HomeMy WebLinkAbout99- Study - MSU Public Administration Class - An Interpretation of the Effectiveness of Bozeman's Planning Process AN INTERPRETATION OF THE EFFECTIVENESS OF BOZEMAN'S
PLANNING PROCESS
A Study Completed by a Masters of Public Administration Class
Political Science Department
Montana State University
Dr. Kaaren Jacobson, Associate Professor
Spring Semester 1999
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AN INTERPRETATION OF THE EFFECTIVENESS OF BOZEMAN'S
PLANNING PROCESS
A Study Completed by a Masters of Public Administration Class
Political Science Department
Montana State University
Dr. Kaaren Jacobson,Associate Professor
Spring Semester 1999
Analysis ..................:.................................................................
.................................................1
Suggested Use of the Study.......................................................................................................6
Responses: Question#1: Perceived Effectiveness.....................................................................8
CityAdministration....................................................................................................0........9
CityEmployees; Infrastructure Planning.........................................................................11
CityEmployees; Parking&Transportation.....................................................................15
City Employees; Planning Dept.
CityEmployees; Public Safety..........................................................................................21
CityEmployees; other than above....................................................................................22
CityCommissioners..................................................................................:........................24
CityCounty Planning Board.............................................................................................26
Board of Adjustments/Board of Appeals..........................................................................28
State&Federal Agencies.....................................................................0...............0............30
Attorneys............................................................................................................................31
Business Owners................................................................................................................32
Contractors........................................................................................................................35
Developers..........................................................................................................................36
Realtors..............................................................................................................................3 8
Advisory Boards................................................................................................................39
Advocacy Groups...............................................................................................................42
Neighborhood Groups.......................................................................................................44
Volunteer Development Boards........................................................................................47
Others (MSU, School District, County Commissioner)...................................................50
Responses: Question #2: Perceived Ineffectiveness..............................................................51
CityAdministration...........................................................................................................52
CityEmployees; Infrastructure Planning.........................................................................54
CityEmployees; Parking& Transportation.....................................................................58
City Employees; Planning Department.
CityEmployees; Public Safety..........................................................................................63
CityEmployees; other than above....................................................................................64
CityCommissioners...........................................................................................................66
City-County Planning Board.....................................................................................0......69
Board of Adjustments/Board of Appeals..........................................................................71
State&Federal Agencies..................................................................................................73
Attorneys....................................................................................................................0.......75
Business Owners;.....................o.........................................................................................76
Contractors........................................................................................................................79
Developers.......................................H H.............................N N b N.........................................o.go
Realtors..............................................................................................................................85
Advisory Boards................................................................................................................86
Advocacy Groups..............................................................................................................89
Neighborhood Groups.......................................................................................................94
Volunteer Development Boards HH.........................HN......HH.............................................99
Others (MSU, School District, County Commissioner)..................................................103
Question #3 Responses: Perceived Need for Change............................................................104
CityAdministration.....................................................................................0...............0...105
CityEmployees; Infrastructure Planning.......................................................................107
CityEmployees; Parking & Transportation...................................................................112
CityEmployees; Planning Department.uH..NNY.............HN.HN...................................OH.114
CityEmployees; Public Safety........................................................................................119
CityEmployees; other than above..................................................................................120
CityCommissioners.........................................................................................................121
City-County Planning Board..........................................................................................124
Board of Adjustments/Board of Appeals........................................................................127
State & Federal Agencies.................................................................................................129
Attorneys..........................................................................................................................131
Business Owners..............................................................................................................132
Contractors......................................................................................................................135
Developers..................................................................................................0.....................136
Realtors............................................................................................................................140
Advisory Boards..............................................................................................................142
Advocacy Groups.............................................................................................................146
Neighborhood Groups.....................................................................................................149
Volunteer Development Boards.....................................................................................0.152
Others (MSU, School District, County Commissioner)..................................................156
OVERVIEW SUN M"y AND ANALYSIS OF THE INTERVIEW DATA
By Debra DeBode
This project was initiated by Dr.Kaaren Jacobson,Head of the Masters of Public
Administration Program in the Political Science Department at Montana State University. The
project was carried out by the graduate students in Dr. Jacobson's Program Evaluation course in
the Spring of 1999. Approximately 140 people contributed to the project by agreeing to be
interviewed. These persons were requested to participate by Bozeman City Manager Clark
Johnson, due to their involvement in some capacity with the issue of city planning. These
participants were divided into"stakeholder groups" according to their particular area of interest
or expertise regarding city planning. Examples of stakeholder groups for this project include: city
commissioners, developers, and neighborhood groups.
While a brief summary and analysis of the findings of this project follows, it should be noted
that there are as many ways to interpret this report as there are potential readers of its pages. It is
also important to understand that this project is not intended to be completed by this report, but
rather that the information needs further exploration in order to be useful. Ideally, many people
would read the report, and discussion groups would meet to examine the prevalent themes and
the various suggestions recorded here.
The Questions
Each participant answered three open ended questions regarding their perception of the
effectiveness of the planning process and any need for change. These questions are repeated on
pages 8, 51, and 104. The questions were phrased in an open ended manner so as not to lead the
responses of the participants and to permit an unlimited range of responses to emerge. To the
extent possible the answers to these questions were taken down verbatim and are reprinted in this
final report exactly as quoted.
Common Themes
Each interviewer on the project was assigned responsibility for one or more groups of
stakeholders. The interviewer studied the comments and ideas of each participant in the
stakeholder group(s) and worked to organize their responses into common themes. These themes
tend to vary by stakeholder group, but commonalties can clearly be found among the different
groups as well. Finding areas of agreement or of conflict between the various stakeholder groups
was the final level of analysis for this stage of the project.
It should be pointed out that there was significant diversity of opinion between individual
participants within stakeholder groups, so it should not be implied that any group could be
represented as holding a unanimous point of view. Let us take the Bozeman City Commissioners
as an example of a stakeholder group. Among the five commissioners who make up this group,
their opinions regarding the effectiveness of the city planning process ranged from very positive to
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full reservation. Their suggestions for improving the planning process include such themes as
streamlining the process, encouraging more public participation and comment and emphasizing
more appropriate land use. While there was agreement among some of the individual
commissioners on some themes, none of the five ever agreed entirely with a fellow commissioner,
nor did they tend to entirely disagree with each other. Finally, as with any single person who
participated in this project, each commissioner has personal experiences to relate that become a
part of his or her own perspective and are not truly linked to their role as a member of a particular
stakeholder group.
Common Themes for Question One: The Perceived Effectivness of the Planning Process
When asked about effectiveness and the city planning process, the most frequently mentioned
positive factor was the expertise or skill of professional planning staff'and their colleagues in
offices that support planning work. Nearly all of the stakeholder groups mentioned this theme.
Three other themes were also strongly apparent in response to the first question: cooperative
working relationships, good communication among the various involved parties, and the
effective or useful processes and guidelines that direct the process and support Bozeman's
Master Plan. Interestingly enough, these four, broad categories accounted for almost all of the
responses made to this first question. These ideas seemed to be widely accepted by nearly all
stakeholder groups and to summarize the strong points of the planning process for them.
Common Themes for Question Two: The Perceived Lack of Effectivness
The responses given to the question about factors that interfere with effectiveness included
many more themes and were much less likely to be agreed upon between the various stakeholder
groups. The one theme that was mentioned by an overwhelming majority of groups was that of
the excessive complexity of the planning process with its bureaucratic red tape and time wasting
requirements. In referring back to the answers to the previous question, this frustration with a
cumbersome process can be seen as one of many examples of the apparent contradictions found
in the responses to the questions in this project. It may seem puzzling that equal numbers of
groups can commend and criticize the planning process itself. The differing points of view held by
the individuals who make up stakeholder groups account for most of this sort of variability of
response. This can best be corroborated by reading through the specific comments made by
individual participants. One member of the business stakeholders group even noted that, in
answer to the third question, his/her own argument was becoming circular as both flexibility in the
planning process and clearly defined rules were seen as desirable.
Other themes that were frequently mentioned in response to the question about blocks to
effectiveness included: a lack of consistency in the application of rules or regulations or of
information provided, the notion that"politics" gets in the way, or that planning staff is
inadequate to the task due to such factors as lack of enough staff members, insufficient training
or an overly demanding work load. Other themes were discussed less frequently, but would still
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seem significant in that they were mentioned by numerous and diverse stakeholder groups. In
descending order of mention they include: conflicts of interest, lack of communication, missing
the"big picture," lack of community involvement and input in the process, lack of flexibility in the
process, inadequate funding for planning and infrastructure needs, and weak leadership and
management of planning activities.
Common Themes for Question Three: The Perceived Need for Change
The answers to the final question include equally as much variety and as many common
themes as those to the second question. In some respects,these answers can seem the most
worthy of attention,because they tap into the creativity of the stakeholders to offer their
suggestions for improving and changing the current planning process. Again, four themes
emerge as the most commonly held among the majority of the groups. Those four are suggestions
to: work to improve communication between the various players in the planning process, to
encourage more community involvement, improve the systems in planning-related offices, and
streamline the processes that citizens must complete before obtaining various permits. Other
ideas for improving the planning process are: trying to better understand and prioritize the"big
picture" issues in planning, developing more consistency in the process, allowing for flexibility,
addressing personnel issues, improving customer service to the public, evaluating and
coordinating organizational structure, and promoting education and use of information resources
for improving the process.
Areas of Commonality and Agreement
From the common themes associated with each of the three questions, several areas of
commonality and agreement can be identified. In very broad terms, they are issues of
communication, of the strengths, weaknesses and abilities of staff responsible for planning, and of
the technical functioning of the process. Each of these areas was addressed to a significant degree
in all three questions and by the majority of stakeholder groups.
The importance of good communication, among planning staff, between staff and other
planning-related offices, and between all of these parties and the public was noted as being crucial
for effectiveness of the planning process. Many respondents included communication skills and
good communication among the various offices and groups involved in planning as one of the
strong points of the system. On the other hand, poor communication was often cited as a cause
for what was preventing the process from working well. All stakeholder groups then
recommended working to improve communication as a way to positively change the planning
process. Increasing community involvement in the process could be included in this area. A
thorough reading of the responses of individual participants will show concern from the planning
staff and other city officials that they receive input and guidance from the public on how Bozeman
should develop and grow. A sense of frustration can also be found in these pages that stems from
feelings of being uninformed about both the details and the general direction of the process.
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Staff expertise, skills, and the human factor in the functioning of the system was another
important area of commonality and concern. Nearly all stakeholder groups noted the many
positive contributions that are made by hardworking, dedicated and skilled planning staff. Areas
of concern were also great, however. Many respondents discussed the need to support planning
staff by addressing such personnel issues as salaries, work load, training and morale. Others were
more critical of those who are responsible for the various aspects of planning, citing the negative
affect of politics, conflicts of interest, inconsistency and personal agendas on the process. Dealing
with personnel issues and improving customer service to the public were the most frequently
suggested ways to change this area of the planning process.
Regarding the technical functioning of the process, i.e. the paperwork, the effect of various
rules and regulations, the procedure that must be completed in order to secure permits,this was
an area that was again highly praised and severely criticized by a great number of stakeholders.
There seems to be an overall impression held by many that the process is working reasonably and
fairly and that it has improved to a great extent over the past several years. On the other hand,
complaints about the complexity of the process and the excessive amount of time required to get
through the process were the most commonly mentioned in response to the second question.
Suggestions to streamline the process and to focus on the"big picture" rather than on the minutia
of planning were made by a strong majority of stakeholder groups.
Areas of Conflict
In discussing areas of conflict, the differences among the interests and concerns of stakeholder
groups must be addressed. There are perhaps three broad groups into which the various
stakeholders could be placed: public employees and officials, citizen groups, and groups with
commercial interests. Values commonly held by theses groups can be sources of conflict,
although the intensity of any given value is affected by personal experience and philosophy
perhaps more than by group membership. For example, public employees would be expected to
be"public-minded," in that they are charged with working for the greater good of the community.
Presumably they would have chosen another line of work if public issues were not of interest to
them. However, we are all familiar with the stereotypical public servant who becomes a power-
wielding bureaucrat after years of working with difficult situations, personalities.and frequent
criticism from the public.
Values that are tightly held tend to evoke an emotional response. While the vast majority of
stakeholder groups and their individual members responded without much obvious emotion to the
questions of this project, it may be worthwhile to take a closer look at the responses that express
frustration in order to better understand the viewpoint being expressed. A sense of
disenfranchisement can be noted in some of the responses, but not especially by stakeholder
group.
In reviewing the specific comments and ideas from the various stakeholder groups who
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participated in this project, it is the individuality of respondents rather than strong group
consensus that stands out. The one area that perhaps could be seen as one of stronger conflicts
between types of stakeholder groups would be that of community involvement and input in the
planning process. It is the groups that form the larger group of public employees and officials
that point to the need for more community feedback in the planning process. Many of these
respondents acknowledge that they must get direction from the public, even a mandate, to be
assured that they are properly doing their job for the community. On the other hand, while a large
coalition this group and citizen groups agreed that more community involvement was vital to
changing the planning process, the group of commercial interests did not seem to agree. Instead,
a significant number of their members expressed the view that public input had a confusing effect
on the process, that it was a type of interference.
Other areas of conflict that are related to general values are also evident in the responses, but
cannot be as clearly attributed to particular stakeholder groups as the previous example could.
An overriding differences in values can be perceived between respondents who have strong
concerns about the amount of control vested in government and those who do not. This value
relates to the issue of planning in several ways. It is evident that some stakeholders support
individual property rights, while others have a focus on the perceived overall interests of the
community. Another view of this value would set up those who consider themselves pro-
development or pro-business against those who wish to preserve open space and agricultural
lands or who concentrate on environmental issues. A final area of conflict that is evident in the
responses to this project is less related to philosophies about governmental control, but perhaps
more to politics. Some of the respondents asked for more consistency in interpretation and
enforcement of the various aspects of the planning process, while others thought that the process
needed more flexibility. To strike a balance between the two would be a delicate act. More
consistency indicates more adherence to regulation and order, but also fairness for all. More
flexibility would add to confusion about regulations and leave the system open to criticism about
biases, but might seem less rigid and authoritarian to the public, as well. This is a good example
of the difficulty of pleasing and dealing equally with all members of a community.
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SUGGESTED PROCESS AND USE OF THE STUDY
By Kathleen Osen
I recommend an additional phase of this planning project. Specifically, the individuals
within each stakeholder group could be assembled together for a face-to-face dialogue about the
city's planning development process. The purpose of involving individual stakeholders in an
interactive dialogue is so each individual can express her/his own claims, concerns and issues and
also confront and take into account input from others. It's important to note that everyone will
have their own individual impressions about the process. The ideas that will be expressed are not
right or wrong, but merely represent perceptions individuals hold based on their own individual
and unique experiences. It's to be expected that there would be multiple; valid, realities being
expressed based on the individual perceptions of those who are involved in the process. The
intent of this technique is not to justify any one person's belief or to attack the weaknesses of
those who have a differing view. Rather, the goal is to form a connection between them that
allows for mutual exploration by all parties. In such an exploration there is greater potential for
understanding one another's different interpretations, as well as clarifying one's own position,
thus creating a more sophisticated understanding of the issues. The objective is to reach
consensus when possible and, when not possible, to clarify different views, create greater
understanding, and building an agenda for future negotiation.
The goal of this second phase is to develop a list of issues that are reflective of the entire
stakeholder group, not just those of the individuals within each group. This process is facilitated
by the interviews that have already been completed and that are reproduced on the pages that
follow. The list of responses categorized can serve as the "agenda" from which each stakeholder
group can begin their dialogue.
To begin the process, I would recommend that individual stakeholder groups meet
together to clarify their own positions. I suggest starting with question one, the facilitator read
the first category heading and the individual responses that have been listed to substantiate the
categorization. Each individual in the group would then be asked to respond to the issue raised
by giving her/his own perceptions. The dialogue would continue until everyone in the group was
able to speak and consider the arguments being made. The intent would be to generate consensus
with respect to as many perceptions and their related issues as possible. If consensus cannot be
achieved with respect to an item, it can be eliminated from further consideration, although not
necessarily from further action, which must be agreed upon in the consensus-seeking process.
New perceptions not previously identified will no doubt surface and will need to be included in
the process. An agenda is then prepared of those items about which there is no, or incomplete,
consensus. Failure to reach consensus implies the need for continuation of the dialogue, and
perceptions will most likely only be changed with the introduction of new information which
needs to be provided by the facilitator. The desired outcome from this second phase is a decision
about which issues should be pursued by the group.
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The fallowing list of conditions are necessary to insure a successful outcome: a
commitment from all parties to work from a position of integrity(there cannot be any deliberate
attempt to he, deceive, mislead, hide, or otherwise knowingly offer misconceptions); a willingness
on the part of all parties to share power; a willingness on the part of all parties to change if they
find the negotiations persuasive; a willingness on the part of all parties to reconsider their value
positions, as appropriate; and a willingness on the part of all parties to make the commitments of
time and energy that may be required in the process.
The last phase of the project would be conducted in a similar fashion to that described
earlier in phase two but would involve representatives from all of the stakeholder groups. The
objective of this last phase is to crass-fertilize each group with the issues that were raised from
each of the other groups so those items can be confronted and resolved. Outcomes from this final
phase will be "action steps"on the issues identified for resolution.
Even if time constraints prevent a formal dialogue to occur among representatives from
each of the 18 stakeholder groups, information obtained from the second phase should be
extremely valuable in establishing a consensus within each stakeholder group, and "action steps"
could be identified for resolution at this stage, as needed.
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Question One: In the area of your work that involves the City's planning process,what maker you
as effective as you are?
or,for stakeholders other than city employees
In your observation and experience,how effective do you think the City's
planning process is?
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Stakeholder: City Administration
Good Accurate Responses
Get good, accurate responses from planning director(good budget info, good data)
Effective Planning Process
When combined together, the planning and zoning practices are really pretty effective,
but they can only be as effective as the people making the decisions. On the
whole, it works well, but some steps could be eliminated or streamlined. The end
result is generally a good product. It helps to ensure that it grows the way it
should.
Communication
Communicate real openly and critically with planning and I know what is going on,
this is critical to city's growth.
Hopefully, I tend to work with lots of folks, with lots of people. I try and keep
coordinated with folks so that they have an idea what is going on.
I've had a lot of contact with those folks with the planning department. I was
responsible for coordinating the remodel of the building they are in. That helped, I
know who to go to, It's mutual, I know what I can ask of them and they know
what they can ask of me.
Employee Comnutment
Probably knowing the level of commitment to good work each employee has. Quality
of work, product understanding, commission to work product, desire to provide
workable solutions to both the city as an entity and individuals as builders and
developers. Maintain this throughout the whole development process.
Knowledge and Experience
Primarily my education and training as an engineer and subsequent work experience in
public and private organizations. Engineering degree.
Knowledge of code requirements and code limitations. When code is not real clear,
can work with it to get desired outcome.
Experience in the job. I have served a term as a city commissioner, and I know that
perspective. I am very familiar with the steps needed to be done to get a project
off the ground. It gives me a head start.
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Ability to work with people.
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Stakeholder: City Employees; Infrastructure Planning
Personal Effecdveness
I have to be organized and able to assist the public. Knowing the big picture and what
goes on in the whole department helps me do this.
I try to get along with everybody(employees, general public) and try to be more of a
public servant. This is not always the case here. I try to be more of help than a
hindrance. Most people when they come in, don't want to be here...so I try to
find solutions to their problems.
I want to help the public; there is not much motivation in government other than that.
It's my own drive—that's why I'm here--it's the self motivation that keeps me
going.
Call when needed because of new people in the program. Deal with people a lot so
it's easy to deal with bids and specifications. Don't consider myself a city
employee, I go to work, to work. More functional than city government.
Knowledge and Experience
I know who I need to talk to, to get stuff done.
Mainly, background and experience over the years. General knowledge of Codes
(e.g., building, plumbing, mechanical, etc.). Being certified in the Codes—so when
projects get to the field they can be done according to Code.
Knowledge. I have a construction engineering degree and worked for the city for 3.5
years. I know what the water superintendent expects with installation. I look at
the long term in projects (the next 100 years).
Experience, would be the big thing that makes me effective. I've worked for
developers before [so I know both sides].
I had 10-12 years experience on the consulting side. So I sat on the other side of the
fence. I feel I'm well rounded—I have a good feel for both sides. I'm glad I have
this experience, so I know where the other side is coming from.
I'd have to say my experience with the city. I've been here quite awhile and that is my
main asset. I've hopefully learned from past mistakes. I seem to have a good
memory for projects.
I have a lot of highway construction experience. Sewer and water I've learned since
I've been here.
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I worked for a lot of departments in the city, so I know the workings of their system,
so I can portray that to the clients as well.
My job doesn't really have a lot to do with planning; I understand the hoops I need to
jump through.
Education and Training
Attendance at seminars, keeps me updated and current.
Training, things change and you need to be able to keep abreast to remain effective
(i.e., standards of engineering practices).
I attend a lot of meetings so I'm well informed about the projects, and I'm really
nosey, so it I hear about a project, I try to know as much as everyone else about
the project.
Education of sound practices in the field.
We host a seminar for the general public/construction people and we participate in
BACC II, These help maintain our good relationship with the public.
Good Supervision
If you looked at the command chain, I would fall directly under the Public Works
Director along with the City Engineer, The City Engineer deals with the city
developers on my behalf.
Safety items are readily available from the city. Mid-management is safety conscious.
Encouraged by my supervisor, anytime there is a seminar, convention and to make
contacts with other companies to improve job performance.
Good Staff
Good staff and teamwork.
Overall the majority of my co-workers are a good group of people. When things get
stressful, they are a good support group.
Backing I receive from others in the office, especially the project engineers, the
Professional Engineers (PE) have a lot of experience.
The city has been supportive of computer system and upgrades. They've given my
computer more memory and upgraded software. I think they realize the city is
growing and I need it in order to keep up.
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Good Communication
I'm a good communicator. I make sure that if I find out anything about a project, the
applicant is made aware of this immediately. I also make sure to share it with
other personnel, so we don't have any kinks.
I always make myself available to people. The client comes first all the time. If I'm in
a conversation, I always take the individual and get back to the guys later. i have a
good relationship with the public. I like them and they like me and we adjust our
personalities to the different personalities that come in here.
I have good rapport with all the departments and it portrays to the client.
Communication with the community is important—one of our departmental goals is to
try to make that happen. Both the city and our department have these goals.
Effective Process
The city building department has a good plan, as far as turn around time, effective
methods of evaluation, follow-up, the way the city positions are structured and
setting the guidelines. Permit coordinator keeps me on track as far as the
evaluation of projects,
I develop numbers and pass them on to other entities such as the city engineer. There
is a definite flow of information at the water plant. Basically, I deal with numbers
here at the water plant. Growth is what effects the water plant when it comes to
city development. The city engineer can utilize most of my numbers without even
consulting me. The numbers are common knowledge.
In the past four years, planning process has been streamlined...it is much better.
Need for Support
Community support is important...and we get that in this community.
If you don't have the support of the commission, you can't get anything done. If
you're not insulated in the political process, you can't get anything done. It's
different for us, because when the engineering department recommends changes to
specifications the cost is typically much larger--more so than the planning
department due to big ticket items such as curb and gutter. So our
recommendations become political footballs. Another example would be a project
that the building permit is not granted until a street signal is in place; it's then
negotiated and they are allowed to put off installation until occupancy. So our
recommendations get ratcheted down, or thrown out the window. So we have to
recognize that it's very political and it depends on which way the wind is blowing.
You MUST have the support of the people above you.
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Other
I don't know how effective any of us are.
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Stakeholder: City Employees; Parking and Transportation
Experience and Knowledge
I think it is my experience in planning, as a manager in the forest, and my commitment
to people and working towards a consensus solution and having credibility with
the people I am working with.
As a builder, I was on the development side and after I got into city government I saw
the rationale of planners and why they needed to do the things they did. Along
with the whole scenario, I could see flaws from both viewpoints. I found myself as
building mediator. I found myself trying to make city government see the builder's
perspective,just not their bureaucratic viewpoint.
I would say my past experience and involving people in the decision making process
and having a real interest in the city.
Due to my responsibilities and knowledge in some other areas.
When it comes to open space, parks and recreation I have a lot of knowledge due to
my experience.
Loyalty to Bozeman
I was born here and I have watched the town grow. After ending up in a
wheelchair—you could not cross Main Street—it was for survival.
Probably a factor, since we chose Bozeman as a permanent residence we have an
interest in the future of Bozeman.
The fact that I have lived here makes it easier.
Cooperative Planning Staff
We are able to express our problems and it is carried into the planning process by the
administrative people we have contact with.
Working with the city has been a good relationship. If you present reasonable ideas,
you get reasonable responses and cooperation.
They, city planners, have really improved in the last few years. They tried to speed up
some of the processes but now it is starting to go the other way now.
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Access to Planning Staff
What makes me as effective as I am regarding the city planning process is that I have
access to upper administrative personnel, like city manager, city commission
members, etc. As to how it relates to the problems that we have with parking in
the downtown area.
Other
Determination to succeed in spite of obstacles in the process. [Obstacles presented by
process, the time involved in it.]
I do not see anything planners could do to make it more effective; it is an anti-
situation.
It is a tough question. I do take credit for the sidewalk, curb cuts and bubble cuts,
because in a wheelchair you can not see around parked cars.
Bozeman is one of the best planning communities in Montana. I could not of said that
twenty years ago, but this last decade it has had better long-range planning and
zoning issues.
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Stakeholder: City Employees;Planning Department
Strong Interpersonal and Communication Skills
I work well with other people, including other employees as well as the public.
In this job, it takes (because of your interpretation of codes)priority to people who
have little knowledge of codes and, based on the Montana experience and people's
independence, the ability to get along with people and help them through the
project. They might not always agree with you, but the civil manner in which you
take care of their concerns is very important. I work for the public. Well, actually,
I work for the Planning Board and the Planning Board works for the citizens of
Bozeman.
I believe I am as effective as I am because of the way I deal with people and not
because of my technical training and knowledge of the job. I think it's how people
perceive me. I don't make people angry. In my job, I believe that's key in
achieving any degree of success. If people are angry, they're going to get their
backs up and won't comply just to be difficult. Unlike the planners, the nature of
what I do is more one-to-one contact with people who are doing things they
shouldn't be doing. I've found that most all of the time the people who violate
municipal laws have not a clue that they have violated a municipal law. From my
point, I feel it's extremely important that the initial contact (me in their face) is a
positive one for them. I think it's important they see a real person and not
someone who's just a policies person. I have had good mentoring that instilled in
me the importance of serving the public. They are your"boss." It's important to
remember that you have the hand of steel but must always apply it with a velvet
glove, removing the glove only when the circumstances require it.
Communicating with developers, impressing upon them why you have the regulatory
standards, instead of saying you will do this and this and this. I think it sets a tone.
I think you learn over time that interpretation of regulatory standards is very
important. There is a level of interpretation that's always negotiated or argued.
What I've learned is that we're here to develop a Master Plan to guide growth in
the community. No matter how much you know, you need to justify any
regulatory standard. You need to be up front with people about what you're
requiring. The developer implements the Master Plan, and we guide the Master
Plan.
I have the ability to put myself in the developer's shoes and in the neighbor's shoes to
see the broader view. I understand what the developer is going through and what
the neighbor is going through.
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F
Positive Working Relationships
I think people are a lot of it. We have a good relationship with the city staff There
aren't turf battles or anything like that. We're able to coordinate with other
departments to be sure concerns are addressed.
Useful Background, Knowledge and Experience
Combination of education and experience. In my particular job, I need to have a
background in architecture, landscape architecture and urban design and planning.
I need to have all four bases covered. That helps me to be more effective, because
I see the interrelationship of all four. I've also worked in the private sector, so I
know what the private sector is looking for.
I've been a resident of Gallatin County except for the first five years. I know most of
the people in the community. I also have an urban planning background. Hands-
on experience with the state statute and land use law. It's really imperative to
understand state statutes and land use law. Understanding city government... the
quasi-judicial government here in Bozeman, with a city commission and county
commission. It really makes a difference in how you look at urban planning. Just
a good understanding of the two governments. Understanding the regulatory
standards and the structure. Understanding the Master Plan and what tools you
use to implement that Master Plan.
I think my knowledge of the process because I've been working with the city for 13
years. I also know the history of development over the past 13 years. I know
where the vacant land is and where the problems are on that vacant land.
Essentially, I've been in code compliance in one form or another for 26 years now.
For me,just a lot of experience in the job makes me more effective than I used to be.
Basically, all I do is interpret the code. Sometimes I don't even agree with it. It's the
ability to interpret some flexible codes to individuals who do not have knowledge
of them, and to show them how that effects their parcel or house and to find
solutions to problems that arise.
Good Organizational Skills
For me, personally, one of my strong points is that I have really good organizational
skills. I'm able to keep lots of balls up in the air at the same time. I have good
time management skills. I can get things done on time. We have a lot of deadlines
around here. I have good computer skills and do all of the mapping for the
department.
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Strong Work Ethic
I also have an"old school"work ethic, and I really like to finish a job from start to
finish in a timely fashion. That doesn't always happen, but I do like to do that.
Being Well Prepared
I think for me,what has helped a lot, is that I try to be really prepared for meetings.
Good Support/Cooperation
A terrific staff that support each other and help each other out in every way possible.
Great support from City Commissioners and management and from the Planning
Board.
In this particular position, Andrew Epple. I am successful because of the support and
trust that Andy places in me. We're on very tight budgets here, but if I need it,
Andy will find a way to get it for me. I can walk into his office at any time.
Generally speaking, with some exceptions, the people we work with in the private
sector are cooperative. They have their own perspectives and viewpoints but,
generally speaking, the individuals we work with are wanting to be part of a
community. They are not necessarily trying to get everything they can and run.
There are some unfortunate exceptions. When two people of good conscience can
work together, it always goes more smoothly. This certainly aids in effectiveness
because you aren't spending your time in conflict.
Useful Master Plan
One of the things that helps me to be effective is having the Master Plan. The fact that
there are defined goals, objectives and policies that you can reference. It would be
difficult to determine compliance without standards to measure it against. They
can always be changed if the community needs or wants changes. It also gives us
something to refer people to. Here are the community's policies. This is what
we're trying to work towards. It provides us with common ground from which to
work.
Adequate Resources
Having the tools to do my job. So, having the resources, the well-written law that's
not so ambiguous that you can interpret it eleven different ways. The city's
attorney's office has been very helpful in that regard and in making some changes
in the public nuisance law, making it more 1990s. So, everything from the ability
to communicate (pointing to the phone) to the court system.
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Good Use of Technology
ar as it has gone. It has been helpful to have e-
The city's adoption of technology, as f
mail to send messages and documents ... real information exchange,without
having to continually make a telephone call or wait by a FAX machine. We can e-
mail internally as well.
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l
Stakeholder: City Employees; Public Safety
Genuine Concern for Bozeman
I have a genuine concern for Bozeman and I do not want another Boulder, CO.
Quality of Personnel
Personnel and quality of people working in the department.
Education and Experience
One becomes very effective from a variety of areas. In my case, 21 years of
experience.
The master education that I have.
Input Is Respected
I'm not in that loop as much as I used to. A few years ago, we actually started
responding to a lot of the building requests in and around town, primarily the
annexations and subdivisions. I feel like our input was and is valid. It certainly
goes into the whole package. The biggest parts is that they even ask us for our
input, that we're in the loop. Buildings themselves we have very little to do with.
Look at the Big Picture
Maybe it's my own personality, but I try to understand more of the complete picture
even though mine is a very small part of it.
I have an ability to look beyond my own department; it helps me keep in mind, streets,
water, sewer, garbage and fire.
Being a stickler for detail, I want info on numbers all the time, people, houses, money
and vehicle traffic.
Technology
One thing that helps being effective is computer network and email, making
technology quicker, transferring data quicker.
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Stakeholder: City Employees; Miscellaneous
Knowledge
Our basic knowledge of what needs to be done and how things need to be developed.
Ability to Keep Informed
I think any effectiveness is probably the result of our efforts to keep informed and
attend meetings among other things.
I try to stay on top of what the planning department's agenda is.
Good Data
We try to keep a lot of data about the park. How much they're being used, who's
using them and etc.
Helpful Planning Staff
We do a lot of communication with the planning department. Direct communication if
needed. Also, I let them know before DVC date giving them written feedback.
The city planning office provides us with detailed maps of the city and county. We
have a map collection that is very useful to us.
Also our circulation staff will call the planning staff in order to determine whether
patron addresses are inside or outside the city limits. Then we will refer our
patrons to the planning department for maps and legal descriptions of their
properties.
Derrick Strong has been very helpful on giving programs on historic buildings and
working with him on the Bozeman trail conference. I find the planning director
and Derrick to be helpful and generous with advice and time for the library
concerns;I feel a collaborative and supportive feeling from that department. We
find the city planning office to be very helpful. Our reference will frequently
contact them regarding those depository plans.
We let the city planning staff know how their plans will effect us in our position.
Being able to present budget to commission was very helpful, I believe it helped them
as well as us.
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Accessible Documentation
First of all, the city and county planners deposit local planning documents at the library
for public viewing and reading. Examples are the Bozeman zoning ordinances, the
Bozeman subdivision regulations, and the 1990 Bozeman master plan update.
What happens is we keep them on file downstairs in the library while they are in
the draft phase. Or we will put them in the Montana room for in library use.
When documents are finalized we catalog them and put them on shelves in order to
make them available for the public to check out.
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Stakeholder: City Commissioners
Planning Process is Effective
} The bureaucracy was a big problem a few years ago. It wasn't very efficient and bits
and pieces of the good old boy network and favoritism were in the way. All of
that has been cleaned up well. The department is very professional, fair and is
doing a great job.
It's very effective. In 1990 the Master Plan was revamped and the zone code was
made to match for the first time. It was a good process that was community-wide
and took over a year to complete. We got a great Master Plan out of it and a
pretty good zoning code. We are starting the process again and will hopefully do
the same process. Based on what people of the community say,I hope that we
tighten up some of the regulations to meet the Master Plan better this time.
The planning process has been effective for improving the looks of the city a great
deal. The code itself has made a change, especially with the growth we've had, in
the entryways to the city. They would all look like North 76'Avenue without the
codes...The landscaping and sign codes have improved the looks of the city.
Planning Process is Moderately Effective
The planning process is really effective in some areas and not so effective in others.
It's effective in the way that the staff helps the majority of people.
We are doing a fine job, up to a point. We've addressed a lot of problems, but the job
is not done, not by a long shot.
We can always tinker with elements of the review process and make it better. Citizens
see a disconnect between the goals of the Master Plan and implementation. We
may need to rethink zoning, codes, etc. and ask, "Is this consistent with the Master
Plan?" We need to integrate plans with results.
We have a pretty good planning process in most respects, but it's not ending up how
we need it to, partly because it wasn't designed to deal with rapid growth. We
have good elements in place(like the Master Plan, transportation plan, etc.), but
everything is predicated on a slower growth rate. Things are happening much
sooner in the planning infrastructure. Actual growth versus planned growth is an
issue. We're not entirely prepared, Our Master Plan provides a rough framework
only.
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Planning Process is Flawed
It's exceptionally effective, sometimes to the extreme. We do too much minutia and
that causes things to drag out too long. We don't seem to allow for personal
initiative to do things or for creativity.
The word `effective'jumps out at me in this question. I'm more of a conservative, so I
believe in personal property rights and along with that comes variety. But our city
government is pretty much in control. Those of us who have lived in the city will
have memories always and love the closeness, the neighborhoods, the ambience of
living in a small town. New development misses that.
It works for how we want it to work by controlling community development, but it
doesn't leave much room for individuality. If you look at the town and what we
hold most dear, it's the historical district and the houses there do not look the
same in color, setbacks, porches, garages, etc. We cherish that variety, but we
force development to look like Levittown.
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Stakeholder: City-County Planning Board
Experienc&Eong Term Resident of Area
My experience and past. Plan for something, anything can happen. Make the best
with the rules you have. Board has no political aspirations or agenda; they're not
worried about the next election.
Quite a lot of experience, I have been on the board for a long time.
My experience and background in water management and political science.
If at all, I spent seventeen years on city/county zoning board (elected). Have a lot of
knowledge of planning and zoning. Most people don't know about this—trial and
error learning process. Also county commissioner for six years, planning board
and advisory board for governing body.
Not sure how effective I am if at all, I represent the rural/agricultural function. Other
representatives are urbanites (soil conservationist doesn't live in this area).
Knowledge of this area, hands on experience.
Native to Gallatin County. On the same agricultural land. Family has been there for
over one hundred years.
Lifetime resident, familiar with the area and its primary problems and strengths.
Flexibility and Listening Skills
Just listening. 99% of the time I have read all available material and listened to the
other side. I have a fair idea of how I feel from reading and seeing the locale. A
lot of common sense. Without the input of neighbors and others involved, not all
the facets explored, that's why we have public hearings.
It is important not to be callous and recognize peoples concerns through listening and
flexibility.
Ability to see both sides. Feedback from applicants indicates that the professional staff
member who is most popular has the best people skills and is consistent with all
applicants.
My willingness to listen to both sides and meet in the middle. There is no agenda or
outcome I absolutely have to have.
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Qualify of Professional Planning Staff and Planning Board
The planning staff goes through the applicants and completes information and this is
given to the planning board, and they try to make an intelligent decision.
A combination of the extraordinary planning staff we have, we are only as good as the
staff that gives us data, combined with a commission that is really supportive.
Great staff, marginal commission.
• City planning staff does an excellent job with planning reports, highlighting critical
statutes, high points and statistical information. Allows us to do job after review
of information presented and make judgment or recommendation. Difficult job.
Staff is at mercy of sources—if sources are inaccurate, decisions are made on
inaecurate material.
• Availability of staff reports and assistance of staff.
• Balanced board. Bias is inherent but hopefully there is someone on the other side
of the issue. We are appointed by city and county commissioners choose allies
who support their ideas.
• The planning board is made up of volunteer lay people trying to help out the
community. Unique position. Legislation set up the planning process. Weird
hierarchy where trained professionals answer to board of community members.
Better pulse of community.
• Working with board members is how we accomplish things. A significant number
of things I want to see happen are shared by most if not all board members.
• Good board, good ideas. Purpose of board is to hear a lot of ideas. Broad
backgrounds.
• Applies common sense. It is difficult to apply rules and regulations to a tee. Lots
of rules offer them latitude.
• Mental gymnastics are good for you.
• I am a big picture person. Interested in bigger issues. I look at long term planning
of Bozeman. Is the plan adaptable? Asking the right questions about water
quality.
Historical Data
Having good historical data—note trends. So you know what your needs for services
are going to be—plan for the future. For example, the nineteenth project.
Proactive planning. Direct growth by where infrastructure is.
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Stakeholder; Board of AdjustmenilBoard of Appeals
Loyalty to Bozeman
Number one, I am a native of Bozeman. I have seen it small and grown.
I have an interest that the community is like we as a society want it.
Experience and Knowledge
I have a good background, which makes me effective.
Due to my responsibilities and knowledge in some other areas.
Cooperative Staff
Cooperation is the third and last thing that makes me effective. Being able to
cooperate with them and myself because obviously my decisions and theirs do not
match one on one necessarily.
Good Information
The planning department puts out a newsletter, which gives you an overview of other
projects.
There is reasonably good correspondence in meeting times, content and reminders of
meeting times. We get mailers on the schedule of meetings.
We get a packet on all the details that impinge on the issues.
We get a follow up phone call to see how many people are going to be there to have a
forum to conduct business.
Ability to Interpret Codes
The codes are pretty important. All codes deal with the life, safety and welfare of
those people that occupy the building, which maintaining those standards is the
most important aspect of what we have to do.
I guess as an architect having to know the codes and being able to interpret the codes
makes me effective. There is no question about it; we have to know the codes.
My effectiveness is just gonna be with the ability to read codes and having an open
nund on how to base decisions on those codes. Ability to keep an open mind
about the codes with relation to the life, safety and welfare aspects you are trying
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to make decisions on.
Public Input
For me, really I have a lot of public input and I know opinions. Particularly with
planning there are diverse opinions in the valley and so you really have to get an
idea where everyone is coming from and where we should go. It is important to
see where the valley is going.
Access to Resources
Resources are good but most of us do not have enough time to take advantage of
them. Resources are helpful when we refer to them.
We have access to planning statutes to the state. We have state code condensed on
land use statutes.
Access to Planning Staff
What makes me effective as I am regarding the city planning process is that I have
access to upper administrative personnel, like city manager, city commission
members, etc. As to how it relates to the problems that we have with parking in
the downtown area.
I have had direct contact with the city planning staff, meaning conversations and
realizations, from where they are coming from with an educational point of view.
From having contact with different entities I see lots of different viewpoints.
Access to planning staff and city employees. That in itself allows me to get my
opinions answered, which allows me to be more effective on my decisions on the
board of adjustment.
Outside Resources
Other than just the background of getting public input, I have to rely on planning
officials and outside studies. What is going on in other communities;what did
work and what did not work.
Care about the Community
What helps me be effective is that I really care about what happens.
We are given a little slice of the pie to look at on the board, so I care about each thing
and I care about the greater good of the community; how each piece of the pie
effects the whole or the overall development of the city.
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Stakeholder: State and Federal Agencies
Positive Working Relationships
I have a good relationship with the city ... good and effective. It works well. We have
put several years into refining how we interact. I would say the good working
relationships between city staff and my shop. They treat me as a city staffer. They
run all other information that involves our highway system through me-for
comments and approval. That is it in essence. I can't expand on it.
Knowing the planners personally. I feel free to call when needed.
Willingness to Listen
Their [city] willingness to gather our input and at least listen. A few of the developers
are seeking my input prior to any city action or application. I'm most effective at
the level prior to application.
Honesty in Portraying Tradeoffs
Let me think about that a minute ... honesty, in portraying tradeoffs.
Proper Use of Soils.Information
The soils information is effective when it is used for technical information only. The
Gallatin County soils survey is recent(within 10 years). It is as good as it gets in
Montana.
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Stakeholder: Attorneys
Relationship xlith City Staff
Know the people from the planners to the city and county commission. It's important
to know those people. It gives you insight on how to do communication
effectively.
Permitting
You are kinda at their mercy. CUP - Conditional Use Permits. We had to buy the
private sewer line and after the purchase give it to the city. Paying for sidewalks in
front of new buildings.
RVMencelKnowledge
My best asset is credibility. When you can say something true. To be credible don't
be an engineer, but a team. Talk about the client and talk about the process. I say
I don't know.
I have a broad in-depth knowledge in laws. You got to understand state statute, local
codes and laws, DEQ, and zoning ordinances.
To anticipate public concerns that are to be reflected by the city employees, though
you are representing one client.
It's a real complex area how these laws work and how they fit together.
Must avoid mistakes because opponents will bring those up over and over again.
Be aware of the community- meaning the direction, acceptable problems.
To know our people well enough to understand how fire and police will be able to
cover people.
Be prepared. Have everything required there. Anticipate their questions.
It's a political process. It becomes political. My personality is better behind the
scenes.
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Stakeholders: Business Owners
Relationship with City Staff
The staff is very accessible . Debbie Arkell and Chris Saunders. They are very even
keeled. I have complete confidence in their professional abilities.
The question seems to be what works for us. Generally, the staff is helpful. At the
start of a project I know if it has to go before the City Planning Review, I will
contact them.as early as possible and ask questions and clarify code issues we have
r to deal with. It is helpful . . . rather than to have assumptions somewhere down
the line if the city sees it differently.
The Design Review Board and staff are wonderful to deal with.
The city is very helpful and easy to work with. They see us as having legitimate
problems.
When approved by the city as a business and homeowner, the office has been helpful in
negotiating through the process.
Systematic point of view/approach to problems didn't overwhelm me. The city helped
with avenue to correct problem and following up.
Clarity of Regulations
Implementing on a case by case basis. Uniform application of process to all projects.
For example, if you have a curb and gutter. The uniform application of projects . .
. they have done a good job of.
Clear statements of requirements to fulfill each phase of the planning process.
Outlines of required documents or outlines of information required in the process,
which is basically what they have, if they were looking to improve. Anything they
could do to make that information as easy to interpret as possible or less apt to
multiple interpretations.
Understanding the Process
We have a good understanding of the whole process, Depends on what you are doing.
Plannin For example the planning cite plans . . . subdivisions. Like the building
department we do structural plans for buildings that the city reviews.
Development process. We are well versed with what they (Building Department)
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need. Cite Plan Review. For example, the parking lots or a property that you
make [into a] 20 lot subdivision. You need to understand. You have different
processes for different projects.
The process . . . deadline, projects in by certain dates. Our company is geared to get it
out . . . punctual.
Having a good disciplined process takes time, but it is effective.
Positive Attitude Toward Planning Process
Just being reasonable. There has to be regulations and there are going to be
regulations. I take that approach. I don't make unreasonable requests.
Sometimes I will ask for an interpretation or waiver and expect them to be
reasonable about it. Part of that . . . is not to personalize it. I have my job. The
client has their interests. It is not a choice of personalities.
Doesn't hurt to have other professionals look at projects and make comments. They
see things I didn't see to improve on it. They can put red flag up, if there is
something I should be aware of. The planning process allows me to get other
people in front of projects to look at it.
Planning enhances the look of projects; nice landscaping, new zoning codes, peaked
roofs on commercial building, fewer signs.
I am a strong believer in the planning process. "The exception in industry." We
should do it right the first time and planning is the way to do it.
I respect the job and rules the city planning department lives by. Most people are
reasonable if you talk to them.
Experience
I have been in business a long time. I am very organized and a good communicator.
This has helped me to tell people the real deal; when they know what is going on
they don't feel threatened.
We have had quite a bit of experience with the city over the years. Even though
policies, procedures and personnel have changed, we are familiar with the
requirements. Experience. We know as well as anyone what the issues are with
the building and development process.
Part of that is experience. My value to clients is that I have been through the process
many times regulations, people, city review.
33
E
Professionalism of the Planning Department has Improved
Fifteen years ago Bozeman was run on the Good Old Boy System. As an architect we
would be asked to do more. We would be asked to write down all the
information. It was an unequal process. It has dramatically changed . . . more
consistency and education with people involved in the process. Now the
department heads are much more in tune with responsibilities. They treat people
fairly. I feel I am treated fairly along with everyone else.
At this time, city planning staff and regulations - it is about as smooth as I have seen
for many years.
Other
Personal tenaciousness.
We have a basic business philosophy (rules)you live by. They don't apply correctly in
all circumstances, but you still need to address them.
Architect bore brunt of compliance.
r
i
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Stakeholder: Contractors
Personal Attributes
My background.
Helpful Planning Staff
Making the most of the time allotted to communicate our position.
Positive Communication and Cooperation
Probably the cooperation between my fellow workers, and the ability to communicate.
The city works very well with us in that they provide us with a complete set of
information that is put together in a planning book with engineering details,
drawings, environmental impact statements regarding wetlands, traffic and so
forth. Information is provided in a timely manner. Normally they ensure that
easements are provided for in lots, that places are set aside for utilities. We
interface back and forth with questions and work out problems. I find them to be
very cooperative,
When I build I contact the neighbors and evolve with the process.
Time Considerations
Making the most of time allotted to communicate our position.
Assuming that we get advance information (complete information) regarding any
proposal or plan to enable us to thoroughly understand the proposal.
Other
I don't know why I am effective. It is a city thing. I don't understand -we have
projects through their planning process.
35
3,
Stakeholder: Developers
Effective Working Style
We're very professional, friendly and cordial, even when we have disagreements with
people.
Because of our company's background, we're fairly diverse and experienced. We
know how to deal with all the issues and challenges.
We're very detailed in working through development plans and broad-based in dealing
with the issues on development plans. That's from economic issues to land use
issues, and even social issues.
Our company is very detailed--we do everything very detailed - so we're able to deal
with that process, the development process.
Clark Johnson is a very thorough and professional individual, deals extremely well
with city officials and employees. He's very knowledgeable and has a lot of
respect for professional people both in and out of the city.
Hire more Debbie Arkells.
Perseverance in Overcoming Obstacles
Perseverance, a particular idea or objective and being willing to stand by it and explain
its intrinsic value, push it through. Thoughtfulness, honesty, details, appreciation
of human nature, understanding why rules are there.
I guess being able to deal with the bureaucratic terms and conditions, being patient and
perseverance to overcome pitfalls.
Good Communication
Knowing how to get through to the right people. Communication one on one with
key people makes the process go smoother. Working with planner and having
open and honest communication.
[I] Want to learn and do as good of a job as I can, City understands the intent to do a
quality project; effective communication exists in that way—building a trust factor
for project plus for community, project astutely well planned.
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Good Working Relationship
I think I've developed a working relationship with most of the people in the planning
department because I've been at it a long time. I think I know which ones to work
with and I try to get them if possible.
Human relations. Competent, smart, good people to work with. Honest questions,
open to ideas on their part. Develop relationships.
There is a high level of cooperation and understanding between myself and city staff.
As long as people cooperate, things tend to go well. I've found that I work well
with the city planners. Both sides had restrictions to work under. As long as these
are know to both sides, things will work out. I've done a couple of different
projects and the frustrations have been minimal. Also, Clark has been great to
work with, in my opinion.
I would say that viewing the commission as involving both the city and Clark,
including them in my definition of the city, that they have been pro-hospital. They
have looked at what I'm trying to do here in sort of partnering relationship. I
think that they've been responsive to our needs, specifically with the building and
planning. Those departments have been responsive in scheduling meetings. They
have been helpful in directing us to the appropriate individuals, so as a result of
that, we've been able to move forward with projects in a timely fashion.
Working with the System
Knowing what the rules are and following them,
I think understanding the reality of the situation. In other words, don't fight the
system. Not to say that I like it and agree with it.
Any degree of success we've had dealing with the city, they have a template of
guidelines under planning and zoning regulations that we have to meet. If you
follow these guidelines to a tee, you will not encounter many delays or problems
dealing with the city, even if you plan to build something that's impractical and
ugly, visually and functionally.
Knowledge and Experience
Probably just long-standing experience with the Bozeman planning process. I always
attempt to be as honest or straightforward as possible. I always want to be
professional.
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Stakeholder; Realtors
Skilled Professional Staffl ty Employees
When you walk in there and get a straight answer.
They have good records there. If you need to know where water and sewer lines are
they have it.
I find the staff to be extremely helpful.
When you walk in there and get a straight answer, that is if they know the code.
Effectiveness Planning Process
They have clear-cut guidelines and they stick to them. They have a process in place.
Personal Experience
I wrote letters about the hospital
Treasure of Cedarwind Condo Association working with it in the zoning.
I served on the city commission from 1994-96 with five others.
Uncertainty of Effectiveness
I haven't tried to be more effective.
Communication Skills
To be able to talk to the person you need to talk to.
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Stakeholder: Advisory Boards
Affordable Housing Advisory Board
Bicycle Advisory Board
Design Review Board
Historic Preservation Advisory Board
Library Board of Trustees
Recreation Advisory Board
Knowledge, Skills, and Abilities
My profession as an architect allows sufficient knowledge of rules and regulation of
city planning.
Knowledge of zoning enforcement is an area I specialize in.
I have a professional background in renovation of old buildings.
My teaching experience at MSU affords access to much information.
My education allows me to better inform the public about Bozeman's history.
Education before regulation.
I have several years of working with the city code.
Our board is made up of knowledgeable people.
Our board represents themselves well while standing up for our beliefs.
I have taken the time to inform myself on all of the rules and regulations of the
planning process. This investment proves my belief in my ability to have an impact
on planning issues.
Relationship with City Planning Staff
It helps that I know Andy Epple and Dave Skelton.
Andy Epple and Dave Skelton are big helps.
A lot of us have a good working relationship with Andy and Dave.
Accessibility of planning review personnel is great.
The city planning office has been very helpful
Our board is thankful that we can look at all sub-division plans and review them.
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I believe that Bob Lee has been instrumental in helping us make headway with
engineers and engineering firms. He has done this with prior relations with the
aforementioned.
Our effectiveness also hinges on the personal contact we get with the planning staff
}
because we depend on them so heavily.
Having staff members sit in on our meeting provides input, ideas, and feedback.
We have a good relationship with the city planning staff.
I can always count on the city planning staff for good answers to my questions.
Master/Post Plan
With the Master Plan, you have a living plan that can be updated with growth.
The Master Plan is a definite positive.
I believe that the Post Plan has helped us with our effectiveness.
The Post Plan completed in 1991 has helped us a lot.
The Post Plan makes it much easier to make recommendations.
We have a copy of the Post Plan that we can screen, and this helps us greatly.
Knowledge of Bozeman
I am a life-long Bozeman resident.
My knowledge and insight of Bozeman does not come out of a book.
Being a life-long Bozeman resident affords me a true understanding of the community.
Important Personal Skills, Talents, and Investments
I am persistent in my beliefs.
I do not like to give up.
I have the means and ability to network and get citizens rallied up.
I have a narrow focus in that I look at individual issues and projects as opposed to
large developments as a whole.
My most important skill is the ability to work within small groups of people.
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I have experience in small group dynamics.
I enjoy doing pro-bono work for those less fortunate.
I consider myself a crusader for the public good. This never leaves my mind.
• I continually look for what is in the best interest for the public at large.
• When preparing to argue a point, I am always as prepared as possible.
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Stakeholder: Advocacy Groups
Chamber of Commerce
Gallatin Development Corporation
Gallatin Valley Land Trust
Human Resource Development Council
United Way
Aesthetically Pleasing Environment Achieved
The positive effect of the recent building in this community is that for the most part,
we have an aesthetically pleasing community. We have unique structures. It looks
like, creativity is encouraged. Some examples of that are the Lucky Lil's building
and our brown Wal-Mart. New and innovative styles appear to be accepted.
Good Master Plan
Although it has been a long and drawn out process, the development of the 19'master
plan was a good process. This area on north 19`s had potential to be like a King
avenue in Billings. I think they did a good job with designing it.
Professional Planning Staff
I have heard nothing but positive comments about Debbie Arkell. People are dealt
with in a professional manner and promptly. I know some developers who won't
deal with any one else from that office other than Debbie. I have to wonder, what
is the deal with the other planners and why won't developers deal with them. If
there was a room full of Debbies, a lot of the friction would go away.
They have good people. They need more help. They are stretched. If they had more
people and more staff, I think they are swamped.
They are effective in the parks department. Ron Dingman. I can't say enough good
things about him. He is competent, efficient, tries to be helpful with our trails
projects. He helped me a lot. He has been most helpful. Ron and I have a good
relationship.
The planning office has always been responsive to me. The plan was set up to protect
the community and the clients/customers we dealt with generally found this
positive. Most had come from places that had been ruined.
Effectiveness is helped by the quality of staff— it has always been top drawer,just not
enough,just overworked.
In my experience as a developer,I've found the city staff to be flexible,
accommodating, professional and I could not think of anything ill to say about
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them.
Ease of Process
I live in a historic district and have done several remodeling projects. I've had an easy
time in that process. It went smoothly. I was surprised at the lack of red tape.
They looked at plans and it was fine. It went smoothly. I am happy that they
watch our neighborhoods and that they help people with historic preservation.
When I read about the problems, it just hasn't been my experience. I have lots of
respect for those guys. My home has risen in value. Working with them is no
problem at all. They have been helpful; they've offered suggestions that have been
helpful. It's been a pleasure really.
I was afraid it would be difficult, but it wasn't.
Values Protected
The value of the property on the south side of Bozeman has risen much more than in
other areas of town. I attribute it to the fact that it is in a historic district. The
values are protected.
Good Management
The team approach being taken by the city manager and his department heads has
enhanced the planning process.
Efficient, Thorough Process
I think it's effective—I just would hope that there is a vision there. It seems to be
efficient.
I don't think the process is too long, nor is it too cumbersome nor too costly.
Bozeman's planning process is very thorough, one of the best in Montana. That may
not be saying much—judge other processes in the state for yourself. But my
standards are much higher than most folks'.
There is nothing wrong with the process in terms of how long it takes. There are
good planners.
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.I:
Stakeholders: Neighborhood Groups
Effective City Staff
Sometimes there is a possibility of having a conversation with a planner that helps.
Commissioner Joan Rudberg goes out of her way to understand the issues. She will
go out and walk around an area to understand the issues. She puts in the extra
effort. I wish there were more of that.
We just formed a north east neighborhood group. Hopefully what can be done is
helping the process by getting involved in the beginning. Andy Epple lives over
here, I think he could be an ally, give us a heads up early in the process. That
would be great.
The process has the best of intentions. I have met and dealt with Andy Epple and with
people in his office. They want to listen, I think they want to work with us.
Public Participation
And I think that the actual structure, like with the design review board and city/county
planning board, there is a vessel there for public input.
From the point of view of the citizen, the only thing that has made me as effective, is
my immense persistence. I just don't give up, and many people do give up. That
comes from an immense love of nature.
Regulations
I don't know if I could say the process is effective. The only hope we have that it
could be effective is the city ordinance. The codes, the laws, the part of planning
that is in black and white. The other hope is the citizenry. The watchdog, but only
if they are involved in the beginning. People are so sick of having things stuffed
down their throat.
I admire the relative strictness of codes and zoning on the books for Bozeman. That
has been said that it will drive business outside the city because they are too
difficult. Everything that no one wanted goes to Belgrade. They are starting to
talk about zoning and codes now. It is easier to go out there than it is to follow
the codes.
Discouragement Over the Planning Process
There isn't a planning process - there is nothing to be effective. They are afraid to
plan.
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The city commission process is a joke. The process is hindered by people who have a
conflict of interest. Those on the city and county planning board, people like
Lonnie Walker have no business being on the board. People who are in real estate,
builders, developers, and others in that industry have no business being in
city/county planning because they profit from it!!! Whether it's directly or
indirectly,they profit from their work on the planning board. In other
communities they would be accused of accepting kickbacks.
Reaction to the Planning Process
A non-violent revolution is about to happen to take back our power. A revolution
lead by the neighborhood groups. We have the power of numbers. The power of
votes.
The Feeling of Powerlessness
They have no alternative. It is gradual. More and more people come here to live.
After a while, the conservative element will be diluted, The political element will
change.
The process allows a maximum amount of personal freedoms. But people who owned
land - it is their only alternative to sell it to developers.
It is easy to see the best thing to do is stick your head in the sand and ignore what is
going on. All kinds of questions - ethical, philosophical, religious -that get
tangled up in this.
Landowners don't have any alternative. Their only alternative is to - sell the land.
There is no future in agriculture here.
Other
They will tell us that the property owners have rights and we can't infringe on their
rights. Well, God bless America and God bless Montana. The reality is the only
people who have rights are the people they choose to have rights.
People who settled here had strong independence. They had to be independent. With
the harsh terrain and conditions. The people who are here now have much
independence, and there is a general reluctance to do what the Federal government
says.
People who come later in time will still think it is one of the most beautiful places in
the world. One of the frailties of human kind is the ability to adapt. If they come
from a very crowded place, they will probably feel the same about this place as I
do now: MSU is an amazing place. It is a high quality institution. They compete
with the best in the country, and yet they are 50"', 49`' or 47h place in regards to
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wages. People are taking advantage of this. Here is where they want to be, and
they are squeezing as much out of the university as they can.
This would be a wonderful addition. It would be a park. The city doesn't want
' the land, because then they assume the responsibility for it.
Water is going to be the ultimate determining factor. The amount of precipitation
is limited and it can only be used once. It is all down hill from here. This is the
source of many of the great rivers of the country.
It is probably 20 years too late. They are a day late and a dollar short. Only many
days late and many dollars short.
It goes back as far as the beginning of the settlement of Bozeman. The nature of
this place requires a high degree of strength and endurance of the people who
settled Bozeman. It took special characteristics- independence. They are not
about to sacrifice that. Even the people who live here now have a diluted sense of
that independence. They are not about to give it up. They are very pragmatic.
Very stubborn. They hold the view that outsiders have no right to say what they
should be doing.
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Stakeholder: Volunteer Development Boards :
CDBG--Community Development Block Grant
Economic Development Revolving Loan Fund
IDB—Downtorwn Bozeman Improvement District
Board
TIFID—Tax Increment Financing Industrial
District
Strong Background/Expertise
Project expertise—experience in physical development process of infrastructure
needed to bring project to completion
The City's technical expertise. They are critical as technical advisors to the overall
effort. The committee will not function without the City's technical support.
My professional background and my having been involved with various City boards
and agencies.
Debbie Arkell's expertise.
The thing that makes me most effective is an extremely varied background including
large business managerial experience, political experience, and architectural
training.
Need to have business sense to get on the committee. You have to know what's going
on more than the layperson so that the learning curve isn't as long.
Time spent at bank(30 years), knowing people, working with people, finding out their
needs and desires. Have been in the community longer than the rest of the
committee. Have a knowledge of what people in the community are looking for
and wanting in a stable downtown area.
Effectiveness of Individual Players
That which is most impactive is having no preconceived ideas on what the solutions
should be (stems in part from not having a lot of built-in historic bias from long-
term residency).
Important to have mutual respect for committee members; a good working
relationship with committee members, so that you can achieve consensus and
teambuilding. The chemistry of the committee is really important.
Effectiveness as board member.
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4�
Being able to evaluate conceptual aspects of project in very beginning stages [instead
of being involved at end of project].
Quality of some of the players—professional staff and volunteer committees—
' opportunities are better because volunteers are in place with a commitment to the
process. The debate is informed and people are earnest not to make the mistakes
of other committees.
The size of the community and the way that participation occurs in the City
government. Someone like me feels like I have a voice and an opportunity to
contribute.
The variety and strong personalities on the board.
I can be effective with business-oriented, forward thinking people.
Identifying people within the City Planning organization who are communicative and
cooperative. Need to know the ground rules--they need to be communicated in
concise and unchanging fashion.
Anyone can be more effective if spirit and commitment to long-term, quality growth in
community is there.
To the extent that I have been effective, my accomplishments are the result of not
looking at IDB as a planning process. I look at IDB rather as a business marketing
effort which leads to, hopefully, more cost-effective, productive results.
Support From City & Planning Department
Expect planning board is current on what requirements are -what current regulations
are pertaining to whatever project you bring them, so that the advice you bring
back to them is accurate.
I find the planning board cooperative. They communicate if something is going on,
ask for advice and take it.
I have a good working relationship with the city staff in the areas of planning and
development. When I do approach them with a question, as a result of this
relationship, they give an honest answer. Everything hinges on that relationship.
As an IDB member, I am thankful that there is support in the planning process to
recognize the importance of downtown; that there is still value in the City's history
and origin so that downtown isn't lost in the mix.
Ron Brey's initial involvement was instrumental in keeping the committee(IDB) going
until it became a board.
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Sandra Smiley has attended IDB meetings for 4-5 months. She is open to learning
what it is about.
It would be that there is direction in terms of cogent standards. City establishes codes
and standards. From that standpoint it is pretty well spelled out what the process
must be to get projects accomplished. No extra time is spent spinning wheels
because we know the process.
Getting proper information and correct information from the City(i.e. correct area
maps, current situation of infrastructure, zoning information). The more
information we can get from the City as it pertains to the site helps us to determine
educated recommendations.
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i
Stakeholder: Others
Effective Staff/Communication
One of the higher points of the city planning process is some of the people. Some are
phenomenal to work with, good communication. They work as a team. Debbie
Arkell is a team player . . .good communication. She wants the project to be
successful and has the same goals as we do. We look at each other as a team.
Work together—communicate.
The [staff] is more important than the process almost--more than the procedures.
Some regulations are difficult to follow with the time constraints. It is frustrating.
The key to the process is that the staff works like a team. They communicate well,
same objectives, good planning/engineering.
The standards may be used with you or against you. It is a working effective
relationship. We work with a lot of communities and counties. They are a lot
different group. I would give Bozeman credit [planning/engineering]. It is not a
negative influence [political]. They deal with the factual. They are a professional
staff- not emotional.
I am impressed with how responsive the staff is . . . from the city manager on down.
They are honest. They will call you back . . . it is important to have this
communication. It is critical. From Andy Epple up to the city manager . . . even
to the DRB and the DRC. They will call back and help with questions.
Process Not Political
The process . . . DRC and DRB meetings are in most cases an effective tool to get
things ahead. The members of the DRC look at the issues from a practical
perspective (engineering and other areas of expertise). It is not a political process.
They look at the practical . . .The process gets technical people together in a
productive discussion. . . discuss the merits and weaknesses . . , on the table
before public hearings.
Positive Attitudes
We look at regulations and accept them as they are -work with the regulations. It is
one of the successful ones. We don't buck the system, We keep positive
attitudes.
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Question Two: In the area of your work that involves the City's planning process,what keeps you
from being more effective?
Or,for stakeholders other than city employees
In your ohservation and experience,what gets in the way of the effectiveness of
the City's planning process?
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Stakeholder: City Administration
Review Beyond Capabilities of City
Doing a lot of planning beyond the capabilities of the city. Development areas that are
not ready to go. In the planning process other cities require infrastructure as a
responsibility of the developer. If they want to go early they should take care of it.
Satisfying Needs of Public
A dichotomous relationship. Both a facilitator and regulator. In the world of good
customer service, there comes a point when a person stops being a customer and
their consumption becomes adverse. Facilitator works with people towards
outcome. People get building they want to have within process guided by
regulations. Helping customer understand this balance.
Balance of various special interest groups' interests, i.e. no growth, controlled growth,
taste police, uncontrolled growth. Good elements of planning vs. bad elements of
planning.
Public tends to participate in issues they don't like. Commission is confronted with
concerned citizens. Citizens are engaged late in the process. They need to be
involved early and the commission needs to find a way for effective public
involvement.
No Problems
We don't have problems in this area, but if they didn't get me accurate information,
then I would be less effective.
Personalities
The other things that get in the way are personalities, It's not possible to eliminate
them, of course, but in an ideal world, the person could set aside his or her
personality and look at the guidelines and regulations only. This is a block to our
level of effectiveness,
Time and Complexity of Process
Competing expectations, to be in tune with land use. Time is money. Flexibility
brings on tiers of delay.
Sometimes the convoluted processes involved get in the way, for example the number
of times a project must go before boards and committees is sometimes
unnecessary. This comment is based on my experience and on the comments that I
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hear from staff and John Q. Public.
Time is money to business and because we haven't found ways to expedite the
process, for example,work load, regulation and weather factors. Make
compliance with builder and developer timetable and real change.
Lack of time to interact with other DRC members outside of DRC meetings.
The same thing that effects everyone, there is so much that needs to get done, so many
projects. It becomes a contest-I get my portion done and pass it on to the
planning department. I expect that they will get it done as fast as I got it done, but
it doesn't always work that way.
I get my work done, then that goes to planning for review. I think gees a couple of
days, then I get busy and don't go back to them for a couple of weeks.
Coordination of all of the processes in the system is not something we do well. Many
levels, planning board, engineer, water and sewer, building department. If a
problem occurs at any level whole process starts over. Easy for something to get
lost over someone's desk.
Complexity of the process.
Absence of Trust
Absence of trust between regulating body and the builder, developer and homeowner.
For example, contractors who rarely have compliance problems still have to be
inspected.
Communication
Not being as clear as to what the priorities are. I'm not always clear in communicating
that to them. I give them a bunch of things and one thing I may need tomorrow
the one thing I don't need until the end of the month. I could be better at
communicating that to them.
I don't follow up as often as I should. Getting a commitment. There is a fine line
between bugging and staying on it so they know it's important.
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k
Stakeholder: City Employees; Infrastructure Planning
1
Poor Communicadon
Lack of communication from the other departments to me. My position is very new,
not quite two years old. They are still not cooperating in an effort to keep me
informed. That's why I become very nosey. I read everything and get involved in
meetings so I'm not left out—so I'm not out of the loop. I'm slowly, but surely,
getting better at doing this.
Better communication is needed.
Common problem with department—I have no understanding of other's jobs and
goals. It helps to have engineering and planning in the same building, but I don't
know what goes on in the Building department. It would be helpful to know
something of this when I have to answer the questions of the public.
Don't understand what goes on in other departments—haven't even met everyone.
Heavy Workload
Lack of other staff(inspectors). Clients can call in and be upset about not getting
prompt service, and I try to help take these calls. I'm not doing my job while I'm
trying to do patchwork and make excuses for lack of staff. This keeps me from
doing some of my duties.
Lack of there not being enough hours in the day. I do put in quite a bit of overtime
and come in on Saturdays because I can get a lot done in two hours.
Three to eight projects going at any time(per person)...big workload.
Constant rush to get things out the door—we don't have time to be as thorough as
we'd like—too much pressure to get things approved and out. .
Sometimes special type projects(such as impact fees) make it difficult to stay within
time guidelines. At times it's a matter of understaffing, so we can't get projects
out in the time we set—typically spring is worse. Also, doing more commercial
verses residential projects, commercial takes more time (2-3 weeks, vs. 2-3
hours)...so we get backed up unless we have help. Impact fees are a big
frustration.
For my first three years the workload was almost always too busy. It was very
difficult to be thorough because everyone else was always beating on you you
couldn't do everything to the level you'd like. For example, on the first review of
a project, you need to be extremely thorough, then it goes through a comment
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period, then submitted a second time. You can't really raise major issues/problems
the second time, so it takes more time to be thorough on the first time through.
Amount of work and the different tasks required between you and the developer and
the planning process...always a balancing act.
Controlling SupervisionlManagement
Mid-management keeps you from being effective within the city. Control of
departments is domineering;they have no idea what is going on at the brass
bottom.
Better direction from management on things. This is hard for them, because they're
subject to the whims of politics.
Decrease the level of micromanaging. It has a real demeaning and debilitating effect
on performance and does nothing for morale. Recognize individual strengths and
use to increase the team effort.
Recommend management and/or supervisory training for management.
City program, as people grow up and through the system they get more control.
Control limits people underneath them. City has control over mid-level
management and in turn they feel that they own the departments under them. For
example, in purchasing, personal friends of city employees sell equipment to the
city that could be bought cheaper elsewhere. Also, when purchasing an item they
should keep their mouth shut until they're ready to buy. Stop stretching out
purchases. Mid-managers need to value others time and listen to them.
Change in management styles...something that doesn't always fall in a certain
hierarchy, but has to.
Lack on his part, rather than planners. Not knowing everything, one duck out of line.
He didn't ask the city or they didn't tell him. Can't have it done in one swoop.
Lack of Support/Coordination between Departments
Being undercut for reasons of money or political expedience.
Coordinating problem..,with County...if they don't receive extra copies from private
companies they don't send me a copy or even tell me I won't be getting a copy, so
I waste time at the Clerk and Recorder's Office looking up information I shouldn't
have to.
Dealing with folks in other departments. We try very hard to be responsive. The
slowness in other departments really grinds on people. We're in a unique
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C
i
situation, plans are brought into us and we have to route them to other
departments, so we are the contact people. If other departments are slow we are
the ones who hear about it. We tend to have our fingers on the pulse of our
customers—if there are problems in the process, we'll hear about them.
Support from other areas(clerical and city services, not directly in our department).
We like them to consider us as customers and treat us as such. This doesn't
always happen and we could be a lot more effective if they were.
Me and the city don't have much teeth. People tend to cry up the ladder,they don't
like others telling them what to do—we don't always"own" the job. For example,
the city hires a consultant to do design work—the consultant is sitting on the
fence, he's trying to please the owner and the contractor—the contractor is sitting
on the fence too.
At times I feel somewhat ignorant of other departments. Primarily the engineering
department is part of the developing process. While it's not my job, I'd like to
have a bigger view of how the departments are connected. This would be helpful
to pass information and who and when to refer to other departments. Knowing the
process from beginning to end would really help.
Budget Availability
Speaking for the city_we operate on an enterprise/special fund, not just the general
fund. So we're not as tied to the city budget constraints, as are other departments.
If I need help, I get it. For other departments, government in general is not
responsive.
Lack of Training
Mainly no formal on-the-job training. When I figure out a question, I ask (however,
everyone is willing to spend a great deal of time with me).
Lack of training.
I could use more training. We don't get enough training; sometimes we just have to
figure out things by ourselves. For technical training we receive a lot of on-the-
job. For software training, they just give us programs and we have to learn by
ourselves...no one has had any software training.
Other
I really don't think there is anything that makes me ineffective as far as city planning is
concerned.
I can only pass on specific information and that information would be the same
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regardless of how city planning is done. For example, if we can only handle
around 4.5 million gallons a year out here and that's not going to change without
overhauls.
Developers tend to go with the low bid...you get what you pay for. I try to keep the
playing field level; it's hard to do. Some contractors focus only on the bottom line,
they want money.and profits. Some take pride in their work, others have sloppy
sites, stuff all over, unsafe areas and don't follow regulations--it's like talking to
wall, they don't give a damn, it's hard to keep going when the playing field isn't
level. Contractors say why should I do a good job, when the other guy doesn't
and he gets all the jobs(as low bidder). One contractor will think he's being
picked on [to complete the job according to specifications], but that's why I'm
here...to look after the city's interests.
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t
Stakeholder: Parking and Transportation
Lack of Consistency and Enforcement
Lack of consistency and enforcement. For example, there are requirements for
development on some but not others; they do not follow through to make things
completed. Like parking lots are not paved as required.
The city's planning process is not clearly defined,what the city wishes to do regarding
the parking problems that exist in the downtown area.
Uncooperative Planning Staff
Next the planning staffs'job is to assist development but their attitude to not find a
way for the developer to do what he wants but make developers follow planners'
ideas on what the project should be. Planning staff does not have any concept of
the costs involved in the time lost or extra front-end project costs. What I am
saying is I think developers want to do something and rather than being told no by
the planning staff, they should work with them on how they can do it in terms of
being successful with the community. These things make or break projects or
influence costs of all types of developments, additional costs put on because of
unnecessary time or project delays.
Insufficient Time
I guess the cumbersomeness of the bureaucracy itself; it just does not get done fast
enough.
Probably time. Yeah, the biggest is time.
Legal Ignorance
One is the failure of planning staff to recognize the legal strength of the master plan.
And the fact that the zone codes must be derived from the Master Plan. Case in
point, there have been Supreme Court cases here in Gallatin County specifically
stating that the master plan is just a guideline. Actually they need to go by zone
code but if it does not coincide with the master plan then it is not legal.
Lack of Finances
And that the planning process never addresses a commitment to commit financial
resources to solve the perceived or known parking problems in the downtown
area.
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Stakeholder: City Employees; Planning Department
Heavy Workload
In this office, we are really busy, and I get stressed out a lot. I think it's just feeling
overwhelmed by the fact that there is just too much work to be done and not
enough time to do it. When I get really stressed out, I just get kind of crabby...
not with people, but I want to tide in my office. I am overworked, and I feel that I
make mistakes because my ability to spend adequate time reviewing things is not
adequate, so sometimes things just slip through the cracks.
The amount of work ... the growth of Bozeman in the last four or five years. There
has been a tremendous amount of growth for a town of this size. In the winter
there's typically a slow down. The weather usually is a factor on projects that
come in, but for the last two years, there have been quite a few projects, so it's just
juggling all the time. It's unfortunate that the larger projects take more time ...
time away from the smaller projects that are just as important. The larger projects
can take away from the communication with those with smaller projects.
What keeps me from being more effective is the volume of work coming into the
office and some fairly cumbersome regulations and requirements, especially in the
area of design review.
Frequent Interruptions
I have a lot of problems with interruptions ... people calling and stopping by without
an appointment, which interrupts my work a lot. A lot of times I'll be on the
phone all day.
The total accessibility the public and staff have to me. I typically come in and the
entire eight hours are spent meeting with people. People have a tremendous
amount of access to me. The public, specifically, and I want to try to honor that.
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Lack of Guidance4nvolvement from the Community
Tighter focus from the public. Government cannot and should not do everything. We
need to determine what is our"mandate." When you are told to do five
contradictory goals, there's a problem because you can't do all of it. Having the
goals of what the city is supposed to be doing and having people make those
decisions knowing the consequences. If I don't worry about aesthetics ... What
do we like about Bozeman? Why do people want to be here? And then work on
keeping those things valid. Having the general populous more interested in their
community. Having people care. Let's start worrying about the general policy
questions and then work on looking at back yards. Make policies based on policy
and then apply it to a particular situation. The policy has to happen before the
crisis.
Lack of Training
They don't do much training in this office, with office procedures or project review
procedures. I've picked up most things, but I still have to ask questions when I
see others doing something I didn't know about. There's no training program here
at all. They just throw you right in.
Self-Serving and Difficult People
Five percent of the people create 95 percent of the work ... There are a half dozen
individuals in this community that I deal with regularly. They are tax paying
citizens, and I am respectful of them and give them the time to take care of their
concerns, but it's frustrating that those people are keeping me from serving the
great number of tax paying citizens that expect I am doing the best job I can.
Those half dozen people create so many frivolous things in the name of community
preservation (or any number of other names for their organizations), but they are,
in my view, self-serving, and they're keeping me from doing the best I can do for
the rest of the general public. It's so unfair that they take up so much of your
time, and those who are patient,just waiting for you to do your job, sit back
quietly and wait. They are the ones that deserve the instant service and response.
In many ways, it's the flip side of answers to No. 1. There are people who want to
work with their community, but there are some people who do not seem to have
much regard for their community, but try to get what they can. It makes it difficult
to address areas where staff feels something needs to be changed to protect the
public's health and safety or comply with the Master Plan. Somewhat of a
corollary is a great need for people to think critically about themselves. What are
my actions going to do? How are my life and choices going to affect my
community? Equity issues about who is paying for what services. Getting people
to realize if I'm in the city, I'm in the city. If I'm in the country, I'm in the
country. I can't have my cake and eat it too. We need to learn to work together.
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Financial ConstrainalInability to Hire Additional Staff
Fiscal constraints of not being able to have more people on staff. It's the balance.
How many people do you really hire? How many people do you really need?
There's budget and personnel, but those are uncontrollable factors that we just need to
deal with. I don't see those as big issues. Those are just things we need to deal
with.
Money. I could use two full-time people doing the same thing that I'm doing. I
realize that it's nobody's fault. It's just the way it is and it has been that way
during my 26 years of public service. I think that's the single most significant
obstacle. It's very frustrating when you drive past 30 code violations to inspect
one since that's the one you got the complaint about, and often the ones you
passed by were worse. It would be nice to be pro-active rather than only
responding to complaints. Often it takes two weeks to get to a complaint. We
need to prioritize to take care of public health and safety issues. Resources. You
could do so much more if you had more people.
Technological Constraints
There are other things related to technology that have the potential to be very
beneficial. For example, the GIS ...just having a single access point for a boatload
of information. We could maintain accurate maps for whatever it may be, and
when people call us and say what about this, rather than spending a half-hour, we
could find it quickly.
I have a lot of technical problems with my computer. I waste just hours and hours
having problems with my computer. And we have problems with the server, too,
and can lose days of work.
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Lack of Consistency
One of the biggest problems is being consistent. We don't have a lot of control. You
don't have to necessarily treat everyone the same way, but it gets back to
interpretation. We need to continue to improve interpretation of our regulatory
standards. We try to be consistent with implementing the Master Plan. We are an
advisory body to the decision-making bodies as a rule, so our recommendations
are about technical aspects. What we do not take into consideration is public
testimony and political issues, and that triggers inconsistencies. The Master Plan is
just a guide, and it should be updated in a timely matter to keep up with the
changes, but I think there needs to be some consistency in some of the key goals.
We have some inconsistencies in what our key goals are, and it works its way
down to the mom and pop operations. We work for the City County Planning
Board. We're the technical staff to the city commission and county commission
based on state statute. You really don't have enough control. Part of our job is to
be effective in bringing those new board members and commissioners up to speed
as fast as possible and the Master Plan is going to be changed and updated and
community goals are going to be changed, but we need to have consistent core
goals.
Lack of Follow Through and Enforcement
I think the biggest thing is (and not just for the planning offices, but for all of the
offices involved in the planning process)we don't have a good system of assuring
that a project is being built as it was designed to be done. No checks and balances.
We don't have a good tracking process to do that. I think something that keeps all
of us from being effective is there are no teeth in the ordinance if you don't build
like you say you're going to build. It's way easier to ask for forgiveness than for
permission,
Changing "Players"
You have changes in commissioners, change in attitudes, and the biggest problem is
bringing those new people up to speed to impress upon them the community's key
goals and objectives. There's also a changeover in members on the Planning
Board. We need to find a way to bring those decision-making and advisory bodies
up to speed fast enough so they can be effective in the urban planning process.
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Stakeholder:. City Employees; Public Safety
Additional Personnel Needed
There's no question that another person, minimally, to do this same job would make us
more effective. We could go out and do a little bit more in the area of education;
proactive community policies. Get the public involved with what we are doing. I
can't do as much of that as I would like to. From the standpoint of the expansion
of town, there are areas that would be nice to get involved with; some of the
building planning with regard to individuals having animals there. We have been
doing some fast building with small yards. Because of the level of business or
nymber of calls, the chances of really looking at these and really doing some
planning and giving input is very difficult. I'm completely distracted all the time.
Lack of proper resources to deal with annexation. The city has been stretched out so
far that quality of service has gone down. Poor planning impacts public service. I
can't call the shots on development process until it's completed.
More Education Needed
Some of it comes down to education, I think, with the whole development process.
Though I'm learning, I haven't had formal education in development and impact.
Scattered Offices
Part of it is our location in the sense that we're pretty well spread out all over the city.
If I want to talk to the Chief, I can walk down the hall but if I want to talk to the
City Attorney, I have to drive across town.
Red Tape
I have no patience to deal with those who avoid reality and I despise the ostrich
attitude,
I wish not to deal with red tape of the city. Red tape steals show for important issues.
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Stakeholder: City Employees;Miscellaneous
Information Inadequate and Untimely
We don't get the information out of the loop. Also, we don't get the information
when we should. Instead we get the information at the end of the process after the
developer has planned subdivision. Don't get information in initial phase-
developer furious as they have to back track.
Lack of Accountability & Poor Customer Service
Staff in planning department says they are going to do something and they don't
Procedural inadequacy. In parks and recreation master plan is not provided for the
developer by the planning board. Planning board won't update or amend master
plan. No follow through. Incompetence and frustrating they don't return phone
calls and they lose cases,
Need to know what is going on and when it is happening.
There have been developments that if we would have known earlier what was going
on we could have added input and saved everybody a lot of hassle.
Lack of Cooperation from City Planners
One way communication: Our department is not considered important to the city
planners. Planning staff not always helpful, because they are understaffed and they
have their hands full by the commission.
Lack of Staff
Planning staff not always helpful, because they are understaffed and they get their
hands tied by the commission.
Set Aside Land far Parks
Nine percent of developed land is set aside for parks. Legislation requires this to be
done in phases. They tend to give away small parcels of land. Need larger
sections of land set-aside for parks.
Nobody Responsible for Parks
No one in Bozeman is responsible for acquiring parklands. Need someone to do this.
Consequently, we have limited parklands.
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Lack of Public Awareness
There needs to be some kind of way that the city can educate the general public so
they know what we're trying to accomplish.
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Stakeholder: City Commissioners
Lack of Flexibility in the Process
What gets in the way is too many rules and regulations. That ruins creativity.
There is not enough focus on how we can help people and businesses succeed with
their projects. There is an emphasis on"you can't do that because..."We have
lots of codes and there should be flexibility in application of the codes if an action
is not hurting anyone. Taste police are not appreciated. It's crucial to look at
ways to help projects succeed. An example is a current issue where a sign is
needed by a business and it would be very useful to them. Bending on this would
not hurt anyone, even if it sets a precedent. We fall on codes too heavily, and it is
hard enough for businesses to succeed.
The city is making it difficult for people to have a business at home or to expand (for
example by adding a garage). If there are no covenants, they should be able to do
that. Some people don't want particular types of activities going on in different
parts of town, but this is a personal call only.
I think the planning process can be straight-laced. It can seem to be more concerned
about the commas than about common sense. There is certainly room for
improvement. A little more flexibility would be good, but that's tough to work
in...it takes a bit of doing to have flexibility available at appropriate times and in
appropriate situations.
Complexity/Length of Review Process
I have seen some larger projects take up to a year to get approval. The process is too
long and so developers end up taking a"cookie cutter" approach, because it's
simpler.
We, as officials, do not see the problems for people who are caught in the process until
it is too late. People trying to get approval might go through 10-15 boards and
when they get to the City Commission, they are exhausted and frustrated. At that
point they just want to get something built, so they give up on their ideas and make
few appeals to the Commission.
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Power/Attitude of Reviewers
The planning process is not effective for some people and their projects because a
couple of things happen. Maybe a staff person doesn't connect well with a citizen
and the person needs another avenue to work with someone else. Or, if the staff
dislikes a project and essentially blocks or at least slows putting a project through,
that's a problem.
Some people in the Planning Department have a vision of how Bozeman needs to
grow. A project comes in that may be a bit different and staff people may not
perceive it well. There are some people who struggle with growth, but I think that
a planner should be receptive to growth and find ways to work with it.
The Planning Department becomes a watchdog and they begin to treat the community
as their personal playground. They are trying to carry out the rules and regulations
made by elected officials, but the flexibility isn't there. They look at the rules and
their own personal views of how the city should look.
Power of Special Interest Groups
Special interest group pressure that isn't really representative of the entire
community's good. This could be a"NIMBY" neighborhood group, businessmen
or developers. An example would be North 19'where heavy pressure by business
and developers caused weakening of requirements. It could be better. The
average citizen didn't have the financial interest and trusted the Commission to do
the right thing. Same thing with impact fees, there was a roomful of builders,
developers and commercial interests with very few average citizens giving input to
the Commission.
The problem now is more the attitude and power of the building industry. This is
tough on planning staff. They have regulations to follow and codes. People who
believe that they are more equal than others throw their weight around.
Lack of Public Input/Involvement
The planning process is vulnerable to the influence of whoever is in the room in a
hearing, whoever attends. Minimal citizen participation is seen in most public
hearings. We need to do some fresh thinking to find out what mattes to people
and how to get participation, involvement. We can't just assume that we know
what people think or want, but need to have new ways to involve people in the
public process to make sure that they are being represented accurately and that
they know what is being discussed by city government.
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Challenge of A High Growth Rate
We're experiencing the pressure of more growth than we're used to accommodating.
This causes problems. I wish there were a way in the process to more adequately
plan development to use this tremendous land resource in the best way. That's
hard to do. People who own the land can't just give up their development rights,
and we can't ask them to do this.
Impact fees are affected when the dollars collected and needs are based on a slower
growth rate. Fees being collected at a slower rate are not sufficient to cover the
needs of the community with growth continuing as it now is. Sewer infrastructure
is an example: We have 10 years of calculations, but have never included an
expanded sewer plant in the plan at all. We will need a larger facility before the
money can be collected for it. We need to rethink how the planning process
works.
Lack of Understanding of Complexity of the Problem(s)
We're not thinking big enough. We don't have the big picture. We need to balance
the individual situation with the big picture for the best decisions in the interest of
the overall community. Neither should be neglected. It's not working as well as it
should and we are ignoring the negative impacts on one or the other. We need to
keep everything equally in mind.
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Stakeholder: City-County Planning Board
Inconsistent Staff/Process .
Professional planning staff. How developers were handled, different planners have
different knowledge bases.
How can an office the size of the city of Bozeman not have an employee manual?
There is no manual, no guidelines, no training process. The result is a lot of
procedural inconsistencies. Applicants are treated differently by different planners.
No process in place for new planner as to where they are going, no guidelines: No
process, lack of experience. Get experience through pissing people off—trial and
error.
Statutory and Procedural Limitations
State statutes that restrict our ability to plan. Need more state latitude. Litigious
society—county attorney offers advisories against many activities.
State law. City and county have to adhere to it, even in the instance they wanted to
tighten development restrictions in certain areas, they can't.
If the board is for stuff, why isn't it happening? I don't know all the rules of planning;
I learn each time, not aware of limitations of the rules. I am hesitant to push
things, don't know what is feasible.
Rules seem to defy common sense. Learn what you can and can't do before you can
make your own decisions,
Issue of sidewalks near Morning Star. Continuous argument with city engineers.
State law says put sidewalk in first and redo after development. Statutory
limitations say to hell with you.
Slowness of learning curve, Focus on minutia. Statutes, regulations, procedures,
master plan. Heavy into procedure.
Technical Influence of Staff
Planning staff works for board, they are not city employees. Not the way it works.
Board knows little compared to staff of technical experts. Politics. Staff sets
agenda.
In political settings there are technically skilled people - board can't exhibit influence.
Inherent to political situation.
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Conflicting Personalities and Interests on the Planning Board
Personal opinion, board doesn't have a lot of agricultural support on board.
Historically agriculture was predominate on board. Now I am the only member
with agriculture interests.
Personalities. Individual case,based on whether person fits into office or community.
Different notions of planning.
Monetary, Personnel and Time Constraints
Money and fiscal restraints. If we had another planner we could do things in a more
timely fashion. We have a great staff but we need more. We are overworked
making it tough to finish the master plan.
Time constraints. Limited number of hours we can give in a week.
Meetings go late at night after a full day. Heated discussions--difficult to be objective,
listen, interject, etc. Not optimal conditions. System operated under duress. Has
to get done though.
We can be effective, but we are only an advisory board, don't have the time to plan.
Planning is being proactive, looking into the future. Should planning come first or
should development push decisions?
Limited time---would like to have more time to research statistics and look over
applications. We all miss things sometimes. I wish I had more time to research
and thus miss less.
Spending time working on other reviews—site plans, zoning, developer reviews, etc.
We have a diverse board. Time constraint—don't have time to do all these
others—focus on planning,
Lack of Information, Experience and Public Continent
City appointees don't see what the problems are in the agricultural realm.
Lack of firsthand experience with issues we have to deal with. On the job rather than
experiential learning. Crippled by lack of experience.
Can never know enough about each of the issues, can't always be as informed as we
would like. Frame of reference.
Getting public participation. Without this we don't know where to go. Few people
come to meetings. Does this represent public will?
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Stakeholder: Board of AdjustmentlBoardof Appeals
Excessively Strict Codes
Here I have strong opinions on the nature of land use law in America and in our
jurisdiction in particular. The requirements of our code are strict and onerous to
property owners. The only way to live in the real world with such a far reaching
law is to mitigate, bend, modify and manipulate the law so that people can actually
operate in it like businesses, owners, applicants, and the planners and officials who
have to work with them.
Because the law is so strict and on the way it hampers use of property, the
professional planning staff continually compromises the requirements. The board
of adjustments, where I fit into the city planning process also compromises the
requirements. This violates state law.
Because the statute allows for us to make so few exceptions to the law and confines us
to three standards with which to judge exceptions we frequently flaunt these
standards. Instead, we have adopted a standard of our own, let us call that"it's no
big deal standard." So if an application does not meet the three criteria the state
set forth for variance, but the members of the board can justify it by applying the
"it's no big deal standard;" we grant the variance. This is a terrible way to enact,
interpret and enforce the law. But we are forced into it by an overly restrictive
code. Our no big deal standard is at least in harmony with the professional
planning staffs' flexible and unpredictable procedure.
Within the meetings I am not given the flexibility and being told essentially the zone
code is a bible and I should basically adhere to that and not make any other
decisions. That is a feeling I get at some of the meetings.
Slow Decision Making
I tried to install into city staff the realization of the need to make timely, consistent
decisions.
My motto was "get rid of procrastination."
Bureaucracy tends to put off today what it can do next week; the business world does
it today.
There is a fundamental difference between the business community and city
government. The business community is driven by time is money. City
government is reluctant to realize that making prudent, sound decisions in a timely
manner is good for government and the business community.
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Time Constraint
For me personally, it is the time issue. I am very involved with my family.
We have access to many resources that could be helpful but have not been because we
do not have enough time to get information on property law.
Local Politics
Sometimes I think local politics may get in the way of me being effective. Certain
groups and affiliations tend to effect the board's decisions; I think that tends to get
in the way. Not a personal thing for me, but if affects the board, it affects we as a
group how we handle certain situations.
Negative Staff Reports
I am a positive person but when I am confronted with negative staff reports on the
board of adjustments, I tend to get very testy and angry that we can not make the
decisions and they are making the decisions for us. [They as in planners.]
Cumbersome Planning Process/Not Customer Friendly
That is within the board however I feel we could be more effective if the planning
process was reduced and less burdensome and presented in a more customer
friendly way. That would allow constituents to.come before the board and make
them feel part of the process, and not make them feel like they are at the mercy of
zone codes. They should be seeking relief, cooperation and help from their
government.
Other
I think the city planning process as it relates to the board of appeals is effective. I do
not see any way we can increase our effectiveness.
A positive is the diversity of opinion but the diversity also makes it difficult. You have
to wade through lots of things to come up with compromises with very diverse
opinions.
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Stakeholder. State and Federal Agencies
Lack of Access to a Management Plan and Driveway Permits
In the area I work with--access and driveway permits. Things like that affect the
highway system. ... lack of access management plan. It would need to be done
between our two organizations. We have not done that. As a result we don't have
the ability to do long term planning--access department is more reactive to respond
to developers and development.
Lack of Incentive-Based Programs
One major issue is the city has not developed incentive-based programs(money or
funds as well as indirect incentives)to aid in open space planning, i.e., new Lindley
Parks, places where people can simply go and recreate in an undeveloped outdoor
setting, Where is the planning for creating new Lindley Parks as our community
grows? Many of the areas the city could take advantage of are associated with
ecologically sensitive areas, like wetlands and riparian and associated uplands
along streams like Bozeman or Sourdough Creek,
Lack of On-Site Analysis for the Six-Acre Study
The less than six-acre study needs to have an on-site analysis.
Annexation
By annexing to the city areas that otherwise would be hard to develop for residential
housing because of high water tables (ecologically sensitive areas), development
then becomes possible in these areas. What that means, to elaborate, areas that
couldn't support septic systems because of high water tables through the process
of annexation allow city water and septic hookup, which then allows for
development in these ecologically-sensitive areas.
Dual(City/County) Jurisdiction
The donut area is hard to provide any meaningful comment or influence to because of
the city/county jurisdiction confusion on my part.
Disregard for Environmental Hazards
Developments happen because of politics despite possible environmental hazards.
Planning Board doesn't think it stands on solid enough ground to stop the
developments.
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Misuse of Soils Maps
Misuse of soils maps at planning meetings(i.e., soil map unit line). Not meant to be
used for home sites. Meant to get overall pictures of soils in county so are being
used to do more than intended.
Lack of Adequate Staff
Work with planning office not always effective because other workload keeps soils
staff from answering every question. Leads to a need for consultants. A larger
staff would do an Order One survey as opposed to the current Order Two that is
-, less detailed, Would also send scientists to site if had more staff.
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Stakeholder: Attorneys
People in the Process
Each person in the planning process can make your project easy or difficult.
Patience keeps me from being more effective.
Change in the Community
The rate in which the development and community is changing.
When they change the Master Plan and private parties changed their position, then we
get new lawsuits over property rights.
Lack of Consistency in Planning
Sometimes there are conflicts with the Master Plan, which are jurisdictional and
zoning plan conflicts.
They're spending too much of their time on the details of the job, which takes away
from their focus.
There are uncertainties in the interpretation of the rules. Where it is uncertain they go
back to the intent.
Build and expand on the north and west sides of the city because it solves the water
and sewer system. So you don't have to use the old system.
A lack of a clear path for the future. An overall plan.
The city waited on development on one side of the city for development on the other
side.
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Stakeholder: Business Owners
Lack of Consistency
Misleading information from Planning Director:
1. Encouraged someone to pursue variance and then didn't support it.
2. Signed a contract to purchase based on the Planning Director's assurance
that staff would support site. Then staff doesn't support it. The staff never
were consulted.
Sometimes you get unclear or wrong information from the planning department. I
mentioned the problem . . . ask questions early on . . . later on they will reverse
theinselves or change policy. You don't always get a consistent response. It is
hard to make effective progress, if you don't know what the rules are.
Feeslftulations Hinder Process
[I've] been able to avoid fees by building outside city limits. Fees don't make it easier
to keep businesses in the city.
Regulations that are hard and fast and don't allow exceptions, i.e., parking spaces for
day care centers. They could be changed to drop off zones. Every parking
situation needs to be looked at individually.
Time/Paperwork to Complete Process
Lengthy, time-consuming process. It effectively slows the project down. It can take
the process too far. Engineering takes too much time. It is very disorganized.
Three hearings accomplished nothing more than people forgetting what they talked
about at prior meetings. Too much paper work involved. Everything has to be big
files full of paperwork to get through the process.
Cost of personnel time and paperwork.
Time frame of process drawn out. Meetings are too long. Duplicate paperwork is
costly and time consuming.
Lack of Staff
The key is the staff. Some people do a phenomenal job . . . you wonder how. But, at
times, it takes a long time to get staff reports. At times I get staff reports just as
we walk into the public meeting, I have no time to prepare. This is directly
related to the limited staff.
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Ineffective Proces&Taws
If it weren't for the process, we may be able to be more creative or more cost
effective. Looking at the perspective of the owner . . .if the process were not
there we might be more cost effective. But in reality, we need to live by the rules.
And enforced the rules correctly.
What inhibits the process . . . you have to be considerate to each person's prejudices.
I mean that from employee to employee. They have personal interpretations and
preferences of the process and the rules. The process follows.
Outdated, ineffective laws.
Aesthetic Opinion of Volunteers is Influential
Volunteer views on architecturally aesthetic can differ. There are different perceptions
and opinions about change. Volunteers exercised more influence than is necessary
on property owners. Often the vision is based on their desires, not the codes.
Volunteers have different tastes and influence.
Personal comments from volunteers were hurtful, especially after having put time,
effort and money with the architect into the design. As property owner . . . as long
as codes aren't violated, volunteers shouldn't have influence over design based on
personal preference,
Politics Interfere with the Process. Client Interests vs. City Resolutions
Every company has problems among themselves. Certain projects . . . some people
communicate back and forth. Communicate . . . correct . . . so you are doing it the
way it should be done.
I am frustrated that professional staff people are hired who work with builders and
then the DRB changes what they like. The City Commission changes things after
hours of staff time. I think that's wrong.
The City Council is so political. It's wrong. Both parties should be responsible for
what they do.
In the hearings . . . people can he or state incorrect facts and get away with it.
NIMBY [not in my back yard] process has to be controlled a little bit. People
should have a right to speak up but not be excessive.
Sometimes we get caught . . . there is an inevitable conflict of interests. Client . . City
. . . both don't want to budge. We bounce back and forth trying to satisfy both
parties, I am referring to conflict between the client interest and the city
regulations. The climate(my feeling) is that the city is asking too much. If we
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persist enough or contact political powers we can get around the regulation or get
our way. That can be a non-productive approach.
Conflict on affordable housing is terrible. Exactions on projects add to the cost factor.
Other
Planning department . certain people you would rather work with than others. I
have worked with Debbie Arkell. She is very knowledgeable and willing to give an
opinion. I will check with her as far as feasibility. She is always willing to help.
Some other people are a little harder to work with. Sometimes it seems they are
on their own agenda.
k
Closed-minded people. A couple of members of some boards have old-fashioned
ideas.
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Stakeholder: Contractors
Lack of Staff
It just relates to the workload and the staffing that they have. The sheer volume of
work that needs to be done can't be addressed in a timely manner. Delays are
inevitable.
Time Considerations
We are not on any kind of time schedule. We wait until everything is approved.and
ready to go. The entire process takes a long time, and this is the only thing wrong
with the process. The length of time, of course, is dependent on the city's budget,
staff capability, workload in the Bozeman area, etc. It works slowly, but
effectively.
Lack of Cooperation from City Planners
Lack of cooperation from other departments. Within that, not processing items that
need to be reviewed in a timely fashion.
One way communication recreation department is not considered important.
Come away with sense that a decision has already been reached prior to the
opportunity for discussion.
Contractors Negative Perceptions about Planning
I believe in planning. People avoid the process. Negative perceptions make planning
difficult. Hard to have effective planning.
Preconceived Notions of Planning Staff
I think the big thing that keeps a person from being more effective is the preconceived
ideas or assumptions on the part of city planning staff.
City Regulations
The city planning process ... problems in creation process ... extra work, detailed
nature and excessive number of regulations.
I've encountered a lot of contractors here. They don't like to build within the city.
Regulations -- process -- expense. Net result is poor planning - most building
outside the city limits of Bozeman.
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t
Stakeholder: Developers
City Micromanages Development
In my opinion, the city's planning process is more of an effort to micromanage
development in this area and less an effort to protect the way of life and the quality
of living in the area,
Lack of Support from City Planning Office
I really don't believe the planning office is helpful in any respect. In other words, I
think I could be more effective without the city planning office.
At the present time,I do not have a very effective method of dealing with the city
planning, development, and building departments. I have found them to be a
constant moving target. When they it is an easy process, I have found it takes lots
of dollars and time to prepare the necessary information they require to get the job
done.
Rules Are Hard to Understand
The rules are hard to understand and unevenly enforced.
Rules are not always clear.
Local State Regulations Are Demanding
Some projects are easier than others but the local state regulations regarding
development are very specific and demanding, really.
City's Directives Are Unclear
It appears that there is not a clear understanding of what we're trying to accomplish, in
that I'll ask questions—some dialogue back and forth—and they'll say, "Yes, it's
Ok." When we progress into more detailed discussions then the answer is, "No,
you can't do that." It seems inconsistent;the initial discussion lead to expectations
that certain things could be accomplished. In subsequent discussions, it appeared
the original plan could not be followed because of certain rules and regulations.
Probably to be more effective, if the city's guidelines and rules and regulations were
more specific and the city would follow their guidelines and rules and regulations.
When you've met their guidelines, that they would approve that part of the project
rather than continue to ask more questions and require more information on areas
where you've already fulfilled the requirements.
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It is difficult to understand what the city wants.
Current Rules and Regulations Are Inflexible
If you want to change the city's rules and regulations for design and follow your
opinion of what makes something better and more practical, then you will face
questions and possibly opposition to bend the rules, and this makes a developer's .
life difficult and costly, plus time-consuming.
The existing rules and regulations are burdensome and inefficient. And the public
review process creates double and triple jeopardy for projects. The process should
be less repetitive and more efficient timewise.
Another area would maybe be to allow for more reasonable and flexible interpretation
of the rules and regulations so that the requirements are suited for a specific
situation, so that we don't end up with, for example, blue wallpaper just because
everybody else has blue wallpaper.
I think the planning process stifles creativity as do most large institutions or especially,
government-run planning departments. Why does it stifle creativity? Because they
live only by basic rules that are designed to accommodate the majority of projects.
If you want to make your project unique and you require accommodation by the
city's planning staff in order to bend that rules, a developer will get mired down in
the city's bureaucracy of meetings, hearings, etc, etc.
There seems to be little logic in why the rules are what they are. The rules seem to be
rigidly enforced in cases where flexibility would seem to be called for. For
example, I have been told in my neighborhood that it is against zoning to build a
six-foot privacy fence, yet there are both old and new fences across the street from
me. I fail to understand how the quality of the neighborhood can be preserved
when my neighbor is allowed to do something and I'm not.
[Have] an understanding that"sprawl" is a direct result of the current regulations, not
something that someone did consciously in the development process. Because of
Bozeman's actions, we're closing schools in Bozeman and building them in
Belgrade.
City Is Too Controlling of Market
Pushing up prices with government regulations.
I think a general lack of attentiveness by government in general with the free market
system, and that's a part of their job—they're supposed to be regulators.
Sometimes there's an overlap in their regulatory mode, too controlling of the
market process.
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Politics Creates Obstacles
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I think that, my impression is, sometimes certain members in their own departments
have their own agendas. Rather than taking facts and basing a decision on those
facts, that sometimes the facts are not fully evaluated, a bias may enter into the
decision.
Process can be easily swayed by emotion. Because it is a public process you have to
be a politician. Staff has approved it but public (i.e., public hearings) can contest
and delay the project—hinders efficiency.
Process is not cut and dry - subjective. For example, whether the planner looks at the
building or not, sorting through opinion and code. Stepping over their bonds with
their ability to control a project, pretending to be architects. A lot of gray area
pays a lot of attention to commercial building.
Politics get in the way.
Board members have a hard time reaching a majority, They are not in tune with the
needs of the public because their own beliefs are tied in.
City Needs to Annex More Land
I believe the city needs to annex more land from the county. Some say growth doesn't
pay for itself but it does. Boulder, CO and Great Falls,MT are two examples of
cities that won't annex land. Today they are in bad shape and they would like to
annex land. I also think the city planning office would be better without as many
people.
Better Communication Is Needed
Need more open communication.
Different stories come out of the process. You start with the planner and by the time
it goes through the City you have a different story.
Dealing with different facets; sometimes one hand does not know what the other hand
is doing. Engineering may not be on the same page with regards to the project.
Cross communication from administration, planning and engineering. So many
projects—it's hard to maintain a communication presence, hard for them to know
what is going on with different projects.
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Need for Affordable Housing
Politics: business is being hurt by the inability to build affordable homes. No lots in
decent family neighborhoods; only high and low price lots, nothing in the muddle.
High prices continue to get higher and low price lots gain value at a slower rate,
bad investment. Families kicked out of town by high prices.
Lack of Staff
Process may be understaffed, more decision-makers. Process needs to allow them to
make good decisions.
Irregularity and Complexity of the Planning Process
The irregularities and the complexity of the planning process are frustrating to deal
with, expensive, and time-consuming. Frequently, the city planners either are
unaware of what's required in specific cases or simply fail to tell the person who is
involved in building a project.
Process is very cumbersome, does not often achieve the desired results. Have a hard
time competing with builders who don't want to fight cost influences of the
process so they build outside the city. Prices should be competitive with the
county, at least. No penalties for living outside the city, good plowing and school
transportation.
The entire process has lots of opportunity for delays and filled agendas, which require
a person to wait for answers and then go back to the beginning and start over.
Too Much Bureaucracy
Personally, I don't like all the hoops we have to jump through to get anything done.
There is just too much red tape for such a small town. I think the city could be
more specific on how they want plans when building is going on. They are
constantly changing their minds.
Not able to get quick answers in order to get project completed; ability to make
changes in a project is a nightmare.
Ability to get projects done is hampered. It takes too long to finish projects because
of the planning process.
The bureaucracy makes the process take too long. The process is frustrating—it takes
years!
Some of the folks down there are more interested in creating work than getting the job
done with as little effort on my part as possible. They tend to want to do more
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groundwork and then can't get that done because, well,just because. People in
government tend to want to make their departments grow larger and more
complicated so that it looks like they are doing more work. To complete this type
of transformation they must complicate the process of each step as you go along.
Which takes more of my time and costs more money to prepare the responses to
their questions.
The city planning department removes individuals from being effective because there is
too much bureaucracy involved. There is a long process to the way things are
done. Basically everybody is covering their asses. They should have competent
people who can make competent decisions quickly.
Cost Is A Factor in Planning Process
A lot of cost in the development program - cost, time, and money are all factors in the
planning process. Rules should be the same in the city as the county. This would
give people reasons to develop within the planning jurisdiction.
Zoning Problems
No direct areas of growth, hodge-podge neighborhoods, Zoning for rentals needs to
be separate from single family housing, no neighborhoods to support middle class
homes.
In the donut zone, commissioners are not representatives of the people.
No Incentives to Build in the City
Disincentives to build in the city: taxes, thirty days and a thousand dollars for the
process. Out of town: no delay and no costs, except for well and septic.
Other .
There is nothing in the city's planning process that makes me more effective.
I don't feel I'm effective.
By their nature, planning and engineering think that I'm bringing a project because
that's what I want to do. I bring a project because that's what my customers want
to do. I'm a conduit of desire.
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Stakeholder: Realtors
ZoningManning Limitations
You have to go to city and county planning offices.
You have county and city zoning in the same areas.
You can't rely on what can be built in any property because of zoning.
Often they crosshatch the map zoning areas. Then shrink them down and you can't
read them.
Inconsistency in Process
If a school goes in the rules seem to disappear.
It would be nice if you were told to do this and this and you will be accepted because
you met the requirements.
It's a complicated process. Even we have trouble finding out the process.
They have an informal meeting that you bring your client to where someone from each
department is present. I found that people do everything to discourage the
development of the property. Each department is separate and each has its own
agenda. While you're in the meeting they come up with stuff that has never come
up before. The process is a very negative experience.
Nobody has control over laws when conflict between the state and local.
There is a very inconsistent application of rules. You need to be able to rely on
procedures.
Lack of Information
Send members the changed zones. If they notify chief officers of organizations that
are involved.
I would like information when they make changes. Now you almost have to discover
the information.
Effect of Public Comment
Public comments can shut down a building process.
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1'
Stakeholder: Advisory Boards
Affordable Housing Advisory Board
Bicycle Advisory Board
Design Review Board
Historic Preservation Advisory Board
Library Board of Trustees
Recreation Advisory Board
77me Constraints Regarding Review Process
There is not enough time to review developer's plans
We only meet once a month. This is not frequent enough,
Not enough time to study plans.
They put completed plans if front of us and expect a quick decision.
I do not think we have enough time to review sub-division plans.
Often times we are left out of the preliminary review.
I do not like the time restraints we are put under.
Often times we do not get enough time to look at plans, because we meet only once a
month.
We are not alerted fast enough to development. This in turn affects the developer
because he has to do his job more than once.
When we do not get the sub-division review in time it makes us look bad when we
force the engineers to make changes.
It is hard to do a good job with only a day's notice.
Planning Process is Confusing
The planning process is confusing for someone in the community not involved directly
in the planning process.
We need a primer.
Being unfamiliar with how the planning process works makes me ineffective.
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Our lack of knowledge of how the planning process works makes us stand still, with
nothing ever getting accomplished.
Lack of a clear process gets us going in too many directions.
If the process was made easier to understand.,we could become more focused and
successful in the completion of our goals.
Planning process is too confusing for someone from the outside to understand. When
we have asked for advice from the city we get no response. This is highly
annoying.
Planners do not present material clearly.
I am frustrated that this process is not more clearly spelled out.
Rules are often not consistent between planners. This slows me down, and makes me
give misinformation to clients as to what they can expect. I often come looking
very unprofessional.
Planning process does not take into account the inherent conflict between individual
property rights vs, the global (community) improvements that are needed. There
will always be a conflict like this with any planning process.
Personal Disadvantages and Problems
My age and occasional poor health sometimes gets in the way of my community
involvement.
Oftentimes I have difficulty in explaining the importance of preservation.
Public needs to know that planning is not an authoritarian process, however, I have a
difficult time in getting that across,
My distaste for newcomers who claim to be all knowledgeable about Bozeman and its
history has a potential to get in the way.
Decisions I vote for oftentimes set a precedent. Knowing this, I sometimes have
difficulty in voting for I do not want to set a precedent that I will learn to regret.
misrepresentation and Lack of Respect of Advisory Boards
I feel that our board has no respect among those in charge of city planning, and this
clouds my view of the process.
Our board has no real teeth to fight for the issues that we believe in.
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Advisory boards are seen as a pain by most people involved in the planning process.
This result in an effort to appear more amicable by way of relaxing restrictions in
an attempt to save face.
Planning board will screw you over if you are not fully prepared for all of the issues
they will throw at you.
Overworked City Staff
The city planning staffs burden of work keeps them extremely busy,which makes our
job harder
Cumbersome and Inconsistent City Laws
City codes are written poorly and are open to wide interpretation.
Different requirements for different sub-divisions make it hard to complete projects in
a timely fashion.
Need for Increased Communication
Sometimes we receive sub-division plans to review, but do not have a planner to
explain the diagrams.
I think we would be more effective if we could talk with the engineers early in the
process.
Other
We need sub-division review at an earlier stage than we get it.
I believe developers are spending more because they have to do their jobs more than
once due to changes made at late stages.
People are not involved in the process soon enough.
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Stakeholder: Advocacy Groups
Chamber of Commerce
Gallatin Development Corporation
Gallatin Valley Land Trust
Human Resource Development Council
United Way
Inconsistent Zoning Laws
The zoning side is the one that is abused. Picked on. People say, "those damn zoning
laws." We changed from a hard-edged to a more soft edged approach, depending
on the project. This is not a good idea. You don't do justice to those who expect
protection by the zoning laws. You find yourself unprotected by the city's
planning process. Especially, if you are a landowner who has done their
homework and purchased property knowing its specific zoning laws. As it is now,
property and areas can and are being rezoned. That is wrong. The city zoning
process does not protect them.
The city is allowing this rezoning, and it is bad from a public policy standpoint and it is
very disenfranchising to the public.
Lack of Planning
I'm one of those people that don't feel they do planning. They process paper. The
planning department should look at the area and say to themselves, "where do I
want development. Where do I want the auto shops, where do I want residential
areas?" But they don't do that.
We are not planning, these people come in and they buy property and they want to
rezone it. They buy the property and go through the process to rezone so they can
put their usage there. The city manager is that kind of manager to allow this to
happen. Planners have not done that;the leaders have allowed that to happen.
People talk about quality of life, but we are no different than any other town in any
other state in any other part of the country. We are going to have Burger King,
McDonalds and video stores all along our developments.
Weak Leadership
Because we lack the political will to direct growth to where it should be, we allow
private owners to rezone the land they buy, and pursue the maximum amount of
profit.
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If you are in government, you have to understand that you will never have complete
consensus. You get the input from the community that is needed, you consider
health and safety, then you muster up the political will to get it done. And you
start planning growth. You decide that this is where you put your auto center, this
is where you put your malls. If a guy has 20 acres and he comes to you and says
he wants to put an auto center there,you have to say no. We've never done that.
We've never had controlled growth. It should be managed growth.
They need to do a moratorium on growth while they get their personnel in order. If
you owned a business, you wouldn't keep doing business while your staff wasn't
up to speed. Do you think the City Manager has the political will to do that? No
way. The last person who did is now in Cody Wyoming or somewhere. People
with that kind of will get chased out of town.
Lack of Institutional Memory
Sitting on these boards like I have for the last 15-20 years—the biggest handicap I've
seen is the lack of institutional memory. These young professionals come in and
get beat up and move on to Las Vegas or some other place for an$80,000 a year
job. They are gone. This must be dealt with, with better record keeping or
something. It is very awkward to tell a citizen that he or she can't do what they
want with their property when the person across the street has already done it.
When the planner has only been there for six months and doesn't know what the
rules were in 1984 when that neighbor made that change. They need more people.
There are not enough people to make these critical notes to the file.
Planning Department Short Staffed
They are swamped with permits. I don't envy them in their job. It is very difficult.
In a rapid period of growth, they are under a tremendous amount of pressure to keep
up.
Public Not Informed Early Enough in the Process
This gets complicated. I do have some problems. The biggest problem is trying to
stay informed early enough in the process to know how development is going to
affect open space and trail options. How I can be more effective at changing
development plans to meet our organization's goals.
Lack of Conservation Values
Laws and regulations that don't adequately protect the values that we as an
organization think are important such as
Open space
Trail corridors
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Streams and riparian areas
Water quality
Adequate parks
There is a lack of good regulations and laws that are going to force developers to do
the right thing if they won't do it on their own.
I don't have a really good conservation development in the valley that I can show
someone"this is what we ought to be doing." A well planned conservation
development that fits the land and protects adequate open space, trail corridors,
wildlife habitat etc. I just don't see that anywhere.
One thing that affects us is that the city doesn't allocate money for trails and for
acquisition of open space and parklands. And the fact that we don't have any open
space money makes it difficult. There is no way to acquire important parcels of
land that become available. It is a strain on the community.
We've moved from Bozeman being mostly Montana folks who grew up with the same
values and respect for the land to mostly people who don't have those values we
were raised with. We haven't yet made that switch in our laws to protect the land.
Impact Fees Encouraging Growth To Move Outside Of Bozeman
It will be interesting to see what happens with impact fees. That is a 2-year process.
People are going to continue moving here. They want the lifestyle and they are
going to come here. It concerns me that we are going to start growing out when
there are areas here in town that we can grow.
My concern is that impact fees are going to do the opposite. People are going to
move their business out of town; we've already seen it. We would like to see any
open spaces left in town developed and leave the open spaces in the county. More
incentive to build in the city and it is a disincentive that concerns me. So when you
drive through the county, there is still the open space that people love.
Planning Process Too Cumbersome
If there's problems, many regulations. It is the bureaucracy—it is frustrating—we are
doing our job. Regulations.
Many of the people we dealt with had heard from others that the planning department
was a nightmare. They had a preconceived idea that it would be a negative
experience. The reputation in the community that they were hard to deal with was
difficult to overcome even though my personal experience was positive.
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Politics Too Influential
The problem, as with everything, is that politics entered into it{designing north 19'�).
Two commissioners wanted more residential housing in the area. And they didn't
want apartments;they wanted single family homes. The problem with that is that
no one would want to build their house along such a high traffic area, and
residential areas suck taxes, unlike businesses,who pay more taxes than they use.
Ineffective city officials and inter city council squabbling has slowed the process.
Personal motives interfere with the work of the government.
Design Review Board Emphasizes Personal Tastes Over Practicality
The design review board is a group of citizens, including area engineers, architects and
real estate people. They regulate projects. They are affectionately known as the
taste police. On our project, they complained about our design. We wanted our
building to be a warm and inviting place, in support of our mission. We had a
residential door in our design. They were hoping we would change the door.
They wanted a more commercial door. The design review board gets bogged
down with personal tastes. We wanted it to look like our project. They wanted it
to look like something different.
Their [the design review board] ideas, wishes and demands need to be tempered with
reality.
Planning Process Is Anti-Business
Bozeman is getting a reputation in the development community as being very strict
and anti-business. And having a very costly and very lengthy approval process.
Talk to Fudruckers. Morrie Morris built here, and in Missoula and another place in
the state. In all the other places, they got it done, fast. Here, the taste police made
him move his building to another place on the lot simply to hide the cars from the
main road. This type of demand has ramifications that the design review board
doesn't understand. it cost Morris an additional $50,000 because he had to
remove clay and haul in good dirt in order to build his foundation. The prices of
his hamburgers had to be raised from $7.50 to $8,00. He has to sell a lot of
burgers to make up for that,
I am concerned. Bozeman has got enough people now to be registered on the national
chain scale. Pier One,Barnes &Noble and many other major chains will probably
soon be entering this market, Those people compare notes and the word gets
around real fast if you are anti-growth. Between the impact fees and the red tape,
the anti-growth message is going to get out there. If these big chains want to be
here, they will be here, but they could go outside the city limits, and the city will be
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out their taxes and any benefit that they could bring.
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Stakeholder: Neighborhood Groups
Zack of Consistency/Favoritism/Politics
They say the master plan says that this is supposed to be a really dense urban area. We
haven't found where it says that in the master plan. Where in the master plan does
it say that this should be a dense area? We've looked at it-it doesn't say that.
Planning is more than the planning office; it is the commissioners and the board of
adjustments. It is a process starting with an idea. They break the idea into
different aspects to understand the feasibility from a structural and safety aspect
and from a financial standpoint. They leave out the social standpoint. We have
trucks warming up next to pillows. The social impacts of planning are its greatest
legacy.
Planning-wise, around here, it is not effective. You have what percentage of duplex,
triplex, etc. built around here, 70%? They don't spread them out around the
community. They say they are putting those types of houses here because we have
the sewer lines, but we don't have the streets to support the people.
Businesses go through a much more rigorous process in terms of visual appeal and
location on the lot, etc., than do residentials.
And I find that planners are often choosing things like various definitions of things to
defend what the developer wants to do. But more or less, often it seems they are
just working for the developers.
One reason why they are ineffective is that they will tell you they want public input,
but they don't want to hear what you have to say! You make `em uncomfortable.
Some people get their feelings hurt and quite if they get defensive.
Planning Process too Cumbersome
When dealing with the planning department, it is like dealing with the enemy. You get
stonewalled. You get vague answers. You can't get them to return your calls.
They are unresponsive to the citizenry.
The reason city commissioners are not effective is they harp too much on property
rights.
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Poor/Inconsistent Planning
All the college students are living on this side of town. It makes no sense. They
throw all people up on this side of town. Then so many of them go to the
university, and there is no place to park. If they wanted to live by the college, they
couldn't. There is no housing;they aren't building any more duplexes anymore.
There isn't any more land on the south side for that kind of development. They go
by the market-what it says.
------wants to build a bunch of duplexes here. They will approve that, but they won't
fix the streets. There are no sidewalks along the main road, and the road itself is
not wide enough to support all the people. I can't ride my bike out of our
neighborhood, because of the traffic. In our neighborhood the sheer number of
people bring on problems.
In this area, we are correcting previous planning mistakes. People have lived through
mistakes, and they are willing to work on correcting them.
They are only an approval board. They do no planning. If pushed, they might give
some concessions, but these are concessions that really help no one and are not
detrimental to the developer.
It is not effective. In my opinion, they are afraid to plan. The only thing I can tell they
do to plan is anybody who wants to build anything anywhere can do it as long as
there is a sewer.
They need to be able to back up the decisions with some sound defensible evidence.
They don't have it.
I would say the commission does not plan for the future of Bozeman. They plan on a
project by project basis and do not look at the future of the city. A couple of
commissioners are not able to see the big picture. They are stupid. One woman is
as dumb as a post.
The developers are getting their planners at the public's expense. Some developments
are built before the approval from the planning department is given.
One thing we have been grappling with in this neighborhood is the mistakes of the past
before the social consciousness of today.
The parts of the process that are not effective are the planners. They are not on our
side. When I moved into this community, I came with an open mind. You get
what you pay for. They are not competent. --------, that man is brain dead.
Debbie Arkell is a shining light of hope. She is a doer.
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Affordable Housing Problem
If you use the magic words of low income and subsidized housing, you could build
anything anywhere and it would be approved. $800/month is not low-income
housing.
If you could tell me the rent was $300, that is great, if you are telling me it is$750, no,
that is not affordable housing. They say it is in the name of affordable housing. I
called, the so-called affordable housing costs$750 a month for 1000 square feet is
affordable.
They haven't done well affordable housing -wise. It doesn't turn out well. They say
that we are against low income housing, but that is not true, because the Interfaith
and HRDC low income housing has been pretty good. They think that we are
against affordable housing, but there have been no complaints against the Interfaith
and HRDC.
Regulations Hinder
They have to make sure that new projects meet their criteria- their 12 step process.
Nowhere in the process is there anything that is qualitative. Everything is
quantitative. Everything qualitative they run away from.
Overworked Planning Staff/Commission
They [the planners] lose track of things, they must. They become distracted. They
don't have evil intentions.
The city commissioners are even more overworked than planning. With our
neighborhood group, we hope to do some of our own planning in the form of task
groups. We are jumping into the planning soup. Hopefully, as one of the main
ingredients. Hopefully, we will be the broth in addition to the developers.
Maybe some planners have become burned out. There needs to be a shake-up.
Citizens will help, but it will be awhile - we are just getting started.
In the planning department in Bozeman, I have sympathy. They are so overworked
and are pulled by every interest and every way from a Safeway to a neighbor who
is tired of an eighteen wheeler truck warming up next to their bedroom window.
Because of the long hours demanded and poor pay, participation on the board is
limited to those who can afford it,
I respect that they've spent long hours working at this job and will make no one
happy, but they don't have to live with the mess that they are creating.
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Politics Interfere with the Process
Planners appear to be on the side of the project rather than the people. You begin to
wonder whose hands are in whose pockets.
119 raise the impact fees. It got voted in. Builders have had their way with the
commission. Then the community votes in 19. Now the homebuilders are suing.
Builders get whatever they want, and now we can't get anything because it is
frozen because of the lawsuit. Now everything is frozen. They say we can't give
you a stoplight. Somebody is going to get killed.
The planning department is in the good of boy network. This is coming from
someone who is new to Bozeman. I have seen it. Their philosophy and ideas are
rooted in profit of a few rather than benefit of all.
If you look at it diplomatically, they do not plan. They will tell you they look out for
the property owners' rights, but from what I can tell, the only people who have
property rights are the people who bring the city money.
And often times, oh, well, in my experience, that even though one is able to get
through to the design or planning board, the recommendation of the planners
themselves to the commission, sways the commissioners to that it ends up going
with what the developer has proposed.
The process is real market driven, it is weird. The head of the planning board is a
developer. It is a very builder driven process. They let the developers do
whatever they want.
It was frustrating. We did not like what was happening with the annexed land around
us. The commissioner told us to sell our land or buy the land that is being
annexed. She said, "don't ever buy a home on undeveloped land because you
don't know what will be there in the future." To have control of the annexed land,
you need to buy it. It doesn't matter what all the other property owners say. They
don't take into account what property owners around the property say. Property
owners rights take precedence over the neighbors, the community, the
neighborhood's wishes.
• The planner has a strong relationship with the board, and they will often do what
he recommends rather than what they think is the best. It can be R3 because of
this and this and this. His recommendation to the board was based on what he
wanted. He got so emotional. He was angry at us. He was against it (R2), he
wanted R3.
From the perspective that I am really working from, I don't think it is as effective
as it certainly could be. I think there is a lot that goes on between developers and
planners that gets things pretty well decided before there is any public input.
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• They don't give a rip. Our property value is going way down, but to them it is no
big deal. None of them five in our neighborhood, or on this side of town.
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Stakeholder: Volunteer Development Boards
CDBG— Community Development Block
Grant Economic Development
Revolving Loan Fund
IDB --Downtown Bozeman Improvement
District Board
TIFID— Tax Increment Financing
Industrial District
Lack of(or Poor) Communication
If the committee doesn't properly communicate to the residents of the neighborhood in
which the TIFID project is going to happen, they will alienate a lot of people. In
the downtown Bozeman project people were not educated enough or
communicated to enough on current situation.
There are always nitpickers, when involved with committees and volunteers, who
focus on minor details and turn them into major issues. Make "mountains out of
molehills."
Impression that others have given me about work of the staff. I have been cautioned
to not believe what the planning staff tells me. Engineers and architects caution to
be careful of inconsistencies—they say one thing during planning process and
when it is put in writing it is different.
Lack of KnowledgeT-Vertise
Have absolutely no problems dealing with the planning department or staff—problems
are entirely that we don't have the mechanical wherewithal to work with them.
Not being actively involved in the community at this time (retired), I am less aware of
what is currently going on downtown.
Time and being a new resident of Bozeman(not knowing first-hand all of the players).
Double-edged sword—want to have not lived here long enough to form biases and
not too short to not know the players.
Planning board that stonewalls if they don't know the answer (instead of admitting
they need to go to another office for an answer, they just put off answering).
My lack of knowledge in areas of planning, building codes and the planning process.
The fact that we have been an inactive board. Without a real project, I don't know the
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obstacles that would make me frustrated.
Lack of Support and Involvement
Inability as community to get citizen input, which has subsequent effect that there isn't
a sense of urgency. People don't understand how close to the edge we are [to
losing valuable aspects of the community] and how much is on the table.
Since we're working entirely as volunteers there is no follow through capacity with the
planning staff.
When the city through its bureaucracy says, "It's not our business to get you that
information." Need the city's full support in getting technical information.
City planning board has an "obstructionist" attitude contrary to my definition of a
public servant.
There is a tendency by the planning board toward myopically looking at one project
and not looking at the "big picture".
Personally concerned that we as a community are still acting as fragments of a whole.
Doing something for downtown is perceived as putting money in our own pockets.
Chamber of Commerce isn't doing enough with the Master Plan to identify different
business districts to take initiatives on behalf of those districts.
Lack of Money/Infrastructure
The whole infrastructure—one project affects everything: water, sewer, traffic.
Taking a freeze on taxes in one area and deciding what infrastructure it should pay
for and in which area causes problems.
Circumstances have kept IDB so under-funded that haven't been able to set up an
administrative process to interact as effectively as we should regarding the
planning process.
Site may not lend itself to certain projects [because of infrastructure].
Impact fees that are going to cause builders and developers to move projects
elsewhere.
Diminishing taxes due to property tax freeze. They need SID and BID subsidy.
To make sure quality and healthy development, proper impact fees needed for
sustainable development.
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Lack of money needed for development and for the planning process.
Process to obtain ISTE funds [federal $]. Received favorable vote from Dept. of
Transportation. Now city staffis not helping to receive funding despite favorable
vote.
There is an assumption that the city and county are obligated to provide sewers,water
and paved roads for new development and only question is "how do you pay for
it?" Under current payment restrictions this assumption leads one to the result that
all available money is used to support new growth instead of improving what is
there. Basically the city and county have taken over the cost of the development
(infrastructure)when this should be the responsibility of private landowners when
they decide to develop their property.
Frustration with Planning Process/Regulations
Rigid planning rules and inflexibilities in current planning process. A lot of projects
don't exactly meet the requirements. Don't want to deny good projects on basis of
minor technicalities that might crop up.
Planning staff didn't come to public meetings. No input from city regarding codes on
life safety(alleys) or historical impact. Would have added to credibility to have
city at the table, Only input on parking came from Larry Bowman who was
appointed, not staff.
The people doing the project could have some problems of inflexibility. The
peripheral agencies might throw monkey wrenches in the process.
The overall Bozeman planning process has an enormous bias to new construction and
development. No moneys are allocated to repair and improve the older sections of
town except as absolutely necessary.
Lack of accountability of planning department itself is absurd.
The donut area is absurd.
Planning board that is too rigid. If there is a snag in going from step 1 to step 3, they
decide there is no way to go around.
Sign code an example of do-gooders trying to control the way community moves. But
sign codes are a necessary influence to help guide developers who only care about
dollars.
People are dumbfounded by landscaping issue requiring parking and trees. Very costly
to accommodate trees because of leaf waste, Sometimes have to put up a bond to
finance landscaping depending on season in order to get occupancy permit.
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Frustration is created by parking requirements for businesses that don't really need
spaces.
The current planning process discourages higher density inner-city development, which
by necessity forces suburban sprawl. This is counterproductive if there is general
consensus that the Gallatin Valley area should try to preserve some of the
farms/ranches and open spaces.
Complexity of process limits number of developers to those who are knowledgeable
and capable of participating. Good for green space. Conservatives tend to look
down upon government involvement but the positive side is that it makes the
community nicer.
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Stakeholder: Others
Disenfranchisement
I feel disenfranchised from the planning process. I am not effective at all . . . I would
guess.
Regulations/Policies
The law keeps me from being more effective.
Worst example is North 19'--legalized sprawl [forced sprawl]. Never would see
downtown Bozeman under these laws. If these laws were in effect when Bozeman
started, sprawl would be from here to Three Forks.
My personal philosophy on the County Planning Board. The law doesn't provide for
planning. The law provides for a subdivision review board. The law is really clear
on that.
Difficult policies stand in the way of good planning . . . especially when a project from
an engineering/planning perspective makes sense. Occasionally there are political
issues . . . conflict with a plan . . . sometimes outside our control. The
communication at this point is well balanced.
Political Influence
Not being critical of the public . . . to me where the public is concerned . . . is not
accurate. For example, . . . really not a traffic issue by scientific methods.
Sometimes the public input by nature can stop a project . . . even if the reasons are
not logical. It is part of the decision. This takes out the factual and focuses on
personalities, which is frustrating.
It is the anti-growth . . . not the project. Somehow if it could be dealt with. The City
(Bozeman) needs to keep an open, objective mind . . . The City of Helena has a
lot to improve in this area. The Gallatin County can read through the public
information for accuracy . . . to see if something is `fishy'.
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Question Three: What%veld you change in the area of your work that involves the City's planning
process?
or,for stakeholders other than city employees
What would you change in the City's planning process?
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Stakeholder: City Administration
Encourage Community Input
Community input needs to be brought forth in the master plan process. Early in the
process and as much input as possible.
Sometimes with neighbor hood groups, there are changes that we could work out and
agree upon with the groups,but those agreements would not have legal standing.
Improve Planning Process
We can have some system where contractor earns level of trust and independence,
where inspections are random. Improves builder timetable. Maintain that status of
perfection. Self-policing goal preferred status.
• Champion more specific procedure so not ad hoc with development process.
There are areas for improvement. For example, type and extent of roadways—
clarify what we need and how we need it. Responsibilities established before the
fact equals certainty for developers. Specific plans needed for certain types of
development. Open space planning wide spread community input and perspective.
Expectations of what is going to happen.
• Seamless city county coordination.
• The strongest need is to streamline the process.
Would change the DRC format. During the first week he would have applicant rather
that the planner project at the beginning of the process.
Establish and Enforce City Parameters
I would further encourage living within the city and not grabbing the good land and
contributing to the sprawl. It's difficult to make it in the ag community, but we
need to work on and take a proactive role with this and to include it in the master
plan. If a person is going to build outside of the city limits, the person must accept
the financial cost and other responsibilities of doing so.
It's very important for the city to establish parameters inside which the city should be
growing, to create broad parameters. Our mayor has held the philosophy that the
western edge of the city limits needed to be at Ferguson Road. He's struggling
with the new subdivision/annexation that extends from Main St. to Durston and
from Ferguson, past the Billion auto dealer. About 440 acres were recently
annexed. Instead of taking those broad jumps, we need to have strong side boards
to preclude hop scotching and to work within the box of our city limits.
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Other
There was a change five years ago. They took away some of the authority of the staff.
Now decisions are made by the design review board or the design committee. It is
a double-edged sword. Part is, some folks have more authority in terms of staff.
Some are new, and might not have the confidence and expertise of those who have
been there longer.
It would be nice if there was some priority with the city-related projects. I'm sure
there would be some problems with acceptance of that by the general public.
Projects such as facilities, parking lots etc.
I think we're heading where we should be with the comprehensive master plan update
process. The new master plan will be based on an infrastructure plan for water,
sewer, and streets, so that will readily identify those areas where growth can take
place with minimal impact on the city or services. I've seen changes from zoning
code to design driven planning, yet still haven't seen much change.
Regular communication. They're remote- I need to physically walk to their offices to
see them.
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Stakeholder: City Employees;Infrastructure Planning
Evaluate Organizational Structure
The city engineer has to figure out how new development will effect our overall
capabilities out here.
Here is something the City Manager has been trying to do—work on performance and
efficiency measures. To go along with the performance/efficiency measures you
need to be held accountable--we have a start on it, but needs to continue to work
with it. We've put together some efficiency measures for our department, but
we're not sure once it leaves here (goes to the City Managers Office)if the
information gets understood an/or utilized. The accountability ought to hold some
meaning.
Power change, control of mid-management. They need to listen to those who work in
the field...extremely important. Leadership in mid-management is pretty pathetic.
Public Works Director needs to open his eyes. Labor, finance and budget needs to
get their acts together.
The mid-manager position doesn't fit into any category anymore...not employee, not
manager. In the last few years this gap between employee and upper management
has moved further apart. We need to find a place for the mid-manager to fit. In
the past year they've been thrown into the outback.
I think it would be great if one day a week, a planner could be over here to do one-
day, over-the-counter permits for small projects (i.e., porches and decks). It
shouldn't take a week to do this. It night not be feasible with current staffing.
The city is fairly understaffed, but they're working on this.
Establish and Enforce Plan for the Future
Every new household in a subdivision will average around four people per house who
will average a certain amount of use. The city engineer has to make sure that they
fall within the boundaries of what we can handle at the wastewater plant. In the
future we could run into problems around 5.5 million gallons.
The city needs to tell people this is where the streets (or whatever) go—they need to
put their foot down. A lot of times compromises are made to benefit the
immediate issue. The City just needs to say no (maybe by more requirements in
certain situations—we'd be better off in the long run—it's easy to say, difficult to
do).
More effort needs to be spent on the bigger picture—looking out further than the
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immediate subdivision. We deal with problems such as streets and sewers that
aren't big enough---having a better crystal ball to accommodate the growth and
we'd be better off in the long run.
Improve Customer Service
See if you couldn't streamline the planning process even further. At little confusing if
you are a little guy, they're treated different than contractors seen
everyday----consistency is needed,
It would help if the client came to me with an idea about the planning process. This
should be done on the planning end. They should help prepare them with more
information about how long it will take, etc. If would be helpful if they have an
idea of how things are supposed to go.
I think it would be helpful if we did something like the Design Review Committee
(which is done at the beginning) mid-project(with the client, engineer, planner and
me). We get them started and just let them go.
I've been looking at other cities web sites to see how they do things. I would like to
see our web site beefed up to include more information such as FIRM(Flood
Insurance Rate Mapping); currently I'm swamped with requests for this
information. There is a lot of new technology out there to help provide service
and communication to our public—we need to pick and choose which way to go.
Provide Better Staff Training
I'd put the out-of-state seminars back in the budget. In Montana(with our low
population per capita), I can't always network with the people doing the same type
of projects. If we could attend out-of-state seminars again, especially the
technically specific, we could use that network and gain access to information that
otherwise might not be available.
One of the things that may help, as support staff, we don't receive any on-going
training, we aren't invited to attend workshops or seminars. They could have
good local professional workshops we could attend, at the state level or through
the University. They want us to be the best, yet they don't want to pay for training
to gain the skills.
Improve Support/Coordination Between Departments
Direct link/connection is fractured between the department and upper management.
We could use help in expediting responses—so we can complete our
projects—this gets real frustrating.
I'm very frustrated by fact that the engineers and urban planners have a lack of respect
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for me. I'm a professional, too, and we all should be on the same team—that's
how we operate in this office. But, it feels like there's no support from City Hall,
no response to requests and no guidance. They say at the twice-a-year get
together that you can'always come to me, but that's not true.
This could never happen, but I would like people to go to another office for a day.
Like I could go to City Hall for a day, or an engineer could come here for a day to
see what goes on in another office. When you say this is so frustrating, they could
actually see why.
Hard to make decisions without having the backing. When someone calls the three
people [in the department]...I'd like them(i.e., project engineer, the city and other
departments) all to back me. The department is not always on the same page—but
close.
The biggest problem is I have no teeth...no backing to enforce specifications. So
projects aren't always built to standards, yet, they've been accepted due to
influence of higher ups (mayor, director of public works, city manager). I'm the
one in the field...the higher ups talk on the phone, hear the crying...I'm just trying
to enforce the specs for the city. The contractor's warrantee is one year plus one
day, that's all the time they need to make their projects last. I look at the next 100
years, in only about 10% of the cases does the city"own" the jobs. It's a gray
area, the developers hire the contractors, they're not hired directly by the city, but
ultimately the city becomes the owner. And money talks, it all depends on
administration. For example, when Stueck was here, he supported the
contractors...he tended to favor massive development.
Department thing...to know what goes on in other departments. It would help to
have a diagram that maps out the building process from beginning to end. Meet
with the planning department to record the final stuff at the end.
Closest thing that I've seen to coordination/communication is the newsletter that went
out in December. New employees were featured on the front page—including the
drafting technician position that many people didn't know this position had been
filled, so this was very helpful. I should send out a-mails to other departments to
let them know what services are available.
I'd like to know the big picture within the three departments (building, planning,
zoning and engineering). I'd suggest at least one time a year(when work is
slower) to have a workshop between the three departments to let workers get the
big picture of what's going on in the city(what the plans are). They talk to the
City Commissioners, but they should be talking to the people who actually do the
work— since we are part of the city's mission statement. I personally don't always
know what's going on and it's important for the people on the front lines who are
answering questions to know...so we have an overall picture, knowing the mission
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and goals, so we can meet those goals.
Overall, the response time ought to be better between departments. It sometimes
seems that lines are drawn...everyone has their own loyalties. The city could be
more effective if interaction was a little tighter.
One of the biggest stumbling blocks is between the city and the county. There are
lots of places where these issues are coming to the fore(i.e.,West Babcock, a
good bit of it is in the county so we can't do improvements because of different
city and county agendas). Right now this is very adversarial,where more
cooperation is needed. People who five in the county still place a burden on the
city's infrastructure, yet they don't want to contribute to the city for upgrades. All
city residents pay county taxes, but it's not reciprocal and it seems to be moving
further apart(the county wants to get rid of the doughnut area).
I think there needs to be more communication/coordination between the departments.
I'm not sure how to accomplish this without joint, maybe quarterly, meetings. At
times within our three departments, we seem like adversaries—we should all be on
the same side and work together, not against one another. To do this we need to
have more openness. Department heads have the power, but people beneath
don't.
Communication is the biggest problem in the organization—this is always the hardest.
It's hard to please everyone. We need better communication within the
organization to please the majority...I tell contractors...do your job and follow the
specifications,
Consider Personnel Issues
I've never worked in a place where I felt so totally ignored. I know I'm a competent
person...maybe it's because we're a satellite office, not so tied in with the rest of
the city government. I sometimes feel that I can hardly leave my phone to go to
the bathroom. Overall city morale is bad.
Pay is a problem. I don't have much confidence in the budgeting process for
reclassification. I don't think it will ever happen—it's already been postponed.
When the commitment is made to do this, they should follow through and
complete it. The postponement means (for those who hope to gain), it could be
years before they see any actual benefits. The city has been fortunate to have a
large job pool that can be drawn from.
It might help to have committees (for example employee benefits). As far as I know
there is nothing in the city. There is an ad hoc committee working on health club
memberships as a benefit for city employees. This is okay, but what percentage of
city employees will care about health club memberships or will use it? We should
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have a committee for things all city employees have or care about like insurance,
yet we have no input.
Union and guidelines the city has created for employees for breaks and working hours
are standards required by the city, which hurts the image of city employees, should
take away a lot of those benefits.
Other
For me, questions 2 and 3 are basically the same questions.
I really wouldn't change anything because the system is affective.
Personally...I need to be more organized.
Can't think of anything.
In terms of development, it's working as well as it can. I have friends that would love
to see development stop immediately and they say if development is so good, why
can't I afford to buy a home in Bozeman? But, development is beneficial to me. It
keeps me employed, so I don't subscribe to that school of thought.
Growth is inevitable...but control of growth is the key.
The planning process hasn't exempted the city in any part of it, The city has to jump
through the same hoops as the rest of the developers. This is good, high
standards, consistency, excellent people in the process.
It's working pretty well. I don't know what I'd change.
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Stakeholder: City Employees;Parking and Transportation
Increase Public Input
I would concentrate on working with people who should be involved with decisions
and working with them toward consensus.
And one of the key factors, it is critical to get people involved before decisions are
made so they feel that the decision is partly theirs. Otherwise they do not broaden
their opinion and work towards consensus.
Increase F-pression
Probably the biggest that I would like to change is to commit and be encouraged to
commit the expression of ideas in the planning process [expression of ideas
meaning what has to be done].
Fairer Hearings
Having the planning staff express the fact when testimony is not relevant to a specific
hearing. There are things not relevant or correct that people start talking about; it
has no bearing on the project. As developers, we do not get a chance to rebut;
there should be a neutral party that says it is irrelevant and it is not necessary to be
discussing it.
More User-Friendly
Make the public unit development procedure user-friendly to encourage innovative
development.
Consistent Planning Process
Having all departments following the same plan. For example, in the past, there has
been city managers' plan, city street planning and state highway plan. If those
happen to coincide it is purely coincidence.
My concept is to tie infrastructure development to occupancy permits to all building
construction and infrastructure development simultaneously. Put another way,
those development projects that a builder can find financially feasible need to be
followed up with enforcement.
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Extra Developing Costs
Policies should be established and carried out as to the proper developer costs for the
city's portion of projects (i.e., should a developer be responsible for sixty feet of
right-away and the government purchases any additional space on all ulterior rights
in excess of normal residential streets?) There should be an outline of how extra
costs will be paid for. It should be the same in all development not, on the whim
of the committee or planning board.
Knowledge of Master Plan
To have all departments and individuals that have to do with development business
have to be educated and be on the same page as the master plan and zone code.
More Time
I do not know, they are looking for ... I guess, I wish I had more time to become even
more involved, more involved so that I could study the planning plans so that I
could have a better grasp of what really needs to be done.
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Stakeholder: City Employees; Planning Department
Improve Public Perception
The public perception of what we do and what we're about. I don't want to be seen
with horns and a tail down my pants. The hardest thing for me to adjust to when I
moved to Montana was the perception that I was a bad guy. Back where I worked
before, our division was truly viewed as a resource, and we were continually
getting recognition from the community for our efforts, and code compliance was
an extremely high priority. I'm not a native Montanan, so all I can speak to is that,
for many years, specifically the building community basically did whatever they
wanted to. There was no enforcement of the uniform building code. When I
would go out into the field, and they found out who I was, they would say, "What
do you want?" "Get off my property!" Once in a while you're going to deal with
that, but not to the degree I met in Bozeman. I have really tried to do my part in
trying to change the perception of the public servant and what we're all about, and
the fact that we chose to work in the public sector not to become millionaires,
which is obvious, but because we believe we can make a difference. There's a
wealth of talent in the office that could be seen as a resource to the community.
The Building Association hurt us by statements they made to the press. It's in
print, so people believe it. Rather than partnering to make the community better,
it's "us against them" which makes it very frustrating. We aren't allowed to
defend ourselves, regardless of what's said.
Consolidate Related Departments Into One Building
Bringing into one central location all of the departments that deal with development
projects. So, consolidate everyone in a single facility. Planning and engineering
are already, but bring in everyone else—building, water and sewer. Everyone is
just a phone call away, but with the workload as demanding as it is, to have more
meetings with staff in a centralized place would be nice. Lots of time we have to
wait to meet or take time to drive to other buildings and that takes time we don't
have.
Reorganize Office Structure
For me, one thing I'm thinking about is to reorganize the structure of the office into
more of a current planning division and a long-range planning division for a more
efficient organizational structure.
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Streamline Code
Having a simple code, and dealing with the merits of conditional use permits instead of
just adding to the codes. Let's keep the review procedures for subdividing and
zoning simple and streamlined and review development proposals that are
generally not permitted in specific zoning districts by reviewing conditional use
permits based upon the merits of the proposal. If you can keep the regulations
simpler... but here's the dilemma. The more you try to streamline a process and
then accommodate certain situations, the more complex the zone codes become
and it puts staff at a disadvantage with commissioners, advisory bodies,
developers, home owners, and the community in general. The simpler you can
keep the zone codes the better. Public testimony is helpful for conditional use
permits.
Revise Zoning Ordinances
Make significant revisions in the zoning ordinance to clear up ambiguities and make it
more user-friendly.
Increase Community InvolvementlUnderstanXng
We need to keep the community more involved in planning through public forums.
We are actually doing pretty good on this. Public involvement is something that
we can never ignore. We keep talking about planning symposiums. It would be
nice to spend more time on public participation. We do a lot of lectures up at
MSU.
Having people more involved, and having them more involved not at public hearings
but way back at the origin, before the projects come in. This is what I value.
Being able to participate in the formulation of the city's goals so when we get to
the Master Plan, the goals and policies reflect what the citizenry is looking for.
Just having some feel for my community and where it's going and a sense that this
is my community and the things that happen in it will effect me. For people to
understand the philosophical implications of their own statements. If it's a
property line for your neighbor, it's a property line for you. If we're going to tell
someone else something, we need to tell you the same thing. If you want
influence, you need to grant it to your neighbor too. Having people think through
and understand that if we're going to pursue growth and certain kinds of industry
as a job base, if we're going to make certain choices on how we use our farm
lands, it's going to make a difference, and they need to understand what those
choices are going to result in.
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Have Better InformedTP-epared Developers
This is more an observation than anything. The development community(and this is
compared to other cities I've worked in) the development community had a better
knowledge of the codes. Mistakes that I would find here, I wouldn't see in other
projects where developers knew the code. Part of it is having the development
community a little better informed about what the codes are so if they could
connect to some seminars or meetings with the citizens and the development
community to say this is the process, you need to learn it, and we'll help you
through it, no more feigning that you don't know the codes. It would be geared
more to the development community, not the citizen who doesn't make a habit of
reading code books and can feign not knowing code.
One thing that would be helpful related to both #2 and #3 —when someone brings a
project in our door, it's the most important project—forty projects with 40 people
thinking they should be number one. Some people are much better than others. It
would help having people bring complete work in the door to start with, so we
don't spend a month just getting the information together. So, having complete
applications up front with all the needed information. And also realizing we're
having to work through a lot of projects simultaneously, and having them
understand that. Some people do a great job.
Institute Uninterrupted Rork Time
I would like to have one day a week where staff would not take any appointments or
phone calls. I think it would boost productivity if we had all of one day to do the
work. Maybe then the work load issues wouldn't be a problem, but it's the nature
of the office ... needing to work with the public so much.
If we had more quiet time to do research and get things cleaned off the desk. Maybe
institute flex-time or closed door time.
Increase In-House Reviews/Approvals
I would also do more in-house design reviews rather than taking as much to the
Design Review Board.
Trust in your staff. Use in-house reviews for certain projects. If you meet all the
codes, the staff should be able to make the decisions. Right now you could have a
project that complies with the zone code sign ordinance, neighborhood guidelines,
every regulatory standard you can think of and it could go to public hearing and be
denied, and that's not right. But if you come in and do everything we ask you to
do ... Public involvement is healthy and good, but ...
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Increase Availability and Use of Resources
More staff. An unlimited budget.
There seems to be a high turnover. Not because the work isn't interesting, and not
because of the people around here. But for someone in my position,with the
qualifications I have, the pay is significantly higher in other communities, so people
leave. There has to be some kind of benefit of giving someone 50 cents an hour
more because it will cost$1 more an hour to get someone new. It would be better
to increase the salary. Some cost/benefit analysis of keeping people at a slightly
higher rate of pay as opposed to having to take the time to train someone else. If
you had someone who was willing to stay here,who could afford to stay here, you
could have the background and be more effective. There are people around with
that history, but it takes more time to go to them.
• The city needs to get more computer support. They have one guy in City Hall.
There's just one person for over 300 computers, so it's just not enough.
Sometimes it might be a day before he can come over. He's really good, but we
almost need two of him.
• Having the county use e-mail technology would also be helpful, but they have
chosen not to do this yet.
Have Better Legislative Coordination
Better coordination at the legislative level in local government. Understand that what
Belgrade does effects Bozeman. What Bozeman does, effects Three Forks. Get
the decision-makers to work together.
Develop a Training Program
We need to have a training program here. We hired two new planners six months ago,
and I know I spend a fair amount of time helping them because they're not sure
what to do, which eats up some of my time.
Reduce Workloads
Our workloads need to be more reasonable. If there aren't enough staff to do
projects, they either need to get more staff or not take more projects on until some
can be completed. We're doing the public a disservice because we don't have time
to do a quality job reviewing projects.
This is really specific, but I would eliminate the need for minutes at the Development
Review Committee meetings. That takes a lot of administrative time and energy.
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Have Consistent Treatment of Projects
I would like to see tighter in-house administration in every office that deals with
planning, building and development to insure that all projects and developments
are treated fairly and consistently. If you're a big name developer,you don't get
special treatment because you can hire a good team.
Insure Follow Through
I would like to see a system in place to insure that they were built the way they were
approved to be built. Getting assistance from the building inspectors to look at the
whole site and not just the wiring they went out to inspect.
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Stakeholder: City Employees; Miscellaneous
Encourage Public Interest
We need input from the public at large. The way it stands now the special interest
groups are the individuals that are heard because they're the ones that speak up.
More money budgeted to educate the public on what the city is trying to accomplish.
This could be done by brochures and the Chronicle to name a few.
More Emphasis put on the City Parks
Make sure that parks and recreation needs are put in the city master plan. Also, parks
board needs to get plans and information in a timely manner-when they need it.
Park maintenance districts would be a big help in running the parks effectively.
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Stakeholder: City Commissioners
Nothing--It's Fine
I can't think of anything. Some changes in the code would be desirable, but that has
nothing to do with the planning process. At this point I am satisfied.
Streamline the Process
The process takes too long. We're working on that.
There are lots of steps that a project must go through, planning, engineering, and other
departments. We have been trying to speed up the paper process and to shorten
the paper trail.
Staff ProcedurevTraining/Attitudes
One thing I'd like to see among staff is a"How can I help you?" attitude in place of
personal agendas. I know the staff is working on this and by and large it's a
wonderful staff, very service-oriented. So, if a staff member isn't working well
with someone, it sticks out like a sore thumb and can really be a bad experience for
people with a project.
Staff people are managing some of their projects for even a couple of years, so they
need to be non-threatened, not bring a personal agenda, and to empathize with the
person with the project and know how to keep things moving. Everyone is
different and staff needs to encourage people to get the next step in their process
done.
I would work intensely with all staff to build good managerial training skills and help
things seem better to the public.
I would make one of the staff a co-manager. This person would make it clear that any
staffer who isn't connecting well with a community member needs to ask someone
else to take their place. I know that some of the staffers pair up on projects some,
but they still don't pass along difficult cases to others enough.
Things/problems are bigger than staff realizes. People from all over the world are
moving here and they have different ways of dealing with things and of thinking.
Several staff people are in demand for the review process and I would like the
planner to look at this. He might be ready to do that now, to see why certain staff
are viewed as better to work with.
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Improve Evaluation of the Process
A number of years ago there was a lot of discontent in the community with the
planning process. People had had enough and our rules were starting to be like
Boulder's or Aspen's. Citizens worked with Ken Weaver at MSU to do an
evaluation based on the thoughts of people who had to deal with the planning
process. This project gave us a lot of information.
Government does poorly with evaluating itself. We should always be evaluating
programs based on the people who are served. We need to take them seriously.
This would make everything work better. People have wanted the cumbersome
process changed, not to just throw out all of the rules. We should do an
assessment on a continual basis or it will never get better. The corporate world is
always looking for feedback and working with the middle, not he extremes on
either side. We should follow that model.
Emphasize the Unique Character of Bozeman
Many people who come to Bozeman with experience in planning bring in ideas that
don't work here. Our long winters are an issue in planning, for example. We have
to be ourselves, not someone else.
We need to evaluate ourselves as planners. People in that business read too much
about how it is in other places. Affordability is an issue here and every place is
unique. Bozeman should look like Montana.
Boost Level of Community InpudDiscussion/Involvement
The community visioning process over the past few years was initially great. It was
fascinating to see in small groups a broad spectrum of interests and extremes and
the way they came to agreement on goals with strong statements. What people
cared about standing up for and protecting was about the same for everyone, but
no one had the guts to take common goals and pin down implementation
structures. They were moving in the right direction, but didn't follow through.
The process fell apart past the point of agreeing on goals when ideologies began to
clash. For example, some people simply oppose any sort of regulation. We need
to stick with each other to get past only goal setting and on to the implementation
of ideas. The hardest part is to get past ideology. If we got people to look at all
of the choices, they may accept compromise to meet a common goal. We need to
help a fairly polarized community to get to accomplishing its goals. The only
things that people came up with in the visioning process were feel-good things, not
the tough thinking and action to bring their vision into fruition,
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Emphasize Sustainable and Appropriate Land Use
I believe that it would be nice to do land use planning at a time when prices
accommodate land purchase for various uses. It's easy to get into a tough
situation, like we're in with the Sundance Project. A group of people is trying to
buy back lots for a park at a high price. It's too bad. There should be a way to
put projects like this (for the community)together so that they could be
economically.feasible.
We should adopt a critical lands study with a really thorough public process and the
cooperation of the city and county. We need to adopt critical language to
implement the ideas of the study. Our current documents just sit on the shelf.
I have learned over the years and through this process that is would be nice to get
development to locate on land that wouldn't be so good for agriculture.
Thinking bigger and further out. We must do whatever it takes. More nitty-gritty
planning, proactive shaping of the future for the community. All of the aspects of
planning take thought, They can't just happen piecemeal.
We need to expand the master planning process to constantly plan for sustainable
development and to actively promote better strategies for preservation of open
space and critical lands as part of the development process.
We need to shift toward smart growth planning. We need to more concretely look at
development, open space preservation, preserving the downtown area, all at once.
The issues pertaining to each go hand in hand as we begin to go through a new
master planning process.
The update of the Master Plan will be based on infrastructure. If we really pin the
Master Plan on this and stick to it, it has the potential to start shaping where
growth goes. The focus needs to be on the most affordable, least negative
financial and environmental impacts. -
Another missing things for the future is sustainable development. We need to do a
new type of thinking. What kinds of economic development and growth are good
for the community over the long haul? Ask bigger and tougher and better
questions. We need members of the community to define the community's future,
not just the developers, etc.
Focus on Affordable Housing
We should integrate changes that would promote affordable housing. Within the
Master Plan, we can consider zoning, annexations, etc. We should always be
taking into account and promoting affordable housing.
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Stakeholder: City/County Planning Board
Improve the Planning Board
If I was a legislator, i would change the make up of the board, where members would
specify which discipline they would represent. For example, architect, city
engineer, city commissioner, county commissioner,university representative, and
civil engineer. Each can identify planning from a different perspective.
Appointments now are run in the paper—more political than based on
qualifications.
Currently there is diversity but not balance on the board. People on the board longer
have the advantage; new people are like rubber stamps.
Lack of money. Under-funded for staff they have. At present time, with so much
growth in the area, planning should be given priority.
Everyone needs to win. Not an adversarial relationship. Disadvantage to having
professional staff under control of volunteer board. They must work together.
Volunteer doesn't have time to put in.
Give board a bit more autonomy. When we give advice on political hot potato,
commission can give thumbs up or thumbs down.
Dichotomous Nature of Planning Process
There is a procedural problem. These developers are customers. There is a way to
tell applicants what they need to do. Presentation. Deal with the customer in an
effective manner.
Actually have planning staff take us into the field, on sight and work on grounds.
Hands-on, first-hand experience. Have done the orientation. Good but not
enough, sensory overload. Repeat this. New, foreign process.
Current form of how planning process works. Planning staff is employed by planning
board. Planning director not elected—no political agenda. Politics of commission
work to influence process. Board not elected —give perspective of community—
no politics.
If I had authority, but I don't, I would overhaul ineffective state planning process.
This board is a statutory requirement. Development is pushing government.
Board doesn't have the time or government to try to keep developers in certain
areas, entice them with good roads, sewer, etc. This burden in presently on them.
If we could build good roads and waterways, we could guide development.
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I would like to see the duties of planning board to be strictly planning. Years ago
board acquired zoning too. Most time is taken up by zoning, leaving void for
planning.
Big government is no friend of mine,but they decide what is best for people. Can't
expect government to protect everyone at all times. Utilitarianism, greatest good
for greatest number.
Legislation has allowed people to build outside of city limits, but they still need city
permit and inspection. This includes agricultural buildings—barns, cattle shelters,
etc. Should help agriculture rather than hinder it.
If we have outside imposition of rules, we need to be informed of rules in advance.
Not just in terms of what we can't do but what we can do, flexibility.
Planning board shouldn't be rubber stamp for technical bureaucrats. They are
supposed to sit idly by and be good boys and girls. They want to know why.
Especially when rules contradict common sense. Shouldn't be treated as people
who are supposed to follow orders without understanding why. City
commissioners get really pissed off at them.
The frustrating nature of the process.
Consider Conservation Issues
If had my druthers, I would hold off making approvals of applications until we have
verification from state and federal branches that the development wouldn't harm
ground water and wetlands.
We are all immigrants here. We are lucky to be here as long as we have. Mesh
together and make it as good as it can be. People who come here should respect
what is here—pilgrims.
Frustrated by decisions made under current zoning rules—don't like zoning. Zoned
inappropriately, No inherent protection of critical and sensitive areas, no defense
mechanism.
Once natural resources are gone, they are gone. I refer to the department of
environmental quality a lot, they are on top of the game. Montana has a lot to
lose.
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Responsiveness to Public and Emphasis on Big Picture
Planning board should think of itself as a forum for public discussion. Preliminary
airing. This is key function of planning board. Need to take a more proactive
approach. Inform people as to what is happening. On controversial issues the
board should prompt public discussion. Public facilitators rather than seeking
personal or political agenda.
We need to look at the big picture. We can't focus on the microcosm. Examine all
variables and public inputs.
Take public opinion into account. New statute provides formula to weigh public
sentiment. Need similar process for planning board. Give boards thoughts more
substance. Better for long range planning.
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Stakeholder: Board of Adjustment/Board of Appeals
Eliminate Animosity
But because I was set in my goals we did a tremendous amount of work between
business and planning. We got rid of animosity.
It was really hard doing business with the city. We did a really good job in getting rid
of that. City government started to be run like a business and became more
cooperative to the business community. When I started as commissioner,
Bozeman had the reputation as being anti-business, we got rid of that reputation.
More Flexible Interpretation of the Codes
There is room in the process to maintain that the building is safe. But you should be
able to have that interpretation of codes in your favor as long as the safety, life and
welfare of the occupants is maintained.
Disassociation From Politics
I would like to change on the BOA[board of adjustment] the apparent tie we have to
the politics of the city commission. Since we are appointed by the City
Commission, the politics of the city make it into the board and that is unfortunate.
I would like every member to vote their conscience without the larger issues at
stake.
Increase Involvement
I would like to be more involved in all aspects of valley wide planning. Specifically, I
would like to be involved in city/county meetings and even at the state level, those
latest bills in Helena.
More Flexibility
It is asking too much but I would like to work with a planning ordinance that would be
more predictable to applicants and more lenient to their proposed use for property
and thus would require fewer variance requests. But would allow them more
discretion in their use of their property.
Good land use law should permit maximum liberty to owners, should be predictable,
should have few review mechanisms and should necessitate few requests for
variance, and that is not the situation we have now.
Variance requests originate when a building or developing permit applicant is unable
to meet exact requirements of the code. For instance, if he wants a sign six feet
tall and the city only wants a five feet tall sign; if he wants his building to be thirty-
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four feet tall and the state only allows for thirty-two feet tall buildings in that zone;
if he wants a lot width of 100 feet and the code requires 110 feet in that zone—the
owner must request a variance.
Public Input
I would also add more ways for constituents and applicants to go through the process
and allow for creativity and let their genuine ideas be shown instead of making a
homogeneous community.
Remove Impact Fees
We should be more business friendly by removing impact fees.
Eliminate DRB
I would like to get rid of the (DRB), which is the design review board, which has the
tendency to be a task force; we should not be regulating style and trying to
approve something that is outlandish. I also feel that the(DRB) is an unnecessary
step within the process; they make their decisions based on their opinions. That I
feel would allow for a speedier process for those going through the building
planning process department.
Other
Good law is simple and strictly enforced.
With the board of appeals it is not a pertinent question. I do not see any real
correlation because the board is a small, very seldom used entity.
We just went through a whole bunch of changes on the BOA, so maybe in another
year I would have some other opinions.
I would say that I forgot how important it was for me to listen to both sides. I learned
early on as commissioner, but when I became mayor I was set in the direction I
wanted to go. I had a goal to achieve things I wanted to achieve and nothing was
going to get in my way. I should have been mellower and listened more.
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Stakeholder: State and Federal Agencies
Increase Employee Retention
The city would be well served to retain employees after they train them. I can't know
if low pay or other factors. They have a revolving door--planning staff. Whole
process would be benefitted. The most experienced staffers are the most effective.
Acknowledge the City Planning Department
I think I need to make a statement on behalf of the City Planning Department. They
take a lot of hits but I think they are working hard to do the right thing. The City
Commission appears to be dysfunctional when it comes to seeking solutions to
problems and unfortunately, the City Planning Department takes the hit.
Educate Decision-Makers
I would like to learn how to be more effective in helping the decision-makers at the
city level understand that annexation and allowing for high growth within the city
limits is not preventing or mitigating urban sprawl in the country surrounding the
city. Some (meaning both city and city-elected officials) don't understand that. In
order for me to be more successful, if I could change something, there needs to be
more cooperation and planning between the city and the county in the areas
surrounding Bozeman. I could list several examples but would only serve to
dredge up old garbage.
Ensure Research/Information is Used
On the critical lands study that took place, I spent a lot of time with several other
people providing information in a format that was user-friendly and in a way that
accurately portrayed the wildlife values important in the various neighborhoods
and open space areas in a way that has never been done, at least for any Montana
community. It appears that this information has been book shelved and so my
efforts are going to be more directed towards county and county planning.
Staff and volunteers need to use the information that is available and not get pushed
over by politics; or they should do more investigation into statements made.
Change Dual (City/County) Jurisdiction
Change"doughnut." Should be either city or county control but not both.
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Enact Water Table Policy
A policy should be made that if the water table is within three feet of surface at any
time during the year, there shouldn't be a housing development. This would cause
larger city limits and longer pipelines—more cost. It's a political issue. But
current situation can lead to pollution of the water table due to fertilizers and other
toxins.
Find Alternatives to Housing and Streets
Need to find an alternative to housing and streets. Easements, open space, cost-share
pond development and wildlife habitat could be left for open space (federal
money). Put dense housing higher to prevent pollution to water table.
Improve Communication
Decision-makers should have the opportunity to read comments for every new
subdivision. Commissioners don't see all documents or comments. Staffers read
them and there is a communication gap between decision-makers and planning
board staffers. If we keep making excuses, we'll end up like Sun Valley.
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Stakeholder: Attorneys
Improved Attitudes Needed
Try to be affirmative and pro-active and less re-active.
Encourage Citizen Input
The planning invites public debate for our future. What do we do with green spaces,
ag lands, etc?
Challenges to Overcome
They're caught up in the minutia that they lose the equity.
There're competing goals. A developer wants more money; environmental groups
want to preserve the integrity of the land; planning processes favor the
construction programs.
More Time and Focus
I would like to see more time to planning staff and everyone.
They need to take a longer view-Bigger and longer outlook.
Clearer Guidelines
The staff would have clearer guidelines, so they would know to a greater degree what
would be appropriate for a piece of property and what wouldn't.
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Stakeholder: Business Owners
Improve/Streamline the Planning Process
We have been here a long time. It may be 6 mo. to 2 years between the time we go
through the process. There is a perception with the City that we know what to do.
Sometimes it is the opposite. We used to know- then we find out a new step in
the process.
If there was anything that could be added . . . implemented . . . if we ever had
problems (unclear) or not mentioned during the pre-application. If they could
implement some method (in a perfect world). If problems could be worked out
between pre-application and preliminary application so prelim application would
most likely be approved without major conflict. Maybe in the existing structure,
that could occur between meeting of owner and the staff. Obviously, there are
times there will be disagreements and agreement won't be able to be reached
before the prelim plat.
Building codes . . . there may be circumstances . . . subjective issues. Design review
codes apply in a general sense for the greater good. Maybe there are some specific
circumstances where it doesn't make sense. Over time and with experience, I have
found that we need to address issues when we see something `wacky'.
On part of the City, a consistent set of regulations. For example, the sign code. The
regulations were changing every few months. Any time the regulations are in flux,
it is hard to keep up with them.
After having spent years on the City Design Review Board, I recognize the design
regulations are not always effective. Regulations don't always bring quality
designs they were intended to . . . Maybe there could be a tax break or
compromise on regulations as an incentive for better quality design, rather than
just regulations,
I'm sure there are ways to streamline. There is a process for any project of any size.
There are three reviews,Design Review Board Committee (DRC),Design Review
Board meeting and the City Commission meeting. Instead of 4 initial meetings, I
propose it be cut down to 2 or 3 meetings. It comes back to streamline comment.
The planning process is too lengthy. Is there a way to make it quicker?
I suggest a limit on the time frame (2 weeks)to help eliminate cost to businesses and
cost to taxpayers. Time limit on amount of time a staff member can have to
approve his or her part of the project. This will save on costs and time.
I would like to develop a business methodology to answer all questions . . . in a logical
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order. One that the process requires. For example, a new house. We know the
process better. We go from step A through E in sequence. Not A, C, D,B [out of
order]. It runs more smoothly.
More integrity in process. Primarily the City Planner.
Should not have signs in front of property. I have read about it in the newspaper.
They aren't complaining the sign invites people to find problem (red flag).
I guess really . . . trying to overcome those obstacles to prelim plat approval . . .
before the prelim plat is submitted. That doesn't take into consideration obstacles
that arise during the public hearing. The neighbors nay say . . .
Reduce number of hearings.
Vote on paper(a lot didn't vote). Expect complainers and supporters to write letters
and count on petition rather than hours to stand and speak,
Get laws on books that are more correct. People who are in business should be
represented on boards for their perspective.
Combine review boards.
Rather than current bonds, need strong certificate of occupancy that would not allow
occupation without city approval.
Eliminate Impact Fees
Impact fees are forcing people out of city. Would like to see none because it is
currently double taxation. It is not consistent with master plan.
Flexible Application of Regulations
Bozeman has tried more than most cities to have flexibility--flexibility creates
confusion, It is easier to have clear rules. I think flexibility is good in a lot of
cases. I am arguing in a circle. Value for both us and for the city in having
flexibility.
An easy answer would be to maximize clarity of the regulations. I also recognize that
every case is different. There is a value in flexibility of regulations.
Improve Communication
The process has evolved. We are keeping up with the evolution. Now we have to
provide this information where 5 years ago nobody would ask for it.
The developer can communicate with adjacent landowners prior to the preparation of
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the prelim plat. A lot of this changes with the developer being willing to
communicate with staff and adjacent property owners.
Communication is the main word. Maintaining open lines of communication.
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Stakeholder: Contractors
Improve Communication and Cooperation
Planning is where it gets bogged down. You come away with a sense of "Why did I
show up?" Lip service. Can't get anybody's attention. Getting back to the notion
that a decision had already been made.
Cooperation
Communication is the biggest thing; it's always a big issue.
Periodic Meetings
A major change would be to have some kind of scheduled periodic meetings with local
power and engineering providers/firms to update us about"what's out there."
Quarterly meetings would be sufficient. I've been involved with other cities with
quarterly meetings. We reviewed subdivisions and traffic work, major facilities
(hotels, shopping centers) that are proposed and update one another on
scheduling. This could help with utility installation and marketing a lot. A"con"
to this would be that the city staff is swamped, so to take time out may not seem
productive, but it would be, I think, if meetings were well organized and run well.
Time Constraints
Time frames and constraints given by city office, addressing issues that need to be
addressed in a timely manner. Lack of addressing those issues seems to be a real
hindrance.
Disparity between City and County
Huge disparity between city environment and environment outside city limits.
Simplify City Regulations
Planning is important, but nature of rules regulations needs to be simplified. I don't
know how. Too complex. Too many regulations.
In my experience hassle hoops don't seem to be necessary.
Increase Amount of Involvement
Planning and building and development processes. Regarding planning that we are
involved from outset (involved from the very beginning) and that opinions are not
only solicited but become part of the final process.
I-
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Stakeholder: Developers
Change Design Authority
I would eliminate the Design Board. The"taste police" don't have a place. In my
estimation, most of the professionals on the DRB (Design Review Board) are there
because they haven't got anything else to do. The DRC (Design Review
Committee)would be more effective and helpful if they would supply their
comments in the first and second week reviews rather than the third.
One major change I would make: I would give total creative design power for all
projects directly to the Planning Director without the need for any public hearings,
including but not limited to, the director's ability to make exceptions and changes
to the code in order to accommodate quality design and development which in his
or her opinion enhances the public welfare.
Allow Fewer Safety Mandates from City
I feel that the city departments are spending too much time trying to protect the
general public from themselves. Maybe they don't want smoke detectors in all of
the bedrooms or hurricane straps to hold the front on the garage on the
foundation, or no parking signs on the end of a cul-de-sac. When we try to cover
every situation known to man we drive up the total cost beyond our ability to pay
for the protection.
Rethink Impact Fees
Impact fees are ridiculous. I have two examples at Wingate Motel. Had to build fire
pond ($17,000) and a bike trail that at first was supposed to be cement until the
Fish and Wildlife changed that. We had already started.
In the future, I would like to see Bozeman become more pro-active in trying to reduce
the cost of development. Impact fees and other charges are just too high.
Impact fees have to be on everyone and closer to the national average. Impact fees
have been created to stem the growth of Bozeman, but 70% of new homebuilders
are previous Bozeman residents.
Make Homes More Affordable
Better quality/affordable homes by working with developers.
Create Incentives for Building in Town
There needs to be incentives for people to live and build in town.
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Encourage Concentric Development
Encourage concentric development, for example, development for efficiency of time
and cost.
Develop On Central Services
I think everything possible should be developed on central services to be more cost
effective and beneficial to the environment.
Review Standards
Review standards to make more cost effective, i.e., drive over curbs, PVC pipes for
water systems rather than iron.
Problems with Infrastructure
Better sewer capacity.
Restructure Board and Individual Departments
A larger board is needed along with several groups that handle different issues, i.e.,
zoning, planning. They have to stop having so many nitpicky fights.
I think that there are too many folks in each of the departments and if there were fewer
people they would have to find ways to streamline the process.
They need to get more things accomplished; included in the process needs to be voting
for the members and people going to the meetings. The board is responsible for
everything; there needs to be a couple of groups who specialize in certain things.
Allow for More Citizen Involvement
There needs to be more citizen involvement.
Simplify and Clarify Processes, and Streamline the Zoning Process
[1] would also like to see the city streamline the approval process. This could be
started by eliminating redundant application requirements.
Have a clear visual and verbal overview of what the developer wants to accomplish
from day one. It is currently a quantitative process; more qualitative inputs give
them a clear idea of what is going on, visual details. Effective communication
through visual overview—city should have some initial obligation for the
developer to give an overview of what they're trying to accomplish. A systematic
way of explaining what the developer is going to do; paint a big picture up front.
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Good planning decisions require a cooperative spirit between landowners, developers,
and the city. In the long term and on a project by project basis, the community can
and should be a better community through cooperative and constructive efforts.
The city of Bozeman has exhibited good cooperation and good communication by
the professional staff and elected officials, which is the foundation for good
planning and design decisions, but the procedures can be improved upon.
What I would change is, I would make sure I had a clear understanding of the entire
process before I began and to seek clarification of specifics involved with a
particular project.
I would simplify the process to make it more understandable.
I think the city's planning process needs to be streamlined, making it more user-
friendly. I would also make the planning office tell people why plans are not
accepted. They don't always do the aforementioned.
Develop Cooperative Relationships and Better Communication
I would have planners develop positive and cooperative relationships with developers.
I also think that once the CPO comes up with a plan they should have to stick to it.
I would find a better way to communicate the process to people who will be involved
in it.
Make Process More Customer friendly
I would take steps to make the process more customer-friendly. The staff in the
planning department frequently seems to adopt an adversarial relationship with the
person who's becoming involved in the process.
Keep City Informed about Process
I would make sure the city's planning staff is knowledgeable about the process.
Restructure Role of Public Officials
Public officials should be appointed and an effort should be made to allow elected and
appointed officials the greatest opportunity possible to understand the process and
its regulations from both a short term and long term perspective before they're in a
decision-making capacity.
Evaluate Effectiveness of Application and Review Procedures
Review procedures should be foreshortened. Instead of six or eight months, we
should be looking at two or three months.
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I think on any application, once you have achieved concept plan approval, that
approval should be binding.
I would like to see the city issue permits when your project falls within the guidelines
and requirements in a more ready manner, and quit asking for so much additional
information that won't affect the outcome and doesn't have anything to do with
the rules and regulations that you're going by.
Keep Balance in the Public Hearing Process
I think that in the public hearing process, the anti-development/NIMBY groups need
to be heard, but if the project is consistent with the Master Plan and zoning,
greater weight should be placed on that fact.
Eliminate Code Change Politics
In short, eliminate any politics associated with code changes, which take up the
majority of the city commissions' and the public and planning staffs time. Utilize
the city commission only in the event the applicant wishes to override the planning
director's opinions or denial.
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Stakeholder: Realtors
Streamline Planning Process
More of a stream line process. Where you are dealing with fewer people(one or two).
They need a single person to filter through everything. They would know what each
department needs.
Minimize Bureaucracy
The design review board has been a stumbling block in the process.
The bureaucracy is still such that the problem exists.
They have so much power, if they don't like it they set up this situation and they can
make life miserable.
• I think that there is an attitude that the people on the other end have that we, on
our end, have a lot of money and let's see how much we can get out of them.
They make it so expensive it can not give affordable housing back to the
community.
Improve Communication and Update Information
An inconsistency and inadequate amount of information and materials to work with in
the planning and building process.
The need to notify people of the new changes.
These are individual people, we pay their salary—they should listen to us.
They need to update materials and information with each change.
It has been many years(nine) since they updated the map.
Improve Customer Service
Very strongly that the citizens that walk in are clients to be served, they are not a
problem because they walked in.
Citizens are not to be put down. They are a person that does not deserve punishment.
The office should be taking care of our people.
The city has to encourage in-field growth.
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A friendly system that encourages not discourages growth in the city, so people don't
throw up their hands and move out of town.
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Stakeholder: Advisory Boards
Affordable Housing Advisory Board
Bicycle Advisory Board
Design Review Board
Historic Preservation Advisory Board
Library Board of Trustees
Recreation Advisory Board
Revise and Enforce City Codes
City codes need to be made more user-friendly.
City codes need to be better enforced.
Establish Priorities and Consistency
Planning board needs to work to become consistent and fair.
Developers should not have an edge over the common citizen.
Planning board is too hung up on nitpicky rules.
Planning board consistently misses the big picture.
Educate the City Planning Staff
There needs to be more and better education among city planners.
Planners need to realize that this is not 1960 anymore,
The City Planner needs to be either removed or at least have a serious attitude
adjustment. He is greatly misinformed on many issues.
Professionalism in Bozeman City government needs to be vastly improved.
City planning staff frequently does not use any common sense in their decision making.
Education of the board through handbooks or literature would be a great step in
making this process more effective.
City staff needs to have some instruction in how to properly implement planning
procedures.
Bozeman needs to spend time and money on itself to educate not only those in charge,
but all citizens on growth issues.
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Time and money needs to be spent studying similar communities and the planning they
have used to combat difficult growth and expansion issues.
Oftentimes, decisions are made under pressure due to a lack of education among those
involved.
Lack of education among planning board is extremely frustrating.
Planning staffs misinformation causes them to be less than truthful.
Encourage and Advance Citizen Input
Commission is unreachable by most citizens. This makes understanding the process
quite difficult.
Providing minutes of all meetings to the public would help in making the planning
process easier to understand.
Everyone involved with planning and development needs to stop the use of acronyms
that the general public will not understand.
I would make sure that the city planning staff did not give mixed and unclear answers
to citizens.
Planning Staff Needs to Attend Advisory Board Meetings
I would assign someone from the planning office to help with the advisory board
meetings because they are more knowledgeable about the construction aspects of
planning.
Staff needs to present sub-division plans to citizens in their pre-application stage.
I would have one of the city planners come to our meetings when we review sub-
division plans.
Have staff come in once in a while to update the board on what is happening with city
planning.
There definitely needs to be someone on the staff that functions exclusively with
various boards.
Planning Staff Needy to be More Accessible to Public
I feel there needs to be a public venue which brings all departments together to discuss
all issues that will end up affecting everyone.
There needs to be an outlet for quick information.
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One day per week should be set aside for planners to be on call.
Currently there is nobody to answer spur-of-the-moment questions. This really slows
down the planning process.
Public deserves to have someone available without having to schedule an appointment
for weeks in advance.
ControUElintinate Politics
Money talks in this town, and that needs to change.
There is a monopoly in the development process in Bozeman.
There are too few players in the developing arena,
Politics needs to be taken out of city planning.
Politics runs rampant in all levels of Bozeman government.
Good Old Boys need to be removed.
North Side residents need more and better representation,
Residents of Sourdough and Springhill steal all of the attention away from the other
Bozeman residents.
If I could, I would change the taxation that funds the area of which I am primarily
involved.
Various Personal Beliefs
Impact fees need to be reduced.
Impact fees should be increased.
City and county planning need to work more closely to build a better community for
everyone.
City planning needs to become more flexible.
The city government needs to adopt a new city charter.
Commercial developments do not have to donate any land to open space while sub-
divisions do. This is unfair.
There are a lot of hoops to jump through; however, the final product is most definitely
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Stakeholder: Advocacy Groups
Chamber of Commerce
Gallatin Development Corporation
Gallatin Valley Land Trust
Human Resource Development Council
United Way
Adhere to Zoning Laws
If I buy a home in an R3 zoned district, it should stay R3. The city's system allows for
other uses to be brought into that zone that were not allowable under the original
zone.
I don't think the city should be exempt from its own zoning standards. They should
have to follow the same rules that everybody else does. There will be some
consideration for fire and safety, but that is not what they are looking at when they
bend the rules for their own projects.
Enforce Rules
Planning should enforce the rules that they have. In my neighborhood, family homes
are being bought up and made into illegal rentals with 5-6-8 non-related individuals
living in them. We have gotten to the point where the neighbors are getting
together to buy the homes so they can stay family homes and not rentals.
Somewhere along the line, they've got to enforce the rules they've already got.
Establish Priorities
If I was in charge, what would I do? If I ruled the kingdom, I would make sure the
staff is the staff I'd like to go into battle with. That they share my values and that
they are pulling for the health and safety issues that are critical.
Planning needs to decide where to put stuff based on fire, health and safety issues.
And if that requires a moratorium on growth to get that stuff figured out then do
it.
Update Master Plan
I would get a good master plan and the political courage and will to make it happen.
The other thing I would do if I had time would be to spend more time and energy to
change the master plan. Upgrade the plan and improve the laws and statues to
promote conservation development and protect the values especially by the land
trust. I would do that as early on in the process as I could. I would spend more
time at planning meetings, being more involved in planning process. Personally, if
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I had time and energy I would try to spend more time looking at each development
to try to understand the big picture and how it fits in.
It's Too Late
I think it is too late—too late in Bozeman, too late on Four Corners, I know it is too
late in Belgrade. That's sad, because we've lost an opportunity to leave a legacy
that would do us proud.
Manage Growth
Let's put it this way, I encourage the city to emphasize planning for managed growth.
That the quality of our whole community will hinge on that.
We have to recognize that the city of Bozeman population is half the county but the
other half of the county needs to be recognized for their existence and that they
use the infrastructure of Bozeman.
Assist Business Development
What I would like to see, we believe in cluster development, like in Silicon Valley.
This means attracting companies that would add to what is already here, such as
software, environmental technology and biotechnology. These are the preferable
companies to recruit. It makes for a great business environment.
In a more physical way, we would like to see building as close to what is already there.
Instead of way out of town.
Would change impact fees if I could, definitely. Would make an incentive for business
to open up in city. Would stress the nurturing of small business or small
technology companies or entrepreneurials and help them. It is harder for a
business to open up in Bozeman. And we want high paying, low impact jobs that
are more environmentally friendly.
The backbone of the community is the local businesses started by locals who have
been here for years and years. If all of these new, small companies could be helped
by the planning process, it could have an impact on our economy. We have about
80 small technology companies here. If they all added 5 new jobs, it would make a
positive impact on the community. Our economy is strong, but fragile. We can't
let it get messed up.
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Hire More Planning Staff
I am concerned—there seems to be just too much work. They are overloaded. They
need to hire someone to get the work done, because time is money. We have a
limited building season here. They need to hire more people. If they don't, they
will burn out a really good person—Debbie Arkell. The last community I came
from had similar growth spurts. They recently hired nine new planners. Don't tell
me there is not the money there.
Improve the Planning Department's Image
They need to improve their image. Neil Poulsen, the chief building inspector, writes a
monthly column. Those are the types of positive PR things that they need to do. I
would suggest more interactions with the community.
The role of planning is adversarial. It needs to be made more user-friendly.
I think there needs to be a more customer oriented approach—an approach that
assumes people walking through the door want to do the right thing and the staff is
there to help them do the right thing.
Encourage Citizen Input
Continued citizen input.
Develop Customer Oriented Approach
Any of us dealing in technical areas know that technical aspects and when staff is
dealing with non-technically oriented customers, the staff needs to assume that
customers aren't trying to get away with something, they just don't know. Staff
needs to be helpful rather than regulatory in dealing with them.
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Stakeholder: Neighborhood Groups
Enforce Laws
They need to write tickets or levy stiffer fines to these people because they are
breaking the law. They need to know that if you break the law, if you are not
conforming, there ought to be consequences,
Eliminate Politics
The planner should not be able to recommend what he thinks. He.should show all
sides. Show both sides of the issue, the pros and cons, so he cannot get emotional
and push for all his worth for one side, which is what is happening. This is his job;
he's part of the city. He works with the builders, and he has a relationship with
them, but not with us. The planner should say these are the reasons why it should
and shouldn't be done and then let the commission decide.
I think the whole picture there,just from my experience, is that it is pretty corrupt.
This is another suggestion, anytime there is even a hint of an old boy relationship
between a developer and a planner -there should be some sort of a consequence
for example, that developer doesn't work with that planner anymore.
Plan Effectively
The word planning almost ought to be replaced with"foresight". How appropriate.
To stop urban sprawl, they need to recognize that urban sprawl is being created by
people who want a lawn. This is not what they are allowing for by building
duplexes, etc., in areas like ours, They are creating urban density that is
forcing/creating a have-and-have-not-situation. It creates problems.
And then, I would take the master plan and junk it. While the master plan may be
needed for infrastructure, arterial access, it has no business trying to micro-plan,
which it doesn't claim to do in the first place.
They should not let growth outstrip the infrastructure so badly that people suffer
where they've approved new growth.
Right now, through their lack of planning, they have created the"other side of town".
They need to work with the university. They have no business building college
homes on the north side of town. They need to build it near the college where
people can walk.
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Change Government Structure
Remove the city/county commissions and create one government body, a super city
commission, and on that would be local people appointed by neighborhoods to
represent Bozeman. Each individual neighborhood of Bozeman would be
represented in some way. These people would be individuals who have nothing to
gain. They would not be involved in real estate, building or development.
Evaluate Staffing
If had some acceptable way to have more staff or get rid of a few ineffective apples.
Maybe starting with a bunch of new people would help. And it could be that the
present task of responsible development for Bozeman is too arduous. Too difficult
a task for our present planners. Because Bozeman and Gallatin valley is a treasure.
And so it is a big responsibility.
Sit planners down and make them read every word of this report and make them sign
off on it. I worked for the parks, we saw hundreds of reports and people never
even looked at them.
They need to make the job either more friendly to volunteers, i.e. less hours, or they
need to pay them a living wage- so they can get the best people for the job. Right
now, only those that can afford it are doing the job.
Seek Outside Expertise
Involve people from other communities who have had similar growth spurts.
Bozeman is making the same mistakes that big cities made 20-30 years ago. It is
now costing them. Bozeman is making the same mistakes.
Add to the Job Description
Ok, this city government like the commissioners and planning staff is paid for by the
citizens isn't it? How would it be if a hired person like the city attorney could have
as his job description to really help the citizens, as well as helping the
commissioners, ok?
Involve Citizens
Make it more pro-active. From a citizen standpoint rather than have the citizens
aware of and able to attend the final meeting on a decision. We could help. It
might make the process longer, but it would stop us from having to correct
mistakes. If the citizenry can be involved, it can be a lot more effective.
At the hearings, the public speaks once. After the public speaks, the planner wraps it
up and skews it again. They talk twice, and the public only get to talk once. The
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public should be able to speak as many times as the developers and planners get to.
First the planner speaks, then the developer or realtor or whoever represents the
property speaks. It depends. Then the public speaks. Then the planner and the
} developer speak again. It seems so unfair when you are sitting there watching the
process. They get to rebut what you say, but you never get to rebut what they say.
It used to be, I believe, it used to be that the city commissioner held more of the public
hearings and now those are being done at the city/county planning board. And I
wonder if commissioners are that in touch with the public. They are supposed to
be there as representatives of the public, are they not?
There is no way to affect this process. None. They have their minds made up what
they are going to do and they are going to do it. They won't listen to anything we
say. They had a petition with about 400-500 signatures. It didn't matter. They do
things like that in the name of affordable housing.
Citizens are willing to help. Take advantage of them. They are the most valuable
form of input you can get. And it is free.
What would I change? That there can be citizen input really early on. The big
thing there is really early on. Otherwise, things get decided and it is a losing battle.
There is a lot of strength within the community if it can be used before it is burnt
out that can be a very positive addition to the whole process.
• That a coalition of citizens can actually be a recognized part of this planning
process.
Encourage Open Space/Ag Preservation
Giving or selling the development rights is important in order to keep as much in open
space or agriculture. It preserves the passage of deer. We've seen mountain lion
tracks, saw several bear dart across that little crossing down there. The ranchers
say, "if you love it so much, buy it." That is what the easement process is all
about.
Improve Communication
Even a planner getting the city attorney to write something that supports his actions.
Approach the paper. All of these notices of meetings and hearings can be in the same
place every week. As a citizen, you can miss it because those notices are put
anywhere. I can't tell you how many times we've missed something, and we scour
the paper everyday looking for notices.
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Stakeholder: Volunteer Development Boards
CDBG— Community Development Block Grant
Economic Development Revolving Loan Fund
IDB—Downtown Bozeman Improvement District
Board
TIFID—Tax Increment Financing Industrial
District
Improve Communication
I would encourage better communication between planning and building departments
and the design professionals who are actually doing the work.
I want to believe them [the planning board] despite what others have said, and trust
them and the process because I haven't had first-hand experience of being "double-
backed" on. Others have said that the planning board says one thing and when it is
put in writing it is different.
May be helpful to TIFID board to get periodic updates from the city as to what is
going on (e.g. "you are a member of the TIFID board with X&Z..., we don't
have a project currently, but....")
More education and communication.
Continue to improve dialogue between fellow property owners. They may not
appreciate how much value is at stake.
Need to know who the city is bringing in— do we care who they're bringing in? City
has parameters for long-term growth and we need to know them (e.g., a company
Z is bringing in x employees vs. company Y bringing in x employees), because the
committee is not upgrading infrastructure but enhancing to handle future growth.
Until downtown isn't split off as money-hungry group, I don't know where it is going.
Has to do with issue that all businesses need to be healthy, so when one district
grows, we need to support it.
Clearly Define and Simplify Planning Process
City should have clearly defined time limits (whether 45 days to process or set 30 days
for public comment period). People should be able to see right away what is
required.
Treat it [the planning process] like a business and I would look for increased efficiency
by streamlining and simplifying the planning process,
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Public hearing process needs to be refined to encourage more factual, written
comment and less emotional NIM 3Y attitude.
Building permits, codes and regulations are important, but I would prefer to see
standardization across county in permitting process.
Have intent of code left up to architects or engineers to interpret. There are
provisions in all codes to allow alternatives if alternatives are suggested by
professionals; sometimes people on the regulation end won't accept that and
require that everything be done "by the book."
Change whole planning process and the way it is done—they're not doing because they
think they can't.
Have process whereby planning and approval of projects is done more on quali of
project with input from people affected by project. If don't meet use zoned and
planned for should be approved just on merits of project.
Fewer levels of approval.
Fewer people at planning office to deal with. Stage 1 is okay, but if roadblock
happens at stage 2, must start over. This is frustrating and costly.
Need flexibility. More give and take. Some volunteers take things so literally there is
no way they'll budge.
So many steps to get approvals, no wonder things get lost. If could simplify process,
might free up staff.
Encourage More Involvement by Citizens and Committees
Problems could be avoided if people were more involved in the conceptual phase
rather than being asked to react after initial preliminary planning.
IDB to date has moved very cautiously, which is probably good, but groups like IDB
need to get more involved in the nitty-gritty in their advisory capacity.
IDB needs to be more aggressive. Needs to be out in public eye and take a position
on public projects.
Need to plan ahead instead of being reactive after the planning process.
Much like a mall, the downtown is a collection of businesses and the IDB represents
the businesses. The individual businesses need to market themselves and
collectively the businesses need to market themselves. The IDB acts as a
collective marketing agency.
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Encourage More Involvement by the City Staff
City planning should have been involved in IDB process. Someone like Dick Strong
could have been assigned to help with historic aspects.
City and commission need to come to IDB in more active way. Want things to filter
through IDB screen and at least be able to inform City of our view.
City should be involved in same way as people who have stake in the project. Should
be able to get input at beginning.
Would like to see more input from City Commissioners. Also would like to see a city
staff member at IDB meetings.
Valuable to city planning development to have someone aggressive on staff to help
"make a touchdown."
Paid Staff for Committees
Somehow need to raise the money needed to fund an administrator who would be able
to communicate with the planning staff and other agencies on a day-to-day basis.
Best thing would be to get someone with the time, energy and money to do what the
committee has done and move it forward. Do as a part-time job rather than
volunteer so have continuity and focus.
More Proactive Approach by Planning Board
I think the city should take a more proactive approach to annexation and guiding the
direction of growth rather than reacting to individual projects.
It would be helpful if city could develop a proactive approach and plan for growth.
Planning Board That is More SupportivelAccessible
Planning board should be accessible, willing to meet with public to discuss individual
plans or programs. Shouldn't hide behind bureaucracy.
Planning board that supports the people—need to recognize that the board is
developed to support the community. See the board as guiders.
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Planning Board Should Have Ultimate Authority
Don't know what doesn't work now since haven't been personally involved in the
planning process. I have the impression that the planning board had more
authority than it has now in terms of setting rules. Now it's under control of the
commission. The planning board should have "teeth" in their decisions.
Planning Board should be a wholly independent entity. They should make decisions
independently and their recommendations should carry a lot of weight.
There ought to be a city planning department and a county planning department
accountable to their respective commissions and should have authority over their
two geographical areas.
City Commissioners Should Have Ultimate Authority
There should be a tie to the city commissioners. They should have ultimate authority
over the planning process.
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Stakeholder: Others
Refine the Planning Process
If you can make things (although some things are subjective) . . . somehow(more
definable, like a `cookbook' recipe) more assured that a project was going to be
approved. If you meet certain criteria the likely hood of approval would be
greater. It is difficult to do this. In the past, a checklist did not work . . . Our
philosophy is to `make the application complete and easy to approve.' The bottom
line is to have a check list and follow the items. It makes it easier to approve . . . It
is hard to do when it is a moving target.
Impact Fees
Maybe impact fees will resolve the issues. One of the things that makes developers
nervous is off-site improvements. How they deal with it . . . there is no hard and
fast policy. It has killed projects with off site improvements. Impact fees should
help this process.
Change the Law
Nothing. The real way to change is to go to the legislature and change the law.
Other
There is a presumption on the questions . . . that planning exists and that planning is
good. I do not believe either exists. That is what makes this experience so
difficult.
The system works in comparison to other communities. Developers complain . . .
Madison County is a walk through . . . Gallatin County is more sophisticated,
That is the law . . . the city and planners do planning. I have never seen our
organization as part of the planning process . . . we had the property and built the
schools.
Dynamic process . . . evolves with time. Keeping up with changes . . . philosophy is a
challenge.
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