HomeMy WebLinkAboutCity of Bozeman’s Economic Development Council Priorities and Recommendations1
Commission Memorandum
REPORT TO: Honorable Mayor and City Commission
FROM: Brit Fontenot, Assistant to the City Manager and Economic Development
Liaison
REVIEWED BY: Chris Kukulski, City Manager
SUBJECT: City of Bozeman’s Economic Development Council 2010 – 2011
Priorities and Recommendations
MEETING DATE: January 3. 2011
AGENDA ITEM TYPE: Action Item
RECOMMENDATION: Consider the presentation of the City of Bozeman’s Economic
Development Council 2010 – 2011 Priorities and Recommendations, suggest revisions or
amendments if necessary, and adopt the Economic Development Council’s Priorities and
Recommendations.
BACKGROUND:
On August 3, 2009, by Resolution No. 4195, the Bozeman City Commission adopted the
City of Bozeman Economic Development Plan (EDP). The stated goal of the EDP is a strong
and diverse economy where the needs of business are met through sufficient infrastructure and
an efficient regulatory environment supporting adequate education and workforce development
and where economic development resources are leveraged using a more collaborative working
partnership between the business community and the City of Bozeman while preserving
Bozeman’s high quality of life. Please click on the link to review the City of Bozeman’s 2009
Economic Development Plan (Attachment 1).
On April 12, 2010, the City Commission, through the adoption of Ordinance 1784,
established the Economic Development Council, consisting of business leaders, city staff,
economic development leaders, and others; to advise the City Commission on economic
development issues and to review the implementation of this City of Bozeman Economic
Development Plan. Members of the City of Bozeman’s Economic Development Council
include: Chris Westlake, Chair; Daryl Schliem, Vice-Chair; Stuart Leidner, Secretary; Gary
Bloomer; Eugene Graf; Tracey Menuez; and Cheryl Ridgley. The City Commission Liaison is
Chris Mehl and responsible staff includes Chris Kukulski and Brit Fontenot.
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On November 18, 2010, the City’s Economic Development Council (EDC) unanimously
approved a series of six specific priorities and recommendations (Attachment 2) which seek to
implement the EDP’s Goals and Strategies (Attachment 3).
The purpose of the public hearing is to discuss with the EDC, Staff and the public each of
the EDC priorities and recommendations in the context of the City’s EDP, suggest revisions if
appropriate, and approve the document for implementation, subject to budget approval.
FISCAL EFFECTS: The City’s Economic Development Liaison (EDL) dedicates the
overwhelming majority of their time focused on economic development issues, projects and
programs. These efforts have direct costs in salary and benefits paid to the EDL and indirect
equipment and building costs, technology system use, supervision of various staff involved, and
City Clerk & Commission time. Currently, the EDL functions on an FY 2011 operations budget
allocation in the amount of $2,500. There are at least two partnership projects currently in the
planning stages, Gallatin Business Resource Network resource guide and the 2011 Local
Economic Development Summit, that will incur additional costs. Currently, including staffing,
operations and programs, the City of Bozeman invests approximately $75,000 in economic
development.
Based upon the priorities and recommendations proposed by the EDC it is conceivable
that a budget in the range of $80,000 – $100,000 per fiscal year is not an unreasonable amount to
invest in local and area economic development staffing, operations, partnerships and projects.
Staff proposes that each recommendation be considered for funding during the regular
FY 12 budgeting process scheduled to begin in February, 2011.
ALTERNATIVES: As suggested by the City Commission.
Report compiled on: December 20, 2010
Attachments:
1) The City of Bozeman’s 2009 Economic Development Plan (Digital Version in .pdf
format):
http://www.bozeman.net/Smarty/files/f2/f2217bae-9beb-4068-8209-7b649b328453.pdf;
2) 2010-2011 Economic Development Council Priorities and Recommendations (with
Matrix); and
3) The City of Bozeman’s Economic Development Plan’s Goals and Strategies.
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2010-2011 Economic Development Council
Priorities and Recommendations
In the performance of its duty to advise the Bozeman City Commission on economic
development issues, the City‟s Economic Development Council (EDC) has developed a series of
policy recommendations that build upon our City‟s existing advantages and position the
community to excel by supporting and encouraging growth and expansion of existing businesses,
attracting and retaining new businesses, increasing investments and creating jobs. In order to
gauge the success of the City‟s economic development program over time, the EDC recommends
the creation of an annual economic development report card. The Economic Development
Report Card, or some other measure, would encourage accountability and is critical to analyzing
the outcomes of the proposed reforms and programs and thus determine the impact on the local
economy.
We recommend that the City Commission take action to adopt these and other specific reforms,
such as those being considered by the Planning Board that will further improve our City‟s
business climate. Equally important, we strongly believe the City Commission must identify the
promotion of economic development as long-term priority. To this end, the City Commission
should carefully monitor and measure enacted reforms, survey the effectiveness of steps taken
and continually seek additional opportunities to improve Bozeman‟s economic competitiveness.
The priorities and recommendations listed below occupy no particular order. In fact, each
recommendation overlaps the others in significant ways. Therefore, each recommendation
should be reviewed in the context of all others and considered collectively.
1) Ongoing financial commitment to Economic Development.
Bozeman is a premier city in the Rockies that enjoys economic „competitive advantages‟ in
addition to a high quality of life compared to many other U.S. cities and towns. At the same
time, City and community leaders recognize that a number of necessary and important steps
are needed to shape Bozeman as a more business-friendly community. The success of
economic development in and around the community hinges on the commitment to economic
development as a lasting and long-term priority—along with the necessary long-term
commitment of resources, time, and emphasis.
The EDC applauds the actions and reforms already taken by the City to promote economic
development. Further improving the business climate in Bozeman will produce long-lasting
benefits for local companies, employees and families far into the future.
Areas of investment in economic development include:
a. Increased financial investment in, and available resources for, the Economic
Development Liaison working to support and strengthen the business community
from within the City Manager‟s office;
i. Support a five year commitment for funding of the City‟s Economic
Development Liaison position;
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ii. Recognition that the title and placement (within the City Manager‟s
Office) of the Economic Development Liaison position represents a
critical Commission priority and is important to public perception of the
City‟s commitment to economic development; and
iii. Increase the current budgeted amount, $2,500.00 for FY 11, as soon as is
practical.
b. Approve additional general fund investment to promote Economic Gardening
principles, the entrepreneurial approach to economic development that seeks to
grow the local economy from within;
c. Host a yearly local Economic Development Conference or Summit;
i. Establish EDC Conference/Summit Subcommittee; and
ii. Conference/Summit proposed for March, 2011.
d. Fund the production of materials such as resource guides and helpful tips
brochures;
i. Establish a business resource task force in partnership with, among others,
MSU, Chamber of Commerce and the City.
e. Develop and support a dashboard of local economic indicators using locally
derived data and metrics for our community the purpose being to supplement that
which is available nationally and regionally and provide the public with relevant
and timely trends in our local and regional economy.
Some indicators may include, among others:
i. Cost of living indices;
ii. Local demographic statistics;
iii. Home prices and sales;
iv. Airport arrivals/departures;
v. Hotel/motel room nights;
vi. Various labor statistics;
vii. Yellowstone National Park visitations;
viii. Business licenses, planning and building permits;
ix. Geographic information systems (GIS);
x. Economic profiles and impact analysis;
xi. Agricultural prices;
xii. Property foreclosures,
xiii. Bankruptcies; and
xiv. Applicant and/or customer follow-up process for feedback on
development application review and other City procedures, processes and
services.
f. Increase economic development program offerings and/or incentives by:
i. Promoting revolving loan funds and Technical Assistance Grants (TAG);
ii. Assisting with business counseling, research services and/or strategic
planning;
iii. Establishing and maintaining data depositories to expand industry research
capabilities and services including data and resources available through
the Bozeman Public Library and/or captured by the City of Bozeman and
other agencies and institutions:
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1. Utilize CoB Geographic Information Services (GIS) and perhaps
outside consultant, if necessary, to develop data services for the
business community based on data collected by the CoB and other
sources; and
2. Increase business database offerings at the Bozeman Public
Library, i.e. RefrenceUSA, InfoTrac and WestLaw.
iv. Facilitating relationships and networks between existing businesses within
the City to encourage industry and business clustering and examine cross-
marketing, knowledge and resource sharing opportunities;
v. Supporting, in partnership with Montana State University‟s College of
Business a Business Relations Survey; and
vi. Supporting the production of Business Resource Guides and other related
materials.
g. EDC sponsored forums, roundtable discussions and surveys designed to elicit
timely and relevant feedback from the business community;
h. Brand and market the City‟s economic development outreach strategy and
initiative by:
i. Creating a portal or web link to an economic development site as the
„face‟ of Bozeman‟s economic development programs and partnerships;
ii. Developing an area economic development marketing and communication
strategy utilizing the internet via web pages and social networks as
primary methods of communication; and
i. Create and support additional funding mechanisms which may include, among
others:
i. Support of a bonding program to promote economic development,
business innovation and long-term growth;
ii. Promotion of the passage of a local mill levy to support economic
development;
iii. Identification of federal, state and local funding opportunities
1. SBA grants;
2. Montana‟s Big Sky Economic Development Trust Fund Grant;
3. Workforce Study and Training Grant(s); and
4. Leverage local economic development funds.
2) Commitment to a business-friendly process with a focus on retention and expansion
of existing local businesses.
The Bozeman City Commission‟s stated goal is for the City to be the most business
friendly community in the State of Montana. Staff is currently allocating existing
resources to researching improvements to internal processes. Additionally, the Planning
Board intends to make recommendations to the Commission concerning suggestions for
improving processes which may result in more consistent, effective and timely decision-
making for all parties involved in City processes.
In addition to looking inward to improving existing processes and services, local
economic development should also look outward toward the local business community
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and beyond to understand their needs and provide value added services that support
business growth and job retention and expansion as well as create strategies for attracting
and growing new businesses and facilitating new job creation.
Realizing the Commission‟s ambitious goal will require continuing internal process
reviews, as identified, and additional actions listed:
a. Streamline the development review process;
b. Identify and consolidate duplicative business related services;
c. Create economic development partnerships and encourage co-locations and
knowledge and resource pooling where appropriate;
d. Provide updated and consistent information in a consolidated resource guide and
tip and fact sheets offering economic development services from both public and
private sectors, distributed to all local public and private economic development
agencies and organizations; and
e. Continue business site visits with the City‟s Economic Development Liaison and
Economic Development Council representative(s).
3) Stabilize existing local incubators and create a full service business incubator
program to achieve a healthy business ecosystem.
Traditional business incubators are brick and mortar facilities that, in addition to off-site business
services, can co-locate several upstart, or phase I, businesses. This arrangement takes advantage
of business synergies and economies of scale to provide assistance and support. Typically,
incubators provide clients with flexible space arrangements, affordable rents, shared business
services (knowledge and resource pooling), development training, mentorship, financial
assistance and networking opportunities. Several local companies have been served, and some
500 new jobs created in the area due to the services offered by Bozeman‟s only, tech-centered
incubator, TechRanch. Additionally, business incubation services have shown to be an excellent
catalyst to diversifying local economies. Inexpensive space remains a challenge for most
business incubators.
Addressing the support for a business incubator and incubation services includes:
a. Prioritize the stabilization of TechRanch;
b. Determine the full scope of incubation services needed locally, i.e. technology,
manufacturing, retail, food service, hospitality, professional services or other
industry specific types and general business;
c. Identify what business incubation services exist locally;
d. Establish strategic partnerships with MSU that support local technology transfer
and an expansion of technology and research commercialization efforts utilizing
applied research arising from intellectual capital cultivated at MSU and other
local educational institutions;
e. Support the establishment of new local business incubators;
f. Identify ongoing funding mechanisms to assist existing incubators;
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g. If new or expanded incubation services are necessary, identify a funding and
leadership model for such expansions;
h. Discuss and determine long-term location for business incubation services; and
i. Explore consolidation and/or co-location of incubation services with other
economic development resources.
4) Core Services and Infrastructure.
Critical to encouraging and supporting economic development in and around Bozeman is the
continued delivery of the City‟s core services and support of other critical services not directly
provided by the City of Bozeman. Service delivery, overall quality, timeliness and efficiency of
construction, maintenance and/or repair projects, initial right-sizing of infrastructure (to
minimize costly retro-fits) and predictable, responsive emergency response systems, access to
information based services (Bozeman Public Library), among others, all contribute to creating
and fostering supportive environments for growing and attracting business and creating jobs.
The appropriate support, maintenance and/or upgrades to the following core service areas as well
as support for critical indirect services are particularly important to economic development:
a. Timely and efficient road maintenance, construction and repair;
b. Predictable and affordable delivery of potable water;
c. Predictable and affordable refuse and recycling pick-up and disposal;
d. Predictable and affordable delivery of sewer services;
e. Predictable and affordable fire protection;
f. Predictable and affordable police protection;
g. Support the establishment of, or upgrade to, communication networks, i.e., high
speed and ultra-high speed internet access, by encouraging local service providers
to offer industry leading connection speeds and services; and
h. Support timely and efficient delivery of information services through the
Bozeman Public Library‟s unique information databases and reference services.
5) Identification and Establishment of Business Incentives.
We recommend that the City of Bozeman offer some type of financial incentive to attract, retain
and support businesses and job growth.. Local initiatives to enhance growth include a large
variety of fiscal, tax and nonfinancial tools to attract, retain and create jobs. Currently, the
following incentive programs exist in the City: a) City of Bozeman‟s Revolving Loan Fund (in
partnership with the Prospera Business Network), b) Tax Abatement Program for historic
preservation, c) the Business Retention and Expansion Program (Bozeman Area Chamber of
Commerce), d) North 7th Rehab Grant Program, e) the Big Sky Energy Revolving Loan Fund (in
partnership with the Rocky Mountain RC & D) and f) the Downtown Technical Assistance Grant
(Downtown Bozeman Partnership). Other incentives include a flexible rebate program that
considers rebates of certain taxes and fees to primary employers in the City, provided that the
companies meet certain thresholds, requirements and guidelines, a microloan program and/or
smart business incentives, in partnership with a local energy provider, for reducing costs through
reducing energy consumption.
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Additionally, creating, strengthening and maintaining strong and effective partnerships with
public institutions and agencies as well as private businesses, represents a cost-effective method
for incentivizing economic development. Collaborative community relationships outwardly
represent a culture of working together to create solutions and inwardly build trust and
willingness to communicate and take collective, informed and mutually beneficial action.
Business incentives and partnerships should include:
a. Financial Incentives include, but are not limited to, grants, loans, tax-exempt
bonds and equity and near-equity financing;
b. Tax Incentives include, but are not limited to, tax abatements, tax exemptions,
accelerated depreciation, tax classification, tax credit, tax deferral, tax
stabilization agreement and tax increment financing or TIF (Bozeman currently
supports the Downtown TIF, North 7th TIF, Mandeville Farms TIF, Tourism BID
and could consider a Technology TIF in the future.);
c. Non-financial assistance includes, but is not limited to, professional assistance
with site development, use of land banks, establishment of industrial, eco-
industrial and technology parks;
d. Creation of enterprise zones; and
e. Broaden and deepen strategic public-private partnerships.
6) Workforce Development.
Workforce development refers to initiatives that address both the demand and the supply
side of the labor market by identifying potential areas of employment growth and
developing the skills of job-seekers to meet that demand.
Additionally, critical to a vibrant and diversified local economy is support for a local
workforce qualified to meet the labor needs of the regions businesses coupled with a
variety of affordable, market-rate and subsidized rental and owner-occupied housing
options with access to affordable transportation resources.
a. Support the efforts of MSU to create Gallatin College and expand 2-year degree
and job training and certification programs;
b. Identify and expand human resources and capital which include customized
training, workforce studies and development and increased local educational
opportunities and partnerships;
c. Support common and alternative transportation methods and improve connectivity
both locally and regionally, i.e., bikes, cars, buses, trains and air service, among
others;
d. Support the strengthening and expansion of MSU internship programs, (Public
Administration and College of Business, among others) creating additional
opportunities for graduate and undergraduate students to gain experience in
business development and/or economic development adding value but little
overall cost to the economic development program; and
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e. Support the creation of affordable, market-rate and subsidized rental and owner-
occupied housing that meets the needs of the local workforce.
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8
City of Bozeman
Economic Development Council
Priority and Recommendation Matrix
No. Recommendation
Lead Support Timeline Current Status Less than 6 mos. 6 – 12 mos. 1-2 years Ongoing 1. Ongoing financial commitment to
Economic Development
a. Increased financial investment in and available
resources for, the Economic Development
Liaison working to support and strengthen the
business community from within the City
Manager‟s office.
City
Commission
EDC &
EDL
Salary and
Benefits for
EDL &
$2,500
budgeted for
FY 11
b. Approve additional general fund investment to
promote Economic Gardening principles, the
entrepreneurial approach to economic
development that seeks to grow the local
economy from within.
City
Commission
EDC &
EDL
Progressing
c. Host a yearly local Economic Development
Conference or Summit.
City
Commission
/EDC
EDL Progressing
153
9
City of Bozeman
Economic Development Council
Priority and Recommendation Matrix
No. Recommendation
Lead Support Timeline Current Status Less than 6 mos. 6 – 12 mos. 1-2 years Ongoing d. Fund the production of materials such as
resource guides and helpful tips brochures.
City
Commission
/EDC
EDL Progressing
e. Develop and support a dashboard of local
economic indicators using locally derived data
and metrics for our community the purpose
being to supplement that which is available
nationally and regionally and provide the public
with relevant and timely trends in our local and
regional economy.
City
Commission
/EDC
EDL &
GIS
Progressing
(exploring
grant
opportunity
for
“dashboard”&
exploring
improved
methods to
capture and
utilize data
from business
licenses)
f. Increase economic development program
offerings and/or incentives.
City
Commission
/EDC
EDL Consideration
154
10
City of Bozeman
Economic Development Council
Priority and Recommendation Matrix
No. Recommendation
Lead Support Timeline Current Status Less than 6 mos. 6 – 12 mos. 1-2 years Ongoing g. EDC sponsored forums, roundtable discussions
and surveys designed to elicit timely and
relevant feedback from the business community.
City
Commission
& EDC
EDL Planning
h. Brand and market the City‟s economic
development outreach strategy.
City
Commission
& EDC
EDL & IT Planning
i. Create and support additional funding
mechanisms.
City
Commission
& EDC
EDL Consideration
2. Commitment to a business-friendly
process with a focus on retention and
expansion of existing local businesses
a. Streamline the development review process. Planning
Board
Planning
Department
& EDL
Progressing
b. Identify and consolidate duplicative business
related services.
EDC EDL Consideration
c. Create economic development partnerships and
encourage co-locations and knowledge and
EDC EDL Progressing
155
11
City of Bozeman
Economic Development Council
Priority and Recommendation Matrix
No. Recommendation
Lead Support Timeline Current Status Less than 6 mos. 6 – 12 mos. 1-2 years Ongoing resource pooling where appropriate.
d. Provide updated and consistent information in a
consolidated resource guide and tip and fact
sheets offering economic development services
from both public and private sectors, distributed
to all local public and private economic
development agencies and organizations.
EDC EDL Progressing
e. Continue business site visits with the City‟s
Economic Development Liaison and Economic
Development Council representative(s).
EDC EDL Planning
3. Stabilize existing local incubators and
create a full service business incubator
program to achieve a healthy business
ecosystem
a. Prioritize the stabilization of TechRanch. City
Commission
EDC &
EDL
Progressing
156
12
City of Bozeman
Economic Development Council
Priority and Recommendation Matrix
No. Recommendation
Lead Support Timeline Current Status Less than 6 mos. 6 – 12 mos. 1-2 years Ongoing b. Determine the full scope of incubation services
needed locally, i.e. technology, manufacturing,
retail, food service, hospitality, professional
services or other industry specific types and
general business.
EDC EDL Consideration
c. Identify what business incubation services exist
locally.
EDC EDL Progressing
d. Establish strategic partnerships with MSU that
support local technology transfer and an
expansion of technology and research
commercialization efforts utilizing applied
research arising from intellectual capital
cultivated at MSU and other local educational
institutions.
EDC EDL Progressing
e. Support the establishment of new local business
incubators.
City
Commission
& EDC
EDL Consideration
f. Identify ongoing funding mechanisms to assist
existing incubators.
EDC EDL Consideration
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13
City of Bozeman
Economic Development Council
Priority and Recommendation Matrix
No. Recommendation
Lead Support Timeline Current Status Less than 6 mos. 6 – 12 mos. 1-2 years Ongoing g. If new or expanded incubation services are
necessary, identify a funding and leadership
model for such expansions.
EDC EDL Consideration
h. Discuss and determine long-term location for
business incubation services.
EDC EDL Topic of
discussion
i. Explore consolidation and/or co-location of
incubation services with other economic
development resources.
EDC EDL Topic of
discussion
4. Core Services and Infrastructure
a. Timely and efficient road maintenance,
construction and repair.
City
Commission
City
Manager &
EDC
Ongoing
b. Predictable and affordable delivery of potable
water.
City
Commission
City
Manager &
EDC
Ongoing
c. Predictable and affordable refuse and recycling
pick-up and disposal.
City
Commission
City
Manager &
EDC
Ongoing
158
14
City of Bozeman
Economic Development Council
Priority and Recommendation Matrix
No. Recommendation
Lead Support Timeline Current Status Less than 6 mos. 6 – 12 mos. 1-2 years Ongoing d. Predictable and affordable delivery of sewer
services.
City
Commission
City
Manager &
EDC
Ongoing
e. Predictable and affordable fire protection. City
Commission
City
Manager &
EDC
Ongoing
f. Predictable and affordable police protection. City
Commission
City
Manager &
EDC
Ongoing
g. Support the establishment of, or upgrade to,
communication networks, i.e., high speed and
ultra-high speed internet access, by encouraging
local service providers to offer industry leading
connection speeds and services.
City
Commission
City
Manager &
EDC
Progressing
(Google Fiber
Project)
h. Support timely and efficient delivery of
information services through the Bozeman
Public Library‟s unique information databases
and reference services.
City
Commission
& Bozeman
Public
Library
City
Manager &
EDC
Some
business-
related
databases are
currently
available
159
15
City of Bozeman
Economic Development Council
Priority and Recommendation Matrix
No. Recommendation
Lead Support Timeline Current Status Less than 6 mos. 6 – 12 mos. 1-2 years Ongoing 5. Identification and Establishment of
Business Incentives
a. Financial Incentives include, but are not limited
to, grants, loans, tax-exempt bonds and equity
and near-equity financing.
City
Commission
& EDC
EDL &
Finance
Dept.
Consideration
b. Tax Incentives include, but are not limited to,
tax abatements, tax exemptions, accelerated
depreciation, tax classification, tax credit, tax
deferral, tax stabilization agreement and tax
increment financing or TIF (Bozeman currently
supports the Downtown TIF, North 7th TIF,
Mandeville Farms TIF, Tourism BID and could
consider a Technology TIF in the future.)
City
Commission
& EDC
EDL &
Finance
Dept.
Progressing
c. Non-financial assistance includes, but is not
limited to, professional assistance with site
development, use of land banks, and
establishment of industrial, eco-industrial and
technology parks.
City
Commission
& EDC
EDL Progressing
160
16
City of Bozeman
Economic Development Council
Priority and Recommendation Matrix
No. Recommendation
Lead Support Timeline Current Status Less than 6 mos. 6 – 12 mos. 1-2 years Ongoing d. Creation of enterprise zones. City
Commission
& EDC
EDL &
Finance
Dept.
Consideration
e. Broaden and deepen strategic public-private
partnerships.
City
Commission
& EDC
EDL &
Finance
Dept.
Progressing
6. Workforce Development
a. Support the efforts of MSU to create Gallatin
College and expand 2-year degree and job
training and certification programs.
City
Commission
& EDC
EDL Progressing
b. Identify and expand human resources and
capital which include customized training,
workforce studies and development and
increased local educational opportunities and
partnerships.
EDC EDL Planning
c. Support common and alternative transportation
methods and improve connectivity both locally
and regionally, i.e., bikes, cars, buses, trains and
air service, among others.
City
Commission
& EDC
EDL Progressing
(YBP‟s LINX
program)
161
17
City of Bozeman
Economic Development Council
Priority and Recommendation Matrix
No. Recommendation
Lead Support Timeline Current Status Less than 6 mos. 6 – 12 mos. 1-2 years Ongoing d. Support the strengthening and expansion of
MSU internship programs, (Public
Administration and College of Business, among
others) creating additional opportunities for
graduate and undergraduate students to gain
experience in business development and/or
economic development adding value but little
overall cost to the economic development
program.
City
Commission
& EDC
EDL (Expanding
current MPA
internship and
working to
create a
College of
Business
internship)
e. Support the creation of affordable, market-rate
and subsidized rental and owner-occupied
housing that meets the needs of the local
workforce.
City
Commission
& EDC
EDL Progressing
(Workforce
Housing
Ordinance
1710)
162
CITY OF BOZEMAN ECONOMIC DEVELOPMENT PLAN
VII. GOALS AND STRATEGIES VII-1
VII. BOZEMAN ECONOMIC DEVELOPMENT GOALS AND STRATEGIES
The following list of economic development priorities – identified as goals and strategies – are a
culmination of the research and development of the City of Bozeman Economic Development Plan. It is
recognized that the City of Bozeman will lead the implementation of some of these goals and
strategies, and with others, the City will assume a supporting role, while private entities lead the
implementation. An Implementation Matrix, which identifies specific strategies for the City of
Bozeman to initiate and lead with a corresponding timeline, is included in the next section (Section
VIII). The goals and strategies are all important and there is no priority ranking attached to the order
of presentation.
These goals and the more specific strategies provide a framework in which the City, the business
community, and key stakeholder groups can plan, prioritize, and implement economic development
activities for the benefit of all citizens of Bozeman. Not all of these proposed strategies will have the
same impact, but through a focused and collaborative effort, Bozeman will be better positioned to
be more competitive.
The specific recommendations and priorities of the City of Bozeman Economic Development Plan fall
under the following 6 general economic development goals:
1. Support the expansion and retention of existing businesses and economic clusters that will
continue to strengthen and diversify the economy and create higher paying jobs in Bozeman.
2. Maintain and upgrade infrastructure to support current and future needs of business.
3. Support education and workforce development initiatives to provide Bozeman with the
qualified workers to meet the needs of business.
4. Leverage local, state and federal economic development resources to enhance economic
growth in Bozeman.
5. Create a more collaborative and effective working partnership between the business
community and the City of Bozeman and effectively manage the City of Bozeman’s
regulatory environment to accomplish goals without hindering business expansion and
economic growth.
6. Maintain the high quality of life that is considered an important asset to the business
community.
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CITY OF BOZEMAN ECONOMIC DEVELOPMENT PLAN
VII. GOALS AND STRATEGIES VII-2
1) Support the expansion and retention of existing businesses and economic clusters that
will continue to strengthen and diversify the economy and create higher paying jobs in
Bozeman.
a. Pursue, support, and provide assistance for business start-up, expansion, and business
recruitment efforts that strengthen the following economic clusters:
• Arts & Culture (artisans, fine arts, cultural heritage, entertainment)
• Construction and Development (architecture, construction, engineering)
• Green (clean and renewable energy, water conservation, waste reduction technologies,
outdoor/recreational activities)
• Healthcare and Medical
• Knowledge Based Enterprises (research and development, think tanks, financial services,
consulting, public policy, education)
• Manufacturing (machinery, printing, wood product, textile, food/beverage,
computer/electronic)
• Media (film, publishing, journalism, Internet)
• Technology (biotech/bioscience, information technology, laser/optics)
b. Support and promote entrepreneurial efforts linked to emerging markets, high
technology, and research and development.
c. Support the Business Expansion and Retention (BEAR) program that is facilitated by
the Bozeman Area Chamber of Commerce and Bozeman Job Service.
d. Leverage MSU-Bozeman research, faculty, and students to expand upon current
opportunities and identify additional opportunities for the long term economic diversity
and vitality of Bozeman.
e. Encourage the participation of the business community in the development of city-wide
programs related to transportation, growth management, development impact fees,
environmental protection, and other related issues.
f. Support efforts by the Bozeman Convention and Visitors Bureau, the Bozeman Area
Chamber of Commerce, the Downtown Bozeman Partnership, Prospera Business
Network, MSU-Bozeman, and others to promote Bozeman.
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VII. GOALS AND STRATEGIES VII-3
2) Maintain and upgrade infrastructure to support the current and future needs of business.
a. Maintain infrastructure (city service or private service) at safe and efficient levels to
satisfy the current and future needs for economic expansion. The condition of streets
and sidewalks, water and sewer, gas and electric distribution, communications, and solid
waste disposal all affect how efficiently businesses conduct their operations. It also
contributes to business retention and recruitment efforts.
b. Support and encourage the efforts to develop larger convention or conference center
facilities to attract larger statewide or regional meeting and convention business to
Bozeman.
c. Support or lead efforts to develop an industrial park to meet the needs of existing and
future manufacturing or industrial businesses.
d. Support the efforts of the Gallatin Airport Authority and others to maintain and expand
air service at Gallatin Field Airport in recognition of the importance of Gallatin Field
Airport to Bozeman’s economy.
e. Support the further development of technology park areas to meet the needs of existing
and future technology based companies.
3) Support education and workforce development initiatives to provide Bozeman with the
qualified workers to meet the needs of business.
a. Support the efforts of the Montana University System to expand 2-year degree and job
training and certification programs in Bozeman.
b. Support the enrollment growth of MSU-Bozeman through the statewide legislative level
and at the local level. All avenues should be explored that promote MSU and Bozeman
in a cooperative manner.
c. Support the creation of market-rate and affordable rental and owner-occupied housing
that meets the needs of the local workforce.
d. Encourage MSU College of Technology in Bozeman, Bozeman Job Service and the
Bozeman School District to develop and maintain continuing education and certification
programs for high-demand jobs.
e. Support a periodic comprehensive survey among local employers and target sectors to
identify their labor needs and minimum skill requirements. Utilize findings of the survey
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VII. GOALS AND STRATEGIES VII-4
to coordinate with MSU, MSU College of Technology, Bozeman School District, and
others to refine existing and develop new programs directed at addressing the identified
skill needs.
f. Work with existing or new businesses to access Montana Department of Commerce
Workforce Training Grants to support employee training costs.
g. Continue to support the Bozeman Area Chamber of Commerce’s Leadership Bozeman
Program to identify, train, and motivate prospective and current business and
community leaders.
h. Support the “Come Home Montana” promotion (and consider developing a “Come
Home Bozeman” promotion) to Montana alumni residing out of state, highlighting local
employers and career opportunities, local quality of life, and other factors that may lead
to a decision to return to Bozeman.
4) Leverage local, state, and federal economic development resources to enhance economic
growth in Bozeman.
a. Continue to utilize tax increment financing (TIF) programs as a tool for urban renewal
and economic redevelopment opportunities where appropriate.
b. Support the continued growth and success of the Bozeman Revolving Loan Fund (RLF)
and the establishment of new revolving loan funds to provide additional financing
options for Bozeman businesses.
c. Utilize incentives or inducements, such as property tax abatement or development fee
abatement, to encourage business investment and development in desired areas.
d. Encourage commercial real estate developers to apply for New Market Tax Credits on
projects that meet the established criteria.
e. Utilize the Big Sky Economic Development Trust Fund (job training grants, planning
grants, matching funds) and Workforce Training Grants from the Montana Department
of Commerce to support business expansion and relocation as well as current economic
development planning projects.
f. Seek new Community Development Block Grant (CDBG) funds to implement projects
and programs.
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VII. GOALS AND STRATEGIES VII-5
g. Utilize Brownfield funding to facilitate redevelopment in appropriate sites where funding
is available.
h. Identify and support redevelopment opportunities and adaptive reuse of large
commercial centers.
5) Create a more collaborative and effective working partnership between the business
community and the City of Bozeman and effectively manage the City of Bozeman’s
regulatory environment to accomplish goals without hindering business expansion and
economic growth.
a. Establish an advisory committee to perform a time-limited review of the City of
Bozeman’s development process. The committee would be charged with evaluating
development issues and making recommendations for policy or procedure changes to
the City Commission. The committee would be made up of business leaders, city
planning staff, developers, planning board members, and others. The following 4
strategies would best be evaluated and implemented by this development process review
committee:
(1) Review the processes for permitting, licensing, and other regulatory requirements to
improve the climate for doing business in Bozeman.
(2) Provide an efficient and well-defined land development process with development
regulations being as flexible as possible and efficiently administered.
(3) Support continuing technological advances in systems and equipment to make the
development permitting process more efficient. Integrate technology into business
processes to increase operational efficiencies, improve service delivery and control
costs.
(4) Empower the Planning Department staff and the City Commission to build more
efficiency in the decision making process.
b. Designate a qualified city employee with economic development responsibilities and a
role as the community business advocate.
c. Establish an Economic Development Council to advise the City Commission on
economic development issues and to review the implementation of specific economic
development initiatives. This council should be made up of business leaders, city staff,
economic development leaders, and others.
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VII. GOALS AND STRATEGIES VII-6
d. Engage in an active program for the City Commission and City staff to visit Bozeman
businesses on a routine basis, with the intent of improving the relationship between the
City and the business community, and to proactively identify issues and work to resolve
them collaboratively. Coordinate with the Bozeman Area Chamber of Commerce,
Prospera Business Network, and others to facilitate this program.
e. Ensure working economic development relationships with Gallatin County and other
jurisdictions within the region to better coordinate economic development activities.
f. Coordinate with the Bozeman Area Chamber of Commerce, Prospera Business
Network, the Northern Rocky Mountain Resource and Conservation District and
Economic Development District (RC&D-EDD), the Downtown Bozeman Partnership,
the Montana Department of Commerce, and others to monitor local, regional and
national economic trends and market Bozeman as a desirable place to do business.
g. Support efforts of the Montana Manufacturing Extension Center (MMEC), TechRanch,
the Small Business Development Center (SBDC), and other organizations to encourage
and foster entrepreneurship and small business development in Bozeman.
6) Maintain the high quality of life that is considered an important asset to the business
community.
a. Recognize and support the idea that Bozeman’s “quality of place” is a significant asset
for the business community.
b. Support the continued economic vitality of the downtown Bozeman business district,
which is broadly recognized as one of Bozeman’s strongest assets. Continue to support
and promote downtown Bozeman as the economic and cultural center of the region, and
encourage development and re-development through the use of incentives for future
investment and development. [Refer to the 2009 Downtown Improvement Plan for
additional information.]
c. Support the economic vitality of Bozeman’s entryway corridors to reinforce Bozeman as
a regional shopping destination.
d. Require a cost benefit analysis or economic impact analysis for all projects receiving
financial assistance from the City (including incentives) to measure the return on
investment.
e. Promote an energy efficient and sustainable community through the City’s policies and
practices. [Refer to Bozeman Community Plan for additional information]
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