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Home My WebLink About2011 04 11 Other - Documents Reviewed With The Mayor And City Commission Under Reports 402 Date: April 11, 2011 These documents were reviewed with the Mayor and City Commission under Reports "402" during the April 11, 2011 City Commission Regular Meeting. The Tri- County League of Cities and the Florida Institute of Government at the University of Central Florida Present Successful Citizen Advisory Boards and Committees April 2, 2011 Orlando, Florida The John Scott Dailey FLORIDA INSTITUTE OF GOVERNMENT at the UNIVERSITY OF CENTRAL FLORIDA 12443 Research Parkway Suite 402 Orlando, Florida 32826 Phone 407. 882.3960, Fax 407.3882.3968 ABOUT THE INSTITUTE The John Scott Dailey Florida Institute of Government at the University of Central Florida is one of five university locations of the statewide institute. Its mission is to provide training and technical assistance to local governments, state agencies and nonprofit organizations. INSTITUTE SERVICES • Offers low -cost, high - quality training geared specifically to the government work place • Conducts courses in -house that are tailored to meet the needs of local government (course list and descriptions sent upon request) • Conducts citizen surveys, facilitates strategic planning sessions, staffs charter review and other citizen committees. • Links university resources to local government needs • Keeps local officials informed about new legislation and regulations affecting their jurisdictions • Assists statewide professional associations (such as the Florida Association of Code Enforcement) develop and administer certification and testing programs • Designs and manages conferences for government and nonprofit associations • Offers personal coaching to government employees who wish to improve their skills Marilyn E. Crotty is the Director of the Florida Institute of Government at the University of Central Florida in Orlando, Florida. In addition, she serves as the Executive Director of the Tri- County League of Cities. Ms. Crotty develops and presents workshops, seminars, and conferences throughout the state of Florida on topics of interest to state and local governments. She has designed courses in organizational development, management and supervision, customer service, leadership, and media relations. She also facilitates strategic planning sessions for city and county governments. Ms. Crotty is a faculty member for the Florida League of Cities Institute for Elected Municipal Officials. Prior to joining the staff at the University of Central Florida, Ms. Crotty directed the Institute of Government at Valencia Community College. She has been appointed to many governmental boards and has served on the East Central Florida Regional Planning Council, the Florida Environmental Efficiency Study Commission, and the Governor's Commission on the Status of Women. A Florida native, Ms. Crotty has a broad background in community service. A former president of the League of Women Voters of Seminole County and member of the League State Board, she lobbied in Tallahassee, coordinated and directed the election of the first Silver Haired Legislature for the state of Florida, and coordinated statewide debates for gubernatorial and senatorial candidates. Page 2 Contents Introductory Materials Florida Institute of Government 2 Contents 3 Workshop Objectives and Agenda 4 Characteristics of Advisory Boards and Committees 5 Responsibilities 6 Commissioner and Staff Materials When are Boards and Committees Appropriate? 8 Member Selection and Preparation 9 Keeping Committees Productive 11 Board and Committee Member Materials Member Checklist 12 Potential Time Wasters 13 13 Rules for Getting More Out of Meetings 14 Parliamentary Procedure 15 Group Dynamics 17 Group Roles 18 General Materials Challenges 20 Your Action Plan 21 Evaluation 22 Page 3 Successful Citizen Advisory Boards and Committees April 2, 2011 Workshop Objectives • Better understand the nature of citizen advisory groups • Suggest ways to enhance the productivity of boards and committees • Clarify roles and responsibilities for board and committee success • Go home with practical strategies for enhancing your citizen groups Workshop Agenda 9:00 Opening and Introductions Characteristics of Advisory Boards and Committees Roles and Responsibilities for Boards and Committees Elected Official and Staff Perspective When are Advisory Boards and Committees Appropriate and Other Options How Should Members be Selected, Given Their Charge and Removed? Staff Support, Monitoring and Management Evaluation and Recognition li[:lEc�il:3'�17 10:45 Advisory Board and Committee Member Perspective Member Checklist Potential Time Wasters in Meetings Making Meetings Count: 13 Rules for Getting More from Meetings Parliamentary Procedure Group Dynamics Facts and Tips Group Roles How Can We Deal with Challenges and Difficulties? What Can We Do to Enhance Success of Our Citizen Advisory Boards? 12:00 Adjourn Page 4 Characteristics of Advisory Boards and Committees Standing Committees Planning and Zoning Commission Aviation Advisory Board Board of Adjustment Budget Advisory Board Police Citizen Review Board Code Enforcement Board Redevelopment Authority Housing Authority Board Affordable Housing Committee Parks and Recreation Historic Preservation Public Works Ad Hoc or Temporary Committees Charter Revision Tree Trimming Committee Public Transit Road Project Committees Race Relations Committee Cell Tower Regulation Committee Landfill Siting Committee Comp, Sector or Special Area Plan Land Development Regulations Park Plan Committee Audit Committees Mobile Home Policy Committee Utility Community Appearance or Beautification Neighborhood Advisory Committee Youth Services Environmental Possible Committee Functions What functions does your committee perform? 1. Solicit input from one or multiple interest groups that staff reports to the commission 2. Conduct research and prepare reports 3. Technical review RFPs, work products, proposed policies, etc. 4. Formulate recommendations for commission consideration 5. Make authorized decisions that are appealable to the commission 6. Conduct reviews of city programs and activities (citizen review board) 7. Hear appeals of administrative decisions 8. Hire and fire staff (social services or mental health) 9. Perform work tasks and coordinate volunteers 10. Make independent decisions appealable only to court (board of adjustment) Geographic Scope Options 1. Neighborhood or special area 2. City or county -wide 3. Intergovernmental 4. Regional 5. State -wide Page 5 Who is Responsible? Hiring and firing Advisory State or of personnel Citizens Council Committee Manager Staff Other Agency Setting goals and objectives for pro- Advisory State or grams Citizens Council Committee Manager Staff Other Agency Involving committees in Advisory State or functioning of the Citizens Council Committee Manager Staff Other Agency council Supervising the staff to see that Advisory State or they are doing an Citizens Council Committee Manager Staff Other Agency adequate job Orienting new Advisory State or council members Citizens Council Committee Manager Staff Other Agency Decision on Advisory State or sewer service Citizens Council Committee Manager Staff Other Agency charges Determining basic Advisory State or needs of Citizens Council Committee Manager Staff Other Agency community Approving Advisory State or Budgets Citizens Council Committee Manager Staff Other Agency Planning a public Advisory State or relations program Citizens Council Committee Manager Staff Other Agency Preparing Advisory State or agendas for Citizens Council Committee Manager Staff Other Agency council meetings Developing ideas for programs to Advisory State or improve Citizens Council Committee Manager Staff Other Agency community Page 6 Sharing information about Advisory State or programs Citizens Council Committee Manager Staff Other Agency Encouraging citizen support of Advisory State or council Citizens Council Committee Manager Staff Other Agency recommendations Coordinating activities between Advisory State or other government Citizens Council Committee Manager Staff Other Agency agencies Coordinating activities Advisory State or Between Citizens Council Committee Manager Staff Other Agency departments Getting information Advisory State or on policy making Citizens Council Committee Manager Staff Other Agency Initiating goals and objectives for a Advisory State or park board Citizens Council Committee Manager Staff Other Agency program Making a decision on highway Advisory State or interchanges Citizens Council Committee Manager Staff Other Agency Page 7 When are Advisory Boards and Committees Appropriate? When to use them. Which criteria apply to your committee? 1. The issue needs more study than is feasible in commission meetings 2. There is not an obvious solution and creativity is called for 3. There are issues commissioners are not aware of; citizens provide leadership 4. There are conflicting groups and interests; complex negotiation is needed 5. Commitment from different groups is needed for implementation 6. There is adequate technical and logistical support available 7. When you want additional expertise. Have experts on separate or same committee with citizens or have consultant or staff do it When not to use them. Which criteria apply to your committee? 1. The decision has already been made 2. The importance of the charge does not justify the staff, expert and volunteer effort required 3. There is no feasible solution 4. The issue is volatile and the commission just needs to decide 5. The purpose to distract activists and keep them out of commissioners' hair 6. Critical interest groups are not invited or are not willing to participate 7. A political group or special interests just want to advance their agenda 8. There is not a clear charge or scope of work from the commission 9. There is not adequate time to do a good job 10. There is not adequate technical and logistical support 11. There are not resources to implement the recommendations 12. The task would be better done by experts Alternatives to Using Boards or Committees. Which may complement or replace the need for a committee? 1. Permanent committee 2. Facilitated workshop or series of workshops 3. Hold a charrette 4. Mediation between groups in conflict 5. Contract with a consultant /expert 6. Hold a public meeting 7. Conduct focus groups 8. Ask for comments on draft recommendations 9. Conduct a survey Page 8 How Should Members be Selected and Prepared? Possible Criteria for selecting committee members _ Education Professional training and /or experience _ Community leadership and recognition Political affiliation ( ?) _ Philosophical or ideological perspective Willingness to serve _ Race Gender _ Geographical representation Interest group representation _ Commission members? Staff? Options for Committee Members Selection. Which Works for Your Committee? 1. Staff recommends a committee that meets criteria set by ordinance or by the commission, for commission approval 2. Mayor or manager selects members with commission approval 3. Commissioners choose from a list prepared by staff or a nominating committee, 4. Commissioners each pick one or more members, 5. Have a citizen involvement committee select members 6. Interest groups are selected and asked to designate a representative Note: a combination of methods may be used for some committees Other Suggestions Related to Member Selection • Create alternate members who participate but do not vote • Have applications that commission review and approve leadership programs • Have a citizens academy to prepare for committee and other involvement • Commissioners take ownership of nominees • Have the clerk or staff advertise for volunteers and handle applications • Hold public interviews for potential committee members • Establish the selection process in committee charters or by -laws What Should the Committee Charge for Your Committee(s) Include? 1. Copies of committee by -laws, charter or ordinance 2. Provide an open -ended purpose or mission statement 3. Specify desired outcomes or products 4. Clarify what is and isn't to be included in the scope 5. Provide comments from each commissioner on the issues to be addressed 6. Establish committee functions, rules, procedures, etc. 7. Timeframe for completion of each or all tasks 8. Instructions for public notice and involvement 9. Sunshine requirements, as appropriate Page 9 How Should Your Committee's Charge be Established and Maintained? 1. Verbal instruction from staff 2. Have new member orientations and periodic training 3. Have attorney give introduction to ethics and sunshine 4. Have commission members talk to appointees 5. A letter from the commission 6. A handbook for members 7. Passage of an ordinance 8. Require by -laws to be adopted and approved 9. A charter amendment 10. Require approval of an annual or periodic work plan and agendas 11. Require and respond to progress reports 12. Have face -to -face sessions with the commission periodically Other Suggestions • Clarify that committees have an advisory role • When a council reverses a board decision it may be because the council considers more factors and has broader authority to decide • Have one level of quasi - judicial hearing, e.g. at the planning commission or council level but not at both • If decisions of a planning or other board are regularly overturned the council should consider policy revisions. Page 10 How Can Cities Keep Committees Productive? Commission - Committee /Board Communications and Coordination 1. Have committees review their charge at the beginning of each meeting 2. Require preparation of action plans with measurable products 3. Have committees prepare periodic reports and requests for policy guidance 4. Commission provides guidance based on reports and requests and makes interim decisions as appropriate 5. Have groups do self - evaluations or have external performance evaluations 6. Have committees appear before the commission annually for reports, guidance and recognition Others? Support 1. Designate a commissioner as a liaison to the group 2. Designate a staff as a liaison to the group 3. Provide staff support at all meetings 4. Provide staff to perform tasks directed by the committee Others? Recognition 1. Certificate of appreciation and awards 2. Recognition ceremony or banquet 3. Media acknowledgements, press releases, newsletters, web sites, 4. Perks: free parking, tickets to events, etc. Others? Page 11 Advisory Board and Committee Members Member's Checklist 1. Do I have a clear understanding of the goals of the Advisory Board? 2. Am I able to commit sufficient time and energy to the Board to achieve these goals? 3. Do I clearly understand my role on the Board and the importance of that role to the Board's success? 4. Do I clearly understand the way the Board's decisions are reached, especially that part for which I am responsible? 5. Do I fully participate in the discussion and decision - making? 6. Do I exhibit the initiative, the enthusiasm, and the sense of purpose expected of a board member? 7. Do I contribute to creating and maintaining a supportive group climate? 8. Do I help with the evaluation of Board decisions? 9. Do I clearly understand Board /staff relationships? 10. Do I clearly understand Board /Commission relationships? Page 12 Potential Time Wasters in Meetings 1. Purpose: May be unclear, not understood by everyone. 2. Plan /Agenda: Often ignored — with disastrous results in wasted time. 3. People: Often people are there who don't need to be, and therefore shouldn't be, or people who should be there and are missing. 4. Place and Space: May be inadequate or exposed to distractions 5. Time Dimensions: Most meetings start late and end late. 6. Leadership - Climate: Every meeting has a "feeling." If positive, fine; if not, the convenor needs the skill of easing a tense, possibly hostile atmosphere into a cooperative one as quickly as possible. 7. Leadership- Conducting the Meeting: Conference leadership is a vital skill for almost all of us. It can be learned. 8. Follow -up: Follow -up is essential to ensure that decisions are carried out. If no decisions were called for, were the intended purposes of the meeting accomplished? 9. Costs: Most meetings cost money — for supplies, resource people, space. And all meetings cost time — the cost in people's time as measured by their compensation and, often, time lost in ill- advised or unnecessary meetings Page 13 Making Meetings Count 13 Rules for Getting More from Meetings Before Meeting 1. Chair prepares agenda with staff. 2. Time limit agenda by topic. (Apportion time in accordance with importance.) 3. Send advance agenda and information to all Board members (no surprises — all prepared). During Meeting 4. Start on time. (Don't penalize those arriving on time and reward latecomers by waiting for them.) 5. Ask Board members if they want to amend agenda. It may be best to allow persons in the audience there to speak on "hot" item to go first. 6. Start with and stick to agenda. Style of leadership for chairperson may vary depending upon purpose of meeting — to inform, generate creative solutions, or decide. 7. Prevent interruptions (No phone calls or messages short of extreme emergencies). 8. If topics generate a good deal of discussion but no easy conclusion, assign a small subcommittee to research matter and report back at next meeting. (Subcommittee meetings must be public noticed.) 9. Accomplish purpose. Restate conclusions. Clarify assignments. 10. End on time. (Respect plans of those who assumed meeting would end on time.) After Meeting 11. Evaluate meeting. (Was advance information adequate? Did meeting start on time? Were the agenda followed and purposes achieved within time allocated? Were the right people in attendance? Was time wasted ?) 12. Expedite minutes. (Concise minutes should include any decisions, those responsible, and deadlines; distribute as soon as possible.) 13. Follow up: (a) progress reports, (b) execution of decisions. Page 14 Parliamentary Procedure at a Glance The motions or points listed below, 1 through 9, are in order of precedence. In other words: A. When anyone of them is pending, you cannot introduce one that is listed BELOW it. B. You can introduce one that is listed above it. Page 15 May You Interrupt Is Vote Required? Speaker To Make Is A Second Is the Motion Can This What Percent YOU WANT TO: YOU SAY: This Motion? Necessary? Debatable? Motion Be Required? Amended? 1. Adjourn I move we adjourn No interruption A Second is Not debatable Not amendable Majority vote permitted necessary required 2. Recess I move we recess No interruption A Second is Not debatable Majority vote until... permitted necessary required 3. Register a Point of privilege, Mr. Yes, you may No Second Not debatable (any Not amendable No vote required Complaint Chairman... interrupt needed RESULTING motion (Chair decides) is debatable 4. Suspend further I move we table this No interruption A Second is Not debatable Not amendable Majority vote consideration of a matter permitted necessary required matter (To Table) 5. End discussion or I move the previous No interruption A Second is Not debatable Not amendable Two - thirds vote further debating of question permitted necessary required a matter 6. Postpone I move we postpone No interruption A Second is Debatable Amendable Majority vote Consideration of a this matter until... permitted necessary required Matter 7. Have further study I move we refer this No interruption A second is Debatable Amendable Majority vote on a matter matter to a committee permitted necessary required 8. Amend a motion I move this motion be No interruption of A Second is Debatable Amendable Majority vote amended to read... speaker permitted necessary required 9. Introduce a matter I move that... May not interrupt A Second is Debatable Amendable Majority vote or business (A speaker necessary required primary motion) Page 15 Parliamentary Procedure (continued) These are general points, proposals, and motions and have no order of procedure over one another. You may introduce any one of them at any time, except: When Motion to Adjourn is pending; (B) When Motion to Recess is pending; (C) Point of Privilege is pending Page 16 May You Interrupt Is A Second Is The Motion Can This Is Vote Required? YOU WANT TO: YOU SAY: Speaker to Make this Necessary? Debatable? Motion Be What Percent Motion? Amended? Required? 1. Object to error in Point of Order May interrupt speaker No second Not debatable Not amendable No vote required. procedure or to a Chair decides personal affront 2. Request for Point of May interrupt if urgent and No second Not debatable Not amendable No vote required information information to the point 3. Verify voice vote by I call for a division No interruption permitted No second Not debatable Not amendable No vote required taking actual count of the house BUT division must be UNLESS someone called by Chairman before objects, THEN new motion can be made majority required. 4. Object to I object to May interrupt speaker No second Not debatable Not amendable Two - thirds vote consideration of a consideration of required against matter you consider this question consideration improper or undiplomatic 5. Take up a matter I move we take No interruption permitted Must be Not debatable Not amendable Majority required previously tabled from the table seconded 6. Reconsider I move we May interrupt for record Must be Debatable IF Not amendable Majority required something reconsider our only (Business at hand seconded original motion disposed of action relative to.. takes precedence) was debatable 7. Consider something I move we May not interrupt speaker Must be Not debatable Not amendable Two - thirds vote out of its' scheduled suspend the rules seconded required order and consider... 8. Vote on a ruling of I appeal the chair's May interrupt speaker Must be Debatable IF Not amendable Majority vote the chair decision seconded original motion required was debatable Page 16 Group Dynamics Facts and Tips Briefing Sheet: Groups Are Good for Humans 1. Groups are good for humans! The following overview of research in social psychology clearly supports this assertion. 2. Under most conditions, the productivity of groups is higher than the productivity of individuals working alone. 3. Groups make more effective decisions and solve problems more effectively than individuals working alone. 4. It is through group membership that the values of altruism, kindness, consideration for others, responsibility, and so forth are socialized in us. 5. The quality of emotional life in terms of friendship, love, camaraderie, excitement, joy, fulfillment, and achievement is greater for members of groups than for individuals functioning alone. 6. The quality of everyday life is greater in groups due to the advantages of specialization and division of labor. Our material standard of living (for example. Our housing, food, clothing, transportation, entertainment, and so forth) would not be possible for a person living outside of society. 7. Conflicts are managed more productively in groups. Social influences are better managed in groups. Without group standards, social values, and laws, civilization would be impossible. 8. The groups of significance shape a person's identity, self- esteem, and social competencies to him or her. Self -Rules for Constructive Group Controversy 1. I am critical of ideas, not individuals. I challenge and refute the ideas of others, but do not indicate that I personally reject the members of the group. 2. 1 focus on coming to the best decision possible, not on "winning." I remember that we are all in this together. 3. 1 encourage everyone to participate and to master all the relevant information. 4. 1 listen to everyone's ideas, even if I don't agree. 5. 1 paraphrase or restate what someone has said if it is not clear to me. 6. 1 first bring out all the ideas and facts supporting both sides, and then I try to put them together in a way that makes sense. 7. 1 try to understand both sides of the issue. 8. 1 try to change my mind when the evidence indicates that I should do so. Page 17 Group Roles GROUP BUILDING & TASK ROLES MAINTENANCE ROLES (Par ner Func ions) "Facilitate the job to be "Facilitate membership in done" the group" EGOCENTRIC ROLES Initiator — Informer / \ Harmonizer — Compromiser Clarifier — Summarizer Gate Keeper — Encourager "Interfere with the job And membership" Reality Tester / \Consensus Tester Blocker Aggressor- Dominator Playboy /Playgirl - Avoider Page 18 Group Roles TASK ROLES - "facilitate the job to be done." Initiator - Informer: Proposing tasks, goals, actions; defining group problems; suggesting a procedure; offering facts; giving an opinion. 2. Clarifier- Summarizer: Interpreting ideas or suggestions; defining terms; clarifying issues before the group; pulling together related ideas; offering a decision or conclusion for the group to consider. 3. Reality Tester: Testing an idea against some data trying to see if the idea would work. MAINTENANCE ROLES - "facilitate membership in the group." Harmonizer - Compromiser: Mediating; conciliating differences in points of view; making compromise solutions; modifying in interest of group cohesion or growth. 2. Gate Keeper- Encourager: Helping to keep communication channels open; facilitating the participation of others; being friendly, warm, and responsive to others; praising others and their ideas; agreeing with and accepting contributions of others. 3. Consensus Tester: Asking to see if a group is nearing a decision; sending up "trial balloons" to test group opinions. BLOCKER ROLES — "interfere with the job and the membership." Blocker: Disagreeing and opposing beyond "reason "; resisting the group's wish for personally- oriented reasons; using hidden agenda to thwart the movement of a group. 2. Aggressor- Dominator: Deflating status of others; attacking the group or its' values; asserting authority or superiority to manipulate group or certain of its' members; interrupting contributions of others; controlling by means of flattery or other patronizing behavior. 3. Playboy /Playgirl- Avoider: Making a display in "playgirl /playboy" fashion of one's lack of involvement; horsing around; seeking recognition in ways not relevant to groups task. Pursuing special interests not related to the task; staying off subject to avoid commitment; preventing group from facing up to controversy. Page 19 How Can We Deal with Challenges and Difficulties? What do you want to talk about? 1. Do we use a majority, super majority or consensus decision rule? 2. How to give clear delegation to groups and allow flexibility? 3. What is the right number of committee members? 4. What is the appropriate term of office (Staggered? Term limits ?)? 5. Should you allow for alternates or substitutes? 6. What is the procedure for replacement? 7. How can we assure that input is seriously considered by the commission? 8. How do you deal with problems between staff and committees? 9. When and how should you disband a committee? 10. How do you deal with dedicated objectors? Others? Page 20 Your Action Plan for Enhancing the Success of Citizen Advisory Boards and Committees Review of current committees' structure and performance 1. Compile data on membership, terms, meeting times and place, appointment method, purpose, progress and products, 2. Conduct a satisfaction survey of committee chairs, members and staff Others? Create or refine a policy for committees and boards 1. Assign to staff 2. Hire a consultant 3. Create a committee Others? Provide appropriate training on 1. Creating, appointing members, giving a charge and working with committees for commissioners, 2. Subject area knowledge and skills for chairs and members 3. Process planning and facilitation for chairs, staff and facilitators Others? Establish mechanism for supporting and monitoring committees 1. Designate committee - commission liaisons 2. Create a cadre of trained facilitators 3. Require quarterly or annual reports for appropriate committees 4. Identify a person or office to be responsible for monitoring and supporting committees Others? Page 21 Successful Citizen Advisory Boards and Committees Evaluation Form Your Input is Important How well were the workshop objectives achieved? Better understand the nature of citizen advisory groups Suggest ways to enhance the productivity of boards and committees Clarify roles and responsibilities for board and committee success Go home with practical strategies for enhancing your citizen groups Comments: Rate the following aspects of this session: Clarity of workshop purpose and plan Balance of presentation and participation Instruction Comments: What did you like best about this workshop? How could it be improved? Excel. Poor 5 4 3 2 1 5 4 3 2 1 5 4 3 2 1 5 4 3 2 1 5 4 3 2 1 5 4 3 2 1 5 4 3 2 1 Page 22