDF file will be allowed per response. The subject line of the transmittal email shall clearly identify the RFP title, company name and due date/time. File sizes greater than 25MB in size may be uploaded to bzncloud.bozeman.net upon special arrangement of the Recipient; however, it is the respondent’s sole responsibility to ensure the file upload is completed, and that the Recipient is separately notified via email of same, prior to the given deadline. VI. AMENDMENTS TO SOLICITATION Any interpretation or correction of this request will be published on the City’s webpage. The deadline for questions related to this document is 5:00 p.m. MST on December 4, 2025. VII. CONTACT INFORMATION 424 Any administrative questions regarding proposal procedures should be directed to: Mike Maas, City Clerk, (406) 582-2321, procurement@bozeman.net Questions relating to the scope of services should be directed to: Jon Henderson, Assistant City Manager, (406) 582-2250, jon.henderson@bozeman.net. VIII. SELECTION PROCEDURE A review committee will evaluate all responses to the RFP that meet the submittal requirements and deadline. Submittals that do not meet the requirement or deadline will not be considered. The review committee will rank the proposals and may arrange interviews with the finalist(s) prior to selection. Selection may be made directly based on the written RFP submission. If interviews occur, the selection of finalists to be interviewed will be made by a selection committee representing the City of Bozeman. The selection of interview candidates will be based on an evaluation of the written responses to the RFPs. Once a firm is selected, the Owner will work with the Consultant to negotiate a final scope before entering into a contract. All submitted proposals must be complete and contain the information required as stated in the "Request for Proposals.” IX. SELECTION CRITERIA Proposals will be evaluated by the Selection Committee who will individually score them out of a total of 100 possible points based on the criteria below.The scoring criteria and possible point values are: 1. Project Approach: Possible Points: 35 2. Methods of Coordination with SeeBozemanCreek: Possible Points: 15 3. Respondent’s experience with projects of similar size and design: Possible Points: 25 4. Firm’s Qualifications: 425 Possible Points: 15 5. Price Proposal: Possible Points: 10 X. FORM OF AGREEMENT The Contractor will be required to enter into a contract with the City in substantially the same form as the professional services agreement attached as Attachment D. XI. CITY RESERVATION OF RIGHTS / LIABILITY WAIVER All proposals submitted in response to this RFP become the property of the City and public records and, as such, may be subject to public review. A SUBMISSION IN RESPONSE TO THIS REQUEST FOR QUALIFICATIONS CONFERS NO RIGHTS UPON ANY RESPONDENTS AND SHALL NOT OBLIGATE THE CITY IN ANY MANNER WHATSOEVER. THE CITY RESERVES THE RIGHT TO MAKE NO AWARD AND TO SOLICIT ADDITIONAL REQUEST FOR QUALIFICATIONS AT A LATER DATE. A. This RFP may be canceled or any or all responses may be rejected in whole or in part, as specified herein, when it is in the best interests of the City. If the City cancels or revises this RFP, all Respondents who submitted will be notified using email. B. The City reserves the right to accept or reject any and all proposals; to add or delete items and/or quantities; to amend the RFP; to waive any minor irregularities, informalities, or failure to conform to the RFP; to extend the deadline for submitting proposals; to postpone award for up to 60 days; to award one or more contracts, by item or task, or groups of items or tasks, if so provided in the RFP and if multiple awards or phases are determined by the City to be in the public interest. C. The City of Bozeman reserves the right to reject the proposal of any person/firm who previously failed to perform properly to the satisfaction of the City of Bozeman, or complete on time agreements of similar nature, or to reject the proposal of any person/firm who is not in a position to perform such an agreement satisfactorily as determined by the City of Bozeman. D. The City of Bozeman reserves the right to determine the best qualified Contractor and negotiate a final scope of service and cost, negotiate a contract with another Contractor if an agreement cannot be reached with the first selected Contractor, or reject all proposals. 426 E. The professional services contract between the City of Bozeman and the successful Contractor will incorporate the Contractor's scope of service and work schedule as part of the agreement (see Attachment D for form of professional services agreement. The professional services agreement presented to the Contractor may differ from this form as appropriate for the scope of services). F. This RFP does not commit the City to award a contract. The City assumes no liability or responsibility for costs incurred by firms in responding to this request for proposals or request for interviews, additional data, or other information with respect to the selection process, prior to the issuance of an agreement, contract or purchase order. The Contractor, by submitting a response to this RFP, waives all right to protest or seek any legal remedies whatsoever regarding any aspect of this RFP. G. The City reserves the right to cancel, in part or in its entirety, this RFP including, but not limited to: selection procedures, submittal date, and submittal requirements. If the City cancels or revises this RFP, all Contractors who submitted proposals will be notified using email. H. Projects under any contract are subject to the availability of funds. XII. NONDISCRIMINATION AND EQUAL PAY POLICY The City of Bozeman requires each entity submitting under this notice shall affirm, on a separate form provided, that it will not discriminate on the basis of race, color, religion, creed, sex, age, marital status, national origin, or because of actual or perceived sexual orientation, sexual preference, gender identity, or disability in fulfillment of a contract entered into for the services identified herein and that this prohibition on discrimination shall apply to the hiring and treatment of the submitting entity’s employees and to all subcontracts it enters into in the fulfillment of the services identified herein. Failure to comply with this requirement shall be cause for the submittal to be deemed nonresponsive. The City also requires each entity submitting under this notice shall affirm it will abide by the Equal Pay Act of 1963 and Section 39-3-104, MCA (the Montana Equal Pay Act), and has visited the State of Montana Equal Pay for Equal Work “best practices” website, or equivalent “best practices publication and has read the material. XIII. MISCELLANEOUS A. No Oral Agreements. No conversations or oral agreements with any officer, employee, or agent of the City shall affect or modify any term of this solicitation. Oral communications or any written/email communication between any person and City officer, employee or agent shall not be considered binding. B. No Partnership/Business Organization. Nothing in this solicitation or in any subsequent agreement, or any other contract entered into as a result of this solicitation, shall 427 constitute, create, give rise to or otherwise be recognized as a partnership or formal business organization of any kind between or among the respondent and the City. C. Employment Restriction and Indemnity. No person who is an owner, officer, employee, contractor, or consultant of a respondent shall be an officer or employee of the City. No rights of the City’s retirement or personnel rules accrue to a respondent, its officers, employees, contractors, or consultants. Respondents shall have the responsibility of all salaries, wages, bonuses, retirement, withholdings, worker’s compensation and occupational disease compensation, insurance, unemployment compensation other benefits and taxes and premiums appurtenant thereto concerning its officers, employees, contractors, and consultants. Each Respondent shall save and hold the City harmless with respect to any and all claims for payment, compensation, salary, wages, bonuses, retirement, withholdings, worker’s compensation and occupational disease compensation, insurance, unemployment compensation other benefits and taxes and premiums in any way related to each respondent’s officers, employees, contractors and consultants. D. Accessibility. Upon reasonable notice, the City will provide assistance for those persons with sensory impairments. For further information please contact the ADA Coordinator Mike Gray at 406-582-3232 or the City’s TTY line at 406-582-2301. E. Procurement. When discrepancies occur between words and figures in this solicitation, the words shall govern. No responsibility shall attach to a City employee for the premature opening of an RFP not properly addressed and identified in accordance with these documents. F. Governing Law. This solicitation and any disputes arising hereunder or under any future agreement shall be governed and construed and enforced in accordance with the laws of the State of Montana, without reference to principles of choice or conflicts of laws. XIV. ATTACHMENTS The following exhibits are incorporated in this RFP: Attachment A: Non-Discrimination Affirmation Attachment B: SeeBozemanCreek Declaration of Intent Attachment C: Community Engagement Plan Attachment D: Form of Professional Services Agreement END OF RFP 428 Attachment A NONDISCRIMINATION AND EQUAL PAY AFFIRMATION ____________________________________(name of entity submitting) hereby affirms it will not discriminate on the basis of race, color, religion, creed, sex, age, marital status, national origin, or because of actual or perceived sexual orientation, gender identity or disability and acknowledges and understands the eventual contract will contain a provision prohibiting discrimination as described above and this prohibition on discrimination shall apply to the hiring and treatments or proposer’s employees and to all subcontracts. In addition, ____________________________________(name of entity submitting) hereby affirms it will abide by the Equal Pay Act of 1963 and Section 39-3-104, MCA (the Montana Equal Pay Act), and has visited the State of Montana Equal Pay for Equal Work “best practices” website, https://equalpay.mt.gov/BestPractices/Employers, or equivalent “best practices publication and has read the material. ______________________________________ Name and title of person authorized to sign on behalf of submitter 429 SeeBozemanCreek (SBC) is a citizens group on a mission to create a vision for Bozeman Creek. The group consists of designers, engineers, scientists, conservationists, advocates and artists. Since 2020, participants have given hours of their time and expertise, expecting little in return other than progress toward a shared vision. Years of building mutual trust and respect has resulted in a new model of collaboration between the City of Bozema, its elected leaders and SBC. We have leveraged the strength of those relationships to collaborate towards shared goals with a wide range of constituents. Our goal is to find inventive ways to engage with the community on matters of significant importance and earn citizens' trust in the process. Therefore, it is our intent to play a pivotal role in this project by: a.Facilitating the Community Engagement Plan as an inclusive and ongoing process that relies on the two-way exchange of information, ideas, and expertise between the public and the City of Bozeman to solve problems and make sustainable decisions. b.Abiding by the city’s decision-making process that provides the public with balanced and objective information and assist them in understanding the problem, alternatives, opportunities and/or solutions. c.Gathering community input by coordinating with consultants and the city to advance grassroots engagement efforts; d.Reaching out to local stakeholder groups such as Advisory Boards, Associations and Councils; e.Developing strategic partnerships with public institutions and private businesses; f.Providing these and other services to the consultants through formal arrangements. + + + Contact: steve@seebozemancreek.org Attachment B 430 COMMUNITY ENGAGEMENT PLAN Community Engagement is an inclusive and ongoing process that relies on the two-way exchange of information, ideas, and expertise between the public and the City of Bozeman to solve problems and make sustainable decisions. Project Overview Project Title: Bozeman Creek Vision Plan Project Leads: provide brief explanation of the responsibilities or task each lead will handle. •Jon Henderson, Assistant City Manager, Project Manager C.E. Purpose/Background: The City Commission approved Resolution 5626 on August 6th, 2024 adopting the Bozeman Creek Vision Plan as a Commission priority to increase ecological health, provide better connectivity, celebrate natural heritage, promote economic development, and mitigate flood hazards within urbanized sections of Bozeman Creek. This project builds on previous work such as the 2012 Bozeman Creek Enhancement Plan, the 2020 Bozeman Creek Analysis Technical Assistance Grant Report, and the 2023 Gallatin Valley Sensitive Lands Protection Plan, among other important efforts. The Bozeman Creek Vision Plan will provide a valuable resource in support of the following goals: •Enhance flood mitigation efforts •Improve water quality •Increase access and connectivity to parks & trails •Support economic development opportunities •Strengthen community connection to a vital resource Significant effort has taken place over the past two years to solicit public interest surrounding this topic, thanks to the local grassroots organization SeeBozemanCreek. The City intends to coordinate extensively with this group to further community input as a model for how local government can leverage the strength of partnerships to collaborate towards shared goals with a wide range of constituents. The City has also commissioned the 2025 Bozeman Creek Flood Mitigation and Reclamation PER as a preliminary review of flood hazards along Bozeman Creek, which will provide the foundation for flood mitigation efforts. The Bozeman Creek Vision Plan may be approved as part of the City’s land use plan and will be evaluated according to the Montana Land Use Planning Act as needed. Key Terms: identify and define jargon, acronyms, or other technical terms that need to be re-worded or clarified in communication and engagement with the public. •Alternatives – Potential measures that the City and/or its partners could implement to improve conditions •Bozeman Creek – Watercourse generally defined within City Limits (i.e., area of interest) •PER – Preliminary Engineering Report, focused on flood hazard mitigation Attachment C 431 Key Partners: kickstart your community mapping process here. Identify who the decision maker is. Internal • City Commission (Decision maker) • City Manager Office • Communications Division • Legal Department • Engineering Division • Stormwater Division • Sustainability Division • Parks & Recreation Department • Economic Development Department • Community Development Department Advisory Boards • Urban Parks & Forestry Citizen Advisory Board • Economic Vitality Citizen Advisory Board • Sustainability Citizen Advisory Board • Historic Preservation Citizen Advisory Board • Community Development Citizen Advisory Board • Downtown Urban Renewal District • Downtown Business Improvement District External • SeeBozemanCreek • General Public • Downtown Bozeman Partnership & Business Owners • Private Landowners Along Bozeman Creek • Northeast Neighborhood Association • Bogert Park Neighborhood Association • Bozeman Creek Neighborhood Association • Inter Neighborhood Council • Development Community • Gallatin Watershed Council • Gallatin Local Water Quality District • Gallatin Conservation District • Gallatin Valley Land Trust • Trust for Public Lands • Montana Land Reliance • Sacajawea Audubon Society • Montana Department of Transportation • Montana Department of Natural Resources and Conservation • Montana Department of Environmental Quality 432 Define Decision Making Decision making is at the core of how we plan for community engagement. Clarity on what decision will be made, who will make them, and what information will be considered throughout the process is essential. Many decisions are made throughout a given City project. Our approach calls on project teams to consider which decisions are already made, and which decisions can be made more sustainable by engaging the community. Which decisions the public will contribute to specifically must be clarified at the outset of the engagement planning process. Next, the public must be equipped with the right information and tools to contribute to a given decision. 1. At what stage(s) in the decision-making process is the public being asked to participate (see graphic)? Public engagement will occur during the “Define the problem / opportunity and decision to be made” stage, the “Establish decision criteria” stage, and the “Evaluation alternatives” stage. The public will also have opportunities to provide input during the adoption process. 2. What decision(s) needs to be made? What decisions have already been made? Decisions related to the overall scope and extent of alternatives will need to be made before final adoption. While no specific decisions have already been made, it’s important to note that State law and local codes may have significant influence on near-term recommendations, whereas findings from the plan will be used to inform opportunities for future legislation. 3. Who is the final decision maker? Does this engagement plan require formal Commission approval? The City Commission will have final decision-making authority with consideration of legal criteria, community input, staff recommendation, and Citizen Advisory Board recommendations. 433 Level of Community Engagement: Inform, Consult, Involve, Collaborate. After there is clarity on the decision and how the public will participate in the decision-making process, the level of engagement is determined. The engagement spectrum outlines different levels of engagement and helps determine how the community will contribute to the process and what the expectations are for achieving a given level of engagement. Throughout any level of engagement, one- way communications will occur to provide the community with the resources and information they need to contribute effectively. 434 Project Timeline See the example text in red below and adjust per your project, including how and when engagement efforts will occur. Include HOW you will engage groups listed in the Key Partners section. Timeline: October • Project Phase: Project introduction • Actions: Provide Special Presentation to City Commission • Tools and Techniques: Community Engagement Plan, Engage Bozeman project page, social media posts Timeline: November - December • Project Phase: Professional services solicitation • Actions: Approve Resolution adopting Community Engagement Plan, publish Request for Proposals (RFP), select qualified consultant • Tools and Techniques: RFP, City procurement process Timeline: January • Project Phase: Scope development • Actions: Finalize scope of services with consultant, approve contract, schedule community engagement • Tools and Techniques: Professional Services Agreement (PSA), scope/schedule/fee, calendar invitations, emails to community partners Timeline: February - May • Project Phase: Community engagement, literature review • Actions: Meet with the public, citizen advisory boards, and external partners to develop overall vision for the plan, review local code requirements and case studies from other communities • Tools and Techniques: Engage Bozeman, in person meetings, email and social media posts, survey(s), press release ahead of engagement push 435 Timeline: June - August • Project Phase: Document drafting • Actions: Summarize engagement and develop draft plan with concept designs, develop recommended policy and alternatives to include long-term sustainable funding strategies • Tools and Techniques: Engage Bozeman, publish draft plan for review Timeline: September - October • Project Phase: Project recommendation • Actions: Public hearings at Citizen Advisory Boards and recommendation to the City Commission • Tools and Techniques: Engage Bozeman, public notice, email and social media posts Timeline: November • Project Phase: Project approval • Actions: Public hearing at City Commission and approval of Resolution of adoption • Tools and Techniques: Engage Bozeman, public notice, email and social media posts Engagement Wrap-up 1. How will you show what you heard from members of the public and how public input has influenced the plan? Adoption presentation to the City Commission will include a summary of where public input helped shape final outcomes. 2. How will you go about evaluating the success of the engagement effort? Examples: measuring community response to engagement efforts, group meetings following engagement efforts, etc. The success of public engagement will be measured in the level of support and/or opposition to the final draft during the project approval phases. 436 Professional Services Agreement for Bozeman Creek Vision Plan Page 1 of 11 PROFESSIONAL SERVICES AGREEMENT THIS AGREEMENT is made and entered into this _____ day of ____________, 202__ (“Effective Date”), by and between the CITY OF BOZEMAN, MONTANA, a self-governing municipal corporation organized and existing under its Charter and the laws of the State of Montana, 121 North Rouse Street, Bozeman, Montana, with a mailing address of PO Box 1230, Bozeman, MT 59771, hereinafter referred to as “City,” and, ____________, _______________, hereinafter referred to as “Contractor.” The City and Contractor may be referred to individually as “Party” and collectively as “Parties.” In consideration of the mutual covenants and agreements herein contained, the receipt and sufficiency whereof being hereby acknowledged, the parties hereto agree as follows: 1. Purpose: City agrees to enter this Agreement with Contractor to perform for City services described in the Scope of Services attached hereto as Exhibit A and by this reference made a part hereof. 2. Effective Date: This Agreement is effective upon the Effective Date. 3. Scope of Services: Contractor will perform the work and provide the services in accordance with the requirements of the Scope of Services. For conflicts between this Agreement and the Scope of Services, unless specifically provided otherwise, the Agreement governs. 4. Payment: City agrees to pay Contractor the amount specified in the Scope of Services. Any alteration or deviation from the described services that involves additional costs above the Agreement amount will be performed by Contractor after written request by the City, and will become an additional charge over and above the amount listed in the Scope of Services. The City must agree in writing upon any additional charges. 5. Contractor’s Representations: To induce City to enter into this Agreement, Contractor makes the following representations: a. Contractor has familiarized itself with the nature and extent of this Agreement, the Scope of Services, and with all local conditions and federal, state and local laws, ordinances, rules, and regulations that in any manner may affect cost, progress or performance of the Scope of Services. 437 Professional Services Agreement for Bozeman Creek Vision Plan Page 2 of 11 b. Contractor represents and warrants to City that it has the experience and ability to perform the services required by this Agreement; that it will perform the services in a professional, competent and timely manner and with diligence and skill; that it has the power to enter into and perform this Agreement and grant the rights granted in it; and that its performance of this Agreement shall not infringe upon or violate the rights of any third party, whether rights of copyright, trademark, privacy, publicity, libel, slander or any other rights of any nature whatsoever, or violate any federal, state and municipal laws. The City will not determine or exercise control as to general procedures or formats necessary to have these services meet this warranty. 6. Independent Contractor Status/Labor Relations: The parties agree that Contractor is an independent contractor for purposes of this Agreement and is not to be considered an employee of the City for any purpose. Contractor is not subject to the terms and provisions of the City’s personnel policies handbook and may not be considered a City employee for workers’ compensation or any other purpose. Contractor is not authorized to represent the City or otherwise bind the City in any dealings between Contractor and any third parties. Contractor shall comply with the applicable requirements of the Workers’ Compensation Act, Title 39, Chapter 71, Montana Code Annotated (MCA), and the Occupational Disease Act of Montana, Title 39, Chapter 71, MCA. Contractor shall maintain workers’ compensation coverage for all members and employees of Contractor’s business, except for those members who are exempted by law. Contractor shall furnish the City with copies showing one of the following: (1) a binder for workers’ compensation coverage by an insurer licensed and authorized to provide workers’ compensation insurance in the State of Montana; or (2) proof of exemption from workers’ compensation granted by law for independent contractors. In the event that, during the term of this Agreement, any labor problems or disputes of any type arise or materialize which in turn cause any services to cease for any period of time, Contractor specifically agrees to take immediate steps, at its own expense and without expectation of reimbursement from City, to alleviate or resolve all such labor problems or disputes. The specific steps Contractor shall take shall be left to the discretion of Contractor; provided, however, that Contractor shall bear all costs of any related legal action. Contractor shall provide immediate relief to the City so as to permit the services to continue at no additional cost to City. Contractor shall indemnify, defend, and hold the City harmless from any and all claims, demands, costs, expenses, damages, and liabilities arising out of, resulting from, or occurring in connection with any labor problems or disputes or any delays or stoppages of work associated with such problems or disputes. 438 Professional Services Agreement for Bozeman Creek Vision Plan Page 3 of 11 7. Indemnity/Waiver of Claims/Insurance: For other than professional services rendered, to the fullest extent permitted by law, Contractor agrees to release, defend, indemnify, and hold harmless the City, its agents, representatives, employees, and officers (collectively referred to for purposes of this Section as the City) from and against any and all claims, demands, actions, fees and costs (including attorney’s fees and the costs and fees of expert witness and consultants), losses, expenses, liabilities (including liability where activity is inherently or intrinsically dangerous) or damages of whatever kind or nature connected therewith and without limit and without regard to the cause or causes thereof or the negligence of any party or parties that may be asserted against, recovered from or suffered by the City occasioned by, growing or arising out of or resulting from or in any way related to: (i) the negligent, reckless, or intentional misconduct of the Contractor; or (ii) any negligent, reckless, or intentional misconduct of any of the Contractor’s agents. For the professional services rendered, to the fullest extent permitted by law, Contractor agrees to indemnify and hold the City harmless against claims, demands, suits, damages, losses, and expenses, including reasonable defense attorney fees, to the extent caused by the negligence or intentional misconduct of the Contractor or Contractor’s agents or employees. Such obligations shall not be construed to negate, abridge, or reduce other rights or obligations of indemnity that would otherwise exist. The indemnification obligations of this Section must not be construed to negate, abridge, or reduce any common-law or statutory rights of the City as indemnitee(s) which would otherwise exist as to such indemnitee(s). Contractor’s indemnity under this Section shall be without regard to and without any right to contribution from any insurance maintained by City. Should the City be required to bring an action against the Contractor to assert its right to defense or indemnification under this Agreement or under the Contractor’s applicable insurance policies required below, the City shall be entitled to recover reasonable costs and attorney fees incurred in asserting its right to indemnification or defense but only if a court of competent jurisdiction determines the Contractor was obligated to defend the claim(s) or was obligated to indemnify the City for a claim(s) or any portion(s) thereof. In the event of an action filed against the City resulting from the City’s performance under this Agreement, the City may elect to represent itself and incur all costs and expenses of suit. Contractor also waives any and all claims and recourse against the City, including the right of contribution for loss or damage to person or property arising from, growing out of, or in any way connected with or incident to the performance of this Agreement except “responsibility for [City’s] 439 Professional Services Agreement for Bozeman Creek Vision Plan Page 4 of 11 own fraud, for willful injury to the person or property of another, or for violation of law, whether willful or negligent” as per 28-2-702, MCA. These obligations shall survive termination of this Agreement and the services performed hereunder. In addition to and independent from the above, Contractor shall at Contractor’s expense secure insurance coverage through an insurance company or companies duly licensed and authorized to conduct insurance business in Montana which insures the liabilities and obligations specifically assumed by the Contractor in this Section. The insurance coverage shall not contain any exclusion for liabilities specifically assumed by the Contractor in this Section. The insurance shall cover and apply to all claims, demands, suits, damages, losses, and expenses that may be asserted or claimed against, recovered from, or suffered by the City without limit and without regard to the cause therefore and which is acceptable to the City. Contractor shall furnish to the City an accompanying certificate of insurance and accompanying endorsements in amounts not less than as follows: • Workers’ Compensation – statutory; • Employers’ Liability - $1,000,000 per occurrence; $2,000,000 annual aggregate; • Commercial General Liability - $1,000,000 per occurrence; $2,000,000 annual aggregate; • Automobile Liability - $1,000,000 property damage/bodily injury per accident; and • Professional Liability - $1,000,000 per claim; $2,000,000 annual aggregate. The above amounts shall be exclusive of defense costs. The City shall be endorsed as an additional or named insured on a primary non-contributory basis on the Commercial General, Employer’s Liability, and Automobile Liability policies. The insurance and required endorsements must be in a form suitable to City and shall include no less than a thirty (30) day notice of cancellation or non-renewal. Contractor shall notify City within two (2) business days of Contractor’s receipt of notice that any required insurance coverage will be terminated or Contractor’s decision to terminate any required insurance coverage for any reason. The City must approve all insurance coverage and endorsements prior to the Contractor commencing work. 8. Termination for Contractor’s Fault: 440 Professional Services Agreement for Bozeman Creek Vision Plan Page 5 of 11 a. If Contractor refuses or fails to timely do the work, or any part thereof, or fails to perform any of its obligations under this Agreement, or otherwise breaches any terms or conditions of this Agreement, the City may, by written notice, terminate this Agreement and the Contractor’s right to proceed with all or any part of the work (“Termination Notice Due to Contractor’s Fault”). The City may then take over the work and complete it, either with its own resources or by re-letting the contract to any other third party. b. In the event of a termination pursuant to this Section 8, Contractor shall be entitled to payment only for those services Contractor actually rendered. c. Any termination provided for by this Section 8 shall be in addition to any other remedies to which the City may be entitled under the law or at equity. d. In the event of termination under this Section 8, Contractor shall, under no circumstances, be entitled to claim or recover consequential, special, punitive, lost business opportunity, lost productivity, field office overhead, general conditions costs, or lost profits damages of any nature arising, or claimed to have arisen, as a result of the termination. 9. Termination for City’s Convenience: a. Should conditions arise which, in the sole opinion and discretion of the City, make it advisable to the City to cease performance under this Agreement, the City may terminate this Agreement by written notice to Contractor (“Notice of Termination for City’s Convenience”). The termination shall be effective in the manner specified in the Notice of Termination for City’s Convenience and shall be without prejudice to any claims that the City may otherwise have against Contractor. b. Upon receipt of the Notice of Termination for City’s Convenience, unless otherwise directed in the Notice, the Contractor shall immediately cease performance under this Agreement and make every reasonable effort to refrain from continuing work, incurring additional expenses or costs under this Agreement and shall immediately cancel all existing orders or contracts upon terms satisfactory to the City. Contractor shall do only such work as may be necessary to preserve, protect, and maintain work already completed or immediately in progress. c. In the event of a termination pursuant to this Section 9, Contractor is entitled to payment only for those services Contractor actually rendered on or before the receipt of the Notice of Termination for City’s Convenience. 441 Professional Services Agreement for Bozeman Creek Vision Plan Page 6 of 11 d. The compensation described in Section 9(c) is the sole compensation due to Contractor for its performance of this Agreement. Contractor shall, under no circumstances, be entitled to claim or recover consequential, special, punitive, lost business opportunity, lost productivity, field office overhead, general conditions costs, or lost profits damages of any nature arising, or claimed to have arisen, as a result of the termination. 10. Limitation on Contractor’s Damages; Time for Asserting Claim: a. In the event of a claim for damages by Contractor under this Agreement, Contractor’s damages shall be limited to contract damages and Contractor hereby expressly waives any right to claim or recover consequential, special, punitive, lost business opportunity, lost productivity, field office overhead, general conditions costs, or lost profits damages of any nature or kind. b. In the event Contractor wants to assert a claim for damages of any kind or nature, Contractor shall provide City with written notice of its claim, the facts and circumstances surrounding and giving rise to the claim, and the total amount of damages sought by the claim, within thirty (30) days of the facts and circumstances giving rise to the claim. In the event Contractor fails to provide such notice, Contractor shall waive all rights to assert such claim. 11. Representatives and Notices: a. City’s Representative: The City’s Representative for the purpose of this Agreement shall be Jon Henderson, Assistant City Manager, or such other individual as City shall designate in writing. Whenever approval or authorization from or communication or submission to City is required by this Agreement, such communication or submission shall be directed to the City’s Representative and approvals or authorizations shall be issued only by such Representative; provided, however, that in exigent circumstances when City’s Representative is not available, Contractor may direct its communication or submission to other designated City personnel or agents as designated by the City in writing and may receive approvals or authorization from such persons. b. Contractor’s Representative: The Contractor’s Representative for the purpose of this Agreement shall be _____________________ or such other individual as Contractor shall designate in writing. Whenever direction to or communication with Contractor is required by this Agreement, such direction or communication shall be directed to Contractor’s Representative; provided, however, that in exigent circumstances when Contractor’s Representative is not available, City may direct its direction or communication 442 Professional Services Agreement for Bozeman Creek Vision Plan Page 7 of 11 to other designated Contractor personnel or agents. c. Notices: All notices required by this Agreement shall be in writing and shall be provided to the Representatives named in this Section. Notices shall be deemed given when delivered, if delivered by courier to Party’s address shown above during normal business hours of the recipient; or when sent, if sent by email or fax (with a successful transmission report) to the email address or fax number provided by the Party’s Representative; or on the fifth business day following mailing, if mailed by ordinary mail to the address shown above, postage prepaid. 12. Permits: Contractor shall provide all notices, comply with all applicable laws, ordinances, rules, and regulations, obtain all necessary permits, licenses, including a City of Bozeman business license, and inspections from applicable governmental authorities, and pay all fees and charges in connection therewith. 13. Laws and Regulations: Contractor shall comply fully with all applicable state and federal laws, regulations, and municipal ordinances including, but not limited to, all workers’ compensation laws, all environmental laws including, but not limited to, the generation and disposal of hazardous waste, the Occupational Safety and Health Act (OSHA), the safety rules, codes, and provisions of the Montana Safety Act in Title 50, Chapter 71, MCA, all applicable City, County, and State building and electrical codes, the Americans with Disabilities Act, and all non-discrimination, affirmative action, and utilization of minority and small business statutes and regulations. 14. Web Accessibility and the ADA: Title II of the ADA prohibits discrimination against people with disabilities in all services, programs, and activities offered or made available by the City. This includes ensuring that the City’s communications with people with disabilities are as effective as its communications with others. If Contractor’s Scope of Services includes the production of digital content, documents, or web applications intended to be branded for use by the City, Contractor must use the City style guide when creating a design. As per recommendations found in Section 508 of the Rehabilitation Act, all digital content, documents, or web applications must also adhere to level A and AA Success Criteria and Conformance Requirements as defined by the current Web Content Accessibility Guidelines (WCAG). The City will not accept digital content that does not comply with WCAG A and AA guidelines. If the City refuses digital content because it is non-compliant with the City style guide, Section 508 of the Rehabilitation Act, and/or WCAG, Contractor will be required to make the digital content compliant and redelivered at no additional cost to the City. 443 Professional Services Agreement for Bozeman Creek Vision Plan Page 8 of 11 15. Nondiscrimination and Equal Pay: The Contractor agrees that all hiring by Contractor of persons performing this Agreement shall be on the basis of merit and qualifications. The Contractor will have a policy to provide equal employment opportunity in accordance with all applicable state and federal anti-discrimination laws, regulations, and contracts. The Contractor will not refuse employment to a person, bar a person from employment, or discriminate against a person in compensation or in a term, condition, or privilege of employment because of race, color, religion, creed, political ideas, sex, age, marital status, national origin, actual or perceived sexual orientation, gender identity, physical or mental disability, except when the reasonable demands of the position require an age, physical or mental disability, marital status or sex distinction. The Contractor shall be subject to and comply with Title VI of the Civil Rights Act of 1964; Section 140, Title 2, United States Code, and all regulations promulgated thereunder. Contractor represents it is, and for the term of this Agreement will be, in compliance with the requirements of the Equal Pay Act of 1963 and Section 39-3-104, MCA (the Montana Equal Pay Act). Contractor must report to the City any violations of the Montana Equal Pay Act that Contractor has been found guilty of within 60 days of such finding for violations occurring during the term of this Agreement. Contractor shall require these nondiscrimination terms of its subcontractors providing services under this Agreement. 16. Intoxicants; DOT Drug and Alcohol Regulations/Safety and Training: Contractor shall not permit or suffer the introduction or use of any intoxicants, including alcohol or illegal drugs, by any employee or agent engaged in services to the City under this Agreement while on City property or in the performance of any activities under this Agreement. Contractor acknowledges it is aware of and shall comply with its responsibilities and obligations under the U.S. Department of Transportation (DOT) regulations governing anti-drug and alcohol misuse prevention plans and related testing. City shall have the right to request proof of such compliance and Contractor shall be obligated to furnish such proof. The Contractor shall be responsible for instructing and training the Contractor's employees and agents in proper and specified work methods and procedures. The Contractor shall provide continuous inspection and supervision of the work performed. The Contractor is responsible for instructing its employees and agents in safe work practices. 17. Modification and Assignability: This Agreement may not be enlarged, modified or altered except by written agreement signed by both parties hereto. The Contractor may not subcontract or assign Contractor’s rights, including the right to compensation or duties arising 444 Professional Services Agreement for Bozeman Creek Vision Plan Page 9 of 11 hereunder, without the prior written consent of the City. Any subcontractor or assignee will be bound by all of the terms and conditions of this Agreement. 18. Reports/Accountability/Public Information: Contractor agrees to develop and/or provide documentation as requested by the City demonstrating Contractor’s compliance with the requirements of this Agreement. Contractor shall allow the City, its auditors, and other persons authorized by the City to inspect and copy its books and records for the purpose of verifying that the reimbursement of monies distributed to Contractor pursuant to this Agreement was used in compliance with this Agreement and all applicable provisions of federal, state, and local law. The Contractor shall not issue any statements, releases or information for public dissemination without prior approval of the City. 19. Non-Waiver: A waiver by either party of any default or breach by the other party of any terms or conditions of this Agreement does not limit the other party’s right to enforce such term or conditions or to pursue any available legal or equitable rights in the event of any subsequent default or breach. 20. Attorney’s Fees and Costs: In the event it becomes necessary for either Party to retain an attorney to enforce any of the terms or conditions of this Agreement or to give any notice required herein, then the prevailing Party or the Party giving notice shall be entitled to reasonable attorney's fees and costs, including fees, salary, and costs of in-house counsel including the City Attorney’s Office staff. 21. Taxes: Contractor is obligated to pay all taxes of any kind or nature and make all appropriate employee withholdings. 22. Dispute Resolution: a. Any claim, controversy, or dispute between the parties, their agents, employees, or representatives shall be resolved first by negotiation between senior-level personnel from each party duly authorized to execute settlement agreements. Upon mutual agreement of the parties, the parties may invite an independent, disinterested mediator to assist in the negotiated settlement discussions. b. If the parties are unable to resolve the dispute within thirty (30) days from the date the dispute was first raised, then such dispute may only be resolved in a court of competent jurisdiction in compliance with the Applicable Law provisions of this Agreement. 23. Survival: Contractor’s indemnification shall survive the termination or expiration of 445 Professional Services Agreement for Bozeman Creek Vision Plan Page 10 of 11 this Agreement for the maximum period allowed under applicable law. 24. Headings: The headings used in this Agreement are for convenience only and are not be construed as a part of the Agreement or as a limitation on the scope of the particular paragraphs to which they refer. 25. Severability: If any portion of this Agreement is held to be void or unenforceable, the balance thereof shall continue in effect. 26. Applicable Law: The parties agree that this Agreement is governed in all respects by the laws of the State of Montana. 27. Binding Effect: This Agreement is binding upon and inures to the benefit of the heirs, legal representatives, successors, and assigns of the parties. 28. No Third-Party Beneficiary: This Agreement is for the exclusive benefit of the parties, does not constitute a third-party beneficiary agreement, and may not be relied upon or enforced by a third party. 29. Counterparts: This Agreement may be executed in counterparts, which together constitute one instrument. 30. Integration: This Agreement and all Exhibits attached hereto constitute the entire agreement of the parties. Covenants or representations not contained herein or made a part thereof by reference, are not binding upon the parties. There are no understandings between the parties other than as set forth in this Agreement. All communications, either verbal or written, made prior to the date of this Agreement are hereby abrogated and withdrawn unless specifically made a part of this Agreement by reference. 31. Consent to Electronic Signatures: The Parties have consented to execute this Agreement electronically in conformance with the Montana Uniform Electronic Transactions Act, Title 30, Chapter 18, Part 1, MCA. **** END OF AGREEMENT EXCEPT FOR SIGNATURES **** 446 Professional Services Agreement for Bozeman Creek Vision Plan Page 11 of 11 IN WITNESS WHEREOF, the parties hereto have executed this Agreement the day and year first above written or as recorded in an electronic signature. CITY OF BOZEMAN, MONTANA ____________________________________ CONTRACTOR (Type Name Above) By________________________________ By__________________________________ Chuck Winn, City Manager Print Name: ___________________________ Print Title: ____________________________ APPROVED AS TO FORM: By_______________________________ Greg Sullivan, Bozeman City Attorney 447 Proposal Submission by: in Collaboration with: Rio ASE City of Bozeman, Montana Bozeman CreekVision Plan DECEMBER 10, 2025 448 Cover Letter & Executive Summary 01 Project Understanding & Approach 08 SeeBozemanCreek & Engagement Approach 16 Relevant Project Experience 24 Qualifications & Key Personnel 46 Project Work Plan & Schedule 56 Price Proposal 66 Client References & Affirmation Form 70 Section A Section B Section C Section D Section E Section F Section G Section H Bozeman Original Town Plat, 1870 Table of Contents Contact Christopher Marcinkoski, AIA, ASLA (Hon.), FAAR PORT, Founding Partner o: 215.606.4748 m: 617.966.0081 e: marcinkoski@porturbanism.com PORT Chicago PORT Philadelphia 53 W. Jackson Blvd. Suite 830 1315 Walnut St. Suite 1108 Chicago, IL 60604 Philadelphia, PA 19107 449 Section A: Cover Letter & Executive Summary ASPIRE PARK—CLINTON, TENNESSEE (PHOTO BY PORT) 450 City of Bozeman, Montana — PORT + Rio ASE 3 2 PORT + Rio ASE — Bozeman Creek Vision Plan RFP City of Bozeman, Montana PO Box 1230 Bozeman, MT 59771-1230 RE: Bozeman Creek Vision Plan RFP Dear Selection Committee, I am pleased to submit our proposal to lead the Bozeman Creek Vision Plan. As outlined in the pages that follow, PORT brings national expertise in waterway, public realm, and ecological planning, and we are eager to help Bozeman shape a cohesive and actionable vision for its urban creek corridor. We are drawn to this project because it reflects our belief that the most meaningful public landscapes emerge at the intersection of ecology, community, and citymaking. This work provides a unique opportunity to unite restoration, recreation, climate resilience, and placemaking—areas where our practice has consistently delivered impact. We have partnered with Rio ASE, our longtime collaborator and a leading water resource science and engineering firm based in Boise, ID. Together, we pair design excellence with advanced hydrologic, geomorphic, and ecological analysis to ensure recommendations that are imaginative, rigorous, and resilient. We also value the strong local leadership already supporting Bozeman Creek. Our team is committed to close collaboration with SeeBozemanCreek, whose grassroots engagement and local insight will help shape a vision rooted in community priorities and long-standing stewardship. We will fully implement the RFP’s Community Engagement Plan, providing a transparent, inclusive process that centers residents, businesses, civic partners, and local organizations. We believe the PORT–Rio ASE team is ideally suited for this effort because of our: Experience with Complex Urban Waterways – We have successfully reimagined creek corridors and waterfronts with challenging ecological conditions and diverse stakeholder needs, resulting in places that restore habitat, improve access, and strengthen community identity. Commitment to Meaningful, Community-Driven Engagement – We design processes that build shared ownership and elevate local voices, and we are prepared to work hand-in-hand with SeeBozemanCreek (SBC) and the broader community. Regional Experience and Strong Partnerships – PORT is already working closely with Rio ASE in Boise and has active projects in Utah and Colorado, giving our team a deep familiarity with the landscapes, water systems, and community values of the Mountain West. Integrated Technical and Design Capabilities – Our combined team provides hydrology, watershed science, engineering, landscape architecture, and planning expertise aligned with Bozeman’s resilience and environmental goals. Focus On Feasibility and Implementation – Our recommendations are visionary yet actionable, supported by phasing, cost considerations, and strategies that guide immediate steps and long-term stewardship. At PORT, we offer a rare blend of high-level design thinking and the responsiveness and personal attention that larger firms often cannot match. We’re ready to hit the ground running and are fully committed to delivering a process—and outcome—that reflects the aspirations of Bozeman’s community. Please feel free to contact us with any questions or to discuss our approach in greater detail. Sincerely, Christopher Marcinkoski, AIA, ASLA (Hon.), FAAR PORT, Founding Partner Bozeman Original Town Plat, 1870 Google Earth Aerial, 2025 SECTION A: COVER LETTER & EXECUTIVE SUMMARY SECTION A: COVER LETTER & EXECUTIVE SUMMARY 451 City of Bozeman, Montana — PORT + Rio ASE 5 4 PORT + Rio ASE — Bozeman Creek Vision Plan RFP Executive Summary PORT Introduction: Project Lead and Public Realm Visioning Established in 2012, PORT is an 11-person landscape architecture, urban design and planning practice whose mission is to enhance and elevate public spaces in the cities and towns in which we work. We work collaboratively between our offices in Chicago and Philadelphia to service public realm planning, design and construction projects across the United States. On every project, our aim is to collaborate with local stakeholders and consultant experts—engineers, designers, and specialists—to build on the unique conditions of each site and community, creating plans that are both forward-looking and deeply rooted in place and people. PORT brings more than a decade of experience shaping complex public landscapes across the United States, from the Knoxville Urban Wilderness Gateway Park to the Bentonville Gateway Park, the Park at Expo Idaho, the 22-acre Arkansas Riverfront Park in Cañon City, and the Jordan River Regional Park in Utah. This portfolio reflects PORT’s belief that the most enduring public spaces are those built around the aspirations, needs, and stewardship of the communities they serve. Project Understanding & Purpose Understanding the complexities of the Bozeman Creek corridor—its urban and ecological edges, its recreational opportunities and environmental constraints, its community aspirations and infrastructural challenges—requires a team attuned to nuance, possibility, and place. The Bozeman Creek Vision must navigate restoration and revitalization, grounding design in the creek’s natural processes while identifying new opportunities for the corridor to serve as a resilient, connected, and community-centered landscape. Achieving this balance requires more than technical expertise; it demands curiosity, collaboration, and a commitment to centering the voices of the people who live, work, and recreate along the creek every day. Partnership with Rio ASE We believe we have assembled the ideal team to meet this challenge. Led by PORT, with longtime collaborator Rio ASE providing expertise in geomorphology, water resources engineering, ecology, mobility, and community engagement, our team combines national leadership in public-realm design with deep technical insight into creek, river, and watershed restoration. Our partnership has been tested and proven on complex, multi-jurisdictional projects—most notably the Jordan River Regional Park Master Plan in Salt Lake County and The Park at Expo Idaho in Boise, where we have worked together to reconnect floodplains, restore riparian systems, coordinate extensively with state and federal agencies, and shape ambitious public-realm visions into implementable plans. These shared experiences strengthen our ability to navigate the technical, ecological, and community- driven dimensions of corridor planning. Together, PORT and Rio ASE bring the vision, technical rigor, and collaborative capacity needed to embrace the complexity of Bozeman Creek while producing a clear, actionable framework for its future. As a nimble, nationally operating public realm design practice, we are known for being active and engaged partners— present on-site, working directly with communities, and investing the time needed to build the relationships and insights that make a plan both authentic and enduring. We encourage you to contact our client references to learn more about our collaborations. To learn more, visit https://www.porturbanism.com/ PHILADELPHIA + NEW YORK CITY + KINGSTON, NY BOSTON, MAPROVIDENCE, RI WILMINGTON, DE SPRINGFIELD, PA ALEXANDRIA, VA COLUMBIA, MD CLEVELAND + LORAIN, OH LOUISVILLE, KY GREENVILLE, SC + GREENVILLE COUNTY, SC BOZEMAN, MT KNOXVILLE + CLINTON, TN CHICAGO, IL KANSAS CITY + WESTWOOD, KS ST LOUIS, MO INDIANAPOLIS +COLUMBUS, IN WASHINGTON, PA DENVER, CO CAÑON CITY, CO SALT LAKE CITY, UT BENTONVILLE, AR BOISE, ID LOS ANGELES, CA Currently under construction, The Park at Expo Idaho will extend the well-loved network of public spaces along the Boise River by creating a 21st-century park centered around direct access to nature-based experiences. The rendering depicts the reconnected floodplain, wetlands, and restored riparian area. PORT and Rio ASE are creating a reconnected floodplain and restored riparian landscape that forges new relationships between the community and the Boise River. Achieving this vision required extensive coordination with multiple agencies—including a rigorous review and approval process with the U.S. Army Corps of Engineers—to ensure that all proposed floodplain reconnections, side channels, and habitat enhancements met federal permitting requirements and adhered to strict hydraulic, ecological, and flood-risk standards. This collaborative effort involved detailed hydrologic modeling, iterative design adjustments, and continuous communication among local, state, and federal partners to secure alignment and approval. Schematic and hydrological modeling of the reconnected floodplain and associated side channel are shown below. PORT’s work has been recognized by the American Society of Landscape Architects, American Institute of Architects, and American Planning Association, garnering over 30 chapter awards since 2014. In February of 2020, PORT was recognized with an Emerging Voices Award from the Architectural League of New York, given to a North American design practice with a significant body of realized work on a trajectory to meaningfully influence the future of their field. More than 40 of PORT’s current and recent clients are municipalities, public agencies, foundations and nonprofits. PORT + Rio ASE Case Study: The Park at Expo Idaho SECTION A: COVER LETTER & EXECUTIVE SUMMARY SECTION A: COVER LETTER & EXECUTIVE SUMMARY 452 Understanding Bozeman Creek Today & Work Completed to Date Bozeman Creek is a dynamic system shaped by both natural processes and urban pressures. Channelization, limited access, aging infrastructure, and climate-related challenges intersect with growing community interest in trails, recreation, and ecological restoration. The City of Bozeman and its partners have already built a strong foundation for this effort through significant planning and technical work—including the 2012 Bozeman Creek Enhancement Plan, the 2020 Bozeman Creek Analysis Technical Assistance Grant Report, and the 2023 Gallatin Valley Sensitive Lands Protection Plan, among others. Based on our review, we believe there is ample existing technical information to support the Vision Planning phase without requiring additional data collection, modeling, or analysis. What is needed now is a thorough synthesis of these materials, resulting in a clear, concise summary that will guide the evaluation and comparison of project alternatives. This will be the foundation of a forward-looking strategy that makes the creek corridor more ecologically healthy, publicly accessible, and resilient for decades to come. Task 01: Project Coordination PORT and Rio ASE will maintain clear, consistent coordination from project initiation through final delivery. Our team will organize regular check-ins, maintain schedule and budget tracking, manage internal and external communication, and ensure seamless collaboration across all partners and City staff. This task anchors the entire process, ensuring alignment, timely progress, and a transparent workflow. Task 02: Public Outreach Program Development A successful Bozeman Creek Vision will be built around the values, aspirations, and lived experiences of the community. PORT and Rio ASE will lead a robust and inclusive engagement process that brings residents, stakeholders, organizations, and agencies into the conversation early and often. We will develop an overarching vision statement rooted in broad public input, working closely with SeeBozemanCreek to amplify grassroots voices and deepen outreach to those not typically represented in planning processes. Our team will partner with the City’s Communications staff to leverage existing platforms—such as Engage.Bozeman.net and City social media channels—as well as in-person workshops, creek walks, tabling events, and virtual tools. A range of survey formats will ensure objective, diverse input, and we will coordinate with internal and external partners identified in Attachment C to ensure shared ownership of the emerging vision. Task 03: Existing Conditions Assessment & Analysis Our team will synthesize existing plans, best practices, emerging research, and lessons learned from peer communities to provide a strong foundation for the Vision. We will document case studies from comparable creek, riverfront, and corridor projects nationwide, highlighting approaches relevant to restoration, access, policy, recreation, and urban interface design. PORT and Rio ASE will review Bozeman’s Unified Development Code and identify areas that may require revision to support long-term recommendations. We will also assess all property along Bozeman Creek for potential parkland, trail connections, and opportunities for art and cultural installations. Conflicts or gaps among currently adopted City plans will be clearly identified, helping the City prioritize areas for future updates and ensuring the Vision builds from a consistent, coordinated policy base. Task 04: Vision Approach & Development Drawing from community input, technical analysis, and the framework outlined in the 2012 Bozeman Creek Enhancement Plan, our team will craft a comprehensive set of project recommendations for the corridor. We will utilize the management emphasis definitions in the 2012 plan to organize potential interventions by reach, clarifying where restoration, access, protection, or recreation should be prioritized. We will integrate findings from the Flood Mitigation and Reclamation Preliminary Engineering Report to ensure all concepts are compatible with future hydrologic and infrastructure considerations. High-level concept designs and visual renderings will illustrate key opportunities—restoration zones, trail improvements, crossings, access points, amenity areas, and naturalized floodplain interfaces—providing the City and community with accessible, representative imagery to support decision making. Task 05: Final Vision Plan We will develop actionable policy recommendations that support both regulatory and non-regulatory pathways for implementation. Drawing directly from community feedback, our team will propose a balanced set of policy tools that reflect the values and diverse interests expressed throughout the engagement process. Each recommendation will reference the appropriate agency, jurisdiction, or decision-making body, ensuring clarity around authority and next steps. All policy guidance will be consistent with adopted regulations and plans, including the Montana Subdivision and Platting Act, while identifying opportunities for refinement that better support creek restoration, public access, resilience, and coordinated management. In parallel, we will identify potential funding strategies and mechanisms that can help advance policy implementation and support long-term investment in the corridor. PORT and Rio ASE will prepare a clear, organized, and user-friendly final document for City Commission approval. We will work closely with City staff to ensure the report is accessible to both technical audiences and the broader community, with intuitive structure, concise text, illustrative graphics, and embedded policy and implementation tools. In addition to the written document, we will explore complementary digital and spatial tools—such as interactive Story Maps—to help visualize data, alternatives, and recommendations. The final deliverable will serve as a practical guide for the City and its partners, providing clarity and confidence as Bozeman moves forward with implementation. City of Bozeman, Montana — PORT + Rio ASE 7 6 PORT + Rio ASE — Bozeman Creek Vision Plan RFP Rio ASE Case Study: Warm Springs Preserve Existing (upper image) vs. proposed (lower image) hydraulic model results illustrating proposed side channels, irrigation pond, beaver wetland, and floodplain connection. Rio ASE led the restoration design effort for the stream and riparian zone integrating restoration of these natural features into the larger park master plan including interpretive paths, observation platforms, bridges, bathrooms, and irrigation infrastructure. Rio ASE finalized the stream and floodplain design plus a FEMA Conditional Letter of Map Revision in the summer of 2025, and the stream/floodplain construction was completed in Nov. 2025. The final project increases habitat diversity, pools, woody debris, off-channel habitat, wetlands, native riparian shrubs and trees, flood conveyance, and floodplain connectivity. In 2022, the City of Ketchum acquired 65 acres of disturbed upland and relict floodplain along Warm Springs Creek on the west side of Ketchum, Idaho creating the Warm Springs Preserve for public use. The City partnered with the Wood River Land Trust, Friends of the Warm Springs Preserve, and other stakeholders to envision a renewed landscape enhancing new the streamside park. Objectives for the project include restoration of aquatic habitat within the existing creek, creating side channels, enhancing floodplain connectivity, flood conveyance improvements, improved irrigation for park amenities, and establishing native plant communities. Approach & Work Plan You will find a full summary of our project understanding in Section B, outlining the key opportunities and considerations that shape our approach to the Bozeman Creek Vision. A corresponding work plan and schedule in Section F details how our team will complete each required deliverable in a structured, efficient, and transparent manner. The following five (5) tasks outlined to the right correspond directly to the six (6) scope items outlined in the RFP: 01. Community Vision 02. Literature Review 03. Project Recommendations 04. Policy Recommendations 05. Funding Strategies 06. Final Document SECTION A: COVER LETTER & EXECUTIVE SUMMARY SECTION A: COVER LETTER & EXECUTIVE SUMMARY 453 Section B: Project Understanding & Approach ARKANSAS RIVER WATERFRONT - CAÑON CITY COLORADO (PHOTO BY PORT) 454 City of Bozeman, Montana — PORT + Rio ASE 11 10 PORT + Rio ASE — Bozeman Creek Vision Plan RFP Right: For the Jordan River Reconnect project in Salt Lake County, PORT developed a custom brand and graphic identity that captures the spirit of renewal and connection along the river corridor. The identity—including a project name, visual language, logo concepts, and communication tools—was designed to unify outreach materials, strengthen public awareness, and reflect the project’s focus on access, ecology, and community connectivity. RECONNECTCentral Jordan River 7 miles, 5 cities, 3 creeks, 1 river IN!GET RECONNECTCentral Jordan River 7 miles, 5 cities, 3 creeks, 1 river RECONEXIÓNRío Jordan Central 7 millas, 5 ciudades, 3 arroyos, 1 río RECONNECTCentral Jordan River 7 miles, 5 cities, 3 creeks, 1 river RECONEXIÓNRío Jordan Central 7 millas, 5 ciudades, 3 arroyos, 1 río RECONNECTCentral Jordan River 7 miles, 5 cities, 3 creeks, 1 river RECONEXIÓNRío Jordan Central 7 millas, 5 ciudades, 3 arroyos, 1 río Millcreek Murray Taylorsville WestValley SouthSalt Lake Salt LakeCity SR201 5400 S Help shape a new regional park along the Jordan River! Get involved at a workshop this fall to share your ideas Be on the lookout for updates and more ways to engage at CentralJordanReconnect.com October 28at Granite Library October 29at Wheeler Farm Activity Barn November 12 at Redwood Rec Center November 13 at Taylorsville Library November 14 at Millcreek Community Center 7 miles, 5 cities, 3 creeks, 1 riverRECONNECTCentral Jordan River Stop by anytime between 4:30 and 7:00 pm Project Understanding & Approach The Bozeman Creek corridor presents a rare opportunity to shape a transformative civic landscape that elevates the creek as a defining natural asset and strengthens its role within Bozeman’s growing urban fabric. Building on a strong foundation of prior studies—including the 2012 Bozeman Creek Enhancement Plan, the 2020 Bozeman Creek Analysis Technical Assistance Grant Report, and the 2023 Gallatin Valley Sensitive Lands Protection Plan, among others—the City now seeks a bold, forward-looking strategy that makes the creek corridor more ecologically healthy, publicly accessible, and resilient for decades to come. The project sits within one of Bozeman’s most historically and culturally significant areas, where the creek weaves through established neighborhoods, emerging districts, and cherished community destinations. This context calls for a plan that is both ambitious and deeply respectful of the scale, character, and authenticity of Bozeman’s built and natural environments. At the same time, the City is looking for a visionary approach that enhances recreation and mobility, improves habitat and watershed function, expands access to parks and trails, supports compatible economic development, and mitigates flood hazards. The creek corridor must serve as both a celebrated civic amenity and a resilient, adaptable framework—one that anticipates future growth, responds to environmental change, and builds on the substantial groundwork established by earlier community-led and municipal efforts. Our approach begins with a comprehensive, phased strategy that integrates landscape architecture, urban design, watershed science, civil engineering, ecological restoration, economic analysis, and funding pathways. This multidisciplinary foundation ensures that the plan supports near-term projects while laying the groundwork for long-term transformation. A central focus will be establishing a cohesive design language and a continuous public realm—linking trails, habitat zones, gathering spaces, educational opportunities, and stronger connections between Bozeman Creek, adjacent neighborhoods, downtown, and the broader regional trail and open-space network. Left: Aspire Park sits along the scenic Clinch River in Clinton, TN, creating a new regional destination for outdoor recreation and community gathering. As part of the park’s vision, PORT designed a riverfront boathouse that provides easy, safe access for kayakers and paddlers. The boathouse serves as a gateway to the water, offering storage, launch areas, and amenities that support both everyday recreation and expanded river programming for the community. Collaborating Closely with SeeBozemanCreek A meaningful vision for Bozeman Creek must be shaped by the community, and SeeBozemanCreek (SBC) is uniquely positioned to help ensure that outcome. As a citizen-led group of designers, engineers, scientists, conservationists, advocates, and artists, SBC has spent years building trust with residents, City leaders, and local organizations. Their sustained volunteer commitment and deep local knowledge make them an essential partner in creating a plan that reflects shared values and earns broad public support. SBC has developed a collaborative working model with the City that strengthens communication, transparency, and alignment around creek stewardship. Their established relationships with neighborhood groups, advisory boards, and public institutions provide vital channels for engagement that would otherwise take significant time to build. This foundation enables the Vision Plan to launch with strong social capital and built-in community credibility. Working closely with SBC will enhance the planning process by broadening participation, reaching diverse audiences, and supporting authentic two-way dialogue. Their experience with grassroots engagement—and their ability to translate technical issues into accessible conversations—will help residents understand tradeoffs, contribute meaningfully, and feel ownership of the outcomes. SBC’s insights into community priorities will also help refine project goals and anticipate potential challenges. Ultimately, integrating SBC’s networks, expertise, and trusted leadership into the project will ensure a planning process that is inclusive, informed, and grounded in local context. Their involvement is key to producing a Vision Plan that is not only technically sound but embraced by the community and positioned for long-term success. SECTION B: PROJECT UNDERSTANDING & APPROACH SECTION B: PROJECT UNDERSTANDING & APPROACH 455 City of Bozeman, Montana — PORT + Rio ASE 13 12 PORT + Rio ASE — Bozeman Creek Vision Plan RFP Observations on Technical Work Completed to Date The City of Bozeman and its partners have done an excellent job assembling both broad community support and a robust technical foundation for this effort. Based on the information available, we believe there is sufficient existing data to effectively guide the Vision Planning phase without requiring new technical data collection, modeling, or analysis at this stage. What is needed now is a careful and comprehensive review of the current technical reports, mapping, and datasets to fully understand existing conditions, constraints, and opportunities. From this review, we will prepare a clear and concise technical summary that distills the most relevant findings and directly supports the evaluation and comparison of potential project alternatives. This approach allows the planning process to remain focused on synthesis, creativity, and community-driven decision-making, rather than re-establishing information that is already available. By grounding the Vision Plan in a well-organized understanding of existing data, we can dedicate time and resources to exploring design opportunities, engaging the public, and building consensus around a shared direction for the Bozeman Creek corridor. Flood Mitigation Observations The City of Bozeman sits atop a large alluvial fan formed by sediments carried from the Gallatin Mountains during the last ice age. Bozeman Creek is one of the primary streams that built this fan. Over time—accelerated by urban stormwater runoff and extensive floodplain encroachment—the creek has incised deeply into the fan, reducing its ability to distribute floodwaters across multiple flow paths as it once did. The City has also commissioned the 2025 Bozeman Creek Flood Mitigation and Reclamation Preliminary Engineering Report (PER) as a foundational review of flood hazards, which will help guide future mitigation efforts along the corridor. Recent hydraulic modeling summarized in the PER shows that the current channel cannot convey the 100-year flood. Instead, a major flood would naturally spread across the alluvial fan, producing widespread inundation throughout the city. This process is typical of alluvial fan systems, which historically supported multiple distributary channels such as Mill Ditch and other relic flow paths. Mitigating this hazard requires balancing channel conveyance with floodplain function. Increasing conveyance can limit overbank flooding but also concentrates energy and erosion within the banks. Expanding floodplain conveyance better dissipates flood energy and reflects natural alluvial processes, but it requires space—often difficult to secure within the dense urban corridor. Bozeman Creek now behaves in many segments like a threshold channel—a confined, armored form shaped by past high-energy events. These systems offer useful analogues for restoration where space is limited. Reestablishing a broader alluvial floodplain would deliver greater ecological and public benefits, but may only be feasible where land availability allows. Given these constraints, the Bozeman Creek Vision Plan must define a practical, forward-looking flood-resilience strategy. Priority actions include restoring natural channel function where feasible, strategically increasing conveyance capacity, reconnecting the creek to floodable open spaces, integrating nature-based solutions, and improving overbank storage in targeted reaches. Embedding these measures into trail design, habitat zones, access points, and civic spaces will create a corridor that is safer, more adaptable, and more engaging. Ultimately, the Vision Plan will establish a cohesive framework that elevates Bozeman Creek as both a community asset and a model for climate-adaptive urban design. By aligning flood mitigation with ecological restoration, mobility, recreation, and economic vitality, Bozeman can shape a creek corridor that protects residents, supports future growth, and strengthens the city’s identity for generations to come. Water Quality Enhancement Bozeman Creek is a key part of the Lower Gallatin watershed, carrying cold mountain water from the Gallatin Range into an increasingly urban corridor where sedimentation, thermal stress, riparian degradation, and stormwater inputs have become significant water-quality challenges. Improving these conditions is essential for the health of the creek, its downstream systems, and the long-term resilience of the community. Across the region, peer communities have shown that restoring urban waterways can reduce pollutants, stabilize banks, cool stream temperatures, and filter stormwater through nature-based solutions. These successes illustrate the potential for Bozeman Creek to function as both a healthier ecological corridor and a stronger public asset. The Bozeman Creek Vision Plan will establish a coordinated strategy for improving water quality through riparian restoration, targeted bank stabilization, expanded vegetated floodplains, enhanced stormwater management, and integrated green infrastructure. By combining these approaches with improved access, habitat restoration, and flood resilience, the plan positions Bozeman Creek as a model for watershed stewardship within a rapidly growing mountain city. Right: PORT organized a Walk- and-Talk as one of the key public engagement activities for the Washington, PA community. This on-site, conversational format allowed residents to share their ideas while experiencing Waterside Park firsthand—identifying specific opportunities to improve access, amenities, safety, and the overall park experience. The Walk-and-Talk approach encouraged more direct, place-based feedback and made it easier for participants to articulate what they value and what they hope to see improved. Left: Custom-designed postcards, stickers, and our signature Big River Boards (7-foot-tall A-frames) were created for public pop-ups and open houses throughout Salt Lake County. These materials helped draw people in, explain project goals in clear and accessible ways, and make engagement events more visible and inviting. Their bold, portable format allowed us to meet residents where they are—in parks, along trails, at community events, and in neighborhood gathering spaces—broadening participation and sparking conversations with audiences who might not attend traditional public meetings. SECTION B: PROJECT UNDERSTANDING & APPROACH SECTION B: PROJECT UNDERSTANDING & APPROACH 456 City of Bozeman, Montana — PORT + Rio ASE 15 14 PORT + Rio ASE — Bozeman Creek Vision Plan RFP Increased Park & Trail Connectivity Bozeman Creek flows through some of the city’s most active neighborhoods and destinations, yet access to the creek and its adjacent open spaces is often limited, discontinuous, or difficult to reach. As Bozeman grows, improving connections between the creek, nearby parks, and the regional trail network represents a major opportunity to enhance mobility, recreation, and overall quality of life. Across the region, communities such as Missoula, Fort Collins, and Boise have shown how restored creek corridors can serve as key links in active-transportation systems—providing all-ages routes for walking and biking, connecting neighborhoods to parks and schools, and supporting adjacent economic activity. These examples demonstrate the potential for Bozeman Creek to function as both an ecological corridor and a backbone of the city’s open-space and mobility networks. The Bozeman Creek Vision Plan must identify opportunities to close gaps in the trail system, improve crossings and underpasses, strengthen links to parks like Bogert Park, and connect the corridor to the Gallagator Trail, Main Street to the Mountains, and other regional routes. Clear wayfinding and visibility improvements will help residents and visitors better understand how the creek ties into the broader trail network. Direct, meaningful access to the creek—through overlooks, small landings, riparian trails, and safe, ecologically sensitive touchpoints—is equally important. These improvements will expand recreation, encourage stewardship, and build a stronger personal connection between people and the creek. By integrating access and mobility enhancements with ecological and public-realm improvements, the Vision Plan will create a more connected, active, and welcoming corridor—linking neighborhoods, parks, schools, and downtown within a continuous landscape that supports recreation, transportation, and community life. Collecting drone imagery of our Cañon City riverfront park site to support the master planning process. This aerial perspective not only provides essential data for analysis and design, but also serves as a powerful community engagement tool—helping residents, stakeholders, and decision-makers visualize existing conditions, understand site opportunities and constraints, and clearly see how proposed improvements can transform the riverfront over time. Supporting Economic Development Opportunities Bozeman Creek flows through areas poised for reinvestment, yet limited access, fragmented public space, and constrained floodplains prevent nearby districts from reaching their full potential. Revitalizing the corridor offers a major opportunity to create a more vibrant, connected, and resilient urban environment that supports local businesses and strengthens Bozeman’s economic vitality. Comparable mountain communities—such as Boulder, Missoula, and Boise—show how restored creek corridors can elevate property values, boost small-business districts, expand outdoor-recreation economies, and catalyze mixed-use development. These examples demonstrate that a healthy, accessible waterway can function as both an ecological asset and an engine for neighborhood and downtown growth. The Bozeman Creek Vision Plan should identify where strategic public investment—improved access, riparian restoration, flood-resilient infrastructure, and enhanced amenities—can unlock private-sector opportunities. Strengthening connections between the creek, downtown, and adjacent commercial areas, and integrating creek- oriented public spaces into emerging developments, will help reinforce local character and quality of life. Equally important is aligning economic development with ecological health and resilience. Nature-based flood mitigation, expanded riparian buffers, and better public access can create safer conditions for businesses while supporting events, tourism, and year-round activation. By integrating economic opportunity with ecological restoration, mobility, and community-centered design, the Vision Plan will position Bozeman Creek as a major civic and economic asset—one that helps attract talent, support local enterprise, and reinforce Bozeman’s identity as a thriving, livable mountain city. Community Connection to Bozeman Creek Bozeman Creek is one of the city’s most important natural resources, yet in many places it remains hidden, difficult to reach, or disconnected from daily community life. Strengthening community connections to the creek represents a major opportunity to deepen stewardship, expand recreational experiences, and reinforce the creek’s role in Bozeman’s identity. Across the region, cities such as Missoula, Boulder, and Boise have shown how restored waterways can become active community spaces—supporting gathering, learning, cultural expression, and outdoor engagement. These examples demonstrate that when people can easily see, access, and experience their waterways, appreciation and care for those systems grow. The Bozeman Creek Vision Plan must elevate the creek as a welcoming, visible, and celebrated community asset. Key strategies include creating safe and inviting access points; adding overlooks, landings, and riparian trails that encourage everyday interaction; and integrating educational and cultural elements that highlight the creek’s ecological and historical significance. Partnerships with schools, nonprofits, and community groups can further expand programming, volunteering, and hands-on stewardship. By embedding community connection within ecological restoration, access improvements, and public-realm design, the Vision Plan will help transform Bozeman Creek into a shared focal point for recreation, learning, and civic pride. A more visible and valued creek will strengthen the city’s relationship with this vital resource and inspire long-term stewardship across the community. Left: PORT and the project team kayak the Jordan River in Salt Lake County to better understand the natural landscape during the Site Analysis phase for the master plan. SECTION B: PROJECT UNDERSTANDING & APPROACH SECTION B: PROJECT UNDERSTANDING & APPROACH 457 Section C: SeeBozemanCreek Collaboration & Engagement Approach AUGUSTA QUARRY LAKE - KNOXVILLE, TENNESSEE (PHOTO BY PORT) 458 PORT City of Bozeman, Montana SeeBozemanCreek (SBC) Rio ASE Geomorphology Watershed Management Hyrdrology Floodplain Design Project Lead Planning & Visioning Landscape Architecture Community Engagement City of Bozeman, Montana — PORT + Rio ASE 19 18 PORT + Rio ASE — Bozeman Creek Vision Plan RFP SeeBozemanCreek (SBC) Collaboration Overview A meaningful vision for Bozeman Creek must be shaped by the community, and SeeBozemanCreek (SBC) is uniquely positioned to help ensure that outcome. As a citizen-led group of designers, engineers, scientists, conservationists, advocates, and artists, SBC has spent years building trust with residents, City leadership, and local organizations. Their sustained volunteer commitment and deep place-based knowledge make them an essential partner in developing a Vision Plan that reflects shared values and earns broad, long-term public support. SBC has also established a collaborative working model with the City that strengthens communication, transparency, and alignment around creek stewardship. Their long-standing relationships with neighborhood groups, advisory boards, public institutions, and advocacy organizations provide vital channels for two-way engagement—pathways that traditionally require years to cultivate. This foundation gives the Vision Plan a strong base of social capital and genuine community credibility from the outset. Why PORT is a Great Fit for this Collaboration PORT’s practice is built around this type of collaboration. More than 99% of our clients are public-sector entities, and nearly all of our work involves deep partnerships with local organizations, stakeholder coalitions, and citizen-led groups. For the Urban Wilderness Gateway Park in Knoxville, we partnered closely with the Appalachian Mountain Bike Club (AMBC) to shape trail access, stewardship strategies, and community-supported recreation improvements. In Bentonville, our work on the 8th Street Gateway Park engaged closely with Trailblazers, the region’s leading active-transportation and trail-planning organization, ensuring that the design aligned with community mobility goals and regional trail connectivity. In Cañon City, our ongoing riverfront planning effort involves extensive collaboration with Arkansas River user groups, anglers, paddling organizations, and local conservation partners to balance ecological restoration with recreation and access. And along the Jordan River in Salt Lake County, PORT helped steward a process that spanned multiple municipalities and agencies, requiring sustained coordination across jurisdictions and engagement with diverse neighborhoods, advocacy groups, and institutional partners. These experiences mirror the collaborative approach required for Bozeman Creek. Working closely with SBC will broaden participation, reach diverse audiences, and ensure meaningful two-way dialogue throughout the planning process. SBC’s ability to translate complex technical issues into accessible conversations will help residents understand choices, articulate priorities, and feel genuine ownership of the plan. Their insight into community concerns and opportunities will also help refine project goals and anticipate challenges. Ultimately, integrating SBC’s expertise, relationships, and trusted leadership into the Vision Plan will ensure a process that is inclusive, informed, and grounded in local context. Combined with PORT’s extensive experience collaborating with community-based organizations nationwide, this partnership will help deliver a Vision Plan that is not only technically strong and forward-looking, but also embraced by the community and positioned for long- term success. Innovation and Creativity in Designing Community Engagement: Knoxville’s Urban Wilderness A hallmark of PORT’s approach to planning is our creative and dedicated commitment to community engagement. Rather than relying on traditional show- and-tell meetings, we design events that invite people to experience a place differently and actively shape its future. This was especially important during the Knoxville Urban Wilderness Gateway project, where the task was to transform a dead-end highway—a space most residents had only ever seen through a car windshield—into the welcoming front door to Knoxville’s expansive Urban Wilderness. Because few people had physically walked the site or imagined its potential as a gateway, we partnered with the City to temporarily close the roadway and host a full block party on the asphalt itself. This created a rare opportunity for residents to explore the area at a pedestrian scale, experience its possibilities firsthand, and begin seeing the corridor not as leftover infrastructure but as a future civic landscape. To match the large scale of the roadway and help people grasp the vision, PORT designed a 50-foot-long physical model of the proposed park, scaled for Hot Wheels cars. The oversized model became an interactive engagement station where people could test ideas, visualize concepts, and physically move through the future gateway. SECTION C: SEEBOZEMANCREEK & ENGAGEMENT APPROACH SECTION C: SEEBOZEMANCREEK & ENGAGEMENT APPROACH 459 City of Bozeman, Montana — PORT + Rio ASE 21 20 PORT + Rio ASE — Bozeman Creek Vision Plan RFP Engagement Approach The Bozeman Creek Vision Plan will be guided by a transparent, inclusive engagement process that brings together residents, neighborhood groups, advisory boards, City departments, and regional partners. Our approach is structured to build momentum over the course of the year—beginning with clear project onboarding, expanding into robust public and stakeholder engagement, and concluding with community-vetted recommendations and formal adoption. Engagement tools will be layered throughout the process to ensure broad awareness, diverse participation, and accessible opportunities for public input. Working with Internal City Partners, Advisory Boards, External Stakeholders PORT will maintain clear communication with internal departments—including the City Commission, City Manager’s Office, and key divisions such as Engineering, Stormwater, Sustainability, Parks & Recreation, Economic Development, and Community Development. Regular coordination meetings and milestone check-ins will keep staff aligned and ensure the plan is technically sound and implementation-ready. We will meet with relevant Advisory Boards—Urban Parks & Forestry, Economic Vitality, Sustainability, Historic Preservation, Community Development, and Downtown URD/BID—at key points to review ideas, gather input, and refine priorities. These sessions ensure civic perspectives are fully reflected in the plan. PORT will engage, neighborhood associations, downtown businesses, creekside landowners, and regional partners such as the Gallatin Watershed Council, Gallatin Valley Land Trust, Montana Land Reliance, and others. Workshops, small-group meetings, site walks, and pop-ups will give all stakeholders meaningful opportunities to shape the plan. Project Onboarding and Engagement Planning As we kick off the project, we will finalize the scope of services, contract, and get to work developing a detailed engagement schedule. Initial outreach will focus on aligning expectations and notifying community partners and advisory boards of the project start. Community Engagement Campaign We will engage residents, SeeBozemanCreek, neighborhood associations, advisory boards, environmental groups, business owners, and state and regional partners to shape the overall vision for the corridor. Our initial round of engagement will combine public events with targeted small-group meetings, surveys, and online outreach. Input gathered will be synthesized into draft plan materials. This includes concept designs, recommended policy changes, and long-term sustainable funding strategies. Our second round of pop-up events and community engagement will shift to sharing and refining draft ideas, ensuring clarity, accuracy, and community alignment. As the vision plan is refined, we will present draft recommendations to Citizen Advisory Boards through public hearings. These sessions help refine the plan and prepare it for formal consideration by the City Commission. Engagement during this period focuses on ensuring that proposed actions are clearly understood and publicly vetted. Adoption and Final Approval The process concludes with a public hearing before the City Commission and formal adoption of the Vision Plan through resolution. Public communications will emphasize transparency, access to final materials, and next steps toward implementation.Right: For our work on the Master Plan for the 8th Street Gateway Park in Bentonville, Arkansas, PORT created a custom website featuring an interactive, immersive 3-D model that allowed community members to explore the master plan from multiple perspectives and offer open-ended feedback. To broaden participation even further, we paired the digital tools with a postcard campaign and a downloadable kids’ coloring book—ensuring that residents of all ages and levels of familiarity with planning could engage with the project in fun, accessible ways. PORT has designed custom project websites for numerous planning and design initiatives, creating accessible platforms where community members can learn about the work, share feedback, and track progress. These interactive sites integrate clear graphics, surveys, maps, and updates—helping broaden participation, strengthen transparency, and ensure that public voices meaningfully shape each project’s direction. A few of the active websites are listed here: www.centraljordanreconnect.com www.8gatewaypark.com www.armourdalestrong.com • Central Jordan River Reconnect—Utah • 8th Street Gateway Park—Arkansas • Armourdale Master Plan—Kansas Left: PORT was commissioned by Chicago’s Department of Cultural Affairs and Special Events to lead a citywide community engagement campaign for a Public Art Vision Plan. Through workshops, neighborhood pop-ups, artist-led conversations, and multilingual outreach, the effort gathered stories, histories, and cultural perspectives to ensure that future public artworks authentically reflect the identities and lived experiences of Chicago’s diverse communities. SECTION C: SEEBOZEMANCREEK & ENGAGEMENT APPROACH SECTION C: SEEBOZEMANCREEK & ENGAGEMENT APPROACH 460 City of Bozeman, Montana — PORT + Rio ASE 23 22 PORT + Rio ASE — Bozeman Creek Vision Plan RFP Engagement Wrap-Up To ensure transparency and demonstrate the value of community input, the project team will prepare a clear “What We Heard” summary that outlines key themes, concerns, and priorities gathered throughout the engagement process. This summary will be published on Engage Bozeman, shared with advisory boards, and incorporated directly into the draft and final Vision Plan. The adoption presentation to the City Commission will highlight specific examples of how public comments shaped final recommendations—such as preferred access improvements, trail alignments, habitat priorities, or policy direction—making the connection between public input and project decisions explicit and easy to understand. The success of public engagement will be evaluated using a combination of qualitative and quantitative measures. These include: • Participation metrics: number of survey responses, public-meeting attendees, pop-up interactions, and Engage Bozeman page views. • Diversity and distribution of participation: representation from key neighborhoods, stakeholder groups, and historically underrepresented voices. • Engagement effectiveness: feedback gathered through small-group meetings, advisory board conversations, and follow-up discussions after major engagement phases. • Clarity of input: extent to which community priorities can be clearly distilled into actionable themes and reflected in the final plan. • Stakeholder satisfaction: informal feedback from SeeBozemanCreek, neighborhood associations, partner organizations, and City departments regarding the inclusiveness and responsiveness of the process. Together, these measures will help demonstrate whether the engagement efforts were accessible, equitable, and influential—ensuring the Vision Plan is not only technically sound but genuinely shaped by the community it serves. 0 5 10 15 20 Events Eclectic Building Stock Diverse Convenient Cobblestones Young Professional Culture Variable Density Socioeconomic Diversity Growing Cleanliness Bars History Gardens Dog Friendly Artistic Vibrancy Transit Accessible Open Space Liberty Lands Restaurants Small Neighborhood Feel Small Businesses Walkability 0 3 6 9 12 15 Noise Lack of Police Presence Crime Weeds Unwelcoming Transit Stops Not Bike Friendly Lost History Lack of Retail Lack of Gathering Space Commercial Diversity Affordability Underutilized Spaces Poor Maintenance Lack of Vegetation Looks Incomplete Limited Pedestrian Space Lack of Shade Above Ground Power Lines Lack of Cohesion Broken Sidewalks Little Parking Construction High Traffic Trash 0 3 6 9 12 15 Trader JoesNeighborhood PoolLack of DiversityHardware Store Revitalizing Existing CommunityPlatforms for Small Businesses Sports BarRenewable Energy Night Programming (Movies, Music)Affordability Wayfinding / Historical MarkersSpecialty Shops / Restaurants Public ArtConnection to Adjacent Neighborhoods Bury PowerlinesStormwater Management Street LightsRiver Access More Trash CansMore Parking Public Square on 2nd StreetPedestrian Safety Cohesive Streetscape IdentityChildren's Play Areas More Trees/ShadeMore Green Space Bike LanesTraffic ControlWe don’t hold community meetings to present finished plans. We create public moments where residents shape what comes next. Above: Custom-designed postcards created for the Westwood Park Oktoberfest community engagement event. These postcards served as both a conversation starter and a takeaway—inviting attendees to share ideas, highlight priorities, and provide quick input in a fun, approachable format tailored to the spirit of the festival. Below: At the Kerns Bakery Augusta Quarry Lake community input event in Knoxville, PORT created a large-scale ground graphic of the quarry— designed so that one step equaled 50 feet—allowing attendees to physically walk the site’s scale, understand distances, and visualize future possibilities. Below: At the Tennessee Riverfront event at Knoxville City Hall, PORT showcased virtual reality walk-throughs alongside a suite of display boards— giving community members an immersive way to explore proposed riverfront improvements and engage directly with the design vision. PORT specializes in translating in-person input—gathered through conversations, workshops, and hands-on activities—into quantifiable, actionable feedback that directly informs project decisions and design outcomes. SECTION C: SEEBOZEMANCREEK & ENGAGEMENT APPROACH SECTION C: SEEBOZEMANCREEK & ENGAGEMENT APPROACH 461 AUGUSTA QUARRY LAKE - KNOXVILLE, TENNESSEE (PHOTO BY KEITH ISAACS) Section D: Relevant Experience 462 Relevant Experience Overview Key Themes 1. Expanded Recreation and Access Enhancing recreational amenities and improving access points creates seamless connections across parks, open spaces, and corridors, establishing a cohesive identity and an engaging experience for all users. 2. Culturally Significant Sites Honoring sites with layered industrial, social, and cultural histories ensures that their stories remain visible, relevant, and generative for future communities. By carefully interpreting past uses, preserving significant artifacts, and weaving historical narratives into design, these places become more than remnants of the past—they transform into dynamic public spaces that acknowledge collective memory, foster cultural continuity, and inspire new forms of community identity. 3. Ecological Restoration and Stewardship Integrating ecological restoration with public use fosters a balanced, sustainable environment that promotes biodiversity, strengthens ecosystem functions, and encourages community involvement in conservation. 4. Community Engagement and Public Outreach Facilitating inclusive engagement through workshops, public forums, and online platforms ensures that the master plan reflects community priorities and builds widespread support. 5. Complex Regulatory Coordination & Approvals Successfully navigating federal, state, and local regulatory processes requires a clear, coordinated strategy. Our team has extensive experience navigating applicable permitting pathways, managing agency coordination, and integrating regulatory requirements into the design and implementation process. PROJECTS *Jordan River Master Plan - Salt Lake City, UT*X X X X X pp 26 *River Connectivity & Gateway Park - Knoxville, TN*X X X X X pp 30 *Expo Idaho Park - Boise, ID*X X X X X pp 34 All-Wheel-Sports & Airport Loop Trail - Greenville, SC X X X X Arkansas River Waterfront Park - Cañon City, CO X X X X X 8th Street Gateway Park - Bentonville, AR X X X X Waterside Park - Washington, PA X X X X X Aspire Riverfront Park - Clinton, TN X X X X XExpanded Recreation + AccessEcological Restoration + StewardshipCulturally Significant SitesCommunity Engagement + Public OutreachComplex Regulatory Coordination & ApprovalsWe have listed eight examples of ongong waterfront, park, and public realm visioning, planning and capital projects led by PORT that demonstrate our depth of experience in delivering high-quality, implementable plans. *Three of these projects are elaborated in further detail in this section. These examples span a range of contexts and scales— from creek corridors and regional trail systems to urban waterfronts and river-adjacent parks—demonstrating our ability to pair site-specific analysis with meaningful community engagement and creative, implementable design solutions. This experience aligns directly with the goals of the Bozeman Creek Vision Plan. Together, these projects illustrate our capability to address complex watershed and public-realm challenges, balance ecological, recreational, and economic priorities, and build consensus around bold yet achievable community-driven visions. City of Bozeman, Montana — PORT + Rio ASE 27 26 PORT + Rio ASE — Bozeman Creek Vision Plan RFP SECTION D: RELEVANT EXPERIENCE SECTION D: RELEVANT EXPERIENCE 463 SERVICES PROVIDEDLandscape Architecture, Planning, Community Engagement PROJECT SIZE7-miles, 800+ acres PROJECT TIMELINEJune 2024 to Present PROJECT TEAMRio ASE – Hydrologists, River Restoration and ManagementEcosystem Sciences –Ecologists, PermittingHorrocks – Civil EngineersPROS – Park Operationsand ManagementPsomas – Land Use and PlanningZions Public Finance – Finance CLIENT REFERENCEAngelo Calacino, AICPPark Development Project ManagerPlanning & Development Section801-560-5708ACalacino@saltlakecounty.gov Rio ASEEcosystem ServicesPROS ConsultingPSOMASHorrocks EngineersZions Pubic Finance with: RECONEXIÓNRío Jordan Central 7 millas, 5 ciudades, 3 arroyos, 1 ríoRECONNECTCentral Jordan River 7 miles, 5 cities, 3 creeks, 1 river In some areas, reaching the Jordan River is as simple as walking, biking, or taking pubic transit. However, other locations present challenges, including physical barriers, limited public transit, private property, and difficult road crossings. While the Jordan River Trail offers a continuous multi-use path through the study area, many zones lack public access to the riverfront or opportunities to enjoy the water. Recent additions of trailheads, pedestrian bridges, and boat launches have improved access, but significant barriers still remain, hindering full enjoyment of this vital natural resource. CONECTADOEn algunas zonas, llegar al río Jordan es tan sencillo como caminar, andar en bicicleta o tomar transporte público. Sin embargo, otros lugares plantean dificultades, incluyendo barreras físicas, transporte público limitado, propiedades privadas, y cruces de carreteras difíciles. Si bien el Jordan River Trail ofrece un camino continuo de usos múltiples, muchas zonas carecen de acceso público a la orilla del río y oportunidades para disfrutar del río. Las recientes adiciones de senderos, puentes peatonales y embarcaderos han mejorado el acceso, pero persisten las barreras que limitan el disfrute de este recurso natural. HOW DO YOU GET TO THE RIVER?¿CÓMO LLEGAS AL RÍO? Trailhead Multi-Modal HubWalk Time to Nearest Trail Access Bike Time to Nearest Trail Access Jordan River TrailMajor Connecting TrailBike LaneExisting Bus RouteNew Bus RouteFrontrunner or Trax LineMajor RoadsMunicipal Boundary Millcreek Station35 minute walk10 minute bike Central Pointe Station40 minute walk15 minute bike River Trail Station4 minute walk 1 minute bike Redwood Junction15 minute walk5 minute bike West Valley Intermodal Hub50 minute walk15 minute bike Meadowbrook Station30 minute walk10 minute bike Murray North Station30 minute walk15 minute bikeSLCC-Taylorsville Transit Center50 minute walk15 minute bike Murray Central Station25 minute walk 10 minute bike Pioneer Crossing Regional Park Redwood Rec Center Millrace Park 5400 S Walden Park Cottonwood Grove Germania Park Kennecott Nature Center 4800 S Arrowhead ParkConfluence Park Little Confluence General Holm Park Millcreek Trailhead Redwood Trailhead Park TAYLORSVILLE MURRAY MILLCREEK SOUTH SALT LAKE WEST VALLEY CITY SALT LAKE CITY 4100 S 4700 S Murray Taylorsville Road Redwood Roa d Murray BlvdS 1300 W2700 W 300 W 3900 S 3500 S 2100 S 1700 S 3300 S I-15 I-215 Popular bike route along 3300 S part of the South Salt Lake Bike Loop MID-VALLEY EXPRESSA 7-mile bus rapid transit route to connect Murray, Taylorsville, and West Valley. Expected completion 2026. Only transit station within immediate walking distance of the Jordan River Busiest transit hub in the Central Jordan area Route 217 - The county’s busiest north/south bus route 5400 S SR201 CONNECTEDCentral Jordan River Multi-Modal TransitTransporte Multimodal 4100 S 4700 S Murray Taylorsville Road Redwood Roa d 3500 S 1700 S 3300 S 3900 S I-15I-215 WHAT WOULD BRING YOU TO THE RIVER? WHAT DO YOU NOT WANT ALONG THE RIVER? ¿QUE TE ATRAERÍA AL RÍO? ¿QUÉ ES LO QUE NO DESEAS A LO LARGO DEL RÍO? DestinationParksOpen SpaceGolf CourseMajor RoadMunicipal BoundaryMajor RoadMunicipal Boundary TAYLORSVILLE MURRAY MILLCREEK SOUTH SALT LAKE WEST VALLEY CITY SALT LAKE CITY MURRAY MILLCREEK SOUTH SALT LAKE WEST VALLEY CITY SALT LAKE CITY TAYLORSVILLE 4100 S 4700 S Murray Taylorsville Road Redwood Ro a d 3500 S 1700 S 3300 S 3900 S I-15 I-215 Miles of Trailper city along the Central Jordan River (miles of river frontage)South Salt Lake2 miles (3.76 miles of river frontage) Murray1.54 miles (2.59 miles) Millcreek0.8 miles (0.8 miles) Taylorsville1.73 miles (3.26 miles) West Valley1.5 miles (3.76 miles) Existing TrailProposed TrailExisting Trailhead ParksNature EducationOpen SpaceGolf Course Public RestroomWater FountainPicnic Pavilion Pioneer Crossing Regional Park Little Confluence Trailhead Millrace Park Tracy Aviary Nature Center at Pia Okwai 17th South River Park General Holm ParkMillcreek Trailhead Germania Park Arrowhead Park Willow Pond Park Redwood Trailhead ParkRedwood Trailhead Park Redwood Recreation Center Park Walden Park PARLEY’S TRAIL8-mile trail completed in 2023to connects Parley’s Canyon to South Salt Lake & the Jordan River MILL CREEK TRAIL EXTENSION1.5 mile extension from Fitts Park LITTLE COTTONWOOD CREEK TRAIL EXTENSION CROSS TOWN TRAIL CONNECTION6.5 mile trail connected to the Mountain View Corridor Trail NORTH JORDAN CANAL TRAIL UTAH & SALT LAKE CANAL TRAIL CONNECTION Utah Cultural Celebration Center Owned and operated by West Valley City, the venue offers spaces for community and special events, including exhibition spaces and an outdoor amphitheater. New Roots Farm A small scale, urban farm for refugees to build healthier communities. Part of a program of the International Rescue Committee of Salt Lake City. Pioneer Crossing Bridge Built in 2013, the bridge commemorates the area where the first pioneers crossed the Jordan River to settle the west side of the Salt Lake Valley. Tracy Aviary Nature Center at Pia Okwai A natural wildlife education center offering free exhibitions and events. Currently expanding the center to offer more learning opportunities. Kennecott Nature Center A nature observation center and classroom operated by Murray City School District for field trips and hands on learning experiences. Redwood Rec Center Meadow Brook Golf Course WWII Memorial Park Millrace Fish Pond 5400 S SR201 5400 S SR201 Trails & AmenitiesSenderos y Servicios DestinationsDestinos Above: Community engagement and outreach was at the heart of this planning process. Shown here is a conversation around the site area map at a pop-up event. Left: A-Frame boards were created to be used at the pop-up and workshop events. Content on the boards highlight certain elements about the site and had questions for participants to answer. Below: A comprehensive site analysis report was developed to document the existing conditions of the Jordan River corridor that used on the ground and drone photography to provide visual reference. PORT JORDAN RIVER REGIONAL PARK MASTER PLAN CLIENT: SALT LAKE COUNTY, UTAHSalt Lake County, Utah The Jordan River Regional Park Master Plan is a planning and engagement process for a 7-mile park along the Jordan River that spans 5 cities and prioritizes cooperative management strategies, enhancing riverine habitat, and providing high quality nature recreation. Currently, the Jordan River is an underutilized asset. While there is a continuous bike and walking trail along the majority of the 50-mile river, public perceptions of the river, particularly within the study area, highlight views that the river is dirty and unsafe. Hydrologically, the river is highly impaired and has been disconnected 50-95% from its historic floodplain. Development adjacent to the river has disconnected the city from the river and has created barriers to accessing the river and trail. To create a thriving, inclusive, and healthy urban river the Jordan River Regional Park Master plan focuses on a throughout and diverse public engagement process as well as a comprehensive site analysis. As part of the ongoing engagement process, the PORT team has created a multi-pronged strategy to gather input and opinion from the public, as well as local stakeholders and leaders. To build awareness for the project and clarify its extents, a branding exercise was undertaken, and the project was renamed ‘The Central Jordan River Reconnect’. Custom designed postcards and stickers were created and handed out at local events and community centers, and trail signs and a social media campaign shared information about the planned events. To gather feedback the project team designed a custom website with project information and questionnaires. At the start of the engagement process the project team hosted six pop-ups at local events to share information about the project and connect with the surrounding communities. Then, the project team hosted five public workshops at local libraries and community centers. Custom A-frame boards and reports with site analysis maps and photos were paired with questions about priorities and goals for the project. Ongoing efforts focus on developing three plan alternatives, gathering public and stakeholder feedback on these options, and then developing the final plan that blends active and passive recreation spaces with an ecologically rich and vibrant riparian landscape. Cooperation and coordination among the varied project stakeholders are a key component to project success and future management and maintenance of the park. City of Bozeman, Montana — PORT + Rio ASE 29 28 PORT + Rio ASE — Bozeman Creek Vision Plan RFP SECTION D: RELEVANT EXPERIENCE SECTION D: RELEVANT EXPERIENCE 464 A comprehensive assessment of riverside edge conditions throughout the Jordan River study area, examining hydrology, topography, vegetation, and adjacent land uses to identify opportunities for reconnecting the river to its natural floodplain. Left: site visits included documenting the existing conditions via bike, kayak, and walking. Below: Conditions along the river’s edge vary considerably throughout the study area, reflecting differences in topography, vegetation, adjacent land uses, and the degree of human modification. In some reaches, the riverbank is relatively natural, with gently sloping edges, intact riparian vegetation, and clear physical and ecological connections to the floodplain. These areas often support more diverse habitat structures and exhibit more dynamic hydrologic behavior. City of Bozeman, Montana — PORT + Rio ASE 31 30 PORT + Rio ASE — Bozeman Creek Vision Plan RFP SECTION D: RELEVANT EXPERIENCE SECTION D: RELEVANT EXPERIENCE 465 TENNESSEE RIVER WATERFRONT CONNECTIVITY FRAMEWORK & KNOXVILLE’S URBAN WILDERNESS CLIENT: THE CITY OF KNOXVILLE & THE KNOXVILLE COMMUNITY DEVELOPMENT CORPORATION Knoxville, Tennessee PORT was instrumental in helping Knoxville secure the Reconnecting Communities and Neighborhoods (RCN) grant through our work on multiple significant projects that connect and enhance the city’s cultural, recreational, and conservation areas. The recently received RCN grant considers a series of ongoing projects and initiatives that together will dramatically improve the landscape of South and East Knoxville. These efforts are part of the city’s recognition of the harm caused by urban renewal to predominately Black communities in East Knoxville, still evident today in high poverty rates and low Black-owned business ownership. Reconnecting Knoxville will establish new multi-modal networks, connecting underserved communities to essential amenities and development hubs, thereby dismantling historical barriers and fostering inclusivity. PORT’s work on the Tennessee River Waterfront Connectivity Framework Study and Urban Wilderness Gateway Park provide a foundation for this dramatic transformation. It will transform the James White Parkway into a connector, enhancing mobility and accessibility to job opportunities within the South Knoxville Waterfront, as well as link a major outdoor recreational amenity—Knoxville’s Urban Wilderness—to communities currently lacking access to essential public space. Knoxville’s Urban Wilderness is adjacent to the heart of Knoxville and provides extensive recreational activities, including mountain biking, trail running, and hiking through a fabric of connected parks, open space, and trails. These networks connect schools, neighborhoods, and existing and emerging businesses from South Knoxville to downtown. A 2023 study by the University of Tennessee, Knoxville’s Center for Energy, Transportation, and Environmental Policy, estimates that the Knoxville Urban Wilderness generates $24.9 million annually for Knox County’s economy. PORT’s work connected to the Urban Wilderness includes the Knoxville Battlefield Loop Framework Plan, the transformation of Augusta Quarry into a public space, and the design and implementation of the flagship Urban Wilderness Gateway Park that transforms a former dead-end highway into new parkland. PORT’s work in Knoxville epitomizes a holistic approach to urban design, conservation, and community engagement. Each of the completed projects integrate seamlessly into the broader effort, contributing to Knoxville’s identity as a city committed to connecting communities, preserving green spaces, fostering outdoor recreation, and creating vibrant neighborhood hubs. SERVICES PROVIDEDMaster Planning Public Engagement Landscape ArchitectureConstruction Documentation Construction Administration PROJECT TIMELINEReconnecting Knoxville grant projects: 2023-Ongoing Tennessee River Waterfront Connectivity Framework Study: 2022-2024 Urban Wilderness Gateway Park: 2018-Ongoing, Phase 2 currently in construction Augusta Quarry: 2016-Ongoing, Phase 2 currently in construction Knoxville Battlefield Loop Framework Plan: 2016-2017 CLIENT CONTACTRebekah Jane JusticeChief of Urban Design and Development, City of Knoxville, Tennessee 865-215-2141 rjustice@knoxvilletn.gov PORT Top: The plan for the Connectivity Framework Study identifies the existing network of public spaces and trail connections, proposed infrastructure, green space expansion, and areas of potential development that will connect and enhance the City’s network. Below: The implementation strategy was categorized into four main themes that emerged from the extensive community feedback: celebrating and preserving green spaces, advocating for mixed-use and mixed-income development, addressing infrastructure concerns, and maintaining the form-based code while limiting variances. The Tennessee River Waterfront Connectivity Framework was a comprehensive planning initiative undertaken by PORT in collaboration with Sanders Pace Architecture for the Knoxville Community Development Corporation. The study aims to enhance connectivity and promote sustainable development along the Tennessee River. Evaluating 750 acres along three miles of the river, the study revisits and updates the original South Waterfront Redevelopment Plan, incorporating community feedback and addressing contemporary development challenges. Emphasizing multi- modal transportation and connectivity, the Framework Study assesses development potential within existing zoning requirements and predicts future needs. It identifies opportunities for public realm additions, Complete Streets, resiliency improvements, greenway connections, and bike share infrastructure. Community feedback played a pivotal role in shaping the Study. The studies conclusion provides an implementation strategy for future improvements, supporting existing neighborhoods and increasing opportunities and access to recreation spaces. Implementation Strategy February 21, 2024 13Tennessee RiverGo o s e C r e e k SW-2 SW-1 Fort Dickerson Park UP RIVER MID RIVER DOWN RIVER Celebrate + Preserve South Knoxville’s Green Space + Outdoor RecreationMixed-Use + Mixed-Income Development That Maintains Neighborhood Character Providing Adequate Infrastructure For Population Growth Preserving The Spirit Of The 2006 Vision Plan In Future Development BD E E F G H I J C C A N 0’200’400’800’ SANDERS PACE ARCHITECTURE + PORT Tennessee River Waterfront Connectivity Framework Study 7.4% Other Celebrate & Preserve South Knoxville’s Celebrate & Preserve South Knoxville’s Green Spaces & Outdoor RecreationGreen Spaces & Outdoor Recreation 31.7%31.7% “Continue to keep the natural beauty and trails, but continue to grow and have new cool businesses.” Mixed-Use & Mixed-Income Development Mixed-Use & Mixed-Income Development that Maintains Neighborhood Character that Maintains Neighborhood Character 27.4%27.4% “Controlled growth in a positive direction that will allow for all families of any income bracket to be a part of our community.” Providing Adequate Infrastructure Providing Adequate Infrastructure for Population Growthfor Population Growth 22.1%22.1% “Less parking and more ped/bike infrastructure to encourage not driving. Parking options for development growth. Public transit from downtown? Trolley route?” Maintaining the Form-Based Code & Maintaining the Form-Based Code & Limiting VariancesLimiting Variances 11.4%11.4% “Why does the city continue to grant such large variances to developers along the south waterfront? How can we prevent this from happening in the future?” 22.1% 349 Comments & Responses community participation, such as public events with interactive stations, question boards, and an online survey accessible through a dedicated website. The extensive feedback gathered from the open house and online survey provided valuable insights categorized into four main themes: celebrating and preserving green spaces, advocating for mixed-use and mixed-income development, addressing infrastructure concerns, and maintaining the form-based code while limiting variances. The community expressed a strong desire to maintain South Knoxville’s identity as a destination for nature lovers, emphasizing the importance of green spaces and outdoor recreation. Mixed-use development that complements neighborhood characteristics, infrastructure improvements for population growth, and concerns about the form-based code were key areas highlighted by the community. The feedback emphasized the collective vision for a balanced approach to growth and progress while preserving the cherished attributes of South Knoxville. In 2005, the City of Knoxville initiated a 20-year plan for the revitalization and preservation of Knoxville’s South Waterfront. That plan established a vision and set a long-term improvement strategy for approximately 750 acres fronting three miles of the Tennessee River directly south of Downtown and across from the University of Tennessee’s Knoxville campus. As that plan approaches the 20-year mark, the City of Knoxville initiated this Connectivity Framework Study to build on the progress and investment within the original South Waterfront Redevelopment Area. This study recognizes completed public and private development efforts and ongoing projects while identifying and prioritizing new opportunities for greater connectivity. The boundaries of this study encompass the original focus area but also expand to include connections to planned community and cultural experiences in other areas of the city. Community feedback played a pivotal role in shaping the Connectivity Framework Study. The team employed various methods to collect feedback to ensure widespread A PLAN SHAPED BY COMMUNITY VOICE City of Bozeman, Montana — PORT + Rio ASE 33 32 PORT + Rio ASE — Bozeman Creek Vision Plan RFP SECTION D: RELEVANT EXPERIENCE SECTION D: RELEVANT EXPERIENCE 466 The Urban Wilderness Gateway Park stands as a collaborative effort between PORT and the City of Knoxville, initiated in 2018 and ongoing. This transformative project reimagines the James White Parkway, an underutilized four-lane highway, into a vibrant 2-mile linear park spanning 113 acres. As the gateway to Knoxville’s Urban Wilderness, the park connects neighborhoods in South Knoxville to a regional recreation venue. PORT’s creative vision expanded the original concept of a standalone gateway park into a comprehensive approach that transforms the entire roadway corridor, improving access and community connections. Community engagement, including public exhibitions and block parties, has been integral to the design process. The design emphasizes connectivity, accessibility, and historical context, acknowledging the incomplete construction of James White Parkway in the 1980s. Phase 1: Cottrell Greenway Phase 1: Greenway, Trails, Park Drive Phase 2b: James White Parkway Gateway Phase 3: James White Parkway Linear Park Left Column: For the Urban Wilderness Gateway Community Celebration, PORT designed custom comment cards and pinned them to a matchbox car-scaled 40-foot long model of the corridor. This was the centerpiece of the event, which brought attendees from all over the city to the James White Parkway terminus. Below, Right: Phase 1of the Urban Wilderness Gateway Park, completed in 2020, extended trails and established key connectivity upgrades. Phase 2a, constructed in 2024, creates a new plaza, a kids bicycle pump-track, and play spaces at Baker Creek Preserve. Phase 3 will see a complete transformation of the abandoned Parkway. Phase 2a: Baker Creek Preserve Gateway URBANWILDERNESSGATEWAY SMOKY MOUNTAIN RAILROAD G&O T R A I L SOUTH WATERFRONT GREENWAY BAKER CREEKPRESERVE MORNINGSIDEPARK FORT DICKERSON QUARRY LAKE FORT STANLEY HIGHGROUD PARK LOGHAVEN MARY VESTAL PARK RIVER BLUFF HASTIE NATURAL AREA MARIE MYERSPARK MEADSQUARRYLAKE ROSSMARBLEQUARRY PRIVATE LAND EASEMENT IJAMSNATURECENTER FORKS OF THERIVER WILDLIFEMANAGEMENTAREAKNOXVILLEBATTLEFIELDLOOP BAKER CREEKPRESERVE SOUTH LOOP DOWNTOWN KNOXVILLE BATTLEFIELD LOOP J A M ES WHIT E PARKWAYSOUTHKNOXVILLE 1000’0 2000’4000’ Primary Entry Secondary Entry JA M E S W HIT E PARKWAYMORNINGSIDEPARK BAKER CREEKPRESERVE SEVIERVIL L E PI K E WYNN AVE SE V I E R A V E ANITA DR TAYLOR RDRIVERSIDE DR JA M E S W HIT E PARKWAYMORNINGSIDEPARK BAKER CREEKPRESERVE SEVIERVILL E PI K E WYNN AVE SE V I E R A V E ANITA DR TAYLOR RDRIVERSIDE DR JA M E S W HIT E PARKWAYMORNINGSIDEPARK BAKER CREEKPRESERVE SEVIERVI L LE PI K E WYNN AVE SE V I E R A V E ANITA DR TAYLOR RDRIVERSIDE DR JA M E S W HIT E PARKWAYMORNINGSIDEPARK BAKER CREEKPRESERVE SEVIERVIL L E PI K E WYNN AVE SE V I E R A V E ANITA DR TAYLOR RDRIVERSIDE DR 2.2 MILES 113 ACRES 7 CROSSINGS 2 ANCHORS City of Bozeman, Montana — PORT + Rio ASE 35 34 PORT + Rio ASE — Bozeman Creek Vision Plan RFP SECTION D: RELEVANT EXPERIENCE SECTION D: RELEVANT EXPERIENCE 467 The Augusta Quarry project emerged as a recreational and cultural asset within the Knoxville’s Urban Wilderness. With an $8M budget, PORT, alongside Sanders Pace Architecture, led landscape planning and design to transform the limestone quarry into a vibrant community space. The design interventions included a boardwalk, swimming beach, overlooks, food kiosks, and kayak rentals, emphasizing safety, access, and historical significance. Community engagement was central, with PORT facilitating an interactive exhibit to gather feedback and prioritize community ambitions for the lake. Anchoring the southernmost end of the Urban Wilderness Gateway Park is Baker Creek Preserve where seven miles of mountain bike trails wind through hills, valleys, and meadowlands. Improvements at Baker Creek Preserve provide gathering space for events and opportunities for recreation while creating a legible front door to the extensive mountain bike trail network of South Knoxville. City of Bozeman, Montana — PORT + Rio ASE 37 36 PORT + Rio ASE — Bozeman Creek Vision Plan RFP SECTION D: RELEVANT EXPERIENCE SECTION D: RELEVANT EXPERIENCE 468 City of Bozeman, Montana — PORT + Rio ASE 39 38 PORT + Rio ASE — Bozeman Creek Vision Plan RFP THE PARK AT EXPO IDAHO CLIENT: ADA COUNTY, IDAHOGarden City, Idaho Currently under construction, the Park at Expo Idaho transforms an abandoned racehorse track alongside the Boise River into an 88-acre riverside park that prioritizes urban biodiversity, year-round active recreation, and nature-based play. The project builds on nearly a decade of planning and community engagement undertaken by Ada County and its partners since the racetrack closed in 2016. The project aspires to maximize both the PLAY VALUE and the ECOLOGICAL VALUE of the park to set a new precedent for riverside recreation within the Boise region. The first phase of the park concentrates areas of program along the reconfigured Greenbelt and allows for a large central portion of the site to undergo intense ecological restoration. The two primary program areas, a nature-based playground and all-wheel sports garden, benefit the site, Expo Idaho, and the surrounding communities by creating high quality, multi-generational experiences for the area. The ecological core of the site, the Lowlands, reconnects the site to the Boise River ecology and hydrology. A network of soft surface pathways and overlook areas allow for the public to experience and engage with the unique landscapes of the Treasure Valley region. The Park at Expo Idaho is an AND project, not an OR project: Ecological Performance and Economic Growth; Active Recreation and Nature-Based Play; Community Park and Regional Destination. SERVICES PROVIDEDMaster PlanningLandscape ArchitectureConstruction DocumentationConstruction Administration PROJECT SIZE 88 acres PROJECT TIMELINE2023-24: Planning & Design 2025-26: Construction2027: Park Opening CLIENT CONTACTJoshua Brown Senior Project Manager Ada County, Idaho208.287.7614jbrown@adacounty.id.gov The Park at Expo Idaho will extend the well-loved network of public spaces along the Boise River by creating a 21st century park centered around direct access to nature-based experiences. The ridges are a series of topographic interventions that charismatically frame the park extents. They meander along the perimeter of the park with a series of selective cuts meant to provide visitor access and water flow to the lowlands. There are over 60 acres of parkland devoted to the Lowlands, a nature-based recreation landscape that prioritizes high ecological value and expanded urban biodiversity. More than 5 miles of trails wind and weave through 7 distinct landscape types representative of the Treasure Valley’s most valuable ecosystems. EXISTING PROPOSED PORT SECTION D: RELEVANT EXPERIENCE SECTION D: RELEVANT EXPERIENCE 469 City of Bozeman, Montana — PORT + Rio ASE 41 40 PORT + Rio ASE — Bozeman Creek Vision Plan RFP Misting Garden at the Playground The Park at Expo Idaho will extend the well-loved network of public spaces along the Boise River by creating a 21st century park centered around direct access to nature-based experiences. Foodtruck Plaza along the Greenbelt All-Wheel Sports Garden (Left) The project team developed a robust engagement strategy that included outreach to community members, agencies from the federal to local level, and special interest groups. Greenbelt bridge through the Lowlands (Below) The Lowlands in The Park at Expo Idaho offers a retreat into nature for park visitors, and ample habitat for native species. (Bottom) The project integrates Nature and Play through the careful coordination of bespoke play equipment and landscape systems. Destination scale program features, like the All-Wheel Sports Garden, are integrated carefully with the topography and landscape of the site. SECTION D: RELEVANT EXPERIENCE SECTION D: RELEVANT EXPERIENCE 470 EXISTING PROPOSED Specific Complexities and Challenges Encountered The Park at Expo Idaho presented a unique set of challenges due to its scale, ecological sensitivity, and stakeholder landscape: •Large, Complex Site: The 88-acre park required balancing ecological restoration with diverse recreational programming, while ensuring long-term operational and financial sustainability. •Stakeholder Coordination: The site’s adjacency to Expo Idaho required close collaboration with Ada County, fairground operators, and community stakeholders to ensure the park functioned seamlessly alongside large-scale events and a growing community. •Riverfront Permits & Approvals: Given its location along the Boise River, the project required careful navigation of permitting processes related to floodplain restoration, water quality, and habitat protection. •Fast Timeline & ARPA Funding: The use of American Rescue Plan Act (ARPA) funding meant adhering to strict timelines, requiring an accelerated yet thorough planning and approval process. •Long-Term Maintenance & Financial Sustainability: Recognizing the need for a sustainable operations model, the project required a strategic approach to park management, programming, and funding. How These Challenges Were Addressed PORT and our collaborators implemented a strategic approach to address these complexities: •Comprehensive Site Analysis: Our team conducted a detailed study of the site’s hydrology, ecology, and recreational demands to ensure a balanced, resilient design that would function well over time. •Proactive Stakeholder Engagement: We worked closely with Ada County and Expo Idaho leadership, hosting structured workshops and visioning sessions to align park programming with long-term management needs. •Regulatory Coordination: Early engagement with permitting agencies ensured that floodplain restoration, habitat enhancements, and recreational access were seamlessly integrated into the approval process. •Financial Sustainability Planning: Recognizing the park’s long-term operational needs, we led a market analysis and park planning process that evaluated revenue-generating opportunities and identified sustainable funding mechanisms. •Public/Private Partnership for Operations: A key outcome of this planning was the establishment of a public/ private partnership for the operations of the sports fields. This agreement helps generate revenue that directly contributes to the park’s operating budget, ensuring financial viability while maintaining accessibility for the community. Managing Complex Projects Case Study: The Park at Expo Idaho The Park at Expo Idaho illustrates our ability to manage complex public planning efforts that, like the Bozeman Creek Vision Plan, must balance ecological goals, community expectations, and technical constraints. Through an extensive engagement process and close coordination with multiple municipalities, community groups, and advocacy organizations, we built consensus around a shared vision while navigating competing priorities—an approach directly relevant to Bozeman’s multi-stakeholder environment. Our technical capabilities, including GIS mapping, hydrologic and environmental analysis, and 3D modeling, played a central role in shaping a resilient, adaptable framework for the site. Just as importantly, our disciplined project management ensured that the process remained clear, efficient, and on schedule—reinforcing our track record of delivering complex civic projects that are both community-driven and implementation-ready. Left: The park design delivers a rich sequence of varied landscape experiences, all developed through rigorous project management and an aggressive project timeline that brought multiple agencies, stakeholders, and technical disciplines into alignment. City of Bozeman, Montana — PORT + Rio ASE 43 42 PORT + Rio ASE — Bozeman Creek Vision Plan RFP SECTION D: RELEVANT EXPERIENCE SECTION D: RELEVANT EXPERIENCE 471 Innovative Approaches or Technologies PORT leveraged a forward-thinking approach to ensure both design excellence and long-term park sustainability: •Integrated Permitting & Design Strategy: Permitting was embedded into the design process from day one, aligning ecological restoration goals with regulatory requirements to streamline approvals. This proactive approach reduced the risk of delays and created a more efficient workflow between agencies and the design team. •Multi-Benefit Floodplain Restoration: The reintroduced watercourses and wetlands not only enhance biodiversity and flood resilience but also serve as key recreational assets, attracting visitors and supporting nature-based programming. These ecological systems were designed to evolve over time, strengthening the park’s adaptability to climate change and shifting hydro-logic conditions. Additionally, their integration into public spaces allows visitors to directly experience and learn from the restored environment, deepening community stewardship. •Sustainable Earthwork Strategies: Excavated soil from floodplain restoration was re-purposed to create The Ridges, minimizing waste, reducing costs, and forming a natural buffer between the park and Expo Idaho. This strategy eliminated the need for extensive off-site hauling, further reducing carbon emissions associated with construction. At the same time, The Ridges provide elevated landforms that expand recreational opportunities and establish a distinctive identity for the park. •Operations & Maintenance Approach: The park design incorporated durable materials, low-maintenance native plantings, and adaptable infrastructure to reduce long-term upkeep costs. The planning phase also included detailed financial modeling to ensure long-term fiscal sustainability. By forecasting maintenance needs over multiple decades, the project created a proactive framework for resource allocation. This approach ensures the park remains both financially resilient and ecologically healthy well into the future. •Public/Private Partnership Model: The collaboration between Ada County and private entities for sports field operations creates a recurring revenue stream, offsetting maintenance costs while maintaining high-quality recreational facilities. This partnership model provides flexibility by blending public oversight with private-sector efficiency. It also fosters long-term investment in the park’s success, ensuring that the facilities remain active, well- maintained, and responsive to evolving community needs. Lessons Learned That Could Be Applied to the Bozeman Creek Vision Plan •Nature & Ecology: Bozeman Creek offers a unique opportunity to restore a dynamic urban waterway and strengthen ecological function throughout its corridor. Improved riparian habitat, expanded floodable open spaces, and nature- based stormwater strategies can enhance water quality, support wildlife, and reconnect the community with a healthier creek system. As with our work on large, multi-layered landscapes such as the Park at Expo Idaho, we will begin with rigorous site analysis and robust community engagement to determine the most appropriate ecological interventions—ensuring they are achievable, resilient, and grounded in local values. •Everyday Use & Community Life: A revitalized Bozeman Creek corridor can provide new opportunities for recreation, gathering, and community events—strengthening day-to-day life for nearby neighborhoods and downtown. Much like our approach at the Park at Expo Idaho, the Vision Plan will help determine how the creek corridor can host informal use (walks, picnics, fishing access, nature play) alongside small-scale programmed activities (pop-up events, art installations, educational programs) without compromising ecological health. The goal is a flexible and welcoming public realm that reflects community priorities while celebrating the creek’s natural character. •Access & Circulation: Access and circulation will be essential to making the creek corridor enjoyable and usable for all residents. Improving trail continuity, crossings, wayfinding, and key access points—especially near parks like Bogert Park and along the Main Street to the Mountains network—will help integrate the creek into the broader mobility system. As in Boise, where river access and constrained edges posed design challenges at the Park at Expo Idaho, we will balance expanded connectivity with sensitivity to adjacent neighborhoods, ensuring that improvements enhance safety, visibility, and inclusivity without overwhelming nearby residential areas. •Operations & Maintenance Planning: A successful Bozeman Creek Vision Plan must include realistic strategies for operations, maintenance, and long-term stewardship. This includes caring for restored riparian zones, maintaining trails and public amenities, monitoring water quality, and managing vegetation in both naturalized and high-use areas. As we did for the Park at Expo Idaho, we will work with the City and partners to identify the staffing, funding, and governance structures required to support ongoing maintenance. This approach ensures that improvements remain safe, functional, and ecologically healthy well into the future. City of Bozeman, Montana — PORT + Rio ASE 45 44 PORT + Rio ASE — Bozeman Creek Vision Plan RFP SECTION D: RELEVANT EXPERIENCE SECTION D: RELEVANT EXPERIENCE 472 TENNESSEE RIVER WATERFRONT CONNECTIVITY PLAN—KNOXVILLE, TN (PORT) Section E: Qualifications & Key Personnel 473 City of Bozeman, Montana — PORT + Rio ASE 49 48 PORT + Rio ASE — Bozeman Creek Vision Plan RFP Key Personnel The PORT + RIO team brings decades of combined experience leading complex, community-driven waterfront public realm projects across the United States. Christopher Marcinkoski, AIA, ASLA (Hon.) Title: Founding Partner Role: Partner-in-Charge / Project Lead Chris, a founding partner at PORT, brings over two decades of experience leading major public realm and waterway projects nationwide. His design and academic leadership ensure the Bozeman Creek Vision is grounded in forward-thinking, implementable strategies. He will provide overarching design guidance, quality assurance, and strategic oversight throughout the project. Nick Jabs, AIA, ASLA Title: Senior Associate Role: Project Manager / Landscape Architect Nick brings strong project management experience from complex public-realm and park projects, including the Cañon City Riverfront Park and Expo Idaho Park. He excels at coordinating multidisciplinary teams and translating stakeholder priorities into clear, implementable strategies. For the Bozeman Creek Vision, he will help guide public realm concepts, integrate ecological and infrastructural systems, and support development of a cohesive corridor vision. Dorothy Jacobs, ASLA Title: Senior Designer Role: Asst. Project Manager / Landscape Architect Dorothy brings expertise in park planning, analysis, and visual storytelling, helping shape the narrative of the Bozeman Creek Vision through clear, engaging graphics. She translates complex site data and technical assessments into accessible materials that support public understanding and dialogue. Her ability to distill information into visually compelling content will be key to building momentum and shared confidence in the emerging vision. Ruth Penberthy Title: Designer Role: Landscape Designer Ruth brings strong skills in landscape analysis, site research, and visual communication to the Bozeman Creek Vision. She develops clear, engaging graphics that distill complex ecological and spatial information into accessible formats. Her thoughtful, detail-oriented approach supports community understanding and helps ensure the emerging vision is communicated with clarity, precision, and a strong sense of place. PERSONNEL & ROLE KEY SCOPE & RESPONSIBILITIES PORT Christopher Marcinkoski Partner-in-Charge Project Lead »Provide overall leadership and strategic oversight, ensuring that the project vision, process, and deliverables align with the City of Bozeman’s goals, stakeholder priorities, and PORT’s standards for design excellence. »Guide high-level coordination across all subconsultant firms, reviewing key milestones, resolving interdisciplinary challenges, and ensuring ecological, technical, economic, and mobility considerations are fully integrated into a cohesive creek corridor strategy. »Lead quality assurance and client communication, providing senior review of major deliverables, participating in steering committee and leadership meetings, and ensuring that all work meets the expectations of the City, County, and project partners throughout the Bozeman Creek Vision process. PORT Nick Jabs Senior Associate Project Manager Landscape Architect »Coordinate day-to-day project management, including scheduling, task assignments, and interdisciplinary communication across the project team to keep the project on track. »Oversee production of all deliverables, managing internal workflows, QA/QC, documentation, and timely submission of plans, graphics, reports, and engagement materials. »Serve as the primary liaison to the City, organizing meetings, preparing agendas and follow-ups, tracking feedback, and ensuring client and stakeholder input is incorporated throughout the planning and design process. PORT Dorothy Jacobs Senior Designer Urban Designer Landscape Architect »Lead the creation of all visual and written content, including maps, diagrams, renderings, narrative text, and presentation materials that clearly communicate the riverfront vision. »Translate technical insights and community input into accessible materials, ensuring that design concepts, analysis findings, and strategic recommendations are visually compelling and easy for stakeholders to understand. »Support iterative design and documentation, updating graphics and narratives as concepts evolve and coordinating closely with the broader team to ensure all materials are accurate, aligned, and polished for public and stakeholder review. PORT Ruth Penberthy Designer Landscape Designer »Support day-to-day project coordination, helping manage schedules, track tasks, organize meetings, and maintain clear communication among PORT, partner firms, and the City. »Assist with deliverable development and quality control, compiling content, organizing drafts, tracking revisions, and ensuring materials are accurate, consistent, and aligned with project goals. »Manage documentation and logistics, including meeting agendas and notes, stakeholder outreach coordination, file organization, and maintaining up-to-date project records to keep the team aligned and efficient. Rio ASE Rob Richardson Geomorphologist »Review and synthesize technical reports to develop science-based recommendations that incorporate geomorphic stability, habitat enhancement, and resilience, ensuring that proposed design concepts follow natural processes and support long-term creek health. »Collaborate closely with PORT, partner firms, and the City to translate technical findings into clear guidance for design alternatives, public communication materials, and implementation strategies. Rio ASE Joe Young Water Resource Engineer »Review and synthesize technical reports to develop science-based recommendations that integrate hydrologic performance, flood resilience, water quality, and infrastructure needs, ensuring proposed design concepts support a healthy and sustainable Bozeman Creek system. »Collaborate closely with PORT, partner firms, and the City to translate hydrologic and hydraulic findings into clear guidance for design alternatives, public communication materials, and implementation strategies. Rob Richardson Title: Principal Geomorphologist Role: Project Geomorphologist Rob’s career as a geomorphologist has focused on natural resource planning and management throughout the western United States and Alaska with an emphasis on river and hillslope processes as they pertain to habitat restoration, irrigation, infrastructure, and risk. During his career Rob has managed dozens of large interdisciplinary project teams with diverse stakeholders and broad objectives while obtaining singular, mutually agreeable outcomes supported by the best available science. These two individuals form the Rio ASE team you will work with throughout the Bozeman Creek Vision process. These four individuals form the PORT team you will work with throughout the Bozeman Creek Vision process. The PORT Team The Rio ASE Team Joe Young Title: Principal Engineer Role: Project Water Resource Engineer Joe is a civil engineer with 13 years of experience in water resources engineering focused on river restoration, habitat improvement, and conveyance design throughout the western United States. During his career, Joe has managed interdisciplinary project teams and led design activities on small- and large-scale projects for a diverse client base including private landowners, small and large agencies, tribal entities, municipalities, and governments of foreign countries. At the heart of Joe’s approach to river engineering is understanding the riverine physical processes. SECTION E: QUALIFICATIONS & KEY PERSONNEL SECTION E: QUALIFICATIONS & KEY PERSONNEL 474 City of Bozeman, Montana — PORT + Rio ASE 51 50 PORT + Rio ASE — Bozeman Creek Vision Plan RFP Christopher is a founding partner of PORT and serves as the creative director of the office’s public realm and urban design projects. Current work includes conservation planning and design of a new 89-acre park on former reservoir lands outside Washington, Pennsylvania; design development of a new 110-acre Gateway Park for the City of Bentonville, Arkansas as part of the Walton Family Foundation Design Excellence program; the 22-acre Riverside Park along the Arkansas River in Cañon City, Colorado; and the 88-acre Expo Idaho Park Master Plan in Boise, Idaho. In addition to his work at PORT, Christopher is also an Associate Professor of Landscape Architecture and Urban Design (with tenure) at the University of Pennsylvania in Philadelphia. His work has been recognized by the Van Alen Institute, Bauhaus Dessau Foundation, Graham Foundation, Skidmore Owings and Merrill Foundation, American Institute of Architects, Chicago Architecture Club, Chicago Ideas Week and, the American Academy in Rome, which awarded him the 2015 Rome Prize in Landscape Architecture, and, most recently, the Architectural League of New York Emerging Voices Award in 2020. RELEVANT PROJECT EXPERIENCE (SELECTED LIST) Gateway Park & Centennial Park Master Plan, Cañon City, COPartner in Charge for the design and planning of an 22-acre riverside park that prioritizes river access and programming, ecological health, and connections to nearby recreation points and the historic Main Street. Central Jordan River Reconnect, Salt Lake County, UTPartner in Charge for the design and planning of a 7-mile stretch of the Jordan River, considering varying types of recreational and passive spaces, strengthening existing ecological and riverine conditions, and maximizing community access for a healthier, more inclusive urban river corridor. The Park at Expo Idaho, Garden City, IDPartner in Charge for the planning and design of an 88-acre riverside park that prioritizes urban biodiversity, year-round active recreation, and nature-based play. 8th Street Gateway Park, Bentonville, ARPartner in Charge for the Master Plan and Schematic Design of a new 110-acre park in Northwest Arkansas. Waterside Park, North Franklin, PAPartner in Charge for a new 89-acre park on the site of a former water company reservoir land in western Pennsylvania. Aspire Park, Clinton, TNPartner in Charge for a 180-acre waterfront public park, providing overall design leadership, strategic direction, and coordination across multidisciplinary teams to guide the project from visioning through implementation. CONTACTmarcinkoski@porturbanism.com 215.606.4748 EDUCATIONMaster of ArchitectureYale University School of ArchitectureNew Haven, CT Bachelor of ArchitectureThe Pennsylvania State UniversityUniversity Park, PA REGISTRATIONSRegistered Architect: Pennsylvania #RA407785 PROFESSIONAL EXPERIENCEPORTPhiladelphia, PA Partner, 2012-Present James Corner Field OperationsNew York, NYSenior Associate, 2007-2010Associate, 2006-2007Project Designer, 2004-2005 ACADEMIC APPOINTMENTSUniversity of Pennsylvania School of Design Philadelphia, PA Associate Professor of Landscape Architecture and Urban Design (with tenure), 2016-Present Assistant Professor of Landscape Architecture and Urban Design, 2010-2016 2015-16 American Academy in Rome Fellow, Landscape Architecture CHRISTOPHER MARCINKOSKI, AIA, ASLA (HON.), FAAR Founding PartnerProject Lead / Partner-in-Charge PORT Nick is dedicated to transforming public spaces. With a focus on collaborative design, he has successfully managed large park projects across the country, turning overlooked areas into vibrant community hubs. Beyond his professional work, Nick teaches at the University of Pennsylvania and the University of Delaware, sharing his passion for landscape architecture. Recognized for his contributions, he was named a Fellow to the Landscape Architecture Foundation in 2019. Nick holds a Master of Landscape Architecture from Penn, where he received the McHarg Prize, and a Bachelor of Architecture from the University of Arkansas. In 2023, he was honored with the Young Architect Award by the Fellows Committee of AIA Philadelphia and serves on the Board of Directors of the Landscape Architecture Foundation, bridging the gap between the Board and emerging design professionals. RELEVANT PROJECT EXPERIENCE (SELECTED LIST) The Park at Expo Idaho, Garden City, IDProject Manager for the planning and design of an 88-acre riverside park that prioritizes urban biodiversity, year-round active recreation, and nature-based play. Gateway Park & Centennial Park Master Plan, Cañon City, COProject Manager for the design and planning of an 22-acre riverside park that prioritizes river access and programming, ecological health, and connections to nearby recreation points and the historic Main Street. Waterside Park, North Franklin, PAProject Manager for a new 89-acre park on the site of a former water company reservoir land in western Pennsylvania. Northern Liberties Streetscape Vision Plan, Philadelphia, PAProject Manager for the vision plan for the commercial corridors through the rapidly growing Northern Liberties neighborhood in Philadelphia. Frankford Avenue Connector, Philadelphia, PAA Project Designer for a .4 mile installation and public realm improvement currently under construction. Cobbs Creek Nature Playground, Philadelphia, PAProject Manager on the design and development of a nature-based playground that prioritizes intergenerational play, promotes exploration, and celebrates inclusivity. Aspire Park, Clinton, TNProject designer for the design of the structures and features within the 180-acre public park currently under construction. EDUCATION Master of Landscape Architecture University of Pennsylvania Philadelphia, PA Bachelor of ArchitectureMinor: Planning, SustainabilityUniversity of ArkansasFayetteville, AR REGISTRATIONSLicensed Architect: Pennsylvania #RA408974 Licensed Landscape Architect:New Jersey #21AS00143700 PROFESSIONAL EXPERIENCEPORTPhiladelphia, PA Sr. Associate, 2023-CurrentAssociate ,2020-2023Designer, 2018-2020 DLANDstudio Architecture & Landscape ArchitectureBrooklyn, NYDesigner, 2014-2016 PROFESSIONAL AFFILIATIONSAmerican Institute of Architects (AIA) American Society of Landscape Architecture (ASLA) Fellow, Landscape Architecture Foundation Fellowship for Innovation and Leadership, 2019 - 2020 ACADEMIC APPOINTMENTS University of Pennsylvania, Philadelphia, PA Lecturer: 2021, 2022, 2023, 2024 University of Delaware, Newark, DE Adjunct Faculty, 2018-2019 Utah State University, Logan, UTDistinguished Visiting Professor, 2025 NICK JABS, AIA, PLA, ASLA Senior AssociateProject Manager PORT SECTION E: QUALIFICATIONS & KEY PERSONNEL SECTION E: QUALIFICATIONS & KEY PERSONNEL 475 City of Bozeman, Montana — PORT + Rio ASE 53 52 PORT + Rio ASE — Bozeman Creek Vision Plan RFP Dorothy Jacobs is a Senior Designer at PORT where she works on the office’s landscape architecture, urban design, and resiliency planning efforts. Dorothy has over four years of experience in all phases of project development including research and analysis, conceptual and schematic design, and construction documentation for projects that span a variety of scales. In addition to her professional work, Dorothy has taught design studios focused on the fundamentals of landscape architecture and currently leads a course focusing on grading and planting design at the University of Pennsylvania Weitzman School of Design. RELEVANT PROJECT EXPERIENCE (SELECTED LIST) The Park at Expo Idaho, Garden City, IDProject Designer for the planning, design, and documentation of an 88-acre riverside park that prioritizes urban biodiversity, year-round active recreation, and nature-based play. Strategic Stormwater Plan, Pittsburgh, PA*Project Designer for the Strategic Stormwater Plan, involving typology design and graphic production. NCMA Park Master Plan & Stream Restoration, Raleigh, NC*Project Designer for the conceptual design and master planning for the Park’s Master Plan & Stream Restoration Plan for the North Carolina Museum of Art. Columbian Quarter Master Plan, Washington DC*Project Designer for the master plan for a new, mixed-use, transit-oriented neighborhood in Southeast Washington DC. Brookhaven Revitalization Program, Brookhaven, NY*Project Designer for the Local Waterfront Revitalization Program for the Town of Brookhaven, providing research and graphic production through the study’s site analysis phase. University of Pennsylvania’s Vagelos Laboratory, Philadelphia, PA*Project Designer for the design and documentation of the landscape surrounding the University’s new laboratory, featuring a new, primary circulation route for the campus, significant grade changes, green roof gardens, and multiple rain gardens to manage stormwater on site. This project also involved documentation for LEED Silver certification. One UCity Square, Philadelphia, PA*Project Designer for the design and documentation of a public plaza featuring a multi-use lawn, extensive planting beds, a water-feature, and various site walls to manage grade changes. *Completed while at other firms/organizations. EDUCATIONMaster of Landscape ArchitectureUniversity of PennsylvaniaPhiladelphia, PA English Major with Minor in Art StudioUniversity of RichmondRichmond, VA Urban Design and Landscape Architecture StudioDanish Institute of Study Abroad REGISTRATIONSLicensed Landscape Architect:Tennessee PROFESSIONAL EXPERIENCEPORTPhiladelphia, PADesigner II, 2023-Present Andropogon AssociatesPhiladelphia, PALandscape Designer, 2019-2022 Peg Office of Landscape + ArchitecturePhiladelphia, PAIntern, 2019 Andropogon AssociatesPhiladelphia, PAIntern, 2018 Madison Square ParkNew York, NYHorticulture Intern, 2017 ACADEMIC APPOINTMENTSUniversity of PennsylvaniaPhiladelphia, PA Lecturer: 2021-Present DOROTHY JACOBS, ASLA Senior DesignerLandscape Architect PORT Ruth Penberthy is a Designer at PORT, where she contributes to the office’s landscape architecture, urban design, and resiliency planning efforts. With a background in civil and environmental engineering, Ruth balances her systems-thinking design approach with a strong aesthetic lens. Professionally, she has worked on a variety of project types and scales, including parks and greenways, streetscapes, mixed-use developments, and public facing institutional work within education and healthcare. In addition to her professional work, Ruth is a lecturer at the University of Pennsylvania Weitzman School of Design. She teaches summer preparatory classes for incoming graduate students as well as a core curriculum class on the fundamentals of analogue and digital drawing techniques used in landscape architecture. RELEVANT PROJECT EXPERIENCE (SELECTED LIST) Gateway Park & Centennial Park Master Plan, Cañon City, COProject Designer for the design and planning of an 22-acre riverside park that prioritizes river access and programming, ecological health, and connections to nearby recreation points and the historic Main Street. Central Jordan River Reconnect, Salt Lake County, UTProject Designer for the design and planning of a 7-mile stretch of the Jordan River, considering varying types of recreational and passive spaces, strengthening existing ecological and riverine conditions, and maximizing community access for a healthier, more inclusive urban river corridor. Mander Playground, Philadelphia, PA*Project Designer and Manager for the design and documentation of a new playground, featuring an ages 2-5 area, 5-12 area, and a spray-ground in Fairmount Park. HELIX NJ, New Brunswick, NJ*Project Designer for the documentation of a public plaza featuring a series of complex granite walls used for planters, benches, and site circulation. Simons Rec Center, Philadelphia, PA*Project Designer for the documentation of a redesigned recreational center that included a full regulation Track and Field, various sport fields, and additional recreation and play amenities in Northwest Philadelphia. Granahan Rec Center, Philadelphia, PA*Project Designer for the design and documentation of landscape and site features for a reconstructed recreation center in West Philadelphia. Clifton & Perelman Center Site Improvements, Philadelphia, PA*Project Designer for the design and documentation of landscape and site improvements of two healthcare campus plazas in University City. *Completed while at other firms/organizations. EDUCATIONMaster of Landscape ArchitectureUniversity of PennsylvaniaPhiladelphia, PA Engineering Major with Minor in Landscape StudiesSmith CollegeNorthampton, MA PROFESSIONAL EXPERIENCEPORTPhiladelphia, PADesigner, 2025-Present Langan EngineeringPhiladelphia, PAStaff III Landscape Architecture, 2024-2025 PennPraxis + PORT Philadelphia, PADesign Fellow, 2023-2024 Langan EngineeringBoston, MAIntern, 2023 ACADEMIC APPOINTMENTSUniversity of PennsylvaniaPhiladelphia, PA Lecturer: 2024-Present RUTH PENBERTHY DesignerLandscape Designer PORT SECTION E: QUALIFICATIONS & KEY PERSONNEL SECTION E: QUALIFICATIONS & KEY PERSONNEL 476 City of Bozeman, Montana — PORT + Rio ASE 55 54 PORT + Rio ASE — Bozeman Creek Vision Plan RFP Rob’s career as a geomorphologist has focused on natural resource planning and management throughout the western United States and Alaska with an emphasis on river and hillslope processes as they pertain to habitat restoration, irrigation, infrastructure, and risk. During his career Rob has managed dozens of large interdisciplinary project teams with diverse stakeholders and broad objectives while obtaining singular, mutually agreeable outcomes supported by the best available science. Rob’s technical approach includes understanding historical, existing, and potential future site conditions to develop appropriate solutions that address the problem rather than simply treat the symptom. Whether managing a project or providing technical expertise, Rob specializes in understanding and incorporating the big picture into a practical plan to ensure successful project development and implementation. He works to oversee interdisciplinary technical components and coordinate with project partners to effectively and efficiently deliver solutions suitable over both the short- and long-term. Rob has successfully used this philosophy to complete projects within both the private and government sectors including river and habitat restoration designs, watershed- and reach-scale geomorphic assessments, channel migration zone analyses and other risk assessments, pipeline and bridge stream crossing evaluations, paleoenvironmental site reconstructions, climate change research, and interdisciplinary planning and prioritization studies. Rob is a licensed professional geologist in Idaho, Oregon, and Washington and a certified Project Management Professional. In his free time, Rob can typically be found enjoying time with his family, mountain biking, fishing, or building something in his shop. RELEVANT PROJECT EXPERIENCE (SELECTED LIST) The Park at Expo IdahoAda County, Idaho (w/ PORT) Jordan River Regional Park Master PlanSalt Lake City, Utah (w/ PORT) Warm Springs Preserve Stream DesignCity of Ketchum/Wood River Land TrustBlaine County, Idaho Rattlesnake Creek Restoration & Adaptive Management Plan, Bonasa Breaks RanchAsotin County, Washington Silver Creek Assessment and Restoration DesignThe Nature Conservancy Blaine County, Idaho Joe is a civil engineer with 21 years of experience focused on water resources engineering, river restoration, and habitat improvement design throughout the western United States. During his career, Joe has managed interdisciplinary project teams and led design activities on small- and large-scale projects for a diverse client base including private landowners, small and large agencies, Tribal entities, and municipalities. At the heart of Joe’s approach to river engineering is understanding the riverine physical processes. His science and engineering background is complemented by extensive experience in hydrology, hydraulics, sediment transport, habitat suitability, drainage, stormwater, irrigation, scour, erosion control, and channel, streambank, and floodplain restoration using both active and passive stabilization techniques. Joe specializes in providing services such as project management, project design, hydrologic and hydraulic modeling, field data collection, surveying, and construction observation. He is proficient with programs such as ArcGIS, AutoCAD Civil 3D, and HEC-RAS. Joe’s technical approach includes utilizing innovative technology and analyses to solve complex problems and deliver practical solutions. Joe understands all projects are founded on a unique set of expectations, goals, and success factors and using a scalable technical approach conforming to the needs of a specific project is critical to successful project development and implementation. He is currently a licensed professional engineer in Idaho, Montana, Washington, Colorado, Oregon, and Wyoming. In his free time, Joe is usually mountain biking, backpacking, fishing, hunting, or seeking out untouched powder. RELEVANT PROJECT EXPERIENCE (SELECTED LIST)The Park at Expo IdahoAda County, Idaho (w/ PORT) Jordan River Regional Park Master PlanSalt Lake City, Utah (w/ PORT) Warm Springs Preserve Stream DesignCity of Ketchum/Wood River Land TrustBlaine County, Idaho Stibnite Gold Project Wetlands and Stream Restoration & Time Critical Removal Actions, Perpetua Resources Idaho Valley County, Idaho Nason Creek, River Mile 2.3 Side Channel RestorationChelan County Natural Resources DepartmentChelan County, Washington Methow River – Goat Creek Habitat Improvement ProjectCascade FisheriesMazama, Washington EDUCATIONMS, Quaternary Sciences Northern Arizona University Honors BS, Environmental ScienceMinor, Mathematics Oregon State University REGISTRATIONSProfessional Geologist, ID, WA, OR Project Management Professional YEARS EXPERIENCE22 EDUCATIONBS, Biological Systems EngineeringUniversity of Idaho BS, Environmental ScienceUniversity of Idaho REGISTRATIONSProfessional Engineer – IdahoLicense: P-14699Professional Engineer – MontanaLicense: PEL-PE-LIC-39323Professional Engineer – WashingtonLicense: 52975Professional Engineer – ColoradoLicense: PE.0063657Professional Engineer – OregonLicense: 104318PEProfessional Engineer – WyomingLicense: PE 21588 YEARS EXPERIENCE21 ROB RICHARDSON, PG, PMP Principal Geomorphologist Rio ASE JOE YOUNG, PE Water Resource Engineer Rio ASE SECTION E: QUALIFICATIONS & KEY PERSONNEL SECTION E: QUALIFICATIONS & KEY PERSONNEL 477 URBAN WILDERNESS GATEWAY PARK—KNOXVILLE, TN (PHOTO BY KEITH ISAACS) Section F: Work Plan & Schedule 478 The Bozeman Creek Vision Plan will be administered as a comprehensive, corridor-wide planning effort that brings together ecological assessment, community values, and future public realm opportunities into a coordinated and cohesive framework. While conditions, land uses, and community priorities vary along different segments of the creek—from naturalized reaches and open space edges to more urbanized, constrained sections—the entire corridor functions as an interconnected system that supports habitat, recreation, stormwater management, and community identity. Shared milestones—such as stakeholder interviews, public workshops, surveys, and environmental and hydrologic reviews—will be structured to capture both corridor-wide insights and localized needs. This approach ensures that the plan reflects a consistent vision while still identifying tailored strategies for the distinct character zones that emerge along the creek. Through this coordinated framework, the City will gain a clear and actionable vision for Bozeman Creek—one that acknowledges the unique conditions and opportunities of each segment while strengthening the creek’s overall role as an ecological, recreational, and cultural asset for the Bozeman community. Scope & Schedule Based on the scope of work outlined in the RFQ, we are proposing a 48-week schedule for the Bozeman Creek Vision Plan, beginning with an early January 2026 project kick-off and culminating in the submission of the final Vision Plan following the concluding round of community, stakeholder, and City Commission input in November 2026. The schedule is intentionally structured to align key project milestones with major outreach and decision- making moments. Stakeholder meetings, community engagement activities, technical review sessions, and briefings with City leadership are sequenced to occur at critical points in the planning process, ensuring that feedback meaningfully informs analysis, concept development, and the refinement of the preferred vision. This coordinated timeline provides clarity, transparency, and a logical progression from early discovery through final plan delivery. Task 1 – Project Coordination Our initial project coordination effort will set the foundation and establish a steady working rhythm for the duration of this extended planning process. To support clear communication and consistent progress, the team will implement a structured coordination approach that includes standing bi-weekly virtual meetings and monthly in-person check-ins with the City’s project management team. These touchpoints ensure ongoing alignment, timely decision-making, and seamless collaboration as the Vision Plan advances from early analysis through final recommendations. Task 1.1 – Project Kick-Off Conference and City/Design Team Site Walk-through A kick-off meeting will be organized with City of Bozeman staff, the PORT team, and key stakeholders to introduce the project team and confirm the project schedule, goals, expectations, and deliverables. During this session, we will also establish preferred lines of communication, points of contact, anticipated levels of involvement from City staff and local partners, and other essential project management considerations. Following the meeting, the team will conduct an on- site walk-through of the Bozeman Creek corridor. This visit will begin with guided tours led by City staff, environmental specialists, and other stakeholders familiar with the creek’s history, operations, and existing conditions. These insights will help ensure a fuller understanding of current challenges, opportunities, and aspirations along the corridor. During and after the field visit, the PORT team will rigorously document site conditions—including channel geometry, edge conditions, adjacent land uses, ecological features, access points, and areas of constraint or opportunity—using field notes, iPad-based mapping, ground-level photography, and drone imagery. This effort will establish a detailed, accurate baseline that will guide subsequent phases of analysis and vision development for Bozeman Creek. Task 1.2 – Bi-Weekly Virtual Meetings We will provide bi-weekly status updates to the City’s project management team through a standing Zoom conference, ensuring consistent communication and ongoing coordination throughout the project. We anticipate working closely and collaboratively with your designated PM Team, maintaining an open line of communication as the Vision Plan progresses. We also encourage you to reach out to our provided references to learn more about their experiences partnering with us on similar planning efforts. Task 1.3 – Monthly In-Person Meetings We will hold monthly in-person meetings in Bozeman to support ongoing coordination, conduct site visits, and engage directly with key stakeholders throughout the project. These meetings will provide valuable opportunities to walk priority reaches of the corridor, review emerging ideas on-site, and ensure that the Vision Plan remains grounded in real conditions and community needs. As part of each visit, we will also coordinate closely with the SeeBozemanCreek group to align outreach strategies, share updates, and strengthen grassroots engagement efforts. This consistent on-the- ground presence will help maintain momentum, build relationships, and ensure the project remains closely connected to the community it serves. Task 2 – Public Outreach Program A hallmark of PORT’s design and planning practice is our creative and committed approach to community engagement. We bring extensive experience facilitating public dialogue, visioning, and consensus-building around the future of civic and ecological spaces. Our engagement methods combine custom website and survey platforms, playful public events, clear and lively branding, temporary physical interventions, and highly visual, compelling imagery designed to inspire, provoke interest, and draw people in. For the Bozeman Creek Vision Plan, SeeBozemanCreek will serve as the central hub for outreach and public interaction—providing a clear, accessible platform where community members can learn about the project, share ideas, respond to surveys, and track the plan’s progress over time. In addition to this project-specific platform, PORT will follow and implement the approach outlined in Attachment C: Community Engagement Plan, ensuring that all outreach activities meet the City’s expectations for inclusivity, transparency, and accessibility. Because no one understands a community better than the people who live and work there, PORT will collaborate closely with the City’s project management team to further refine and coordinate a comprehensive engagement strategy at the outset of the project. This aligned and robust engagement framework will ensure that a diverse range of voices meaningfully shapes the Vision Plan from the beginning. Task 2.1 – Key Stakeholder Meetings We will work closely with the City’s project management team to compile stakeholder contact information and coordinate one-on-one site visits and small-group meetings with key individuals and organizations. These interviews and focus groups will help us build a deeper understanding of community values, lived experiences, and priorities specific to the Bozeman Creek corridor. All input gathered will be carefully documented and incorporated into the project’s needs assessment and early-phase analysis. Throughout the development of the Vision Plan, we will reconnect with specific stakeholder groups multiple times, ensuring continuity, trust-building, and meaningful involvement at key milestones. The SeeBozemanCreek platform will further support this process by providing an accessible, ongoing channel for stakeholders to stay involved, share insights, and track progress. All outreach activities will follow the framework outlined in Attachment C: Community Engagement Plan, ensuring that our approach is coordinated, inclusive, and aligned with the City’s expectations for stakeholder participation and community involvement. Task 2.2 – Public Outreach Program Development Working closely with the City’s project management team, we will develop the outreach program for the Bozeman Creek Vision Plan—clearly articulating the goals, objectives, key messages, target audiences, engagement tools and methods, and the overall outreach schedule. This framework will be fully aligned with the approach outlined in Attachment C: Community Engagement Plan, ensuring consistency, inclusivity, and clarity throughout the process. For the purposes of this work plan, we have identified four (4) public events at key project milestones. These events will be complemented by ongoing online engagement through SeeBozemanCreek, which will serve as the primary digital hub for information sharing, survey participation, and project updates. We have found that aligning pop-up engagements with popular community events significantly increases participation and reach compared to standalone meetings, though we remain open to either approach based on the City’s preference and scheduling opportunities. Together, these in-person and online touchpoints will provide multiple, accessible pathways for the community to participate meaningfully in shaping the future of Bozeman Creek. Work Plan City of Bozeman, Montana — PORT + Rio ASE 59 58 PORT + Rio ASE — Bozeman Creek Vision Plan RFP SECTION F: WORK PLAN & SCHEDULE SECTION F: WORK PLAN & SCHEDULE 479 Task 2.3 – Website and Survey (v. 1.0) Shortly after project kick-off, we will begin developing the first iteration of the custom project website for the Bozeman Creek Vision Plan. The website and accompanying surveys will be updated at four (4) key points throughout the planning process, ensuring that online engagement evolves alongside the project’s analysis and design development. In its initial phase, the website will focus on directing visitors to the project’s first survey, providing an overview of the project schedule, and sharing details about upcoming engagement events. Our project websites have consistently proven to be highly effective tools for gathering community input and, more importantly, for reaching individuals and groups who may not traditionally attend public meetings. By combining accessible digital outreach with in-person engagement, SeeBozemanCreek will help ensure broad, diverse participation in shaping the vision for Bozeman Creek. Please visit a few our websites, including: Task 2.4 – Community Event #1: Grounding and Awareness Pop-Up We will work closely with City staff to identify the most effective opportunity to introduce the Bozeman Creek Vision Plan to the community. Ideally, this will include staffing an informational station at a major annual Bozeman spring event, allowing us to engage residents where they naturally gather. This early presence will serve as an important grounding and awareness-building opportunity, giving community members a chance to learn about the creek, understand the goals of the Vision Plan, and begin reflecting on their personal experiences and connections to this vital community resource. Paired with early online outreach through SeeBozemanCreek, this introductory engagement moment will help build momentum, visibility, and broad awareness as the planning process begins. Task 3 - Existing Conditions Documentation & Analysis This task focuses on evaluating existing conditions along the Bozeman Creek corridor to identify the opportunities and constraints that will shape the Vision Plan. By integrating site-specific data, community priorities, and ecological considerations, the team will establish a strong foundation for informed and strategic decision- making. The Design Team will then synthesize our in-depth analysis of the corridor—examining its varied ecological systems, hydrologic function, adjacent land uses, access conditions, and community interfaces—to pinpoint environmental constraints as well as opportunities for ecological restoration, recreation, connectivity, and enhanced public experience. This comprehensive understanding of current conditions will guide the development of meaningful, implementable strategies for the future of Bozeman Creek. Task 3.1 Existing Document Review & Synthesis We will conduct a thorough review of existing planning documents, GIS data, and regulatory policies to establish a comprehensive understanding of the Bozeman Creek corridor. This review will include previous creek, watershed, open space, and trail studies; environmental assessments; floodplain and stormwater management reports; habitat and resource management plans; and all relevant City of Bozeman and regional regulations related to zoning, water quality, natural resource protection, and recreational planning. This analysis will ensure that the recommendations developed for the Bozeman Creek Vision Plan are fully aligned with municipal planning efforts, regulatory requirements, and best practices for ecological restoration, flood resilience, recreation, and long-term corridor stewardship. Task 3.2 Existing Site Conditions Documentation & Development The goal of this task is to conduct a comprehensive analysis of existing physical, ecological, and community- facing conditions along the Bozeman Creek corridor— establishing a solid foundation for informed decision- making throughout the Vision Plan process. This study will document and assess corridor access points, adjacent infrastructure, public interfaces, trail and mobility conditions, landscape character zones, and the relationships between the creek and its surrounding context, including nearby parcels, neighborhoods, cultural sites, downtown connections, planned development, and multimodal circulation networks. A major focus of this task will be the assessment of hydrologic, geomorphic, and ecological conditions along Bozeman Creek, identifying opportunities for habitat enhancement, floodplain reconnection, stormwater improvements, and long-term environmental resilience. The team will evaluate existing infrastructure, drainage patterns, unmanaged runoff areas, soil characteristics, channel geometry, riparian vegetation, and bank stability to inform future design strategies. We will also analyze topography, soil profiles, channel constraints, and floodplain dynamics to understand limitations and opportunities for recreational access, trail connections, habitat restoration, and public realm improvements. This comprehensive environmental analysis will ensure that the Bozeman Creek Vision Plan incorporates best practices in watershed health, flood risk mitigation, climate adaptation, and sustainable land and water management. Task 3.3 – Literature Review & Peer Project Analysis Our team will research comparable creek, greenway, and urban waterway projects that address conditions and program types similar to those found along the Bozeman Creek corridor. Case studies will focus on successful examples of stream and riparian restoration, floodplain reconnection, multi-use trail systems, habitat enhancement, public access improvements, and the integration of recreational amenities within sensitive ecological settings. Additional precedents will highlight approaches for corridors that transition through both urban and natural contexts—illustrating how communities create inviting public spaces while protecting watershed health. Across all examples, we will examine key elements such as corridor circulation and flow, bank and edge treatments, safety and visibility, durable and low- maintenance materials, inclusive design strategies, and effective community engagement frameworks. These precedents will demonstrate innovative ways to balance ecological restoration, recreation, and public experience while creating connected, accessible, and resilient creek environments. Attention will also be given to the relationship between program components and capital investment, providing the City with useful benchmarks to inform future phasing, cost considerations, and implementation strategies for the Bozeman Creek Vision Plan. Task 3.4 – Community Event #2: Visioning For Community Event #2, we will work closely with City staff to coordinate a second pop-up engagement opportunity—this time focused on visioning and identifying access needs and community priorities for the Bozeman Creek corridor. Ideally, this activation will coincide with a popular late-spring Bozeman event, enabling us to reach a broad cross-section of residents as the project transitions from initial awareness-building to active idea generation. Task 3.5 – Site Analysis Summary Report PORT will synthesize findings of all the site analysis work completed during Task 3, including community feedback from the online survey and community events, into a visual and written narrative that will guide the Phase 2 master planning process. Additional deliverables for this task will include a program matrix and spatial needs assessment, scaled relationship diagrams and site programming diagrams, and precedent imagery with design annotations. These materials will be formatted into a PDF document summarizing the findings. Left: Waterside Park transforms a formerly isolated riverfront site into a circulation-driven community asset for a small town of just 6,000 residents. Designed with limited financial resources, the plan prioritizes clear access, efficient connections, and highly flexible spaces that maximize impact while meeting local needs. www.centraljordanreconnect.com www.8gatewaypark.com www.armourdalestrong.com • Central Jordan River Reconnect—Utah • 8th Street Gateway Park—Arkansas • Armourdale Master Plan—Kansas City of Bozeman, Montana — PORT + Rio ASE 61 60 PORT + Rio ASE — Bozeman Creek Vision Plan RFP SECTION F: WORK PLAN & SCHEDULE SECTION F: WORK PLAN & SCHEDULE 480 Task 4 – Vision Statement & Approach Alternatives Task 4.1 – Vision Statement & Plan Development Building on the information gathered through site analysis and the first round of public engagement, this task focuses on developing an overall vision for the future of the Bozeman Creek corridor. This vision will synthesize community values, identified needs, existing conditions, and the access and priority themes emerging from Task 2. The vision will establish a clear and cohesive direction for the corridor—defining key character zones, access and circulation concepts, ecological priorities, restoration opportunities, and the appropriate scale of investment. During development of this vision, the PORT team will explore a range of potential approaches to ensure that it reflects both the opportunities and constraints unique to different segments of Bozeman Creek. This includes identifying areas best suited for ecological restoration and floodplain reconnection, zones appropriate for improved access or recreational use, and sections where urban interfaces present opportunities for public realm enhancements. The emerging vision will be shared with the City’s project management team, relevant boards and commissions, and City Council to gather input and confirm alignment with project goals, operational considerations, and community priorities. Their feedback will guide refinements prior to moving into more detailed concept development in the next phase of the Vision Plan. Task 4.2 – Website & Survey (v. 2.0) We will update the Bozeman Creek Vision project website to share a clear summary of the community input gathered to date—including key themes, access needs, priority areas, and the major takeaways that are informing the emerging vision for the corridor. This update will illustrate how community values and feedback are actively shaping the direction of the Vision Plan. At the same time, we will launch a new online survey inviting residents to respond to the priorities identified through earlier engagement. This will provide an opportunity for the community to react to what we’ve heard so far, confirm direction, and highlight any gaps or additional considerations as the vision continues to take shape. Task 4.3 – Community Event #3: Vision Alternatives (July 4th Pop-Up) As we move into the summer season, we envision this event as an outdoor pop-up—potentially aligned with the City’s July 4th festivities—to share the emerging Vision for the Bozeman Creek corridor and gather community input in a highly accessible, high-visibility setting. PORT will prepare large-format display boards featuring vision diagrams, access and circulation concepts, ecological enhancement opportunities, and illustrative precedent images to spark conversation and help residents imagine future possibilities. Rather than a formal presentation, the event will emphasize open, free-flowing engagement—welcoming visitors to drop in, explore materials at their own pace, and engage in organic dialogue with the planning team. This informal, festival-style format will help reach a broad cross-section of residents and ensure the evolving Vision Plan reflects community priorities at this important midpoint stage. Task 5 – Draft & Final Vision Plan Task 5.1 – Draft Vision Plan Development Our team will refine and expand the emerging Vision into a comprehensive Draft Vision Plan for the Bozeman Creek corridor—translating high-level direction and guiding principles into more detailed recommendations for access, ecological restoration, creek health, public realm improvements, and long-term stewardship. This phase will build on community priorities, site analysis, and feedback from City Council and relevant boards and commissions to ensure the Draft Vision Plan reflects a balanced, achievable, and community-supported path forward. The resulting document will illustrate proposed improvements, outline desired user experiences, and integrate sustainability, watershed health, and long-term management strategies. Together, these components will establish a clear foundation for public review, discussion, and continued refinement as the Vision Plan progresses toward completion. Task 5.2 Funding Strategies, Operations & Maintenance Review In addition to reviewing operational and capital budget information, our team will assess potential funding strategies that can support implementation of the Bozeman Creek Vision Plan, ensuring they reflect community values and long-term City priorities. We will evaluate the City’s current operational practices to better understand its capacity to maintain, restore, and manage a complex corridor that spans both urban and ecological environments. This analysis will help identify future organizational and staffing needs, opportunities to improve operational efficiency, and strategies to strengthen policy development, maintenance practices, and internal coordination. We will also examine partnership frameworks, technology and system upgrades, and opportunities for enhanced public communication and marketing. Together, these insights will provide the City with a clear, practical roadmap for sustainably stewarding Bozeman Creek and supporting the long- term success of the Vision Plan. Task 5.3 Policy Strategies This task focuses on developing a comprehensive set of policy and program recommendations that advance both regulatory and non-regulatory initiatives supporting the long-term vision for the project area. These recommendations will translate community priorities, technical analysis, and agency guidance into clear, actionable strategies with measurable outcomes. The goal is to provide the City and its partners with a well- structured toolkit for implementation—one that balances diverse interests, aligns with existing plans, and clarifies responsibilities across agencies and jurisdictions. Task 5.4 – Website & Survey (v. 3.0) We will update the project website to share a clear summary of community input gathered to date— including key themes, access needs, priority areas, and the insights shaping the Draft Vision Plan. This update will demonstrate how community values and feedback are directly informing the direction of the plan as it moves toward refinement. At the same time, we will launch a new online survey inviting residents to review and respond to the Draft Vision Plan. This will give the community an opportunity to confirm direction, highlight gaps, and offer additional considerations that will guide the development of the Final Vision Plan. Task 5.5 – Community Event #4: Draft Vision As we move into the fall season, we envision this event as an outdoor or indoor pop-up—aligned with a well-attended autumn community gathering or City- sponsored event—to share the Draft Vision for the Bozeman Creek corridor and gather focused, actionable community feedback. PORT will prepare large-format display boards featuring refined vision diagrams, access and circulation concepts, ecological restoration strategies, and illustrative precedent images to clearly communicate the evolving direction of the plan. Task 5.6 – Final Phasing & Implementation Strategy We will finalize a phased implementation plan that outlines short-, mid-, and long-term improvements along the Bozeman Creek corridor. This plan will prioritize investments based on community needs, ecological and watershed considerations, operational feasibility, funding opportunities, and the potential for early, high-impact wins. The result will be a clear, actionable roadmap to guide the City in advancing the Vision Plan over time. Task 5.7 – Project Website (v.4.0) Upon approval of the Final Vision Plan, we will update the project website to share a clear overview of the finalized vision, key recommendations, and anticipated next steps, ensuring that the Bozeman community can easily stay informed and engaged as the plan moves into implementation. Task 5.8 – Final Master Plan Report & Executive Summary Submission Upon approval by the City Commission, the final submission package will include the complete Final Vision Plan Report for the Bozeman Creek corridor, along with an Executive Summary and all supporting documents. All materials will be delivered in electronic format, along with one original and five printed, bound copies of the Final Vision Plan for the City’s records and distribution. Project Meetings • Project Kick-Off & Site Walk-through(s) • Key Stakeholder Meetings/Site Walks • Bi-weekly Meetings with Project Leadership • Monthly In-Person Meetings • Community Engagement Events #1 - #4 Project Deliverables • Website & Survey v. 1.0 - 4.0 • Site Analysis & Assessment Report • Vision Statement for Bozeman Creek • Vision & Project Recommendations • Renderings Illustrating Project Recommendations At Key Locations • High-level Concept Designs • Comprehensive Set Of Policy And Program Recommendations With Measurable Outcomes • Comprehensive Set Of Long-Term Funding Strategies • Vision Plan City Commission Approval & Final Submission City of Bozeman, Montana — PORT + Rio ASE 63 62 PORT + Rio ASE — Bozeman Creek Vision Plan RFP SECTION F: WORK PLAN & SCHEDULE SECTION F: WORK PLAN & SCHEDULE 481 Schedule 2026 JAN.FEB.MAR.APR.MAY JUNE JULY AUG.SEPT OCT.NOV. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 Task 1: Project Coordination (Ongoing) 1.1 Project Kick-off Conference and Site Walkthrough 1.2 Bi-Weekly City PM Team Meetings 1.3 Monthly In-Person Team Meetings, SeeBozemanCreek, Stakeholders (M)M M M M M M M M M M M M Task 2: Public Outreach Program Development Task 2: 9-Weeks 2.1 Key Stakeholder Meetings (S)S S S S S 2.2 Public Outreach Program Development 2.3 Project Website & Survey v1.0 (Program & Priorities Input)Survey Open 2.4 Community Event #1 - Grounding & Awareness Pop-Up (CE)CE Task 3: Existing Conditions Documentation & Analysis Task 3: 20-Weeks 3.1 Existing Document Review & Synthesis 3.2 Existing Site Conditions Documentation & Analysis 3.3 Literature Review & Peer Project Analysis 3.4 Community Event #2: Program Visioning (CE)CE 3.5 Site Analysis & Assessment Summary Report S Task 4: Vision Statement & Approach Alternatives Task 4: 8-Weeks 4.1 Vision Statement & Plan Development 4.2 Project Website & Survey v2.0 (Input Summary, Vision Priorities)Survey Open 4.3 Community Event #3: Master Plan Framework (July 4th Pop-Up) (CE)CE Task 5: Draft & Final Vision Plan Task 5: 20-Weeks 5.1 Draft Vision Plan Development 5.2 Funding Strategies, Operations & Maintenance Review 5.3 Policy Strategies 5.4 Project Website & Survey v3.0 (Draft Plan)Survey Open 5.5 Community Event #4: Draft Master Plan Open House (CE)CE 5.6 Phasing & Implementation Strategy 5.7 Project Website v4.0 (Final Plan) 5.8 Commission Approval; Final Master Plan Report Submission City of Bozeman, Montana — PORT + Rio ASE 65 64 PORT + Rio ASE — Bozeman Creek Vision Plan RFP SECTION F: WORK PLAN & SCHEDULE SECTION F: WORK PLAN & SCHEDULE 482 AUGUSTA QUARRY LAKE—KNOXVILLE, TN (PHOTO BY KEITH ISAACS) Section G: Price Proposal 483 City of Bozeman, Montana — PORT + Rio ASE 69 68 PORT + Rio ASE — Bozeman Creek Vision Plan RFP BOZEMAN CREEK VISION PLAN Task 1:Project Coordination $25,920 Task 2:Public Outreach Program Development $21,600 Task 3:Existing Conditions Documentation & Analysis $35,640 Task 4:Vision Statement & Approach Alternatives $20,920 Task 5:Draft & Final Vision Plan $27,400 TASK 1-5 CONSULTANT FEES:$131,480 Expenses Engagement Materials, Website & Travel Expenses $18,000 TOTAL FEES & EXPENSES $149,480 Price Proposal Budget FactorsThis planning effort will establish a long-term vision for the Bozeman Creek corridor through a collaborative process grounded in technical analysis, stakeholder engagement, and creative, community-centered design. This vision will equip Bozeman with a clear, actionable path for aligning future investments with available funding, opportunities, and community priorities. Our price proposal is shaped by a range of factors that reflect the level of effort, expertise, coordination, and deliverables required to successfully complete the project. None of these considerations are outside of our standard process or commitment; rather, they represent the core elements of how we consistently deliver high-quality, community-driven planning work. Scope and Complexity of Work The breadth of tasks included—such as analysis, vision development, engagement, graphics, and implementation planning—directly influences the professional time and multidisciplinary expertise required. While these components contribute to the overall fee, they also reflect our regular, proven process for delivering comprehensive, community-driven vision plans. Depth of Technical Analysis Tasks involving hydrologic and ecological assessment, GIS analysis, engineering coordination, or other specialized studies require additional staff time and senior-level oversight, affecting overall cost. Community Engagement Requirements The number of public events, surveys, stakeholder meetings, engagement materials, and coordination with groups such as SeeBozemanCreek contributes significantly to the total level of effort. These activities require preparation time, facilitation, post-event synthesis, and ongoing communication. In addition, expenses associated with engagement—such as printed materials, display boards, signage, pop-up equipment, digital tools, online survey platforms, and event staffing— also factor into the overall fee. Together, these efforts ensure that the engagement process is accessible, visible, and robust while aligning with the project’s community-centered goals. Frequency of Meetings and Coordination Bi-weekly remote meetings, monthly in-person meetings in Bozeman, site visits, interagency coordination, and regular updates all add to required hours for project management and communication. Deliverable Expectations Producing high-quality graphics, maps, diagrams, draft and final reports, and implementation plans requires substantial design, writing, and production time. Travel and On-Site Work Monthly in-person meetings, fieldwork, and site documentation in Bozeman contribute to travel-related time and expenses. Level of Coordination with City and Partners Collaboration with City staff, SeeBozemanCreek, communications teams, and multiple stakeholders requires consistent and ongoing effort. Quality Assurance and Senior Oversight Ensuring accuracy, clarity, and strategic alignment across all deliverables involves meaningful review time from senior leadership. HOURLY RATE TABLE Firm Team Member Project Role Rate PORT Christopher Marcinkoski Partner-in-Charge $200 PORT Nick Jabs Project Manager $175 PORT Dorothy Jacobs Project Landscape Architect $155 PORT Ruth Penberthy Landscape Designer $135 Rio ASE Rob Richardson Geomorphologist $193 Rio ASE Joe Young Civil Engineer $193 SECTION G: PRICE PROPOSAL SECTION G: PRICE PROPOSAL 484 ARKANSAS RIVER - CAÑON CITY, COLORADO (PHOTO BY PORT) Section H: Client References 485 RAZORBACKGREENWAY SLAUGHTER PEN BELLA VISTA LAKE COLER PRESERVE MERCHANTS PARK COUGHLIN PARK (PLANNED) CITIZENS PARK PHILLIPSPARK MEMORIAL PARK OSAGEPARKLAKE BENTONVILLE QUILT OF PARKS FUTURE WAL-MART HQ CURRENT WALMART HQ DOWNTOWNBENTONVILLE THADEN FIELDHOUSE BENTONVILLE COMMUNITY CENTER 21ST CMUSEUM THADEN SCHOOL 8TH STREET MARKET THE MOMENTARY CHILDREN’S ENRICHMENT CENTER CRYSTAL BRIDGES 8TH STREET GATEWAY PARK N PORT REFERENCE 1 Rebekah Jane Justice Chief of Urban Design and Development City of Knoxville, Tennessee 865-215-2141 rjustice@knoxvilletn.gov Project reference for: Various projects in Knoxville, TN PORT REFERENCE 2 David Wright Director of Parks & Recreation City of Bentonville, Arkansas 479-464-7275 dwright@bentonvillear.com Project reference for: 8th Street Gateway Park PORT REFERENCE 3 Calin Owens Capital Projects Manager City of Greenville, South Carolina 304-389-2735 cowens@greenvillesc.gov Project reference for: Wheelsports Park & Airport Loop Trail PORT REFERENCE 5 Angelo Calacino, AICP Park Development Project Manager Salt Lake County, Utah 385-468-1818 acalacino@saltlakecounty.gov Project reference for: Jordan River Regional Park Master Plan PORT REFERENCE 4 Joshua Brown Senior Project Manager Ada County, Idaho 208-287-7614 jbrown@adacounty.id.gov Project reference for: The Park at Expo Idaho PORT REFERENCE 6 Patrick Mulready City Planner City of Cañon City, Colorado 719-269-9011 psmulready@canoncity.org Project reference for: Cañon City Western Gateway Park City of Bozeman, Montana — PORT + Rio ASE 73 72 PORT + Rio ASE — Bozeman Creek Vision Plan RFP PORT Client References Our references are among our greatest advocates, having worked closely with us through complex, community-driven public realm projects. Each has experienced firsthand our team’s responsiveness, creativity, and commitment to delivering results that align with shared goals and community values. They are well-positioned to speak to how we work, how we listen, and how we lead. We encourage you to connect with them! SECTION H: CLIENT REFERENCES & AFFIRMATION FORM SECTION H: CLIENT REFERENCES & AFFIRMATION FORM 486 City of Bozeman, Montana — PORT + Rio ASE 75 74 PORT + Rio ASE — Bozeman Creek Vision Plan RFP Attachment A Affirmation Form PORT PORT Christopher Marcinkoski PORT, Founding Partner SECTION H: CLIENT REFERENCES & AFFIRMATION FORM SECTION H: CLIENT REFERENCES & AFFIRMATION FORM 487 488 PORT | Philadelphia + Chicago | porturbanism.com 1 January 14, 2026 Jon Henderson Assistant City Manager City of Bozeman RE: Bozeman Creek Vision Scope, Schedule, and Fee Dear Jon— PORT is pleased to submit the following memo summarizing our scope of services, proposed schedule, and associated fee for the preparation of the Bozeman Creek Vision Plan project undertaken on behalf of the City of Bozeman (CoB) and the SeeBozemanCreek (SBC) community organization. Per the RFP, and subsequent conversations with you and the representatives from SBC, this scope elaborates the process of developing a Vision Plan for Bozeman Creek over the next 10.5 months. This will be an ambitious, yet grounded document that sets the table for actionable next steps to bring a reimagined Bozeman Creek to fruition. As was noted in our response to the RFP, which is included as an attachment to this document, we believe there is ample existing technical information to support this Vision Planning scope. Thus, what is needed now is a thorough synthesis of these materials, resulting in a clear, concise summary that will guide the evaluation and recommendation of project components. The Vision Plan will be the foundation of a forward-looking, implementation-oriented strategy that makes the creek corridor more ecologically healthy, publicly accessible, and resilient for decades to come. This understanding guides the proposed process and schedule outlined below. Please note that this scope will identify potential projects and associated implementation strategies for the transformation of Bozeman Creek but WILL NOT include any technical documentation for implementation. Implementation—technical documentation, cost estimating, permitting, etc.—will require a new contract for technical design services. The proposed work for the Bozeman Creek Vision Plan is organized under the Tasks and Sub-Tasks listed below: TASK 1: PROJECT ADMINISTRATION (Ongoing for Project Duration) JANUARY 28, 2026 — DECEMBER 11, 2026 TASK 1.1 Kick-Off Meeting (virtual) + Establishment of Project Coordination Protocols TASK 1.2 Project Site Walk and Initial Stakeholder Meetings TASK 1.3 Bi-Weekly CoB + SBC Project Management Calls (virtual) TASK 1.4 In-Person Steering Committee/Stakeholder Meetings (TBC as part of Task 2) 489 PORT | Philadelphia + Chicago | porturbanism.com 2 TASK 2: PUBLIC OUTREACH + ENGAGEMENT PROGRAM (Ongoing for Project Duration) JANUARY 28, 2026 — DECEMBER 11, 2026 TASK 2.1 Public Outreach Program Development TASK 2.2 Project Website Surveys (TBC based upon Task 2.1) TASK 2.3 Community Events (TBC based upon Task 2.1) TASK 3: EXISTING CONDITIONS ASSESSMENT + ANALYSIS (16 weeks) JANUARY 28, 2026 — MAY 15, 2026 TASK 3.1 Existing Document Review + Synthesis TASK 3.2 Existing Site Conditions Documentation + Analysis TASK 3.3 Literature Review + Peer Project Analysis TASK 3.4 Opportunities + Constraints Recommendations TASK 3.5 Client/Steering Committee Task 3 Presentation TASK 4: APPROACH ALTERNATIVES + DRAFT VISION STATEMENT (16 weeks) MAY 18, 2026 — SEPTEMBER 4, 2026 TASK 4.1 Potential Project Areas Identification + Evaluation TASK 4.2 Project Area Prioritization TASK 4.3 Development of DRAFT Framework (Vision) Plan TASK 4.4 Development of DRAFT Project Vision Statement TASK 4.5 Client/Steering Committee Task 4 Presentation TASK 5: FINAL FRAMEWORK (VISION) PLAN + VISION STATEMENT (15 weeks) SEPTEMBER 7, 2026 — DECEMBER 11, 2026 TASK 5.1 Framework (Vision) Plan Revisions TASK 5.2 Priority Project(s) Development TASK 5.3 Implementation Recommendations TASK 5.4 Potential Funding Approaches TASK 5.5 Preparation of Final Framework (Vision) Plan Report + Presentation TASK 5.6 City Commission Presentation + Approval We anticipate a WEDNESDAY, JANUARY 28, 2026, project start, with a project delivery date of FRIDAY, DECEMBER 11, 2026, for a total project duration of 47-WEEKS inclusive of holiday weeks and client review periods. The deliverables for TASK 2 will include organizing UP TO FIVE (5) in-person public events (pop- ups, walks, open houses, etc.). In parallel to this, we anticipate preparing corresponding online materials (surveys, planning work in process, etc.) related to each public event. This material can be hosted on a CoB webpage or a stand-alone site developed by the design team. 490 PORT | Philadelphia + Chicago | porturbanism.com 3 The deliverables for TASKS 3 and 4 will include a PDF slide presentation and written memo(s) outlining conclusions and recommendations from each task. The deliverables for TASKS 5 will include a PDF slide presentation for the Bozeman City Commission and a PDF Final Report organizing all materials prepared as part of the Vision Planning process, including an Executive Summary and Implementation Recommendations. Outlined below is a further description of the prosed scope for Tasks 1-5. TASK 1: PROJECT ADMINISTRATION (Ongoing for Project Duration) As project lead, PORT will provide administrative responsibilities for the project to ensure successful delivery in line with the City of Bozeman’s objectives. These tasks will include but are not limited to: Project Planning and Scheduling, Team Coordination, Client Liaison, Document Management, and Meeting Management. PORT will conduct a project kick-off meeting (virtual) to be scheduled during the week of January 26, 2026. Following this initial discussion, PORT will develop an itinerary for the February site visit and stakeholder meetings (in-person). These meetings could include 1) a kind of large group introduction to PORT, our work, and the scope of this contract; 2) a site walk with whomever is interested in joining; and 3) one-on-one (or small group) meetings with key stakeholders in the process. The agenda for future meetings (virtual and in-person) will be developed as the process progresses. TASK 2: PUBLIC OUTREACH + ENGAGEMENT PROGRAM (Ongoing for Project Duration) During this task, PORT will lead a comprehensive engagement process to align the project with CoB and SBC goals, as well as community priorities. PORT will facilitate public meetings, stakeholder sessions, and online engagement opportunities to share updates, gather input, and guide decision-making throughout the planning process. The engagement program will be developed in collaboration with the City of Bozeman and SeeBozemanCreek and will include a combination of in-person public events and online surveys. Our initial ideas about these events are outlined below Possible Community Event 1: Project Awareness Building + Listening Possible Community Event 2: Findings + What We Heard + What Would You Like to See Possible Community Event 3: Potential Project Areas + Interventions Possible Community Event 4: DRAFT Framework/Vision Plan Possible Community Event 5: FINAL Framework/Vision Plan Unveiling TASK 3: EXISTING CONDITIONS ASSESSMENT + ANALYSIS (16 weeks) This phase includes the collection, documentation, and evaluation of physical, ecological, cultural, and regulatory characteristics of the project corridor and its surroundings. Key tasks will include: existing document review, existing site conditions analysis, peer project and precedent review and 491 PORT | Philadelphia + Chicago | porturbanism.com 4 comparison, and identification of project opportunities and constraints, including a review of property along Bozeman Creek for consideration of future parkland development and trail connectivity, including art and cultural institutions. This task will also include study of both potential programming and precedents. TASK 4: APPROACH ALTERNATIVES + DRAFT VISION STATEMENT (16 weeks) This task will focus on identifying and exploring areas for intervention, as well as evaluating potential projects and sites in order to establish a priority matrix for implementation. The desired hierarchy of interventions will form the basis of a DRAFT Bozeman Creek Corridor Framework—a strategic description of the sequential and physical relationship between the various projects that will ultimately make up the transformation of the creek corridor. This framework plan will be guided by a Project Vision Statement that will be developed in parallel with the study of the proposed physical interventions. Task 4 will include the development of cartographic, diagrammatic, and perspectival visual materials as deemed appropriate throughout the planning/visioning process. These materials will be utilized throughout the planning and engagement process and incorporated into the final deliverables. TASK 5: FINAL FRAMEWORK (VISION) PLAN + VISION STATEMENT (15 weeks) Building on client, stakeholder, and public feedback gathered from review of the DRAFT Bozeman Creek Corridor Framework and Project Vision Statement, the PORT team will revise both the framework plan and vision statement as part of this task. We will also identify discrete priority projects within the proposed framework for further elaboration and development as part of this task. These priority projects will correspond with a set of implementation recommendations that are anticipated to relate to easy-wins, must-haves, and potential funding sources. Potential strategies for funding acquisition will be elaborated during this task alongside the implementation recommendations. The proposed implementation recommendations will include identification of potential funding sources, potential land acquisitions for consideration, potential changes in land use, as well as recommendations for sequencing implementation. The project team will also consider other recommendations for modification to existing zoning/code/overlay districts or the creation of new overlay districts that may benefit the establishment of the creek corridor as a public space in Bozeman. These recommendations will be included principally in the implementation section of the scope. At this level of planning, order of magnitude cost ranges are anticipated for the constituent parks of the Vision Plan. As these cost ranges are developed, a narrative will be included to describe what is 492 PORT | Philadelphia + Chicago | porturbanism.com 5 expected to be included in each sub-project within the overall plan, taking into account each project’s financial obligation, potential social impact, and improved environmental stewardship. Task 5 will include the development of cartographic, diagrammatic, and perspectival visual materials as deemed appropriate throughout the planning/visioning process. These materials will be utilized throughout the planning and engagement process and incorporated into the final deliverables. This work will be developed into a PDF slide deck and presented to the Bozeman City Commission. The materials will also be compiled into a PDF Final Report organizing all work prepared as part of the Framework/Vision Planning process. All final deliverables with be ADA compliant per RFP section 6.e. TOTAL PROJECT COST: $150,000 *This fee is inclusive of all expenses related to public engagement and planning team travel. PAYMENT TERMS PORT will invoice the City of Bozeman monthly for services performed under this Agreement. Invoices will be based on the overall percentage of project completion, as measured against the total contracted fee for this planning work. 1. Basis of Compensation • Compensation for services will be on a lump sum, not-to-exceed basis. • Monthly invoices will reflect the overall percent complete for the project multiplied by the total lump sum fee. • Progress toward completion will be evaluated and documented by PORT each month based on deliverables, milestones achieved, and overall level of effort. • Subconsultant costs are included within the lump sum amount unless otherwise noted. 2. Reimbursable Expenses • Reimbursable expenses are included in the lump sum fee unless otherwise noted and will not be itemized separately. 3. Payment Schedule • Payment is due within 30 days of invoice date. • Invoices not paid within 30 days may be subject to 1.0% monthly interest, or the maximum rate allowable under Montana law. • If payment is delayed beyond 60 days, PORT may suspend work until payment is made, following written notice to the City of Bozeman. 4. Additional Services 493 PORT | Philadelphia + Chicago | porturbanism.com 6 • Additional Services requested by the City of Bozeman and authorized in writing will be billed monthly on a time-and-materials basis, according to the hourly rates included in this proposal. • No Additional Services will be undertaken without written CoB authorization. 5. Fee Adjustments • If project scope, schedule, or external conditions materially change, PORT will notify the CoB in writing. • Adjustments to compensation or schedule will be documented through a mutually agreed- upon contract amendment prior to proceeding. 6. Final Invoice • The final invoice will be submitted upon delivery and City of Bozeman acceptance of the Framework Vision Plan, including all required deliverables described above. EXCLUSIONS The following services are not included in this scope of work. These items may be added as Additional Services if requested in writing by the City of Bozeman or may be incorporated into a future separate contract (Schematic Design through Construction Administration). Surveying & Technical Documentation • Boundary survey • Topographic survey • Utility survey or utility locating • Subsurface investigation or geotechnical borings Environmental Testing & Remediation • Phase II Environmental Site Assessment (ESA) • Soil sampling, groundwater sampling, geophysical testing • Additional environmental reporting, permitting, or mitigation • Remediation design or construction oversight • Tree planting, grading, excavation, or any subsurface disturbance within the AUL/CREC zone Engineering • Civil engineering design • Stormwater engineering, drainage calculations, or hydrologic modeling • Structural engineering • Electrical engineering • Mechanical engineering • Infrastructure design (roads, utilities, lighting, etc.) Architecture 494 PORT | Philadelphia + Chicago | porturbanism.com 7 • Architectural design for buildings or structures • Rehabilitation or adaptive reuse assessments of homestead structures • Architectural programming beyond what is included in the master plan Regulatory & Permitting • Permitting (local, state, or federal) • Zoning documents, entitlements, or approvals • Traffic impact studies or formal transportation modeling Construction-Related Services • Construction Documentation (CDs) • Schematic Design, Design Development, or Construction Administration (CA) • Construction phasing plans beyond planning-level recommendations • Cost estimating Community Engagement • Additional public meetings beyond the those described included in the scope above • Production of promotional materials or paid media • Translation services (unless added as additional scope) Specialty Studies • Archaeological assessments • Historic preservation or structural analysis of outbuildings • Cultural landscape reports • Art master planning or interpretive exhibit design Other Excluded Services • Advanced modeling (Fully developed 3D models, VR environments, animations) • Photorealistic renderings beyond master plan-level graphics • Land appraisal or real estate consulting • Grant writing ADDITIONAL SERVICES Any scope items requested by the City of Bozeman that are not included in Tasks 1–5 will be considered Additional Services and billed on a time-and-materials basis. Additional Services will only proceed with written City authorization. PORT 2026 Hourly Rates: Partner $265 Associate Principal/PM $210 Associate/Design Professional $165 Designer $130 495 PORT | Philadelphia + Chicago | porturbanism.com 8 RIO ASE 2026 Hourly Rates Geomorphologist $193 Civil Engineer $193 Please let us know if you have any questions, or if adjustments are needed prior to finalization. We couldn’t be more excited to get started on this most important project for the City of Bozeman and SeeBozemanCreek! Sincerely, Christopher Marcinkoski, AIA, ASLA (Hon.), FAAR Partner PORT marcinkoski@porturbanism.com 617.966.0081 (mobile) | 215.606.4748 (office) Attachment 01: 25_1210_PORT_Bozeman Creek Vision Plan_Proposal.pdf 496 1 January 8, 2026 Bozeman Creek Vision Planning Proposed Work Schedule WEEK OF 5-Jan 12-Jan 19-Jan 26-Jan 2-Feb 9-Feb 16-Feb 23-Feb 2-Mar 9-Mar 16-Mar 23-Mar 30-Mar 6-Apr 13-Apr 20-Apr 27-Apr 4-May 11-May 18-May 25-May 1-Jun 8-Jun 15-Jun 22-Jun 29-Jun 6-Jul 13-Jul 20-Jul 27-Jul 3-Aug 10-Aug 17-Aug 24-Aug 31-Aug 7-Sep 14-Sep 21-Sep 28-Sep 5-Oct 12-Oct 19-Oct 26-Oct 2-Nov 9-Nov 16-Nov 23-Nov 30-Nov 7-Dec 14-Dec 21-Dec 28-Dec ACTIVE WORK WEEKS 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 1.0 Task 1: Project Coordination (duration of project) 1.1 Kick-Off Meeting (virtual) + Establishment of Project Coordination Protocols vm 1.2 Project Site Walk and Initial Stakeholder Meetings M 1.3 Bi-Weekly City + SBC Project Management Calls (virtual)S CC vm vm vm vm vm vm vm vm vm vm vm vm CE4 vm vm CC vm CE5 vm vm 1.4 In-Person Steering Committee/Stakeholder Meetings (TBC as part of Task 2)S CC M CE1 M M S CC M CE3 S M CE4 CC M CE5 M 2.0 Task 2: Public Outreach + Engagement Program (duration of project) 2.1 Public Outreach Program Development S S S S 2.2 Project Website Surveys (TBC based upon Task 2.1)WS1 WS2 WS3 WS4 WS5 FWS 2.3 Community Events (TBC based upon Task 2.1)CC CE CE CE CE CE 3.0 Task 3: Existing Conditions Assessment & Analysis 3.1 Existing Document Review + Synthesis 3.2 Existing Site Conditions Documentation + Analysis 3.3 Literature Review + Peer Project Analysis 3.4 Opportunities + Constraints Recommendations 3.5 Client/Steering Committee Task 3 Presentation TP 4.0 Task 4: Approach Alternatives + DRAFT Vision Statement 4.1 Potential Project Areas Identification + Evaluation 4.2 Project Area Prioritization 4.3 Development of DRAFT Framework (Vision) Plan 4.4 Development of DRAFT Project Vision Statement 4.5 Client/Steering Committee Task 4 Presentation TP 5.0 Task 5: FINAL Framework (Vision) Plan + Vision Statement 5.1 Framework (Vision) Plan Revisions 5.2 Priority Project(s) Development 5.3 Implementation Recommendations 5.4 Potential Funding Approaches 5.5 Preparation of Final Framework (Vision) Plan Report + Presentation 5.6 City Commission Presentation + Approval FP vm WS M CE FP Q1 Q2 Q3 Q4 2026 16 weeks 15weeks 16 weeks 47 weeks 47 weeks Virtual Meeting Web Survey Community Event Final Commission Presentation In-person Meeting or Presentation 497 Page 1 of 13 REQUEST FOR PROPOSALS (RFP) BOZEMAN CREEK VISION PLAN CITY OF BOZEMAN Bozeman, MT City of Bozeman PO Box 1230 Bozeman, MT 59771-1230 November 2025 498 NOTICE IS HEREBY given that the City of Bozeman (City) is seeking proposals from firms to provide professional services resulting in the development of a plan to guide opportunities for the revitalization of urbanized areas of Bozeman Creek, including the development of a community vision, along with recommendations to improve ecological health, provide access to parks & trails, celebrate natural heritage, promote economic development, and mitigate flood hazards. Copies of the request for qualifications and request for proposals are available on the City’s website at https://www.bozeman.net/departments/administration/city-clerk/bids-rfps-rfqs. All proposals must be provided as a single, searchable PDF document file and be submitted digitally as an email attachment to the RFP Recipient email address below. Respondents are advised that Recipient’s email attachment size limit is 25MB and that only one PDF file will be allowed per response. The subject line of the transmittal email shall clearly identify the RFP title, company name and due date/time. File sizes greater than 25MB in size may be uploaded to bzncloud.bozeman.net upon special arrangement of the Recipient; however, it is the respondent’s sole responsibility to ensure the file upload is completed, and that the Recipient is separately notified via email of same, prior to the given deadline. Deliver RFPs via email to the City Clerk by December 10, 2025 at 3:00 p.m. MST. It is the sole responsibility of the proposing party to ensure that proposals are received prior to the closing time as late submittals will not be accepted and will be returned unopened. The email address for submission is: procurement@bozeman.net NON-DISCRIMINATION AND EQUAL PAY The City of Bozeman is an Equal Opportunity Employer. Discrimination in the performance of any agreement awarded under this RFP on the basis of race, color, religion, creed, sex, age, marital status, national origin, or actual or perceived sexual orientation, gender identity or disability is prohibited. This prohibition shall apply to the hiring and treatment of the awarded entity’s employees and to all subcontracts. As such, each entity submitting under this notice shall include a provision wherein the submitting entity, or entities, affirms in writing it will not discriminate on the basis of race, color, religion, creed, sex, age, marital status, national origin, or because of actual or perceived sexual orientation, gender identity or disability and which also recognizes the eventual contract will contain a provision prohibiting discrimination as described above and that this prohibition on discrimination shall apply to the hiring and treatment of the submitting entity’s employees and to all subcontracts. In addition, pursuant to City Commission Resolution 5169, the entity awarded a contract under this RFP and any subcontractors must abide by the Equal Pay Act of 1963 and Section 39-3-104, MCA (the Montana Equal Pay Act), and affirm it will abide by the above and that it has visited the 499 State of Montana Equal Pay for Equal Work “best practices” website, or equivalent “best practices publication and has read the material. Any administrative questions regarding proposal procedures should be directed to: Mike Maas, City Clerk (406) 582-2321, procurement@bozeman.net. Questions relating to the RFQ should be directed to: Jon Henderson, Assistant City Manager, (406) 582-2250, jon.henderson@bozeman.net. DATED at Bozeman, Montana, this November 19, 2025. Mike Maas City Clerk City of Bozeman For publication on: Saturday, November 22, 2025 Saturday, November 29, 2025 500 I. INTRODUCTION The City of Bozeman (Owner), is seeking proposals from qualified firms (Consultant) to provide professional services resulting in the development of a plan to guide opportunities for the revitalization of urbanized areas of Bozeman Creek, including the development of a community vision, along with recommendations to improve ecological health, provide access to parks & trails, celebrate natural heritage, promote economic development, and mitigate flood hazards. This RFP shall not commit the Owner to enter into an agreement, to pay any expenses incurred in preparation of any response to this request, or to procure or contract for any supplies, goods or services. The Owner reserves the right to accept or reject all responses received as a result of this RFP if it is in the Owner’s best interest to do so. Once a firm is selected, the Owner will work with the Consultant to negotiate a final scope before entering into a contract. A total budget of $150,000 has been allocated to the project. This procurement is governed by the laws of the State of Montana and venue for all legal proceedings shall be in the 18th Judicial District Court, Gallatin County. By offering to perform services under this RFP, all Submitters agree to be bound by the laws of the State of Montana and of the Owner, including, but not limited to, applicable wage rates, payments, gross receipts taxes, building codes, equal opportunity employment practices, safety, non-discrimination, etc. II. PROJECT BACKGROUND AND DESCRIPTION The City Commission approved Resolution 5626 on August 6th, 2024 adopting the Bozeman Creek Vision Plan as a Commission priority to increase ecological health, provide better connectivity, celebrate natural heritage, promote economic development, and mitigate flood hazards within urbanized sections of Bozeman Creek within city limits. This project builds on previous work such as the 2012 Bozeman Creek Enhancement Plan, the 2020 Bozeman Creek Analysis Technical Assistance Grant Report, and the 2023 Gallatin Valley Sensitive Lands Protection Plan, among other previous efforts. The Bozeman Creek Vision Plan will provide a valuable tool in support of the following goals: • Enhance flood mitigation efforts • Improve water quality • Increase access and connectivity to parks & trails • Support economic development opportunities • Strengthen community connection to a vital resource The local grassroots organization SeeBozemanCreek has led significant efforts over the past two years to solicit public interest surrounding this topic. The City intends to coordinate extensively with this group to further community input as a model for how local government can leverage 501 the strength of partnerships to collaborate towards shared goals with a wide range of constituents. The City has also commissioned the 2025 Bozeman Creek Flood Mitigation and Reclamation PER as a preliminary review of flood hazards along Bozeman Creek, which will provide the foundation for flood mitigation efforts. The Bozeman Creek Vision Plan may be approved as part of the City’s land use plan and will be evaluated according to the Montana Land Use Planning Act as needed. III. SCOPE OF SERVICES 1) Community Vision Overview: Robust community engagement will be critical in helping shape the overall vision for Bozeman Creek through a diverse and inclusive process. Deliverable: The selected Consultant will lead both constituent and public engagement efforts, relying on a variety of both in-person and virtual formats to capture input used to develop a vision for the creek. Details: a. An overall vision statement shall be developed to guide the overall effort. b. The Consultant shall work with the SeeBozemanCreek organization to further grassroots engagement efforts as described in Attachment B. c. The Consultant shall work with the City’s Communications team to leverage existing tools (e.g., Engage.Bozeman.net, social media channels, etc.). d. A variety of survey methods shall be used to collect objective input. e. Attachment C lists internal and external partners to be included in the process. 2) Literature Review Overview: Emerging studies and lessons learned from other communities shall be used to guide recommendations, in addition to existing and future code regulations. Deliverable: The selected Consultant shall review peer communities who have had success in similar efforts, in addition to a review of both past and current City plans, including but not limited to those listed in Section II. Details: a. Case studies from other communities shall be documented. b. A review shall be conducted of the City’s existing Unified Development Code for areas that may be considered for revision in support of future recommendations. c. A review of property along Bozeman Creek shall be conducted for consideration of future parkland development and trail connectivity, including art & cultural installations. d. Conflicts between currently adopted plans shall be documented and prioritized for revision. 3) Project Recommendations 502 Overview: Specific project recommendations shall be developed in support of all goals listed in Section II. Deliverable: The selected Consultant will develop project recommendations for potential improvements throughout the areas of interest. Details: a. The definitions regarding management emphasis for specific reaches as described in Appendix B of the 2012 Bozeman Creek Enhancement Plan shall be utilized as a framework for delineating improvements as appropriate. b. The selected Consultant shall build from the recently completed Flood Mitigation and Reclamation Preliminary Engineering Report in a way that supports compatibility with the proposed alternatives. c. Visual renderings describing project recommendations throughout a number of specific locations shall be developed to assist in communicating representational ideas for proposed improvements. d. Concept designs are intended to be high-level only. 4) Policy Recommendations Overview: Specific policy and program recommendation shall be developed to further both regulatory and non-regulatory efforts. Deliverable: The selected Consultant shall provide a comprehensive set of recommendations that accomplish specific goals with measurable outcomes. Details: a. Feedback provided during public engagement efforts shall be used to inform a diverse set of recommendations that will support contrasting interests. b. Policy and program recommendations must be delivered with reference to the agency or jurisdiction who oversees final decision making authority. c. Recommendations must be consistent with adopted plans and laws, including but not limited to, the Montana Subdivision and Platting Act. 5) Funding Strategies Overview: Long-term funding strategies shall be researched and documented to assist in the future implementation of project recommendations. Deliverable: The selected Consultant will provide a comprehensive set of funding strategies to achieve the goals listed in Section II. Details: a. Project recommendations shall include context to funding requirements and address triple-bottom-line needs where appropriate. b. Partnership opportunities for advancing long term goals shall be presented, including concepts for future community campaigns. 6) Final Document Overview: The final document will be approved by the City Commission. Deliverable: The seleted Consultant shall provide a final deliverable in the form of a written report. 503 Details: c. The selected Consultant shall work with the Owner to develop a document that is well organized and user friendly. d. The selected Consultant may consider complementary digital and spatial solutions such as Story Maps (example: Cherry Creek Major Drainageway Plan) e. All final deliverables shall be ADA compliant. IV. PROPOSAL REQUIREMENTS Executive Summary Please include general information about the firm, such as: description of services offered, total years in business, number of employees, office locations, basic qualifications and name, phone number and email for authorized conact concerning the proposal. Project Approach Provide a description of your proposed solution and an outline detailing your approach and concept for accomplishing this project. Address any time or commitments you see City personnel needing to provide. Methods of Coordination with SeeBozemanCreek Provide a description of your proposed methods of coordination with SeeBozemanCreek as described in Attachment B. Experience with Projects of Similar Size and Design Provide a list of a minimum of three (3) similar and relevant projects, together with information on the project scope, common issues and services provided. Firm’s Qualifications Provide the name of individuals that will be involved in the Bozemn Creek Vision Plan project, their relevant experience and the role they will play, including present and projected workloads. Proposed Schedule Provide details on the amount of time needed to complete the project. Reference Attachment C for a proposed overall timeline. Price Proposal 504 Provide an overall budget. Describe your preferred fee structure rates. Describe factors significant to determining project budget. References Provide detailed contact information for at least five (5) projects undertaken by your firm within the past five years. Affirmation of Nondiscrimination (see Attachment A) Non-completion of the Affirmation of Nondiscrimination is cause for disqualification of firms. V. TIMELINES, DELIVERY DEADLINE, AND INSTRUCTIONS EVENT DATE/TIME Publication dates of RFP Saturday, November 22, 2025 Saturday, November 29, 2025 Deadline for receipt of proposals Wednesday, December 10, 2025 Evaluation of proposals Thursday, December 18, 2025 Selection of consultant Friday, December 19, 2025 With the exception of the advertising dates and advertised due date, the City reserves the right to modify the above timeline. Deliver RFPs via email to the City Clerk (procurement@bozeman.net) by December 10, 2025 at 3:00 p.m. MST. It is the sole responsibility of the proposing party to ensure that proposals are received prior to the closing time as late submittals will not be accepted and will be returned unopened. All proposals must be provided as a single, searchable PDF document file and be submitted digitally as an email attachment to the RFP Recipient email address agenda@bozeman.net. Respondents are advised that Recipient’s email attachment size limit is 25MB and that only one PDF file will be allowed per response. The subject line of the transmittal email shall clearly identify the RFP title, company name and due date/time. File sizes greater than 25MB in size may be uploaded to bzncloud.bozeman.net upon special arrangement of the Recipient; however, it is the respondent’s sole responsibility to ensure the file upload is completed, and that the Recipient is separately notified via email of same, prior to the given deadline. VI. AMENDMENTS TO SOLICITATION Any interpretation or correction of this request will be published on the City’s webpage. The deadline for questions related to this document is 5:00 p.m. MST on December 4, 2025. VII. CONTACT INFORMATION 505 Any administrative questions regarding proposal procedures should be directed to: Mike Maas, City Clerk, (406) 582-2321, procurement@bozeman.net Questions relating to the scope of services should be directed to: Jon Henderson, Assistant City Manager, (406) 582-2250, jon.henderson@bozeman.net. VIII. SELECTION PROCEDURE A review committee will evaluate all responses to the RFP that meet the submittal requirements and deadline. Submittals that do not meet the requirement or deadline will not be considered. The review committee will rank the proposals and may arrange interviews with the finalist(s) prior to selection. Selection may be made directly based on the written RFP submission. If interviews occur, the selection of finalists to be interviewed will be made by a selection committee representing the City of Bozeman. The selection of interview candidates will be based on an evaluation of the written responses to the RFPs. Once a firm is selected, the Owner will work with the Consultant to negotiate a final scope before entering into a contract. All submitted proposals must be complete and contain the information required as stated in the "Request for Proposals.” IX. SELECTION CRITERIA Proposals will be evaluated by the Selection Committee who will individually score them out of a total of 100 possible points based on the criteria below.The scoring criteria and possible point values are: 1. Project Approach: Possible Points: 35 2. Methods of Coordination with SeeBozemanCreek: Possible Points: 15 3. Respondent’s experience with projects of similar size and design: Possible Points: 25 4. Firm’s Qualifications: 506 Possible Points: 15 5. Price Proposal: Possible Points: 10 X. FORM OF AGREEMENT The Contractor will be required to enter into a contract with the City in substantially the same form as the professional services agreement attached as Attachment D. XI. CITY RESERVATION OF RIGHTS / LIABILITY WAIVER All proposals submitted in response to this RFP become the property of the City and public records and, as such, may be subject to public review. A SUBMISSION IN RESPONSE TO THIS REQUEST FOR QUALIFICATIONS CONFERS NO RIGHTS UPON ANY RESPONDENTS AND SHALL NOT OBLIGATE THE CITY IN ANY MANNER WHATSOEVER. THE CITY RESERVES THE RIGHT TO MAKE NO AWARD AND TO SOLICIT ADDITIONAL REQUEST FOR QUALIFICATIONS AT A LATER DATE. A. This RFP may be canceled or any or all responses may be rejected in whole or in part, as specified herein, when it is in the best interests of the City. If the City cancels or revises this RFP, all Respondents who submitted will be notified using email. B. The City reserves the right to accept or reject any and all proposals; to add or delete items and/or quantities; to amend the RFP; to waive any minor irregularities, informalities, or failure to conform to the RFP; to extend the deadline for submitting proposals; to postpone award for up to 60 days; to award one or more contracts, by item or task, or groups of items or tasks, if so provided in the RFP and if multiple awards or phases are determined by the City to be in the public interest. C. The City of Bozeman reserves the right to reject the proposal of any person/firm who previously failed to perform properly to the satisfaction of the City of Bozeman, or complete on time agreements of similar nature, or to reject the proposal of any person/firm who is not in a position to perform such an agreement satisfactorily as determined by the City of Bozeman. D. The City of Bozeman reserves the right to determine the best qualified Contractor and negotiate a final scope of service and cost, negotiate a contract with another Contractor if an agreement cannot be reached with the first selected Contractor, or reject all proposals. 507 E. The professional services contract between the City of Bozeman and the successful Contractor will incorporate the Contractor's scope of service and work schedule as part of the agreement (see Attachment D for form of professional services agreement. The professional services agreement presented to the Contractor may differ from this form as appropriate for the scope of services). F. This RFP does not commit the City to award a contract. The City assumes no liability or responsibility for costs incurred by firms in responding to this request for proposals or request for interviews, additional data, or other information with respect to the selection process, prior to the issuance of an agreement, contract or purchase order. The Contractor, by submitting a response to this RFP, waives all right to protest or seek any legal remedies whatsoever regarding any aspect of this RFP. G. The City reserves the right to cancel, in part or in its entirety, this RFP including, but not limited to: selection procedures, submittal date, and submittal requirements. If the City cancels or revises this RFP, all Contractors who submitted proposals will be notified using email. H. Projects under any contract are subject to the availability of funds. XII. NONDISCRIMINATION AND EQUAL PAY POLICY The City of Bozeman requires each entity submitting under this notice shall affirm, on a separate form provided, that it will not discriminate on the basis of race, color, religion, creed, sex, age, marital status, national origin, or because of actual or perceived sexual orientation, sexual preference, gender identity, or disability in fulfillment of a contract entered into for the services identified herein and that this prohibition on discrimination shall apply to the hiring and treatment of the submitting entity’s employees and to all subcontracts it enters into in the fulfillment of the services identified herein. Failure to comply with this requirement shall be cause for the submittal to be deemed nonresponsive. The City also requires each entity submitting under this notice shall affirm it will abide by the Equal Pay Act of 1963 and Section 39-3-104, MCA (the Montana Equal Pay Act), and has visited the State of Montana Equal Pay for Equal Work “best practices” website, or equivalent “best practices publication and has read the material. XIII. MISCELLANEOUS A. No Oral Agreements. No conversations or oral agreements with any officer, employee, or agent of the City shall affect or modify any term of this solicitation. Oral communications or any written/email communication between any person and City officer, employee or agent shall not be considered binding. B. No Partnership/Business Organization. Nothing in this solicitation or in any subsequent agreement, or any other contract entered into as a result of this solicitation, shall 508 constitute, create, give rise to or otherwise be recognized as a partnership or formal business organization of any kind between or among the respondent and the City. C. Employment Restriction and Indemnity. No person who is an owner, officer, employee, contractor, or consultant of a respondent shall be an officer or employee of the City. No rights of the City’s retirement or personnel rules accrue to a respondent, its officers, employees, contractors, or consultants. Respondents shall have the responsibility of all salaries, wages, bonuses, retirement, withholdings, worker’s compensation and occupational disease compensation, insurance, unemployment compensation other benefits and taxes and premiums appurtenant thereto concerning its officers, employees, contractors, and consultants. Each Respondent shall save and hold the City harmless with respect to any and all claims for payment, compensation, salary, wages, bonuses, retirement, withholdings, worker’s compensation and occupational disease compensation, insurance, unemployment compensation other benefits and taxes and premiums in any way related to each respondent’s officers, employees, contractors and consultants. D. Accessibility. Upon reasonable notice, the City will provide assistance for those persons with sensory impairments. For further information please contact the ADA Coordinator Mike Gray at 406-582-3232 or the City’s TTY line at 406-582-2301. E. Procurement. When discrepancies occur between words and figures in this solicitation, the words shall govern. No responsibility shall attach to a City employee for the premature opening of an RFP not properly addressed and identified in accordance with these documents. F. Governing Law. This solicitation and any disputes arising hereunder or under any future agreement shall be governed and construed and enforced in accordance with the laws of the State of Montana, without reference to principles of choice or conflicts of laws. XIV. ATTACHMENTS The following exhibits are incorporated in this RFP: Attachment A: Non-Discrimination Affirmation Attachment B: SeeBozemanCreek Declaration of Intent Attachment C: Community Engagement Plan Attachment D: Form of Professional Services Agreement END OF RFP 509 Attachment A NONDISCRIMINATION AND EQUAL PAY AFFIRMATION ____________________________________(name of entity submitting) hereby affirms it will not discriminate on the basis of race, color, religion, creed, sex, age, marital status, national origin, or because of actual or perceived sexual orientation, gender identity or disability and acknowledges and understands the eventual contract will contain a provision prohibiting discrimination as described above and this prohibition on discrimination shall apply to the hiring and treatments or proposer’s employees and to all subcontracts. In addition, ____________________________________(name of entity submitting) hereby affirms it will abide by the Equal Pay Act of 1963 and Section 39-3-104, MCA (the Montana Equal Pay Act), and has visited the State of Montana Equal Pay for Equal Work “best practices” website, https://equalpay.mt.gov/BestPractices/Employers, or equivalent “best practices publication and has read the material. ______________________________________ Name and title of person authorized to sign on behalf of submitter 510 SeeBozemanCreek (SBC) is a citizens group on a mission to create a vision for Bozeman Creek. The group consists of designers, engineers, scientists, conservationists, advocates and artists. Since 2020, participants have given hours of their time and expertise, expecting little in return other than progress toward a shared vision. Years of building mutual trust and respect has resulted in a new model of collaboration between the City of Bozema, its elected leaders and SBC. We have leveraged the strength of those relationships to collaborate towards shared goals with a wide range of constituents. Our goal is to find inventive ways to engage with the community on matters of significant importance and earn citizens' trust in the process. Therefore, it is our intent to play a pivotal role in this project by: a.Facilitating the Community Engagement Plan as an inclusive and ongoing process that relies on the two-way exchange of information, ideas, and expertise between the public and the City of Bozeman to solve problems and make sustainable decisions. b.Abiding by the city’s decision-making process that provides the public with balanced and objective information and assist them in understanding the problem, alternatives, opportunities and/or solutions. c.Gathering community input by coordinating with consultants and the city to advance grassroots engagement efforts; d.Reaching out to local stakeholder groups such as Advisory Boards, Associations and Councils; e.Developing strategic partnerships with public institutions and private businesses; f.Providing these and other services to the consultants through formal arrangements. + + + Contact: steve@seebozemancreek.org Attachment B 511 COMMUNITY ENGAGEMENT PLAN Community Engagement is an inclusive and ongoing process that relies on the two-way exchange of information, ideas, and expertise between the public and the City of Bozeman to solve problems and make sustainable decisions. Project Overview Project Title: Bozeman Creek Vision Plan Project Leads: provide brief explanation of the responsibilities or task each lead will handle. •Jon Henderson, Assistant City Manager, Project Manager C.E. Purpose/Background: The City Commission approved Resolution 5626 on August 6th, 2024 adopting the Bozeman Creek Vision Plan as a Commission priority to increase ecological health, provide better connectivity, celebrate natural heritage, promote economic development, and mitigate flood hazards within urbanized sections of Bozeman Creek. This project builds on previous work such as the 2012 Bozeman Creek Enhancement Plan, the 2020 Bozeman Creek Analysis Technical Assistance Grant Report, and the 2023 Gallatin Valley Sensitive Lands Protection Plan, among other important efforts. The Bozeman Creek Vision Plan will provide a valuable resource in support of the following goals: •Enhance flood mitigation efforts •Improve water quality •Increase access and connectivity to parks & trails •Support economic development opportunities •Strengthen community connection to a vital resource Significant effort has taken place over the past two years to solicit public interest surrounding this topic, thanks to the local grassroots organization SeeBozemanCreek. The City intends to coordinate extensively with this group to further community input as a model for how local government can leverage the strength of partnerships to collaborate towards shared goals with a wide range of constituents. The City has also commissioned the 2025 Bozeman Creek Flood Mitigation and Reclamation PER as a preliminary review of flood hazards along Bozeman Creek, which will provide the foundation for flood mitigation efforts. The Bozeman Creek Vision Plan may be approved as part of the City’s land use plan and will be evaluated according to the Montana Land Use Planning Act as needed. Key Terms: identify and define jargon, acronyms, or other technical terms that need to be re-worded or clarified in communication and engagement with the public. •Alternatives – Potential measures that the City and/or its partners could implement to improve conditions •Bozeman Creek – Watercourse generally defined within City Limits (i.e., area of interest) •PER – Preliminary Engineering Report, focused on flood hazard mitigation Attachment C 512 Key Partners: kickstart your community mapping process here. Identify who the decision maker is. Internal • City Commission (Decision maker) • City Manager Office • Communications Division • Legal Department • Engineering Division • Stormwater Division • Sustainability Division • Parks & Recreation Department • Economic Development Department • Community Development Department Advisory Boards • Urban Parks & Forestry Citizen Advisory Board • Economic Vitality Citizen Advisory Board • Sustainability Citizen Advisory Board • Historic Preservation Citizen Advisory Board • Community Development Citizen Advisory Board • Downtown Urban Renewal District • Downtown Business Improvement District External • SeeBozemanCreek • General Public • Downtown Bozeman Partnership & Business Owners • Private Landowners Along Bozeman Creek • Northeast Neighborhood Association • Bogert Park Neighborhood Association • Bozeman Creek Neighborhood Association • Inter Neighborhood Council • Development Community • Gallatin Watershed Council • Gallatin Local Water Quality District • Gallatin Conservation District • Gallatin Valley Land Trust • Trust for Public Lands • Montana Land Reliance • Sacajawea Audubon Society • Montana Department of Transportation • Montana Department of Natural Resources and Conservation • Montana Department of Environmental Quality 513 Define Decision Making Decision making is at the core of how we plan for community engagement. Clarity on what decision will be made, who will make them, and what information will be considered throughout the process is essential. Many decisions are made throughout a given City project. Our approach calls on project teams to consider which decisions are already made, and which decisions can be made more sustainable by engaging the community. Which decisions the public will contribute to specifically must be clarified at the outset of the engagement planning process. Next, the public must be equipped with the right information and tools to contribute to a given decision. 1. At what stage(s) in the decision-making process is the public being asked to participate (see graphic)? Public engagement will occur during the “Define the problem / opportunity and decision to be made” stage, the “Establish decision criteria” stage, and the “Evaluation alternatives” stage. The public will also have opportunities to provide input during the adoption process. 2. What decision(s) needs to be made? What decisions have already been made? Decisions related to the overall scope and extent of alternatives will need to be made before final adoption. While no specific decisions have already been made, it’s important to note that State law and local codes may have significant influence on near-term recommendations, whereas findings from the plan will be used to inform opportunities for future legislation. 3. Who is the final decision maker? Does this engagement plan require formal Commission approval? The City Commission will have final decision-making authority with consideration of legal criteria, community input, staff recommendation, and Citizen Advisory Board recommendations. 514 Level of Community Engagement: Inform, Consult, Involve, Collaborate. After there is clarity on the decision and how the public will participate in the decision-making process, the level of engagement is determined. The engagement spectrum outlines different levels of engagement and helps determine how the community will contribute to the process and what the expectations are for achieving a given level of engagement. Throughout any level of engagement, one- way communications will occur to provide the community with the resources and information they need to contribute effectively. 515 Project Timeline See the example text in red below and adjust per your project, including how and when engagement efforts will occur. Include HOW you will engage groups listed in the Key Partners section. Timeline: October • Project Phase: Project introduction • Actions: Provide Special Presentation to City Commission • Tools and Techniques: Community Engagement Plan, Engage Bozeman project page, social media posts Timeline: November - December • Project Phase: Professional services solicitation • Actions: Approve Resolution adopting Community Engagement Plan, publish Request for Proposals (RFP), select qualified consultant • Tools and Techniques: RFP, City procurement process Timeline: January • Project Phase: Scope development • Actions: Finalize scope of services with consultant, approve contract, schedule community engagement • Tools and Techniques: Professional Services Agreement (PSA), scope/schedule/fee, calendar invitations, emails to community partners Timeline: February - May • Project Phase: Community engagement, literature review • Actions: Meet with the public, citizen advisory boards, and external partners to develop overall vision for the plan, review local code requirements and case studies from other communities • Tools and Techniques: Engage Bozeman, in person meetings, email and social media posts, survey(s), press release ahead of engagement push 516 Timeline: June - August • Project Phase: Document drafting • Actions: Summarize engagement and develop draft plan with concept designs, develop recommended policy and alternatives to include long-term sustainable funding strategies • Tools and Techniques: Engage Bozeman, publish draft plan for review Timeline: September - October • Project Phase: Project recommendation • Actions: Public hearings at Citizen Advisory Boards and recommendation to the City Commission • Tools and Techniques: Engage Bozeman, public notice, email and social media posts Timeline: November • Project Phase: Project approval • Actions: Public hearing at City Commission and approval of Resolution of adoption • Tools and Techniques: Engage Bozeman, public notice, email and social media posts Engagement Wrap-up 1. How will you show what you heard from members of the public and how public input has influenced the plan? Adoption presentation to the City Commission will include a summary of where public input helped shape final outcomes. 2. How will you go about evaluating the success of the engagement effort? Examples: measuring community response to engagement efforts, group meetings following engagement efforts, etc. The success of public engagement will be measured in the level of support and/or opposition to the final draft during the project approval phases. 517 Professional Services Agreement for Bozeman Creek Vision Plan Page 1 of 11 PROFESSIONAL SERVICES AGREEMENT THIS AGREEMENT is made and entered into this _____ day of ____________, 202__ (“Effective Date”), by and between the CITY OF BOZEMAN, MONTANA, a self-governing municipal corporation organized and existing under its Charter and the laws of the State of Montana, 121 North Rouse Street, Bozeman, Montana, with a mailing address of PO Box 1230, Bozeman, MT 59771, hereinafter referred to as “City,” and, ____________, _______________, hereinafter referred to as “Contractor.” The City and Contractor may be referred to individually as “Party” and collectively as “Parties.” In consideration of the mutual covenants and agreements herein contained, the receipt and sufficiency whereof being hereby acknowledged, the parties hereto agree as follows: 1. Purpose: City agrees to enter this Agreement with Contractor to perform for City services described in the Scope of Services attached hereto as Exhibit A and by this reference made a part hereof. 2. Effective Date: This Agreement is effective upon the Effective Date. 3. Scope of Services: Contractor will perform the work and provide the services in accordance with the requirements of the Scope of Services. For conflicts between this Agreement and the Scope of Services, unless specifically provided otherwise, the Agreement governs. 4. Payment: City agrees to pay Contractor the amount specified in the Scope of Services. Any alteration or deviation from the described services that involves additional costs above the Agreement amount will be performed by Contractor after written request by the City, and will become an additional charge over and above the amount listed in the Scope of Services. The City must agree in writing upon any additional charges. 5. Contractor’s Representations: To induce City to enter into this Agreement, Contractor makes the following representations: a. Contractor has familiarized itself with the nature and extent of this Agreement, the Scope of Services, and with all local conditions and federal, state and local laws, ordinances, rules, and regulations that in any manner may affect cost, progress or performance of the Scope of Services. 518 Professional Services Agreement for Bozeman Creek Vision Plan Page 2 of 11 b. Contractor represents and warrants to City that it has the experience and ability to perform the services required by this Agreement; that it will perform the services in a professional, competent and timely manner and with diligence and skill; that it has the power to enter into and perform this Agreement and grant the rights granted in it; and that its performance of this Agreement shall not infringe upon or violate the rights of any third party, whether rights of copyright, trademark, privacy, publicity, libel, slander or any other rights of any nature whatsoever, or violate any federal, state and municipal laws. The City will not determine or exercise control as to general procedures or formats necessary to have these services meet this warranty. 6. Independent Contractor Status/Labor Relations: The parties agree that Contractor is an independent contractor for purposes of this Agreement and is not to be considered an employee of the City for any purpose. Contractor is not subject to the terms and provisions of the City’s personnel policies handbook and may not be considered a City employee for workers’ compensation or any other purpose. Contractor is not authorized to represent the City or otherwise bind the City in any dealings between Contractor and any third parties. Contractor shall comply with the applicable requirements of the Workers’ Compensation Act, Title 39, Chapter 71, Montana Code Annotated (MCA), and the Occupational Disease Act of Montana, Title 39, Chapter 71, MCA. Contractor shall maintain workers’ compensation coverage for all members and employees of Contractor’s business, except for those members who are exempted by law. Contractor shall furnish the City with copies showing one of the following: (1) a binder for workers’ compensation coverage by an insurer licensed and authorized to provide workers’ compensation insurance in the State of Montana; or (2) proof of exemption from workers’ compensation granted by law for independent contractors. In the event that, during the term of this Agreement, any labor problems or disputes of any type arise or materialize which in turn cause any services to cease for any period of time, Contractor specifically agrees to take immediate steps, at its own expense and without expectation of reimbursement from City, to alleviate or resolve all such labor problems or disputes. The specific steps Contractor shall take shall be left to the discretion of Contractor; provided, however, that Contractor shall bear all costs of any related legal action. Contractor shall provide immediate relief to the City so as to permit the services to continue at no additional cost to City. Contractor shall indemnify, defend, and hold the City harmless from any and all claims, demands, costs, expenses, damages, and liabilities arising out of, resulting from, or occurring in connection with any labor problems or disputes or any delays or stoppages of work associated with such problems or disputes. 519 Professional Services Agreement for Bozeman Creek Vision Plan Page 3 of 11 7. Indemnity/Waiver of Claims/Insurance: For other than professional services rendered, to the fullest extent permitted by law, Contractor agrees to release, defend, indemnify, and hold harmless the City, its agents, representatives, employees, and officers (collectively referred to for purposes of this Section as the City) from and against any and all claims, demands, actions, fees and costs (including attorney’s fees and the costs and fees of expert witness and consultants), losses, expenses, liabilities (including liability where activity is inherently or intrinsically dangerous) or damages of whatever kind or nature connected therewith and without limit and without regard to the cause or causes thereof or the negligence of any party or parties that may be asserted against, recovered from or suffered by the City occasioned by, growing or arising out of or resulting from or in any way related to: (i) the negligent, reckless, or intentional misconduct of the Contractor; or (ii) any negligent, reckless, or intentional misconduct of any of the Contractor’s agents. For the professional services rendered, to the fullest extent permitted by law, Contractor agrees to indemnify and hold the City harmless against claims, demands, suits, damages, losses, and expenses, including reasonable defense attorney fees, to the extent caused by the negligence or intentional misconduct of the Contractor or Contractor’s agents or employees. Such obligations shall not be construed to negate, abridge, or reduce other rights or obligations of indemnity that would otherwise exist. The indemnification obligations of this Section must not be construed to negate, abridge, or reduce any common-law or statutory rights of the City as indemnitee(s) which would otherwise exist as to such indemnitee(s). Contractor’s indemnity under this Section shall be without regard to and without any right to contribution from any insurance maintained by City. Should the City be required to bring an action against the Contractor to assert its right to defense or indemnification under this Agreement or under the Contractor’s applicable insurance policies required below, the City shall be entitled to recover reasonable costs and attorney fees incurred in asserting its right to indemnification or defense but only if a court of competent jurisdiction determines the Contractor was obligated to defend the claim(s) or was obligated to indemnify the City for a claim(s) or any portion(s) thereof. In the event of an action filed against the City resulting from the City’s performance under this Agreement, the City may elect to represent itself and incur all costs and expenses of suit. Contractor also waives any and all claims and recourse against the City, including the right of contribution for loss or damage to person or property arising from, growing out of, or in any way connected with or incident to the performance of this Agreement except “responsibility for [City’s] 520 Professional Services Agreement for Bozeman Creek Vision Plan Page 4 of 11 own fraud, for willful injury to the person or property of another, or for violation of law, whether willful or negligent” as per 28-2-702, MCA. These obligations shall survive termination of this Agreement and the services performed hereunder. In addition to and independent from the above, Contractor shall at Contractor’s expense secure insurance coverage through an insurance company or companies duly licensed and authorized to conduct insurance business in Montana which insures the liabilities and obligations specifically assumed by the Contractor in this Section. The insurance coverage shall not contain any exclusion for liabilities specifically assumed by the Contractor in this Section. The insurance shall cover and apply to all claims, demands, suits, damages, losses, and expenses that may be asserted or claimed against, recovered from, or suffered by the City without limit and without regard to the cause therefore and which is acceptable to the City. Contractor shall furnish to the City an accompanying certificate of insurance and accompanying endorsements in amounts not less than as follows: • Workers’ Compensation – statutory; • Employers’ Liability - $1,000,000 per occurrence; $2,000,000 annual aggregate; • Commercial General Liability - $1,000,000 per occurrence; $2,000,000 annual aggregate; • Automobile Liability - $1,000,000 property damage/bodily injury per accident; and • Professional Liability - $1,000,000 per claim; $2,000,000 annual aggregate. The above amounts shall be exclusive of defense costs. The City shall be endorsed as an additional or named insured on a primary non-contributory basis on the Commercial General, Employer’s Liability, and Automobile Liability policies. The insurance and required endorsements must be in a form suitable to City and shall include no less than a thirty (30) day notice of cancellation or non-renewal. Contractor shall notify City within two (2) business days of Contractor’s receipt of notice that any required insurance coverage will be terminated or Contractor’s decision to terminate any required insurance coverage for any reason. The City must approve all insurance coverage and endorsements prior to the Contractor commencing work. 8. Termination for Contractor’s Fault: 521 Professional Services Agreement for Bozeman Creek Vision Plan Page 5 of 11 a. If Contractor refuses or fails to timely do the work, or any part thereof, or fails to perform any of its obligations under this Agreement, or otherwise breaches any terms or conditions of this Agreement, the City may, by written notice, terminate this Agreement and the Contractor’s right to proceed with all or any part of the work (“Termination Notice Due to Contractor’s Fault”). The City may then take over the work and complete it, either with its own resources or by re-letting the contract to any other third party. b. In the event of a termination pursuant to this Section 8, Contractor shall be entitled to payment only for those services Contractor actually rendered. c. Any termination provided for by this Section 8 shall be in addition to any other remedies to which the City may be entitled under the law or at equity. d. In the event of termination under this Section 8, Contractor shall, under no circumstances, be entitled to claim or recover consequential, special, punitive, lost business opportunity, lost productivity, field office overhead, general conditions costs, or lost profits damages of any nature arising, or claimed to have arisen, as a result of the termination. 9. Termination for City’s Convenience: a. Should conditions arise which, in the sole opinion and discretion of the City, make it advisable to the City to cease performance under this Agreement, the City may terminate this Agreement by written notice to Contractor (“Notice of Termination for City’s Convenience”). The termination shall be effective in the manner specified in the Notice of Termination for City’s Convenience and shall be without prejudice to any claims that the City may otherwise have against Contractor. b. Upon receipt of the Notice of Termination for City’s Convenience, unless otherwise directed in the Notice, the Contractor shall immediately cease performance under this Agreement and make every reasonable effort to refrain from continuing work, incurring additional expenses or costs under this Agreement and shall immediately cancel all existing orders or contracts upon terms satisfactory to the City. Contractor shall do only such work as may be necessary to preserve, protect, and maintain work already completed or immediately in progress. c. In the event of a termination pursuant to this Section 9, Contractor is entitled to payment only for those services Contractor actually rendered on or before the receipt of the Notice of Termination for City’s Convenience. 522 Professional Services Agreement for Bozeman Creek Vision Plan Page 6 of 11 d. The compensation described in Section 9(c) is the sole compensation due to Contractor for its performance of this Agreement. Contractor shall, under no circumstances, be entitled to claim or recover consequential, special, punitive, lost business opportunity, lost productivity, field office overhead, general conditions costs, or lost profits damages of any nature arising, or claimed to have arisen, as a result of the termination. 10. Limitation on Contractor’s Damages; Time for Asserting Claim: a. In the event of a claim for damages by Contractor under this Agreement, Contractor’s damages shall be limited to contract damages and Contractor hereby expressly waives any right to claim or recover consequential, special, punitive, lost business opportunity, lost productivity, field office overhead, general conditions costs, or lost profits damages of any nature or kind. b. In the event Contractor wants to assert a claim for damages of any kind or nature, Contractor shall provide City with written notice of its claim, the facts and circumstances surrounding and giving rise to the claim, and the total amount of damages sought by the claim, within thirty (30) days of the facts and circumstances giving rise to the claim. In the event Contractor fails to provide such notice, Contractor shall waive all rights to assert such claim. 11. Representatives and Notices: a. City’s Representative: The City’s Representative for the purpose of this Agreement shall be Jon Henderson, Assistant City Manager, or such other individual as City shall designate in writing. Whenever approval or authorization from or communication or submission to City is required by this Agreement, such communication or submission shall be directed to the City’s Representative and approvals or authorizations shall be issued only by such Representative; provided, however, that in exigent circumstances when City’s Representative is not available, Contractor may direct its communication or submission to other designated City personnel or agents as designated by the City in writing and may receive approvals or authorization from such persons. b. Contractor’s Representative: The Contractor’s Representative for the purpose of this Agreement shall be _____________________ or such other individual as Contractor shall designate in writing. Whenever direction to or communication with Contractor is required by this Agreement, such direction or communication shall be directed to Contractor’s Representative; provided, however, that in exigent circumstances when Contractor’s Representative is not available, City may direct its direction or communication 523 Professional Services Agreement for Bozeman Creek Vision Plan Page 7 of 11 to other designated Contractor personnel or agents. c. Notices: All notices required by this Agreement shall be in writing and shall be provided to the Representatives named in this Section. Notices shall be deemed given when delivered, if delivered by courier to Party’s address shown above during normal business hours of the recipient; or when sent, if sent by email or fax (with a successful transmission report) to the email address or fax number provided by the Party’s Representative; or on the fifth business day following mailing, if mailed by ordinary mail to the address shown above, postage prepaid. 12. Permits: Contractor shall provide all notices, comply with all applicable laws, ordinances, rules, and regulations, obtain all necessary permits, licenses, including a City of Bozeman business license, and inspections from applicable governmental authorities, and pay all fees and charges in connection therewith. 13. Laws and Regulations: Contractor shall comply fully with all applicable state and federal laws, regulations, and municipal ordinances including, but not limited to, all workers’ compensation laws, all environmental laws including, but not limited to, the generation and disposal of hazardous waste, the Occupational Safety and Health Act (OSHA), the safety rules, codes, and provisions of the Montana Safety Act in Title 50, Chapter 71, MCA, all applicable City, County, and State building and electrical codes, the Americans with Disabilities Act, and all non-discrimination, affirmative action, and utilization of minority and small business statutes and regulations. 14. Web Accessibility and the ADA: Title II of the ADA prohibits discrimination against people with disabilities in all services, programs, and activities offered or made available by the City. This includes ensuring that the City’s communications with people with disabilities are as effective as its communications with others. If Contractor’s Scope of Services includes the production of digital content, documents, or web applications intended to be branded for use by the City, Contractor must use the City style guide when creating a design. As per recommendations found in Section 508 of the Rehabilitation Act, all digital content, documents, or web applications must also adhere to level A and AA Success Criteria and Conformance Requirements as defined by the current Web Content Accessibility Guidelines (WCAG). The City will not accept digital content that does not comply with WCAG A and AA guidelines. If the City refuses digital content because it is non-compliant with the City style guide, Section 508 of the Rehabilitation Act, and/or WCAG, Contractor will be required to make the digital content compliant and redelivered at no additional cost to the City. 524 Professional Services Agreement for Bozeman Creek Vision Plan Page 8 of 11 15. Nondiscrimination and Equal Pay: The Contractor agrees that all hiring by Contractor of persons performing this Agreement shall be on the basis of merit and qualifications. The Contractor will have a policy to provide equal employment opportunity in accordance with all applicable state and federal anti-discrimination laws, regulations, and contracts. The Contractor will not refuse employment to a person, bar a person from employment, or discriminate against a person in compensation or in a term, condition, or privilege of employment because of race, color, religion, creed, political ideas, sex, age, marital status, national origin, actual or perceived sexual orientation, gender identity, physical or mental disability, except when the reasonable demands of the position require an age, physical or mental disability, marital status or sex distinction. The Contractor shall be subject to and comply with Title VI of the Civil Rights Act of 1964; Section 140, Title 2, United States Code, and all regulations promulgated thereunder. Contractor represents it is, and for the term of this Agreement will be, in compliance with the requirements of the Equal Pay Act of 1963 and Section 39-3-104, MCA (the Montana Equal Pay Act). Contractor must report to the City any violations of the Montana Equal Pay Act that Contractor has been found guilty of within 60 days of such finding for violations occurring during the term of this Agreement. Contractor shall require these nondiscrimination terms of its subcontractors providing services under this Agreement. 16. Intoxicants; DOT Drug and Alcohol Regulations/Safety and Training: Contractor shall not permit or suffer the introduction or use of any intoxicants, including alcohol or illegal drugs, by any employee or agent engaged in services to the City under this Agreement while on City property or in the performance of any activities under this Agreement. Contractor acknowledges it is aware of and shall comply with its responsibilities and obligations under the U.S. Department of Transportation (DOT) regulations governing anti-drug and alcohol misuse prevention plans and related testing. City shall have the right to request proof of such compliance and Contractor shall be obligated to furnish such proof. The Contractor shall be responsible for instructing and training the Contractor's employees and agents in proper and specified work methods and procedures. The Contractor shall provide continuous inspection and supervision of the work performed. The Contractor is responsible for instructing its employees and agents in safe work practices. 17. Modification and Assignability: This Agreement may not be enlarged, modified or altered except by written agreement signed by both parties hereto. The Contractor may not subcontract or assign Contractor’s rights, including the right to compensation or duties arising 525 Professional Services Agreement for Bozeman Creek Vision Plan Page 9 of 11 hereunder, without the prior written consent of the City. Any subcontractor or assignee will be bound by all of the terms and conditions of this Agreement. 18. Reports/Accountability/Public Information: Contractor agrees to develop and/or provide documentation as requested by the City demonstrating Contractor’s compliance with the requirements of this Agreement. Contractor shall allow the City, its auditors, and other persons authorized by the City to inspect and copy its books and records for the purpose of verifying that the reimbursement of monies distributed to Contractor pursuant to this Agreement was used in compliance with this Agreement and all applicable provisions of federal, state, and local law. The Contractor shall not issue any statements, releases or information for public dissemination without prior approval of the City. 19. Non-Waiver: A waiver by either party of any default or breach by the other party of any terms or conditions of this Agreement does not limit the other party’s right to enforce such term or conditions or to pursue any available legal or equitable rights in the event of any subsequent default or breach. 20. Attorney’s Fees and Costs: In the event it becomes necessary for either Party to retain an attorney to enforce any of the terms or conditions of this Agreement or to give any notice required herein, then the prevailing Party or the Party giving notice shall be entitled to reasonable attorney's fees and costs, including fees, salary, and costs of in-house counsel including the City Attorney’s Office staff. 21. Taxes: Contractor is obligated to pay all taxes of any kind or nature and make all appropriate employee withholdings. 22. Dispute Resolution: a. Any claim, controversy, or dispute between the parties, their agents, employees, or representatives shall be resolved first by negotiation between senior-level personnel from each party duly authorized to execute settlement agreements. Upon mutual agreement of the parties, the parties may invite an independent, disinterested mediator to assist in the negotiated settlement discussions. b. If the parties are unable to resolve the dispute within thirty (30) days from the date the dispute was first raised, then such dispute may only be resolved in a court of competent jurisdiction in compliance with the Applicable Law provisions of this Agreement. 23. Survival: Contractor’s indemnification shall survive the termination or expiration of 526 Professional Services Agreement for Bozeman Creek Vision Plan Page 10 of 11 this Agreement for the maximum period allowed under applicable law. 24. Headings: The headings used in this Agreement are for convenience only and are not be construed as a part of the Agreement or as a limitation on the scope of the particular paragraphs to which they refer. 25. Severability: If any portion of this Agreement is held to be void or unenforceable, the balance thereof shall continue in effect. 26. Applicable Law: The parties agree that this Agreement is governed in all respects by the laws of the State of Montana. 27. Binding Effect: This Agreement is binding upon and inures to the benefit of the heirs, legal representatives, successors, and assigns of the parties. 28. No Third-Party Beneficiary: This Agreement is for the exclusive benefit of the parties, does not constitute a third-party beneficiary agreement, and may not be relied upon or enforced by a third party. 29. Counterparts: This Agreement may be executed in counterparts, which together constitute one instrument. 30. Integration: This Agreement and all Exhibits attached hereto constitute the entire agreement of the parties. Covenants or representations not contained herein or made a part thereof by reference, are not binding upon the parties. There are no understandings between the parties other than as set forth in this Agreement. All communications, either verbal or written, made prior to the date of this Agreement are hereby abrogated and withdrawn unless specifically made a part of this Agreement by reference. 31. Consent to Electronic Signatures: The Parties have consented to execute this Agreement electronically in conformance with the Montana Uniform Electronic Transactions Act, Title 30, Chapter 18, Part 1, MCA. **** END OF AGREEMENT EXCEPT FOR SIGNATURES **** 527 Professional Services Agreement for Bozeman Creek Vision Plan Page 11 of 11 IN WITNESS WHEREOF, the parties hereto have executed this Agreement the day and year first above written or as recorded in an electronic signature. CITY OF BOZEMAN, MONTANA ____________________________________ CONTRACTOR (Type Name Above) By________________________________ By__________________________________ Chuck Winn, City Manager Print Name: ___________________________ Print Title: ____________________________ APPROVED AS TO FORM: By_______________________________ Greg Sullivan, Bozeman City Attorney 528 Proposal Submission by: in Collaboration with: Rio ASE City of Bozeman, Montana Bozeman CreekVision Plan DECEMBER 10, 2025 529 Cover Letter & Executive Summary 01 Project Understanding & Approach 08 SeeBozemanCreek & Engagement Approach 16 Relevant Project Experience 24 Qualifications & Key Personnel 46 Project Work Plan & Schedule 56 Price Proposal 66 Client References & Affirmation Form 70 Section A Section B Section C Section D Section E Section F Section G Section H Bozeman Original Town Plat, 1870 Table of Contents Contact Christopher Marcinkoski, AIA, ASLA (Hon.), FAAR PORT, Founding Partner o: 215.606.4748 m: 617.966.0081 e: marcinkoski@porturbanism.com PORT Chicago PORT Philadelphia 53 W. Jackson Blvd. Suite 830 1315 Walnut St. Suite 1108 Chicago, IL 60604 Philadelphia, PA 19107 530 Section A: Cover Letter & Executive Summary ASPIRE PARK—CLINTON, TENNESSEE (PHOTO BY PORT) 531 City of Bozeman, Montana — PORT + Rio ASE 3 2 PORT + Rio ASE — Bozeman Creek Vision Plan RFP City of Bozeman, Montana PO Box 1230 Bozeman, MT 59771-1230 RE: Bozeman Creek Vision Plan RFP Dear Selection Committee, I am pleased to submit our proposal to lead the Bozeman Creek Vision Plan. As outlined in the pages that follow, PORT brings national expertise in waterway, public realm, and ecological planning, and we are eager to help Bozeman shape a cohesive and actionable vision for its urban creek corridor. We are drawn to this project because it reflects our belief that the most meaningful public landscapes emerge at the intersection of ecology, community, and citymaking. This work provides a unique opportunity to unite restoration, recreation, climate resilience, and placemaking—areas where our practice has consistently delivered impact. We have partnered with Rio ASE, our longtime collaborator and a leading water resource science and engineering firm based in Boise, ID. Together, we pair design excellence with advanced hydrologic, geomorphic, and ecological analysis to ensure recommendations that are imaginative, rigorous, and resilient. We also value the strong local leadership already supporting Bozeman Creek. Our team is committed to close collaboration with SeeBozemanCreek, whose grassroots engagement and local insight will help shape a vision rooted in community priorities and long-standing stewardship. We will fully implement the RFP’s Community Engagement Plan, providing a transparent, inclusive process that centers residents, businesses, civic partners, and local organizations. We believe the PORT–Rio ASE team is ideally suited for this effort because of our: Experience with Complex Urban Waterways – We have successfully reimagined creek corridors and waterfronts with challenging ecological conditions and diverse stakeholder needs, resulting in places that restore habitat, improve access, and strengthen community identity. Commitment to Meaningful, Community-Driven Engagement – We design processes that build shared ownership and elevate local voices, and we are prepared to work hand-in-hand with SeeBozemanCreek (SBC) and the broader community. Regional Experience and Strong Partnerships – PORT is already working closely with Rio ASE in Boise and has active projects in Utah and Colorado, giving our team a deep familiarity with the landscapes, water systems, and community values of the Mountain West. Integrated Technical and Design Capabilities – Our combined team provides hydrology, watershed science, engineering, landscape architecture, and planning expertise aligned with Bozeman’s resilience and environmental goals. Focus On Feasibility and Implementation – Our recommendations are visionary yet actionable, supported by phasing, cost considerations, and strategies that guide immediate steps and long-term stewardship. At PORT, we offer a rare blend of high-level design thinking and the responsiveness and personal attention that larger firms often cannot match. We’re ready to hit the ground running and are fully committed to delivering a process—and outcome—that reflects the aspirations of Bozeman’s community. Please feel free to contact us with any questions or to discuss our approach in greater detail. Sincerely, Christopher Marcinkoski, AIA, ASLA (Hon.), FAAR PORT, Founding Partner Bozeman Original Town Plat, 1870 Google Earth Aerial, 2025 SECTION A: COVER LETTER & EXECUTIVE SUMMARY SECTION A: COVER LETTER & EXECUTIVE SUMMARY 532 City of Bozeman, Montana — PORT + Rio ASE 5 4 PORT + Rio ASE — Bozeman Creek Vision Plan RFP Executive Summary PORT Introduction: Project Lead and Public Realm Visioning Established in 2012, PORT is an 11-person landscape architecture, urban design and planning practice whose mission is to enhance and elevate public spaces in the cities and towns in which we work. We work collaboratively between our offices in Chicago and Philadelphia to service public realm planning, design and construction projects across the United States. On every project, our aim is to collaborate with local stakeholders and consultant experts—engineers, designers, and specialists—to build on the unique conditions of each site and community, creating plans that are both forward-looking and deeply rooted in place and people. PORT brings more than a decade of experience shaping complex public landscapes across the United States, from the Knoxville Urban Wilderness Gateway Park to the Bentonville Gateway Park, the Park at Expo Idaho, the 22-acre Arkansas Riverfront Park in Cañon City, and the Jordan River Regional Park in Utah. This portfolio reflects PORT’s belief that the most enduring public spaces are those built around the aspirations, needs, and stewardship of the communities they serve. Project Understanding & Purpose Understanding the complexities of the Bozeman Creek corridor—its urban and ecological edges, its recreational opportunities and environmental constraints, its community aspirations and infrastructural challenges—requires a team attuned to nuance, possibility, and place. The Bozeman Creek Vision must navigate restoration and revitalization, grounding design in the creek’s natural processes while identifying new opportunities for the corridor to serve as a resilient, connected, and community-centered landscape. Achieving this balance requires more than technical expertise; it demands curiosity, collaboration, and a commitment to centering the voices of the people who live, work, and recreate along the creek every day. Partnership with Rio ASE We believe we have assembled the ideal team to meet this challenge. Led by PORT, with longtime collaborator Rio ASE providing expertise in geomorphology, water resources engineering, ecology, mobility, and community engagement, our team combines national leadership in public-realm design with deep technical insight into creek, river, and watershed restoration. Our partnership has been tested and proven on complex, multi-jurisdictional projects—most notably the Jordan River Regional Park Master Plan in Salt Lake County and The Park at Expo Idaho in Boise, where we have worked together to reconnect floodplains, restore riparian systems, coordinate extensively with state and federal agencies, and shape ambitious public-realm visions into implementable plans. These shared experiences strengthen our ability to navigate the technical, ecological, and community- driven dimensions of corridor planning. Together, PORT and Rio ASE bring the vision, technical rigor, and collaborative capacity needed to embrace the complexity of Bozeman Creek while producing a clear, actionable framework for its future. As a nimble, nationally operating public realm design practice, we are known for being active and engaged partners— present on-site, working directly with communities, and investing the time needed to build the relationships and insights that make a plan both authentic and enduring. We encourage you to contact our client references to learn more about our collaborations. To learn more, visit https://www.porturbanism.com/ PHILADELPHIA + NEW YORK CITY + KINGSTON, NY BOSTON, MAPROVIDENCE, RI WILMINGTON, DE SPRINGFIELD, PA ALEXANDRIA, VA COLUMBIA, MD CLEVELAND + LORAIN, OH LOUISVILLE, KY GREENVILLE, SC + GREENVILLE COUNTY, SC BOZEMAN, MT KNOXVILLE + CLINTON, TN CHICAGO, IL KANSAS CITY + WESTWOOD, KS ST LOUIS, MO INDIANAPOLIS +COLUMBUS, IN WASHINGTON, PA DENVER, CO CAÑON CITY, CO SALT LAKE CITY, UT BENTONVILLE, AR BOISE, ID LOS ANGELES, CA Currently under construction, The Park at Expo Idaho will extend the well-loved network of public spaces along the Boise River by creating a 21st-century park centered around direct access to nature-based experiences. The rendering depicts the reconnected floodplain, wetlands, and restored riparian area. PORT and Rio ASE are creating a reconnected floodplain and restored riparian landscape that forges new relationships between the community and the Boise River. Achieving this vision required extensive coordination with multiple agencies—including a rigorous review and approval process with the U.S. Army Corps of Engineers—to ensure that all proposed floodplain reconnections, side channels, and habitat enhancements met federal permitting requirements and adhered to strict hydraulic, ecological, and flood-risk standards. This collaborative effort involved detailed hydrologic modeling, iterative design adjustments, and continuous communication among local, state, and federal partners to secure alignment and approval. Schematic and hydrological modeling of the reconnected floodplain and associated side channel are shown below. PORT’s work has been recognized by the American Society of Landscape Architects, American Institute of Architects, and American Planning Association, garnering over 30 chapter awards since 2014. In February of 2020, PORT was recognized with an Emerging Voices Award from the Architectural League of New York, given to a North American design practice with a significant body of realized work on a trajectory to meaningfully influence the future of their field. More than 40 of PORT’s current and recent clients are municipalities, public agencies, foundations and nonprofits. PORT + Rio ASE Case Study: The Park at Expo Idaho SECTION A: COVER LETTER & EXECUTIVE SUMMARY SECTION A: COVER LETTER & EXECUTIVE SUMMARY 533 Understanding Bozeman Creek Today & Work Completed to Date Bozeman Creek is a dynamic system shaped by both natural processes and urban pressures. Channelization, limited access, aging infrastructure, and climate-related challenges intersect with growing community interest in trails, recreation, and ecological restoration. The City of Bozeman and its partners have already built a strong foundation for this effort through significant planning and technical work—including the 2012 Bozeman Creek Enhancement Plan, the 2020 Bozeman Creek Analysis Technical Assistance Grant Report, and the 2023 Gallatin Valley Sensitive Lands Protection Plan, among others. Based on our review, we believe there is ample existing technical information to support the Vision Planning phase without requiring additional data collection, modeling, or analysis. What is needed now is a thorough synthesis of these materials, resulting in a clear, concise summary that will guide the evaluation and comparison of project alternatives. This will be the foundation of a forward-looking strategy that makes the creek corridor more ecologically healthy, publicly accessible, and resilient for decades to come. Task 01: Project Coordination PORT and Rio ASE will maintain clear, consistent coordination from project initiation through final delivery. Our team will organize regular check-ins, maintain schedule and budget tracking, manage internal and external communication, and ensure seamless collaboration across all partners and City staff. This task anchors the entire process, ensuring alignment, timely progress, and a transparent workflow. Task 02: Public Outreach Program Development A successful Bozeman Creek Vision will be built around the values, aspirations, and lived experiences of the community. PORT and Rio ASE will lead a robust and inclusive engagement process that brings residents, stakeholders, organizations, and agencies into the conversation early and often. We will develop an overarching vision statement rooted in broad public input, working closely with SeeBozemanCreek to amplify grassroots voices and deepen outreach to those not typically represented in planning processes. Our team will partner with the City’s Communications staff to leverage existing platforms—such as Engage.Bozeman.net and City social media channels—as well as in-person workshops, creek walks, tabling events, and virtual tools. A range of survey formats will ensure objective, diverse input, and we will coordinate with internal and external partners identified in Attachment C to ensure shared ownership of the emerging vision. Task 03: Existing Conditions Assessment & Analysis Our team will synthesize existing plans, best practices, emerging research, and lessons learned from peer communities to provide a strong foundation for the Vision. We will document case studies from comparable creek, riverfront, and corridor projects nationwide, highlighting approaches relevant to restoration, access, policy, recreation, and urban interface design. PORT and Rio ASE will review Bozeman’s Unified Development Code and identify areas that may require revision to support long-term recommendations. We will also assess all property along Bozeman Creek for potential parkland, trail connections, and opportunities for art and cultural installations. Conflicts or gaps among currently adopted City plans will be clearly identified, helping the City prioritize areas for future updates and ensuring the Vision builds from a consistent, coordinated policy base. Task 04: Vision Approach & Development Drawing from community input, technical analysis, and the framework outlined in the 2012 Bozeman Creek Enhancement Plan, our team will craft a comprehensive set of project recommendations for the corridor. We will utilize the management emphasis definitions in the 2012 plan to organize potential interventions by reach, clarifying where restoration, access, protection, or recreation should be prioritized. We will integrate findings from the Flood Mitigation and Reclamation Preliminary Engineering Report to ensure all concepts are compatible with future hydrologic and infrastructure considerations. High-level concept designs and visual renderings will illustrate key opportunities—restoration zones, trail improvements, crossings, access points, amenity areas, and naturalized floodplain interfaces—providing the City and community with accessible, representative imagery to support decision making. Task 05: Final Vision Plan We will develop actionable policy recommendations that support both regulatory and non-regulatory pathways for implementation. Drawing directly from community feedback, our team will propose a balanced set of policy tools that reflect the values and diverse interests expressed throughout the engagement process. Each recommendation will reference the appropriate agency, jurisdiction, or decision-making body, ensuring clarity around authority and next steps. All policy guidance will be consistent with adopted regulations and plans, including the Montana Subdivision and Platting Act, while identifying opportunities for refinement that better support creek restoration, public access, resilience, and coordinated management. In parallel, we will identify potential funding strategies and mechanisms that can help advance policy implementation and support long-term investment in the corridor. PORT and Rio ASE will prepare a clear, organized, and user-friendly final document for City Commission approval. We will work closely with City staff to ensure the report is accessible to both technical audiences and the broader community, with intuitive structure, concise text, illustrative graphics, and embedded policy and implementation tools. In addition to the written document, we will explore complementary digital and spatial tools—such as interactive Story Maps—to help visualize data, alternatives, and recommendations. The final deliverable will serve as a practical guide for the City and its partners, providing clarity and confidence as Bozeman moves forward with implementation. City of Bozeman, Montana — PORT + Rio ASE 7 6 PORT + Rio ASE — Bozeman Creek Vision Plan RFP Rio ASE Case Study: Warm Springs Preserve Existing (upper image) vs. proposed (lower image) hydraulic model results illustrating proposed side channels, irrigation pond, beaver wetland, and floodplain connection. Rio ASE led the restoration design effort for the stream and riparian zone integrating restoration of these natural features into the larger park master plan including interpretive paths, observation platforms, bridges, bathrooms, and irrigation infrastructure. Rio ASE finalized the stream and floodplain design plus a FEMA Conditional Letter of Map Revision in the summer of 2025, and the stream/floodplain construction was completed in Nov. 2025. The final project increases habitat diversity, pools, woody debris, off-channel habitat, wetlands, native riparian shrubs and trees, flood conveyance, and floodplain connectivity. In 2022, the City of Ketchum acquired 65 acres of disturbed upland and relict floodplain along Warm Springs Creek on the west side of Ketchum, Idaho creating the Warm Springs Preserve for public use. The City partnered with the Wood River Land Trust, Friends of the Warm Springs Preserve, and other stakeholders to envision a renewed landscape enhancing new the streamside park. Objectives for the project include restoration of aquatic habitat within the existing creek, creating side channels, enhancing floodplain connectivity, flood conveyance improvements, improved irrigation for park amenities, and establishing native plant communities. Approach & Work Plan You will find a full summary of our project understanding in Section B, outlining the key opportunities and considerations that shape our approach to the Bozeman Creek Vision. A corresponding work plan and schedule in Section F details how our team will complete each required deliverable in a structured, efficient, and transparent manner. The following five (5) tasks outlined to the right correspond directly to the six (6) scope items outlined in the RFP: 01. Community Vision 02. Literature Review 03. Project Recommendations 04. Policy Recommendations 05. Funding Strategies 06. Final Document SECTION A: COVER LETTER & EXECUTIVE SUMMARY SECTION A: COVER LETTER & EXECUTIVE SUMMARY 534 Section B: Project Understanding & Approach ARKANSAS RIVER WATERFRONT - CAÑON CITY COLORADO (PHOTO BY PORT) 535 City of Bozeman, Montana — PORT + Rio ASE 11 10 PORT + Rio ASE — Bozeman Creek Vision Plan RFP Right: For the Jordan River Reconnect project in Salt Lake County, PORT developed a custom brand and graphic identity that captures the spirit of renewal and connection along the river corridor. The identity—including a project name, visual language, logo concepts, and communication tools—was designed to unify outreach materials, strengthen public awareness, and reflect the project’s focus on access, ecology, and community connectivity. RECONNECTCentral Jordan River 7 miles, 5 cities, 3 creeks, 1 river IN!GET RECONNECTCentral Jordan River 7 miles, 5 cities, 3 creeks, 1 river RECONEXIÓNRío Jordan Central 7 millas, 5 ciudades, 3 arroyos, 1 río RECONNECTCentral Jordan River 7 miles, 5 cities, 3 creeks, 1 river RECONEXIÓNRío Jordan Central 7 millas, 5 ciudades, 3 arroyos, 1 río RECONNECTCentral Jordan River 7 miles, 5 cities, 3 creeks, 1 river RECONEXIÓNRío Jordan Central 7 millas, 5 ciudades, 3 arroyos, 1 río Millcreek Murray Taylorsville WestValley SouthSalt Lake Salt LakeCity SR201 5400 S Help shape a new regional park along the Jordan River! Get involved at a workshop this fall to share your ideas Be on the lookout for updates and more ways to engage at CentralJordanReconnect.com October 28at Granite Library October 29at Wheeler Farm Activity Barn November 12 at Redwood Rec Center November 13 at Taylorsville Library November 14 at Millcreek Community Center 7 miles, 5 cities, 3 creeks, 1 riverRECONNECTCentral Jordan River Stop by anytime between 4:30 and 7:00 pm Project Understanding & Approach The Bozeman Creek corridor presents a rare opportunity to shape a transformative civic landscape that elevates the creek as a defining natural asset and strengthens its role within Bozeman’s growing urban fabric. Building on a strong foundation of prior studies—including the 2012 Bozeman Creek Enhancement Plan, the 2020 Bozeman Creek Analysis Technical Assistance Grant Report, and the 2023 Gallatin Valley Sensitive Lands Protection Plan, among others—the City now seeks a bold, forward-looking strategy that makes the creek corridor more ecologically healthy, publicly accessible, and resilient for decades to come. The project sits within one of Bozeman’s most historically and culturally significant areas, where the creek weaves through established neighborhoods, emerging districts, and cherished community destinations. This context calls for a plan that is both ambitious and deeply respectful of the scale, character, and authenticity of Bozeman’s built and natural environments. At the same time, the City is looking for a visionary approach that enhances recreation and mobility, improves habitat and watershed function, expands access to parks and trails, supports compatible economic development, and mitigates flood hazards. The creek corridor must serve as both a celebrated civic amenity and a resilient, adaptable framework—one that anticipates future growth, responds to environmental change, and builds on the substantial groundwork established by earlier community-led and municipal efforts. Our approach begins with a comprehensive, phased strategy that integrates landscape architecture, urban design, watershed science, civil engineering, ecological restoration, economic analysis, and funding pathways. This multidisciplinary foundation ensures that the plan supports near-term projects while laying the groundwork for long-term transformation. A central focus will be establishing a cohesive design language and a continuous public realm—linking trails, habitat zones, gathering spaces, educational opportunities, and stronger connections between Bozeman Creek, adjacent neighborhoods, downtown, and the broader regional trail and open-space network. Left: Aspire Park sits along the scenic Clinch River in Clinton, TN, creating a new regional destination for outdoor recreation and community gathering. As part of the park’s vision, PORT designed a riverfront boathouse that provides easy, safe access for kayakers and paddlers. The boathouse serves as a gateway to the water, offering storage, launch areas, and amenities that support both everyday recreation and expanded river programming for the community. Collaborating Closely with SeeBozemanCreek A meaningful vision for Bozeman Creek must be shaped by the community, and SeeBozemanCreek (SBC) is uniquely positioned to help ensure that outcome. As a citizen-led group of designers, engineers, scientists, conservationists, advocates, and artists, SBC has spent years building trust with residents, City leaders, and local organizations. Their sustained volunteer commitment and deep local knowledge make them an essential partner in creating a plan that reflects shared values and earns broad public support. SBC has developed a collaborative working model with the City that strengthens communication, transparency, and alignment around creek stewardship. Their established relationships with neighborhood groups, advisory boards, and public institutions provide vital channels for engagement that would otherwise take significant time to build. This foundation enables the Vision Plan to launch with strong social capital and built-in community credibility. Working closely with SBC will enhance the planning process by broadening participation, reaching diverse audiences, and supporting authentic two-way dialogue. Their experience with grassroots engagement—and their ability to translate technical issues into accessible conversations—will help residents understand tradeoffs, contribute meaningfully, and feel ownership of the outcomes. SBC’s insights into community priorities will also help refine project goals and anticipate potential challenges. Ultimately, integrating SBC’s networks, expertise, and trusted leadership into the project will ensure a planning process that is inclusive, informed, and grounded in local context. Their involvement is key to producing a Vision Plan that is not only technically sound but embraced by the community and positioned for long-term success. SECTION B: PROJECT UNDERSTANDING & APPROACH SECTION B: PROJECT UNDERSTANDING & APPROACH 536 City of Bozeman, Montana — PORT + Rio ASE 13 12 PORT + Rio ASE — Bozeman Creek Vision Plan RFP Observations on Technical Work Completed to Date The City of Bozeman and its partners have done an excellent job assembling both broad community support and a robust technical foundation for this effort. Based on the information available, we believe there is sufficient existing data to effectively guide the Vision Planning phase without requiring new technical data collection, modeling, or analysis at this stage. What is needed now is a careful and comprehensive review of the current technical reports, mapping, and datasets to fully understand existing conditions, constraints, and opportunities. From this review, we will prepare a clear and concise technical summary that distills the most relevant findings and directly supports the evaluation and comparison of potential project alternatives. This approach allows the planning process to remain focused on synthesis, creativity, and community-driven decision-making, rather than re-establishing information that is already available. By grounding the Vision Plan in a well-organized understanding of existing data, we can dedicate time and resources to exploring design opportunities, engaging the public, and building consensus around a shared direction for the Bozeman Creek corridor. Flood Mitigation Observations The City of Bozeman sits atop a large alluvial fan formed by sediments carried from the Gallatin Mountains during the last ice age. Bozeman Creek is one of the primary streams that built this fan. Over time—accelerated by urban stormwater runoff and extensive floodplain encroachment—the creek has incised deeply into the fan, reducing its ability to distribute floodwaters across multiple flow paths as it once did. The City has also commissioned the 2025 Bozeman Creek Flood Mitigation and Reclamation Preliminary Engineering Report (PER) as a foundational review of flood hazards, which will help guide future mitigation efforts along the corridor. Recent hydraulic modeling summarized in the PER shows that the current channel cannot convey the 100-year flood. Instead, a major flood would naturally spread across the alluvial fan, producing widespread inundation throughout the city. This process is typical of alluvial fan systems, which historically supported multiple distributary channels such as Mill Ditch and other relic flow paths. Mitigating this hazard requires balancing channel conveyance with floodplain function. Increasing conveyance can limit overbank flooding but also concentrates energy and erosion within the banks. Expanding floodplain conveyance better dissipates flood energy and reflects natural alluvial processes, but it requires space—often difficult to secure within the dense urban corridor. Bozeman Creek now behaves in many segments like a threshold channel—a confined, armored form shaped by past high-energy events. These systems offer useful analogues for restoration where space is limited. Reestablishing a broader alluvial floodplain would deliver greater ecological and public benefits, but may only be feasible where land availability allows. Given these constraints, the Bozeman Creek Vision Plan must define a practical, forward-looking flood-resilience strategy. Priority actions include restoring natural channel function where feasible, strategically increasing conveyance capacity, reconnecting the creek to floodable open spaces, integrating nature-based solutions, and improving overbank storage in targeted reaches. Embedding these measures into trail design, habitat zones, access points, and civic spaces will create a corridor that is safer, more adaptable, and more engaging. Ultimately, the Vision Plan will establish a cohesive framework that elevates Bozeman Creek as both a community asset and a model for climate-adaptive urban design. By aligning flood mitigation with ecological restoration, mobility, recreation, and economic vitality, Bozeman can shape a creek corridor that protects residents, supports future growth, and strengthens the city’s identity for generations to come. Water Quality Enhancement Bozeman Creek is a key part of the Lower Gallatin watershed, carrying cold mountain water from the Gallatin Range into an increasingly urban corridor where sedimentation, thermal stress, riparian degradation, and stormwater inputs have become significant water-quality challenges. Improving these conditions is essential for the health of the creek, its downstream systems, and the long-term resilience of the community. Across the region, peer communities have shown that restoring urban waterways can reduce pollutants, stabilize banks, cool stream temperatures, and filter stormwater through nature-based solutions. These successes illustrate the potential for Bozeman Creek to function as both a healthier ecological corridor and a stronger public asset. The Bozeman Creek Vision Plan will establish a coordinated strategy for improving water quality through riparian restoration, targeted bank stabilization, expanded vegetated floodplains, enhanced stormwater management, and integrated green infrastructure. By combining these approaches with improved access, habitat restoration, and flood resilience, the plan positions Bozeman Creek as a model for watershed stewardship within a rapidly growing mountain city. Right: PORT organized a Walk- and-Talk as one of the key public engagement activities for the Washington, PA community. This on-site, conversational format allowed residents to share their ideas while experiencing Waterside Park firsthand—identifying specific opportunities to improve access, amenities, safety, and the overall park experience. The Walk-and-Talk approach encouraged more direct, place-based feedback and made it easier for participants to articulate what they value and what they hope to see improved. Left: Custom-designed postcards, stickers, and our signature Big River Boards (7-foot-tall A-frames) were created for public pop-ups and open houses throughout Salt Lake County. These materials helped draw people in, explain project goals in clear and accessible ways, and make engagement events more visible and inviting. Their bold, portable format allowed us to meet residents where they are—in parks, along trails, at community events, and in neighborhood gathering spaces—broadening participation and sparking conversations with audiences who might not attend traditional public meetings. SECTION B: PROJECT UNDERSTANDING & APPROACH SECTION B: PROJECT UNDERSTANDING & APPROACH 537 City of Bozeman, Montana — PORT + Rio ASE 15 14 PORT + Rio ASE — Bozeman Creek Vision Plan RFP Increased Park & Trail Connectivity Bozeman Creek flows through some of the city’s most active neighborhoods and destinations, yet access to the creek and its adjacent open spaces is often limited, discontinuous, or difficult to reach. As Bozeman grows, improving connections between the creek, nearby parks, and the regional trail network represents a major opportunity to enhance mobility, recreation, and overall quality of life. Across the region, communities such as Missoula, Fort Collins, and Boise have shown how restored creek corridors can serve as key links in active-transportation systems—providing all-ages routes for walking and biking, connecting neighborhoods to parks and schools, and supporting adjacent economic activity. These examples demonstrate the potential for Bozeman Creek to function as both an ecological corridor and a backbone of the city’s open-space and mobility networks. The Bozeman Creek Vision Plan must identify opportunities to close gaps in the trail system, improve crossings and underpasses, strengthen links to parks like Bogert Park, and connect the corridor to the Gallagator Trail, Main Street to the Mountains, and other regional routes. Clear wayfinding and visibility improvements will help residents and visitors better understand how the creek ties into the broader trail network. Direct, meaningful access to the creek—through overlooks, small landings, riparian trails, and safe, ecologically sensitive touchpoints—is equally important. These improvements will expand recreation, encourage stewardship, and build a stronger personal connection between people and the creek. By integrating access and mobility enhancements with ecological and public-realm improvements, the Vision Plan will create a more connected, active, and welcoming corridor—linking neighborhoods, parks, schools, and downtown within a continuous landscape that supports recreation, transportation, and community life. Collecting drone imagery of our Cañon City riverfront park site to support the master planning process. This aerial perspective not only provides essential data for analysis and design, but also serves as a powerful community engagement tool—helping residents, stakeholders, and decision-makers visualize existing conditions, understand site opportunities and constraints, and clearly see how proposed improvements can transform the riverfront over time. Supporting Economic Development Opportunities Bozeman Creek flows through areas poised for reinvestment, yet limited access, fragmented public space, and constrained floodplains prevent nearby districts from reaching their full potential. Revitalizing the corridor offers a major opportunity to create a more vibrant, connected, and resilient urban environment that supports local businesses and strengthens Bozeman’s economic vitality. Comparable mountain communities—such as Boulder, Missoula, and Boise—show how restored creek corridors can elevate property values, boost small-business districts, expand outdoor-recreation economies, and catalyze mixed-use development. These examples demonstrate that a healthy, accessible waterway can function as both an ecological asset and an engine for neighborhood and downtown growth. The Bozeman Creek Vision Plan should identify where strategic public investment—improved access, riparian restoration, flood-resilient infrastructure, and enhanced amenities—can unlock private-sector opportunities. Strengthening connections between the creek, downtown, and adjacent commercial areas, and integrating creek- oriented public spaces into emerging developments, will help reinforce local character and quality of life. Equally important is aligning economic development with ecological health and resilience. Nature-based flood mitigation, expanded riparian buffers, and better public access can create safer conditions for businesses while supporting events, tourism, and year-round activation. By integrating economic opportunity with ecological restoration, mobility, and community-centered design, the Vision Plan will position Bozeman Creek as a major civic and economic asset—one that helps attract talent, support local enterprise, and reinforce Bozeman’s identity as a thriving, livable mountain city. Community Connection to Bozeman Creek Bozeman Creek is one of the city’s most important natural resources, yet in many places it remains hidden, difficult to reach, or disconnected from daily community life. Strengthening community connections to the creek represents a major opportunity to deepen stewardship, expand recreational experiences, and reinforce the creek’s role in Bozeman’s identity. Across the region, cities such as Missoula, Boulder, and Boise have shown how restored waterways can become active community spaces—supporting gathering, learning, cultural expression, and outdoor engagement. These examples demonstrate that when people can easily see, access, and experience their waterways, appreciation and care for those systems grow. The Bozeman Creek Vision Plan must elevate the creek as a welcoming, visible, and celebrated community asset. Key strategies include creating safe and inviting access points; adding overlooks, landings, and riparian trails that encourage everyday interaction; and integrating educational and cultural elements that highlight the creek’s ecological and historical significance. Partnerships with schools, nonprofits, and community groups can further expand programming, volunteering, and hands-on stewardship. By embedding community connection within ecological restoration, access improvements, and public-realm design, the Vision Plan will help transform Bozeman Creek into a shared focal point for recreation, learning, and civic pride. A more visible and valued creek will strengthen the city’s relationship with this vital resource and inspire long-term stewardship across the community. Left: PORT and the project team kayak the Jordan River in Salt Lake County to better understand the natural landscape during the Site Analysis phase for the master plan. SECTION B: PROJECT UNDERSTANDING & APPROACH SECTION B: PROJECT UNDERSTANDING & APPROACH 538 Section C: SeeBozemanCreek Collaboration & Engagement Approach AUGUSTA QUARRY LAKE - KNOXVILLE, TENNESSEE (PHOTO BY PORT) 539 PORT City of Bozeman, Montana SeeBozemanCreek (SBC) Rio ASE Geomorphology Watershed Management Hyrdrology Floodplain Design Project Lead Planning & Visioning Landscape Architecture Community Engagement City of Bozeman, Montana — PORT + Rio ASE 19 18 PORT + Rio ASE — Bozeman Creek Vision Plan RFP SeeBozemanCreek (SBC) Collaboration Overview A meaningful vision for Bozeman Creek must be shaped by the community, and SeeBozemanCreek (SBC) is uniquely positioned to help ensure that outcome. As a citizen-led group of designers, engineers, scientists, conservationists, advocates, and artists, SBC has spent years building trust with residents, City leadership, and local organizations. Their sustained volunteer commitment and deep place-based knowledge make them an essential partner in developing a Vision Plan that reflects shared values and earns broad, long-term public support. SBC has also established a collaborative working model with the City that strengthens communication, transparency, and alignment around creek stewardship. Their long-standing relationships with neighborhood groups, advisory boards, public institutions, and advocacy organizations provide vital channels for two-way engagement—pathways that traditionally require years to cultivate. This foundation gives the Vision Plan a strong base of social capital and genuine community credibility from the outset. Why PORT is a Great Fit for this Collaboration PORT’s practice is built around this type of collaboration. More than 99% of our clients are public-sector entities, and nearly all of our work involves deep partnerships with local organizations, stakeholder coalitions, and citizen-led groups. For the Urban Wilderness Gateway Park in Knoxville, we partnered closely with the Appalachian Mountain Bike Club (AMBC) to shape trail access, stewardship strategies, and community-supported recreation improvements. In Bentonville, our work on the 8th Street Gateway Park engaged closely with Trailblazers, the region’s leading active-transportation and trail-planning organization, ensuring that the design aligned with community mobility goals and regional trail connectivity. In Cañon City, our ongoing riverfront planning effort involves extensive collaboration with Arkansas River user groups, anglers, paddling organizations, and local conservation partners to balance ecological restoration with recreation and access. And along the Jordan River in Salt Lake County, PORT helped steward a process that spanned multiple municipalities and agencies, requiring sustained coordination across jurisdictions and engagement with diverse neighborhoods, advocacy groups, and institutional partners. These experiences mirror the collaborative approach required for Bozeman Creek. Working closely with SBC will broaden participation, reach diverse audiences, and ensure meaningful two-way dialogue throughout the planning process. SBC’s ability to translate complex technical issues into accessible conversations will help residents understand choices, articulate priorities, and feel genuine ownership of the plan. Their insight into community concerns and opportunities will also help refine project goals and anticipate challenges. Ultimately, integrating SBC’s expertise, relationships, and trusted leadership into the Vision Plan will ensure a process that is inclusive, informed, and grounded in local context. Combined with PORT’s extensive experience collaborating with community-based organizations nationwide, this partnership will help deliver a Vision Plan that is not only technically strong and forward-looking, but also embraced by the community and positioned for long- term success. Innovation and Creativity in Designing Community Engagement: Knoxville’s Urban Wilderness A hallmark of PORT’s approach to planning is our creative and dedicated commitment to community engagement. Rather than relying on traditional show- and-tell meetings, we design events that invite people to experience a place differently and actively shape its future. This was especially important during the Knoxville Urban Wilderness Gateway project, where the task was to transform a dead-end highway—a space most residents had only ever seen through a car windshield—into the welcoming front door to Knoxville’s expansive Urban Wilderness. Because few people had physically walked the site or imagined its potential as a gateway, we partnered with the City to temporarily close the roadway and host a full block party on the asphalt itself. This created a rare opportunity for residents to explore the area at a pedestrian scale, experience its possibilities firsthand, and begin seeing the corridor not as leftover infrastructure but as a future civic landscape. To match the large scale of the roadway and help people grasp the vision, PORT designed a 50-foot-long physical model of the proposed park, scaled for Hot Wheels cars. The oversized model became an interactive engagement station where people could test ideas, visualize concepts, and physically move through the future gateway. SECTION C: SEEBOZEMANCREEK & ENGAGEMENT APPROACH SECTION C: SEEBOZEMANCREEK & ENGAGEMENT APPROACH 540 City of Bozeman, Montana — PORT + Rio ASE 21 20 PORT + Rio ASE — Bozeman Creek Vision Plan RFP Engagement Approach The Bozeman Creek Vision Plan will be guided by a transparent, inclusive engagement process that brings together residents, neighborhood groups, advisory boards, City departments, and regional partners. Our approach is structured to build momentum over the course of the year—beginning with clear project onboarding, expanding into robust public and stakeholder engagement, and concluding with community-vetted recommendations and formal adoption. Engagement tools will be layered throughout the process to ensure broad awareness, diverse participation, and accessible opportunities for public input. Working with Internal City Partners, Advisory Boards, External Stakeholders PORT will maintain clear communication with internal departments—including the City Commission, City Manager’s Office, and key divisions such as Engineering, Stormwater, Sustainability, Parks & Recreation, Economic Development, and Community Development. Regular coordination meetings and milestone check-ins will keep staff aligned and ensure the plan is technically sound and implementation-ready. We will meet with relevant Advisory Boards—Urban Parks & Forestry, Economic Vitality, Sustainability, Historic Preservation, Community Development, and Downtown URD/BID—at key points to review ideas, gather input, and refine priorities. These sessions ensure civic perspectives are fully reflected in the plan. PORT will engage, neighborhood associations, downtown businesses, creekside landowners, and regional partners such as the Gallatin Watershed Council, Gallatin Valley Land Trust, Montana Land Reliance, and others. Workshops, small-group meetings, site walks, and pop-ups will give all stakeholders meaningful opportunities to shape the plan. Project Onboarding and Engagement Planning As we kick off the project, we will finalize the scope of services, contract, and get to work developing a detailed engagement schedule. Initial outreach will focus on aligning expectations and notifying community partners and advisory boards of the project start. Community Engagement Campaign We will engage residents, SeeBozemanCreek, neighborhood associations, advisory boards, environmental groups, business owners, and state and regional partners to shape the overall vision for the corridor. Our initial round of engagement will combine public events with targeted small-group meetings, surveys, and online outreach. Input gathered will be synthesized into draft plan materials. This includes concept designs, recommended policy changes, and long-term sustainable funding strategies. Our second round of pop-up events and community engagement will shift to sharing and refining draft ideas, ensuring clarity, accuracy, and community alignment. As the vision plan is refined, we will present draft recommendations to Citizen Advisory Boards through public hearings. These sessions help refine the plan and prepare it for formal consideration by the City Commission. Engagement during this period focuses on ensuring that proposed actions are clearly understood and publicly vetted. Adoption and Final Approval The process concludes with a public hearing before the City Commission and formal adoption of the Vision Plan through resolution. Public communications will emphasize transparency, access to final materials, and next steps toward implementation.Right: For our work on the Master Plan for the 8th Street Gateway Park in Bentonville, Arkansas, PORT created a custom website featuring an interactive, immersive 3-D model that allowed community members to explore the master plan from multiple perspectives and offer open-ended feedback. To broaden participation even further, we paired the digital tools with a postcard campaign and a downloadable kids’ coloring book—ensuring that residents of all ages and levels of familiarity with planning could engage with the project in fun, accessible ways. PORT has designed custom project websites for numerous planning and design initiatives, creating accessible platforms where community members can learn about the work, share feedback, and track progress. These interactive sites integrate clear graphics, surveys, maps, and updates—helping broaden participation, strengthen transparency, and ensure that public voices meaningfully shape each project’s direction. A few of the active websites are listed here: www.centraljordanreconnect.com www.8gatewaypark.com www.armourdalestrong.com • Central Jordan River Reconnect—Utah • 8th Street Gateway Park—Arkansas • Armourdale Master Plan—Kansas Left: PORT was commissioned by Chicago’s Department of Cultural Affairs and Special Events to lead a citywide community engagement campaign for a Public Art Vision Plan. Through workshops, neighborhood pop-ups, artist-led conversations, and multilingual outreach, the effort gathered stories, histories, and cultural perspectives to ensure that future public artworks authentically reflect the identities and lived experiences of Chicago’s diverse communities. SECTION C: SEEBOZEMANCREEK & ENGAGEMENT APPROACH SECTION C: SEEBOZEMANCREEK & ENGAGEMENT APPROACH 541 City of Bozeman, Montana — PORT + Rio ASE 23 22 PORT + Rio ASE — Bozeman Creek Vision Plan RFP Engagement Wrap-Up To ensure transparency and demonstrate the value of community input, the project team will prepare a clear “What We Heard” summary that outlines key themes, concerns, and priorities gathered throughout the engagement process. This summary will be published on Engage Bozeman, shared with advisory boards, and incorporated directly into the draft and final Vision Plan. The adoption presentation to the City Commission will highlight specific examples of how public comments shaped final recommendations—such as preferred access improvements, trail alignments, habitat priorities, or policy direction—making the connection between public input and project decisions explicit and easy to understand. The success of public engagement will be evaluated using a combination of qualitative and quantitative measures. These include: • Participation metrics: number of survey responses, public-meeting attendees, pop-up interactions, and Engage Bozeman page views. • Diversity and distribution of participation: representation from key neighborhoods, stakeholder groups, and historically underrepresented voices. • Engagement effectiveness: feedback gathered through small-group meetings, advisory board conversations, and follow-up discussions after major engagement phases. • Clarity of input: extent to which community priorities can be clearly distilled into actionable themes and reflected in the final plan. • Stakeholder satisfaction: informal feedback from SeeBozemanCreek, neighborhood associations, partner organizations, and City departments regarding the inclusiveness and responsiveness of the process. Together, these measures will help demonstrate whether the engagement efforts were accessible, equitable, and influential—ensuring the Vision Plan is not only technically sound but genuinely shaped by the community it serves. 0 5 10 15 20 Events Eclectic Building Stock Diverse Convenient Cobblestones Young Professional Culture Variable Density Socioeconomic Diversity Growing Cleanliness Bars History Gardens Dog Friendly Artistic Vibrancy Transit Accessible Open Space Liberty Lands Restaurants Small Neighborhood Feel Small Businesses Walkability 0 3 6 9 12 15 Noise Lack of Police Presence Crime Weeds Unwelcoming Transit Stops Not Bike Friendly Lost History Lack of Retail Lack of Gathering Space Commercial Diversity Affordability Underutilized Spaces Poor Maintenance Lack of Vegetation Looks Incomplete Limited Pedestrian Space Lack of Shade Above Ground Power Lines Lack of Cohesion Broken Sidewalks Little Parking Construction High Traffic Trash 0 3 6 9 12 15 Trader JoesNeighborhood PoolLack of DiversityHardware Store Revitalizing Existing CommunityPlatforms for Small Businesses Sports BarRenewable Energy Night Programming (Movies, Music)Affordability Wayfinding / Historical MarkersSpecialty Shops / Restaurants Public ArtConnection to Adjacent Neighborhoods Bury PowerlinesStormwater Management Street LightsRiver Access More Trash CansMore Parking Public Square on 2nd StreetPedestrian Safety Cohesive Streetscape IdentityChildren's Play Areas More Trees/ShadeMore Green Space Bike LanesTraffic ControlWe don’t hold community meetings to present finished plans. We create public moments where residents shape what comes next. Above: Custom-designed postcards created for the Westwood Park Oktoberfest community engagement event. These postcards served as both a conversation starter and a takeaway—inviting attendees to share ideas, highlight priorities, and provide quick input in a fun, approachable format tailored to the spirit of the festival. Below: At the Kerns Bakery Augusta Quarry Lake community input event in Knoxville, PORT created a large-scale ground graphic of the quarry— designed so that one step equaled 50 feet—allowing attendees to physically walk the site’s scale, understand distances, and visualize future possibilities. Below: At the Tennessee Riverfront event at Knoxville City Hall, PORT showcased virtual reality walk-throughs alongside a suite of display boards— giving community members an immersive way to explore proposed riverfront improvements and engage directly with the design vision. PORT specializes in translating in-person input—gathered through conversations, workshops, and hands-on activities—into quantifiable, actionable feedback that directly informs project decisions and design outcomes. SECTION C: SEEBOZEMANCREEK & ENGAGEMENT APPROACH SECTION C: SEEBOZEMANCREEK & ENGAGEMENT APPROACH 542 AUGUSTA QUARRY LAKE - KNOXVILLE, TENNESSEE (PHOTO BY KEITH ISAACS) Section D: Relevant Experience 543 Relevant Experience Overview Key Themes 1. Expanded Recreation and Access Enhancing recreational amenities and improving access points creates seamless connections across parks, open spaces, and corridors, establishing a cohesive identity and an engaging experience for all users. 2. Culturally Significant Sites Honoring sites with layered industrial, social, and cultural histories ensures that their stories remain visible, relevant, and generative for future communities. By carefully interpreting past uses, preserving significant artifacts, and weaving historical narratives into design, these places become more than remnants of the past—they transform into dynamic public spaces that acknowledge collective memory, foster cultural continuity, and inspire new forms of community identity. 3. Ecological Restoration and Stewardship Integrating ecological restoration with public use fosters a balanced, sustainable environment that promotes biodiversity, strengthens ecosystem functions, and encourages community involvement in conservation. 4. Community Engagement and Public Outreach Facilitating inclusive engagement through workshops, public forums, and online platforms ensures that the master plan reflects community priorities and builds widespread support. 5. Complex Regulatory Coordination & Approvals Successfully navigating federal, state, and local regulatory processes requires a clear, coordinated strategy. Our team has extensive experience navigating applicable permitting pathways, managing agency coordination, and integrating regulatory requirements into the design and implementation process. PROJECTS *Jordan River Master Plan - Salt Lake City, UT*X X X X X pp 26 *River Connectivity & Gateway Park - Knoxville, TN*X X X X X pp 30 *Expo Idaho Park - Boise, ID*X X X X X pp 34 All-Wheel-Sports & Airport Loop Trail - Greenville, SC X X X X Arkansas River Waterfront Park - Cañon City, CO X X X X X 8th Street Gateway Park - Bentonville, AR X X X X Waterside Park - Washington, PA X X X X X Aspire Riverfront Park - Clinton, TN X X X X XExpanded Recreation + AccessEcological Restoration + StewardshipCulturally Significant SitesCommunity Engagement + Public OutreachComplex Regulatory Coordination & ApprovalsWe have listed eight examples of ongong waterfront, park, and public realm visioning, planning and capital projects led by PORT that demonstrate our depth of experience in delivering high-quality, implementable plans. *Three of these projects are elaborated in further detail in this section. These examples span a range of contexts and scales— from creek corridors and regional trail systems to urban waterfronts and river-adjacent parks—demonstrating our ability to pair site-specific analysis with meaningful community engagement and creative, implementable design solutions. This experience aligns directly with the goals of the Bozeman Creek Vision Plan. Together, these projects illustrate our capability to address complex watershed and public-realm challenges, balance ecological, recreational, and economic priorities, and build consensus around bold yet achievable community-driven visions. City of Bozeman, Montana — PORT + Rio ASE 27 26 PORT + Rio ASE — Bozeman Creek Vision Plan RFP SECTION D: RELEVANT EXPERIENCE SECTION D: RELEVANT EXPERIENCE 544 SERVICES PROVIDEDLandscape Architecture, Planning, Community Engagement PROJECT SIZE7-miles, 800+ acres PROJECT TIMELINEJune 2024 to Present PROJECT TEAMRio ASE – Hydrologists, River Restoration and ManagementEcosystem Sciences –Ecologists, PermittingHorrocks – Civil EngineersPROS – Park Operationsand ManagementPsomas – Land Use and PlanningZions Public Finance – Finance CLIENT REFERENCEAngelo Calacino, AICPPark Development Project ManagerPlanning & Development Section801-560-5708ACalacino@saltlakecounty.gov Rio ASEEcosystem ServicesPROS ConsultingPSOMASHorrocks EngineersZions Pubic Finance with: RECONEXIÓNRío Jordan Central 7 millas, 5 ciudades, 3 arroyos, 1 ríoRECONNECTCentral Jordan River 7 miles, 5 cities, 3 creeks, 1 river In some areas, reaching the Jordan River is as simple as walking, biking, or taking pubic transit. However, other locations present challenges, including physical barriers, limited public transit, private property, and difficult road crossings. While the Jordan River Trail offers a continuous multi-use path through the study area, many zones lack public access to the riverfront or opportunities to enjoy the water. Recent additions of trailheads, pedestrian bridges, and boat launches have improved access, but significant barriers still remain, hindering full enjoyment of this vital natural resource. CONECTADOEn algunas zonas, llegar al río Jordan es tan sencillo como caminar, andar en bicicleta o tomar transporte público. Sin embargo, otros lugares plantean dificultades, incluyendo barreras físicas, transporte público limitado, propiedades privadas, y cruces de carreteras difíciles. Si bien el Jordan River Trail ofrece un camino continuo de usos múltiples, muchas zonas carecen de acceso público a la orilla del río y oportunidades para disfrutar del río. Las recientes adiciones de senderos, puentes peatonales y embarcaderos han mejorado el acceso, pero persisten las barreras que limitan el disfrute de este recurso natural. HOW DO YOU GET TO THE RIVER?¿CÓMO LLEGAS AL RÍO? Trailhead Multi-Modal HubWalk Time to Nearest Trail Access Bike Time to Nearest Trail Access Jordan River TrailMajor Connecting TrailBike LaneExisting Bus RouteNew Bus RouteFrontrunner or Trax LineMajor RoadsMunicipal Boundary Millcreek Station35 minute walk10 minute bike Central Pointe Station40 minute walk15 minute bike River Trail Station4 minute walk 1 minute bike Redwood Junction15 minute walk5 minute bike West Valley Intermodal Hub50 minute walk15 minute bike Meadowbrook Station30 minute walk10 minute bike Murray North Station30 minute walk15 minute bikeSLCC-Taylorsville Transit Center50 minute walk15 minute bike Murray Central Station25 minute walk 10 minute bike Pioneer Crossing Regional Park Redwood Rec Center Millrace Park 5400 S Walden Park Cottonwood Grove Germania Park Kennecott Nature Center 4800 S Arrowhead ParkConfluence Park Little Confluence General Holm Park Millcreek Trailhead Redwood Trailhead Park TAYLORSVILLE MURRAY MILLCREEK SOUTH SALT LAKE WEST VALLEY CITY SALT LAKE CITY 4100 S 4700 S Murray Taylorsville Road Redwood Roa d Murray BlvdS 1300 W2700 W 300 W 3900 S 3500 S 2100 S 1700 S 3300 S I-15 I-215 Popular bike route along 3300 S part of the South Salt Lake Bike Loop MID-VALLEY EXPRESSA 7-mile bus rapid transit route to connect Murray, Taylorsville, and West Valley. Expected completion 2026. Only transit station within immediate walking distance of the Jordan River Busiest transit hub in the Central Jordan area Route 217 - The county’s busiest north/south bus route 5400 S SR201 CONNECTEDCentral Jordan River Multi-Modal TransitTransporte Multimodal 4100 S 4700 S Murray Taylorsville Road Redwood Roa d 3500 S 1700 S 3300 S 3900 S I-15I-215 WHAT WOULD BRING YOU TO THE RIVER? WHAT DO YOU NOT WANT ALONG THE RIVER? ¿QUE TE ATRAERÍA AL RÍO? ¿QUÉ ES LO QUE NO DESEAS A LO LARGO DEL RÍO? DestinationParksOpen SpaceGolf CourseMajor RoadMunicipal BoundaryMajor RoadMunicipal Boundary TAYLORSVILLE MURRAY MILLCREEK SOUTH SALT LAKE WEST VALLEY CITY SALT LAKE CITY MURRAY MILLCREEK SOUTH SALT LAKE WEST VALLEY CITY SALT LAKE CITY TAYLORSVILLE 4100 S 4700 S Murray Taylorsville Road Redwood Ro a d 3500 S 1700 S 3300 S 3900 S I-15 I-215 Miles of Trailper city along the Central Jordan River (miles of river frontage)South Salt Lake2 miles (3.76 miles of river frontage) Murray1.54 miles (2.59 miles) Millcreek0.8 miles (0.8 miles) Taylorsville1.73 miles (3.26 miles) West Valley1.5 miles (3.76 miles) Existing TrailProposed TrailExisting Trailhead ParksNature EducationOpen SpaceGolf Course Public RestroomWater FountainPicnic Pavilion Pioneer Crossing Regional Park Little Confluence Trailhead Millrace Park Tracy Aviary Nature Center at Pia Okwai 17th South River Park General Holm ParkMillcreek Trailhead Germania Park Arrowhead Park Willow Pond Park Redwood Trailhead ParkRedwood Trailhead Park Redwood Recreation Center Park Walden Park PARLEY’S TRAIL8-mile trail completed in 2023to connects Parley’s Canyon to South Salt Lake & the Jordan River MILL CREEK TRAIL EXTENSION1.5 mile extension from Fitts Park LITTLE COTTONWOOD CREEK TRAIL EXTENSION CROSS TOWN TRAIL CONNECTION6.5 mile trail connected to the Mountain View Corridor Trail NORTH JORDAN CANAL TRAIL UTAH & SALT LAKE CANAL TRAIL CONNECTION Utah Cultural Celebration Center Owned and operated by West Valley City, the venue offers spaces for community and special events, including exhibition spaces and an outdoor amphitheater. New Roots Farm A small scale, urban farm for refugees to build healthier communities. Part of a program of the International Rescue Committee of Salt Lake City. Pioneer Crossing Bridge Built in 2013, the bridge commemorates the area where the first pioneers crossed the Jordan River to settle the west side of the Salt Lake Valley. Tracy Aviary Nature Center at Pia Okwai A natural wildlife education center offering free exhibitions and events. Currently expanding the center to offer more learning opportunities. Kennecott Nature Center A nature observation center and classroom operated by Murray City School District for field trips and hands on learning experiences. Redwood Rec Center Meadow Brook Golf Course WWII Memorial Park Millrace Fish Pond 5400 S SR201 5400 S SR201 Trails & AmenitiesSenderos y Servicios DestinationsDestinos Above: Community engagement and outreach was at the heart of this planning process. Shown here is a conversation around the site area map at a pop-up event. Left: A-Frame boards were created to be used at the pop-up and workshop events. Content on the boards highlight certain elements about the site and had questions for participants to answer. Below: A comprehensive site analysis report was developed to document the existing conditions of the Jordan River corridor that used on the ground and drone photography to provide visual reference. PORT JORDAN RIVER REGIONAL PARK MASTER PLAN CLIENT: SALT LAKE COUNTY, UTAHSalt Lake County, Utah The Jordan River Regional Park Master Plan is a planning and engagement process for a 7-mile park along the Jordan River that spans 5 cities and prioritizes cooperative management strategies, enhancing riverine habitat, and providing high quality nature recreation. Currently, the Jordan River is an underutilized asset. While there is a continuous bike and walking trail along the majority of the 50-mile river, public perceptions of the river, particularly within the study area, highlight views that the river is dirty and unsafe. Hydrologically, the river is highly impaired and has been disconnected 50-95% from its historic floodplain. Development adjacent to the river has disconnected the city from the river and has created barriers to accessing the river and trail. To create a thriving, inclusive, and healthy urban river the Jordan River Regional Park Master plan focuses on a throughout and diverse public engagement process as well as a comprehensive site analysis. As part of the ongoing engagement process, the PORT team has created a multi-pronged strategy to gather input and opinion from the public, as well as local stakeholders and leaders. To build awareness for the project and clarify its extents, a branding exercise was undertaken, and the project was renamed ‘The Central Jordan River Reconnect’. Custom designed postcards and stickers were created and handed out at local events and community centers, and trail signs and a social media campaign shared information about the planned events. To gather feedback the project team designed a custom website with project information and questionnaires. At the start of the engagement process the project team hosted six pop-ups at local events to share information about the project and connect with the surrounding communities. Then, the project team hosted five public workshops at local libraries and community centers. Custom A-frame boards and reports with site analysis maps and photos were paired with questions about priorities and goals for the project. Ongoing efforts focus on developing three plan alternatives, gathering public and stakeholder feedback on these options, and then developing the final plan that blends active and passive recreation spaces with an ecologically rich and vibrant riparian landscape. Cooperation and coordination among the varied project stakeholders are a key component to project success and future management and maintenance of the park. City of Bozeman, Montana — PORT + Rio ASE 29 28 PORT + Rio ASE — Bozeman Creek Vision Plan RFP SECTION D: RELEVANT EXPERIENCE SECTION D: RELEVANT EXPERIENCE 545 A comprehensive assessment of riverside edge conditions throughout the Jordan River study area, examining hydrology, topography, vegetation, and adjacent land uses to identify opportunities for reconnecting the river to its natural floodplain. Left: site visits included documenting the existing conditions via bike, kayak, and walking. Below: Conditions along the river’s edge vary considerably throughout the study area, reflecting differences in topography, vegetation, adjacent land uses, and the degree of human modification. In some reaches, the riverbank is relatively natural, with gently sloping edges, intact riparian vegetation, and clear physical and ecological connections to the floodplain. These areas often support more diverse habitat structures and exhibit more dynamic hydrologic behavior. City of Bozeman, Montana — PORT + Rio ASE 31 30 PORT + Rio ASE — Bozeman Creek Vision Plan RFP SECTION D: RELEVANT EXPERIENCE SECTION D: RELEVANT EXPERIENCE 546 TENNESSEE RIVER WATERFRONT CONNECTIVITY FRAMEWORK & KNOXVILLE’S URBAN WILDERNESS CLIENT: THE CITY OF KNOXVILLE & THE KNOXVILLE COMMUNITY DEVELOPMENT CORPORATION Knoxville, Tennessee PORT was instrumental in helping Knoxville secure the Reconnecting Communities and Neighborhoods (RCN) grant through our work on multiple significant projects that connect and enhance the city’s cultural, recreational, and conservation areas. The recently received RCN grant considers a series of ongoing projects and initiatives that together will dramatically improve the landscape of South and East Knoxville. These efforts are part of the city’s recognition of the harm caused by urban renewal to predominately Black communities in East Knoxville, still evident today in high poverty rates and low Black-owned business ownership. Reconnecting Knoxville will establish new multi-modal networks, connecting underserved communities to essential amenities and development hubs, thereby dismantling historical barriers and fostering inclusivity. PORT’s work on the Tennessee River Waterfront Connectivity Framework Study and Urban Wilderness Gateway Park provide a foundation for this dramatic transformation. It will transform the James White Parkway into a connector, enhancing mobility and accessibility to job opportunities within the South Knoxville Waterfront, as well as link a major outdoor recreational amenity—Knoxville’s Urban Wilderness—to communities currently lacking access to essential public space. Knoxville’s Urban Wilderness is adjacent to the heart of Knoxville and provides extensive recreational activities, including mountain biking, trail running, and hiking through a fabric of connected parks, open space, and trails. These networks connect schools, neighborhoods, and existing and emerging businesses from South Knoxville to downtown. A 2023 study by the University of Tennessee, Knoxville’s Center for Energy, Transportation, and Environmental Policy, estimates that the Knoxville Urban Wilderness generates $24.9 million annually for Knox County’s economy. PORT’s work connected to the Urban Wilderness includes the Knoxville Battlefield Loop Framework Plan, the transformation of Augusta Quarry into a public space, and the design and implementation of the flagship Urban Wilderness Gateway Park that transforms a former dead-end highway into new parkland. PORT’s work in Knoxville epitomizes a holistic approach to urban design, conservation, and community engagement. Each of the completed projects integrate seamlessly into the broader effort, contributing to Knoxville’s identity as a city committed to connecting communities, preserving green spaces, fostering outdoor recreation, and creating vibrant neighborhood hubs. SERVICES PROVIDEDMaster Planning Public Engagement Landscape ArchitectureConstruction Documentation Construction Administration PROJECT TIMELINEReconnecting Knoxville grant projects: 2023-Ongoing Tennessee River Waterfront Connectivity Framework Study: 2022-2024 Urban Wilderness Gateway Park: 2018-Ongoing, Phase 2 currently in construction Augusta Quarry: 2016-Ongoing, Phase 2 currently in construction Knoxville Battlefield Loop Framework Plan: 2016-2017 CLIENT CONTACTRebekah Jane JusticeChief of Urban Design and Development, City of Knoxville, Tennessee 865-215-2141 rjustice@knoxvilletn.gov PORT Top: The plan for the Connectivity Framework Study identifies the existing network of public spaces and trail connections, proposed infrastructure, green space expansion, and areas of potential development that will connect and enhance the City’s network. Below: The implementation strategy was categorized into four main themes that emerged from the extensive community feedback: celebrating and preserving green spaces, advocating for mixed-use and mixed-income development, addressing infrastructure concerns, and maintaining the form-based code while limiting variances. The Tennessee River Waterfront Connectivity Framework was a comprehensive planning initiative undertaken by PORT in collaboration with Sanders Pace Architecture for the Knoxville Community Development Corporation. The study aims to enhance connectivity and promote sustainable development along the Tennessee River. Evaluating 750 acres along three miles of the river, the study revisits and updates the original South Waterfront Redevelopment Plan, incorporating community feedback and addressing contemporary development challenges. Emphasizing multi- modal transportation and connectivity, the Framework Study assesses development potential within existing zoning requirements and predicts future needs. It identifies opportunities for public realm additions, Complete Streets, resiliency improvements, greenway connections, and bike share infrastructure. Community feedback played a pivotal role in shaping the Study. The studies conclusion provides an implementation strategy for future improvements, supporting existing neighborhoods and increasing opportunities and access to recreation spaces. Implementation Strategy February 21, 2024 13Tennessee RiverGo o s e C r e e k SW-2 SW-1 Fort Dickerson Park UP RIVER MID RIVER DOWN RIVER Celebrate + Preserve South Knoxville’s Green Space + Outdoor RecreationMixed-Use + Mixed-Income Development That Maintains Neighborhood Character Providing Adequate Infrastructure For Population Growth Preserving The Spirit Of The 2006 Vision Plan In Future Development BD E E F G H I J C C A N 0’200’400’800’ SANDERS PACE ARCHITECTURE + PORT Tennessee River Waterfront Connectivity Framework Study 7.4% Other Celebrate & Preserve South Knoxville’s Celebrate & Preserve South Knoxville’s Green Spaces & Outdoor RecreationGreen Spaces & Outdoor Recreation 31.7%31.7% “Continue to keep the natural beauty and trails, but continue to grow and have new cool businesses.” Mixed-Use & Mixed-Income Development Mixed-Use & Mixed-Income Development that Maintains Neighborhood Character that Maintains Neighborhood Character 27.4%27.4% “Controlled growth in a positive direction that will allow for all families of any income bracket to be a part of our community.” Providing Adequate Infrastructure Providing Adequate Infrastructure for Population Growthfor Population Growth 22.1%22.1% “Less parking and more ped/bike infrastructure to encourage not driving. Parking options for development growth. Public transit from downtown? Trolley route?” Maintaining the Form-Based Code & Maintaining the Form-Based Code & Limiting VariancesLimiting Variances 11.4%11.4% “Why does the city continue to grant such large variances to developers along the south waterfront? How can we prevent this from happening in the future?” 22.1% 349 Comments & Responses community participation, such as public events with interactive stations, question boards, and an online survey accessible through a dedicated website. The extensive feedback gathered from the open house and online survey provided valuable insights categorized into four main themes: celebrating and preserving green spaces, advocating for mixed-use and mixed-income development, addressing infrastructure concerns, and maintaining the form-based code while limiting variances. The community expressed a strong desire to maintain South Knoxville’s identity as a destination for nature lovers, emphasizing the importance of green spaces and outdoor recreation. Mixed-use development that complements neighborhood characteristics, infrastructure improvements for population growth, and concerns about the form-based code were key areas highlighted by the community. The feedback emphasized the collective vision for a balanced approach to growth and progress while preserving the cherished attributes of South Knoxville. In 2005, the City of Knoxville initiated a 20-year plan for the revitalization and preservation of Knoxville’s South Waterfront. That plan established a vision and set a long-term improvement strategy for approximately 750 acres fronting three miles of the Tennessee River directly south of Downtown and across from the University of Tennessee’s Knoxville campus. As that plan approaches the 20-year mark, the City of Knoxville initiated this Connectivity Framework Study to build on the progress and investment within the original South Waterfront Redevelopment Area. This study recognizes completed public and private development efforts and ongoing projects while identifying and prioritizing new opportunities for greater connectivity. The boundaries of this study encompass the original focus area but also expand to include connections to planned community and cultural experiences in other areas of the city. Community feedback played a pivotal role in shaping the Connectivity Framework Study. The team employed various methods to collect feedback to ensure widespread A PLAN SHAPED BY COMMUNITY VOICE City of Bozeman, Montana — PORT + Rio ASE 33 32 PORT + Rio ASE — Bozeman Creek Vision Plan RFP SECTION D: RELEVANT EXPERIENCE SECTION D: RELEVANT EXPERIENCE 547 The Urban Wilderness Gateway Park stands as a collaborative effort between PORT and the City of Knoxville, initiated in 2018 and ongoing. This transformative project reimagines the James White Parkway, an underutilized four-lane highway, into a vibrant 2-mile linear park spanning 113 acres. As the gateway to Knoxville’s Urban Wilderness, the park connects neighborhoods in South Knoxville to a regional recreation venue. PORT’s creative vision expanded the original concept of a standalone gateway park into a comprehensive approach that transforms the entire roadway corridor, improving access and community connections. Community engagement, including public exhibitions and block parties, has been integral to the design process. The design emphasizes connectivity, accessibility, and historical context, acknowledging the incomplete construction of James White Parkway in the 1980s. Phase 1: Cottrell Greenway Phase 1: Greenway, Trails, Park Drive Phase 2b: James White Parkway Gateway Phase 3: James White Parkway Linear Park Left Column: For the Urban Wilderness Gateway Community Celebration, PORT designed custom comment cards and pinned them to a matchbox car-scaled 40-foot long model of the corridor. This was the centerpiece of the event, which brought attendees from all over the city to the James White Parkway terminus. Below, Right: Phase 1of the Urban Wilderness Gateway Park, completed in 2020, extended trails and established key connectivity upgrades. Phase 2a, constructed in 2024, creates a new plaza, a kids bicycle pump-track, and play spaces at Baker Creek Preserve. Phase 3 will see a complete transformation of the abandoned Parkway. Phase 2a: Baker Creek Preserve Gateway URBANWILDERNESSGATEWAY SMOKY MOUNTAIN RAILROAD G&O T R A I L SOUTH WATERFRONT GREENWAY BAKER CREEKPRESERVE MORNINGSIDEPARK FORT DICKERSON QUARRY LAKE FORT STANLEY HIGHGROUD PARK LOGHAVEN MARY VESTAL PARK RIVER BLUFF HASTIE NATURAL AREA MARIE MYERSPARK MEADSQUARRYLAKE ROSSMARBLEQUARRY PRIVATE LAND EASEMENT IJAMSNATURECENTER FORKS OF THERIVER WILDLIFEMANAGEMENTAREAKNOXVILLEBATTLEFIELDLOOP BAKER CREEKPRESERVE SOUTH LOOP DOWNTOWN KNOXVILLE BATTLEFIELD LOOP J A M ES WHIT E PARKWAYSOUTHKNOXVILLE 1000’0 2000’4000’ Primary Entry Secondary Entry JA M E S W HIT E PARKWAYMORNINGSIDEPARK BAKER CREEKPRESERVE SEVIERVIL L E PI K E WYNN AVE SE V I E R A V E ANITA DR TAYLOR RDRIVERSIDE DR JA M E S W HIT E PARKWAYMORNINGSIDEPARK BAKER CREEKPRESERVE SEVIERVILL E PI K E WYNN AVE SE V I E R A V E ANITA DR TAYLOR RDRIVERSIDE DR JA M E S W HIT E PARKWAYMORNINGSIDEPARK BAKER CREEKPRESERVE SEVIERVI L LE PI K E WYNN AVE SE V I E R A V E ANITA DR TAYLOR RDRIVERSIDE DR JA M E S W HIT E PARKWAYMORNINGSIDEPARK BAKER CREEKPRESERVE SEVIERVIL L E PI K E WYNN AVE SE V I E R A V E ANITA DR TAYLOR RDRIVERSIDE DR 2.2 MILES 113 ACRES 7 CROSSINGS 2 ANCHORS City of Bozeman, Montana — PORT + Rio ASE 35 34 PORT + Rio ASE — Bozeman Creek Vision Plan RFP SECTION D: RELEVANT EXPERIENCE SECTION D: RELEVANT EXPERIENCE 548 The Augusta Quarry project emerged as a recreational and cultural asset within the Knoxville’s Urban Wilderness. With an $8M budget, PORT, alongside Sanders Pace Architecture, led landscape planning and design to transform the limestone quarry into a vibrant community space. The design interventions included a boardwalk, swimming beach, overlooks, food kiosks, and kayak rentals, emphasizing safety, access, and historical significance. Community engagement was central, with PORT facilitating an interactive exhibit to gather feedback and prioritize community ambitions for the lake. Anchoring the southernmost end of the Urban Wilderness Gateway Park is Baker Creek Preserve where seven miles of mountain bike trails wind through hills, valleys, and meadowlands. Improvements at Baker Creek Preserve provide gathering space for events and opportunities for recreation while creating a legible front door to the extensive mountain bike trail network of South Knoxville. City of Bozeman, Montana — PORT + Rio ASE 37 36 PORT + Rio ASE — Bozeman Creek Vision Plan RFP SECTION D: RELEVANT EXPERIENCE SECTION D: RELEVANT EXPERIENCE 549 City of Bozeman, Montana — PORT + Rio ASE 39 38 PORT + Rio ASE — Bozeman Creek Vision Plan RFP THE PARK AT EXPO IDAHO CLIENT: ADA COUNTY, IDAHOGarden City, Idaho Currently under construction, the Park at Expo Idaho transforms an abandoned racehorse track alongside the Boise River into an 88-acre riverside park that prioritizes urban biodiversity, year-round active recreation, and nature-based play. The project builds on nearly a decade of planning and community engagement undertaken by Ada County and its partners since the racetrack closed in 2016. The project aspires to maximize both the PLAY VALUE and the ECOLOGICAL VALUE of the park to set a new precedent for riverside recreation within the Boise region. The first phase of the park concentrates areas of program along the reconfigured Greenbelt and allows for a large central portion of the site to undergo intense ecological restoration. The two primary program areas, a nature-based playground and all-wheel sports garden, benefit the site, Expo Idaho, and the surrounding communities by creating high quality, multi-generational experiences for the area. The ecological core of the site, the Lowlands, reconnects the site to the Boise River ecology and hydrology. A network of soft surface pathways and overlook areas allow for the public to experience and engage with the unique landscapes of the Treasure Valley region. The Park at Expo Idaho is an AND project, not an OR project: Ecological Performance and Economic Growth; Active Recreation and Nature-Based Play; Community Park and Regional Destination. SERVICES PROVIDEDMaster PlanningLandscape ArchitectureConstruction DocumentationConstruction Administration PROJECT SIZE 88 acres PROJECT TIMELINE2023-24: Planning & Design 2025-26: Construction2027: Park Opening CLIENT CONTACTJoshua Brown Senior Project Manager Ada County, Idaho208.287.7614jbrown@adacounty.id.gov The Park at Expo Idaho will extend the well-loved network of public spaces along the Boise River by creating a 21st century park centered around direct access to nature-based experiences. The ridges are a series of topographic interventions that charismatically frame the park extents. They meander along the perimeter of the park with a series of selective cuts meant to provide visitor access and water flow to the lowlands. There are over 60 acres of parkland devoted to the Lowlands, a nature-based recreation landscape that prioritizes high ecological value and expanded urban biodiversity. More than 5 miles of trails wind and weave through 7 distinct landscape types representative of the Treasure Valley’s most valuable ecosystems. EXISTING PROPOSED PORT SECTION D: RELEVANT EXPERIENCE SECTION D: RELEVANT EXPERIENCE 550 City of Bozeman, Montana — PORT + Rio ASE 41 40 PORT + Rio ASE — Bozeman Creek Vision Plan RFP Misting Garden at the Playground The Park at Expo Idaho will extend the well-loved network of public spaces along the Boise River by creating a 21st century park centered around direct access to nature-based experiences. Foodtruck Plaza along the Greenbelt All-Wheel Sports Garden (Left) The project team developed a robust engagement strategy that included outreach to community members, agencies from the federal to local level, and special interest groups. Greenbelt bridge through the Lowlands (Below) The Lowlands in The Park at Expo Idaho offers a retreat into nature for park visitors, and ample habitat for native species. (Bottom) The project integrates Nature and Play through the careful coordination of bespoke play equipment and landscape systems. Destination scale program features, like the All-Wheel Sports Garden, are integrated carefully with the topography and landscape of the site. SECTION D: RELEVANT EXPERIENCE SECTION D: RELEVANT EXPERIENCE 551 EXISTING PROPOSED Specific Complexities and Challenges Encountered The Park at Expo Idaho presented a unique set of challenges due to its scale, ecological sensitivity, and stakeholder landscape: •Large, Complex Site: The 88-acre park required balancing ecological restoration with diverse recreational programming, while ensuring long-term operational and financial sustainability. •Stakeholder Coordination: The site’s adjacency to Expo Idaho required close collaboration with Ada County, fairground operators, and community stakeholders to ensure the park functioned seamlessly alongside large-scale events and a growing community. •Riverfront Permits & Approvals: Given its location along the Boise River, the project required careful navigation of permitting processes related to floodplain restoration, water quality, and habitat protection. •Fast Timeline & ARPA Funding: The use of American Rescue Plan Act (ARPA) funding meant adhering to strict timelines, requiring an accelerated yet thorough planning and approval process. •Long-Term Maintenance & Financial Sustainability: Recognizing the need for a sustainable operations model, the project required a strategic approach to park management, programming, and funding. How These Challenges Were Addressed PORT and our collaborators implemented a strategic approach to address these complexities: •Comprehensive Site Analysis: Our team conducted a detailed study of the site’s hydrology, ecology, and recreational demands to ensure a balanced, resilient design that would function well over time. •Proactive Stakeholder Engagement: We worked closely with Ada County and Expo Idaho leadership, hosting structured workshops and visioning sessions to align park programming with long-term management needs. •Regulatory Coordination: Early engagement with permitting agencies ensured that floodplain restoration, habitat enhancements, and recreational access were seamlessly integrated into the approval process. •Financial Sustainability Planning: Recognizing the park’s long-term operational needs, we led a market analysis and park planning process that evaluated revenue-generating opportunities and identified sustainable funding mechanisms. •Public/Private Partnership for Operations: A key outcome of this planning was the establishment of a public/ private partnership for the operations of the sports fields. This agreement helps generate revenue that directly contributes to the park’s operating budget, ensuring financial viability while maintaining accessibility for the community. Managing Complex Projects Case Study: The Park at Expo Idaho The Park at Expo Idaho illustrates our ability to manage complex public planning efforts that, like the Bozeman Creek Vision Plan, must balance ecological goals, community expectations, and technical constraints. Through an extensive engagement process and close coordination with multiple municipalities, community groups, and advocacy organizations, we built consensus around a shared vision while navigating competing priorities—an approach directly relevant to Bozeman’s multi-stakeholder environment. Our technical capabilities, including GIS mapping, hydrologic and environmental analysis, and 3D modeling, played a central role in shaping a resilient, adaptable framework for the site. Just as importantly, our disciplined project management ensured that the process remained clear, efficient, and on schedule—reinforcing our track record of delivering complex civic projects that are both community-driven and implementation-ready. Left: The park design delivers a rich sequence of varied landscape experiences, all developed through rigorous project management and an aggressive project timeline that brought multiple agencies, stakeholders, and technical disciplines into alignment. City of Bozeman, Montana — PORT + Rio ASE 43 42 PORT + Rio ASE — Bozeman Creek Vision Plan RFP SECTION D: RELEVANT EXPERIENCE SECTION D: RELEVANT EXPERIENCE 552 Innovative Approaches or Technologies PORT leveraged a forward-thinking approach to ensure both design excellence and long-term park sustainability: •Integrated Permitting & Design Strategy: Permitting was embedded into the design process from day one, aligning ecological restoration goals with regulatory requirements to streamline approvals. This proactive approach reduced the risk of delays and created a more efficient workflow between agencies and the design team. •Multi-Benefit Floodplain Restoration: The reintroduced watercourses and wetlands not only enhance biodiversity and flood resilience but also serve as key recreational assets, attracting visitors and supporting nature-based programming. These ecological systems were designed to evolve over time, strengthening the park’s adaptability to climate change and shifting hydro-logic conditions. Additionally, their integration into public spaces allows visitors to directly experience and learn from the restored environment, deepening community stewardship. •Sustainable Earthwork Strategies: Excavated soil from floodplain restoration was re-purposed to create The Ridges, minimizing waste, reducing costs, and forming a natural buffer between the park and Expo Idaho. This strategy eliminated the need for extensive off-site hauling, further reducing carbon emissions associated with construction. At the same time, The Ridges provide elevated landforms that expand recreational opportunities and establish a distinctive identity for the park. •Operations & Maintenance Approach: The park design incorporated durable materials, low-maintenance native plantings, and adaptable infrastructure to reduce long-term upkeep costs. The planning phase also included detailed financial modeling to ensure long-term fiscal sustainability. By forecasting maintenance needs over multiple decades, the project created a proactive framework for resource allocation. This approach ensures the park remains both financially resilient and ecologically healthy well into the future. •Public/Private Partnership Model: The collaboration between Ada County and private entities for sports field operations creates a recurring revenue stream, offsetting maintenance costs while maintaining high-quality recreational facilities. This partnership model provides flexibility by blending public oversight with private-sector efficiency. It also fosters long-term investment in the park’s success, ensuring that the facilities remain active, well- maintained, and responsive to evolving community needs. Lessons Learned That Could Be Applied to the Bozeman Creek Vision Plan •Nature & Ecology: Bozeman Creek offers a unique opportunity to restore a dynamic urban waterway and strengthen ecological function throughout its corridor. Improved riparian habitat, expanded floodable open spaces, and nature- based stormwater strategies can enhance water quality, support wildlife, and reconnect the community with a healthier creek system. As with our work on large, multi-layered landscapes such as the Park at Expo Idaho, we will begin with rigorous site analysis and robust community engagement to determine the most appropriate ecological interventions—ensuring they are achievable, resilient, and grounded in local values. •Everyday Use & Community Life: A revitalized Bozeman Creek corridor can provide new opportunities for recreation, gathering, and community events—strengthening day-to-day life for nearby neighborhoods and downtown. Much like our approach at the Park at Expo Idaho, the Vision Plan will help determine how the creek corridor can host informal use (walks, picnics, fishing access, nature play) alongside small-scale programmed activities (pop-up events, art installations, educational programs) without compromising ecological health. The goal is a flexible and welcoming public realm that reflects community priorities while celebrating the creek’s natural character. •Access & Circulation: Access and circulation will be essential to making the creek corridor enjoyable and usable for all residents. Improving trail continuity, crossings, wayfinding, and key access points—especially near parks like Bogert Park and along the Main Street to the Mountains network—will help integrate the creek into the broader mobility system. As in Boise, where river access and constrained edges posed design challenges at the Park at Expo Idaho, we will balance expanded connectivity with sensitivity to adjacent neighborhoods, ensuring that improvements enhance safety, visibility, and inclusivity without overwhelming nearby residential areas. •Operations & Maintenance Planning: A successful Bozeman Creek Vision Plan must include realistic strategies for operations, maintenance, and long-term stewardship. This includes caring for restored riparian zones, maintaining trails and public amenities, monitoring water quality, and managing vegetation in both naturalized and high-use areas. As we did for the Park at Expo Idaho, we will work with the City and partners to identify the staffing, funding, and governance structures required to support ongoing maintenance. This approach ensures that improvements remain safe, functional, and ecologically healthy well into the future. City of Bozeman, Montana — PORT + Rio ASE 45 44 PORT + Rio ASE — Bozeman Creek Vision Plan RFP SECTION D: RELEVANT EXPERIENCE SECTION D: RELEVANT EXPERIENCE 553 TENNESSEE RIVER WATERFRONT CONNECTIVITY PLAN—KNOXVILLE, TN (PORT) Section E: Qualifications & Key Personnel 554 City of Bozeman, Montana — PORT + Rio ASE 49 48 PORT + Rio ASE — Bozeman Creek Vision Plan RFP Key Personnel The PORT + RIO team brings decades of combined experience leading complex, community-driven waterfront public realm projects across the United States. Christopher Marcinkoski, AIA, ASLA (Hon.) Title: Founding Partner Role: Partner-in-Charge / Project Lead Chris, a founding partner at PORT, brings over two decades of experience leading major public realm and waterway projects nationwide. His design and academic leadership ensure the Bozeman Creek Vision is grounded in forward-thinking, implementable strategies. He will provide overarching design guidance, quality assurance, and strategic oversight throughout the project. Nick Jabs, AIA, ASLA Title: Senior Associate Role: Project Manager / Landscape Architect Nick brings strong project management experience from complex public-realm and park projects, including the Cañon City Riverfront Park and Expo Idaho Park. He excels at coordinating multidisciplinary teams and translating stakeholder priorities into clear, implementable strategies. For the Bozeman Creek Vision, he will help guide public realm concepts, integrate ecological and infrastructural systems, and support development of a cohesive corridor vision. Dorothy Jacobs, ASLA Title: Senior Designer Role: Asst. Project Manager / Landscape Architect Dorothy brings expertise in park planning, analysis, and visual storytelling, helping shape the narrative of the Bozeman Creek Vision through clear, engaging graphics. She translates complex site data and technical assessments into accessible materials that support public understanding and dialogue. Her ability to distill information into visually compelling content will be key to building momentum and shared confidence in the emerging vision. Ruth Penberthy Title: Designer Role: Landscape Designer Ruth brings strong skills in landscape analysis, site research, and visual communication to the Bozeman Creek Vision. She develops clear, engaging graphics that distill complex ecological and spatial information into accessible formats. Her thoughtful, detail-oriented approach supports community understanding and helps ensure the emerging vision is communicated with clarity, precision, and a strong sense of place. PERSONNEL & ROLE KEY SCOPE & RESPONSIBILITIES PORT Christopher Marcinkoski Partner-in-Charge Project Lead »Provide overall leadership and strategic oversight, ensuring that the project vision, process, and deliverables align with the City of Bozeman’s goals, stakeholder priorities, and PORT’s standards for design excellence. »Guide high-level coordination across all subconsultant firms, reviewing key milestones, resolving interdisciplinary challenges, and ensuring ecological, technical, economic, and mobility considerations are fully integrated into a cohesive creek corridor strategy. »Lead quality assurance and client communication, providing senior review of major deliverables, participating in steering committee and leadership meetings, and ensuring that all work meets the expectations of the City, County, and project partners throughout the Bozeman Creek Vision process. PORT Nick Jabs Senior Associate Project Manager Landscape Architect »Coordinate day-to-day project management, including scheduling, task assignments, and interdisciplinary communication across the project team to keep the project on track. »Oversee production of all deliverables, managing internal workflows, QA/QC, documentation, and timely submission of plans, graphics, reports, and engagement materials. »Serve as the primary liaison to the City, organizing meetings, preparing agendas and follow-ups, tracking feedback, and ensuring client and stakeholder input is incorporated throughout the planning and design process. PORT Dorothy Jacobs Senior Designer Urban Designer Landscape Architect »Lead the creation of all visual and written content, including maps, diagrams, renderings, narrative text, and presentation materials that clearly communicate the riverfront vision. »Translate technical insights and community input into accessible materials, ensuring that design concepts, analysis findings, and strategic recommendations are visually compelling and easy for stakeholders to understand. »Support iterative design and documentation, updating graphics and narratives as concepts evolve and coordinating closely with the broader team to ensure all materials are accurate, aligned, and polished for public and stakeholder review. PORT Ruth Penberthy Designer Landscape Designer »Support day-to-day project coordination, helping manage schedules, track tasks, organize meetings, and maintain clear communication among PORT, partner firms, and the City. »Assist with deliverable development and quality control, compiling content, organizing drafts, tracking revisions, and ensuring materials are accurate, consistent, and aligned with project goals. »Manage documentation and logistics, including meeting agendas and notes, stakeholder outreach coordination, file organization, and maintaining up-to-date project records to keep the team aligned and efficient. Rio ASE Rob Richardson Geomorphologist »Review and synthesize technical reports to develop science-based recommendations that incorporate geomorphic stability, habitat enhancement, and resilience, ensuring that proposed design concepts follow natural processes and support long-term creek health. »Collaborate closely with PORT, partner firms, and the City to translate technical findings into clear guidance for design alternatives, public communication materials, and implementation strategies. Rio ASE Joe Young Water Resource Engineer »Review and synthesize technical reports to develop science-based recommendations that integrate hydrologic performance, flood resilience, water quality, and infrastructure needs, ensuring proposed design concepts support a healthy and sustainable Bozeman Creek system. »Collaborate closely with PORT, partner firms, and the City to translate hydrologic and hydraulic findings into clear guidance for design alternatives, public communication materials, and implementation strategies. Rob Richardson Title: Principal Geomorphologist Role: Project Geomorphologist Rob’s career as a geomorphologist has focused on natural resource planning and management throughout the western United States and Alaska with an emphasis on river and hillslope processes as they pertain to habitat restoration, irrigation, infrastructure, and risk. During his career Rob has managed dozens of large interdisciplinary project teams with diverse stakeholders and broad objectives while obtaining singular, mutually agreeable outcomes supported by the best available science. These two individuals form the Rio ASE team you will work with throughout the Bozeman Creek Vision process. These four individuals form the PORT team you will work with throughout the Bozeman Creek Vision process. The PORT Team The Rio ASE Team Joe Young Title: Principal Engineer Role: Project Water Resource Engineer Joe is a civil engineer with 13 years of experience in water resources engineering focused on river restoration, habitat improvement, and conveyance design throughout the western United States. During his career, Joe has managed interdisciplinary project teams and led design activities on small- and large-scale projects for a diverse client base including private landowners, small and large agencies, tribal entities, municipalities, and governments of foreign countries. At the heart of Joe’s approach to river engineering is understanding the riverine physical processes. SECTION E: QUALIFICATIONS & KEY PERSONNEL SECTION E: QUALIFICATIONS & KEY PERSONNEL 555 City of Bozeman, Montana — PORT + Rio ASE 51 50 PORT + Rio ASE — Bozeman Creek Vision Plan RFP Christopher is a founding partner of PORT and serves as the creative director of the office’s public realm and urban design projects. Current work includes conservation planning and design of a new 89-acre park on former reservoir lands outside Washington, Pennsylvania; design development of a new 110-acre Gateway Park for the City of Bentonville, Arkansas as part of the Walton Family Foundation Design Excellence program; the 22-acre Riverside Park along the Arkansas River in Cañon City, Colorado; and the 88-acre Expo Idaho Park Master Plan in Boise, Idaho. In addition to his work at PORT, Christopher is also an Associate Professor of Landscape Architecture and Urban Design (with tenure) at the University of Pennsylvania in Philadelphia. His work has been recognized by the Van Alen Institute, Bauhaus Dessau Foundation, Graham Foundation, Skidmore Owings and Merrill Foundation, American Institute of Architects, Chicago Architecture Club, Chicago Ideas Week and, the American Academy in Rome, which awarded him the 2015 Rome Prize in Landscape Architecture, and, most recently, the Architectural League of New York Emerging Voices Award in 2020. RELEVANT PROJECT EXPERIENCE (SELECTED LIST) Gateway Park & Centennial Park Master Plan, Cañon City, COPartner in Charge for the design and planning of an 22-acre riverside park that prioritizes river access and programming, ecological health, and connections to nearby recreation points and the historic Main Street. Central Jordan River Reconnect, Salt Lake County, UTPartner in Charge for the design and planning of a 7-mile stretch of the Jordan River, considering varying types of recreational and passive spaces, strengthening existing ecological and riverine conditions, and maximizing community access for a healthier, more inclusive urban river corridor. The Park at Expo Idaho, Garden City, IDPartner in Charge for the planning and design of an 88-acre riverside park that prioritizes urban biodiversity, year-round active recreation, and nature-based play. 8th Street Gateway Park, Bentonville, ARPartner in Charge for the Master Plan and Schematic Design of a new 110-acre park in Northwest Arkansas. Waterside Park, North Franklin, PAPartner in Charge for a new 89-acre park on the site of a former water company reservoir land in western Pennsylvania. Aspire Park, Clinton, TNPartner in Charge for a 180-acre waterfront public park, providing overall design leadership, strategic direction, and coordination across multidisciplinary teams to guide the project from visioning through implementation. CONTACTmarcinkoski@porturbanism.com 215.606.4748 EDUCATIONMaster of ArchitectureYale University School of ArchitectureNew Haven, CT Bachelor of ArchitectureThe Pennsylvania State UniversityUniversity Park, PA REGISTRATIONSRegistered Architect: Pennsylvania #RA407785 PROFESSIONAL EXPERIENCEPORTPhiladelphia, PA Partner, 2012-Present James Corner Field OperationsNew York, NYSenior Associate, 2007-2010Associate, 2006-2007Project Designer, 2004-2005 ACADEMIC APPOINTMENTSUniversity of Pennsylvania School of Design Philadelphia, PA Associate Professor of Landscape Architecture and Urban Design (with tenure), 2016-Present Assistant Professor of Landscape Architecture and Urban Design, 2010-2016 2015-16 American Academy in Rome Fellow, Landscape Architecture CHRISTOPHER MARCINKOSKI, AIA, ASLA (HON.), FAAR Founding PartnerProject Lead / Partner-in-Charge PORT Nick is dedicated to transforming public spaces. With a focus on collaborative design, he has successfully managed large park projects across the country, turning overlooked areas into vibrant community hubs. Beyond his professional work, Nick teaches at the University of Pennsylvania and the University of Delaware, sharing his passion for landscape architecture. Recognized for his contributions, he was named a Fellow to the Landscape Architecture Foundation in 2019. Nick holds a Master of Landscape Architecture from Penn, where he received the McHarg Prize, and a Bachelor of Architecture from the University of Arkansas. In 2023, he was honored with the Young Architect Award by the Fellows Committee of AIA Philadelphia and serves on the Board of Directors of the Landscape Architecture Foundation, bridging the gap between the Board and emerging design professionals. RELEVANT PROJECT EXPERIENCE (SELECTED LIST) The Park at Expo Idaho, Garden City, IDProject Manager for the planning and design of an 88-acre riverside park that prioritizes urban biodiversity, year-round active recreation, and nature-based play. Gateway Park & Centennial Park Master Plan, Cañon City, COProject Manager for the design and planning of an 22-acre riverside park that prioritizes river access and programming, ecological health, and connections to nearby recreation points and the historic Main Street. Waterside Park, North Franklin, PAProject Manager for a new 89-acre park on the site of a former water company reservoir land in western Pennsylvania. Northern Liberties Streetscape Vision Plan, Philadelphia, PAProject Manager for the vision plan for the commercial corridors through the rapidly growing Northern Liberties neighborhood in Philadelphia. Frankford Avenue Connector, Philadelphia, PAA Project Designer for a .4 mile installation and public realm improvement currently under construction. Cobbs Creek Nature Playground, Philadelphia, PAProject Manager on the design and development of a nature-based playground that prioritizes intergenerational play, promotes exploration, and celebrates inclusivity. Aspire Park, Clinton, TNProject designer for the design of the structures and features within the 180-acre public park currently under construction. EDUCATION Master of Landscape Architecture University of Pennsylvania Philadelphia, PA Bachelor of ArchitectureMinor: Planning, SustainabilityUniversity of ArkansasFayetteville, AR REGISTRATIONSLicensed Architect: Pennsylvania #RA408974 Licensed Landscape Architect:New Jersey #21AS00143700 PROFESSIONAL EXPERIENCEPORTPhiladelphia, PA Sr. Associate, 2023-CurrentAssociate ,2020-2023Designer, 2018-2020 DLANDstudio Architecture & Landscape ArchitectureBrooklyn, NYDesigner, 2014-2016 PROFESSIONAL AFFILIATIONSAmerican Institute of Architects (AIA) American Society of Landscape Architecture (ASLA) Fellow, Landscape Architecture Foundation Fellowship for Innovation and Leadership, 2019 - 2020 ACADEMIC APPOINTMENTS University of Pennsylvania, Philadelphia, PA Lecturer: 2021, 2022, 2023, 2024 University of Delaware, Newark, DE Adjunct Faculty, 2018-2019 Utah State University, Logan, UTDistinguished Visiting Professor, 2025 NICK JABS, AIA, PLA, ASLA Senior AssociateProject Manager PORT SECTION E: QUALIFICATIONS & KEY PERSONNEL SECTION E: QUALIFICATIONS & KEY PERSONNEL 556 City of Bozeman, Montana — PORT + Rio ASE 53 52 PORT + Rio ASE — Bozeman Creek Vision Plan RFP Dorothy Jacobs is a Senior Designer at PORT where she works on the office’s landscape architecture, urban design, and resiliency planning efforts. Dorothy has over four years of experience in all phases of project development including research and analysis, conceptual and schematic design, and construction documentation for projects that span a variety of scales. In addition to her professional work, Dorothy has taught design studios focused on the fundamentals of landscape architecture and currently leads a course focusing on grading and planting design at the University of Pennsylvania Weitzman School of Design. RELEVANT PROJECT EXPERIENCE (SELECTED LIST) The Park at Expo Idaho, Garden City, IDProject Designer for the planning, design, and documentation of an 88-acre riverside park that prioritizes urban biodiversity, year-round active recreation, and nature-based play. Strategic Stormwater Plan, Pittsburgh, PA*Project Designer for the Strategic Stormwater Plan, involving typology design and graphic production. NCMA Park Master Plan & Stream Restoration, Raleigh, NC*Project Designer for the conceptual design and master planning for the Park’s Master Plan & Stream Restoration Plan for the North Carolina Museum of Art. Columbian Quarter Master Plan, Washington DC*Project Designer for the master plan for a new, mixed-use, transit-oriented neighborhood in Southeast Washington DC. Brookhaven Revitalization Program, Brookhaven, NY*Project Designer for the Local Waterfront Revitalization Program for the Town of Brookhaven, providing research and graphic production through the study’s site analysis phase. University of Pennsylvania’s Vagelos Laboratory, Philadelphia, PA*Project Designer for the design and documentation of the landscape surrounding the University’s new laboratory, featuring a new, primary circulation route for the campus, significant grade changes, green roof gardens, and multiple rain gardens to manage stormwater on site. This project also involved documentation for LEED Silver certification. One UCity Square, Philadelphia, PA*Project Designer for the design and documentation of a public plaza featuring a multi-use lawn, extensive planting beds, a water-feature, and various site walls to manage grade changes. *Completed while at other firms/organizations. EDUCATIONMaster of Landscape ArchitectureUniversity of PennsylvaniaPhiladelphia, PA English Major with Minor in Art StudioUniversity of RichmondRichmond, VA Urban Design and Landscape Architecture StudioDanish Institute of Study Abroad REGISTRATIONSLicensed Landscape Architect:Tennessee PROFESSIONAL EXPERIENCEPORTPhiladelphia, PADesigner II, 2023-Present Andropogon AssociatesPhiladelphia, PALandscape Designer, 2019-2022 Peg Office of Landscape + ArchitecturePhiladelphia, PAIntern, 2019 Andropogon AssociatesPhiladelphia, PAIntern, 2018 Madison Square ParkNew York, NYHorticulture Intern, 2017 ACADEMIC APPOINTMENTSUniversity of PennsylvaniaPhiladelphia, PA Lecturer: 2021-Present DOROTHY JACOBS, ASLA Senior DesignerLandscape Architect PORT Ruth Penberthy is a Designer at PORT, where she contributes to the office’s landscape architecture, urban design, and resiliency planning efforts. With a background in civil and environmental engineering, Ruth balances her systems-thinking design approach with a strong aesthetic lens. Professionally, she has worked on a variety of project types and scales, including parks and greenways, streetscapes, mixed-use developments, and public facing institutional work within education and healthcare. In addition to her professional work, Ruth is a lecturer at the University of Pennsylvania Weitzman School of Design. She teaches summer preparatory classes for incoming graduate students as well as a core curriculum class on the fundamentals of analogue and digital drawing techniques used in landscape architecture. RELEVANT PROJECT EXPERIENCE (SELECTED LIST) Gateway Park & Centennial Park Master Plan, Cañon City, COProject Designer for the design and planning of an 22-acre riverside park that prioritizes river access and programming, ecological health, and connections to nearby recreation points and the historic Main Street. Central Jordan River Reconnect, Salt Lake County, UTProject Designer for the design and planning of a 7-mile stretch of the Jordan River, considering varying types of recreational and passive spaces, strengthening existing ecological and riverine conditions, and maximizing community access for a healthier, more inclusive urban river corridor. Mander Playground, Philadelphia, PA*Project Designer and Manager for the design and documentation of a new playground, featuring an ages 2-5 area, 5-12 area, and a spray-ground in Fairmount Park. HELIX NJ, New Brunswick, NJ*Project Designer for the documentation of a public plaza featuring a series of complex granite walls used for planters, benches, and site circulation. Simons Rec Center, Philadelphia, PA*Project Designer for the documentation of a redesigned recreational center that included a full regulation Track and Field, various sport fields, and additional recreation and play amenities in Northwest Philadelphia. Granahan Rec Center, Philadelphia, PA*Project Designer for the design and documentation of landscape and site features for a reconstructed recreation center in West Philadelphia. Clifton & Perelman Center Site Improvements, Philadelphia, PA*Project Designer for the design and documentation of landscape and site improvements of two healthcare campus plazas in University City. *Completed while at other firms/organizations. EDUCATIONMaster of Landscape ArchitectureUniversity of PennsylvaniaPhiladelphia, PA Engineering Major with Minor in Landscape StudiesSmith CollegeNorthampton, MA PROFESSIONAL EXPERIENCEPORTPhiladelphia, PADesigner, 2025-Present Langan EngineeringPhiladelphia, PAStaff III Landscape Architecture, 2024-2025 PennPraxis + PORT Philadelphia, PADesign Fellow, 2023-2024 Langan EngineeringBoston, MAIntern, 2023 ACADEMIC APPOINTMENTSUniversity of PennsylvaniaPhiladelphia, PA Lecturer: 2024-Present RUTH PENBERTHY DesignerLandscape Designer PORT SECTION E: QUALIFICATIONS & KEY PERSONNEL SECTION E: QUALIFICATIONS & KEY PERSONNEL 557 City of Bozeman, Montana — PORT + Rio ASE 55 54 PORT + Rio ASE — Bozeman Creek Vision Plan RFP Rob’s career as a geomorphologist has focused on natural resource planning and management throughout the western United States and Alaska with an emphasis on river and hillslope processes as they pertain to habitat restoration, irrigation, infrastructure, and risk. During his career Rob has managed dozens of large interdisciplinary project teams with diverse stakeholders and broad objectives while obtaining singular, mutually agreeable outcomes supported by the best available science. Rob’s technical approach includes understanding historical, existing, and potential future site conditions to develop appropriate solutions that address the problem rather than simply treat the symptom. Whether managing a project or providing technical expertise, Rob specializes in understanding and incorporating the big picture into a practical plan to ensure successful project development and implementation. He works to oversee interdisciplinary technical components and coordinate with project partners to effectively and efficiently deliver solutions suitable over both the short- and long-term. Rob has successfully used this philosophy to complete projects within both the private and government sectors including river and habitat restoration designs, watershed- and reach-scale geomorphic assessments, channel migration zone analyses and other risk assessments, pipeline and bridge stream crossing evaluations, paleoenvironmental site reconstructions, climate change research, and interdisciplinary planning and prioritization studies. Rob is a licensed professional geologist in Idaho, Oregon, and Washington and a certified Project Management Professional. In his free time, Rob can typically be found enjoying time with his family, mountain biking, fishing, or building something in his shop. RELEVANT PROJECT EXPERIENCE (SELECTED LIST) The Park at Expo IdahoAda County, Idaho (w/ PORT) Jordan River Regional Park Master PlanSalt Lake City, Utah (w/ PORT) Warm Springs Preserve Stream DesignCity of Ketchum/Wood River Land TrustBlaine County, Idaho Rattlesnake Creek Restoration & Adaptive Management Plan, Bonasa Breaks RanchAsotin County, Washington Silver Creek Assessment and Restoration DesignThe Nature Conservancy Blaine County, Idaho Joe is a civil engineer with 21 years of experience focused on water resources engineering, river restoration, and habitat improvement design throughout the western United States. During his career, Joe has managed interdisciplinary project teams and led design activities on small- and large-scale projects for a diverse client base including private landowners, small and large agencies, Tribal entities, and municipalities. At the heart of Joe’s approach to river engineering is understanding the riverine physical processes. His science and engineering background is complemented by extensive experience in hydrology, hydraulics, sediment transport, habitat suitability, drainage, stormwater, irrigation, scour, erosion control, and channel, streambank, and floodplain restoration using both active and passive stabilization techniques. Joe specializes in providing services such as project management, project design, hydrologic and hydraulic modeling, field data collection, surveying, and construction observation. He is proficient with programs such as ArcGIS, AutoCAD Civil 3D, and HEC-RAS. Joe’s technical approach includes utilizing innovative technology and analyses to solve complex problems and deliver practical solutions. Joe understands all projects are founded on a unique set of expectations, goals, and success factors and using a scalable technical approach conforming to the needs of a specific project is critical to successful project development and implementation. He is currently a licensed professional engineer in Idaho, Montana, Washington, Colorado, Oregon, and Wyoming. In his free time, Joe is usually mountain biking, backpacking, fishing, hunting, or seeking out untouched powder. RELEVANT PROJECT EXPERIENCE (SELECTED LIST)The Park at Expo IdahoAda County, Idaho (w/ PORT) Jordan River Regional Park Master PlanSalt Lake City, Utah (w/ PORT) Warm Springs Preserve Stream DesignCity of Ketchum/Wood River Land TrustBlaine County, Idaho Stibnite Gold Project Wetlands and Stream Restoration & Time Critical Removal Actions, Perpetua Resources Idaho Valley County, Idaho Nason Creek, River Mile 2.3 Side Channel RestorationChelan County Natural Resources DepartmentChelan County, Washington Methow River – Goat Creek Habitat Improvement ProjectCascade FisheriesMazama, Washington EDUCATIONMS, Quaternary Sciences Northern Arizona University Honors BS, Environmental ScienceMinor, Mathematics Oregon State University REGISTRATIONSProfessional Geologist, ID, WA, OR Project Management Professional YEARS EXPERIENCE22 EDUCATIONBS, Biological Systems EngineeringUniversity of Idaho BS, Environmental ScienceUniversity of Idaho REGISTRATIONSProfessional Engineer – IdahoLicense: P-14699Professional Engineer – MontanaLicense: PEL-PE-LIC-39323Professional Engineer – WashingtonLicense: 52975Professional Engineer – ColoradoLicense: PE.0063657Professional Engineer – OregonLicense: 104318PEProfessional Engineer – WyomingLicense: PE 21588 YEARS EXPERIENCE21 ROB RICHARDSON, PG, PMP Principal Geomorphologist Rio ASE JOE YOUNG, PE Water Resource Engineer Rio ASE SECTION E: QUALIFICATIONS & KEY PERSONNEL SECTION E: QUALIFICATIONS & KEY PERSONNEL 558 URBAN WILDERNESS GATEWAY PARK—KNOXVILLE, TN (PHOTO BY KEITH ISAACS) Section F: Work Plan & Schedule 559 The Bozeman Creek Vision Plan will be administered as a comprehensive, corridor-wide planning effort that brings together ecological assessment, community values, and future public realm opportunities into a coordinated and cohesive framework. While conditions, land uses, and community priorities vary along different segments of the creek—from naturalized reaches and open space edges to more urbanized, constrained sections—the entire corridor functions as an interconnected system that supports habitat, recreation, stormwater management, and community identity. Shared milestones—such as stakeholder interviews, public workshops, surveys, and environmental and hydrologic reviews—will be structured to capture both corridor-wide insights and localized needs. This approach ensures that the plan reflects a consistent vision while still identifying tailored strategies for the distinct character zones that emerge along the creek. Through this coordinated framework, the City will gain a clear and actionable vision for Bozeman Creek—one that acknowledges the unique conditions and opportunities of each segment while strengthening the creek’s overall role as an ecological, recreational, and cultural asset for the Bozeman community. Scope & Schedule Based on the scope of work outlined in the RFQ, we are proposing a 48-week schedule for the Bozeman Creek Vision Plan, beginning with an early January 2026 project kick-off and culminating in the submission of the final Vision Plan following the concluding round of community, stakeholder, and City Commission input in November 2026. The schedule is intentionally structured to align key project milestones with major outreach and decision- making moments. Stakeholder meetings, community engagement activities, technical review sessions, and briefings with City leadership are sequenced to occur at critical points in the planning process, ensuring that feedback meaningfully informs analysis, concept development, and the refinement of the preferred vision. This coordinated timeline provides clarity, transparency, and a logical progression from early discovery through final plan delivery. Task 1 – Project Coordination Our initial project coordination effort will set the foundation and establish a steady working rhythm for the duration of this extended planning process. To support clear communication and consistent progress, the team will implement a structured coordination approach that includes standing bi-weekly virtual meetings and monthly in-person check-ins with the City’s project management team. These touchpoints ensure ongoing alignment, timely decision-making, and seamless collaboration as the Vision Plan advances from early analysis through final recommendations. Task 1.1 – Project Kick-Off Conference and City/Design Team Site Walk-through A kick-off meeting will be organized with City of Bozeman staff, the PORT team, and key stakeholders to introduce the project team and confirm the project schedule, goals, expectations, and deliverables. During this session, we will also establish preferred lines of communication, points of contact, anticipated levels of involvement from City staff and local partners, and other essential project management considerations. Following the meeting, the team will conduct an on- site walk-through of the Bozeman Creek corridor. This visit will begin with guided tours led by City staff, environmental specialists, and other stakeholders familiar with the creek’s history, operations, and existing conditions. These insights will help ensure a fuller understanding of current challenges, opportunities, and aspirations along the corridor. During and after the field visit, the PORT team will rigorously document site conditions—including channel geometry, edge conditions, adjacent land uses, ecological features, access points, and areas of constraint or opportunity—using field notes, iPad-based mapping, ground-level photography, and drone imagery. This effort will establish a detailed, accurate baseline that will guide subsequent phases of analysis and vision development for Bozeman Creek. Task 1.2 – Bi-Weekly Virtual Meetings We will provide bi-weekly status updates to the City’s project management team through a standing Zoom conference, ensuring consistent communication and ongoing coordination throughout the project. We anticipate working closely and collaboratively with your designated PM Team, maintaining an open line of communication as the Vision Plan progresses. We also encourage you to reach out to our provided references to learn more about their experiences partnering with us on similar planning efforts. Task 1.3 – Monthly In-Person Meetings We will hold monthly in-person meetings in Bozeman to support ongoing coordination, conduct site visits, and engage directly with key stakeholders throughout the project. These meetings will provide valuable opportunities to walk priority reaches of the corridor, review emerging ideas on-site, and ensure that the Vision Plan remains grounded in real conditions and community needs. As part of each visit, we will also coordinate closely with the SeeBozemanCreek group to align outreach strategies, share updates, and strengthen grassroots engagement efforts. This consistent on-the- ground presence will help maintain momentum, build relationships, and ensure the project remains closely connected to the community it serves. Task 2 – Public Outreach Program A hallmark of PORT’s design and planning practice is our creative and committed approach to community engagement. We bring extensive experience facilitating public dialogue, visioning, and consensus-building around the future of civic and ecological spaces. Our engagement methods combine custom website and survey platforms, playful public events, clear and lively branding, temporary physical interventions, and highly visual, compelling imagery designed to inspire, provoke interest, and draw people in. For the Bozeman Creek Vision Plan, SeeBozemanCreek will serve as the central hub for outreach and public interaction—providing a clear, accessible platform where community members can learn about the project, share ideas, respond to surveys, and track the plan’s progress over time. In addition to this project-specific platform, PORT will follow and implement the approach outlined in Attachment C: Community Engagement Plan, ensuring that all outreach activities meet the City’s expectations for inclusivity, transparency, and accessibility. Because no one understands a community better than the people who live and work there, PORT will collaborate closely with the City’s project management team to further refine and coordinate a comprehensive engagement strategy at the outset of the project. This aligned and robust engagement framework will ensure that a diverse range of voices meaningfully shapes the Vision Plan from the beginning. Task 2.1 – Key Stakeholder Meetings We will work closely with the City’s project management team to compile stakeholder contact information and coordinate one-on-one site visits and small-group meetings with key individuals and organizations. These interviews and focus groups will help us build a deeper understanding of community values, lived experiences, and priorities specific to the Bozeman Creek corridor. All input gathered will be carefully documented and incorporated into the project’s needs assessment and early-phase analysis. Throughout the development of the Vision Plan, we will reconnect with specific stakeholder groups multiple times, ensuring continuity, trust-building, and meaningful involvement at key milestones. The SeeBozemanCreek platform will further support this process by providing an accessible, ongoing channel for stakeholders to stay involved, share insights, and track progress. All outreach activities will follow the framework outlined in Attachment C: Community Engagement Plan, ensuring that our approach is coordinated, inclusive, and aligned with the City’s expectations for stakeholder participation and community involvement. Task 2.2 – Public Outreach Program Development Working closely with the City’s project management team, we will develop the outreach program for the Bozeman Creek Vision Plan—clearly articulating the goals, objectives, key messages, target audiences, engagement tools and methods, and the overall outreach schedule. This framework will be fully aligned with the approach outlined in Attachment C: Community Engagement Plan, ensuring consistency, inclusivity, and clarity throughout the process. For the purposes of this work plan, we have identified four (4) public events at key project milestones. These events will be complemented by ongoing online engagement through SeeBozemanCreek, which will serve as the primary digital hub for information sharing, survey participation, and project updates. We have found that aligning pop-up engagements with popular community events significantly increases participation and reach compared to standalone meetings, though we remain open to either approach based on the City’s preference and scheduling opportunities. Together, these in-person and online touchpoints will provide multiple, accessible pathways for the community to participate meaningfully in shaping the future of Bozeman Creek. Work Plan City of Bozeman, Montana — PORT + Rio ASE 59 58 PORT + Rio ASE — Bozeman Creek Vision Plan RFP SECTION F: WORK PLAN & SCHEDULE SECTION F: WORK PLAN & SCHEDULE 560 Task 2.3 – Website and Survey (v. 1.0) Shortly after project kick-off, we will begin developing the first iteration of the custom project website for the Bozeman Creek Vision Plan. The website and accompanying surveys will be updated at four (4) key points throughout the planning process, ensuring that online engagement evolves alongside the project’s analysis and design development. In its initial phase, the website will focus on directing visitors to the project’s first survey, providing an overview of the project schedule, and sharing details about upcoming engagement events. Our project websites have consistently proven to be highly effective tools for gathering community input and, more importantly, for reaching individuals and groups who may not traditionally attend public meetings. By combining accessible digital outreach with in-person engagement, SeeBozemanCreek will help ensure broad, diverse participation in shaping the vision for Bozeman Creek. Please visit a few our websites, including: Task 2.4 – Community Event #1: Grounding and Awareness Pop-Up We will work closely with City staff to identify the most effective opportunity to introduce the Bozeman Creek Vision Plan to the community. Ideally, this will include staffing an informational station at a major annual Bozeman spring event, allowing us to engage residents where they naturally gather. This early presence will serve as an important grounding and awareness-building opportunity, giving community members a chance to learn about the creek, understand the goals of the Vision Plan, and begin reflecting on their personal experiences and connections to this vital community resource. Paired with early online outreach through SeeBozemanCreek, this introductory engagement moment will help build momentum, visibility, and broad awareness as the planning process begins. Task 3 - Existing Conditions Documentation & Analysis This task focuses on evaluating existing conditions along the Bozeman Creek corridor to identify the opportunities and constraints that will shape the Vision Plan. By integrating site-specific data, community priorities, and ecological considerations, the team will establish a strong foundation for informed and strategic decision- making. The Design Team will then synthesize our in-depth analysis of the corridor—examining its varied ecological systems, hydrologic function, adjacent land uses, access conditions, and community interfaces—to pinpoint environmental constraints as well as opportunities for ecological restoration, recreation, connectivity, and enhanced public experience. This comprehensive understanding of current conditions will guide the development of meaningful, implementable strategies for the future of Bozeman Creek. Task 3.1 Existing Document Review & Synthesis We will conduct a thorough review of existing planning documents, GIS data, and regulatory policies to establish a comprehensive understanding of the Bozeman Creek corridor. This review will include previous creek, watershed, open space, and trail studies; environmental assessments; floodplain and stormwater management reports; habitat and resource management plans; and all relevant City of Bozeman and regional regulations related to zoning, water quality, natural resource protection, and recreational planning. This analysis will ensure that the recommendations developed for the Bozeman Creek Vision Plan are fully aligned with municipal planning efforts, regulatory requirements, and best practices for ecological restoration, flood resilience, recreation, and long-term corridor stewardship. Task 3.2 Existing Site Conditions Documentation & Development The goal of this task is to conduct a comprehensive analysis of existing physical, ecological, and community- facing conditions along the Bozeman Creek corridor— establishing a solid foundation for informed decision- making throughout the Vision Plan process. This study will document and assess corridor access points, adjacent infrastructure, public interfaces, trail and mobility conditions, landscape character zones, and the relationships between the creek and its surrounding context, including nearby parcels, neighborhoods, cultural sites, downtown connections, planned development, and multimodal circulation networks. A major focus of this task will be the assessment of hydrologic, geomorphic, and ecological conditions along Bozeman Creek, identifying opportunities for habitat enhancement, floodplain reconnection, stormwater improvements, and long-term environmental resilience. The team will evaluate existing infrastructure, drainage patterns, unmanaged runoff areas, soil characteristics, channel geometry, riparian vegetation, and bank stability to inform future design strategies. We will also analyze topography, soil profiles, channel constraints, and floodplain dynamics to understand limitations and opportunities for recreational access, trail connections, habitat restoration, and public realm improvements. This comprehensive environmental analysis will ensure that the Bozeman Creek Vision Plan incorporates best practices in watershed health, flood risk mitigation, climate adaptation, and sustainable land and water management. Task 3.3 – Literature Review & Peer Project Analysis Our team will research comparable creek, greenway, and urban waterway projects that address conditions and program types similar to those found along the Bozeman Creek corridor. Case studies will focus on successful examples of stream and riparian restoration, floodplain reconnection, multi-use trail systems, habitat enhancement, public access improvements, and the integration of recreational amenities within sensitive ecological settings. Additional precedents will highlight approaches for corridors that transition through both urban and natural contexts—illustrating how communities create inviting public spaces while protecting watershed health. Across all examples, we will examine key elements such as corridor circulation and flow, bank and edge treatments, safety and visibility, durable and low- maintenance materials, inclusive design strategies, and effective community engagement frameworks. These precedents will demonstrate innovative ways to balance ecological restoration, recreation, and public experience while creating connected, accessible, and resilient creek environments. Attention will also be given to the relationship between program components and capital investment, providing the City with useful benchmarks to inform future phasing, cost considerations, and implementation strategies for the Bozeman Creek Vision Plan. Task 3.4 – Community Event #2: Visioning For Community Event #2, we will work closely with City staff to coordinate a second pop-up engagement opportunity—this time focused on visioning and identifying access needs and community priorities for the Bozeman Creek corridor. Ideally, this activation will coincide with a popular late-spring Bozeman event, enabling us to reach a broad cross-section of residents as the project transitions from initial awareness-building to active idea generation. Task 3.5 – Site Analysis Summary Report PORT will synthesize findings of all the site analysis work completed during Task 3, including community feedback from the online survey and community events, into a visual and written narrative that will guide the Phase 2 master planning process. Additional deliverables for this task will include a program matrix and spatial needs assessment, scaled relationship diagrams and site programming diagrams, and precedent imagery with design annotations. These materials will be formatted into a PDF document summarizing the findings. Left: Waterside Park transforms a formerly isolated riverfront site into a circulation-driven community asset for a small town of just 6,000 residents. Designed with limited financial resources, the plan prioritizes clear access, efficient connections, and highly flexible spaces that maximize impact while meeting local needs. www.centraljordanreconnect.com www.8gatewaypark.com www.armourdalestrong.com • Central Jordan River Reconnect—Utah • 8th Street Gateway Park—Arkansas • Armourdale Master Plan—Kansas City of Bozeman, Montana — PORT + Rio ASE 61 60 PORT + Rio ASE — Bozeman Creek Vision Plan RFP SECTION F: WORK PLAN & SCHEDULE SECTION F: WORK PLAN & SCHEDULE 561 Task 4 – Vision Statement & Approach Alternatives Task 4.1 – Vision Statement & Plan Development Building on the information gathered through site analysis and the first round of public engagement, this task focuses on developing an overall vision for the future of the Bozeman Creek corridor. This vision will synthesize community values, identified needs, existing conditions, and the access and priority themes emerging from Task 2. The vision will establish a clear and cohesive direction for the corridor—defining key character zones, access and circulation concepts, ecological priorities, restoration opportunities, and the appropriate scale of investment. During development of this vision, the PORT team will explore a range of potential approaches to ensure that it reflects both the opportunities and constraints unique to different segments of Bozeman Creek. This includes identifying areas best suited for ecological restoration and floodplain reconnection, zones appropriate for improved access or recreational use, and sections where urban interfaces present opportunities for public realm enhancements. The emerging vision will be shared with the City’s project management team, relevant boards and commissions, and City Council to gather input and confirm alignment with project goals, operational considerations, and community priorities. Their feedback will guide refinements prior to moving into more detailed concept development in the next phase of the Vision Plan. Task 4.2 – Website & Survey (v. 2.0) We will update the Bozeman Creek Vision project website to share a clear summary of the community input gathered to date—including key themes, access needs, priority areas, and the major takeaways that are informing the emerging vision for the corridor. This update will illustrate how community values and feedback are actively shaping the direction of the Vision Plan. At the same time, we will launch a new online survey inviting residents to respond to the priorities identified through earlier engagement. This will provide an opportunity for the community to react to what we’ve heard so far, confirm direction, and highlight any gaps or additional considerations as the vision continues to take shape. Task 4.3 – Community Event #3: Vision Alternatives (July 4th Pop-Up) As we move into the summer season, we envision this event as an outdoor pop-up—potentially aligned with the City’s July 4th festivities—to share the emerging Vision for the Bozeman Creek corridor and gather community input in a highly accessible, high-visibility setting. PORT will prepare large-format display boards featuring vision diagrams, access and circulation concepts, ecological enhancement opportunities, and illustrative precedent images to spark conversation and help residents imagine future possibilities. Rather than a formal presentation, the event will emphasize open, free-flowing engagement—welcoming visitors to drop in, explore materials at their own pace, and engage in organic dialogue with the planning team. This informal, festival-style format will help reach a broad cross-section of residents and ensure the evolving Vision Plan reflects community priorities at this important midpoint stage. Task 5 – Draft & Final Vision Plan Task 5.1 – Draft Vision Plan Development Our team will refine and expand the emerging Vision into a comprehensive Draft Vision Plan for the Bozeman Creek corridor—translating high-level direction and guiding principles into more detailed recommendations for access, ecological restoration, creek health, public realm improvements, and long-term stewardship. This phase will build on community priorities, site analysis, and feedback from City Council and relevant boards and commissions to ensure the Draft Vision Plan reflects a balanced, achievable, and community-supported path forward. The resulting document will illustrate proposed improvements, outline desired user experiences, and integrate sustainability, watershed health, and long-term management strategies. Together, these components will establish a clear foundation for public review, discussion, and continued refinement as the Vision Plan progresses toward completion. Task 5.2 Funding Strategies, Operations & Maintenance Review In addition to reviewing operational and capital budget information, our team will assess potential funding strategies that can support implementation of the Bozeman Creek Vision Plan, ensuring they reflect community values and long-term City priorities. We will evaluate the City’s current operational practices to better understand its capacity to maintain, restore, and manage a complex corridor that spans both urban and ecological environments. This analysis will help identify future organizational and staffing needs, opportunities to improve operational efficiency, and strategies to strengthen policy development, maintenance practices, and internal coordination. We will also examine partnership frameworks, technology and system upgrades, and opportunities for enhanced public communication and marketing. Together, these insights will provide the City with a clear, practical roadmap for sustainably stewarding Bozeman Creek and supporting the long- term success of the Vision Plan. Task 5.3 Policy Strategies This task focuses on developing a comprehensive set of policy and program recommendations that advance both regulatory and non-regulatory initiatives supporting the long-term vision for the project area. These recommendations will translate community priorities, technical analysis, and agency guidance into clear, actionable strategies with measurable outcomes. The goal is to provide the City and its partners with a well- structured toolkit for implementation—one that balances diverse interests, aligns with existing plans, and clarifies responsibilities across agencies and jurisdictions. Task 5.4 – Website & Survey (v. 3.0) We will update the project website to share a clear summary of community input gathered to date— including key themes, access needs, priority areas, and the insights shaping the Draft Vision Plan. This update will demonstrate how community values and feedback are directly informing the direction of the plan as it moves toward refinement. At the same time, we will launch a new online survey inviting residents to review and respond to the Draft Vision Plan. This will give the community an opportunity to confirm direction, highlight gaps, and offer additional considerations that will guide the development of the Final Vision Plan. Task 5.5 – Community Event #4: Draft Vision As we move into the fall season, we envision this event as an outdoor or indoor pop-up—aligned with a well-attended autumn community gathering or City- sponsored event—to share the Draft Vision for the Bozeman Creek corridor and gather focused, actionable community feedback. PORT will prepare large-format display boards featuring refined vision diagrams, access and circulation concepts, ecological restoration strategies, and illustrative precedent images to clearly communicate the evolving direction of the plan. Task 5.6 – Final Phasing & Implementation Strategy We will finalize a phased implementation plan that outlines short-, mid-, and long-term improvements along the Bozeman Creek corridor. This plan will prioritize investments based on community needs, ecological and watershed considerations, operational feasibility, funding opportunities, and the potential for early, high-impact wins. The result will be a clear, actionable roadmap to guide the City in advancing the Vision Plan over time. Task 5.7 – Project Website (v.4.0) Upon approval of the Final Vision Plan, we will update the project website to share a clear overview of the finalized vision, key recommendations, and anticipated next steps, ensuring that the Bozeman community can easily stay informed and engaged as the plan moves into implementation. Task 5.8 – Final Master Plan Report & Executive Summary Submission Upon approval by the City Commission, the final submission package will include the complete Final Vision Plan Report for the Bozeman Creek corridor, along with an Executive Summary and all supporting documents. All materials will be delivered in electronic format, along with one original and five printed, bound copies of the Final Vision Plan for the City’s records and distribution. Project Meetings • Project Kick-Off & Site Walk-through(s) • Key Stakeholder Meetings/Site Walks • Bi-weekly Meetings with Project Leadership • Monthly In-Person Meetings • Community Engagement Events #1 - #4 Project Deliverables • Website & Survey v. 1.0 - 4.0 • Site Analysis & Assessment Report • Vision Statement for Bozeman Creek • Vision & Project Recommendations • Renderings Illustrating Project Recommendations At Key Locations • High-level Concept Designs • Comprehensive Set Of Policy And Program Recommendations With Measurable Outcomes • Comprehensive Set Of Long-Term Funding Strategies • Vision Plan City Commission Approval & Final Submission City of Bozeman, Montana — PORT + Rio ASE 63 62 PORT + Rio ASE — Bozeman Creek Vision Plan RFP SECTION F: WORK PLAN & SCHEDULE SECTION F: WORK PLAN & SCHEDULE 562 Schedule 2026 JAN.FEB.MAR.APR.MAY JUNE JULY AUG.SEPT OCT.NOV. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 Task 1: Project Coordination (Ongoing) 1.1 Project Kick-off Conference and Site Walkthrough 1.2 Bi-Weekly City PM Team Meetings 1.3 Monthly In-Person Team Meetings, SeeBozemanCreek, Stakeholders (M)M M M M M M M M M M M M Task 2: Public Outreach Program Development Task 2: 9-Weeks 2.1 Key Stakeholder Meetings (S)S S S S S 2.2 Public Outreach Program Development 2.3 Project Website & Survey v1.0 (Program & Priorities Input)Survey Open 2.4 Community Event #1 - Grounding & Awareness Pop-Up (CE)CE Task 3: Existing Conditions Documentation & Analysis Task 3: 20-Weeks 3.1 Existing Document Review & Synthesis 3.2 Existing Site Conditions Documentation & Analysis 3.3 Literature Review & Peer Project Analysis 3.4 Community Event #2: Program Visioning (CE)CE 3.5 Site Analysis & Assessment Summary Report S Task 4: Vision Statement & Approach Alternatives Task 4: 8-Weeks 4.1 Vision Statement & Plan Development 4.2 Project Website & Survey v2.0 (Input Summary, Vision Priorities)Survey Open 4.3 Community Event #3: Master Plan Framework (July 4th Pop-Up) (CE)CE Task 5: Draft & Final Vision Plan Task 5: 20-Weeks 5.1 Draft Vision Plan Development 5.2 Funding Strategies, Operations & Maintenance Review 5.3 Policy Strategies 5.4 Project Website & Survey v3.0 (Draft Plan)Survey Open 5.5 Community Event #4: Draft Master Plan Open House (CE)CE 5.6 Phasing & Implementation Strategy 5.7 Project Website v4.0 (Final Plan) 5.8 Commission Approval; Final Master Plan Report Submission City of Bozeman, Montana — PORT + Rio ASE 65 64 PORT + Rio ASE — Bozeman Creek Vision Plan RFP SECTION F: WORK PLAN & SCHEDULE SECTION F: WORK PLAN & SCHEDULE 563 AUGUSTA QUARRY LAKE—KNOXVILLE, TN (PHOTO BY KEITH ISAACS) Section G: Price Proposal 564 City of Bozeman, Montana — PORT + Rio ASE 69 68 PORT + Rio ASE — Bozeman Creek Vision Plan RFP BOZEMAN CREEK VISION PLAN Task 1:Project Coordination $25,920 Task 2:Public Outreach Program Development $21,600 Task 3:Existing Conditions Documentation & Analysis $35,640 Task 4:Vision Statement & Approach Alternatives $20,920 Task 5:Draft & Final Vision Plan $27,400 TASK 1-5 CONSULTANT FEES:$131,480 Expenses Engagement Materials, Website & Travel Expenses $18,000 TOTAL FEES & EXPENSES $149,480 Price Proposal Budget FactorsThis planning effort will establish a long-term vision for the Bozeman Creek corridor through a collaborative process grounded in technical analysis, stakeholder engagement, and creative, community-centered design. This vision will equip Bozeman with a clear, actionable path for aligning future investments with available funding, opportunities, and community priorities. Our price proposal is shaped by a range of factors that reflect the level of effort, expertise, coordination, and deliverables required to successfully complete the project. None of these considerations are outside of our standard process or commitment; rather, they represent the core elements of how we consistently deliver high-quality, community-driven planning work. Scope and Complexity of Work The breadth of tasks included—such as analysis, vision development, engagement, graphics, and implementation planning—directly influences the professional time and multidisciplinary expertise required. While these components contribute to the overall fee, they also reflect our regular, proven process for delivering comprehensive, community-driven vision plans. Depth of Technical Analysis Tasks involving hydrologic and ecological assessment, GIS analysis, engineering coordination, or other specialized studies require additional staff time and senior-level oversight, affecting overall cost. Community Engagement Requirements The number of public events, surveys, stakeholder meetings, engagement materials, and coordination with groups such as SeeBozemanCreek contributes significantly to the total level of effort. These activities require preparation time, facilitation, post-event synthesis, and ongoing communication. In addition, expenses associated with engagement—such as printed materials, display boards, signage, pop-up equipment, digital tools, online survey platforms, and event staffing— also factor into the overall fee. Together, these efforts ensure that the engagement process is accessible, visible, and robust while aligning with the project’s community-centered goals. Frequency of Meetings and Coordination Bi-weekly remote meetings, monthly in-person meetings in Bozeman, site visits, interagency coordination, and regular updates all add to required hours for project management and communication. Deliverable Expectations Producing high-quality graphics, maps, diagrams, draft and final reports, and implementation plans requires substantial design, writing, and production time. Travel and On-Site Work Monthly in-person meetings, fieldwork, and site documentation in Bozeman contribute to travel-related time and expenses. Level of Coordination with City and Partners Collaboration with City staff, SeeBozemanCreek, communications teams, and multiple stakeholders requires consistent and ongoing effort. Quality Assurance and Senior Oversight Ensuring accuracy, clarity, and strategic alignment across all deliverables involves meaningful review time from senior leadership. HOURLY RATE TABLE Firm Team Member Project Role Rate PORT Christopher Marcinkoski Partner-in-Charge $200 PORT Nick Jabs Project Manager $175 PORT Dorothy Jacobs Project Landscape Architect $155 PORT Ruth Penberthy Landscape Designer $135 Rio ASE Rob Richardson Geomorphologist $193 Rio ASE Joe Young Civil Engineer $193 SECTION G: PRICE PROPOSAL SECTION G: PRICE PROPOSAL 565 ARKANSAS RIVER - CAÑON CITY, COLORADO (PHOTO BY PORT) Section H: Client References 566 RAZORBACKGREENWAY SLAUGHTER PEN BELLA VISTA LAKE COLER PRESERVE MERCHANTS PARK COUGHLIN PARK (PLANNED) CITIZENS PARK PHILLIPSPARK MEMORIAL PARK OSAGEPARKLAKE BENTONVILLE QUILT OF PARKS FUTURE WAL-MART HQ CURRENT WALMART HQ DOWNTOWNBENTONVILLE THADEN FIELDHOUSE BENTONVILLE COMMUNITY CENTER 21ST CMUSEUM THADEN SCHOOL 8TH STREET MARKET THE MOMENTARY CHILDREN’S ENRICHMENT CENTER CRYSTAL BRIDGES 8TH STREET GATEWAY PARK N PORT REFERENCE 1 Rebekah Jane Justice Chief of Urban Design and Development City of Knoxville, Tennessee 865-215-2141 rjustice@knoxvilletn.gov Project reference for: Various projects in Knoxville, TN PORT REFERENCE 2 David Wright Director of Parks & Recreation City of Bentonville, Arkansas 479-464-7275 dwright@bentonvillear.com Project reference for: 8th Street Gateway Park PORT REFERENCE 3 Calin Owens Capital Projects Manager City of Greenville, South Carolina 304-389-2735 cowens@greenvillesc.gov Project reference for: Wheelsports Park & Airport Loop Trail PORT REFERENCE 5 Angelo Calacino, AICP Park Development Project Manager Salt Lake County, Utah 385-468-1818 acalacino@saltlakecounty.gov Project reference for: Jordan River Regional Park Master Plan PORT REFERENCE 4 Joshua Brown Senior Project Manager Ada County, Idaho 208-287-7614 jbrown@adacounty.id.gov Project reference for: The Park at Expo Idaho PORT REFERENCE 6 Patrick Mulready City Planner City of Cañon City, Colorado 719-269-9011 psmulready@canoncity.org Project reference for: Cañon City Western Gateway Park City of Bozeman, Montana — PORT + Rio ASE 73 72 PORT + Rio ASE — Bozeman Creek Vision Plan RFP PORT Client References Our references are among our greatest advocates, having worked closely with us through complex, community-driven public realm projects. Each has experienced firsthand our team’s responsiveness, creativity, and commitment to delivering results that align with shared goals and community values. They are well-positioned to speak to how we work, how we listen, and how we lead. We encourage you to connect with them! SECTION H: CLIENT REFERENCES & AFFIRMATION FORM SECTION H: CLIENT REFERENCES & AFFIRMATION FORM 567 City of Bozeman, Montana — PORT + Rio ASE 75 74 PORT + Rio ASE — Bozeman Creek Vision Plan RFP Attachment A Affirmation Form PORT PORT Christopher Marcinkoski PORT, Founding Partner SECTION H: CLIENT REFERENCES & AFFIRMATION FORM SECTION H: CLIENT REFERENCES & AFFIRMATION FORM 568 569 PORT | Philadelphia + Chicago | porturbanism.com 1 January 14, 2026 Jon Henderson Assistant City Manager City of Bozeman RE: Bozeman Creek Vision Scope, Schedule, and Fee Dear Jon— PORT is pleased to submit the following memo summarizing our scope of services, proposed schedule, and associated fee for the preparation of the Bozeman Creek Vision Plan project undertaken on behalf of the City of Bozeman (CoB) and the SeeBozemanCreek (SBC) community organization. Per the RFP, and subsequent conversations with you and the representatives from SBC, this scope elaborates the process of developing a Vision Plan for Bozeman Creek over the next 10.5 months. This will be an ambitious, yet grounded document that sets the table for actionable next steps to bring a reimagined Bozeman Creek to fruition. As was noted in our response to the RFP, which is included as an attachment to this document, we believe there is ample existing technical information to support this Vision Planning scope. Thus, what is needed now is a thorough synthesis of these materials, resulting in a clear, concise summary that will guide the evaluation and recommendation of project components. The Vision Plan will be the foundation of a forward-looking, implementation-oriented strategy that makes the creek corridor more ecologically healthy, publicly accessible, and resilient for decades to come. This understanding guides the proposed process and schedule outlined below. Please note that this scope will identify potential projects and associated implementation strategies for the transformation of Bozeman Creek but WILL NOT include any technical documentation for implementation. Implementation—technical documentation, cost estimating, permitting, etc.—will require a new contract for technical design services. The proposed work for the Bozeman Creek Vision Plan is organized under the Tasks and Sub-Tasks listed below: TASK 1: PROJECT ADMINISTRATION (Ongoing for Project Duration) JANUARY 28, 2026 — DECEMBER 11, 2026 TASK 1.1 Kick-Off Meeting (virtual) + Establishment of Project Coordination Protocols TASK 1.2 Project Site Walk and Initial Stakeholder Meetings TASK 1.3 Bi-Weekly CoB + SBC Project Management Calls (virtual) TASK 1.4 In-Person Steering Committee/Stakeholder Meetings (TBC as part of Task 2) 570 PORT | Philadelphia + Chicago | porturbanism.com 2 TASK 2: PUBLIC OUTREACH + ENGAGEMENT PROGRAM (Ongoing for Project Duration) JANUARY 28, 2026 — DECEMBER 11, 2026 TASK 2.1 Public Outreach Program Development TASK 2.2 Project Website Surveys (TBC based upon Task 2.1) TASK 2.3 Community Events (TBC based upon Task 2.1) TASK 3: EXISTING CONDITIONS ASSESSMENT + ANALYSIS (16 weeks) JANUARY 28, 2026 — MAY 15, 2026 TASK 3.1 Existing Document Review + Synthesis TASK 3.2 Existing Site Conditions Documentation + Analysis TASK 3.3 Literature Review + Peer Project Analysis TASK 3.4 Opportunities + Constraints Recommendations TASK 3.5 Client/Steering Committee Task 3 Presentation TASK 4: APPROACH ALTERNATIVES + DRAFT VISION STATEMENT (16 weeks) MAY 18, 2026 — SEPTEMBER 4, 2026 TASK 4.1 Potential Project Areas Identification + Evaluation TASK 4.2 Project Area Prioritization TASK 4.3 Development of DRAFT Framework (Vision) Plan TASK 4.4 Development of DRAFT Project Vision Statement TASK 4.5 Client/Steering Committee Task 4 Presentation TASK 5: FINAL FRAMEWORK (VISION) PLAN + VISION STATEMENT (15 weeks) SEPTEMBER 7, 2026 — DECEMBER 11, 2026 TASK 5.1 Framework (Vision) Plan Revisions TASK 5.2 Priority Project(s) Development TASK 5.3 Implementation Recommendations TASK 5.4 Potential Funding Approaches TASK 5.5 Preparation of Final Framework (Vision) Plan Report + Presentation TASK 5.6 City Commission Presentation + Approval We anticipate a WEDNESDAY, JANUARY 28, 2026, project start, with a project delivery date of FRIDAY, DECEMBER 11, 2026, for a total project duration of 47-WEEKS inclusive of holiday weeks and client review periods. The deliverables for TASK 2 will include organizing UP TO FIVE (5) in-person public events (pop- ups, walks, open houses, etc.). In parallel to this, we anticipate preparing corresponding online materials (surveys, planning work in process, etc.) related to each public event. This material can be hosted on a CoB webpage or a stand-alone site developed by the design team. 571 PORT | Philadelphia + Chicago | porturbanism.com 3 The deliverables for TASKS 3 and 4 will include a PDF slide presentation and written memo(s) outlining conclusions and recommendations from each task. The deliverables for TASKS 5 will include a PDF slide presentation for the Bozeman City Commission and a PDF Final Report organizing all materials prepared as part of the Vision Planning process, including an Executive Summary and Implementation Recommendations. Outlined below is a further description of the prosed scope for Tasks 1-5. TASK 1: PROJECT ADMINISTRATION (Ongoing for Project Duration) As project lead, PORT will provide administrative responsibilities for the project to ensure successful delivery in line with the City of Bozeman’s objectives. These tasks will include but are not limited to: Project Planning and Scheduling, Team Coordination, Client Liaison, Document Management, and Meeting Management. PORT will conduct a project kick-off meeting (virtual) to be scheduled during the week of January 26, 2026. Following this initial discussion, PORT will develop an itinerary for the February site visit and stakeholder meetings (in-person). These meetings could include 1) a kind of large group introduction to PORT, our work, and the scope of this contract; 2) a site walk with whomever is interested in joining; and 3) one-on-one (or small group) meetings with key stakeholders in the process. The agenda for future meetings (virtual and in-person) will be developed as the process progresses. TASK 2: PUBLIC OUTREACH + ENGAGEMENT PROGRAM (Ongoing for Project Duration) During this task, PORT will lead a comprehensive engagement process to align the project with CoB and SBC goals, as well as community priorities. PORT will facilitate public meetings, stakeholder sessions, and online engagement opportunities to share updates, gather input, and guide decision-making throughout the planning process. The engagement program will be developed in collaboration with the City of Bozeman and SeeBozemanCreek and will include a combination of in-person public events and online surveys. Our initial ideas about these events are outlined below Possible Community Event 1: Project Awareness Building + Listening Possible Community Event 2: Findings + What We Heard + What Would You Like to See Possible Community Event 3: Potential Project Areas + Interventions Possible Community Event 4: DRAFT Framework/Vision Plan Possible Community Event 5: FINAL Framework/Vision Plan Unveiling TASK 3: EXISTING CONDITIONS ASSESSMENT + ANALYSIS (16 weeks) This phase includes the collection, documentation, and evaluation of physical, ecological, cultural, and regulatory characteristics of the project corridor and its surroundings. Key tasks will include: existing document review, existing site conditions analysis, peer project and precedent review and 572 PORT | Philadelphia + Chicago | porturbanism.com 4 comparison, and identification of project opportunities and constraints, including a review of property along Bozeman Creek for consideration of future parkland development and trail connectivity, including art and cultural institutions. This task will also include study of both potential programming and precedents. TASK 4: APPROACH ALTERNATIVES + DRAFT VISION STATEMENT (16 weeks) This task will focus on identifying and exploring areas for intervention, as well as evaluating potential projects and sites in order to establish a priority matrix for implementation. The desired hierarchy of interventions will form the basis of a DRAFT Bozeman Creek Corridor Framework—a strategic description of the sequential and physical relationship between the various projects that will ultimately make up the transformation of the creek corridor. This framework plan will be guided by a Project Vision Statement that will be developed in parallel with the study of the proposed physical interventions. Task 4 will include the development of cartographic, diagrammatic, and perspectival visual materials as deemed appropriate throughout the planning/visioning process. These materials will be utilized throughout the planning and engagement process and incorporated into the final deliverables. TASK 5: FINAL FRAMEWORK (VISION) PLAN + VISION STATEMENT (15 weeks) Building on client, stakeholder, and public feedback gathered from review of the DRAFT Bozeman Creek Corridor Framework and Project Vision Statement, the PORT team will revise both the framework plan and vision statement as part of this task. We will also identify discrete priority projects within the proposed framework for further elaboration and development as part of this task. These priority projects will correspond with a set of implementation recommendations that are anticipated to relate to easy-wins, must-haves, and potential funding sources. Potential strategies for funding acquisition will be elaborated during this task alongside the implementation recommendations. The proposed implementation recommendations will include identification of potential funding sources, potential land acquisitions for consideration, potential changes in land use, as well as recommendations for sequencing implementation. The project team will also consider other recommendations for modification to existing zoning/code/overlay districts or the creation of new overlay districts that may benefit the establishment of the creek corridor as a public space in Bozeman. These recommendations will be included principally in the implementation section of the scope. At this level of planning, order of magnitude cost ranges are anticipated for the constituent parks of the Vision Plan. As these cost ranges are developed, a narrative will be included to describe what is 573 PORT | Philadelphia + Chicago | porturbanism.com 5 expected to be included in each sub-project within the overall plan, taking into account each project’s financial obligation, potential social impact, and improved environmental stewardship. Task 5 will include the development of cartographic, diagrammatic, and perspectival visual materials as deemed appropriate throughout the planning/visioning process. These materials will be utilized throughout the planning and engagement process and incorporated into the final deliverables. This work will be developed into a PDF slide deck and presented to the Bozeman City Commission. The materials will also be compiled into a PDF Final Report organizing all work prepared as part of the Framework/Vision Planning process. All final deliverables with be ADA compliant per RFP section 6.e. TOTAL PROJECT COST: $150,000 *This fee is inclusive of all expenses related to public engagement and planning team travel. PAYMENT TERMS PORT will invoice the City of Bozeman monthly for services performed under this Agreement. Invoices will be based on the overall percentage of project completion, as measured against the total contracted fee for this planning work. 1. Basis of Compensation • Compensation for services will be on a lump sum, not-to-exceed basis. • Monthly invoices will reflect the overall percent complete for the project multiplied by the total lump sum fee. • Progress toward completion will be evaluated and documented by PORT each month based on deliverables, milestones achieved, and overall level of effort. • Subconsultant costs are included within the lump sum amount unless otherwise noted. 2. Reimbursable Expenses • Reimbursable expenses are included in the lump sum fee unless otherwise noted and will not be itemized separately. 3. Payment Schedule • Payment is due within 30 days of invoice date. • Invoices not paid within 30 days may be subject to 1.0% monthly interest, or the maximum rate allowable under Montana law. • If payment is delayed beyond 60 days, PORT may suspend work until payment is made, following written notice to the City of Bozeman. 4. Additional Services 574 PORT | Philadelphia + Chicago | porturbanism.com 6 • Additional Services requested by the City of Bozeman and authorized in writing will be billed monthly on a time-and-materials basis, according to the hourly rates included in this proposal. • No Additional Services will be undertaken without written CoB authorization. 5. Fee Adjustments • If project scope, schedule, or external conditions materially change, PORT will notify the CoB in writing. • Adjustments to compensation or schedule will be documented through a mutually agreed- upon contract amendment prior to proceeding. 6. Final Invoice • The final invoice will be submitted upon delivery and City of Bozeman acceptance of the Framework Vision Plan, including all required deliverables described above. EXCLUSIONS The following services are not included in this scope of work. These items may be added as Additional Services if requested in writing by the City of Bozeman or may be incorporated into a future separate contract (Schematic Design through Construction Administration). Surveying & Technical Documentation • Boundary survey • Topographic survey • Utility survey or utility locating • Subsurface investigation or geotechnical borings Environmental Testing & Remediation • Phase II Environmental Site Assessment (ESA) • Soil sampling, groundwater sampling, geophysical testing • Additional environmental reporting, permitting, or mitigation • Remediation design or construction oversight • Tree planting, grading, excavation, or any subsurface disturbance within the AUL/CREC zone Engineering • Civil engineering design • Stormwater engineering, drainage calculations, or hydrologic modeling • Structural engineering • Electrical engineering • Mechanical engineering • Infrastructure design (roads, utilities, lighting, etc.) Architecture 575 PORT | Philadelphia + Chicago | porturbanism.com 7 • Architectural design for buildings or structures • Rehabilitation or adaptive reuse assessments of homestead structures • Architectural programming beyond what is included in the master plan Regulatory & Permitting • Permitting (local, state, or federal) • Zoning documents, entitlements, or approvals • Traffic impact studies or formal transportation modeling Construction-Related Services • Construction Documentation (CDs) • Schematic Design, Design Development, or Construction Administration (CA) • Construction phasing plans beyond planning-level recommendations • Cost estimating Community Engagement • Additional public meetings beyond the those described included in the scope above • Production of promotional materials or paid media • Translation services (unless added as additional scope) Specialty Studies • Archaeological assessments • Historic preservation or structural analysis of outbuildings • Cultural landscape reports • Art master planning or interpretive exhibit design Other Excluded Services • Advanced modeling (Fully developed 3D models, VR environments, animations) • Photorealistic renderings beyond master plan-level graphics • Land appraisal or real estate consulting • Grant writing ADDITIONAL SERVICES Any scope items requested by the City of Bozeman that are not included in Tasks 1–5 will be considered Additional Services and billed on a time-and-materials basis. Additional Services will only proceed with written City authorization. PORT 2026 Hourly Rates: Partner $265 Associate Principal/PM $210 Associate/Design Professional $165 Designer $130 576 PORT | Philadelphia + Chicago | porturbanism.com 8 RIO ASE 2026 Hourly Rates Geomorphologist $193 Civil Engineer $193 Please let us know if you have any questions, or if adjustments are needed prior to finalization. We couldn’t be more excited to get started on this most important project for the City of Bozeman and SeeBozemanCreek! Sincerely, Christopher Marcinkoski, AIA, ASLA (Hon.), FAAR Partner PORT marcinkoski@porturbanism.com 617.966.0081 (mobile) | 215.606.4748 (office) Attachment 01: 25_1210_PORT_Bozeman Creek Vision Plan_Proposal.pdf 577 1 January 8, 2026 Bozeman Creek Vision Planning Proposed Work Schedule WEEK OF 5-Jan 12-Jan 19-Jan 26-Jan 2-Feb 9-Feb 16-Feb 23-Feb 2-Mar 9-Mar 16-Mar 23-Mar 30-Mar 6-Apr 13-Apr 20-Apr 27-Apr 4-May 11-May 18-May 25-May 1-Jun 8-Jun 15-Jun 22-Jun 29-Jun 6-Jul 13-Jul 20-Jul 27-Jul 3-Aug 10-Aug 17-Aug 24-Aug 31-Aug 7-Sep 14-Sep 21-Sep 28-Sep 5-Oct 12-Oct 19-Oct 26-Oct 2-Nov 9-Nov 16-Nov 23-Nov 30-Nov 7-Dec 14-Dec 21-Dec 28-Dec ACTIVE WORK WEEKS 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 1.0 Task 1: Project Coordination (duration of project) 1.1 Kick-Off Meeting (virtual) + Establishment of Project Coordination Protocols vm 1.2 Project Site Walk and Initial Stakeholder Meetings M 1.3 Bi-Weekly City + SBC Project Management Calls (virtual)S CC vm vm vm vm vm vm vm vm vm vm vm vm CE4 vm vm CC vm CE5 vm vm 1.4 In-Person Steering Committee/Stakeholder Meetings (TBC as part of Task 2)S CC M CE1 M M S CC M CE3 S M CE4 CC M CE5 M 2.0 Task 2: Public Outreach + Engagement Program (duration of project) 2.1 Public Outreach Program Development S S S S 2.2 Project Website Surveys (TBC based upon Task 2.1)WS1 WS2 WS3 WS4 WS5 FWS 2.3 Community Events (TBC based upon Task 2.1)CC CE CE CE CE CE 3.0 Task 3: Existing Conditions Assessment & Analysis 3.1 Existing Document Review + Synthesis 3.2 Existing Site Conditions Documentation + Analysis 3.3 Literature Review + Peer Project Analysis 3.4 Opportunities + Constraints Recommendations 3.5 Client/Steering Committee Task 3 Presentation TP 4.0 Task 4: Approach Alternatives + DRAFT Vision Statement 4.1 Potential Project Areas Identification + Evaluation 4.2 Project Area Prioritization 4.3 Development of DRAFT Framework (Vision) Plan 4.4 Development of DRAFT Project Vision Statement 4.5 Client/Steering Committee Task 4 Presentation TP 5.0 Task 5: FINAL Framework (Vision) Plan + Vision Statement 5.1 Framework (Vision) Plan Revisions 5.2 Priority Project(s) Development 5.3 Implementation Recommendations 5.4 Potential Funding Approaches 5.5 Preparation of Final Framework (Vision) Plan Report + Presentation 5.6 City Commission Presentation + Approval FP vm WS M CE FP Q1 Q2 Q3 Q4 2026 16 weeks 15weeks 16 weeks 47 weeks 47 weeks Virtual Meeting Web Survey Community Event Final Commission Presentation In-person Meeting or Presentation 578