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HomeMy WebLinkAbout2004-06-11 Minutes, City Commission Spec Kukulski Interview MINUTES OF THE SPECIAL MEETING OF THE CITY COMMISSION BOZEMAN, MONTANA June 11, 2004 ***************************** The Commission ofthe City of Bozeman met in special session in the Commission Room, Municipal Building, on Friday, June 11,2004, at 2:00 p.m. Present were Mayor Andrew Cetraro, Commissioner Jeff Krauss, Commissioner Marcia Youngman, Commissioner Steve Kirchhoff, Commissioner Lee Hietala and Clerk of the Commission Robin Sullivan. Sianina of Notice of Special Meeting Each of the Commissioners, in turn, signed the Notice of Special Meeting. City Manaaer candidate interview - Chris Kukulski Mayor Cetraro noted that citizen input forms have been available, and asked that they be returned to the Clerk of the Commission by noon on Monday so the Commissioners can take that input into consideration as they proceed to the next step in the selection process. Mayor Cetraro noted that the questions were made available to the applicants approximately twenty- four hours prior to the interviews. Following are a listing of the interview questions and the candidate responses to each. 1. What did you do to prepare forthis interview? Based on that preparation, what do you believe to be the principal challenges facing Bozeman during the next 5 years, and into the long term? Mr. Chris Kukulski noted that, on Christmas Eve, he received a call from former City Manager Clark Johnson announcing that he was leaving. In preparation for this interview, he talked to roughly 18 individuals from the community, both on the phone and in person, including the Commissioners, former Commissioners, and representatives from the County, the Chamber and local businesses. Also, he reviewed the Bozeman Daily Chronicle on a daily basis to keep abreast of current issues. He also reviewed the capital improvement program and last year's budget for the City of Bozeman, noting he likes the format so well that he used it for the City of Kalispell's budget. Mr. Kukulski noted the City faces several challenges, including the balancing of quantity of growth with quality, strengthening perspective to ensure Bozeman remains unique and doesn't become "Anywhere USA", creating partnerships, maintaining a healthy downtown, and taking the next step on enacting a charter in conjunction with self-government powers. He cautioned that Bozeman must be careful not to encounter a situation similar to the Evergreen area, which has 6,000 residents and a $200 million value at the edge of Kalispell. He noted that Bozeman and MSU have the best relationship he has seen between a community and a university and one challenge is to strengthen that relationship as well as develop and strengthen relationships with other entities. He identified the downtown area as one of Bozeman's strengths, noting it serves as the center of the community and steps must be taken to ensure that it remains so as the community evolves and changes. 2. What are your career goals and how will serving in this position fit into achieving them? Mr. Kukulski responded his own personal mission is to excel as a City Manager, focused on providing quality services in a world class community. He noted that, when he moved from Michigan to Montana, a colleague's comment was "Bozeman, what a great community". He has been in Montana since 06-11-04 Special ----- - 2 - 1999 and has watched this community from several hundred miles away, admiring what has been going on. He feels that what is occurring in Bozeman fits very well with his career goals, providing challenges and an opportunity to advance. Also, he feels that MSU provides an opportunity for him to strive toward his goal of developing a strong economy in a first-class, high-quality city. 3. What have you done to stay on top of the issues in the management (or: public service, or: public administration) field? Has that work impacted your approach to your profession? How? Mr. Chris Kukulski stated his education and experience have provided him a skill set. He has honed his economic development background, consulted with colleagues inside his profession and with business leaders in the community, implemented a team leadership program in collaboration with surrounding communities, and is pursuing an inaugural Leadership Montana program to begin this fall. In addition, he reads the traditional books, magazines and articles. Responding to Commissioner Krauss, Mr. Kukulski noted former City Manager Clark Johnson's success is proof that people from outside the City Manager profession can be successful. He stated, however, his background in working with elected officials and how the commission/manager form of government works is an important factor to consider. He noted that the Manager's every decision is subject to public scrutiny, which is the way it should be; and those who have not been in the field have often found that to be daunting. Further, he noted that he has eleven years of experience dealing with roads, water and sewer, transportation issues, the need for public process and public involvement in many different facets of the government operations. He stated these experiences will allow him to hit the ground running and, hopefully, he won't repeat the mistakes he's made over the past eleven years. 4. What is the toughest group you had to gain cooperation from? How did you do it? Mr. Kukulski responded by identifying the Flathead Business and Industry Association, a group of conservative business owners who broke off from the Chamber of Commerce because they felt that organization was not conservative enough. He stressed that one cannot be afraid to develop relationships with those folks. In this case, while the group does not feel it appropriate for the City to be a member, they have allowed him to attend their meetings. He also gets on their agenda from time to time to communicate on items where he feels their stance may be important. He noted that, as a result of his efforts, the group signed letters supporting local option taxes and has found them supportive of the Highway 93 bypass route. While he was unable to win them over on the issue of a charter, he was able to convince them to remain neutral on that issue. 5. Give us an example of how you have been successful at empowering a group of people to accomplish a difficult task. Mr. Kukulski stated that in Kalispell he has empowered his employees to their work, noting it is physically impossible for one person to successfully get things done. In 2001, the City of Kalispell began a facilities plan for water, sewer, wastewater treatment plant and other infrastructure needs. The staff from various departments has been actively involved in that project, which identified existing infrastructure, how it needs to be upgraded, maintained or replaced, and how to handle the next 15,000 people. The group also completed an analysis of rates and system development charges and then carried both documents to the City Council for adoption. His role was to go to the homebuilders, Chamber and Rotary Club to communicate the plans and show how they ensure the appropriate people are paying for the infrastructure. 6. Describe a high morale work group you have been associated with. Who was responsible for providing the motivation? How did they (you) do it? Mr. Kukulski indicated that the employees in both Kalispell and Jonesville are high morale working groups. He noted this is accomplished through leadership with integrity and leading by example. He does not ask people to do what he wouldn't, and he ensures they have the tools and support with which to do their jobs. He also seeks their advice when making decisions. He noted that when he arrived in Kalispell, 06-11-04 Special ......_.__.u.._ - 3 - the City was pretty dysfunctional internally and possibly externally. The City Manager had been asked to resign, and the Police Chief and others had resigned. He stated that the employees are now not afraid to work with each other or to ask advice, layout their weaknesses and take steps to improve. 7. At times, a situation comes up where we can really 'make our mark' as leaders in an organization. Please tell us about such a time for you. What were the factors that led to that success? Mr. Kukulski stressed the importance of remaining true to one's core values and principles. He noted that a wonderful mentor early on in his career explained that at some time, an employee, employer, citizen or developer would ask him to do something he knows is immoral, unethical or illegal and that, if he wished to remain in this field he would need to remain true to his core values. He also noted that he is interested in taking a community to the next level. He stated that in Jonesville, under his tenure, infrastructure needs that had been ignored for years were addressed; in Kalispell, it was a turnaround in morale in the organization and the community. He noted that the growth rate in the Flathead Valley has been similar to that in the Gallatin Valley; however, almost all of that growth was occurring in the county. He has made great efforts to change that trend, and now the growth rate inside and outside the city is nearly even. 8.a. What would you say are the most important attributes a candidate should bring to this position and why? Mr. Kukulski identified integrity as the most important attribute, both in his position and the elected positions. He noted there will be times when he needs to make decisions that do not appear to be right to the majority; however, he noted that leadership means making decisions that are not perceived as the most popular. He noted that strong communication skills are also essential, with the first step being to listen and develop an understanding of what the community wants, needs and desires. Also, after obtaining information from various sources, evaluating that information and then making a decision, it is essential that the City Manager be able to communicate that decision and the reasons for it. He stressed that local government is political and, while the City Manager is not a political position, it is important for that person to have the skills and understanding of how the political process works and how communities evolve and change. He concluded by noting that, over the years, his skill in this area has improved substantially. b. Give me a specific example from your work or volunteer experience which demonstrates that you possesses each of these attributes. Mr. Kukulski cited the movement of development from outside the city to inside city limits as an example. He noted it took twelve to fifteen months to get the internal organization, including planners and engineers, to switch from the old habit of not wanting to annex until they knew exactly how the entire property would develop to encouraging the development community to annex raw land and then work with them to develop the property in a way that would benefit the community. He noted that WalMart and KMart had previously developed outside city limits, now that type of project is being encouraged within city limits. He suggested this kind of redirection has set the community up for a much better and brighter future without compromising its integrity. He stressed that they did not lower their standards to attract development; rather, they raised the standards; and the big box stores don't look the same as they do in the rest of the country, but reflect the flavor of Montana and a small western town. Commissioner Kirchhoff noted that the Bozeman 2020 Community Plan was adopted after two years of public input and provides a regulatory framework with specific requirements at which people sometimes bristle. He asked if, in his role as City Manager, the applicant feels his role is to protect the duly adopted growth policy and regulatory framework or not. Mr. Kukulski responded that the City Manager has an obligation and role in continuously communicating, listening and understanding as well as reading the sense of the community. He noted that the strong advocacies for traditional neighborhoods, builders and realtors won't always match; and he feels it is the City Manager's duty to listen and communicate professionally and then make the governing body aware of those positions as well as the perspective of the City's engineers and planners. He stressed the importance of avoiding a "whip saw effect" and ripping the community apart. He noted that the development community wants to know the rules and regulations and becomes frustrated when those rules and their 06-11-04 Special -- .....-...-- - 4 - applications become a constantly moving target. He noted that, even though they might not like the regulations, developers can work with them if they remain static. Responding to Commissioner Krauss, Mr. Kukulski indicated that, as a public servant, it is the City Manager's role to let an applicant know what appeal process is available, to humbly express advice and to identify what the governing body's response might be. He then described a situation that occurred last Monday night, where he had underestimated what the Council's infrastructure requirements might be. 9.a. Developing positive working relationships is critical for success. Give us an example of how you have developed such a relationship with a co~worker/supervisor or another firm, and how you used that relationship to get the job done. Mr. Kukulski cited his working relationship with the Police Chief and Police Department, noting he was on the job for 30 to 45 days when the department went on strike after working for two years without a contract and going through several slowdowns and work stoppages. Based on the legalities ofthe situation, he could not help them because the result would have been to take the last and best final offer off the table. The strike was settled in four days, and during that time he was able to build relationships with the department, as evidenced by the fact that he was then able to negotiate a three-year contract in one 18-hour day. He feels the City now has one of the best police departments; and in each of the last three years, the Officer of the Year has been from Kalispell. b. Now tell me about a time when you failed in a relationship with a co-worker/ supervisor or another firm. What did you learn from that failure? Mr. Kukulski identified a time when his integrity was challenged by an elected official. He found out about the challenge from the Department of Justice in Helena when he was there on a totally different subject. The next two weeks were extremely difficult, as everything he stood for was being challenged. After investigation, both the Department of Justice and the Flathead County Sheriff's Office filed reports there was nothing to substantiate the challenge. That was followed by a two-hour special session of the Council at which he addressed in detail the challenges. Following that session, he received a unanimous vote of confidence from the Council and a standing ovation from those in attendance. This situation taught him that every decision he makes is subject to public scrutiny, no matter how large or how small; and he must be prepared to answer for his actions and to communicate with others constantly. It also confirmed for him that taking the high road when confronted is critical. 10. Discuss a time when your integrity was challenged. How did you handle it? This question was addressed in the previous response. 11. Describe a situation in which you changed your mind after you publicly committed to a different position. Mr. Chris Kukulski stated that when he arrived in Kalispell, he had a strong feeling that Evergreen, a community with 5,000 residents and commercial development, needed to become a part of Kalispell. While he hasn't changed his perspective, he has had to change his position on how to possibly accomplish that in light of contractual arrangements for allowing connections to the sewer system and petitions that have been filed over the years. He noted that there is nothing wrong with admitting one was wrong at that time and that this is a different day. It is also important to not worry about who gets the credit, but to ensure that the job is done right. 12.a. In what types of situations do you think it is inappropriate for a manager to use democratic/participative techniques in making decisions? Mr. Kukulski stated that typically issues involving personnel are inappropriate for discussion, although he has found in his career that an open and team-oriented approach is best. He noted that at the present time, he has a team analyzing the salary study, but there are some decisions that he has had to make without seeking their input. 06-11-04 Special -. .-...-.".-.-.-------- - 5 - b. Describe a situation you determined you had to address without consultation with your trusted advisors. Mr. Kukulski noted that he had been in his current job for sixty to ninety days when he had a confrontational County Commissioner approach him about the east side bypass and why the City was not completely supporting that bypass and the funding for it. He stated this individual was belligerent, so he simply chose to listen, forward his perspective, and not retaliate. After that confrontation, he contacted all of his Council members, who almost unanimously agreed with his position that the bypass is not within city limits, will further feed growth outside city limits, and is not good policy. He concluded by noting that one cannot be afraid to go back if he or she finds out that the advisors feel the wrong stance was taken. 13. Describe a time in the past when you have explored new or innovative approaches as well as traditional ones when considering decisions about delivery of services. What factors did you consider, what did you decide, and why? Mr. Kukulski stated the City of Kalispell does not have the equipment or the staff to clean all streets within 48 hours after a snowstorm. After determining that it does not matter who does the work, the City began to use private contractors to clean outlying areas while the City takes responsibility for cleaning the downtown streets and contracts with private haulers to haul the snow out of town. He noted that snowstorms now give the City crews and private contractors the opportunity to shine and help to show the public that the City cares. 14. What types of decisions do you feel are beyond your authority in your present (most recent) job? What types of decisions do you feel are beyond the authority of the Bozeman City Manager? Mr. Kukulski noted that the City of Kalispell operates under the same State statutes as Bozeman does. He stated that in the late 1980s, the voters approved the council/manager form of government but not self-government powers. He believes a strong manager gives advice and professional perspective, but he does not make decisions on laws or policies. He stressed that the manager does not have the authority to deviate from the laws and policies established by the governing body. He expressed his interest in working in a community with self-government powers, noting he feels those powers provide opportunities not available in a general government powers community. 15. What values and experiences shape your thinking process? Give us an example of how these values helped you resolve a difficult issue. Mr. Kukulski stated that, as a Christian, he values relationships, people and a strong work ethic. He finds it is right for him to be a public servant, noting it is a role he enjoys. He was raised in a blue collar family, in a small town of 800 people in a rural farming area. His exposure to the hard working environment and to people not afraid to do anything to make money has helped shape his values. He has watched the inner cities of Detroit and Flint, near where he grew up, fall apart, dealing a devastating blow to those communities. He indicated that this has helped him shape his approach to the City Manager position, recognizing that a community will not always enjoy the great times. He recognized that the growth seen today will not continue forever, and stressed the importance of fostering and growing the economy in every possible way. He stressed that quality development, well planned out, is best for the economy and, if properly done, those two elements can feed each other. He concluded by citing the situation with Evergreen, drawing growth back into the city, and raising the bar on standards and quality of neighborhoods as examples of how his upbringing has proven useful in his work. 16. How would you react to the following situations? a. The Commission directs you to take an action or make a decision with which you personally disagree. Mr. Chris Kukulski stated that, if the direction is to do something immoral, unethical or illegal, he "won't go there." He indicated that he is not a hard line person and, when the Commission decision does not compromise one of his values, he will try to accomplish the goal or task set by the governing body. 06-11-04 Special _ __ __.._.___n._ - 6 - b. The Commission has made or is about to make a decision which, based on information you have received from your staff, would be, at best a questionable decision, and could even possibly be a bad decision. Mr. Kukulski stated it is his responsibility to make staff's position clear to the Commission; it is the Commission's prerogative to accept or reject that information. He noted that what the manager perceives as a bad decision mayor may not be; that decision is based on the collective knowledge and positions of the Commissioners. He stressed that this form of government is very well thought out, with a system of roles and responsibilities that must be respected. He voiced his hope that, if a decision is determined to be bad, everyone involved will learn from it and not repeat it. Responding to Commissioner Youngman, Mr. Kukulski stated that if a City Manager lets the governing body "go over the cliff" without communicating about the pitfalls, he is not doing his job. He indicated that he won't be silenced without feeling a professional obligation to express humbly and professionally what the administrative staff sees. 17. Bozeman has been experiencing a steady growth for a decade, and attitudes about how to handle the growth vary in the community and on the Commission. Describe the impacts of growth on a community and optimal city government strategies and leadership for addressing those impacts. Mr. Kukulski noted that growth impacts every aspect of local government, every level of service and, generally speaking, every resident. He cited an example given him by the Planning Director, noting that raising children, watching them grow and change every day is maybe equivalent to a 1-percent growth rate and is comfortable with surprises from time to time. Crank that situation up to 2 to 3-percent growth, and one would see the children graduating at 8 or 9 years old. This growth can cause one to question value systems because with that growth will come people who mayor may not have different value systems. Strategies to address the situation may include providing opportunities for public involvement in a sincere and respectful manner. Mr. Kukulski also stressed the importance of building relationships with traditional neighborhoods, downtown business people, the homebuilders' association and contractors. He noted the frustration that everyone feels in pUblic service is that one does not get enough folks involved formally. It is essential to accept the role of leader and to make the decisions that will still be the right ones in twenty years, even though they may not be supported by a majority of people at this time. He noted that some of those decisions may revolve around infrastructure and facilities planning to support growth. It is also important to evaluate rate structures and system development charges to make sure that everyone pays his or her own way. Mr. Kukulski concluded by noting that in the late 1990s, Kalispell as not developing as a quality community. He noted that developers found the City was a moving target and did not trust its decisions. He cautioned that culture encourages one to pay attention to today and possibly tomorrow; however, today's decisions will impact what the community looks like in 30, 50 and 75 years from now. 18. Please describe your experiences at and successes in legislative lobbying. Mr. Kukulski characterized the relationship between towns and the state in Michigan as a love/hate relationship. He then turned his attention to Montana, noting that the Kalispell City Council invited him to get involved with legislative issues, informing them of bills that may be positive or negative. As a result, he became involved in the Montana League of Cities and Towns and the legislative issues. He began hosting lunches and forums for legislators in the Flathead Valley and invited representatives from Whitefish and Columbia Falls to join him. This allowed him to develop relationships a year ahead and to inform legislators of issues at the City. He noted that the City of Kalispell is very supportive of local option taxes, especially after witnessing what the resort tax has done for the City of Whitefish; and he is disappointed that those lobbying efforts have not been successful in the last two sessions. He stated it is important to address issues on a regional basis, not as a single community. He wants to stay actively involved with the League and will spend time in Helena during the legislative session unless the Commission indicates it does not want him to do so; then he will monitor the session from here. 06-11-04 Special ---.--.-- - 7 - Mr. Kukulski turned his attention to the federal legislature, noting he has developed good relationships with both Senator Baucus and Senator Burns. He stated that, since the late 1940s, Kalispell has wrestled with the issue of a bypass, and it now has $6 million for that project. The project is also in line to receive $21 million in federal funding this year and hopefully $28 million next year to get the road built. He attributed the success in obtaining funding to the ability to pull a variety of groups together and get them to sign off on the same document instead of having the community polarized and fighting over the location of the bypass. Responding to questions from Commissioners, Mr. Kukulski stated that government closest to the people is the most effective and efficient. He noted that state and federal governments have an incredibly important role to play in society, and should provide broad parameters under which cities operate, letting them be creative in getting the job done. He concluded by citing the benefits that West Yellowstone, Red Lodge and Whitefish have reaped from the resort tax and noting that other cities should be given the same opportunity. 19. Describe your experience in the following areas: a. Transportation Issues. Mr. Kukulski stated that roads and transportation are important in every community; and funding is a key component in addressing those issues. He indicated that in both communities he has managed, a 50/50 sidewalk program has been implemented under the philosophy that sidewalks are part of the transportation system. He then noted that federal monies are available for a variety of transportation projects; in fact, Kalispell paid for $600,000 in sidewalk construction in an area where there were no sidewalks through a MACI grant. b. Waste Issues. Mr. Kukulski noted that in Kalispell, the landfill is a county landfill, and they don't have a transfer station. c. Long range forecasting and planning. Mr. Kukulski indicated he has had experience in developing and implementing facilities plans and growth policies. He also worked on joint master plans in Michigan, a visioning process for the community under which goals, objectives and timelines for a variety or organizations and groups were identified. d. Energy Issues. Mr. Kukulski stated that the City of Kalispell is not in the consortium because it is served by the Flathead Co-operative. His first experience with energy issues was in Marshall, which was one-fifth owner of a coal burning electric generation plant. The operation was managed cooperatively, with transmission under individual departments. He noted that electric services can double or triple the budget. He concluded by indicating that in Kalispell, he works with the Bonneville Power Administration, which provides grants to improve efficiency. e. Analyzing and evaluating the effectiveness of organizational operations, services, programs. Mr. Kukulski indicated he did a program that analyzes the organization up and down, identifying what is good, bad and indifferent about the effectiveness and efficiency of the Police Department. He noted the key is to make a commitment to improvement after such an analysis. He then indicated that customer surveys are also conducted on certain items and programs. f. Developing cooperative efforts with government units, public/private sector partnerships, privatization efforts, consolidation of services, and related issues. Mr. Kukulski noted that there was a Flathead Regional Development Office; now there's a tri-city planning office, with the planning staff serving the Cities of Kalispell, Whitefish and Columbia Falls. The Stream call center was created through a partnership that included the City, the County, the State, Flathead Electric Co-operative and CenturyTel. The community was devastated when Stream announced it was 06-11-04 Special - 8 - moving its operations to India; however, they replaced that company with TeleTech. He observed that economic development deals almost always require partnerships to ensure their success. He concluded by noting that privatizing the solid waste system has been considered as a more cost effective service for customers, but has not been implemented. g. Capital Improvement Programs. Mr. Kukulski noted two of the three Cities he has worked in have formal capital improvement programs, although he noted Bozeman has one of the best. He characterized a CIP as critical, noting it helps alleviate the potential of simply moving from crisis to crisis. He noted that fire trucks are not cheap, and neither is the installation of a water main or the construction of a wastewater treatment plant. He acknowledged that, with the taxation system in Montana, it is extremely difficult to fund improvements in the general fund. He concluded by noting that in Kalispell, the first CIP program has been implemented by funding depreciation for equipment. h. Overseeing big ticket operational projects while bringing capital projects in on or under budget. Mr. Kukulski stated he has created an accounting spreadsheet to keep on top of the costs of projects. He recognized that change orders "can drive you nuts" if one is not on top of the projects, and that a $2.2 million project may end up costing $2.8 or $3.1 million. He also noted it is important to make sure the project has a most effective and efficient set of plans. Commissioner Hietala asked Mr. Kukulski to discuss redevelopment of the downtown core area in Kalispell and the long-range goals for the community. Mr. Kukulski responded that efforts are being made to bring residents and housing downtown, possibly with a portion of it being senior housing. He noted that a couple first-class senior residential developments in the downtown could result in removing blight and replacing it with several hundred residents who could then walk to services. He indicated the next step may be to attract high end housing in the downtown, similar to what is occurring in Bozeman. He noted that on the national level, that has been identified as a component of a strong downtown; and there is a growing demand for this type of housing opportunity. He cited several similarities between Kalispell and Bozeman, including a four-lane state highway through downtown, and dreams and proposals for a performing arts center, a new library and housing in the downtown area. He stated that locating a performing arts center in the downtown provides the biggest spin-off effect to stores and restaurants and is economically beneficial for the community. He suggested that, in Kalispell, the bypass route may help to better identify the downtown as a destination location and make it safer to cross the streets on each side of Main Street. He concluded by stressing the importance of not assuming the communities will always be growing and prosperous. Responding to Commissioner Krauss, Mr. Kukulski stated that it is always important to be cognizant of where one is receiving feedback about an underperforming department or employee. He noted that if it is from the outside, the City Manager must identify if the issues are perceived or real. He stated that some of the analysis can be based on comparisons with other communities; however, he noted that the issue may sometimes arise as a result of the attitude with which the service is provided rather than the service itself. He noted that, first, it is important to provide the atmosphere that the manager is there to lead and guide the organization professionally and to obtain information about the tools needed and what might prevent one from working effectively and efficiently. He noted that, in some instances, the sheer volume is the issue, in other instances it may be the leadership, the resources or the culture developed. He has found that when the needed tools are provided and employees are supported, and those employees who did not want to work have been released, those employees remaining have been energized. 20. Is there anything you want us to know that we haven't already addressed, but that you believe we should consider in making our decision? Mr. Chris Kukulski stated he feels his record speaks for itself. He noted that Montana has unique labor laws, tax structures and planning laws. He has proven himself to effectively and efficiently manage a City that is growing at about the same rate as Bozeman. He has also worked with several different urban renewal districts in Michigan and Kalispell. He suggested that, a discussion with his current or previous employers would reveal that he could work there again today. He has been overwhelmed by the willingness 06-11-04 Special ---.--.-- - 9 - of those in Bozeman who have been willing to share their perspectives as well as the people in Kalispell who have approached him. He then noted that, since the story of his being a finalist hit the front page of the newspaper two weeks ago, he has had several people congratulate him and indicate they will miss him, but noted that Bozeman is a great town. 21. If you were offered this position what factors will you consider before making a decision? Mr. Chris Kukulski stated he feels his professional skills fit Bozeman's needs very well, including his 11 years as City Manager and his experience with economic development and dealing with growth in Montana. He noted that he is "enthusiastic, energetic and excited". He asked the Commission to show strong support for whoever is selected, noting that taking a job in this type of community, with the strains of growth, on a 3-2 vote can be detrimental. He encouraged the Commissioners, rather, to select the new City Manager on a 5-0 vote, and voiced his hope that the compensation is commensurate with the responsibilities of the position and the local cost of living. 22. The person occupying the position of City Manager must live within the Bozeman City limits upon hire, or by no later than the first formal performance evaluation, which is anticipated to occur upon the completion of 12 months of employment. If you are selected for this position, do you agree to comply with this requirement? Mr. Kukulski indicated that he is willing to live inside city limits. 23. If you are selected for this position, when could you start? Mr. Kukulski stated his current contract requires that he provide a gO-day notice, although it also carries the stipulation that the time can be shorter if both sides agree. He suggested that a 45 or 60-day notice may be identified as adequate notice. 24. Do you have any questions? 1. Mr. Chris Kukulski asked what the Commissioners view as the top two or three goals to be accomplished in the first year and what may be their longer term goals. Commissioner Kirchhoff responded that one of the most pressing needs is containing the costs of the major capital projects that loom in the next five years, and noted that the City must be proactive in doing so. He noted that the City is embarking on dynamic times, full of opportunities and lots of hard decisions. The community's strong core and aesthetics are important, and the constituency is interested in a high quality of life. Commissioner Hietala stated the existing regulations and overlays make creativity difficult and stifle the feeling of freedom; and one of his goals is to fix that problem. He is also interested in a strong core downtown and in promoting regional commercial development. He's also interested in looking down the road fifty years for infrastructure development. Commissioner Krauss noted the City needs to keep a careful eye on upcoming capital projects. He is interested in the creation of additional tax increment financing districts, particularly in areas that developed in the 1960s, and possibly the creation of a tax increment financing industrial district in an area identified for economic development. He also identified the need to work better together as a team. Commissioner Youngman noted the next legislative session is critical, stressing the importance of both looking for opportunities and protecting the City from onslaughts. She also identified implementation of the Bozeman 2020 Community Plan as important, recognizing that both it and the unified development ordinance may need some slight tweaks to address identified kinks in those recently-adopted documents. She further noted that some guidance in teambuilding would be good, and could result in an atmosphere that allows everyone to work together and be productive. 06-11-04 Special .........----...-- -.-.--- --....-.-- -...---.-.....---.-.-.--...... - 10 - Mayor Cetraro noted this is a great opportunity for the Commission to bring in someone to take the City to the next level. He recognized that innovation sometimes means taking a different approach, and noted it is important to hold onto and protect the quality of life while doing so. He then identified the challenge of implementing living and growing documents as a key issue, noting that it is important to identify a way to work together under those documents and look to the future. 2. Mr. Kukulski asked the Commissioners what they see as skills essential for the new City Manager to be successful. Commissioner Hietala responded a huge challenge will be in implementing the capital improvement program with escalating costs and huge cost overruns. Commissioner Kirchhoff noted it is important to hold fast to one's principles as a professional working in the domain of building a high quality city and professionalism, and to not be beholden to any particular point of view. Commissioner Krauss noted one of the biggest skills is dealing with newspaper reporters, noting that one's managerial skills will be tested here. He noted this is an educated city that values competence and professionalism. Commissioner Youngman noted that the ability to communicate well is critical, noting there are lots of opportunities for cooperation and building relationships and to "think out of the box". She also noted that realigning resources or finding new resources is also an important quality. 3. Mr. Kukulski asked if the Commissioners are looking for any specific changes in the next City Manager. Commissioner Krauss responded that he feels the new City Manager will be following a pretty successful City Manager and will be faced with the challenges of making the organization responsive and efficient. In light of issues facing the City, he noted the new City Manager's "juggling skills had better be good". 4. Mr. Chris Kukulski asked about the next step in the selection process. Mayor Cetraro responded that is a question with which the Commission is currently grappling. He noted that pUblic input forms are due on Monday and he anticipates the remainder of the process will be identified at next Monday's Commission meeting. Mr. Kukulski thanked the Commission for the opportunity to interview for the City Manager position. Adjournment - 4:42 pm. It was moved by Commissioner Kirchhoff, seconded by Co issioner Hietala, that the meeting be adjourned. The motion carried by the following Aye and No vot . ose voting Aye being Commissioner Kirchhoff, Commissioner Hietala, Commissioner Krauss, om i ioner Youngman and Mayor Cetraro; those voting No, none. ATTEST: ~;/~~ ROBIN L. SULLIVAN Clerk of the Commission 06-11-04 Special