HomeMy WebLinkAboutCommission Goal Setting Commission Memorandum
REPORT TO: Honorable Mayor and City Commission FROM: Chris Kukulski, City Manager
SUBJECT: Commission Goal Setting
MEETING DATE: February 10, 2014
AGENDA ITEM TYPE: Action
RECOMMENDATION: The Commission adopts the proposed 2014/15 Playbook.
SUGGESTED MOTION: I move to adopt the attached 2014/15 Playbook.
BACKGROUND: Each year the City Commission identifies goals for the upcoming one to
two years. Ideally, we complete this process in January or February so that the adopted goals
can be considered as the organization develops our annual budget.
I’ve attached the adopted goals from the previous two years for your review and consideration, as well as the latest City Commission Goals update report. You will notice that
last year’s adopted goals look significantly different than the previous year’s format. The
2013/14 goals were identified and formatted to follow Patrick Lencioni’s bestselling book The
Advantage. I’ve also attached a brief summary of his book to provide context and refresh your
memory on key points. The Advantage emphasizes the need for an organization to be smart, healthy and clear in order to achieve great outcomes over the short and long-term. Clarity is best
achieved by answering six questions that make up the “playbook” for the organization.
As you consider the recommended 2014/15 Playbook, note that the only changes from
the 2013/14 Adopted Playbook are what is most important right now and who must do what.
In addition to the packet materials I would like to make a presentation to the Commission
that will follow this outline:
1) My story 2) Vision for the organization
3) Why I believe we are at a “watershed” moment
4) Key accomplishments over this past decade
5) Presentation of the Recommended 2014/15 Playbook
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I recommend that the 2014/15 Playbook be the starting point for the goals discussion.
Upon refining the Playbook through discussion and as directed by the Commission, I further
recommend the Commission take action by adopting 2014/15 Playbook.
ALTERNATIVES: As suggested by Commission.
FISCAL EFFECTS: If the 2014/15 Playbook is adopted, the Fiscal Year 2015 budget would
be prepared in accordance with those initiatives.
Attachments: Recommended 2014/15 Playbook
2013/14 Adopted Playbook
2013/14 City Commission Goals Update
2012/13 Adopted Work Plan Brief summary of The Advantage Report compiled on: February 3, 2014
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Recommended City of Bozeman Playbook
Presented February 10, 2014
CITY OF BOZEMAN CHARTER PREAMBLE
We, the people of the City of Bozeman, under the constitution and laws of the State of Montana,
in order to secure the benefits of local self-government and to provide for an honest and
accountable commission-manager government, do hereby adopt this charter and confer upon the city the following powers, subject to the following restrictions, and prescribed by the following procedures and governmental structure. By this action, we secure the benefits of home rule and
self-governance and affirm the values of representative democracy, professional management,
strong political leadership, citizen participation, and regional cooperation.
Why do we exist? To exercise our citizen mandate to self govern honestly and efficiently.
How do we behave?
Integrity – Be honest, hardworking, reliable, and accountable to the public.
Leadership – Take initiative, lead by example, be innovative and pursue excellence.
Service – Work unselfishly for our community and its citizens.
Teamwork – Respect others, welcome citizen involvement, and work together to achieve the best
result.
What do we do? Provide for the health and safety of our thriving community for current and future
generations.
How will we succeed?
• Verify that the initiatives represent a priority of the community, city commission, and city
manager.
• Guarantee that management focus on professional delivery of core services and the health of the
organization.
• Use strong leadership to ensure services and initiatives are sustainable or have a specific life
cycle.
49
What is most important right now?
Recommended 2014/15 Strategic Initiatives & Objectives
1) Diversify the local economy and support the creation and expansion of mid to high paying
jobs: Implement the Economic Development Plan.
a. Focus on outdoor, photonics, high technology, manufacturing, bio-science and social
sector development;
b. Build a coalition of broadband users to develop a broadband infrastructure system; and
c. Enhance downtown development opportunities.
2) Invest in infrastructure and facilities to meet future demand: Implement financial and
asset management systems to build and maintain the city’s infrastructure and facilities.
a. Receive voter approval for a new police station and municipal court;
b. Adopt a sustainable financial structure to sufficiently build the city’s transportation
system – intersections, streets, public transit and multi-model; and
c. Receive voter approval to build a family aquatics center.
3) Develop a best in class organization: Develop best in class systems and structures
throughout the city to deliver excellent services efficiently.
a. Invest in people and structures – match workforce and workloads - employees need the
capacity to efficiently deliver day-to-day services, anticipate opportunities and challenges
and effectively deal with the unexpected;
b. Information technology – expand our utilization of the Geographical Information System,
CityWorks, SunGard, Laserfiche, and other software solutions; and
c. Policy development:
i. Expand the city’s anti-discrimination policy.
ii. Rewrite the Unified Development Code.
iii. Rewrite the workforce housing ordinance.
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Who must do what?
Name Title General Responsibilities
Jeff Krauss Mayor Leader of the policy body, presides over
meetings, represents city in intergovernmental
relationships, ceremonial head of the city.
Carson Taylor Deputy Mayor Serves as Mayor whenever the Mayor is
unavailable, member of the policy body.
Cyndy Andrus City Commissioner Elected member of the policy body;
representative of the public; and advisory board
liaison.
Chris Mehl City Commissioner Elected member of the policy body;
representative of the public; and advisory board liaison.
I-Ho Pomeroy City Commissioner Elected member of the policy body;
representative of the public; and advisory board liaison.
Chris Kukulski City Manager Executive Team Leader, facilitator between City Commission and Leadership Team.
Chuck Winn Assistant City Manager ½ of City Management Team, responsible for
initiatives that cannot fail.
Greg Sullivan City Attorney Legal advice, risk management, counsel and
consulting, education, documents, contracts,
reports, etc.
Ron Price Chief of Police Provide expertise and services in law
enforcement and community safety. Provide for order over chaos.
Jason Shrauger Fire Chief Public safety, public education, safety, inspections, plan reviews, emergency reports.
Mitch Overton Director of Parks and
Recreation
Public health and wellness, facilities and
programs to enhance community quality of life.
Brit Fontenot Director of Economic
Development
Facilitate prosperity.
Anna Rosenberry Administrative Services
Director
Human resources systems, financial systems,
information technology systems, risk
management, counsel and consulting.
Craig Woolard Director of Public Works Physical infrastructure, construction, operations
and maintenance. Executive team member, community/public outreach
Wendy Thomas Community
Development Director
Preserve and enhance quality of life through
innovative and responsible planning and community development.
51
City of Bozeman Playbook
Create Clarity
Adopted February 25, 2013 CITY OF BOZEMAN CHARTER PREAMBLE We, the people of the City of Bozeman, under the constitution and laws of the State of Montana, in order to secure the benefits of local self-government and to provide
for an honest and accountable commission-manager government, do hereby adopt
this charter and confer upon the city the following powers, subject to the following
restrictions, and prescribed by the following procedures and governmental
structure. By this action, we secure the benefits of home rule and self-governance
and affirm the values of representative democracy, professional management,
strong political leadership, citizen participation, and regional cooperation.
Why do we exist? To exercise our citizen mandate to self govern honestly and efficiently.
How do we behave?
Integrity – Be honest, hardworking, reliable, and accountable to the public.
Leadership – Take initiative, lead by example, be innovative and pursue excellence.
Service – Work unselfishly for our community and its citizens.
Teamwork – Respect others, welcome citizen involvement, and work together to achieve the best result.
What do we do? Provide for the health and safety of our thriving community for
current and future generations.
How will we succeed?
• Verify that the initiatives represent a priority of the community, city commission,
and city manager.
• Guarantee that management focus on professional delivery of core services and the
health of the organization.
• Use strong leadership to ensure services and initiatives are sustainable or have a
specific life cycle.
52
What is most important, right now? 2013 – 2014 Priorities
1. Landfill Soil Gas- Mitigate and remediate the movement of VOCs from the landfill site into the Bridger Creek neighborhoods. (Kukulski/Woolard/Hixson) (PW-18)
2. Diversify the local economy and support the creation and expansion of mid to high paying
jobs. (Fontenot/Kukulski) (ED-01)
3. Implement the 2012 parks & trails bond to expand the capacity of our parks, trails and open spaces. (Overton/Rosenberry/Sullivan) (PR-02) (Mayor: 1)
4. Implement reform of the community development system with an enhanced focus on customer
service. (Worthington/Woolard) (CM-01) 5. Enhance Downtown Development Opportunities
• Collaborate with the Downtown Partnership, Montana Department of Transportation and
Transportation Coordinating Committee to improve transportation downtown.
• Facilitate development of a downtown hotel as identified in the downtown development plan.
6. Complete the Integrated Water Resource Plan and develop solutions to achieve long term water sustainability (Woolard/Sullivan) (PW-01) 7. Implement financial plans and asset management systems to properly maintain and replace the city’s infrastructure and facilities (Rosenberry/Woolard) (PW-02)
8. Complete design of the police station & municipal court and educate the public on the necessity for, and passage of, a bond measure (Winn/Price) (PD-01)
9. Assist Gallatin College and secure regional funding. (City Commission)
10. Continue implementation of the Climate Action Plans (City Commission/Winn) (CM-04) 11. Determine the future of Bogert Pool and next steps for aquatics & Recreation (Overton/Kukulski) (PR-01)
12. Consider a Demolition by Neglect ordinance 13. Develop a permanent plan for the Story Mansion
53
Who must do what?
Name Title General Responsibilities
Sean Becker Mayor Leader of the policy body, presides over meetings, represents city in intergovernmental
relationships, ceremonial head of the city
Jeff Krauss Deputy Mayor Serves as Mayor whenever the Mayor is unavailable, member of the policy body
Cyndy Andrus City Commissioner Elected member of the policy body; representative of the public; and advisory board liaison
Chris Mehl City Commissioner Elected member of the policy body; representative of the public; and advisory board
liaison
Carson Taylor City Commissioner Elected member of the policy body;
representative of the public; and advisory board
liaison
Chris Kukulski City Manager Executive Team Leader, facilitator between
City Commission and Leadership Team.
Chuck Winn Assistant City Manager ½ of City Management Team, responsible for
initiatives that cannot fail.
Greg Sullivan City Attorney Legal advice, risk management, counsel and
consulting, education, documents (contracts,
reports, etc.
Ron Price Chief of Police Provide expertise and services in law
enforcement and community safety. Provide
for order over chaos.
Jason Shrauger Fire Chief Public safety, public education/safety,
inspections, plan reviews, emergency reports.
Mitch Overton Director of Parks and
Recreation
Public health and wellness, facilities and
programs to enhance community quality of life.
Brit Fontenot Director of Economic
Development
Facilitate prosperity.
Anna Rosenberry Administrative Services
Director
Human resources systems, financial systems,
information technology systems, risk
management, counsel and consulting.
Craig Woolard Director of Public Works Physical infrastructure, construction, operations
and maintenance. Executive team member,
community/public outreach
Wendy Thomas Community
Development Director
Preserve and enhance quality of life through
innovative and responsible planning and
community development.
54
City Commission Goals 04‐Feb‐14
2:30 PM
PW‐18
Landfill Soil Gas
Investigate, mitigate and remediate the movement of VOCs from the landfill site into the Bridger Creek
neighborhoods.
The project consists of three basic components. Sampling to determine extent of contamination,
mitigation of potential landfill vapors migrating into Bridger Creek homes, and to remediate the landfill
to eliminate transport of gases off‐site. Current status: All but 2 homes in Bridger Phase III have been
sampled for indoor air and sub‐slab gases. Reduced pressure sub‐slab mitigation systems have been
installed in most of the Phase III homes. We have sampled 4 homes in Bridger Phase II for sub‐slab gases
and indoor air. We have developed and refined a conceptual site model that describes the transport
mechanism and is consistent with the sampling data. We will continue to monitor and test homes in
Phase II. After the public meeting on November 6, we will begin focusing on installing and testing a
vapor extraction system at the landfill as the most effective way to prevent the movement of vapors off‐
site.TetraTech has developed a groundwater monitoring plan and it is under review. TetraTech is also
developing an ambient air monitoring plan. Staff has prepared an RFP for selection of a consultant to
complete the CMA and the remediation design. We are working with Anna to secure loan funding from
the SRF.
Kukulski, Woolard, Hixson
Kukulski/Woolard Department ID:
Initiative Title:
Initiative
Description:
Desired Commision Involvement:
Current Status:
Project Leader
Key Staff:
Timeframes:
Completed?
Page 1 of 9 55
ED‐01
Diversify the Local Economy and Support the Creation and Expansion of Mid to High Paying
Jobs
This is an ongoing effort that underpins all ED activities.
01.07.14 Update: The Commission funded the following ED initiatives for FY 14: 1) FTE, i.e. ED Specialist
David Fine was hired 2) Sector Development, photonics, outdoor and high tech initiatives launched 3)
county wide mill levy for Gallatin College was approved 4) Marketing Collaborative has stalled. We have
started sector development work on the Outdoor (Montana Outdoor Alliance), Photonics (Montana
Photonics Industry Alliance) and Hi‐Tech (Montana High‐Tech Alliance) sectors. We have hosted
Outdoor, Photonics and High Tech sector meetings with others planned for January and February 2014.
The Outdoor Sector Launch event was a success. NRMEDD is assisting with the Outdoor and High Tech
and Prospera with Photonics. The marketing collaborative has stalled but elements of the sector
development fall under the umbrella of marketing, i.e. the outdoor film, promoting photonics and high
tech in Bozeman etc. Goals for the FTE include: metrics of success for ED, local data collection, social
media, maintaining and building relationships, assisting with initiatives, i.e. sector development,
broadband, marketing etc.
Fontenot, et al
bfontenot@bozeman.net
Ongoing
Some of these initiatives will need Commission approval via the budget process.
Department ID:
Initiative Title:
Initiative
Description:
Desired Commision Involvement:
Current Status:
Project Leader
Key Staff:
Timeframes:
Completed?
PR‐02
Parks and Trails Bond Implementation
Execution of $15 million general obligation Parks, Trails, and Open Space Bond passed Nov. 2, 2012.
Three projects have now been approved for funding by the City Commission: i) Path to the M @ up to
$600,000 ii) Bozeman Ponds Expansion @ $1,045,000 iii) Bozeman Creek Enhancement through Bogert
Park @ up to $440,000. TOP Bond fund balance is $12,915,000. Anticipate future applications from TPL
for 53‐61 acres adjacent to Story Mill for flagship park and urban wetland renewal and from the Sports
Park Committee for up to 80 acres of athletic complex development.
Overton, Sullivan, Rosenberry, Kukulski
moverton@bozeman.net
Stated above
Bonding/funding the program will require Commission approval. All potential
projects and funding of said projects will be recommended to Commission by TOP
and will require Commission approval.
Department ID:
Initiative Title:
Initiative
Description:
Desired Commision Involvement:
Current Status:
Project Leader
Key Staff:
Timeframes:
Completed?
Page 2 of 9 56
CD‐07
Implement Reform of the Community Development System with Enhanced Focus on
Customer Service
Develop a customer service culture; implement the recommended improvements to the development
review process; hire development review manager; build trust and an effective working relationship
with the CD staff.
The Community Development Department is committed to providing excellent customer service. The
initiative description items have been implemented. Every staff person within the Department is
expected, as part of their annual goals, to continually improve the level of customer service they
provide to each of our core customers: applicants, City Commission and residents/business owners. We
have hired a development review manager who is overseeing process improvements to the application
review process. The specifics of this initiative has been fulfilled, however the commitment to constantly
improving our service will be an expectation that we know is and will continue to be an ongoing effort.
Kukulski, Thomas
wthomas@bozeman.net
Ongoing
Be sure to share with staff when you hear good things about their performance.
Department ID:
Initiative Title:
Initiative
Description:
Desired Commision Involvement:
Current Status:
Project Leader
Key Staff:
Timeframes:
Completed?
Page 3 of 9 57
ED‐11
Enhance Downtown Development Opportunities
Collaborate with the Downtown Bozeman Partnership, Montana Department of Transportation, the
Transportation Coordinating Committee and CoB Engineering to improve transportation downtown.
Facilitate development of a downtown hotel as identified in the downtown development plan. Formal
development application for the Etha Hotel was submitted on April 3, 2013. A multi‐disciplinary team of
City staff has been assembled to work on this project. Brian Krueger is the CD development review
manager and planner on the Etha hotel project and is consulting with other City staff on issues ranging
from historical preservation to engineering. The FTA has authorized the use of a long term lease
agreement with the Etha hotel for the use of spaces in the Bridger Park Downtown and a license
agreement for the use (construction staging)of the South Willson lot has been drafted. Additionally, the
M block project (a dense infill development north of the Kenyon Noble building and storage sites) is
under construction. Additionally, the planning division is expecting a site plan application (Nov. 5 or 6)
from HomeBase for the construction of a hotel on the existing Kenyon Noble site. The Imperial Inn is
also under redevelopment.
01.07.14 Update: 1. Etha Hotel [CUP/COA/DEV File # 13064] is still in the building plan review process.
The parking agreement at BPD has been negotiated and approved. The licensing agreement to use the
South Willson lot for staging is in the hands of the applicant and awaiting signature. Cash in lieu of water
rights was handled by accepting their projected usage number and entering into an agreement to
monitor usage for two years and adjust payments accordingly. The East Main Town Pump remodel
CUP/COA was approved by the Commission on May 6, 2013, no final site plan submitted. Construction
continues on the Park Place mixed use development, formerly Blue Sky Motel. The Block M project
(downtown residential infill) construction is underway. Preliminary site plan approved at 102 N.
Broadway (the Rookery Bldg). Imperial Inn site has been purchased and consolidated with the corner
lot, plans for a hotel are forthcoming. A hotel has been discussed at the site of the former on East Main
Street Vac‐Shack adjacent to Lindley Park across from the Town Pump, no news on this one for some
time. Asbestos remediation of the old Harrington’s site (Olive and Wallace) is underway, the City is
facilitating the clean‐up with DEQ so the property owners are eligible for orphan share reimbursement.
The application for redevelopment on the Olive and Wallace site was approved in the first week of
August 2013. We attempted to facilitate discussion of a pedestrian path to connect South Wallace with
the public library and negotiations will continue. We continue to work on the “infill conundrum” by
conducting stakeholder meetings and policy meetings/bus tours etc that highlight the need to improve
current infill policies and regulations. Final site plan for the Block G Hotel on the former Kenyon Noble
site was approved. The Block G was awarded $13M in NMTC for the construction of the hotel. There is
interest in constructing an office type building on the Block G site.
Fontenot, et al
bfontenot@bozeman.net
Ongoing
Preside over various public hearings.
Department ID:
Initiative Title:
Initiative
Description:
Desired Commision Involvement:
Current Status:
Project Leader
Key Staff:
Timeframes:
Completed?
Page 4 of 9 58
PW‐01
Complete Integrated Water Resource Plan and Develop Implementable Solutions to Achieve
Long Term Water Security
Complete a plan to secure adequate water resources for community growth over the next 50 years
IWRP completed and adopted by the Commission. Implementation plan is also completed and
adopted. This one, I dare say, is DONE!
Woolard, Rosenberry, Kukulski, Heaston, Hixson
cwoolard@bozeman.net
Report completed in Q3 of 2013. Project integrated into 15 year capital program
Approval of IWRP report, Approval of CIP
Department ID:
Initiative Title:
Initiative
Description:
Desired Commision Involvement:
Current Status:
Project Leader
Key Staff:
Timeframes:
Completed?
PW‐02
Improve Asset Management Program Utilizing CityWorks and GIS for Decision Making and
Customer Service for each PW Division
Develop the asset condition assessment systems and level of service/risk of failure measures to
accurately plan and fund the maintenance and replacement of street, park, recreation, and City‐owned
building infrastructure.
Completing this initiative has three major components. Step 1‐ We will compile the data and
recommendations from facility plans, condition assessments and staff recommendations into a single
GIS‐based database so that projects can be prioritized and mapped. We are finalizing the data input and
review and have a system working in GIS. Public Works staff entered over 1,500 projects identified in
various master plans and maintenance documents. Step 2 – We will implement the use of the CityWorks
maintenance management system throughout the Public Works Division (and ultimately throughout the
City) to accurately track maintenance activities and costs. The enterprise version of CityWorks has been
installed. Training of the Water/Sewer crew will be completed this week. Work with Streets Department
is underway and scheduled for completion by the first of the year. Streets is going live with Cityworks on
January 1. We completed City‐wide condition assessment of streets and are waiting for the final work
product. We are also working on an RFP for doing condition assessment on critical water pipes. Step 3 ‐
We have developed a draft 15 year CIP and are in the process of refining the criteria for scoring projects
based on service level and risk and develop a long term (15 year) prioritized capital program. Progress
has been delayed somewhat do to the focus of key engineering staff on the landfill soil gas project. But
we have developed a GIS based planning tool and demonstrated it to the Commission (and used it in
developing our CIP).
Woolard, Rosenberry, Winn
cwoolard@bozeman.net
Initial condition assessment complete and integrated into GIS by Q3 for Public Works' assets. CityWorks
in use for Streets by Q4. Level of service/risk tolerance measures documented by Q4. 15 year capital
program established for CIP budget process in for 2014.
Review and approval of CIP and level of service/risk policies.
Department ID:
Initiative Title:
Initiative
Description:
Desired Commision Involvement:
Current Status:
Project Leader
Key Staff:
Timeframes:
Completed?
Page 5 of 9 59
PD‐01
New Police Station Design and Construction
Begin the design and plan for construction of a new Police and Municipal Courts facility as described in
the City’s adopted CIP. The focus of the project has changed from a co‐location with the Sheriff to a
standalone police and courts facility located on North Rouse.
We are continuing to work on the land exchange with MDT (12 acres at the WRF for their property on
North Rouse). MDT is writing the first draft of the conveyance agreement which will specify the exact
terms under which the land exchange will occur. We have engaged the services of outside counsel to
assist with the land exchange. On November 25, 2013 the Commission designated the MDT site for the
new police and courts facility. On December 11, 2013 the Commission determined the new aquatics
center would NOT be located at the MDT site. We have instructed our architect to once again begin the
design which will result in the cost estimates.
Price, Winn, Kukulski, Rosenberry, Sullivan
cwinn@bozeman.net
We will need to get City Commission approval of the bond election in August 2014.
Approval for a bond election for the construction costs.
Department ID:
Initiative Title:
Initiative
Description:
Desired Commision Involvement:
Current Status:
Project Leader
Key Staff:
Timeframes:
Completed?
CM‐10
Assist Gallatin College and Secure Regional Funding
Support the efforts of Gallatin College and assist in the development of a county wide levy to financially
support the College.
The voters of Gallatin County approved the 1.5 mills to support Gallatin College on November 5, 2013.
Background ‐ The City’s adopted FY 2014 budget included 1.5 mills to help fund program expansion.
Additionally, on August 5, 2013 the City Commission passed Resolution 4460 supporting and paying for
a county wide 1.5 mill levy election to help fund Gallatin College. On August 13, 2013 the Gallatin
County Commissioners agreed to put the 1.5 mill levy question on the 2013 fall election ballot. In late
September, Dean Hietala and I spoke on AM 1450 in order to educate listeners and answer questions,
we also wrote a letter of support during our off hours signed by the mayors of Belgrade, Bozeman,
Manhattan, Three Forks and West Yellowstone and printed in the Chronicle. Additionally, Dean Hietala
presented educational materials to the City Commission and public during our October 1, 2013 City
Commission meeting.
City Commission and City Manager
ckukulski@bozeman.net
The 1.5 mill levy question passed the November 2013 election ballot.
Educate the community on the importance of passing the ballot measure for Gallatin
College.
Department ID:
Initiative Title:
Initiative
Description:
Desired Commision Involvement:
Current Status:
Project Leader
Key Staff:
Timeframes:
Completed?
Page 6 of 9 60
CM‐04
Implement Climate Action Plan
First‐Tier Priorities: 1) Communications: Promote the Bozeman Climate Partners website, maintain
quarterly newsletters, and participate in community events throughout the year. 2) Complete the
outreach program for Idle Free Bozeman, track progress, and finalize activities for an annual outreach
campaign. 3) Finalize program details for the residential Energy Smackdown competition, fundraise,
launch program in April 2013, recruit and administer competition through April 2014. 4) Develop an
Energy and Conservation Master Plan for city operations. 5) Re‐calculate municipal emissions baseline
and corresponding reduction goal. If necessary, consider updating the Municipal Climate Action Plan. 6)
Using completed street lighting inventory and data from LED pilot, develop recommendations for a LED
street light replacement program. 7) Provide quarterly building, fleet, & water consumption usage
reports to Facilities Services & departments. 8) Restructure working group structure to streamline and
improve community participation. Second‐Tier Priorities: 1) Complete life‐cycle assessment of hybrid
versus internal combustion engine and make appropriate recommendations. 2) Develop proposal for
Green Business Partners program, including possible grants and loans for participating businesses
towards energy conservation and renewable energy. 3) Continue promoting Rideshare Montana for City
employees and assess participation.
The City Commission provided additional funding to hire a half‐time employee for sustainability
programming in the FY 14 Budget. Building a new program and position was moved to the top of the
priority list. In collaboration with the Director of Economic Development, we presented a resolution to
the Commission creating the Bozeman Business Energy Program, which was approved in December,
2013. The program will promote energy efficiency in the commercial building sector through education
and recognition. In addition, an incentive fund was created to provide matching dollars to businesses
that complete energy efficiency or renewable energy projects. We created an Energy Conservation
Technician position to support this program. The position has been advertised and interviews will begin
at the end of February. In the meantime, we are coordinating with NorthWestern Energy on the
application process and submitting a grant proposal to support the program.
1) Communications: we have participated in a wide variety of outreach events such as the Home Expo,
Green Drinks, Waterfest, weekly energy workshops, and other community events. The Bozeman Climate
Partners website was recently updated and we are drafting the next quarterly newsletter. 2) Idle Free:
We completed another round of monitoring in May/June and the fall outreach program at the schools is
complete. The Idle Free working group meetings have ended, but we plan to repeat the school outreach
effort each fall. The idle free signs have been requested by private schools and at community events
such as the Bridger Bowl community ski day. 3) Smackdown: The program was launched in April 2013
with the help of Northern Rocky Mountain RC&D. We developed an additional six months of weekly
energy workshops at the Weatherization Center, including a renewable energy fair. Rocky Mountain
RC&D announced their plans to close and they terminated their contract. We determined that hiring a
marketing firm would be the most effective way to revive the program. We received quotes, selected
the firm, and the contract was approved by the Legal Department and the Commission. Website
upgrades have been challenging, but the work is underway with completion planned the first week of
February. This will be closely followed by an aggressive marketing campaign to increase program
participation. 4) The Energy & Conservation Master Plan is underway via an investment grade audit with
McKinstry. We coordinated with Facilities Services and Public Works to refine the scope of our highest
priority buildings. We are working with Facilities and other departments to provide data, drawing, and
user information to McKinstry prior to their audits. Department kickoff meetings are currently
underway. Energy audits and building monitoring will continue for the next 60 days. The final report is
due in early April. 5) The Municipal Emissions Baseline recalculation was planned upon completing a full
upgrade of our utility tracking software. We entered into a new contract with Gradient Systems, which
called for changes to the inventory coefficients and required working with a new fuel vendor. Gradient
Systems did a complete audit of our software and refined many of the accounts that were inadequately
nmeyer@bozeman.net Department ID:
Initiative Title:
Initiative
Description:
Current Status:
Project Leader Completed?
Page 7 of 9 61
labeled. These updates are now complete and we are prepared to begin a new emissions inventory in
2014. Quarterly utility updates for departments will be completed within the next month. 6) The LED
streetlight life cycle analysis was completed following the addition of three more LEDs to the streetlight
circuit on Durston. The final report was shared with the Commission on January 28th and staff received
direction on our next steps with LED technology. 8) Restructure Working Groups: This priority fell to the
bottom of the list with the addition of the Business Energy Program. A proposal will be completed in
early 2014.
Second‐tier Priorities: 1) Life‐cycle Assessment of Alternative Fuel Vehicles: Preliminary research has
begun and this priority will move to a first‐tier priority in FY15. 2) Green Business Program: As noted
above, this became a top‐priority and is currently under development. 3) Rideshare Montana: The City
partnered with MSU and WTI to host a community wide rideshare competition and we provided
financial support for the state‐wide software. Participation in the program is being monitored.
Chuck Winn, Craig Woolard, Jon Vandelinder, Dustin Johnson, James Goehrung
12‐18 months
Working Group Commission Liaisons (Cyndy Andrus, Carson Taylor) and Commission
are needed to approve Energy & Conservation Master Plan, LED Streetlight
Replacement Program, restructuring of the Climate Action Plan Working Groups
Desired Commision Involvement:
Key Staff:
Timeframes:
PR‐01
Determine the Future of Bogert Pool and Next Steps for Aquatics and Recreation
Determine the best way to meet the aquatic and recreational needs of the community. Work with RPAB
and make recommendation to the City Commission.
BOGERT: One bid was submitted on second call for Bogert drain and paint work, bid submitted at
$175,000. We will re‐bid for drain replacement only and will expect that to be less than $40k. We
anticipate publicizing the boiler project in January of 2014. NEW AQUATICS FACILITY: Currently $125k
budgeted for design and engineering. Anticipated 50% design cost is $350,000. City staff is currently
working on a potential partnership with YMCA to locate both the City’s new aquatic facility and the
YMCA into one full‐scale Community Recreation and Aquatics Center at the YMCA site (Co. Regional
Park) or Rose Park. EAST GALLATIN RECREATION AREA: Park staff is working with FWP and user groups
(Sunrise Rotary) to expand swimming beach area and install a swim dock (construction has begun).
Overton, Winn, McCarthy, Saitta
moverton@bozeman.net
Next presentation to City Commission regarding Site location and partnerships anticipated March 2014.
Commission will need to confirm alterations/additions to Parks. City Commission
budget approval.
Department ID:
Initiative Title:
Initiative
Description:
Desired Commision Involvement:
Current Status:
Project Leader
Key Staff:
Timeframes:
Completed?
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CD‐04
Consider a Demolition by Neglect Ordinance
Develop a public policy to protect significant buildings from being destroyed by the owner’s disregard
for basic building maintenance.
Staff presented this item to the Commission on October 14, 2013. Staff recommended allowing the new
Quality of Life program to get established in order to see if the program will continue to be effective in
addressing community concerns regarding neglected properties. Staff anticipates that existing Codes are
adequate to address neglected properties in combination with existing non‐profit programs. Based on
Commission input, legal staff is researching enabling legislation that would allow the City to adopt an
ordinance that requires a higher standard of maintenance for properties within a designated historic
district.
Chris Saunders, Courtney Kramer, City Attorney’s Staff
Wendy Thomas
Follow up in April 2014.
Participate in the policy discussion and consider possible ordinance
Department ID:
Initiative Title:
Initiative
Description:
Desired Commision Involvement:
Current Status:
Project Leader
Key Staff:
Timeframes:
Completed?
CM‐02
Develop a permanent plan for the Story Mansion
On April 8, 2012 the City Commission determined that EFOS defaulted on the purchase and sales
agreement.
The appraisal for the Story Mansion is being completed by Ellie Clark of Clark Real Estate Appraisals.
Ellie and her staff were in town January 30, 2014 to tour the property. The appraisal should be
completed in early March. Four proposals were received on August 28, 2013 to take over ownership of
the Story Mansion. The Bozeman Art Museum, The Montana Center for Civics Engagement, The Story
Mansion Inn Group and Tree of Life Ministries ‐ The Portal School of Creativity & Innovation each
submitted proposals. A fifth proposal from 2M (Morton Meyerson) was received and subsequently
withdrawn. 2M will reconsider submitting a proposal after they see our appraisal. Proposals can be
submitted to the City at any time until the property’s ownership is transferred. The City Commission
reviewed the four proposals and provided feedback during their November 12, 2013 City Commission
meeting. As a result of the meeting, the Commission felt the next step was to get an appraisal of the
property.
Kukulski, Sullivan, Rosenberry
ckukulski@bozeman.net
The next critical step is the completion and review of the property appraisal.
Develop a permanent plan for the Story Mansion.
Department ID:
Initiative Title:
Initiative
Description:
Desired Commision Involvement:
Current Status:
Project Leader
Key Staff:
Timeframes:
Completed?
Page 9 of 9 63
City of Bozeman 2012 – 2013 Work-Plan
Adopted February 27, 2012
1) Implement the adopted economic development plan, integrating economic development principles
throughout the organization (Fontenot/McHarg/Arkell) a) Implement community development service delivery system changes b) Commitment to a business-friendly process with a focus on retention and expansion of existing local
businesses
c) Expand Planning Director administrative approvals
d) Implement administrative deviation and alternative compliance process e) Exempt small projects based on specific criteria (i.e. COAs) f) Implement over the counter approvals
g) Simplify reuse application process
h) Reduce conditional use permits
i) Consolidate regulatory structure of zone district standards and overlay zone guidelines (entryway corridor design standards) j) Evaluate approaches for conversion of condominium lots to townhome
k) Adoption of a Mandeville Farm plan in collaboration with the Department of Natural Resources
l) Support MSU's innovation campus
2) Adopt comprehensive strategies and financial plans to address deferred maintenance (Winn/Arkell/Rosenberry/Hixson)
a) Street System – 15 year strategy to eliminate deferred maintenance
• Support rate adjustments that finance the street replacement fund
• Support rate adjustments that finance the curb replacement program
• Storm Water (see storm water utility)
• Sidewalks/trails
b) Water distribution system – 20 year strategy to eliminate deferred maintenance
• Support rate adjustments that finance the CIP pipe replacement program
c) Waste water collection system – 20 year strategy to eliminate deferred maintenance
• Support rate adjustments that finance the CIP pipe replacement program
d) Facilities (Winn)
• Complete design of the Police Station/Municipal Court
• Implement facility condition assessment recommendations
• Bogert Pool 3) Improve Parks and Recreation Amenities (Winn/Dingman/Kukulski/Commission)
a) Complete the recreation and aquatics facility feasibility study
b) Parks, trails and outdoor recreation bond
4) Complete an Integrated Water Resource Plan (Arkell/Hixson) a) Develop a strategy to purchase additional water rights
5) Create a storm water utility (Arkell/Hixson)
6) Enhance Downtown Development Opportunities (Fontenot/Arkell/Hixson)
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a) Collaborate with the Downtown Partnership, Montana Department of Transportation and
Transportation Coordinating Committee to finalize design and implement the Downtown Urban
Route Transformation Project.
b) Facilitate development of a downtown hotel as identified in the downtown development plan. 7) Support Gallatin College Programs (Commission/Kukulski) a) Approve 2013 fiscal year budget that includes 1.5 mills for Gallatin College programs.
b) Gain regional support and request a county wide levy for Gallatin College Programs (1.5 mills)
8) Implementation of the community climate action plan (Rosenberry/Meyer/NCAT Intern) a) Complete Branding and Outreach Plan (Community Working Group)
b) Complete the Idle-Free Bozeman campaign (Community Working Group)
c) Begin the Commercial Building Benchmarking program (Community Working Group)
d) Begin the 10% Energy Reduction Challenge (Community Working Group, 2013) e) Work to bring LED Lighting to city streets, parks, and facilities
f) Promote Recycling & Composting programs (partnerships with City/Schools/MSU)
g) Scope Alternative Energy potential at City Facilities. (Energy Performance Contractors, WRF Co-
generation, Solar Hot Water.)
9) Develop a legislative agenda for 2013 (Commission/Kukulski) Tier II
10) Research “Buy local” initiative
11) Enhance Bozeman Creek
1. Bogert Park 2. Rouse Ave reconstruction 3. City Hall Parking
12) Adopt the International Building Maintenance Code
13) Address Senior Center parking See attached matrix
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The following matrix illustrates organizational initiatives City staff recognizes as in need of reform to fulfill the City goals as
listed in the annual budget. This matrix is designed to provide a reference during a more detailed discussion on retreat agenda
item IV. To develop and successfully implement each initiative significant staff time and/or other resources will be required.
Several of these initiatives are currently being addressed by established teams. Others are not currently being addressed but
must be within the next two years.
1. Encourage and Promote Opportunities for Citizenship 2.Provide and Communicate Quality Customer Service 3. Build a Strong Team of Staff, Elected Officials and Citizens 4.Anticipate Future Service Demands and Resource Deficiencies and be Proactive in Addressing Them 5. Develop a visually appealing and culturally rich community. 6. Commit to a strong financial position. 7. Provide excellent and equitable public services which are responsive to the community within available resources. 8. Facilitate job creation and provide economic diversity. 9. Identify Community Partners and work to provide services with and through them, where appropriate. 1. Records and Information
Management
2. Community Development Service
Delivery
3. SunGard - Community Development Module
4. Develop a Contract and Procurement Policy/Manual
5. Structure the Risk Management
Program
6. Implement New Technologies
7. Codification Part II
8. Budget Process
9. Advisory Boards
10. Integrate Economic Development
Principles Throughout Organization
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1
The Advantage Outline
January 31, 2014
The Case for Organizational Health
Why don’t most organizations focus on ‘organizational health” – most believe it is “beneath them”
Two requirements for success:
Smart
Strategy
Marketing
Finance
Technology
Healthy
Minimal politics
Minimal confusion
High morale
High productivity
Low turnover (good employees)
“I’ve become absolutely convinced that the seminal difference between successful companies
and mediocre or unsuccessful ones has little, if anything, to do with what they know or how
smart they are it has everything to do with how healthy they are.”
Healthy Trumps Intelligence
“an organization that is healthy will inevitably get smarter over time.”
• They learn from one another
• Identify critical issues
• Recover quickly from
mistakes
• Cycle through problems
• Rally around solutions
quickly
• They create culture in which
employees do the same
“Leaders who pride themselves on expertise and intelligence often struggle to acknowledge
their flaws and learn from peers. They aren’t as easily open and transparent with one another,
which delays recovery from mistakes and exacerbates politics and confusion.”
“People who work in unhealthy organizations eventually come to see work as drudgery.”
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2
The Four Disciplines Model
“An organization doesn’t become healthy in a linear, tidy fashion…, it’s a messy process that
involves doing a few things at once, and it must be maintained on an ongoing basis in order to
be preserved.”
Discipline 1 – Build a Cohesive Leadership Team
• Dysfunction and lack of cohesion at the top inevitably lead to a lack of health
throughout
• “If an organization is led by a team that is not behaviorally unified, there is no chance
that it will become healthy.”
Behavioral principals that every team must embrace:
Behavior 1: Building Trust - Members of a truly cohesive team must trust one another
• Vulnerability based trust – completely comfortable being transparent and honest.
o Acknowledge mistakes they make
o Acknowledge when others have better ideas
o Apologize
“At the heart of vulnerability lies the willingness of people to abandon their pride
and their fear, to sacrifice their egos for the collective good of the team.”
• Seek to understand more than to be understood
“The only way for teams to build real trust is for team members to come clean about who they
are, warts and all.”
Though trust is only one of the five behaviors a cohesive team must establish, it is by far the
most important.
Behavior 2: Mastering Conflict- the fear of conflict is almost always a sign of problems
“when there is trust, conflict becomes nothing but the pursuit of truth, an attempt to find the
best possible answer.”
• NOT nasty conflict that centers on people and personalities
• Productive ideological conflict, a willingness to disagree around important issues and
decisions can happen when there is trust.
• “conflict without trust, is politics, an attempt to manipulate others in order to win an
argument regardless of the truth.”
• Even among the most trusting team members, there will always be a certain level of
discomfort associated with disagreement. – No pain, no gain
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3
The Conflict Continuum
Constructive Destructive
Artificial Harmony Mean Spirited – Personal Attacks
“When team members aren’t comfortable being vulnerable, they aren’t going to feel
comfortable or safe engaging in conflict. If that’s the case, then no amount of training or
discussion around conflict is going to bring it about. Trust must be established if real conflict is
to occur.”
Behavior 3: Achieving Commitment – a team cannot achieve commitment if they don’t engage
in conflict. If people don’t weigh in, they can’t buy in.
• Should not be misinterpreted as an argument for consensus.
“When leadership teams wait for consensus before taking action, they usually end up with
decisions that are made too late and are mildly disagreeable to everyone. This is a recipe for
mediocrity and frustration.” – disagree and commit
• End every meeting by taking a few minutes to ensure that everyone at the table walks
away with the same understanding of what has been agreed to and what they are
committed to do.
Behavior 4: Embracing Accountability – Even well intentioned members of a team need to be
held accountable. . . it’s the job of the team to call people out and keep them in line.
• Peer to peer accountability is the primary and most effective source of accountability
on a leadership team.
o Most assume it’s the job of the leader, that’s the norm in unhealthy
organizations
When team members go to the leader rather than each other – creates
an environment for distraction and politics
Individuals want to know who ratted them out and get resentful
Behavior 5: Focusing on Results – The ultimate point of building greater trust, conflict,
commitment and accountability is one thing: the achievement of results
• No matter how good a leadership team feels about itself, and how noble its mission
might be, if the organization it leads rarely achieves its goals, then, by definition, it’s
simply not a good team.
• Great teams ensure that all members, in spite of their individual responsibilities and
areas of expertise, are doing whatever they can to help the team accomplish its goals.
• Teams that lead healthy organizations come to terms with the difficult but critical
requirement that its members must put the needs of the higher team ahead of the
needs of their departments.
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4
Discipline 2 – Create Clarity (The Playbook)
• Intellectually aligned and committed to the answers to these six critical questions:
1. Why do we exist?
2. How do we behave?
3. What do we do?
4. How will we succeed?
5. What is most important, right now?
6. Who must do what?
Creating clarity is all about achieving alignment. . . in spite of all the attention, real alignment
remains frustratingly rare.
Question 5: What is most important, right now?
• This will have the most immediate and tangible impact
• Most organizations have too many top priorities – almost always results in mediocrity &
failure to accomplish what matters most
• “every organization, if it wants to create a sense of alignment and focus, must have a
single top priority within a given period of time.”
• “on a cohesive team, leaders are not there simply to represent the departments that
they lead and manage but rather to solve problems that stand in the way of achieving
success for the whole organization.”
Discipline 3 – Over Communicate Clarity
• Clearly, repeatedly, enthusiastically & repeatedly
• No such thing as too much communication when it comes to repeating the priorities
STOP – UNTIL THIS TEAM IS COHESIVE AND HAS ANSWERED THE SIX QUESTIONS IT WILL NOT
BE EFFECTIVE STARTING DISCIPLINE 3.
• Great leaders see themselves as Chief Reminding Officers as much as anything else.
Cascading Communication – the most reliable and effective way to get an organization moving
in the same direction is for the members of a leadership team to come out of their meetings
with a clear message about what was decided, promptly communicate that message to their
direct reports, and have those direct reports do the same for their own direct reports.
• Message must be consistent
• Timely
• Live, real time (no emails)
• No script reading
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5
Discipline 4 – Reinforce Clarity
• Every policy, program, and activity should be designed to remind employees what is
really most important.
“When an organization’s leaders are cohesive , when they are unambiguously aligned around a
common set of answers to a few critical questions, when they communicate those answers
again and again and again, and when they put effective processes in place to reinforce those
answers, they create an environment in which success is almost impossible to prevent.”
An organization has to institutionalize its culture without bureaucratizing it!
• Make sure every human system and process is designed to reinforce the answers to the
six questions.
• The best human systems are simple and lack sophistication – there purpose is to keep
employees focused on what is important NOT avoiding lawsuits or emulating someone
else.
• Human systems give an organization a structure for tying its operations, culture, and
management together, even when leaders aren’t around to remind people.
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