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HomeMy WebLinkAbout1997-06-06 Minutes, City Commission MINUTES OF THE MEETING OF THE SPECIAL CITY COMMISSION BOZEMAN, MONTANA June 6, 1997 ***************************** . Room, The Commission of the City of Bozeman met in special session in the Commission Municipal Building, June 6, 1997, at 2:30 p.m. Present were Mayor Stueck, Commissioner Rudberg, Commissioner Stiff, Commissioner Frost, Commissioner Youngman, Acting City Manager Brey, Staff Attorney Cooper and Clerk of the Commission Sullivan. The meeting was opened with the Pledge of Allegiance and a moment of silence. Signing of Notice of Special Meeting Each Commissioner, in turn, signed the Notice of Special Meeting. Interview with Citv ManaQer candidate - Clark Johnson Mr. Clark Johnson, candidate for City Manager, responded to questions from the . Commission, as follows. What is your concept of the City Manager position? Mr. Johnson views the City Manager mostly as a researcher, someone who provides the Commission with a lot of data in response to questions they forward when forming policy. He also views the role of City Manager as a teacher and forwarding staff findings for Commission consideration. He stated the City Manager is the City Commission's employee and acts as the support system for the City's employees. Why are you seeking this position? Mr. Johnson stated that he and his wife made the decision to move back to Bozeman in 1993, recognizing that he was working under a federal grant that would probably end soon. At that time, he also made the decision to enter the Master's program at MSU, recognizing that . then City Manager Wysocki would probably be leaving the City's employ within the next few years because of his length of service. He stated that in 1993, he began to prepare himself to be in the position that he could apply when it came open. He then stated that he has always been interested in public service and in community service. He forwarded his intent to continue 06-06-97 - 2 - living in this community, noting that as City Manager, he can help to influence the quality of live here. What do you know about Bozeman? the community, the government? Mr. Johnson stated that he has lived here since 1993 and has attended almost every Commission meeting since early January. He further stated that in his written information, he . provided a lengthy response to this question, in response to written questions from the Commission. He listed concerns about which he has heard recent Commission discussions, including the anticipation that needs for next fiscal year will exceed revenues, how to fund $3 to $ 5 million in improvements to South 19th Avenue, growth and how to provide the infrastructure needed for that growth, and dealing with the State Legislature and their interference with local management affairs. Mr. Johnson stated that yesterday's tour of the City facilities and the opportunity to visit with department heads and some of the employees also taught him more about the City. He noted there are some "really spectacular people on staff", and he feels that by supporting them and turning them loose with the resources they need, they could accomplish a lot toward . meeting the policies that have been set for them. What is your view on involvement with community groups while serving as City Manager? Describe your own involvements. Mr. Johnson stated that he belongs to a lot of groups, including Rotary, and he would plan to continue that involvement. He would also encourage staff members to get involved because he feels it is important that they also be seen out in the public. He recognized that some staff members may be hesitant to do so because the public often asks questions when they see a City staff member. He suggested, however, that staff members can become involved in other ways that do not require going to breakfast or noon meetings; they could participate by doing behind-the-scenes volunteer work. He then stated that, not only is he involved; his wife also belongs to service clubs and provides eye screening tests for pre-school . children. Review your employment history and relate it to serving as Bozeman's City Manager. Mr. Johnson stated that when he left Bozeman as a college graduate the first time, he went to Wolf Point as an agricultural education teacher. He noted that experience will assist him in providing information to the Commission, in doing research projects and in educating the 06-06-97 - 3 - public on the issues. He stated that after that, he worked in a bank in Wolf Point for twelve years, serving as the EDP Manager when he was first hired at the bank. He stated that his bank experience provided him with training in financial analysis and an ability to read financial statements. He noted that in private business, if one does not succeed, "you go away"; but in government, if you don't succeed, you just charge more. He characterized that as an . unacceptable alternative, stating he feels it is just as important for government to succeed as for private enterprise. Mr. Johnson stated that, also while he was in Wolf Point, he served as Fire Chief of a volunteer Fire Department, where he was required to deal with the County Commission and staff. He noted that, since the firefighters were strictly volunteer, supervising them was substantially different from supervising paid employees, and different motivations were needed. He stated that he also served as Justice of the Peace, and that gave him experience in conflict resolution. He concluded by stating he firmly believes that "you manage things and you lead people" . Please identify for us your preferred management style. . Mr. Johnson distributed three pages to address this question. The first page shows two different types of pyramid, one with the management on top, entitled "The Hierarchy of Bureaucracy" and one with management on the bottom, entitled "The Right Concept of Support". He forwarded his preference for the second pyramid, stating he feels it is important to provide employees with the resources and support necessary to do their work. He stated the second page shows the concept of rank versus roles, stating that he believes in roles. He views his role as providing support to the employees, who carry out the policies set by the Commission. The third page shows Mr. Johnson's concept of how this would be accomplished, with all departments working in a circle and on an equal level. He stated that he does not believe the City Manager's role is to gather and control information; rather, he feels it is important to funnel as much information to the Commission as possible. He stated that . a partnership with the department heads is preferable, noting that if everyone sits down around the table, difficulties encountered can be more easily resolved. He suggested that, if this approach had been used when trying to identify funding for the new fire pumper truck, he feels the staff would have been prepared to forward a firm recommendation to the Commission rather than forwarding a few suggestions with no recommendation. 06-06-97 ~ 4 - How would you approach communicating with and maintaining good relationships with staff, Commissioners and the public? Mr. Clark Johnson stated that communication must begin early in the process, noting that this approach ensures that hearsay is given no credibility. He stressed the importance of ensuring that everyone receives the same information, noting that can be easily accomplished . through wide distribution of a memo. He stated it is alright to have different interests and different approaches to work; however, it is important to educate with unbiased information. He stressed that communication "needs to be never personal and always civil". (A) Of what accomplishments are you proudest? Why? (8) Describe a major disappointment in the arena of city management (or an equivalent private sector experience). What might you do differently if faced with a similar situation again? Mr. Johnson stated he is proudest of the passage of HB416 in the 1995 Legislature, which he wrote and forwarded at the Legislature. He noted that legislation establishes an emergency response plan and impacts fire departments throughout the state. He stated that the legislation passed with two negative votes in the House and no negative votes in the Senate. He stated that he is also proud of bringing low~interest rates and guaranteed loans to Wolf Point, making home ownership a reality for some people who otherwise might not have . known that joy. He is also proud of the fact that, while he was a banker, he was able to work with people to establish creative methods of financing under which they could keep their farms, homes and personal possessions during twelve years of drought. He stated that he is also proud of the fact that, while he was Fire Chief, his department had no injuries and no loss of life. Mr. Johnson characterized his failure to be elected to the national FFA in 1974 as his greatest disappointment, noting that he had prepared for it and was so confident that he would be elected that he had made arrangements to miss a quarter of school. He stated he is also disappointed that he did not serve in the military. He also wishes that he had taken undergraduate school more seriously and that he had participated more fully, without fear of . failure and knowing that the process of participating is equally as important as the outcome. How would you approach reporting to and taking direction from elected officials? Mr. Johnson stated he has been taking directions all of his life, from the Principal when he taught school; from the County Commission when he served as Fire Chief; and from the President when he worked at the bank. He noted that everyone is subject to authority, 06-06-97 - ...----.- u____..__ _. - 5 - including those who own their own businesses because they are responsible to their customers. He then stated that, while he may not always be in agreement, he will always be in compliance, and pledged that he will avoid benign neglect and malicious compliance. What role do you think new technologies (from computer networking and GIS to new methods of garbage composting) should play in local government operations? What . should be the motives for possible use of any new technologies? What would you do to make these technologies pay for themselves? Mr. Johnson stated that one of the biggest needs he heard as he went from department to department during the tour was the need for computers. He noted that networking was raised by a number of departments, so that everyone can use the same data base and electronic mail. He stated that at the present time, he works in a virtual office, since he works for Montana State University but has no physical office on campus and since his direct supervisor is in Great Falls. He characterized electronic mail as an efficient manner in which to operate, noting that it saves time by avoiding phone tag and allows for people to use the same base document or same database. Mr. Johnson stated that composting is another area in which changes could be made. . He noted that, since the City is not currently selling its compost but is landfilling it instead, the cost of landfilling it is approximately $136,000 plus it takes up space. He noted that, through applying new technologies and by operating compost as a profit center, the City could generate revenue as well as save precious landfill space. He characterized the sewer camera as a risk management tool, since areas of infiltration can be identified and resolved. How do you feel about privatization in city government? What kinds of functions do you think can be handled by the private sector? Mr. Johnson stated that privatization is one word, competition and marketability is another way of looking at it. He noted that the City must identify everything it does, then determine whether it is an essential service or if it can be subject to competition. He noted the next step is the "yellow pages test", to determine if there is an existing business that could do it, possibly better than government. He stressed that if it is determined the operation should . be open to privatization, City employees should be allowed to bid on the service, since they can sometimes do it better and cheaper that private enterprise. How important do you think it is to explore new or innovative approaches as well as traditional ones when considering decisions about delivery of city services? Mr. Johnson stated he feels it is important to look at existing services on a regular 06-06-97 ...--...--.- ._._-----------~..- - 6 - basis to determine if they need to be continued and, if so, if they should continue in the same way. He stressed that new technologies should be considered during this review, since they can often help to improve the service. What are your views on local government fiscal policy? Please give us a description of your experience with management of finances/stretching . limited resources? Mr. Johnson stated that, as a former banker, he has experience with fiscal policy in private business. He stressed that the reserve policy must be established by the Commission, then enacted by the City Manager and staff. He stated that, personally, he is a conservative and believes that a savings account is important. He noted that care should be taken to consider risk to the City when setting the reserve level, particularly if that level is low. He recognized that in some cases, paying for infrastructure needs is more important than maintaining a high reserve. He indicated that management's responsibility is to forward options to the Commission and then to administer the policy established by the Commission. Owners of several large properties are proposing annexation of their land and development of major subdivisions. The sewer mains they would hook up to currently have inadequate capacity to provide service. Staff . recommends denial of annexation and of the subdivision applications at this time. The developers propose making temporary improvements to bypass the subject sewer mains. The Capital Improvements Plan has the long-term solution to the capacity problem scheduled for design and construction four years from now, based on anticipated impact fee revenues. How would you approach this situation, what information would you seek, and what would you recommend if the City Commission asked? Mr. Johnson stated that capital improvements programs and plans should be subject to constant review and revision as determined necessary. He noted that if the developer is willing to pay the costs of extending the line to another location or size a line correctly, he feels the priority of the project should be accelerated. He stated that, as City Manager, his responsibility would be to present alternatives, as identified by staff, to the Commission. He noted that he will then be responsible for keeping the staff updated on the Commission's action. . Working with other jurisdictions and public institutionsnthe County, MSU, the Legislaturenare part of the City Manager's job. How would you approach this? Mr. Johnson noted that he has previously identified his successful experience with the writing and passage of HB416 in the 1995 Legislature. He stated that bill affected a lot of different parties throughout the entire state. He noted that no opposition was forwarded 06-06-97 - 7 - during testimony on the bill because he obtained a lot of input when he started the project and he sought input on the drafts of the bill, to ensure that it was written in a manner that could be supported. Mr. Johnson stated that he has developed a relationship with Montana State University, which he feels could be beneficial in this position. He then stated it is important . for the City and the University to share resources. He feels it is also important to share resources with other governmental entities, such as the City of Belgrade. He noted that the problems with the Rae sewer system and the problems being encountered in Belgrade suggest that a regional service for the entire Gallatin Valley should be considered instead of addressing the problems in each small system as they occur. He stated that, when dealing with other entities, it is important to understand their respective agendas when pursuing solutions. Mr. Johnson then recognized that "this job is probably riddled with endless meetings", stating he feels that it is important to participate with other entities. Describe any experience you have had with affordable housing issues/funding. Mr. Johnson stated that working as a banker during a twelve-year drought in eastern . Montana made him sensitive to people's needs. He then noted that he brought programs to the bank for guaranteed lending programs, through government programs, to make homes more affordable. He stated that he will support HRDC and take whatever steps he can do to make sure the City and its regulations stay out of the way of affordable housing. He indicated that the City could assist banks in meeting the requirements of the community re-investment act (CRA) by identifying areas and projects where loans would result in compliance. How have you dealt with difficult or insubordinate employees? What termination experience do you have? Mr. Johnson stated he has never fired anyone, although he "helped one person select themselves out". He noted that, in addressing problems with an employee, we must look to ourselves to see if we are any part of the problem. He also noted that mis-fits must be . considered, where employees have been placed in the wrong positions for them. He stated there are many workshops on how to deal with difficult employees and punish them, but not many on how to reward employees. Mr. Johnson stated that, since the City has a personnel specialist, the City Manager does not become involved in this type of issue until the situation has escalated out of control. 06-06-97 - 8 - He stressed the importance of allowing supervisors and department heads to hire and dismiss as necessary and to not micro-manage. He noted that if the situation escalates to the level of City Manager, the first requirement is to de-escalate the situation, then address the issues. He stated that he believes in progressive discipline and in following the steps in that process. . What is your experience with conflict resolution. Please describe your view of conflict resolution and give an example of how this conflict resolution would work. Mr. Johnson stated that he learned, as Justice of the Peace, that it is important to have all the facts. He noted that, as Fire Chief, he learned that volunteers have a significantly different motivation from paid employees, and conflict resolution also becomes very different. He further noted that, as a banker, conflict resolution was an important part of his job, particularly during the twelve years of drought, when he was denying loan requests. He stated that in his current position, conflict resolution is an important part of bringing change to fire departments. Bozeman has been experiencing a steady growth over the past several years; and attitudes about how to handle growth vary in the community and on the Commission. What leadership would you provide toward addressing . growth-related issues? Mr. Johnson stated that policy decisions are an important part of guiding growth, and he would do the necessary research and provide the Commission with options for their consideration. He noted that constant review of existing regulations is essential, and changes should be considered as new information becomes available. He forwarded his view that, as City Manager, his role would be to support Planning staff in that process. He concluded by stating that growth issues are truly policy issues. Is there anything that we should know about that would make it difficult or prevent you from accepting this position? Mr. Johnson stated he has been working toward this position since 1994; he has no other job applications out; and he is not looking at going anywhere. He stated that he moved back to Bozeman with the intent to prepare for and apply for this position, noting the only issue . not yet addressed is the conditions of employment. The City of Bozeman operates under the old Commission/Manager form of government in Montana. Please explain how you view the relationship between the Clerk of the Commission and the City Manager under this form of government. Mr. Johnson stated that a review of the organization chart showed that the 06-06-97 .. - -- .---------- - 9 ~ Commission has two employees~-the City Manager and the Clerk of the Commission. He recognized that the Clerk of the Commission must be allowed to protect the confidences of the Commission. He forwarded his recognition that the Clerk of the Commission does not work for the City Manager. Mr. Johnson then responded to the questions resulting from public input gathered at . the social mixer, as follows. What's your track record in regard to the promotion of women to high level management positions? What would you do to foster the advancement of women to such positions with the City? Mr. Johnson stated that, while he was a director at the bank, he voted to select a female as a director and vote to promote two females to vice president positions. He noted that, for him, it is a performance issue. What leadership would you provide in regard to protection of open space and other natural resources as Bozeman grows? Mr. Johnson stated he views this as a growth issue, stating that review and revision of regulations is important as new information is gathered. He once again stated his role would be to support staff in doing the review and forwarding suggestions for revision. . In principle, do you support streamlining regulations and development review processes? If so, on what basis? Mr. Johnson stated he definitely does. He noted that the City currently has 23 boards, however, he would like to see a regulatory review board added to the structure. He stated it is important to constantly review regulations and procedures to determine if they are appropriate and to make changes when necessary. He suggested that a board, comprised of members interested in this issue, could provide invaluable assistance to the Commission. How would you propose controlling taxes not affected by State limits as Bozeman grows? Mr. Johnson characterized this as a policy issue, stating it is management staff's responsibility to forward proposals for spending and suggestions on revenue sources. He . indicated that once the Commission has made its policy decisions on the level of service to be provided, he would provide the information and proposals to conform to those policies. What is your experience in organizing a capital improvements program? Mr. Johnson stated that during his twelve years of banking, he reviewed many capital improvements programs in conjunction with loan requests. He also stated that, as Fire Chief, 06-06-97 - 10 - he dealt with the purchase of equipment and in long-range planning for the acquisition of that equipment. Mr. Johnson then distributed to the Commission a copy of a sample Capital Improvement Plan for the City of Bozeman for Fiscal Years 1998-2003. He stressed that this information should be moved into the budget document for each fiscal year so that it becomes . an integral part of the budgeting process. Growth planning: Do you think it should be done? If so, what approach do you support? Mr. Johnson stated that technology can play a large part in growth planning, particularly through the use of GIS. He stated that Dr. Jerry Johnson. MSU, has received a $600,000 grant, under which he is developing GIS information. He suggested that the County, City and private industry could work together to use this information in a cooperative manner. He then stated he would support the Planning staff in this process. What role do you think city government should play in human service issues, such as the local impacts of welfare reform? Mr. Johnson stated he just completed a study about entitlements at the University, . characterizing it as an interesting process. He noted that as monies for entitlements run short, the federal government converts the program to a block grant. forwarded to the states for administration. He stated that, by supporting and promoting volunteerism, the impacts of these added programs at the local level can be somewhat alleviated. Mr. Johnson then responded to the final Commission question, as follows: Is there anything else you would like us to know? Mr. Johnson characterized the City staff as very competent and talented, stating that if management provides them with the resources and turns them loose, they can accomplish great things. He noted that he has taken a lot of heat over his comments about considering eight-hour shifts at the Fire Department. He stressed that the constant evaluation of programs is essential, noting that the review may show that the current operation is the best one. . Mr. Johnson noted that the City's Finance Department has been consistently winning awards for its budget and financial statements. He stated, however, it is difficult to read, and distributed copies of a sheet of information on the recreation program, as prepared by Assistant Finance Director Peg Biekert, which shows the revenues and expenditures for the recreation program through April 30. He suggested that this sheet more quickly shows the status of this 06-06-97 ----.-......-- - 11 - budget unit than the other documents generated by that department, and stated that this type of analysis should be completed for each budget unit. He stated that this information shows the City subsidizes the recreation programs with approximately $110,000 in general fund monies, noting the Commission should make a determination on whether this is the right way to continue doing business, or if some adjustments are necessary. . Mr. Johnson then distributed to the Commission copies of the "Bozeman City Commission Handbook" which he had prepared for their review. He stated the majority of this information is simply a compilation of existing City policies and documents, with his interpretations and thoughts on how to lead the City's staff. He noted that, beginning on Page 35, he has provided his narrative on the relationship of the Commission to the City Manager. Mr. Johnson stated that in the section on goals, he has taken the goals established by the Commission and broken them down into objectives, with steps and timelines under each. Mayor Stueck thanked Mr. Johnson for participating in this interview. . Adiournment - 3:50 1!..J.!L. There being no further business to come before the Commission at this time, it was moved by Commissioner Frost, seconded by Commissioner Youngman, that the meeting be adjourned. The motion carried by the following Aye and No vote: those voting Aye being Commissioner Frost, Commissioner Youngman, Commissioner Rudberg, Commissioner Stiff and Mayor Stueck; those voting No, none. (O~ / ~~ DON E. STUECK, Mayor ATTEST: (;~J~~_ . ROBIN L. SULLIVAN Clerk of the Commission 06~O6-97 ---- --- __n_____ .__ n.