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HomeMy WebLinkAbout2004-06-09 Minutes, City Commission Spec Johnson Interview MINUTES OF THE SPECIAL MEETING OF THE CITY COMMISSION BOZEMAN, MONTANA June 9, 2004 ***************************** The Commission ofthe City of Bozeman met in special session in the Commission Room, Municipal Building, on Wednesday, June 9, 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. Citv Manaaer candidate interview - Steve Johnson 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 for this 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. Johnson stated he prepared for this interview by visiting with several City employees, reviewing the CAFR and the budget, reading agendas and minutes from past meetings, and attending a couple Commission meetings. He has been extremely impressed with the quality of the people working for the City of Bozeman. He turned his attention to the principal challenges facing the City, noting they all relate to the growth being experienced. He identified some of the infrastructure needs, including improvements to the Wastewater Treatment Plant, construction of a transfer station and construction of a new library. Further, the City will be heavily involved in the downtown parking garage and the entire Arts at City Center project. 2. What are your career goals and how will serving in this position fit into achieving them? Steve Johnson observed that, a year ago, his career goals didn't include applying for the City Manager position; rather, his major goal is being involved in meaningful work, both personally and organizationally. He has now been with the School District for 18 years, and that work has been meaningful to him. He feels that he has made a difference in that organization and that he can do same with the 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? Steve Johnson indicated he stays on top of issues through both informal and formal training and reading. He is actively involved in professional organizations, assuming leadership roles in them, and attends conferences and workshops. He also teaches when given the opportunity, noting that teaching is one of the best ways to learn and stay on top of an issue. 4. What is the toughest group you had to gain cooperation from? How did you do it? Steve Johnson stated that he cannot identify a single group, but noted that every group goes through cycles, often with changes in leadership or when a certain segment flexes its muscles. The challenge is 06-09-04 Special - 2 - to maintain relationships with that group and to gain its respect. He stressed that it is important to make decisions and to do everything with the highest integrity, noting the result is to build trust. He observed that trust takes forever to build but a day to lose, noting he values that trust in everything he does. 5. Give us an example of how you have been successful at empowering a group of people to accomplish a difficult task. Mr. Johnson stated that, prior to the last legislative session, he was appointed to a group working on simplifying the K-12 education funding structure and creating a more usable system. He was appointed the chair of this very diverse and opinionated group. The goal was to reach consensus; the result was a very strong recommendation from the group. While that recommendation has not yet been implemented, he is hopeful that the 2005 Legislature will do so. Responding to Commissioner Krauss, Mr. Johnson highlighted the composition of the group. He then noted that the school funding system has been developed over many years, with lots of band-aids approved for specific reasons. The result is a number of sacred cows; and the real challenge is to overcome that view to develop a comprehensive funding system that is acceptable to those involved in the process. 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. Johnson identified the executive council at the School District, noting it is comprised of six central office administrators that meet weekly. Motivation for the group comes from its members, with the views and comments of each member being valued equally. He noted the result is a highly effective group that is able to look at the peaks and valleys and identify needed actions or changes. 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? Steve Johnson stated he cannot point to a specific time, but finds that trust, honesty and respect are important factors in making one's mark as a leader. He stressed that those attributes are earned over time, and it takes consistent every day work to gain them. Responding to Commissioner Kirchhoff, Mr. Johnson noted it is not possible to instill trust, honesty and respect in an organization; rather, he views it as leadership by example with an expectation that others will follow. He stated that, if properly done, those words will be used when pressing questions are asked. 8.a. What would you say are the most important attributes a candidate should bring to this position and why? Steve Johnson stated that, in addition to the attributes identified in the previous question, he would include integrity, listening skills and humility. He noted that, as a leader, he is not the "vocal cheerleader"; rather, he is a listener. He noted that, through negotiations with employee groups, he has established a great deal of trust, particularly in the information provided. He stressed that humility is important in those situations, noting that one cannot be forceful and flamboyant in those situations. b. Give me a specific example from your work or volunteer experience which demonstrates that you possess each of these attributes. Mr. Johnson noted he answered this in the previous response. 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. Steve Johnson characterized working relationships as critical, noting he has worked with three superintendents and countless trustees, each with his or her own philosophies, style and beliefs. He feels that he has had successful working relationships with all of them, reflecting his ability to work well with diverse groups and individuals. 06-09-04 Special --- ---...--- - 3 - 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? Steve Johnson indicated he cannot recall a failure with anyofthe people he identified in the previous response, He noted, however, he did have one vendor, who was not the low bidder, upset that he was not awarded the bid, Rather than trying to sell him on the attributes of the product, this vendor cut down the successful bidder's product. Mr. Johnson noted that this experience made him realize he has a low tolerance for negative people, He concluded by noting he takes co-worker and supervisor relationships seriously and will not let them fail. 10. Discuss a time when your integrity was challenged. How did you handle it? Steve Johnson stated that several years ago, a prominent community member questioned the number of administrators employed by the School District, with the recollection that "in the good old days" there were a lot fewer people and things ran as efficiently as they do now, He indicated that, in response to that assertion, he did a substantial amount of research to provide a comparison of 1962 to 1992, He was able to identify several significant changes in that time, including the requirements for special education classes, that supported the need for additional administrative staff, He noted that the individual then challenged the accuracy of the information via the media rather than confronting him individually, He called the individual into his office and, following discussion, the two agreed to disagree; however, the result of meeting the issue head on was the development of a relationship and that individual now calling with questions rather than feeding misinformation to the community. 11. Describe a situation in which you changed your mind after you publicly committed to a different position. Mr. Johnson noted the most recent example of this was the high school sign. He noted that a local vendor offered to donate an LED sign at Bozeman High School and, after talking to several community businesses and individual trustees, he recommended that the School Board accept the donation, He had not, however, talked to the other vendors in the same business prior to making that recommendation, After considering various options and the ramifications that could result from one business having its name prominently displayed on Main Street, he changed his recommendation to the Board, although he is still trying to find an alternative that allows the school to take advantage of this offer while addressing the concerns of the other vendors, 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. Johnson identified emergency situations, where there is not time for input and discussion before taking action, and confidential personnel issues as times when it is inappropriate to use participative techniques, b. Describe a situation you determined you had to address without consultation with your trusted advisors. Steve Johnson stated he does consult with others most of the time, He characterized those times that he doesn't as few and far between, and are generally those with time constraints attached, such as determining whether school buses should run on cold or stormy winter days, 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. Johnson noted that when he moved to Bozeman over twenty years ago, the school bus operation had not been bid out for quite some time. In 1988, the operation of the school bus system was bid out once again, with an alternative for the School District providing the school bus facility. While the School District did not have the time to take advantage of that alternative bid, it did provide valuable information to which they were able to respond. As a result of that process, the School District built a school bus facility, which will pay for itself in twelve years in cost savings, Further, the facility provides the community with a static location for school buses, rather than changing locations within the community 06-09-04 Special ... - .----.--. ..-....-.--...........--..--..- ___ .__.. - .. ._n_.____"... - 4 - based on the successful bidder. He characterized this as a very unique situation, noting that his colleagues are now attempting to take similar steps. Responding to Commissioner Youngman, Mr. Johnson noted that innovative approaches often come from the ability to plan and to spend time considering options. He acknowledged that alternative ways of doing things are often lost in the rush of trying to get something done because of current staff workloads. 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? Steve Johnson responded that the setting of policy is beyond his authority, although he believes it is important for the administrators to give good sound advice when policy is being established. He noted that he views City government as very similar to the School District in that aspect. Responding to Commissioner Kirchhoff, Mr. Johnson stated he feels it is important for the City Manager and staff to have input and provide guidance to the Commission. He voiced his appreciation for the budget process that the City is undergoing, with the Commissioners having an opportunity to educate themselves through staff presentations at several recent meetings. He noted it is important and appropriate for the Commissioners to question staff's recommendations for the budget, noting that the budget is ultimately based on the Commission's policy decisions. Further responding to Commissioner Kirchhoff, Mr. Johnson stated he feels it is appropriate for the City Manager to advocate for staff; however, he must also be a realist and able to prioritize and understand the concept of a balanced budget. He noted that a greater percentage of the school budget is devoted to personnel costs than the City's, and many of the hardest decisions relate to staffing and the cutting of positions. He then noted that one cannot assume all employees are working at peak performance levels, but must constantly monitor the situation. Responding to Commissioner Krauss, Mr. Johnson stated that budget decisions are sometimes based on accreditation standards, curriculum and other requirements for school districts. He noted those decisions are easier than some of the others, since it's a matter of balancing mandates against non- mandated needs and desires. 15. What values and experiences shape your thinking process? Give us an example of how these values helped you resolve a difficult issue. Steve Johnson cited relationships and involving people in making decisions as key values. He noted that the teachers' union and management went through a decade of great bargaining relationships, through a process called collective gaining, or a joint commitment to get the best contract that was within the limited resources available and would accomplish the mission of the school district. A few years ago, that process broke down and reverted to the traditional bargaining process, which resulted in a pretty ugly situation. As a result, administration worked with the union to develop a consensus building process, which brought relationships and people issues back into the process and allowed the union to become involved in decisions that are important to the members. 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. Johnson noted he would hope to have an opportunity to express his disagreement with the decision. He then stressed that he does not agree with everything the School District does; however, once the decision is made, he follows it and does not bad mouth it or talk outside the meeting room. 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. Johnson stated the core responsibility of the City Manager is to give advice to the Commission, either directly or through staff, and he believes it is important that that information be provided. He noted that if the Commission goes against that advice on an occasional basis, he sees no reason for alarm and 06-09-04 Special - 5 - will follow the Commission's determination. He stated, however, that if the Commission goes against staff advice more often, it's time for the radar screen to go up because he views that as a problem in the team relationship that needs to be fixed. He stressed that listening to the majority is extremely critical, particularly when the Commission changes every two years. 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. Johnson recognized that growth affects everything the City does and all of the services it provides. He suggested that government's strategies should include strategic planning and using outreach programs to get the community involved in helping solve the issues. He noted that, in preparing for this interview, he asked a few citizens what they feel is the top reason for the growth occurring in Bozeman; and, without question, the response was the quality of life. He recognized that growth must be handled in a way that is reasonable and does not stop it, but it is important that input be sought from the people. Responding to Commissioner Krauss, Mr. Johnson stated that it is important to deal with demands for services in the community and not just in the office or the Commission Room. He noted people must be given the opportunity to be involved in identifying priorities and determining what is important, although he recognizes that is easier said than done. He aCknowledged the frustration of organizing a community meeting only to have just a few people show up. He suggested an alternative is to pick people on both sides of an issue and pull them together for discussion and input. Also, he noted that being involved in various organizations gives him an opportunity to talk to a cross section of community members about issues and gain various perspectives. He noted there is really no textbook answer for identifying strategies. Commissioner Kirchhoff noted the response to this question reflects great respect for a public process, particu larly si nce com m unity involvement creates buy-i n, better ideas and better fu nction. He then noted that the Bozeman 2020 Community Plan is the result of a significant public process and asked Mr. Johnson if he would defend it as City Manager. Steve Johnson responded that he views the Bozeman 2020 Community Plan as a living document that has been adopted by the Commission and the community and should be used on a regular basis. As a living document, he feels it is important to continue to use and improve it, building on the base it provides. He suggested that revisions should be done on a systematic basis rather than a case by case basis. 18. Please describe your experiences at and successes in legislative lobbying. Mr. Johnson stated he has been the primary contact and lobbyist for the School District for quite some time. He noted that he has also participated in the Chamber of Commerce local government committee discussions. He then reviewed what he views as a success in lobbying, which occurred during the last session. He noted that as the session was winding down, the only remaining school funding bill was tabled in committee as the result of partisan debate. The majority would not consider forwarding it without a specific provision for the retirement fund and federally paid employees, so he drove to Helena with three days left in the legislative session. He was on the telephone with his colleagues for most of the trip to Helena to determine what would be an acceptable resolution to the various districts. Upon arriving in Helena, he went toe to toe with the President of the Montana Education Association and the Superintendent of Public Instruction. Through his efforts, he was able to get enough support to get the bill out of committee and through the Legislature prior to adjournment. He concluded by stressing that successful lobbying involves connections and relationships as well as the ability to work with both sides of the aisle. 19. Describe your experience in the following areas: a. Transportation Issues. Mr. Johnson indicated that his experience is through his supervisory capacity in school district transportation, which involves routing of busses, overseeing the crossing guard program and ensuring that children get to and from school safely. 06-09-04 Special - 6 - b. Waste Issues. Steve Johnson indicated his experience is from a consumer standpoint, both personally and with the School District. c. Long range forecasting and planning. Steve Johnson indicated he is involved in this extensively, particularly with enrollment projections for the schools. He noted that school funding is based on enrollment, so that is a critical part of the budgetary process. He further stated that forecasting future needs for staffing and facilities is also an important component of long-range planning. d. Energy Issues. Mr. Johnson indicated that his experience is from a consumer standpoint, and includes negotiating contracts for the School District, monitoring usage, and identifying conservation measures in an effort to hold down costs. e. Analyzing and evaluating the effectiveness of organizational operations, services, programs. Mr. Johnson noted this is done annually, particularly during the budget process. He noted that all operations and services are closely reviewed to determine whether any adjustments need to be made; and he is heavily involved in that process. f. Developing cooperative efforts with government units, public/private sector partnerships, privatization efforts, consolidation of services, and related issues. Steve Johnson recognized that cooperative efforts with other governmental units is critical. He noted that his experiences in working with other local government units have been good, and those experiences have extended to state offices as well. Commissioner Kirchhoff noted the public perception seems to be that the City and County are often at lagerheads and asked for suggestions on how to address that issue. Mr. Johnson responded that he believes the City and County have a better working relationship than public perception suggests. He noted that the public perception could possibly be changed by how the City Manager and staff members portray the relationship; and the relationship could also be improved. Commissioner Krauss stated he views Bozeman as having four big governments, the City, the County, the School District, and Montana State University; and he noted one thing that makes this applicant attractive is his work with all of those entities. He then asked Mr. Johnson to identify what he might be able to assist the City in working with the other entities. Steve Johnson responded that establishing a good working relationship with each of the entities is essential. He then noted that public/private partnerships are also critical. He noted that the School District has a state-of-the-art kitchen facility, and partnering with some private entities for use of that facility is now in the infancy stage. He also stated they have an agreement with MSU through which they prepare a substantial portion of the food for that facility. He indicated that most of the facilities maintenance is done through relationships with community businesses, which is beneficial to both the School District and the local businesses. g. Capital Improvement Programs. Steve Johnson acknowledged former City Manager Clark Johnson's implementation of this program, characterizing it as a very good step that provides a road map for addressing capital needs on a systematic basis. He noted the School District has a master plan that is very similar to the City's capital improvement program, and it is generally funded through a voted mill levy. He recognized that the impact fee monies represent both a challenge and an opportunity and are pivotal in the completion of projects. 06-09-04 Special . ...---..----.- - 7 - h. Overseeing big ticket operational projects while bringing capital projects in on or under budget. Mr. Johnson noted that construction of the Sacajawea Middle School came in under budget; however, its operational costs were higher than initially forecast. He then noted that the biggest challenge is doing large capital projects and, at the same time, balancing the operating budget. Responding to Commissioner Kirchhoff, Mr. Johnson indicated he has dealt with projects where significant cost overruns were encountered. He noted that he does not bring personal expertise to large projects, so the School District has hired experts from the community to give them estimates. He also stressed the importance of going through the costs in the bids to make sure they are reasonable. Commissioner Kirchhoff noted that the City Manager position is a complex one, requiring a diversity of skills, including economic development, land use, budgeting, public relations with the community, managing staff, negotiating with bargaining units, and strategic planning for the future. He asked Mr. Johnson to identify those areas in which he is strongest and weakest. Mr. Johnson responded that he is strongest in developing relations with the community, budgeting, supervising staff, negotiating and strategic planning; and is weakest in economic development and land use. 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? Steve Johnson noted that a question he has heard universally since he was announced as one of the finalists is why did he apply for the position. The best answer to that question is that right now he feels he is at the top of his game in his current position. He is relied upon heavily by his colleagues around the state and the School District; and he wants to go out while he is at the top, rather than being known as one of those who "hung around way too long". Further, he voiced interest in the challenge of the City Manager position, noting he realizes it is not an easy job but it intrigues him. He then stated that, regardless of what happens, he has no regrets about having applied for this position, noting he has learned a lot and grown from this experience. 21. If you were offered this position what factors will you consider before making a decision? Steve Johnson noted that he currently enjoys a tremendous amount of support; and he would hope that he would receive a similar amount of support if offered the City Manager position. He indicated that if support is too divided, he will have to think seriously about it. 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? Steve Johnson indicated he currently resides within city limits. 23. If you are selected for this position, when could you start? Steve Johnson noted he had indicated on his application that he would be able to start July 1, because he had initially anticipated the hiring process would have been completed a couple of months ago. He indicated that he is not in a position to give the School District two weeks' notice, particularly since the final budget adoption is in August. He would be willing to transition and work both positions for a while, but stressed he will not leave the School District prematurely. Mayor Cetraro responded that the City will be flexible. 06-09-04 Special . ------ ..--..----- -....- .--.--- .-..-.--- ------- - 8 - 24. Do you have any questions? Mr. Johnson indicated that he does have some questions, but will delay them until after the interview process has been completed. He concluded by thanking the Commission for the opportunity to interview for the City Manager position. Adiournment - 3:55 p.m. There being no further business to come before the Commission at this time, it was moved by Commissioner Kirchhoff, seconded by Commissioner Krauss, that the meeting be adjourned. The motion carried by the following Aye and No vote: those voting Aye being Commissioner Kirchhoff, Commissioner Krauss, Commissioner Youngman, Commissioner Hietala a ayor Cetraro; those voting No, none. ATTEST: ~/~~ IN L. SULLIVAN Clerk of the Commission 06-09-04 Special --....----..-..-.".......-.-