HomeMy WebLinkAbout2004-06-09 Minutes, City Commission Spec Stueck Interview
MINUTES OF THE SPECIAL MEETING
OF THE CITY COMMISSION
BOZEMAN, MONTANA
June 9, 2004
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The Commission of the City of Bozeman met in special session in the Commission Room, Municipal
Building, on Wednesday, June 9,2004, at 10:30 a.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.
The meeting was opened with the Pledge of Allegiance and a moment of silence.
Sianina of Notice of Special Meetina
Each of the Commissioners, in turn, signed the Notice of Special Meeting.
City Manaaer candidate interview - Don Stueck
Mayor Cetraro noted that the questions to be asked in these City Manager interviews were made
available to the four applicants twenty-four hours prior to the interviews. He indicated that Mr. Stueck chose
not to review the questions and, therefore, will be answering "off the cuff'. He then noted that citizen input
forms are available on the back table and asked all who are interested in providing input to complete those
forms and deposit them in the Clerk of the Commission's office.
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?
Don Stueck indicated his preparation began in 1994, when he was first seated on the City
Commission. He also obtained a copy of the City Manager's recommendations for the Fiscal Year 2004-
2005 budget and reviewed the status of the capital improvements program for the past few years. He
indicated that he applied for the City Manager position, in part, because Bozeman has never been faced
with the dollar volume anticipated to be spent on capital projects in the upcoming years. He noted the
capital improvement program contains approximately $52 million, plus $10 million for a new library, over
$7 million for a new parking structure and over $6 million for a new transfer station. Given his expertise in
construction and project management, he feels that he can assist existing City staff with those projects and
ensure accountability from the contractors. He voiced concern that, because of the City's experience with
cost overruns on capital projects over the past few years, some of the much-needed capital improvements
are not being done. He concluded by noting that, if the community is to be healthy in the next twenty to thirty
years, making progress on the items listed in the capital improvement program is essential.
2. What are your career goals and how will serving in this position fit into
achieving them?
Don Stueck noted he has been working for Martel Construction for nearly seventeen years and feels
that he has the best job possible. He indicated that, if he didn't feel the City could benefit from his expertise
and his background in estimating and project management, he would not have applied. He feels that he
can help to ensure the needed capital projects are done while protecting the taxpayer dollars.
Mr. Stueck indicated he has no intention of retiring but plans to work as long as he possibly can.
He loves Bozeman and would like to once again work for the City of Bozeman but never wants to become
involved in politics again. He believes he can accomplish a lot for the community, and takes pride in being
able to point to those improvements made while he was a member of the City Commission.
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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?
Don Stueck indicated that he has ushered many different types of projects through the process, from
planning, through the various City departments, and through construction. He noted that many of the City's
employees are currently at overload, and adding more capital projects will overwhelm them. He suggested
that, given his expertise, he could help to alleviate that overload while using his ability to ensure the most
cost-effective completion of capital items. He then stressed that these are tough economic times, and it now
takes a different person to serve as City Manager than it took seven years ago.
4. What is the toughest group you had to gain cooperation from? How did you
do it?
Don Stueck responded that the most difficulties in completing a project occur when a variety of
people want certain items included. He cited serving as the project manager for the Sacajawea Middle
School as an example, noting that each group and individual had a wish list and the result was "trying to put
ten pounds in a five-pound bag". He then noted that, somehow, the residents of Bozeman seem to be
disinterested or distrusting and don't care to become involved unless it's their "ox being gored". He
indicated that hiring of the Neighborhood Coordinator was a good first step to addressing that issue, and
suggested the only way to get credibility back in City government is by being more open with the pUblic as
a whole.
5. Give us an example of how you have been successful at empowering a group
of people to accomplish a difficult task.
Don Stueck stated that every job he has completed in the past seventeen years has been on budget,
on time, and with no litigation. He noted that he believes in being open and honest and in doing the work
right the first time; and subcontractors, suppliers and employees are aware of and meet that expectation.
He indicated that the management staff at Martel Construction is empowered to accomplish each and every
task, which has contributed to the company's success.
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?
Don Stueck cited the City staff in 1996 and 1997, while he served as Mayor. He then stated that
he has received support from those same individuals during this process, noting they appreciated the fact
that they always knew where he stood and his willingness to make a decision and move forward.
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?
Don Stueck indicated he is proud of his tenure on the City Commission, and the accomplishments
of those four years, including street improvements and the installation of additional traffic signals. He
characterized the City staff as being better than any other staff in Montana. He noted there is no greater
feeling of achievement than doing something right the first time and knowing it's the best one can do.
a.a. What would you say are the most important attributes a candidate should bring
to this position and why?
Don responded that, at this time, he feels the City needs someone with construction/engineering/
cost estimating/architecture ability, "not a bureaucrat or politician". He noted that Jim Wysocki was right for
the City when he was hired, and so was Clark Johnson; now what the City needs is someone who can help
staff address the capital and infrastructure needs of the community. He recognized that in five years, that
need may change.
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b. Give me a specific example from your work or volunteer experience which
demonstrates that you possess each of these attributes.
Don Stueck stated that he has coached youth athletics his entire life and, as a result, the decisions
he made as a Commissioner revolved around the youth and senior citizens of the community. He stressed
his love of Bozeman, noting he has been involved in the community his entire life.
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.
Don Stueck indicated that, based on past experiences, he is able to bid out a job and then get
subcontractors to begin work without any type of contract other than his word. He noted that people in his
industry know him, trust him and find his professionalism beyond reproach. He also noted the company is
known for completing its work on time. He stated that the City staff support he has received during his
candidacy is humbling and is a reflection that his work ethic carried through to his time on the Commission.
He concluded by stating he likes to get things done and not procrastinate.
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?
Don indicated that one subcontractor in the community accused him of bid peddling and not taking
the lowest bid. Rather than approaching him directly, he went to one of the company's owners, and then
refused to meet with him although invited to do so on several occasions. The result is that he does not
accept that company's bids on the jobs for which he is responsible.
10. Discuss a time when your integrity was challenged. How did you handle it?
Don Stueck responded this question was answered in the previous question. He then noted he
prides himself on his honor, noting he won't allow it to be taken away.
11. Describe a situation in which you changed your mind after you publicly
committed to a different position.
Don Stueck noted there were occasions while he served on the Commission, particularly in those
instances where the Commissioners received information from the staff, then public input, made a decision
and then received new information at a subsequent meeting. In his present job, he noted it is not
uncommon to backtrack on statements; however, if the employees or subcontractors know the changes and
why, they will generally accept the new direction.
12.a. In what types of situations do you think it is inappropriate for a manager to use
democratic/participative techniques in making decisions?
Don Stueck responded that personnel issues and legal issues are the two areas where it is important
for the manager to not solicit input. He stressed that, on other issues, it is important to rely on staff for the
information and expertise.
b. Describe a situation you determined you had to address without consultation
with your trusted advisors.
Don indicated that Mr. Martel trusts him with his dollars, allowing him to make construction decisions
on a daily basis. He noted that part of his job is the management of subcontractors, personnel and
equipment; and it is important to coordinate those elements to ensure the costs are kept as low as possible.
He stressed that in City government, every Commission decision has dollars attached to it; once the
decision is made, it is up to the staff to carry it out.
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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?
Don Stueck noted that. as a Commissioner and Mayor, he witnessed the City battling with the lack
of revenue to do things the citizens demand, such as snow removal and trash removal. He noted that,
during his time on the Commission, the City purchased automated garbage collection trucks, thus allowing
the City to continue providing the service within the revenues available and allowing the City to successfully
compete with private enterprise.
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?
Don Stueck stated that. in his current employment, he is not authorized to fire supervisory personnel.
He then turned his attention to the City Manager position, stating the policy setting decisions fall under the
purview of the Commission, not the City Manager.
15. What values and experiences shape your thinking process? Give us an
example of how these values helped you resolve a difficult issue.
Mr. Stueck noted that living his entire life in Bozeman, watching it grow from a sleepy rural town to
a city, has shaped much of this thinking process. When he visits other communities, he is aware of what
this community has and appreciates the interaction he has with it. He noted "my honor is mine, and no one
can take it away from me"; and he cherishes it. He then noted that he is not a procrastinator, and he likes
to set and achieve goals.
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.
Don Stueck stressed the importance of the City Manager and the staff to supply all of the information
on the pros and cons, the pitfalls and the "what ifs" so the Commission can make an informed decision.
He indicated that he fully anticipates there will be times he doesn't agree with the Commission's decision;
however, he will carry it out just the same as he will carry out those decisions with which he agrees. He
stressed the importance of not allowing politics to enter the City Manager's role, noting the result would be
an untenable situation for everyone concerned.
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.
Don Stueck indicated that. if he anticipated the Commission was about to make a questionable or
bad decision, he would ask that the decision be postponed until staff could complete more research. He
noted that, if the Commission makes a decision based on all of the information possible, then he will ensure
it is carried out.
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. Stueck responded that some growth is good and some isn't. He noted an article in the 1990s
indicated if a community is achieving 2 to 3 percent growth annually, it is considered good economic
development. He stressed, however, that development should pay its own way; he has problems when the
charges for development are out of balance with impacts on the community. He noted that he served on
the Commission that established the impact fee program, based on a study that began before he became
a Commissioner. The impact fees were implemented at a relatively low percentage of the identified costs,
and the City now has $20 million in escrow awaiting the outcome of litigation. He stated that big
corporations, such as Home Depot and WalMart, recognize the impacts their businesses have on the
community and are willing to mitigate those costs; and Bozeman is the only community under 100,000
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population to have a major Audi dealership. He then voiced his opposition to sprawl, particularly when the
tax base resulting from development within city limits would benefit Bozeman. He concluded by noting that
economic development is one of his highest priorities; and he feels the continued increases in property
valuation within city limits reflect its strong economic position.
18. Please describe your experiences at and successes in legislative lobbying.
Don Stueck indicated he has no experience in legislative lobbying. He was, however, involved in
two meetings with former Governor Marc Racicot and former City Manager Clark Johnson to resolve the
Bozeman Solvent Site issue. During his term on the Commission, he left lobbying efforts to the City
Manager and the Montana League of Cities and Towns.
19. Describe your experience in the following areas:
a. Transportation Issues.
Don Stueck stated that he served on the transportation study committee while he was a
Commissioner. He has also dealt with the Montana Department of Transportation on construction projects
and has a good working relationship with that staff. He suggested that added City communication with the
County Commission and Montana Department of Transportation could be beneficial.
b. Waste Issues.
Mr. Stueck noted it appears the City landfill will be filled within a year, and a transfer station needs
to be designed and constructed as quickly as possible. He stressed that this type of project needs to be
moved forward in a more timely manner than is presently occurring because delays simply result in a drain
on the applicable fund.
c. Long range forecasting and planning.
Don stated that Bozeman does a really good job of planning. He feels that better communication
between the City staff and the County Commission could result in a better work situation that benefits the
entire community and area.
d. Energy Issues.
Mr. Stueck noted that he deals with NorthWestern Energy on every construction project. He
recognizes that the company is in a state of flux and that some of the cities are considering an acquisition
effort. He indicated that, if it pencils out and does not result in a lot of financial risk to the taxpayers, he feels
it could have positive results.
e. Analyzing and evaluating the effectiveness of organizational operations,
services, programs.
Don Stueck noted that the Commission evaluates only the City Manager, which it does on a regular
basis. He noted that if the City Manager is not achieving the goals set forth, he is not doing his job or the
Commission's will. In his current employment, the company's evaluation is done by the customers; and the
superintendents are evaluated on completion of projects on time and on budget.
f. Developing cooperative efforts with government units, public/private sector
partnerships, privatization efforts, consolidation of services, and related issues.
Mr. Stueck stated that the economic health of the area revolves around the Gallatin Development
Corporation, Downtown Bozeman Association, Bozeman Area Chamber of Commerce, Montana State
University, and the big employers. He suggested that privatizing some of the City's services, such as snow
removal, could result in those services being done quicker and more economically. He expressed an
interest in high tech companies and higher paying jobs. He then noted that the average salary in Gallatin
County is now the highest in the state, and property valuations continue to rise.
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g. Capital Improvement Programs.
Mr. Stueck expressed his strong support for proceeding with all of the capital improvement projects
as quickly as possible, noting they will cost less today than they will tomorrow. He suggested that all
revenue sources should be explored, particularly since essentially all of the existing infrastructure needs
to be upgraded or fixed.
h. Overseeing big ticket operational projects while bringing capital projects in on
or under budget.
Mr. Don Stueck stated that he was in charge of building the federal reserve bank in Helena. He
noted the project was done in sixteen months, at a cost of $14 to $15 million, and was burdened by
government bureaucracy and regulations. He is particularly pleased that this project was done on time and
on budget, despite those issues. He then noted that the Old Chicago restaurant project was completed five
weeks ahead of schedule and below budget.
Mr. Stueck stated that, with the large projects that the City currently faces, it is important to have a
"hands on" person involved, one who is willing to ask the tough questions and make the tough decisions.
He noted that, because of poor plans and specifications, the City is encountering low bids and lots of
change orders that increase the costs of projects significantly. He cited several recent and pending
construction projects where he feels the City is vulnerable and needs someone with expertise in the
construction industry and cost estimating to protect the City's interests.
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. Stueck stated he knows the City staff personally. He then noted he cares deeply about
Bozeman and what it will be in twenty years. He stressed that the Commission needs to hire the best
person for the job today, noting that need may be different in five years. He concluded by thanking the
Commission for considering him for the City Manager position.
Responding to Commissioner Youngman, Mr. Stueck noted that he joined the carpenters' union in
the late 1960s and served as a union negotiator on the employee side. As a member of the School Board
of Trustees, he served as a negotiator on the administration side. During his tenure, the School District laid
out the anticipated revenues and known costs during the negotiation process, which led to a much better
process and result than the "us versus them" negotiation process.
Responding to Commissioner Hietala, Mr. Stueck indicated that the City does not have the expertise
or time to promote economic development, and suggested that those agencies designed to promote
economic development be enabled and encouraged to do so. He noted this includes a commitment from
the City to assist in attracting development, particularly that development that provides high paying jobs.
He recognized that Bozeman is beautiful, and the landscaping standards for commercial development have
benefitted the community; however, he suggested there may be instances where allowing large parking
areas would be an appropriate trade off.
Responding to questions from Commissioner Kirchhoff, Mr. Stueck indicated that various capital
projects may be funded through different mechanisms. He noted that some capital projects may be funded
through user rates, others may be funded through bond issues, and others may be funded by developers.
He stated the key issue to be addressed is whether revenues will meet the capital needs of the community
over the next few years.
Commissioner Kirchhoff noted that the County is considering bond issues for open space and a new
detention center; and the School District is considering a bond issue to cover the costs of renovations to the
existing high school or construction of a new high school. These bond issues can have an impact on the
ability to fund City projects, whether it be through increased rates, surcharges, or a bond issue.
Mr. Stueck acknowledged the complexity of the funding; however, he stressed that crunch time is
now. He recognized that the high costs of living in Bozeman are driving people outside city limits; however,
he noted the City of Bozeman cannot ignore its needs simply because other governmental entities are
considering funding mechanisms to address their needs. He suggested the best approach might be through
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education, identifying the costs of providing various City services and asking the public if they wish to fund
those costs.
Responding to additional questions from Commissioner Kirchhoff, Mr. Stueck indicated that where
budget cuts are made is a policy decision and, therefore, is a Commission determination. He noted that
he is a strong proponent of public safety; and reminded the Commissioners that State statutes mandate the
governing body address the public health, safety and welfare in its decision-making processes.
21. If you were offered this position what factors will you consider before making
a decision?
Mr. Stueck noted he would not have considered applying for this position if the City didn't have its
existing staff. He really loves his current job and submitted his application because he feels that he can
help the City and its staff with the issues and demands confronting it now and in the near future. He asked
that, if he is chosen, the Commission give him true, direct direction, including a timeline, and then "let me
move mountains to get it done".
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?
Don Stueck noted he currently lives inside city limits.
23. If you are selected for this position, when could you start?
Mr. Stueck indicated he will need to make sure all loose ends are tied up in his current position,
noting that would probably take a few weeks.
24. Do you have any questions?
Mr. Stueck noted that his questions have all been addressed through previous contacts during this
process. He then agreed with Commissioner Kirchhoff's assessment in the newspaper that the Commission
has a good corps of candidates from which to choose.
Mayor Cetraro concluded the interview, thanking Mr. Stueck for the opportunity to do so.
Adiournment -12:20 p.m.
There being no further business to come before the Commission at this time, Mayor Cetraro
adjourned the meeting at 12:20 p.m.
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ATTEST:
(if 1 -L~~
R IN L. SULLIVAN
Clerk of the Commission
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