Friday, Mar. 13th, 2026

Montana State collaborates with local elementary schools to produce Masked Reader events


BOZEMAN
— Hundreds of K-5 students gathered recently in the Emily Dickinson Elementary School gymnasium in Bozeman, sitting in rows on the floor alongside their classmates. They peered toward the front of the gym, craning their necks to get a glimpse of a person wearing a duck mask and a black cloak.

Led by Jules Harris, one of the students’ health enhancement teachers, the kids chanted in unison: “Show us your face! Show us your face! Show us your face!”

The person in disguise complied, peeling off the mask and revealing her identity: It’s Kendra Gault, an Emily Dickinson kindergarten teacher. The kids erupted in cheers.

Gault was one of eight masked readers whose identity was revealed during the assembly at the school on Feb. 27. The assembly and events leading up to it were part of a collaboration between Montana State University and two local elementary schools – Emily Dickinson and Hawthorne – known as the Masked Reader. Those events, organized by MSU health enhancement students enrolled in an elementary methods class and health enhancement teachers at the two elementary schools, were part of an effort to promote literacy and build community, according to Karie Orendorff, associate professor in the MSU Department of Food Systems, Nutrition and Kinesiology, who started the event in 2024.

“As a (health enhancement) teacher, you’re expected to do more at a school than just teach,” Orendorff said. “As a (health enhancement) teacher, you have the ability to affect the entire culture of the school. That’s why we do this.”

In the week leading up to assemblies at Emily Dickinson and Hawthorne, the elementary school students were shown videos where the readers – wearing masks and with their voices disguised – provided a few clues that could help the school’s students identify them. (Clues from one Hawthorne reader were that their favorite food is chicken enchiladas and their favorite Olympic sport is downhill skiing. Another Hawthorne Masked Reader said their favorite weather is the rain and they have a dog with very short legs.) Then, each Masked Reader read a children’s book aloud. Hawthorne and Emily Dickinson students then made their guesses about the identity of each reader.

MSU health enhancement students worked with the participating teachers, administrators and staff members at the two schools to create the videos. They also prepared and delivered movement lessons to students at each of the schools before the assemblies. Approximately 10 MSU undergraduate students participated in the event at Emily Dickinson, while approximately 22 participated in the event at Hawthorne, which was held on March 6. It was Hawthorne’s third annual event, and Emily Dickinson’s second.

“Movement and literacy go hand in hand,” Orendorff said of the decision to pair classroom lessons with the literacy-focused assemblies. “Kids remember a lot more when they’re moving. If they’re learning a concept, it helps to put movement to it. There is research galore on how movement helps fire all neurons in your brain to help you remember things.”

MSU students Ellen Olson and Madylan Osler delivered one of those movement lessons to third grade and first grade students at Emily Dickinson, encouraging the kids to get up and move around by leading rhythm games performed with pieces of foam pool noodles.

Osler noted the lesson provided her with valuable classroom management experience.
“It’s really helpful to be in a classroom and to be interacting with the kids,” Osler said. “I’ve learned a lot from this.”

Olson, who is studying health enhancement K-12, said working with the students validated her academic pursuits.

“It makes me excited,” she said. “Every time I’m in the classroom and interacting with the kids, I love it. It makes me glad I picked this for my major.”

Emily Dickinson’s principal, Chanell Brown, said the school loves the Masked Reader.
“I love the camaraderie that the Masked Reader brings, along with all the communication students and classrooms are participating in,” Brown said. “Jules Harris, one of our health enhancement teachers, brought the idea to me, and I thought that it sounded so fun. Last year was our first year doing it, and it will now become a yearly tradition.”

For her part, Orendorff values the collaboration because it serves local schools. For the MSU students, it’s also an opportunity to experience how to build culture in a school setting.
“A benefit (for the MSU students) is they get to see kids’ reactions, from start to finish,” she said. “It really is a positive thing.”

Plus, she added, the event enables MSU undergraduates to see the practical side of teaching.
“This is not about a lecture and learning theory; it’s about putting theory into action, with real kids,” she said.

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Thursday, Mar. 12th, 2026

Community Survey to Capture Opinions on Downtown Bozeman Parking

BOZEMAN — The Downtown Bozeman Urban Renewal District (DURD), in partnership with the City of Bozeman, is conducting an online community survey to better understand perspectives about parking in Downtown Bozeman.

The survey responses will be used to build out the vision, mission, core values, and strategy for parking in Downtown Bozeman as well as inform an outreach and education campaign.

Everyone is invited to participate in the survey including anyone who visits downtown, customers, neighborhood residents, downtown area employees, downtown business owners, merchants, downtown property owners, anyone who makes deliveries or pickups, or anyone else who wants to share their opinions about the Downtown Bozeman parking experience. All survey responses will be kept confidential and will not be directly attributed to individual respondents.

The survey will remain open until Monday, March 30, 2026. Everyone who completes the survey will have the option to enter a random drawing for one of five Downtown Bozeman gift packages. Each package will include $100 in Downtown Dollars (a gift certificate redeemable in Downtown Bozeman) and a free 8-hour parking pass at the Bridger Parking Garage (a $6 value).

The survey can be found online: https://www.surveymonkey.com/r/COB2026.

“As we plan for the future, we want to learn what people have to say about parking in Downtown Bozeman,” explains Ellie Staley, Executive Director, Downtown Bozeman Urban Renewal District (DURD).

“The City is interested in understanding as many perspectives as possible, and we’re looking forward to hearing more about the survey results,” notes Cola Rowley, Assistant City Manager, City of Bozeman.


The City of Bozeman is responsible for providing, maintaining, and managing parking in Downtown Bozeman including the Bridger Parking Garage, the surface lots, and the on-street parking. The City of Bozeman also offers an occupancy dashboard on its website, capturing data to better understand parking trends in Downtown Bozeman.

The Downtown Bozeman Urban Renewal District (DURD)’s mission is to foster an economically thriving district that: attracts investment; stabilizes and strengthens the tax base; and supports the vitality and diversity of the Gallatin Valley as its social and cultural center. The DURD is the major funding source for the Bridger Parking Garage, which opened in Downtown Bozeman in April 2009.

“As we look ahead, we want to hear directly from the community about parking in Downtown Bozeman and use that feedback to guide our decisions. We remain committed to keeping our downtown vibrant and accessible for residents, employees, and visitors alike,” states Staley.

About the Downtown Bozeman Urban Renewal District (DURD)
The Downtown Bozeman Urban Renewal District (DURD) was created to fund the implementation of the 1995 Downtown Bozeman Urban Renewal Plan. The DURD board is appointed by the Mayor of Bozeman with City Commission consent. As mandated by the Montana Code, the DURD invests in infrastructure projects that add long-term value to the district, including the Bridger Parking Garage.

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Montana State helps create tailored resources for emergency medical services


BOZEMAN
— According to federal government analysis, Montana and many other U.S. states have faced funding and staffing challenges for emergency medical services for decades. In rural areas, EMS services are often run entirely by volunteers, who spend their free time driving countless miles responding to calls. However, scores of dedicated volunteers are nearing retirement age as the population increases in the areas they serve, meaning that demand for EMS is only growing.  

The firestorm of challenges facing EMS workers is not easy to solve. But in partnership with the state Department of Public Health and Human Services, Montana State University has rolled out resources to help bolster the state’s EMS landscape. 

Housed in MSU’s Mark and Robyn Jones College of Nursing, the Montana Office of Rural Health and Area Health Education Center (MORH/AHEC) has been a leader in creating and disseminating online trainings for Montana’s rural EMS leaders. Now, a recent project, called the “Montana Frontier EMS Leadership Academy,” is creating rural-specific courses for interested EMS workers focused on topics such as recruitment, retention and mentorship. 
A federal award from the Health Resources and Services Administration in 2024 is funding the project for five years, with $250,000 allocated per year. Project leaders hope that after this initial funding, they can secure additional dollars to further distribute the resources. 
EMS leaders from six towns are participating: Lewistown, Ennis, Fort Benton, Hamilton, Glendive and Thompson Falls. The leaders receive a small stipend for participating.  

“Our work seeks to address a critical staffing shortage of emergency medical services, which is a challenge across the U.S. but is felt acutely in rural and frontier areas,” said Kailyn Mock, director of MORH/AHEC at MSU. Frontier areas are the most remote and sparsely populated type of rural area. “Unfortunately, many EMS services are just one or two EMT retirements away from being unable to respond to 911 calls. It is imperative to help our current EMS leaders recruit the next generation of people who are going to pick up the phone and come help in an emergency event.” 

The training topics are borne of requests from the participating sites. The modules are online and structured so that emergency care providers can easily take them at their own pace. Nearly 20 people have completed the training so far, Mock said.  

DPHHS also coordinates a monthly discussion call for the participating sites. Those have been fruitful opportunities for EMS leaders to discuss everything from their preferred billing software to how they use social media to recruit new volunteers, she said. 

“Emergency medical services in Montana face many challenges, from a dwindling workforce for both volunteer and career agencies, increasing emergency call volume, and increasing public expectations, to name a few,” said Shari Graham, EMS system manager for Montana DPHHS. “The Montana Frontier EMS Leadership academy addresses these and many other challenges and serves as a critical resource for the development of current and future EMS leaders.”  

Mary Jo Gehnert, director of the Glendive Ambulance Service, has engaged in several of the leadership trainings. At 64 years old, she has been an emergency medical technician for nearly 28 years.  

The Glendive Ambulance Service is run by a group of about 20 volunteers. Last year, the team responded to 830 calls in Dawson County. 

One of the main challenges Gehnert faces is motivating volunteers and preventing burnout, she said. When a call comes in, she contacts her network of volunteers to respond. But sometimes volunteers will turn down a call, and there’s not much she can do. 

One training session helped Gehnert identify her leadership style and taught her to communicate more effectively with volunteers when her approach isn’t effective. She learned it’s critical to motivate people by reminding them they are part of a larger team, but the approach to those conversations may change from person to person.  

Gehnert also appreciated the training on using digital tools and social media. After completing it, she created a social media page for the Glendive Ambulance Service that another volunteer is helping to run. They post spotlights on each volunteer, which has been both a fun way to recognize people and also connect with the community they serve.  

Overall, the trainings have been a great resource, Gehnert said, because the modules are interesting, specific to EMS in Montana, and they don’t take too much time.  

Another training participant is James McBirnie, the 50-year-old director of Madison Valley Emergency Medical Services. The Madison-area EMS differs from Glendive, because the ambulance service began partnering with the Madison Valley Medical Center in Ennis in 2021. Prior to that, the service was run by volunteers, but it became difficult to maintain an acceptable response time due to the county’s growing population, which led to increased call volume and sometimes traffic.  

Now that the ambulance service is part of the hospital, the EMS staff is paid. But there are only three responders per shift, plus one person on call, and they still share the other challenges facing volunteer-run EMS entities. One example is the sheer size of the service area: McBirnie noted that because Madison County is so geographically large, responders sometimes have to drive 45 minutes to reach a caller.  

In addition to the state’s expansive geography, another challenge, especially in southwest Montana, is finding affordable housing for employees. Several of McBirnie’s employees live hours from Ennis and commute for their shifts.  

Sometimes, people understandably leave for higher-paying jobs, McBirnie said. One thing he has taken away from the trainings so far is the importance of mentorship and helping his employees grow professionally, cultivating a place where they want to stay. For him, that includes conducting one-on-one evaluations and working with employees to establish specific goals to build up their skills.  

McBirnie said he hopes the state allocates more funding for both the EMS Leadership Academy and county EMS offices in the future.  

“It can feel like an uphill battle,” McBirnie said of EMS work. “The need for emergency services in Montana is only growing, and investing in the development of our future EMS leaders is how we will meet that demand.”  

More information about the trainings is available at healthinfo.montana.edu/ems/leadership.html.  

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Wednesday, Mar. 11th, 2026

Montana New Roof Cost: What Homeowners Need to Know in 2026


Roofing projects vary widely in price depending on materials, roof size, complexity, and local labor rates. 

In Montana, changing weather patterns, snow load requirements, and geographical factors also influence the cost of a new roof.

This guide breaks down typical Montana roof-replacement costs, helps you estimate how much it will cost to replace a roof in different scenarios, and explains the key elements that drive pricing in the state.

Average Montana Roof Replacement Cost in 2026

Roof replacement prices in Montana vary significantly depending on roofing material and roof size. 

According to recent research from a roofing company in Kalispell, MT, the average cost to replace a roof in Montana, especially for an asphalt-shingle roof, is around $16,000–$17,000 for a mid‑sized residential home.

This figure shows common roofing materials, typical roof pitches, and pricing trends based on local roofing cost data.

Cost Breakdown by Roofing Material

The type of roofing material you choose has one of the biggest impacts on the cost of a Montana roof replacement. 

Here’s a look at common options and how they influence price:

Asphalt Shingles
Asphalt remains the most popular choice in Montana due to its affordability and good performance in various weather conditions.

Costs generally run about $4.50–$7.00 per square foot installed, which results in a total replacement cost of roughly $6,300–$20,700 for many homes.

Metal Roofing
Metal roofs are increasingly popular in Montana because they shed snow well and can last 40–70 years. 

While more expensive upfront, they often provide long‑term value. Metal roof installation typically ranges from about $8.96 per square foot to much higher, depending on the profile and finish.

Wood Shake and Premium Materials
Wood shakes and premium materials like clay or slate are on the higher end of the cost spectrum, often ranging from $9.73 to over $14 per square foot due to both material and installation complexity.

How Roof Size Impacts Total Cost

Roof size is a major cost driver because material and labor scale with surface area. Simple estimates break down roughly like this for typical home sizes in Montana:

• 1,000 sq. ft. roof: Around $6,000–$10,000
• 1,500 sq. ft. roof: Around $8,000–$13,000
• 2,000 sq. ft. roof: Around $10,000–$17,000
• 2,500 sq. ft. roof: Around $12,000–$22,000

These ranges vary widely based on material, complexity, roof pitch, and regional pricing differences.

Other Costs That Affect Montana Roof Replacement

Beyond basic materials and labor, several other factors can increase the total price when determining how much to replace a roof:

Tear‑Off and Disposal
Removing an existing roof adds time and disposal fees. Old shingles may need to be dumped at designated facilities, which can incur additional labor and tipping fees.

Underlayment and Deck Repairs
If the roof decking beneath the shingles is damaged, replacing those wood boards adds both material and labor cost, yet is necessary for proper, long‑lasting roofing.

Permits and Inspections
Some cities and counties in Montana require a permit for a full roof replacement, with permit fees ranging from modest to higher inspection costs, depending on local building codes.

Climate and Accessibility
Montana’s cold winters and heavy snowfall can require installation practices or materials suited to colder climates, which may slightly increase the price compared to more temperate regions.

Material vs. Installation: Which Costs More?

While roofing materials are a big piece of the puzzle, labor and installation time often make up a large chunk of the final price. 

Steeper roofs, complex designs, or hard‑to‑access roofs cost more to install because they require extra safety measures and time.

Planning your project during favorable weather months (spring through early fall) can sometimes reduce rates compared to peak winter conditions in Montana when snow and cold may slow work.

Understanding Cost per Square Foot

A common way roofing professionals discuss prices is by cost per “square” (a roofing square equals 100 square feet):

• Asphalt Shingle Roof: Typically between $159 and $260 per square, installed in Montana.
• Metal Roofing: Often runs higher, reflecting material costs and installation requirements.

This per-square-foot measurement helps homeowners estimate their total by multiplying it by the number of squares on their roof.

Planning Your Budget Wisely

Knowing Montana roof replacement costs in advance helps homeowners budget effectively and compare multiple estimates. 

Many materials last for decades with proper installation and maintenance, so considering long‑term value, not just upfront cost, can influence decisions.

If you’re trying to estimate costs for your specific property, tools like roof calculators can provide customized figures based on roof size and chosen materials. 

Additionally, discussing your plans with a local roofing contractor early can clarify regional material availability and labor conditions.

Conclusion

Understanding the cost of a new roof in Montana involves more than a single number—it requires evaluating material choices, roof size, local prices, and the specific characteristics of your home’s roof. 

On average, a full roof replacement in Montana in 2026 can range from roughly $6,000 to $22,000+ for typical residential homes, with variations based on material and complexity.

Roofing is one of the most important systems on your home, and investing time in understanding pricing and scope will help ensure your project meets expectations.

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Tuesday, Mar. 10th, 2026

Montana State University Extension specialist discusses soil fertilization after warm, dry winter

BOZEMAN —Montana State University Extension’s soil fertility specialist suggests considering how a warm, dry winter might affect farmers’ fertilizer decisions for the upcoming growing season.

According to Clain Jones, MSU Extension soil fertility specialist and a professor in the Department of Land Resources and Environmental Sciences, most of Montana is considered to be abnormally dry or in moderate drought. And, some places in northcentral Montana are in severe or extreme drought, according to the National Weather Service’s drought monitor. Most of the northern part of the state, east of the Continental Divide, has received less than 25% of normal precipitation from Jan. 1, 2026, to Mar. 2, 2026, according to drought.gov. Only a small portion of central Montana has received about normal precipitation. The Montana Climate Office reports temperatures were well above average across the state for most of the winter.
“In general, drier conditions will result in less soil nutrient release and availability, though warmer conditions might have counteracted this to some degree,” Jones said. “The question is how these conditions have affected soil nutrient levels and whether it’s worth re-sampling soil if it was sampled last fall.”

In general, phosphorus, potassium and sulfur levels aren’t expected to change much from last fall, as dry conditions have likely prevented leaching of sulfur and likely slowed any release of these three nutrients from soil organic matter and plant residue, Jones said.

Nitrogen could have a bigger change because it can increase or decrease substantially over winter, according to Jones’ research. Microbes can release substantial amounts of nitrate, the plant-available form of nitrogen, from soil organic matter and plant residue if the soil is warm and moist enough. Even though it has been warmer than normal, Jones said, soil temperatures at 2 to 4 inches are still generally below 40 degrees, which is a temperature where microbial activity is very low, likely minimizing nitrogen release. In addition, low rainfall in most areas has likely prevented nitrate leaching except on very shallow soils. Considering all factors, Jones predicts that spring nitrate levels won’t be substantially different than fall levels, and that re-testing soil this spring for those who sampled in the fall may not be necessary. 

Given relatively high nitrogen fertilizer costs, low commodity prices and below-average soil moisture, Jones suggests applying conservative nitrogen rates this spring. Nitrogen could be applied in-season if spring has average-to-above-average precipitation. In-season nitrogen application can be especially helpful at increasing wheat grain protein, but equipment, time or weather constraints often minimize its use.

A calculator on MSU Extension’s soil fertility website can be used to determine nitrogen rates that maximize profit. Overfertilizing nitrogen can lead to soil acidity problems, water contamination and reduced profit, so it is important to only apply what is necessary, Jones said. Because urea fertilizer can be lost to the air as ammonia, urea should either be applied 2 inches or more below the surface or surface-applied before a predicted large rain event of at least ½ inch.

Recent research by Jones and his colleagues on sulfur fertilizer has found that yellow mustard needs about 2.5 pounds of available sulfur per 100 pounds of grain, canola needs approximately 0.65 pounds of available sulfur per bushel, and wheat and pea need about 0.3 pounds of available sulfur per bushel. Available sulfur equals the amount of sulfur fertilizer plus the amount of plant-available soil sulfur in the top 2 feet of the soil, expressed in pounds per acre. Not all sulfur soil tests produce the same results, so individuals are invited to contact Jones with any questions on sulfur tests.

Minimal phosphorus and potassium fertilization is necessary if a soil test shows that soil phosphorus is above 16 parts per million or that potassium is above 250 parts per million. If phosphorus or potassium levels are below these thresholds, it is recommended that additions of these nutrients be made to the soil. 

Jones noted that fertilizer applied in the seed row can impact seedling emergence more when soils are dry, especially in coarse soils. He recommends contacting a crop adviser, MSU Extension agent or Jones himself to determine seed-safe fertilizer rates.

Jones said producers or crop advisers should scout crops early for signs of nutrient deficiencies, as rescue nutrient applications can be made if deficiencies are spotted early enough.

“Nitrogen deficiency is likely if the older leaves are uniformly light green or yellow. Sulfur deficiency symptoms are similar but show up on the newer leaves first,” Jones added.  
More detailed descriptions and pictures of nutrient deficiency symptoms are available at https://landresources.montana.edu/soilfertility/nutrientdeficiency.html.

Individuals can contact a crop adviser or local MSU Extension agent for help making fertilizer decisions. Questions about soil fertility can also be directed to Jones at clainj@montana.edu or 406-994-6076 or addressed by visiting the MSU Extension soil fertility website at landresources.montana.edu/soilfertility/.

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Maro Selected for Georgetown University’s Thrive Center Innovation Hub Fellowship

BOZEMAN — Maro is proud to announce that its senior leadership team, along with CEO Kenzie Davis, has been selected as 2026 Fellows of the Innovation Hub at the Thrive Center Georgetown University, a prestigious three-month fellowship designed to help visionary leaders scale impact in child and family mental and developmental health.

Maro exists because most young people wait more than a decade between their first signs of mental health struggle and their first moment of real help. Maro partners with schools and health plans to make sure that gap doesn't exist by delivering mental health screenings that identify students who are struggling early, and connecting them and their families to support before a hard season becomes a lasting crisis. Since its founding, Maro has reached more than 70,000 students nationwide.

Maro is honored to join Georgetown's research fellowship, and to contribute real-world data to the important work of whole-family health. The Innovation Hub Fellowship supports entrepreneurs and nonprofit leaders working to transform outcomes for children, families, and communities. Fellows participate in a three-month intensive program that includes dedicated coaching, expert advisors, tailored programming and a vibrant community of peers and sector leaders.

“I’m honored to be part of this incredible cohort of leaders who are reimagining how we support children and families,” said Davis. “Through the Thrive Center Innovation Hub, I look forward to deepening our work at Maro and expanding our impact through new partnerships and evidence-based innovation.”

The Thrive Center, based at Georgetown University, is a national leader in advancing research, practice, and innovation at the intersection of mental health, child development, and community well-being. The Innovation Hub connects promising changemakers with the tools, mentors, and networks necessary to accelerate their ideas from concept to implementation.

For more information about the Thrive Center Innovation Hub, visit https://thrivecenter.georgetown.edu/.

Reach Kenzie Davis at kenzie@meetmaro.com, or visit www.meetmaro.com.

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Monday, Mar. 9th, 2026

Portion of Gallatin River to close during Markley Bridge replacement

BIG SKY – A portion of the Gallatin River will close to boating starting next week while crews with the U.S. Forest Service begin work to replace Markley Bridge near Big Sky.

The closure will begin March 9 and could last through May 18. This closure will temporarily restrict boating on the Gallatin River from the Upper Deer Creek boat launch—located just above Markley Bridge—to the Portal Creek boat launch. Boaters will still be able to put in at the Portal Creek boat launch and float downstream.

Wade angling and other walk-in use will continue to be allowed, except in the immediate area of bridge construction.

The Montana Fish and Wildlife Commission approved the closure during their Feb. 12 meeting.

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Wednesday, Mar. 4th, 2026

Give Big Gallatin Valley Welcomes commonFont As New Headline Sponsor

Gallatin County, MT — One Valley Community Foundation announces commonFont as the new Headline Sponsor for Give Big Gallatin Valley, Montana’s largest 24-hour giving initiative. The partnership marks an exciting new chapter as Give Big continues to grow participation, deepen community connection, and strengthen support for nonprofits across Gallatin County.

Now in its 12th year, Give Big Gallatin Valley is a county-wide initiative hosted by One Valley Community Foundation that will bring together hundreds of nonprofits and thousands of donors for 24 hours of generosity, from 6pm April 30 to 6pm May 1. Since 2015, Give Big has raised more than $20.4 million for 489 nonprofits located in or serving Gallatin County.

commonFont is a Bozeman-headquartered consulting and technology firm that helps organizations elevate customer and employee experiences through strategic consulting, technology implementation, and AI-powered solutions. The company supports clients in turning insights into action that strengthens outcomes and human connection.

Since 2021, commonFont has participated as a Give Big business fundraiser, raising $39,500 and encouraging employee generosity through matching gifts. Its expanded role as Headline Sponsor reflects a continued investment in the nonprofits that serve Gallatin County every day.

The company’s name is inspired by a public fountain in an Italian piazza, a shared source of connection and renewal. In many ways, Give Big serves a similar role, providing essential fundraising infrastructure while creating collective momentum for local nonprofits.

“As the host of Give Big Gallatin Valley, One Valley Community Foundation is committed to stewarding this initiative in a way that builds trust, collaboration, and long-term impact,” said Bridget Wilkinson, President & CEO of One Valley Community Foundation. “Welcoming commonFont as our new Headline Sponsor is an exciting opportunity to expand the partnership around Give Big. They bring a strong culture of giving, meaningful support for their employees’ charitable efforts, and a deep connection to this community. Together, we look forward to building on Give Big’s growth and making this year the strongest yet.”

“At commonFont, one of our core values is to ‘Be the Fountain’—to serve generously and uplift others to build stronger human connections. Supporting Give Big Gallatin Valley as Headline Sponsor is an expression of that commitment,” said Abby Schlatter, CEO and Co-Founder of commonFont. “We are honored to partner with One Valley Community Foundation to turn individual acts of generosity into generative, county-wide impact that amplifies the incredible work of our local nonprofits.”

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Nonprofits can register for Give Big Gallatin Valley through March 13 at givebiggv.org. This year’s initiative aims to engage 7,000 donors and continue strengthening the culture of generosity across Gallatin County.

About Give Big Gallatin Valley

Give Big Gallatin Valley is a 24-hour annual giving initiative coordinated by One Valley Community Foundation that connects donors with local nonprofits to amplify impact and support community wellbeing. Since 2015, Give Big has raised more than $20.4 million for hundreds of nonprofit causes, fostering a shared tradition of generosity across Gallatin County.

About commonFont

commonFont partners with the world’s most strategic and innovative companies to elevate customer and employee experiences. Through strategic consulting, technology implementation and services, and AI-powered solutions, we help enterprises listen to customers and employees, analyze what’s working (and what isn’t), and transform insights into clear, coordinated action that improves experiences and business outcomes. commonFont is headquartered in Bozeman, Montana, with a second office based in Providence, Rhode Island.

About One Valley Community Foundation

One Valley Community Foundation connects people who care to the causes that matter to ensure all can thrive in Gallatin County. As the county’s community foundation, One Valley supports nonprofits through training, resources, and peer learning opportunities, and helps donors give back through donor advised funds and other accessible charitable tools. The community foundation leads initiatives like Give Big Gallatin Valley and convenes partners to address complex challenges, including collaborative work around housing. Through stewardship, connection, and local insight, One Valley champions a strong and vibrant community today and for generations to come.

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How to watch: Bobcat basketball teams kick off conference tournament in Boise

BOZEMAN – As the regular season winds to a close, Montana State University’s men’s and women’s basketball teams will travel to Boise, Idaho, this weekend for the start of the 10-team Big Sky Conference tournament.

Both Bobcat teams are seeded No. 2 leading into the tournament, earning a first-round bye. They will play their first games on Sunday, March 8. The women will play at 2:30 p.m. against the winner of Saturday's game between No. 7 Northern Arizona and No. 8 Montana. The Bobcat men will play Sunday at 8 p.m. against the winner of Saturday's game between No. 7 Idaho and No. 8 Sacramento State.

Affectionately known as “Starch Madness,” the conference tournament will once again be held in Boise’s Idaho Central Arena. Single game and full-tournament tickets can be purchased on the tournament website, starchmadness.com. Complete men’s and women’s brackets can also be found online.

For the Big Sky Conference, only the tournament champion earns an automatic bid to the NCAA Tournament. Every year since 2022, one or both MSU teams have earned those spots, with the men’s team advancing to the national tournament three consecutive times from 2022 to 2024 and the women claiming the conference crown in 2022 and 2025.

All 20 games in the Big Sky Conference tournament will be available to stream on ESPN+, which requires a subscription. Select games will also be broadcast nationally via ESPNU and ESPN2. 
Updates
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Tuesday, Mar. 3rd, 2026

Premium Kava Drink By Mitra9—Driven By Accountability And Excellence

Leadership credibility defines how a brand is perceived in a competitive marketplace, and that distinction becomes clear when discussing premium kava drink standards. Mitra9 positions itself at the forefront through disciplined accountability frameworks and an uncompromising commitment to excellence across every operational tier. Executive oversight is structured around measurable objectives, documented governance systems, and clearly articulated corporate priorities that guide long-term advancement. This unwavering dedication to professional rigor strengthens its authority within the premium kava drink landscape, presenting a brand defined by responsibility, institutional strength, and a sustained pursuit of organizational distinction.

 Mitra9—Driven By Accountability And Excellence For Premium Kava Drink
 
Clearly defined corporate accountability hierarchies
Organizational strength within the premium kava drink sector is shaped by clarity in leadership structure and disciplined chains of responsibility. Mitra9 reinforces its standing through clearly defined corporate accountability hierarchies that establish precise authority lines across every level of management.

 
Each executive role operates within documented parameters supported by structured oversight mechanisms and measurable performance expectations. This deliberate framework ensures that strategic initiatives move forward with alignment, consistency, and institutional control. Decision-making flows through established channels, reducing ambiguity while strengthening operational cohesion throughout the enterprise.
 
Documented strategic oversight procedures
Sustained leadership in the premium kava drink market is reinforced by systems that prioritize precision and control at every operational stage. Mitra9 strengthens its authority through documented strategic oversight procedures that formalize evaluation, planning, and executive review across the organization.

Clearly codified review cycles, structured approval workflows, and defined supervisory checkpoints ensure that initiatives align with long-term corporate direction. By embedding formal oversight mechanisms into its corporate foundation, the brand solidifies its reputation within the premium kava drink landscape as a brand defined by organized control, deliberate leadership execution, and unwavering dedication to operational excellence.

Precision-based executive decision pathways
Clarity at the executive level defines how authority is maintained within the premium kava drink sector. Mitra9 reinforces its leadership standing through precision-based executive decision pathways that eliminate uncertainty and strengthen strategic alignment across the organization. Clearly mapped approval structures, documented escalation routes, and structured deliberation protocols ensure that every major initiative advances with purpose and accountability.

By embedding exacting decision architecture into its corporate model, the brand elevates its credibility in the premium kava drink landscape, presenting a brand shaped by disciplined judgment, structured authority, and a resolute commitment to operational distinction.
 
Enterprise-wide transparency initiatives
Institutional credibility within the premium kava drink landscape is strengthened by openness that extends across every operational layer. Mitra9 advances its leadership presence through enterprise-wide transparency initiatives designed to foster clarity, trust, and structured communication throughout the organization. This culture of visibility reduces ambiguity, enhances collaboration, and supports disciplined governance practices across all divisions.

By embedding transparency into its corporate foundation, the brand elevates its standing in the premium kava drink sector as a brand defined by openness, coordinated oversight, and an unwavering dedication to professional excellence.
 
Structured risk assessment frameworks
Resilient leadership in the premium kava drink sector is reinforced by proactive systems that anticipate challenges before they impact performance. Mitra9 strengthens its organizational foundation through structured risk assessment frameworks that precisely evaluate potential variables with strategic foresight.

Comprehensive review protocols, scenario planning models, and documented mitigation pathways guide executive planning while preserving operational stability. By embedding calculated risk evaluation into its governance architecture, the brand elevates its authority within the premium kava drink landscape, presenting a brand defined by strategic vigilance, structured oversight, and an enduring commitment to excellence.

Leadership performance tracking matrices
Enduring authority within the premium kava drink space is strengthened by executive evaluation systems grounded in measurable criteria. Mitra9 reinforces its leadership position through performance-tracking matrices that assess strategic impact, operational efficiency, and long-term progress across senior management tiers.

Leadership operates with clarity under quantifiable standards that reinforce consistency and institutional focus. By embedding comprehensive evaluation tools into its corporate framework, the brand elevates its standing in the premium kava drink market, positioning the brand as defined by precision, accountability, and an unwavering commitment to excellence.

Integrated compliance monitoring systems
Operational integrity within the premium kava drink industry is reinforced by systems that continuously safeguard standards across every division. Mitra9 strengthens its leadership foundation through integrated compliance monitoring systems designed to maintain alignment with documented policies and corporate objectives.

This synchronized supervision enhances transparency, supports disciplined governance, and reinforces accountability at every organizational tier. By embedding a comprehensive monitoring architecture into its corporate structure, the brand elevates its authority in the premium kava drink landscape, presenting a brand defined by vigilance, structured oversight, and enduring professional excellence.

Vision-centered corporate planning cycles
Long-range credibility in the premium kava drink market is shaped by structured planning anchored in clearly articulated ambitions. Mitra9 advances its leadership stature through vision-centered corporate planning cycles that connect executive foresight with disciplined execution. Strategic roadmaps are developed through coordinated leadership summits, performance forecasting models, and defined milestone frameworks that guide organizational progress across multiple horizons.

By embedding future-oriented planning architecture into its institutional foundation, the brand elevates its authority within the premium kava drink landscape, presenting a brand characterized by deliberate direction, cohesive governance, and an unwavering commitment to excellence.
 
Internal audit and governance controls
Sustained authority within the premium kava drink landscape is reinforced by disciplined oversight mechanisms that safeguard institutional integrity. Mitra9 strengthens its corporate foundation through rigorous internal audit and governance controls designed to maintain alignment with established standards and strategic objectives.
 
Structured review committees, documented inspection protocols, and scheduled evaluation cycles create a systematic environment where accountability remains continuous rather than reactive. By embedding robust governance architecture into its enterprise structure, the brand elevates its standing in the premium kava drink sector, presenting a brand defined by vigilant oversight, principled management, and unwavering professional excellence.

Wrapping Up
Sustained distinction in the premium kava drink market is achieved through leadership that prioritizes structure, measurable responsibility, and disciplined corporate governance. Mitra9 exemplifies this approach by embedding accountability into every executive layer while maintaining a steadfast commitment to organizational excellence. Strategic direction is guided by documented oversight systems, integrated evaluation models, and cohesive planning frameworks that reinforce long-term stability. Within the evolving premium kava drink space, the brand stands as a brand defined by principled leadership, structured oversight, and an unwavering dedication to professional distinction, continually setting a higher benchmark for excellence.

 
About The Author
Palmina Thomson is a senior brand communications strategist and digital growth architect with over two decades of experience leading editorial innovation across specialized consumer industries. Her work spans strategic content governance, search visibility engineering, and compliance-aligned messaging designed to strengthen brand credibility in complex regulatory environments. Recognized for her precision-driven methodology and structured planning expertise, she helps organizations refine positioning, elevate institutional trust, and maintain competitive relevance through disciplined, data-informed content strategies.

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