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2010 02 01 Informational 100 Discussions/Review Of Each City Advisory Board And Committee
COMMISSION AGENDA Consent ITEM 100 Informational X Public Hearing Regular February 1, 2010 MGR. /DEPT. Workshop uthorization REQUEST: The City Manager requests that the City Commission consider the information in this Agenda Item and begin discussions /review regarding the on -going viability of each City Advisory Board and Committee. SYNOPSIS: Previously, the Commission expressed a desire to perform a comprehensive review of its current Advisory Boards and Committees. In that regard, this Agenda Item provides information related to the 8 current City Advisory Boards and Committees and additional relative information for the Commission to utilize in their evaluation. CONSIDERATIONS: On September 28, 2009, the Commission expressed a desire to hold a workshop for purposes of performing a comprehensive review of all current City Boards. This type of periodic review is common and would essentially include a determination of whether or not each Board still met the Commission's intended needs from an advisory perspective. Subsequently, a workshop was scheduled by the Commission for February 1, 2010. Current Advisory Boards and Committees The City of Winter Springs currently has the following 8 Advisory* Boards and Committees (summarized in Attachment 1. A.): 1) Beautification of Winter Springs Board Established: 1989 This 7 Member Advisory Board is "empowered and directed to consider and study the entire field of beautification in the city." CITY OF WINTER SPRINGS, FLORIDA CITY COMMISSION WORKSHOP FEBRUARY 1, 2010 INFORMATIONAL AGENDA ITEM "100" PAGE 2 OF 5 Regular Meetings are held quarterly, on the first Tuesday of January, April, July, and October. Staff Liaison: Community Development Department Urban Beautification Division Services 2) Board of Adjustment Established: 1968 This is a 5 Member Advisory Board which "shall make recommendations to the city commission to grant any variance or special exception." Regular Meetings are held on the first Thursday of each month. Staff Liaison: Community Development Department 3) Board of Trustees Established: 1983 This is a five (5) Member Advisory Board which "shall administer the city's pension plan pursuant to the provisions contained therein as adopted by the city commission." Regular Meetings are held quarterly, on the last Tuesday of January, April, July, and October. Staff Liaison: City Manager/Finance Department 4) Code Enforcement Board *Not an actual Advisory Board) Established: 1980 This Board holds Hearings complete with testimony. With discussion on "findings of fact, based on evidence of record, and conclusions of law and shall issue an order affording the proper relief consistent with powers granted herein." The Code Enforcement Board is comprised of seven (7) Regular Members and two (2) Alternate Members. Regular Meetings are held on the third Tuesday of each month. Staff Liaison: Police Department Code Enforcement Bureau CITY OF WINTER SPRINGS, FLORIDA CITY COMMISSION WORKSHOP FEBRUARY 1, 2010 INFORMATIONAL AGENDA ITEM "100" PAGE 3 OF 5 5) Districting Commission (Held every 3 years) Established: 1959 This 5 Member Advisory Commission files a report containing a recommended plan for establishment or adjustment of the district boundaries. By City Ordinance, this Advisory Commission meets every three (3) years. The next Districting Commission will be selected in late 2009 /early 2010. Regular Meetings will be held when agreed upon. Staff Liaison: Community Development Department 6) Oak Forest Wall and Beautification District Advisory Committee Meeting Established: 1999 This five (5) Member Advisory Committee "shall review and discuss issues related to the foregoing and other directly related matters of interest to the owners of property within" the Oak Forest community. Regular Meetings are held quarterly, on the second Thursday of January, April, July, and October. Staff Liaison: Community Development Department Urban Beautification Division Services 7) Planning and Zoning Board/Local Planning Agency Established: 1964 This five 5 Member Advisory Board recommends to the City Commission "the boundaries of the various original zoning districts and appropriate regulations to be enforced therein and any proposed amendments" along with dealing with traffic circulation elements, and the Comprehensive Plan. Regular Meetings are held on the first Wednesday of each month. Staff Liaison: Community Development Department CITY OF WINTER SPRINGS, FLORIDA CITY COMMISSION WORKSHOP FEBRUARY 1, 2010 INFORMATIONAL AGENDA ITEM "100" PAGE 4 OF 5 8) Tuscawilla Lighting and Beautification District Advisory Committee Meeting Established: 1998 This five (5) Member Advisory Committee "shall review and discuss issues related to the foregoing and other directly related matters of interest to the owners of property within" the Tuscawilla community. Regular Meetings are held quarterly, on the third Wednesday of January, April, July, and October. Staff Liaison: Community Development Department Urban Beautification Division Services FISCAL IMPACT: Currently, members of the following (Advisory) Boards receive a payment of $25.00 for every meeting they attend: Beautification of Winter Springs Board Board of Adjustment Board of Trustees Code Enforcement Board Districting Commission Planning and Zoning Board/Local Planning Agency Funding for this purpose have been approved by the City Commission in the current year's budget. COMMUNICATION EFFORTS: This Agenda will be distributed to the Mayor And City Commission, City Manager, City Attorney, and Department Directors; faxed and emailed to the Media and all individuals who have requested to receive City Commission Agendas; placed in Press Packets; posted at five (5) locations around the City; placed in the Lobby Binder; and is available on the City's Website, LaserFiche, and the City's Server. This Agenda Item will be distributed to the Mayor And City Commission, City Manager, City Attorney; and Department Directors (for distribution to applicable Staff); placed in Press Packets; placed in the Lobby Binder; and is available on the City's Website, LaserFiche, and the City's Server. CITY OF WINTER SPRINGS, FLORIDA CITY COMMISSION WORKSHOP FEBRUARY 1, 2010 INFORMATIONAL AGENDA ITEM "100" PAGE 5 OF 5 RECOMMENDATION: The City Manager recommends the Commission review the information provided herein and begin discussions /review as to the on -going viability of each current City Board. ATTACHMENTS: 1. a. Summary spreadsheet 1. b. Current Memberlists for all (Advisory) Boards and Committees 1. c. Attendance records for all (Advisory) Boards and Committees for 2008 and 2009 2. a. "Successful Citizen Advisory Boards and Committees" (from the Florida League of Cities) 2. b. "Facilitation: A Key for Successful Boards and Committees" (from the Florida League of Cities) 2. c. "How to Succeed with Advisory Boards" (from the Florida League of Cities) 2. d. "A City Case Study: Dunedin" (from the Florida League of Cities) 2. e. "Ethically Speaking State Laws Cover Appointed Board Members" (from the Florida League of Cities) 2. f. `The Sunshine Law and Advisory Committees" (from the Florida League of Cities) 2. g. "Effective Use of Citizen Advisory Boards" (from the Florida League of Cities) ATTACHMENT "1. a." Summary Of Current (Advisory) Boards And Committees Oak Forest Wall And Planning And Zoning Tuscawilla Lighting And Beautification Of Winter Beautification District Board/Local Planning Beautification District Springs Board Board Of Adjustment Board Of Trustees Code Enforcement Board Districting Commission Advisory Committee Agency Advisory Committee Date Established February 22, 1983; March 14, September 30, 1980; October May 22, 1989 January 8, 1968 1988; January 24, 1994 26, 1982; 1959 July 27, 1998 July 7, 1964; January 8, 1968 August 16, 1999 Ordinance 273; Ordinance Ordinance 226; Ordinance Related Ordinance/Legislation Ordinance 459 Ordinance 44 411; Ordinance 554 269; Florida Statutes 162 Charter Ordinance 98 -704 Ordinance 39; Ordinance 44 Ordinance 98 -704 Charter Article 111 Section Referenced in Code of Ordinances Chapter 2 Division 4 Chapter 20 Division 3 Chapter 14 Article III Chapter 2 Division 2 4.02. No Chapter 20 Division 2 No Recommends to the City Commission "the boundaries Holds Hearings complete with of the various original zoning testimony. With discussion on Files a report containing a districts and appropriate "findings of fact, based on recommended plan for "Shall review and discuss regulations to be enforced "Shall review and discuss "Shall administer the city's evidence of record, and establishment or adjustment of issues related to the foregoing therein and any proposed issues related to the foregoing "Empowered and directed to "Shall make recommendations pension plan pursuant to the conclusions of law and shall the district boundaries. By and other directly related amendments" along with and other directly related consider and study the entire to the city commission to grant provisions contained therein as issue an order affording the City Ordinance, this Advisory matters of interest to the dealing with traffic circulation matters of interest to the field of beautification in the any variance or special adopted by the city proper relief consistent with Commission meets every three owners of property within" the elements, and the owners of property within" the Brief synopsis of responsibilities city." exception." commission." powers p granted herein." (3) years. Oak Forest community. Comprehensive Plan. Tuscawilla community. Number of Members 7 5 5 7 7 5 5 5 Alternate Members? If Yes, How Many No No No Yes/2 No No No No Frequency Of Meetings Quarterly Monthly Quarterly Monthly As needed Quarterly Monthly Quarterly First Tuesday of January, Last Tuesday of January, Second Thursday of January, First Wednesday of each Third Wednesday of January, When Are Regular Meetings Held April, July, and October. First Thursday of each Month April, July, and October. Third Tuesday of each Month As Agreed To By Districting C April, July, and October. Month April, July, and October. Community Development Community Development Community Development Department Department Department Urban Beautification Division Community Development Finance And Administrative Police Department Code Community Development Urban Beautification Division Community Development Urban Beautification Division Staff Liaison Services Department Services Department Enforcement Bureau Department Services Department Services Members Paid? If Yes, How Much Yes/$25.00 Per Meeting Yes/$25.00 Per Meeting Yes/$25.00 Per Meeting Yes /$25.00 Per Meeting Yes /$25.00 Per Meeting No Yes/$25.00 Per Meeting No Revised 01/22/2010 ATTACHMENT "1. b." �NxNTER o 'A F CITY OF WINTER SPRINGS, FLORIDA u I�orlwrated 959 1126 EAST STATE ROAD 434 SPRINGS, 1 •�`OR,QA WINTER TELEPHONE: (407) FLORIDA 407) 3 1800 32708-2799 FACSIMILE: (407) 327 -4753 WEBSITE: www.winterspringsfl.org BEAUTIFICATION OF WINTER SPRINGS BOARD (B.O.W.S.) MEMBERS: LOCATION: Seat One: City Of Winter Springs Municipal Building (City Hall) Ms. Lorry Roero 1126 East State Road 434, Winter Springs, Florida 32708 602 Silvercreek Drive Commission Chambers Winter Springs, Florida 32708 Telephone: (407) 327 -1563 [Residence] MEETING DATES: email: jessielroero @yahoo.com Regular Meetings Are Usually Held On The First Tuesday Of Each Term Expires: July 2010 Quarter Seat Two: MEETING TIME: Vacant 7:00 p.m. 2010 REGULAR MEETING SCHEDULE: January 5, 2010 April 6, 2010 Term Expires: July 2012 July 6, 2010 October 5, 2010 Seat Three: Ms. Kathryn Fairchild, Vice Chairperson STAFF REPRESENTATIVES: 203 McLeods Way Mr. Randy Stevenson, ASLA, AICP, Director, Community Development Winter Springs, Florida 32708 Department Telephone: (407) 699 -5312 [Residence] Mr. Steven Richart, Urban Beautification Services Division Manager, Telephone: (407) 740 -6651 [Business] Community Development Department email: kfairc1203 @aol.com Mr. Mike Mingea, Arborist, Community Development Department Term Expires: July 2010 TERM OF SERVICE: Seat Four: 3 Years Ms. Alice Bard 649 Cheoy Lee Circle Winter Springs, Florida 32708 Telephone: (407) 884 -2000 [Business] Mayor's Appointee: email: Alice.Bard @dep.state.fl.us Ms. JoAnn Mattie Term Expires: July 2012 685 Fortrose Drive Winter Springs, Florida 32708 Seat Five: Telephone: (407) 695 -4344 [Residence] Ms. Cara Lynn Roesner, Chairperson email: jmat1009 @aol.com Winter Springs, Florida 32708 Term Expires: July 2011 Term Expires: July 2010 Mayor's Appointee: Mr. Lawrence Chmura 634 Jeffrey Court Winter Springs, Florida 32708 Telephone: (407) 327 -8037 [Residence] email: lchmura @mail.ucf. edu Term Expires: July 2011 DOCS advisoryboardsandcommittees/ beautificationofwinterspringsboard /all l /meetings/2010memberl ist.xls Revised 1 /11 /10 4/11111111 4' "Fad 6 CITY OF WINTER SPRINGS, FLORIDA P u) I1 C°''°La d 1126 EAST STATE ROAD 434 2959 WINTER SPRINGS, FLORIDA 32708 -2799 4. 4.0RICIP TELEPHONE: (407) 327 -1800 FACSIMILE: (407) 327 -4753 WEBSITE: www.winterspringsfl.org BOARD OF ADJUSTMENT MEMBERS: LOCATION: Seat One: City Of Winter Springs Municipal Building (City Hall) Ms. Linda Collins 1126 East State Road 434, Winter Springs, Florida 32708 222 Shore Road Commission Chambers Winter Springs, Florida 32708 Telephone: (407) 327 -1829 MEETING DATES: Telephone: (407) 551 -1305 [Business] Regular Meetings Are Usually Held On The First Thursday Of Each Term Expires: July 2012 Month Seat Two: MEETING TIME: Mr. Tom Waters, Chairman 7:00 p.m. 1033 Antelope Trail Winter Springs, Florida 32708 2010 REGULAR MEETING SCHEDULE: Telephone: (407) 699 -0481 [Residence] January 7, 2010 May 6, 2010 September 2, 2010 Telephone: (407) 665 -2261 [Business] February 4, 2010 June 3, 2010 October 7, 2010 Facsimile: (407) 324 -5731 (Please Call Prior March 4, 2010 July 1, 2010 November 4, 2010 To Faxing) April 1, 2010 August 5, 2010 December 2, 2010 email: tch20s @aol.com Term Expires: July 2010 STAFF REPRESENTATIVES: Mr. Randy Stevenson, ASLA, AICP, Director, Community Development Seat Three: Department Mr. Jack Taylor, Vice Chairman Mr. John Baker, AICP, Senior Planner, Community Development 695 Bear Paw Court Department Winter Springs, Florida 32708 Ms. Eloise Sahlstrom, ASLA, AICP, Senior Planner, Community Telephone: (407) 366 -0468 [Residence] Development Department Term Expires: July 2012 TERM OF SERVICE: Seat Four: 3 Years Ms. Karen Paine Malcolm 70 -49 Moree Loop Winter Springs, Florida 32708 Telephone: (407) 252 -7954 [Residence] Telephone: (407) 695 -7898 [Business] Term Expires: July 2010 Seat Five: Mr. Howard Casman 1076 Winding Waters Circle Winter Springs, Florida 32708 Telephone: (407) 327 -4884 [Residence] Telephone: (407) 774 -1995 x158 [Business] Term Expires: July 2012 DOCS/ advisoryboardsandcommittees /boardofadjustment/all l /meetings /2010memberlist.xls Revised 12/29/09 `l sTER S O i CITY OF WINTER SPRINGS, FLORIDA u t nCO 1 t m 19 9 1126 EAST STATE ROAD 434 '�LOR1Dp` WINTER TELEPHONE: (407) 327-1800 2799 FACSIMILE: (407) 327 -4753 WEBSITE: www.winterspringsfl.org BOARD OF TRUSTEES MEMBERS: LOCATION: Seat One: City Of Winter Springs Municipal Building (City Hall) Mr. Ben McMahan 1126 East State Road 434, Winter Springs, Florida 32708 1562 Eagle Nest Circle Commission Chambers Winter Springs, Florida 32708 Telephone: (407) 365 -2291 [Residence] MEETING DATES: email: benmcmahan @aol.com Regular Meetings Are Usually Held On The Last Tuesday Of Each Term Expires: January 1, 2012 Quarter Seat Two: MEETING TIME: Ms. Barbara Watkins 6:30 p.m. 1603 Cougar Court Winter Springs, Florida 32708 2010 REGULAR MEETING SCHEDULE: Telephone: (407) 365 -9831 [Residence] January 26, 2010 email: cpabarbara @aol.com April 27, 2010 Term Expires: January 1, 2012 July 27, 2010 October 26, 2010 Seat Three: Mr. Max D. Swaim STAFF REPRESENTATIVES: 719 Adidas Road Mr. Kevin L. Smith, City Manager Winter Springs, Florida 32708 Telephone: (407) 971 -7132 [Residence] TERM OF SERVICE: email: mdswaim @bellsouth.net 3 Years Term Expires: January 1, 2012 Seat Four: Mr. Vernon Rozelle, Jr. Vice Chairperson 648 Redwood Drive Winter Springs, Florida 32708 Telephone: (407) 718 -2190 [Mobile] email: shealund53 @yahoo.com Term Expires: January 1, 2012 Seat Five: Ms. Maria N. Fair, Chairperson 1207 Trotwood Boulevard Winter Springs, Florida 32708 Telephone: (407) 695 -1069 [Residence] Telephone: (407) 971 -0669 [Business] email: maria.fair @edwardjones.com Term Expires: January 1, 2012. DOC S/ advisoryboardsandcommittees /boardoftrustees /a111 /meetings /2010memberlist.xls Revised 1/22/10 crtt.irEpi ,711 CITY OF WINTER SPRINGS, FLORIDA Inrnrpo j 1126 EAST STATE ROAD 434 1959 WINTER SPRINGS, FLORIDA 32708 -2799 F LOR TELEPHONE: (407) 327 -1800 CODE ENFORCEMENT BOARD FACSIMILE: (407) 327 -4753 WEBSITE: www.winterspringsfl.org Page 1 Of 2 MEMBERS: LOCATION: Ms. Leah Weisman City Of Winter Springs Municipal Building (City Hall) 113 Brookshire Court 1126 East State Road 434, Winter Springs, Florida 32708 Winter Springs, Florida 32708 Commission Chambers Telephone: (407) 327 -6215 [Residence] email: mactrix @bellsouth.net MEETING DATES: Term Expires: July 2011 Regular Meetings Are Usually Held On The Third Tuesday Of Each Month Ms. Laura -Leigh Wood, Chairperson 713 Sybilwood Circle MEETING TIME: Winter Springs, Florida 32708 7:00 p.m. Telephone: (407) 388 -9771 [Residence] Telephone: (407) 310 -4908 [Business] 2010 REGULAR MEETING SCHEDULE: email: lauraleighwood @gmail.com January 19, 2010 May 18, 2010 September 21, 2010 Term Expires: July 2010 February 16, 2010 June 15, 2010 October 19, 2010 March 16, 2010 July 20, 2010 November 16, 2010 Ms. Carole Giltz April 20, 2010 August 17, 2010 December 21, 2010 1001 Troon Trace Winter Springs, Florida 32708 STAFF REPRESENTATIVES: Telephone: (407) 977 -8096 [Residence] Chief Of Police Kevin Brunelle, Police Department email: troontrace @aol.com Captain Glenn Tolleson, Code Enforcement Bureau, Term Expires: July 2012 Police Department Corporal Jim Flannigan, Code Enforcement Bureau, Mr. Hugh Fisher Police Department 850 Leopard Trail Winter Springs, Florida 32708 LEGAL REPRESENTATIVE: Telephone: (407) 699 -1355 [Residence] Katherine W. Latorre, Esquire Telephone: (407) 333 -6541 [Mobile] 111 North Orange Avenue, Suite 2000 email: hughfisher @earthlink.net Post Office Box 2873 Term Expires: July 2011 Orlando, Florida 32802 -2873 Telephone: (407) 425 -9566 [Business] Mr. Dick Crenshaw Facsimile: (407) 425 -9596 751 Summerland Drive email: klatorre @orlandolaw.net Winter Springs, Florida 32708 Website: www.orlandolaw.net Telephone: (407) 696 -0678 [Residence] Telephone: (407) 924 -2888 [Mobile] TERM OF SERVICE: email: ddcrenshaw @aol.com 3 Years Term Expires: July 2012 Mr. Gregory Roero Mr. James B. Pitts, Vice Chairman 602 Silvercreek Drive 904 Augusta National Boulevard Winter Springs, Florida 32708 Winter Springs, Florida 32708 Telephone: (407) 327 -1563 [Residence] Telephone: (407) 365 -8194 [Residence] Telephone: (407) 797 -2282 [Mobile] Telephone: (407) 341 -3704 [Mobile] email: jessielroero @yahoo.com email: jbphnl @aol.com Term Expires: July 2010 Term Expires: July 2010 DOC S /adv isoryboardsandcommittees /codeenforcementboard/al ll /meetings /2010memberl i st -page 1.x l s Revised 12/29/09 r 1TER s U 0 CITY OF WINTER SPRINGS, FLORIDA '°'1'°5 9 1126 EAST STATE ROAD 434 WINTER SPRINGS, FLORIDA 32708 -2799 1b 4ORI'O TELEPHONE: (407) 327 -1800 FACSIMILE: (407) 327 -4753 CODE ENFORCEMENT BOARD WEBSITE: www.winterspringsfl.org Page 2 Of 2 ALTERNATE MEMBERS: LOCATION: Alternate #1 City Of Winter Springs Municipal Building (City Hall) Mr. Arsenio Calle 1126 East State Road 434, Winter Springs, Florida 32708 110 Arrowhead Court Commission Chambers Winter Springs, Florida 32708 Telephone: (407) 366 -2091 [Residence] MEETING DATES: email: Acalle12 @bellsouth.net Regular Meetings Are Usually Held On The Third Tuesday Of Each Term Expires: July 2011 Month Alternate #2 MEETING TIME: Mr. Bob Henderson 7:00 p.m. 635 White Ibis Court Winter Springs, Florida 32708 2010 REGULAR MEETING SCHEDULE: Telephone: (407) 695 -8792 [Residence] January 19, 2010 May 18, 2010 September 21, 2010 email: Rfergus71 @aol.com February 16, 2010 June 15, 2010 October 19, 2010 Term Expires: July 2011 March 16, 2010 July 20, 2010 November 16, 2010 April 20, 2010 August 17, 2010 December 21, 2010 STAFF REPRESENTATIVES: Chief Of Police Kevin Brunelle, Police Department Captain Glenn Tolleson, Code Enforcement Bureau, Police Department Corporal Jim Flannigan, Code Enforcement Bureau, Police Department LEGAL REPRESENTATIVE: Katherine W. Latorre, Esquire 111 N. Orange Avenue, Suite 2000 Post Office Box 2873 Orlando, Florida 32802 -2873 Telephone: (407) 425 -9566 [Business] Facsimile: (407) 425 -9596 email: klatorre @orlandolaw.net Website: www.orlandolaw.net TERM OF SERVICE: 3 Years DOCS /adv isoryboardsandcommittees /codeenforcementboard/aII1/ meetings /2010memberlist- page Revised 12/29/09 ,,ASTE R ,S. a4 A�i NI GI CITY OF WINTER SPRINGS, FLORIDA u Incorporated 1126 EAST STATE ROAD 434 SPRINGS, 1M �LOR4Dp' WINTER TELEPHONE: (407) 347 1800 32708-2799 FACSIMILE: (407) 327 -4753 WEBSITE: www.winterspringsfl.org DISTRICTING COMMISSION MEMBERS: LOCATION: Seat One: City Of Winter Springs Municipal Building (City Hall) Ms. Naomi Roberts 1126 East State Road 434, Winter Springs, Florida 32708 539 Willow Way Commission Chambers Winter Springs, Florida 32708 Telephone: (407) 327 -1069 [Residence] MEETING DATES: Regular Meeting Dates To Be Determined Seat Two: MEETING TIME: Ms. Melanie Chase To Be Determined 1726 Seneca Boulevard Winter Springs, Florida 32708 STAFF REPRESENTATIVES: Telephone: (407) 310 -2757 [Residence] Mr. Randy Stevenson, ASLA, AICP, Director, Community Development Department Mr. John Baker, AICP, Senior Planner, Community Seat Three: Development Department Ms. Pamela Carroll Ms. Eloise Sahlstrom, ASLA, AICP, Senior Planner, Community 865 Dyson Drive Development Department Winter Springs, Florida 32708 Telephone: (407) 359 -7800 [Residence] Seat Four: Mayor's Appointee: Mr. Patrick O'Brien Ms. Linda Collins 105 Lisa Loop 222 Shore Road Winter Springs, Florida 32708 Winter Springs, Florida 32708 Telephone: (321) 262 -5921 [Residence] Telephone: (407) 327 -1829 [Residence] Seat Five: Mayor's Appointee: Mr. Ron Ligthart Mr. George Colombo 1036 Winding Waters Circle 635 Marni Drive Winter Springs, Florida 32708 Winter Springs, Florida 32708 Telephone: (407) 701 -8043 [Residence] Telephone: (407) 327 -7317 [Residence] DOCS /adv isoryboardsandcommittees /districtingcommission/alll /meetings /2010memberlists.xls Revised 1/07/10 S A. u 0 CITY OF WINTER SPRINGS, FLORIDA Incorpo 9 1126 EAST STATE ROAD 434 F LORIP P WINTER FLORIDA TELEPHONE: (407) 3 1 gp� &2799 FACSIMILE: (407) 327 -4753 WEBSITE: www.winterspringsfl.org OAK FOREST WALL AND BEAUTIFICATION DISTRICT ADVISORY COMMITTEE MEMBERS: LOCATION: Seat One: City Of Winter Springs Municipal Building (City Hall) Mr. Terry Patten, Vice Chairman 1126 East State Road 434, Winter Springs, Florida 32708 845 Benchwood Court Commission Chambers Winter Springs, Florida 32708 Telephone: (407) 699 -6373 [Residence] MEETING DATES: email: tp @cfl.rr.com Regular Meetings Are Held On The Second Thursday Of Each Quarter Term Expires: August 2011 MEETING TIME: Seat Two: 7:00 p.m. Mr. Brian Oliver 630 Cheoy Lee Circle 2010 REGULAR MEETING SCHEDULE: Winter Springs, Florida 32708 January 14, 2010 Telephone: (407) 699 -1960 [Residence] April 8, 2010 email: brianjoliver @embargmail.com July 8, 2010 Term Expires: August 2010 October 14, 2010 Seat Three: STAFF REPRESENTATIVES: Mr. Harry Arthur Mr. Randy Stevenson, ASLA, AICP, Director, Community Development 988 Sequoia Court Department Winter Springs, Florida 32708 Mr. Steven Richart, Urban Beautification Services Division Manager, Telephone: (407) 342 -2765 [Residence] Community Development Department Term Expires: August 2011 Mr. Mike Mingea, Arborist, Community Development Department Seat Four: Ms. Raquel Santana TERM OF SERVICE: 1011 Sapling Drive "Two Members Of The Advisory Committee First Appointed, Winter Springs, Florida 32708 By The Commission From Seats 2 And 4, Shall Serve Telephone: (407) 696 -1022 [Residence] 2 -Year Terms And The Remaining Three Members First Term Expires: August 2010 Appointed Shall Serve 3 -Year Terms; Thereafter Members Shall Serve Not More Than Two Consecutive 3 -Year Terms; Persons Seat Five: Serving Partial Terms Shall Be Entitled To Serve The Partial Term Dr. Judith Converso, Chairperson And Two Full Consecutive 3 -Year Terms." 640 Cheoy Lee Circle Winter Springs, Florida 32708 Telephone: (407) 695 -8154 [Residence] email: drjrc @aol.com Term Expires: August 2011 DOCS /advisoryboardsand committees/ oakforestwallandbeautificationdistrictadvisorycommittee /a111/ miscellaneous /2010memberlist.xls Revised 1/15/10 0 4 A o CITY OF WINTER SPRINGS, FLORIDA U Incorporated 959 1126 EAST STATE ROAD 434 WINTER SPRINGS, FLORIDA 32708 -2799 .ORIO P' TELEPHONE: (407) 327 -1800 FACSIMILE: (407) 327 -4753 WEBSITE: www.winterspringsfl.org PLANNING AND ZONING BOARD /LOCAL PLANNING AGENCY MEMBERS: LOCATION: Seat One: City Of Winter Springs Municipal Building (City Hall) Mr. Justin C. Reviczky 1126 East State Road 434, Winter Springs, Florida 32708 1211 Jaguar Court Commission Chambers Winter Springs, Florida 32708 Telephone: (407) 695 -3678 [Residence] MEETING DATES: Term Expires: July 2012 Regular Meetings Are Usually Held On The First Wednesday Of Each Month Seat Two: Mr. Robert L. Heatwole MEETING TIME: Winter Springs, Florida 32708 7:00 p.m. Telephone: (407) 256 -0375 [Mobile] Term Expires: July 2010 2010 REGULAR MEETING SCHEDULE: January 6, 2010 May 5, 2010 September 1, 2010 Seat Three: February 3, 2010 June 2, 2010 October 6, 2010 Ms. Rosanne Karr March 3, 2010 July 7, 2010 November 3, 2010 428 Park Lake Drive April 7, 2010 August 4, 2010 December 1, 2010 Winter Springs, Florida 32708 Telephone: (407) 359 -8606 [Residence] STAFF REPRESENTATIVES: Term Expires: July 2012 Mr. Randy Stevenson, ASLA, AICP, Director, Community Development Department Seat Four: Mr. John Baker, AICP, Senior Planner, Community Mr. Bill Poe, Vice Chairman Development Department 639 Marlin Road Ms. Eloise Sahlstrom, ASLA, AICP, Senior Planner, Community Winter Springs, Florida 32708 Development Department Telephone: (407) 327 -2435 [Residence] Telephone: (407) 699 -4419 [Business] TERM OF SERVICE: Term Expires: July 2010 3 Years Seat Five: Mr. Charles Lacey, Chairman 733 Bear Creek Circle Winter Springs, Florida 32708 Telephone: (407) 359 -9927 [Residence] Term Expires: July 2012 DOCS advisoryboardsandcommittees planningandzoningboard /localplanningagency /all l /meetings /2010memberlist.xls Revised 12/29/09 (------rorrre,-,i, A li Z.3 51 CITY OF WINTER SPRINGS, FLORIDA Incortmr 1126 EAST STATE ROAD 434 SPRINGS, F I OR1Dl'' WINTER TELEPHONE: (407) FLORIDA 407) 3 1800 32708-2799 FACSIMILE: (407) 327 -4753 WEBSITE: www.winterspringsfl.org TUSCAWILLA LIGHTING AND BEAUTIFICATION DISTRICT ADVISORY COMMITTEE MEMBERS: LOCATION: Seat One: City Of Winter Springs Municipal Building (City Hall) Ms. Mary Brook, Chairperson 1126 East State Road 434, Winter Springs, Florida 32708 1631 Wood Duck Drive Commission Chambers Winter Springs, Florida 32708 Telephone: (407) 365 -4890 [Residence] MEETING DATES: email: marya @cfl.rr.com Regular Meetings Are Usually Held On The Third Wednesday Of Each Term Expires: July 2010 Quarter Seat Two: MEETING TIME: Ms. Helen Baker, Vice Chairperson 7:00 p.m. 1182 Winged Foot East Winter Springs, Florida 32708 2010 REGULAR MEETING SCHEDULE: Telephone: (407) 359 -8242 [Residence] January 20, 2010 email: hhbmed @aol.com April 21, 2010 Term Expires: July 2012 July 21, 2010 October 20, 2010 Seat Three: Ms. Luci Coker STAFF REPRESENTATIVES: 1205 Winter Springs Boulevard Mr. Randy Stevenson, ASLA, Director, Community Development Winter Springs, Florida 32708 Department Telephone: (407) 699 -8721 [Residence] Mr. Steven Richart, Urban Beautification Services Division Manager, email: Icoker @nel4email.com Community Development Department Term Expires: July 2010 Mr. Mike Mingea, Arborist, Community Development Department Seat Four: Ms. Lidya Gongage 1145 Pheasant Circle Winter Springs, Florida 32708 Telephone: (407) 678 -3899 [Residence] email: lidya@kumbarealty.com Term Expires: July 2012 Seat Five: Mr. Donald A. Gilmore 803 Leopard Trail Winter Springs, Florida 32708 Telephone: (407) 699 -0368 [Residence] Term Expires: July 2010 DOGS/ advisoryboardsandcommittees /tuscawi llalightingandbeautificationdistrictadvisorycommittee/ alll /meetings/ Revised 01/22/10 ATTACHMENT "1. c." CITY OF WINTER SPRINGS, FLORIDA BEAUTIFICATION OF WINTER SPRINGS BOARD ATTENDANCE 2008 NAME OF ADVISORY BOARD 01/9/08 02/13/08 03/12/08 04/9/08 06/11/08 07/09/08 08/13/08 09/10/08 BOWS WENT TO 10/08/08 MEMBER REGULAR REGULAR REGULAR REGULAR 05/14/08 REGULAR REGULAR REGULAR REGULAR REGULAR QUARTERLY REGULAR ACEVEDO, MEETING CANCELLED AS ROBERTO ABSENT/ SEVERAL BOARD MEMBERS WERE ABSENT/ CARLOS NO QUORUM PRESENT PRESENT PRESENT GOING TO BE ABSENT NO QUORUM PRESENT PRESENT PRESENT PRESENT MEETING CANCELLED AS BARD, PRESENT/ SEVERAL BOARD MEMBERS WERE PRESENT/ ALICE NO QUORUM PRESENT PRESENT PRESENT GOING TO BE ABSENT NO QUORUM PRESENT PRESENT PRESENT ABSENT MEETING CANCELLED AS FAIRCHILD, ABSENT/ SEVERAL BOARD MEMBERS WERE ABSENT/ KATHRYN NO QUORUM PRESENT PRESENT PRESENT GOING TO BE ABSENT NO QUORUM PRESENT ABSENT ABSENT PRESENT PRITCHETT, ABSENT/ DAVID NO QUORUM Resigned /Removed From Board For Absences... MEETING CANCELLED AS ROESNER, SEVERAL BOARD MEMBERS WERE PRESENT/ CARA LYNNE PRESENT PRESENT PRESENT GOING TO BE ABSENT NO QUORUM ABSENT PRESENT PRESENT PRESENT MEETING CANCELLED AS CHMURA, PRESENT/ SEVERAL BOARD MEMBERS WERE ABSENT/ LARRY NO QUORUM PRESENT PRESENT PRESENT GOING TO BE ABSENT NO QUORUM PRESENT PRESENT PRESENT PRESENT MEETING CANCELLED AS MATTIE, ABSENT/ SEVERAL BOARD MEMBERS WERE PRESENT/ JoANN NO QUORUM PRESENT PRESENT ABSENT GOING TO BE ABSENT NO QUORUM PRESENT PRESENT PRESENT PRESENT MEETING CANCELLED AS ROERO, PRESENT/ SEVERAL BOARD MEMBERS WERE ABSENT/ LORRY NO QUORUM ABSENT PRESENT PRESENT GOING TO BE ABSENT NO QUORUM PRESENT PRESENT PRESENT PRESENT 10/13/08 CITY OF WINTER SPRINGS, FLORIDA BOARD OF ADJUSTMENT ATTENDANCE 2008 NAME OF ADVISORY 01/03/08 02/07/08 03/06/08 04/03/08 05/01/08 06/05/08 07/03/08 08/07/08 09/04/08 10/02/08 11/06/08 12/04/08 12/18/08 BOARD MEMBER REGULAR REGULAR REGULAR REGULAR REGULAR REGULAR REGULAR REGULAR REGULAR REGULAR REGULAR REGULAR SPECIAL CANCELLED BY CANCELLED BY CANCELLED BY COLLINS, CANCELLED CANCELLED CANCELLED CANCELLED CANCELLED STAFF NO STAFF NO STAFF NO PRESENT/ NO LINDA BY STAFF PRESENT BY STAFF BY STAFF BY STAFF BY STAFF APPLICATIONS APPLICATIONS PRESENT PRESENT APPLICATIONS QUORUM PRESENT PAINE- CANCELLED BY CANCELLED BY CANCELLED BY MALCOLM, CANCELLED CANCELLED CANCELLED CANCELLED CANCELLED STAFF -NO STAFF -NO STAFF -NO ABSENT/ NO KAREN BY STAFF PRESENT BY STAFF BY STAFF BY STAFF BY STAFF APPLICATIONS APPLICATIONS PRESENT ABSENT APPLICATIONS QUORUM PRESENT CANCELLED BY CANCELLED BY CANCELLED BY CASMAN, CANCELLED CANCELLED CANCELLED CANCELLED CANCELLED STAFF -NO STAFF -NO STAFF -NO PRESENT/ NO HOWARD BY STAFF PRESENT BY STAFF BY STAFF BY STAFF BY STAFF APPLICATIONS APPLICATIONS PRESENT PRESENT APPLICATIONS QUORUM PRESENT CANCELLED BY CANCELLED BY CANCELLED BY TAYLOR, CANCELLED CANCELLED CANCELLED CANCELLED CANCELLED STAFF NO STAFF NO STAFF NO ABSENT/ NO JACK BY STAFF PRESENT BY STAFF BY STAFF BY STAFF BY STAFF APPLICATIONS APPLICATIONS ABSENT PRESENT APPLICATIONS QUORUM PRESENT CANCELLED BY CANCELLED BY CANCELLED BY PRESENT WATERS, CANCELLED CANCELLED CANCELLED CANCELLED CANCELLED STAFF NO STAFF NO STAFF NO VIA TELEPHONE/ THOMAS BY STAFF PRESENT BY STAFF BY STAFF BY STAFF BY STAFF APPLICATIONS APPLICATIONS PRESENT PRESENT APPLICATIONS NO QUORUM PRESENT REVISED 12/19/08 CITY OF WINTER SPRINGS, FLORIDA BOARD OF TRUSTEES ATTENDANCE 2008 07/22/08 NAME OF REGULAR ADVISORY BOARD 01/29/08 04/29/08 (RESCHEDULED 07/29/08 09/17/08 10/01/08 10/28/08 MEMBER REGULAR REGULAR FROM 07/29/08) SPECIAL SPECIAL SPECIAL REGULAR PRESENT McLEOD, VIA PRESENT VIA DAVID W. PRESENT ABSENT PRESENT TELEPHONE PRESENT PRESENT TELEPHONE BASCO, DAMON PRESENT PRESENT Resigned... FAIR, MARIA N. PRESENT PRESENT PRESENT PRESENT PRESENT BLAKE, MICHAEL S. PRESENT PRESENT PRESENT PRESENT PRESENT PRESENT PRESENT SARDO, it MARK PRESENT PRESENT PRESENT PRESENT PRESENT PRESENT PRESENT ROZELLE, VERNON PRESENT PRESENT PRESENT PRESENT PRESENT PRESENT PRESENT REVISED 10/31/08 CITY OF WINTER SPRINGS, FLORIDA CODE ENFORCEMENT BOARD ATTENDANCE 2008 08/27/08 REGULAR NAME OF BOARD 01/15/08 02/19/08 03/18/08 04/15/08 05/20/08 06/17/08 07/15/08 RESCHEDULED 09/16/08 10/21/08 11/18/08 12/16/08 MEMBER REGULAR REGULAR REGULAR REGULAR REGULAR REGULAR REGULAR FROM 08 /19/08 REGULAR REGULAR REGULAR REGULAR MATISAK, CANCELLED BY STAFF (EXCUSED) CANCELLED BY STAFF (EXCUSED) CANCELLED BY STAFF MATHEW PRESENT PRESENT NO CASES ABSENT PRESENT PRESENT NO CASES PRESENT PRESENT ABSENT PRESENT NO CASES WEISMAN, CANCELLED BY STAFF CANCELLED BY STAFF CANCELLED BY STAFF LEAH PRESENT PRESENT NO CASES PRESENT PRESENT PRESENT NO CASES PRESENT PRESENT PRESENT PRESENT NO CASES KAMON, ALISA PRESENT Resigned... MOORE, (EXCUSED) CANCELLED BY STAFF (EXCUSED) SHERRI P. ABSENT PRESENT NO CASES ABSENT PRESENT PRESENT Did not ask to be ReAppointed... KIRBY, CANCELLED BY STAFF CANCELLED BY STAFF DALE NO CASES PRESENT PRESENT PRESENT PRESENT NO CASES ROERO, CANCELLED BY STAFF CANCELLED BY STAFF CANCELLED BY STAFF GREG PRESENT PRESENT NO CASES PRESENT PRESENT PRESENT NO CASES PRESENT PRESENT PRESENT PRESENT NO CASES CRENSHAW, CANCELLED BY STAFF CANCELLED BY STAFF jUNEXCUSED) CANCELLED BY STAFF DICK PRESENT PRESENT NO CASES PRESENT PRESENT PRESENT NO CASES PRESENT PRESENT ABSENT PRESENT NO CASES WENTZ, (EXCUSED) JIM ABSENT PRESENT Resigned... WOOD, CANCELLED BY STAFF CANCELLED BY STAFF (EXCUSED) (EXCUSED) CANCELLED BY STAFF LAURA-LEIGH PRESENT PRESENT NO CASES PRESENT PRESENT PRESENT NO CASES PRESENT ABSENT PRESENT ABSENT NO CASES PITTS, CANCELLED BY STAFF CANCELLED BY STAFF CANCELLED BY STAFF JAMES PRESENT PRESENT NO CASES PRESENT PRESENT PRESENT NO CASES PRESENT PRESENT PRESENT PRESENT NO CASES ALTERNATES: KIRBY, (EXCUSED) DALE PRESENT ABSENT PRESENT GILTZ, CANCELLED BY STAFF (EXCUSED) CANCELLED BY STAFF CAROLE NO CASES PRESENT PRESENT ABSENT PRESENT NO CASES FAIR, (EXCUSED) (EXCUSED) MARIA N. PRESENT ABSENT ABSENT Was Appointed to the Board of Trustees... FISCHER, CANCELLED BY STAFF CANCELLED BY STAFF HUGH NO CASES PRESENT PRESENT PRESENT PRESENT NO CASES REVISED 12/17/08 CITY OF WINTER SPRINGS, FLORIDA OAK FOREST WALL AND BEAUTIFICATION DISTRICT ADVISORY COMMITTEE ATTENDANCE 2008 NAME OF ADVISORY COMMITTEE 01/10/08 02/14/08 03/13/08 04/10/08 05/08/08 06/12/08 07/10/08 OFWABDAC WENT 10/9/08 MEMBER REGULAR REGULAR REGULAR REGULAR REGULAR REGULAR REGULAR TO QUARTERLY REGULAR MEETING CONVERSO, PRESENT/ CANCELLED ABSENT/ JUDY PRESENT ABSENT NO QUORUM PRESENT BY STAFF PRESENT PRESENT NO QUORUM MEETING OLIVER, PRESENT/ CANCELLED BRIAN PRESENT ABSENT NO QUORUM PRESENT BY STAFF ABSENT PRESENT PRESENT MEETING PATTEN, ABSENT/ CANCELLED ABSENT/ TERRY ABSENT PRESENT NO QUORUM PRESENT BY STAFF PRESENT PRESENT NO QUORUM MEETING HOTCHKISS, ABSENT/ CANCELLED ABSENT/ SHARON PRESENT PRESENT NO QUORUM PRESENT BY STAFF PRESENT ABSENT NO QUORUM MARION, ABSENT/ LEO PRESENT PRESENT NO QUORUM ABSENT Resigned... REVISED 10/13/08 CITY OF WINTER SPRINGS, FLORIDA PLANNING AND ZONING BOARD /LOCAL PLANNING AGENCY ATTENDANCE 2008 Page 1 of 2 01/03/08 03/19/08 10/07/08 REGULAR REGULAR REGULAR NAME OF (RE- 01/07/08 01/17/08 (RE- (RE- ADVISORY SCHEDULED WITH CITY WITH CITY SCHEDULED SCHEDULED BOARD FROM COM- 01/09/08 COM- 02/06/08 FROM 04/02/08 05/07/08 06/04/08 07/02/08 08/06/08 08/21/08 09/03/08 FROM 10/23//08 MEMBER 01/02/08) MISSION SPECIAL MISSION REGULAR 03/05/08) REGULAR REGULAR REGULAR REGULAR REGULAR SPECIAL REGULAR 10/01/08) SPECIAL PRESENT BROWN, VIA CANCELLED TOM TELEPHONE ABSENT PRESENT PRESENT BY STAFF Resigned... MARTINEZ, JR-, CANCELLED EDWARD PRESENT PRESENT PRESENT PRESENT BY STAFF PRESENT ABSENT PRESENT PRESENT LACEY, CANCELLED CANCELLED CHARLES PRESENT PRESENT PRESENT PRESENT BY STAFF PRESENT PRESENT PRESENT ABSENT PRESENT BY STAFF PRESENT PRESENT PRESENT ABSENT KARR, CANCELLED CANCELLED ROSANNE PRESENT PRESENT PRESENT PRESENT BY STAFF ABSENT ABSENT PRESENT PRESENT PRESENT BY STAFF PRESENT PRESENT PRESENT PRESENT HEATWOLE, CANCELLED PRESENT VIA CANCELLED ROBERT PRESENT ABSENT PRESENT PRESENT BY STAFF PRESENT ABSENT PRESENT PRESENT TELEPHONE BY STAFF PRESENT PRESENT ABSENT PRESENT POE, CANCELLED CANCELLED WILLIAM PRESENT PRESENT PRESENT PRESENT BY STAFF PRESENT PRESENT PRESENT PRESENT PRESENT BY STAFF PRESENT PRESENT ABSENT PRESENT REVISED 12/09/08 CITY OF WINTER SPRINGS, FLORIDA PLANNING AND ZONING BOARD/LOCAL PLANNING AGENCY ATTENDANCE 2008 Page 2 of 2 NAME OF ADVISORY BOARD 11/05/08 12/03/08 MEMBER REGULAR REGULAR BROWN, TOM MARTINEZ, JR., EDWARD PRESENT ABSENT Removed From Board By The City Commission... LACEY, CHARLES ABSENT PRESENT KARR, ROSANNE PRESENT PRESENT HEATWOLE, ROBERT PRESENT PRESENT POE, WILLIAM PRESENT PRESENT REVISED 12/09/08 CITY OF WINTER SPRINGS, FLORIDA TUSCAWILLA LIGHTING AND BEAUTIFICATION DISTRICT ADVISORY COMMITTEE ATTENDANCE 2008 NAME OF ADVISORY COMMITTEE 01/16/08 02/20/08 03/19/08 04/16/08 05/21/08 06/18/08 07/1608 08/20/08 09/17/08 10/15/08 11/19/08 12/17/08 TLBDAC WENT MEMBER REGULAR REGULAR REGULAR REGULAR REGULAR REGULAR REGULAR REGULAR REGULAR REGULAR REGULAR REGULAR TO QUARTERLY CANCELLED BY COMMITTEE COKER, DURING 11/19/08 LUCY PRESENT PRESENT ABSENT PRESENT ABSENT PRESENT CANCELLED PRESENT PRESENT PRESENT PRESENT MEETING CANCELLED BY PRESENT COMMITTEE BROWN, VIA DURING 11/19/08 BRENDA HAYES PRESENT PRESENT PRESENT PRESENT ABSENT PRESENT CANCELLED PRESENT PRESENT PRESENT TELEPHONE MEETING CANCELLED BY COMMITTEE BROOK, DURING 11/19/08 MARY PRESENT PRESENT PRESENT PRESENT PRESENT PRESENT CANCELLED PRESENT PRESENT PRESENT PRESENT MEETING CANCELLED BY COMMITTEE THOMPSON, DURING 11/19/08 RANDE PRESENT PRESENT PRESENT PRESENT PRESENT PRESENT CANCELLED PRESENT PRESENT PRESENT PRESENT MEETING RITCHEY, DENISE ABSENT PRESENT PRESENT PRESENT PRESENT PRESENT CANCELLED ABSENT PRESENT PRESENT Resigned... REVISED 12/17/08 CITY OF WINTER SPRINGS, FLORIDA BEAUTIFICATION OF WINTER SPRINGS BOARD ATTENDANCE 2009 NAME OF ADVISORY BOARD 01/14/09 04/07/09 05/12/09 07/07/09 10/6/09 MEMBER REGULAR REGULAR SPECIAL REGULAR REGULAR ACEVEDO, ROBERTO CARLOS PRESENT PRESENT ABSENT PRESENT ABSENT BMW, ALICE PRESENT.. PRESENT PRESENT PRESENT PRESENT FAIRCHILD, KATHRYN PRESENT PRESENT PRESENT PRESENT ABSENT ROESNER, CARA LYNNE PRESENT PRESENT PRESENT PRESENT PRESENT CHMURA, LARRY PRESENT PRESENT PRESENT PRESENT PRESENT MATTIE, JoANN PRESENT PRESENT PRESENT PRESENT PRESENT ROERO, LORRY PRESENT PRESENT PRESENT PRESENT PRESENT REVISED 11/06/09 CITY OF WINTER SPRINGS, FLORIDA BOARD OF ADJUSTMENT ATTENDANCE 2009 05/21/09 REGULAR (RE- NAME OF SCHEDULED ADVISORY 01/15/09 02/05/09 03/05/09 04/02/09 FROM 06/04/09 07/02/09 08/06/09 09/03/09 10/01/09 11/05/09 12/03/09 BOARD MEMBER SPECIAL REGULAR REGULAR REGULAR 05/07/09) REGULAR REGULAR REGULAR REGULAR REGULAR REGULAR REGULAR COLLINS, CANCELLED CANCELLED CANCELLED CANCELLED CANCELLED BY CANCELLED CANCELLED CANCELLED CANCELLED BY LINDA PRESENT BY STAFF BY STAFF BY STAFF PRESENT BY STAFF STAFF BY STAFF BY STAFF BY STAFF STAFF PRESENT PAINE- MALCOLM, CANCELLED CANCELLED CANCELLED CANCELLED CANCELLED BY CANCELLED CANCELLED CANCELLED CANCELLED BY KAREN PRESENT BY STAFF BY STAFF BY STAFF PRESENT BY STAFF STAFF BY STAFF BY STAFF BY STAFF STAFF PRESENT CASMAN, CANCELLED CANCELLED CANCELLED CANCELLED CANCELLED BY CANCELLED CANCELLED CANCELLED CANCELLED BY HOWARD PRESENT BY STAFF BY STAFF BY STAFF PRESENT BY STAFF STAFF BY STAFF BY STAFF BY STAFF STAFF PRESENT TAYLOR, CANCELLED CANCELLED CANCELLED CANCELLED CANCELLED BY CANCELLED CANCELLED CANCELLED CANCELLED BY JACK PRESENT BY STAFF BY STAFF BY STAFF PRESENT BY STAFF STAFF BY STAFF BYSTAFF BY STAFF STAFF ABSENT WATERS, CANCELLED CANCELLED CANCELLED CANCELLED CANCELLED BY CANCELLED CANCELLED CANCELLED CANCELLED BY THOMAS PRESENT BY STAFF BY STAFF BY STAFF PRESENT BY STAFF STAFF BY STAFF BY STAFF BY STAFF STAFF PRESENT REVISED 12/04/09 CITY OF WINTER SPRINGS, FLORIDA BOARD OF TRUSTEES ATTENDANCE 2009 NAME OF ADVISORY BOARD 01/21/09 01/27/09 02/17/09 04/28/09 06/16/09 07/28/09 10/07/09 10/27/09 11/18/09 MEMBER SPECIAL REGULAR SPECIAL REGULAR SPECIAL REGULAR SPECIAL REGULAR SPECIAL McLEOD, DAVID W. SWAIM, MAX PRESENT PRESENT PRESENT PRESENT PRESENT PRESENT PRESENT PRESENT PRESENT FAIR, MARIA N. PRESENT PRESENT PRESENT PRESENT PRESENT PRESENT PRESENT PRESENT PRESENT BLAKE, MICHAEL S. PRESENT McMAHAN, VIA BEN PRESENT PRESENT PRESENT PRESENT ABSENT TELEPHONE PRESENT PRESENT PRESENT SARDO, A. MARK WATKINS, PRESENT BARBARA PRESENT PRESENT PRESENT PRESENT PRESENT ABSENT PRESENT PRESENT VIA TELEPHONE ROZELLE,JR. PRESENT VERNON PRESENT PRESENT PRESENT PRESENT PRESENT PRESENT PRESENT PRESENT VIA TELEPHONE REVISED 11/20/09 CITY OF WINTER SPRINGS, FLORIDA CODE ENFORCEMENT BOARD ATTENDANCE 2009 05/20/09 REGULAR (RE SCHEDULED NAME OF BOARD 01/20/09 01/28/09 02/17/09 03/17/09 04/21/09 FROM 06/16/09 07/21/09 08/18/09 09/15/09 10/20/09 11/17/09 12/15/09 MEMBER REGULAR TRAINING REGULAR REGULAR REGULAR 05/19/09) REGULAR REGULAR REGULAR REGULAR REGULAR REGULAR REGULAR MATISAK, CANCELLED BY STAFF MATHEW PRESENT PRESENT NO CASES PRESENT Resigned... GILTZ, CANCELLED BY STAFF CAROLE PRESENT NO CASES PRESENT PRESENT PRESENT PRESENT PRESENT PRESENT WEISMAN, (EXCUSED) CANCELLED BY STAFF CANCELLED BY STAFF LEAH ABSENT PRESENT PRESENT NO CASES PRESENT PRESENT NO CASES PRESENT PRESENT PRESENT PRESENT PRESENT PRESENT KIRBY, CANCELLED BY STAFF CANCELLED BY STAFF DALE PRESENT PRESENT PRESENT NO CASES PRESENT PRESENT NO CASES PRESENT PRESENT PRESENT PRESENT Resigned... FISCHER, HUGH PRESENT PRESENT ROERO, CANCELLED BY STAFF CANCELLED BY STAFF (EXCUSED) GREG PRESENT PRESENT NO CASES PRESENT (EXCUSED) ABSENT NO CASES PRESENT PRESENT PRFSENT PRESENT ABSENT PRESENT 0 j SOP ek: 71j, D C ELLED BY F L D F 1 SED) DICK ABSENT PRESENT NO CASES PRESENT PRESENT NO CASES PRESENT ABSENT PRESENT PRESENT PRESENT PRESENT WOOD, CANCELLED BY STAFF CANCELLED BY STAFF LAURA-LEIGH PRESENT PRESENT NO CASES PRESENT PRESENT NO CASES PRESENT PRESENT PRESENT PRESENT PRESENT PRESENT PITTS, CANCELLED BY STAFF CANCELLED BY STAFF JAMES PRESENT PRESENT NO CASES PRESENT PRESENT NO CASES PRESENT PRESENT PRESENT PRESENT PRESENT PRESENT ALTERNATES: GILTZ, CANCELLED BY STAFF SEE ABOVE CAROLE PRESENT PRESENT PRESENT NO CASES PRESENT ENTRY SEE ABOVE ENTRY FISCHER, CANCELLED BY STAFF (EXCUSED) SEE ABOVE SEE ABOVE HUGH PRESENT NO CASES PRESENT ABSENT ENTRY PRESENT ENTRY CALLE, ARSENIO PRESENT PRESENT FISCHER, CANCELLED BY STAFF SEE ABOVE HUGH PRESENT PRESENT PRESENT NO CASES PRESENT ENTRY SEE ABOVE ENTRY CALLE, CANCELLED BY STAFF (UNEXCUSED) SEE ABOVE ARSENIO PRESENT NO CASES ABSENT PRESENT PRESENT PRESENT ENTRY HENDERSON, ROBERT PRESENT PRESENT REVISED 12/16/09 CITY OF WINTER SPRINGS, FLORIDA OAK FOREST WALL AND BEAUTIFICATION DISTRICT ADVISORY COMMITTEE ATTENDANCE 2009 NAME OF ADVISORY COMMITTEE 01/08/09 04/09/09 07/09/09 10/08/09 MEMBER REGULAR REGULAR REGULAR REGULAR CONVERSO, PLANNING TO ATTEND/ JUDY PRESENT PRESENT PRESENT NO QUORUM OLIVER, GOING OUT OF TOWN/ BRIAN PRESENT PRESENT PRESENT NO QUORUM PATTEN, PLANNING TO ATTEND/ TERRY PRESENT PRESENT PRESENT NO QUORUM HOTCHKISS, SHARON Resigned... ARTHUR, GOING OUT OF TOWN/ HARRY PRESENT NO QUORUM REVISED 11/16/09 CITY OF WINTER SPRINGS, FLORIDA PLANNING AND ZONING BOARD/LOCAL PLANNING AGENCY ATTENDANCE 2009 Page 1 of 2 NAME OF ADVISORY 4/06/09 4/20/09 BOARD 1/07/09 1/29/09 02/04/09 2/10/09 2/18/09 03/04/09 3/10/09 04/01/09 CITY CITY 05/06/09 06/03/09 07/01/09 7/29/09 MEMBER REGULAR SPECIAL REGULAR SPECIAL SPECIAL REGULAR SPECIAL REGULAR COMMISSION COMMISSION REGULAR REGULAR REGULAR SPECIAL JUSTIN CANCELLED REVICZKY PRESENT PRESENT PRESENT PRESENT PRESENT PRESENT PRESENT PRESENT PRESENT PRESENT PRESENT BY STAFF PRESENT LACEY, CANCELLED CHARLES PRESENT PRESENT PRESENT PRESENT PRESENT PRESENT PRESENT PRESENT PRESENT PRESENT PRESENT ABSENT BY STAFF PRESENT KARR, PRESENT VIA PRESENT VIA CANCELLED ROSANNE PRESENT PRESENT PRESENT TELEPHONE PRESENT ABSENT ABSENT PRESENT TELEPHONE ABSENT PRESENT PRESENT BY STAFF PRESENT HEATWOLE, CANCELLED ROBERT PRESENT PRESENT ABSENT PRESENT ABSENT PRESENT ABSENT ABSENT ABSENT ABSENT PRESENT PRESENT BY STAFF ABSENT POE, CANCELLED WILLIAM PRESENT PRESENT PRESENT PRESENT ABSENT PRESENT PRESENT PRESENT PRESENT PRESENT PRESENT PRESENT BY STAFF PRESENT REVISED 12/03/09 CITY OF WINTER SPRINGS, FLORIDA PLANNING AND ZONING BOARD /LOCAL PLANNING AGENCY ATTENDANCE 2009 Page 2 of 2 08/05/09 NAME OF REGULAR ADVISORY RESCHEDULED BOARD TO 09/02/09 10/07/09 11/04/09 12/02/09 MEMBER 8/12/09 REGULAR REGULAR REGULAR REGULAR JUSTIN CANCELLED REVICZICY PRESENT PRESENT BY STAFF PRESENT PRESENT LACEY, CANCELLED CHARLES PRESENT PRESENT BY STAFF PRESENT PRESENT KARR, PRESENT VIA CANCELLED ROSANNE TELEPHONE PRESENT BY STAFF PRESENT PRESENT HEATOLE, W CANCELLED ROBERT ABSENT ABSENT BY STAFF ABSENT PRESENT POE, CANCELLED WILLIAM PRESENT PRESENT BY STAFF PRESENT PRESENT REVISED 12/03/09 CITY OF WINTER SPRINGS, FLORIDA TUSCAWILLA LIGHTING AND BEAUTIFICATION DISTRICT ADVISORY COMMITTEE ATTENDANCE 2009 NAME OF ADVISORY COMMITTEE 01/21/09 04/15/09 06/03/09 07/15/09 9/16/09 10/21/09 MEMBER REGULAR REGULAR SPECIAL REGULAR SPECIAL REGULAR COKER, LUCY PRESENT PRESENT ABSENT PRESENT PRESENT PRESENT BROWN, PRESENT VIA BRENDA HAYES PRESENT PRESENT PRESENT TELEPHONE Not Re- Appointed BAKER, HELEN PRESENT PRESENT BROOK, MARY PRESENT PRESENT PRESENT PRESENT PRESENT PRESENT THOMPSON, RANDE PRESENT PRESENT PRESENT PRESENT Not Re- Appointed GONGAGE, LIDYA PRESENT PRESENT GILMORE, DONALD PRESENT PRESENT PRESENT PRESENT PRESENT PRESENT REVISED 11/06/09 ATTACHMENT "2. a.,, MEMORANDUM TO: Mayor And City Commissio FROM: Andrea Lorenzo Luaces, C City Clerk SUBJECT: "Successful Citizen Advisory Boards and Committees" Seminar Materials DATE: June 2, 2004 I recently attended a local Seminar through the Florida League of Cities and the Florida Conflict Resolution Consortium entitled "Successful Citizen Advisory Boards and Committees This Seminar was also noted in a recent Florida League of Cities' Quality Cities periodical, of which I forwarded to you for your review. As many of the topics in the materials I received at this Seminar were of great interest to myself and my Department, I also thought you might find some of the attached materials of interest too. I also plan to provide some excerpts from these materials to all of the Advisory Board and Committee Members for their consideration. As always, if I can be of further assistance, please feel free to contact me. Attachments COPY: Ronald W. McLemore, City Manager Anthony A. Garganese, City Attorney The Florida League of Cities and Florida Conflict Resolution Consortium Presents Successful Citizen Advisory Boards and Committees May 7, 2003, 10:00 to 4:00 Radisson Plaza Hotel, Orlando 60 S. Ivanhoe Blvd. Helaine You and Your Citv to: Channel conflict into constructive cooperation Solve seemingly impossible problems Save your city dollars Build public and private support Build, not undermine, your political support Utilize citizen volunteer time productively Productive citizen committees can provide insights and energy essential for creating better communities. They help make important decisions, bring expertise and resources needed to address problems and provide a valuable link to public and private groups and the electorate. But committees can also aggravate problems, waste time and become legal and political liabilities. The Florida Conflict Resolution Consortium (htto: /consensus.fsu.edu) has designed this interactive workshop for elected officials, administrators and other leaders who want their citizen boards and committees to be more productive. Every participant will leave with new insights, a personal action plan and the materials needed to make a difference. The Florida Conflict Resolution Consortium 2031 E. Paul Dirac Drive, Suite 132 Tallahassee, FL 32310 850 -644 -6320 (ph), 850 644 -4968 (fax) http: /consensus.fsu.edu Our mission is to bring Floridians together to shape consensus solutions for resolving public problems. The Consortium is a publicly funded program based in the state university system. The Consortium responds to requests for facilitation and mediation assistance and conducts an education and outreach program. We work with key state, regional and local agencies and private groups to design special mediation projects and we rely on our directory of over 100 dispute resolution specialists. Assistance provided directly by Consortium staff includes: 1. Meeting with parties to consider whether and how to proceed with mediation or facilitation; 2. Referral of mediators, facilitators, property rights special masters and trainers; 3. Assisting public agencies to develop strategies for the resolution of disputes and to implement formal mediation processes; 4. Conducting public and in -house training in communication, negotiation, mediation, facilitation, and public involvement; 5. Public speaking and presentations on collaborative approaches; 6. Facilitation of policy dialogues, task forces, commissions, conferences, public involvement, and community visioning. Dr. Thomas A. Taylor, AICP, Associate Director has been with the Florida Conflict Resolution Consortium since 1990. This program was created by the legislature to address critical problems facing Florida by promoting and supporting the use of mediation, facilitation and other collaborative processes. Dr. Taylor has worked with public and private parties to seek solutions to case- specific conflicts and policy disputes, and to reach consensus on strategic plans and visions for organizations and communities. His projects range from facilitating a few people for a few hours to multi meeting processes that take over a year, large groups with as many as 2000 in one meeting and one with a settlement of over five hundred million dollars. Hundreds of elected officials, administrators, staff, mediators, attorneys and others have participated in his trainings. Dr. Taylor has a Ph.D. in Environmental Design and Planning and is also an adjunct professor of Urban Planning at Florida State University. Prior to coming to the CRC he was a professor at the University of Oklahoma, a practicing planner, consultant and trainer. Successful Citizen Advisory Boards and Committees, Orlando, FL, 5 -7-04 Presented by the FL Conflict Resolution Consortium and the FL League of Cities Page 2 Successful Citizen Advisory Boards and Committees Workshop Objectives Enhance the productivity of standing boards and committees Suggest criteria for when to create ad hoc, advisory committees Offer options for how to select group participants Describe a step -by -step procedure for decision making Provide guidelines to assure productive, conclusive meetings Go home with practical strategies for enhancing your citizen groups Leam valuable facilitation techniques for use in any meeting Workshop Agenda 10:00 Opening and Introductions 10 :30 Characteristics of Advisory Boards and Committees Overview of types and functions of advisory boards and committees Group identification of how to measure success 11:00 When Are Advisory Boards and Committees Appropriate? When and when not to use them Participants shape useful guidelines 11 :30 How Should Members be Selected and Given their Charge? Who decides: staff, commissioner nomination, or group selection Everyone chooses the selection method for their situation Criteria for selecting committee members List guidelines for giving advisory boards their charge 12:00 Lunch 1:00 How do You Plan a Productive Deliberation Process? Produce a procedure for consent items (review and refinement) Agree on how to handle routine reviews and decisions (review and refinement) Develop a plan for multi- meeting problem solving (problem solving exercise) Shape guidelines for agenda design (review and refinement) 2:15 Break 2:30 How Can We Deal with Challenges and Difficulties? Review and add to the list of difficulties and prioritize to order the discussion How to give clear delegation to groups and allow flexibility How to deal with ethical questions and ethics violations How to remove problem people Group generates guidelines for each difficulty in order of priority. 3:15 What Can We Do to Enhance Success of Our Citizen Advisory Boards? Develop an action plan for your community, e.g. Model policy for Citizen Advisory Boards Skill development plan for board chairs, staff, facilitators and members Each participant completes his or her action plan 3:45 Closing 4:00 Adjourn Successful Citizen Advisory Boards and Committees, Orlando, FL, 5 -7-04 Presented by the FL Conflict Resolution Consortium and the FL League of Cities Page 3 Characteristics of Advisory Boards and Committees Standing Committees Ad Hoc or Temporary Committees Planning and Zoning Commission Charter Revision Aviation Advisory Board Tree Trimming Committee Board of Adjustment Public Transit Budget Advisory Board Road Project Committees Police Citizen Review Board Race Relations Committee Code Enforcement Board Cell Tower Regulation Committee Redevelopment Authority Landfill Siting Committee Housing Authority Board Parks and Recreation Historic Preservation Public Works Committee Functions 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 administrative programs and actions (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) Others? Geographic Scope 1. Neighborhood or special area 2. City or county -wide 3. Intergovernmental 4. Regional 5. State -wide Others? Successful Citizen Advisory Boards and Committees, Orlando, FL, 5 -7-04 Presented by the FL Conflict Resolution Consortium and the FL League of Cities Page 4 When are Advisory Boards and Committees Appropriate? When to use them 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 conflicting groups and interests; complex negotiation is needed 4. Commitment from different groups is needed for implementation 5. There is adequate technical and logistical support available Others? When not to use them 1. The purpose to distract-activists and keep them out or commissioners' hair 2. The decision has already been made 3. There is no feasible solution 4. The issue is volatile and the commission just needs to decide 5. Critical interest groups are not invited or willing to participate 6. A political group or special interests just wants to advance their agenda 7. There is not a clear charge or scope of work from the commission 8. There is not adequate time to do a good job 9. There is not adequate technical and logistical support 10. There are not resources to implement the recommendations 11. The task would be better done by experts Others? Input options (Pick one or more) 1. Permanent committee 2. Temporary or ad hoc committee 3. Facilitated workshop or series of workshops 4. Hold a charrette 5. Mediation between groups in conflict 6. Contract with a consultant/expert 7. Hold a public meeting 8. Conduct focus groups 9. Ask for comments on draft recommendations 10. Conduct a survey Others? Successful Citizen Advisory Boards and Committees, Orlando, FL, 5-7-04 Presented by the FL Conflict Resolution Consortium and the FL League of Cities Page 5 How should members be selected? Consider examples of a standing and a temporary committee, e.g. a planning board or an advisory committee on street tree trimming. Which criteria should be used? Criteria for selecting committee members Education Race Professional training and /or experience Gender Community leadership and recognition Geographical representation Political affiliation Interest group representation Philosophical or ideological perspective Commission members? Staff? How are Committee Members Selected? Staff recommends a committee that meets criteria set by ordinance or by the commission, for commission approval Mayor selects with commission approval Commissioners choose from a list prepared by staff or a nominating committee, Commissioners each pick one or more members, Interest groups are selected and asked to designate a representative Note.:" combination of methods may be used for some committees Please rank the acceptability of the each of the above options using this scale: 5 Wholeheartedly support 4 =Good 3 It has pros and cons 2 Serious Concerns 1 Opposed Successful Citizen Advisory Boards and Committees, Orlando, FL, 5-7 -04 Presented by the FL Conflict Resolution Consortium and the FL League of Cities Page 6 How Should Committees Be Given their Charge? What should the charge include? 1. Provide an open -ended purpose or mission statement 2. Specify desired outcomes or products 3. Clarify what is and isn't to be included in the scope 4. Provide comments from each commissioner on the issues to be addressed 5. Establish committee functions, rules, procedures, etc. 6. Timeframe for completion of each or all tasks 7. Instructions for public notice and involvement 8. Sunshine requirements, as appropriate Others? What form should the charge take? 1. Verbal instruction from staff 2. Have new member orientations and periodic training 3. A letter from the commission 4. A handbook for members 5. Passage of an ordinance 6. Require by -laws to be adopted and approved 7. A charter amendment Others? How Can a Commission Keep Committees on Task? 1. Committees review their charge at the beginning of each meeting 2. Have committees prepare periodic reports and requests for policy guidance 3. Commission provides guidance based on reports and requests and makes interim decisions as appropriate 4. Hold joint workshops with the committee and commission when needed 5. Have commission representatives participate in some or all meetings Others? Successful Citizen Advisory Boards and Committees, Orlando, FL, 5 -7-04 Presented by the FL Conflict Resolution Consortium and the FL League of Cities Page 7 How do You Plan a Productive Deliberation Process? Role -play situation The mayor has appointed you to T -TAC (Tree Trimming Advisory Committee). Your charge is to develop recommendations for tree trimming that will: 1. Reduce storm damage and power outages 2. Maintain the tree health and attractiveness to the degree possible 3. Provide a process for communicating with property owners and addressing their concerns as much as possible 4. Minimize costs to the utility company Parties' Interests Property Owners are concemed about destroying prized trees, property damage, debris, notification /scheduling and a lack of knowledge of trimming best practices. Utility Companies want major trimming to reduce storm damage and time before retrimming is needed. They also want minimize owner complaints and costly grievances. Tree Trimming Contractors want clear guidelines so they can do their job and get paid with a minimum of negotiations with owners and callbacks. City Foresters want to maintain the health of existing trees and select appropriate new trees that will not impact wires. Tree Hugging Environmentalists want minimum trimming, if needed at all. What issues /products does the committee need to address /produce? Identify whether these issues are Q Questions to be answered by experts P Problems to be solved by experts and /or committee C Conflicts requiring stakeholder negotiations in sub or full committee Successful Citizen Advisory Boards and Committees, Orlando, FL, 5 -7-04 Presented by the FL Conflict Resolution Consortium and the FL League of Cities Page 8 Situation Assessment General Questions The purpose of the situation assessment is to ensure that all parties with a stake in the dispute have been identified, and that the issues have been appropriately defined. In some especially complex cases, the assessment may also be conducted to determine whether it is appropriate to proceed with a participatory decision making process. The length and complexity of the assessment will depend on the case. In simple cases, the assessor may be able to obtain the necessary information through telephone interviews, or from situation papers received from the parties, as simply keep the information in mind as the mediation begins. In more complex cases, the mediator may conduct extensive research and deliver a formal report, identifying parties and issues and including a recommendation on whether to proceed, to the jurisdiction or organization interested in convening mediation. Whatever its scope, the situation assessment can lay the groundwork for the design of the mediation process. The following list of considerations for a situation analysis has been adapted from Carpenter and Kennedy, Managing Public Disputes, which contains excellent guidelines for conducting a fuller assessment. PARTIES Who are the main parties and their spokespeople? Who are the secondary parties and their spokespeople? Are the parties well defined? Are the parties sufficiently organized to negotiate? Do the parties want to work toward a solution? 1 ISSUES What are the principal issues? What are the secondary issues? How do the parties perceive the issues? What is the most constructive way to define the problem? What are the interests of each party? Do the parties have interests in common, a sense of interdependence? What possible solutions have been explored? RELATIONSHIPS AND PROCEDURES What is the history of interaction between the parties? Are they willing to work with each other? Are there strong emotions at play? strong values? Do the parties have the resources needed to participate is the process? Has some form of dispute resolution or consensus building been attempted? What do parties think about using some form of dispute resolution? Is dispute resolution or consensus building in the interests of the parties (BATNA)? Would there be constraints on an attempt to use possible dispute resolution timing, legal considerations, others? Should consensus building, joint problem solving, or dispute resolution be tried? What are the chances for success? Successful Citizen Advisory Boards and Committees, Orlando, FL, 5 -7-04 Presented by the FL Conflict Resolution Consortium and the FL League of Cities Page 9 Situation Assessment Worksheet Assessment of Parties' Interests, Representation, Power, Roles and Responsibilities Parties or Interests in the Issue Representation Power, Roles and Interest Groups Desired outcomes what What individual or institution Responsibilities Those who are affected by they want to gain or protect will advocate for this party or Legal authority or right, or involved in the issue and legal or practical interest group? position, expertise, influence (primary and secondary) constraints on them or resource power or ability Assessment of Substantive Issues, Options and Data Needs Issues Options Data Needs What is a set of questions, concems or What are the alternative strategies or What information is needed to decide challenges that will address the parties' actions for addressing and resolving between the options? interests and they can agree to work each issue? on together? Successful Citizen Advisory Boards and Committees, Orlando, FL, 5 -7-04 Presented by the FL Conflict Resolution Consortium and the FL League of Cities Page 11 Relationships History of interactions, attitudes, power struggles, value differences, interdependencies, etc. Note key points to consider in deciding who and how to involve people in constructive dialogue and decision making Assessment of Decision Processes Decision Processes Lead Responsibility Geographic Scope of Issues Decision Points Group with Authority Boundaries Addressed and Timing A B C D Timeframes Plot out key decision points for each decision process by month or ear Decision Process A B C D Successful Citizen Advisory Boards and Committees, Orlando, FL, 5-7 -04 Presented by the FL Conflict Resolution Consortium and the FL League of Cities Page 12 Participatory Decision Process Design The problem solving model as well as the techniques for group decision- making can be applied in meetings or facilitated workshops of one or two hours or days duration, or in programs including multiple meetings over weeks or months. Any conflict management program design is at best a tentative guide. It will probably be modified many times before full agreement is reached. Participatory Decision Making Design Guidelines (The design should consider the initial situation assessment and achieve the basic functions of building the foundation, exploring options and seeking agreement.) 1. Define initial purposes and products for the participatory process 2. Identify who needs to participate and /or be represented 3. Where will this process fit in relation to the formal decision processes? Starting with the initial conceptualization of the formal process During project or problem definition phase As part of development of options or plans When complaints first arise After an initial decision is challenged After the final decision is challenged After the court or hearing date is set 4. Draft a schedule or diagram of events and activities that 1) builds the foundation, 2) explores options and 3) seeks agreement: Formal institutional actions: program announcement,.•comment due dates, deadlines for decisions, court dates Open meetings and workshops Work group, stakeholder, negotiation team or commission meetings Between meeting fact finding by staff or consultants and contact with constituents Diagram Example Stakeholder -Staff Work Groups AI Assessment Issue Option Consensus Staff !Preparation Workshop Workshop Drafting 2 Commission Commission Commission Authorizes Review Input Reviews Adopts Successful Citizen Advisory Boards and Committees, Orlando, FL; 5 -7-04 1 Presented by the FL Conflict Resolution Consortium and the FL League of Cities Page 13 5. Clarify the desired objectives or products of each event (agenda items) The objectives for individual meetings will probably correspond to the steps necessary for parties for reach agreement. For example, meetings may be needed to finish defining the problem to be addressed, to disseminate or exchange information, to generate possible solutions, to evaluate solutions, etc. 6. Determine how interests will be represented in each event R. Designated representatives of affected and involved individuals or groups T. Teams parties with common interests have one representative O. Open participation multiple members of any party may attend 7. Clarify degree of delegation of authority to decide at each event. Will it be to: a. Decision makers decide with information available b. Solicit input for use in problem solving by staff and /or decision makers c. Request development of recommendations /solutions for consideration d. Share decision making those with authority and other interests decide together e. Delegation of decision making group decides without outside approval needed 8. Who will take which process management roles? (Political leader, agency administrator, stakeholder leadership team, staff, facilitator, mediator, etc.) a. Process initiator or convenor b. Process planning and agenda design c. Meeting facilitation d. Meeting records and reports e. Technical support f. Logistical support g. Publicity and notice 9. What incentives will encourage each party to collaborate? a. The opportunity to make or at least influence formal decisions b. The uncertainty of having a third party decision -maker make the decision c. Deadlines for collaborative decisions, "lf you don't work it out by then we decide." d. Financial support for participation (travel, experts, expenses, etc.) e. Time and cost savings by avoiding litigation f. Penalties for non cooperation, e.g. paying the other's legal costs g. Provide positive recognition by the public and constituents for participation 10. How will collaborative agreements be formalizing? a. Nodding in agreement b. Shaking hands c. Signed agreement or memorandum of understanding d. Adoption by plan, permit, rule, ordinance or formal agency action e. File in court Successful Citizen Advisory Boards and Committees, Orlando, FL, 5 -7-04 Presented by the FL Conflict Resolution Consortium and the FL League of Cities Page 14 Participatory Decision Making Design Worksheet Situation: Describe the purpose or desired outcomes of the decision process Identify stakeholders and possible representatives Describe the probable events and activities to be done between meetings. (Build the foundation, explore options and reach agreements) Event or Activity Type of Re- Degree of Objectives or Products for each presentation Delegation Who will take the roles of convenor, facilitator, expert, staff, etc.? What incentives will be used to encourage participation? How will agreements be formalized? Successful Citizen Advisory Boards and Committees, Orlando, FL, 5-7-04 Presented by the FL Conflict Resolution Consortium and the FL League of Cities Page 15 Agenda Drafting Guidelines The following guidelines may be considered in preparing an agenda. The amount of detail appropriate in the written agenda, as well as the degree of flexibility will depend on the situation and the participants. Define meeting obiectives Common objectives include: Exchanging information about interests or needs Defining the scope of the problem to be addressed Providing input or counsel to decision makers Generation of goals Generation of possible solutions for later refinement Prioritizing or selecting options Making decisions or recommendations Example: Objectives: To identify all available options for addressing the traffic impacts To prioritize the available options Define the products the meeting should generate Note that products are not necessarily identical to objectives. For the example above, priority could mean any of the following: all options listed in descending order of acceptability; a list of "top five" priorities, all more or less receiving equal support from the participants; or a single "highest priority" option to be explored further. Identify the order to address the objectives /products, if one exists For the example above, the list of options obviously must be generated before it can be prioritized. In addition, ancillary steps may be necessary: consolidating similar options, checking to ensure that parties understand which each option implies, etc. In addition, it is important to remember purely logistical aspects of the order in which items are addressed. If the options have been generated in small groups on easel paper for example, the easels may have to be brought together on one side of the room for easier viewing, or the lists recopied and consolidated. Identify appropriate techniques for generating each product In the example above, the options may be generated using brainstorming, or nominal group technique. Consider how participants can best organize to use techniques Are small groups desirable to allow greater involvement in the discussion or to more efficiently perform certain tasks? Should individuals be given specific assignments? Estimate the amount of time necessary for each technique, as well as for breaks and meals, and draft the agenda accordingly. Successful Citizen Advisory Boards and Committees, Orlando, FL, 5 -7-04 Presented by the FL Conflict Resolution Consortium and the FL League of Cities Page 16 Menu of Structured Facilitation Techniques These techniques can be used in a variety of meetings, workshops and public involvement processes. General Techniques to Enhance and Manage Involvement Define roles of: agenda leader, facilitator, recorder, participants and constituents Break problems into pieces, address separately and identify linkages between the pieces Maintain a group memory of key input and agreements, on flip charts; do summaries Ask for written comments to be shared verbally, posted or mailed, (anonymously Use brainstorming to generate lists that can be discussed, refined and prioritized Use small groups of 6-9 members, homogenous or heterogeneous Use a fish bowl observing parties come in and out of a center discussion group Survey or poll decision makers, members and /or constituencies between meetings BUILDING THE FOUNDATION Getting Started Situation assessment by a professional neutral Share stakeholder or party statements Distribute a white paper or policy analysis Committee charge or executive order Survey participants, all affected, or a sample Establish ground rules or guidelines Define roles of: chair, facilitator, recorder, participants, observers and constituents Understanding differences and shaping a common problem and plan Identify issues and explore each party's interests Draft principles for (desired action) List criteria for success, incorporating all views Draw pictures in pairs or groups Agree on meeting purpose and agenda Develop goals and objectives Identify problems and possibilities or obstacles and opportunities Conduct a force -field analysis, strengths, weaknesses, opportunities threats (SWOT) Develop Diagrams: input output, cause- effect, relationship, fishboning, etc. EXPLORING POSSIBILITIES Generating Options Use small, mixed groups to get ideas by issue Ask for solutions to others' interests Storyboards, listing ideas for each issue Manipulate diagrams or models Recommendations from experts Romance it imagine ideal solutions Develop alternative scenarios Ask how to make the problem worse SEEKING AGREEMENT Evaluating Importance /Acceptability and Reaching Consensus (Focus on priority options and not ones all agree on or where agreement is unlikely) List pros and cons Use a show of hands straw votes Develop criteria matrices Colored dots on preferred items Use acceptance ranking to focus discussion Rank options on computer forms Draft review and revision (single text) Seek ways to satisfy more interests Consider consequences of no agreement Make trade -offs where values differ Seek an advisory decision: expert, arbitrator, etc. Successful Citizen Advisory Boards and Committees, Orlando, FL, 5 -7-04 Presented by the FL Conflict Resolution Consortium and the FL League of Cities Page 17 Agenda Design Worksheet Define meeting objectives /products Techniques Time Number the order in which to address the objectives/products Successful Citizen Advisory Boards and Committees, Orlando, FL, 5-7 -04 Presented by the FL Conflict Resolution Consortium and the FL League of Cities Page 18 How Can We Deal with Challenges and Diffiulties? 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. How to deal with ethical questions and ethics violations? 4. How to achieve success without sunshine violations/ 5. How to remove problem people? 6. What is the right number of committee members? 7. What is the appropriate term of office (Staggered? Term limits 8. Should you allow for alternates or substitutes? 9. What is the procedure for replacement? 10. How do you deal with problems between staff and committees? 11. When and how should you disband a committee? 12. How do you deal with dedicated objectors? Others? How Can We Deal With Challenges and Difficulties How to Give Clear Delegation to Groups and Allow Flexibility? Standard Processes used by Cities: 1. City Commission /Council or Staff identifies problem 2. Council directs staff to bring back an agenda that structures an advisory board to address the problem (what it is and what it is not) by -laws, goals and objectives, timelines, membership, etc. 3. Commission /Council approves /alters the recommendations, adopts policy and /or ordinance 4. Mayor or Council makes appointments 5. City Manager Assigns Key Staff to act as Staff to the Committee 6. Committee makes Policy Recommendation to Elected Officials Successful Citizen Advisory Boards and Committees, Orlando, FL, 5-7-04 Presented by the FL Conflict Resolution Consortium and the FL League of Cities Page 19 How to Deal With Ethical Questions or Violations Standard Questions Related to Ethical Issues 1. What constitutes an ethical violation? 2. Who should report it and how? 3. How do elected officials handle such reports? 4. What documentation is required in order to remove an offending appointee? 5. Who should make the initial contact with the violator? 6. What are the political implications of removing an appointee? Standard Municipal Government Procedures: 1. Committee Members, Staff or Citizens Report suspected violations 2. City Attorney investigates allegations and obtains the necessary documentation to substantiate allegations 3. If founded, City Attorney contacts appointing authority (Mayor, representing the City Commission /Council) and suggests plan of action (what are the laws or policies regulating the activities of the members of this committee or board, who should make initial contact with the offender, what are the legal recourses should the offender not agree to step down 4. Violator is removed from committee, either by agreement or legal action (almost never required) How to Achieve Success Without Sunshine Violations Standard Questions Relating to "Sunshine Issues" 1. What are the Rules Relating to the "Sunshine" Law? 2. What procedures are legal and appropriate? 3. What, if any, inter committee communications are appropriate /legal? Standard City Processes Related to this Issue: 1. City Attorney (or staff representative) gives orientation to committee members conceming ethics and Sunshine Law requirements 2. City Attomey, as part of City Management orientation to the committee, clarifies Conflict and Ethical issues related to the committee's scope of work and mission 3. City Attomey gives clear guidelines as to the process to follow in the event of "Sunshine" violations (reported by other committee members, City Staff, or other citizens) 4. City Attomey requests and requires sufficient documentation in the event of an egregious infraction 5. In such event, Mayor makes resignation request 6. City, State or citizen takes legal action if necessary 7. Most committees work to their maximum efficiency when they operate within the guidelines of the Sunshine Law Successful Citizen Advisory Boards and Committees, Orlando, FL, 5 -7-04 Presented by the FL Conflict Resolution Consortium and the FL League of Cities Page 20 How to Remove Problem People Typical Problems Typical People 1. The Talker /Complainer 2. The "Hidden Agenda" Guy 3. The Slow Learner 4. The "Angry At Government" Individual 5. The "Friend/Relative of an Important Person" 6. The "Has Problem With Staff" One Effective City Responses 1. Make sure everyone on the committee agrees to the mission and goals of the committee (achieve effective orientation and get outcome agreements from the start find a way to eliminate members who cannot support committee goals) 2. Give special attention and orientation to the elected Chairperson, including advice as to how to deal with problem members (most citizen appointees have no are minimal skills in this area) 3. Document problem behavior (committee secretary or city staff) 4. Report to Mayor and /or City Manager any problem behavior 5. Present appropriate warning or concern to problem individual (Mayor, City Manager, or City Attorney) and ask for modification of problem behaviors. And be specific as to remedial actions the City is willing to take (this is where elected officials are particularly reluctant to act, given the political ramifications of such actions the very reason why policies and procedures should clearly set forth processes for such action). Successful Citizen Advisory Boards and Committees, Orlando, FL, 5 -7-04 Presented by the FL Conflict Resolution Consortium and the FL League of Cities Page 21 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 (see the Davis, CA description) 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? Contact Dr. Tom Taylor, FL Conflict Resolution Consortium about training for elected officials, staff, facilitators, and committee and board chairs and members at 850 -644- 6320 or ttaylor ©fsu.edu. Successful Citizen Advisory Boards and Committees, Orlando, FL, 5 -7-04 Presented by the FL Conflict Resolution Consortium and the FL League of Cities Page 22 Appendix A Resources Further Readings Facilitator's Guide to Participatory Decision Making, Sam Kaner, et. al., (Gabriola Island, BC: New Society Publishers /Canada, 1996). Provides clear guidance for thinking about group dynamics and the open discussion and structured facilitation techniques needed to enable (not control) group productivity. Getting to YES: Negotiating Agreement without Giving In Roger Fisher and William Ury, (Boston: Houghtom Mifflin, 1981), provides an excellent introduction to the key elements of constructive negotiations. Getting Together: Building a Relationship that Gets to Yes, Roger Fisher and Scott Brown (Boston: Houghlin- Mifflin, 1988). Follows the Getting to Yes format and suggests practical steps for strengthening relationships and thereby improving the way in which we deal with interpersonal differences in negotiations. Getting Past No: Negotiating with Difficult People, William Ury, (New York: Bataam Books, 1991). Builds on Getting to Yes and presents a 5 step approach for principled negotiation when the other negotiator is unprincipled or unfamiliar with the interest based approach. The steps include: taking time to think; restating the issues from the other person's viewpoint; changing the negotiation process; easing the process of agreement; closing the option not to agree. Managing Public Disputes, Susan L. Carpenter W.J.D. Kennedy (San Francisco: Jossey Bass, 1988). This is an excellent guide for anyone involved in large -scale community disputes. How to Make Meetings Work. Michael Doyle and David Straus, (New York: Jove, 1976). This is a good practical guide for mediators and facilitators. It provides a general approach for group processes and descriptions of specific techniques. A Manual for Group Facilitators. Auvine, et. al., Center for Conflict Resolution (731 State Street, Madison, Wisonsin,53703), 1978 Collaborating: Finding Common Ground for Multiparty Problems. Gray, Barbara, ,Jossey -Bass, 1989 Great Meetings! How to Facilitate Like a Pro. Kelsey, et. al., Hanson Park Press, 1999 The Skilled Facilitator. Schwarz, Roger, University of North Carolina, 1994 Successful Citizen Advisory Boards and Committees, Orlando, FL, 5-7-04 Presented by the FL Conflict Resolution Consortium and the FL League of Cities Page 23 Breaking the Impasse: Consensual Approaches to Resolving Public Disputes Susskind and Cruikshank, Basic Books, 1987 Web Sites FL Conflict Resolution Consortium: http: /consensus.fsu.edu The Planning Commissioners Joumal: http: //www.plannersweb.com Montogomery Co. MD Committee Materials: http: //www. montogomerycountymd.gov /mcgtmpl. asp ?url content /res /midcnty/bds- comm.asp Calackamas OR Committee handbook: http://www.co.clackamas.or.us/citizenin/coo/handbook.htm Longboat Key, FL Committee materials: http: /www.longboatkey.orq /departments /clerk/boards committees Washington State Board roles: http: /www. governor .wa.gov /boards /roles.htm Most complete source on conflict resolution: http: //www.crinfo.orafndex.cfm Group facilitation discussion group: http:// www.albanv.edu /cpr /gf/index.html Link to all federal ADR activity: http: //www.financenet.aov /iadrwq/ Conflict Resolution bibliography: http://www.peacemakers.ca/biblioaraphy/bibintro99.html Useful ADR sites on the web: http:// www .mediate.com /articles/boskev.cfm Source of mediators and info on mediation: http: //www.mediate.com Policy Consensus Institute: http: //www.policvconsensus.orq/ International Assoc. for Public Participation: http: /www.iap2.orq/ Assoc. for Conflict Resolution http: //www.acr.orgrndex.htm (see Env. Public Policy Section) Successful Citizen Advisory Boards and Committees, Orlando, FL, 5-7-04 Presented by the FL Conflict Resolution Consortium and the FL League of Cities Page 24 Appendix B, Example of an Assessment, Process Plan and Agenda Design from Tallahassee, FL Apalachee Ridge Neighborhood Assessment Worksheet Assessment of Parties' Interests, Representation, Power, Roles and Responsibilities Parties or Interests in the Issue Representation Power, Roles and Interest Groups Desired outcomes what What individual or institution Responsibilities Those who are affected by they want to gain or protect will advocate for this party or Legal authority or right, or involved in the issue and legal or practical interest group? position, expertise, influence (primary and secondary) constraints on them or resource power or ability Neighborhood Assn. Improve QOL in neigh. President and Board City recognition as leader Build a good organization Resources of members Block Captains Improve their block Block Captains Personal contact with neigh. Serve the neighborhood Give input to Assn. and City Steering Committee Develop a good plan Chair Guide the planning process Improve the neighborhood Identify and solve problems Renaissance Partners Improve Tallahassee neigh Board Chair, Director, Use community connections Provide services to neigh. volunteers Volunteer and resources Find solutions and resources Faith Partners Improve Tallahassee neigh Church leadership Volunteer resources Provide services to neigh. Volunteers Social service expertise Planning Team Planning process success Made up of representatives Shared knowledge Neigh. improvement from involved parties Implementation resources City -Co. Planning Improve neigh. and City John Baker Technical expertise Complete the plan Financial resources Coord. City services Leadership Neighborhood Services Improve neigh. and City Debra Thomas Technical expertise Complete the plan Financial resources Coord. City services Leadership City Departments Perform functional duties Dept. heads and reps Expertise and resources Successful Citizen Advisory Boards and Committees, Orlando, FL, 5 -7 -04 Presented by the FL Conflict Resolution Consortium and the FL League of Cities Page 25 Neighbors Home Owners Improve QOL in neigh. Block leaders and Assn. Renters Improve QOL in neigh. Block leaders and Assn. Voters, volunteers Safety, reasonable rents Landlords Good rents, and security Block leaders and Assn. Maintenance, tenant selection Area Businesses Profit and safety Block leaders and Assn. Leadership, resources Area Faith Centers Improve QOL in neigh. Ministers Leadership, volunteers, resources Elderly Safety, activities, friends Block leaders and Assn. Voters, volunteer time Working age Child safety, friends Block leaders and Assn. Voters Children Recreation activities, Block leaders and Assn. Influence on parents friends Assessment of Substantive Issues, Options and Data Needs Issues Options Data Needs What is a set of questions, concems or What are the altemative strategies or What information is needed to decide challenges that will address the parties' actions for addressing and resolving between the options? interests and they can agree to work each issue? on together? Housing Homeownership assistance, Ownership rates, income, housing Rehab loans and grants conditions, market information Education Tutoring, computer center, Programs, volunteers, costs Flooding New pond or retrofit existing Engineering analysis and cost estimate Successful Citizen Advisory Boards and Committees, Orlando, FL, 5 -7 -04 Presented by the FL Conflict Resolution Consortium and the FL League of Cities Page 26 Relationships History of interactions, attitudes, power struggles, value differences, interdependencies, etc. Note key points to consider in deciding who and how to involve people in constructive dialogue and decision making Built as a white subdivision, now 70% African American Boy's Club, active churches and others compete to serve area youth The South side of town has historically not received its share of public services A road widening project may have resources to rebuild a deteriorated wall along the neighborhood The housing project across the street is perceived to affect property values and the crime rate The minister of one church leads the neighborhood association and this affects participation by other churches Assessment of Decision Processes Decision Processes Lead Responsibility Geographic Scope of Issues Decision Points Group with Authority Boundaries Addressed and Timing A. Neigh. Planning Planning Dept. County All See schedule B. City capital budget Dept. Commission City Limited to functions Submit Feb Approve Aug. C. Loan approval Lenders Region Loans D. Business location Businesses Varies Cost, financing, Various revenue E. Home repair dec. Landlords and owners Property Construction Buy, contract, pay Timeframes Plot out key decision points for each decision process by month or year Decision ..2000.. Jan Feb Mar Apra... May June Aug Sept, Oct Nov Process A N. Plan Study Train B Budget Submit Approv C Loans Takes From 30 to 60 days D Repairs Takes From Three To Six Months Successful Citizen Advisory Boards and Committees, Orlando, FL, 5 -7-04 Presented by the FL Conflict Resolution Consortium and the FL League of Cities Page 27 The Renaissance Neighborhood Planning Team Neighborhood Residents Community Partners Neighborhood 1,44 CONA Community Neighborhood Association Renaissance Partnership Institutional Partners Board of Directors FSU, FAMU, Bank South, United Way 2 and others Faith Based Neighborhood Steering Organizations Committee (Covenant Partners) 1 f----- Neighborhood Block Captains Program Administration Neighborhood Planning Team and Action Teams Governmental Entities City of Leon County Leon County State Agencies Tallahassee School Board County Commission Department of City Commission Leonard Wesson Community Affairs Planning Planning Commission Commission Fairview Enterprise FL. Tallahassee -Leon Other Rickards Other Agencies County Planning Departments Department PTOs Dept. of Neighborhood Community Services All Other City Depts. Successful Citizen Advisory Boards and Committees, Orlando, FL, 5 -7-04 Presented by the FL Conflict Resolution Consortium and the FL League of Cities Page 28 Apalachee Ridge Neighborhood Planning Draft Schedule Jan. 24 Meeting with department heads and planning team Jan. 25 Community Neighborhood Renaissance Partners meeting Feb. 13 Neighborhood Steering Committee meeting Venue: Faith Christian Family Center Time: 6:30 pm to 8:00 pm Feb. 17 Initial Consensus Decision Making/Facilitation training as part of Neighborhood Association meeting Venue: Faith Christian Family Center Time: 10:00 am to 2:00 pm Feb. 22 Education Action Team meeting Venue: Leonard Wesson Elementary School Cafeteria ime: 6:30 pm Feb. 27 2 Consensus Decision Making/Facilitation training Venue: TBA Time: 6:30 to 9:00 pm March 3 Neighborhood Planning Team Issues and Options Meeting Various Action Team Meetings (2-4 in March and April) Times City technical work to support Action Team Efforts Partners work on assignments from the Meeting Neighborhood Steering Committee addresses special problems Coordination and conflict resolution by Key Coordinators and planning team Venues and Times for Action Team Meetings will be mutually developed by Action Team Leaders, Facilitators and Team Members April 20 Block Captains deliver invitations to neighbors April 27 Block Captains deliver draft recommendations to neighbors Send to the Planning Team May 5 Neighborhood Consensus Seeking Workshop Various Action team meetings to finalize draft strategies Times City technical work to support Action Team Efforts Partners work on assignments from the meeting Neighborhood Steering Committee addresses special problems Coordination and conflict resolution by planning team Venues and Times for Action Team Meetings will be mutually developed by Action Team Leaders, Facilitators and Team Members June 15 Complete draft Neighborhood Plan June 23 Neighborhood Block Party and final draft review with priority ranking July 7 Neighborhood Steering Committee incorporates final refinements and Presents the recommended draft to the Neighborhood Assn. Board July Adoption and/or commitment by City, other govemment entities, CNRP, etc. Successful Citizen Advisory Boards and Committees, Orlando, FL, 5 -7 -04 Presented by the FL Conflict Resolution Consortium and the FL League of Cities Page 29 1 Action Action Adoption 1.0. I Team Team By Bds. M /41 P Planning Neigh- Neigh- 4 L E Team Action H Planning Action borhood boyhood _ol T eam T eam Steering Assn. CNRP E Issues Team Committee Board Ado N and Consensus Plan 0 Plan T Options Seeking A Action Action Review and Review T Meeting Team Meeting Team Recom- and i March 3 May 5 Others o mendations Adoption Commit- N July 7 July 7 ment Other Other Partners Partners v N!' City Budget I I Budget Proposals Approval Nir j Decision and Action Other v oI Decision and Action Decision v 0 Processes Decision and Action I Apalachee Ridge Planning Process Successful Citizen Advisory Boards and Committees, Orlando, FL, 5 -7 -04 Presented by the FL Conflict Resolution Consortium and the FL League of Cities Page 30 Apalachee Ridge Neighborhood Issues and Options Meeting March 3, 9:00 to 1:00 Leonard Wesson School Cafeteria Objectives To create a vision that clarifies the desired outcomes for the neighborhood. To shape strategies to achieve the desired outcomes. To agree on next steps and responsibilities Agenda 9:00 Update on the Orange Avenue Widening Project 9:15 Opening Welcome Perry West and Steve Meisburg Introductions (Name and affiliation only) Miaisha Mitchell Meeting Plan and Guidelines Tom Taylor 9:40 Apalachee Ridge Neighborhood Planning Process Overview Power Point presentation John Baker Q andA 10:00 Vision for the Neighborhood What Are Your Desires? Neighbors write desired outcomes on post -its Tom Gather post -its and create categories Hal Ask other partners for additions and put them under the appropriate category Form groups (check to see that each has a balance of neighbors and partners) 10:30 Break 10:45 Shaping Strategies How Do We Create What We Want? (In Action Teams) Overview and introductions Generate strategies to achieve desired outcomes and address opportunities and obstacles Assess the importance of the items and discuss the results Agree assignments to gather information or draft strategy recommendations Schedule which strategies to put on the agenda for upcoming action team meetings Identify questions or requests for other action teams Tentatively schedule action team meetings 11:45 Sharing Strategies Action Team Reports Brief reports and requests for other action teams Ask everyone to suggest additional strategies on their comment forms 12:10 Organizing for Action Encourage everyone to complete their contact forms and sign -up for action teams, etc. Review the flow chart and schedule Give instructions for the recommendation forms Explain the monitoring and coordination plan 12:20 Closing Summary of the meeting activities, products and next steps Ask for summary comments from participants Concluding remarks by Perry West and Steve Meisburg 12:30 Adjourn (The Apalachee Ridge Neighborhood Assn. will hold their Meeting) Appendices City. of Fort Collins, Colorado, Boards and Commissions General Information, FAQs and a description of the Role of the Council Liaison to Boards and Commissions. Tallahassee City Commission Policy 110: Appointment of Citizens and Commissioners to Boards and Committees Tallahassee Parks and Recreation Advisory Board By -Laws Davis CA, Board and Commissioner Guidelines and list of Advisory Boards and Commissions. City of Champaign, Report to the City Council on City Boards and Commissions Florida Planning Officials Handbook, Chapter 3, The Constitutional and Legal Framework for Planning, provided by Gene Boles, AICP, CNU, Community Outreach Partnership Program, Department of Urban and Regional Planning, University of Florida First on the Agenda is the Agenda! by Elaine Cogan from the Planning Commissioners Journal, 49, Winter, 2003 City of Fort Collins, Colorado Boards and Commissions General Information The City of Fort Collins currently has 26 standing boards and commissions. All boards are appointed by the Fort Collins City Council and are composed of citizen volunteers, who serve without compensation (with the exception of members of the Election Board who receive prevailing minimum wage). These boards and commissions are established for the purpose of acquiring and studying information`in specific areas and to make recommendations to City Council on issues within the board's area of expertise. Some boards are quasi-judicial and have decision- making powers within their areas of expertise. Decisions made by quasi-judicial boards are appealable to the City Council or the courts. Appointments to the boards and commissions are made annually in December, with terms of new members beginning on January 1. Recruitment for the annual appointments begins in September. Throughout the year vacancies often occur due to resignations. If the pool of applications on file from the last annual appointment process is not sufficient to fill interim vacancies, the City Clerk's Office will periodically advertise for additional applicants. Each board and commission is supported by a staff liaison. In addition, each board and commission has a Council liaison. The City Clerk's Office coordinates the recruitment and appointment process for all boards and commissions. Boards and Commissions Application FAQs Can I apply to a board or commission? Applicants must be a registered voter (applies to applicants 18 years or older) Applicants must reside within the Fort Collins Growth Management Area (GMA) for at least one year. The GMA includes the area within the city limits and certain areas in the County which are considered appropriate for urban development and eventual annexation into the city. Exceptions to the GMA residency requirement: o Members of the Election Board must live within the Fort Collins city limits and must be registered to vote. o Members of the Downtown Development Authority must be landowners, residents, or business lessees within the boundaries of the Authority. Can I apply to more than one board or commission? Qualified candidates can apply to two boards or commissions, however; they can only be appointed to one. *A separate application is required for each board. Helpful Hint: Since the Councilmembers are using the applications as The key instrument in evaluating your qualifications, applicants are encouraged to complete each application individually instead of completing one application and making a copy for each board or commission. What happens after I submit my application? *At the time a vacancy does not exist: o Applications will be kept on file in the City Clerk's Office for future vacancies. *At the time a vacancy does exist: o All applications on file are organized and compiled for Council consideration o During the time that applications are being reviewed, City Council will form interview teams (if most applicants have not previously interviewed) consisting of the Council liaison to each board and one other Councilmember who has expressed an interest in working with the liaison. o The City Clerk's Office will contact applicants to schedule a 10- minute interview. o Following completion of the Council review and /or interview process, the Council interview team will make recommendations to fill vacancies. o Recommendations will be placed in an appointment resolution which will be considered by the whole Council at the earliest possible Council meeting. How does an applicant know whether or not they were appointed to a board or commission? Following adoption of the appointment resolution, each applicant will receive a letter notifying them of the status of their application(s). If you are not appointed to a board, your application(s) will be kept on file until the annual appointment process next year. If any vacancies occur during that period, your application will be reconsidered. If your application is still on file when next year's annual recruitment begins, you will be notified by mail of upcoming vacancies. NOTE: If you are not selected to serve on a board at this time, don't be discouraged! Many current board members will tell you that they applied several times before being appointed. City of Fort Collins, Colorado Role of the Council Liaison to Boards and Commissions Every two years, following the election of Councilmembers, the Council selects its liaisons to the boards and commissions. Council has defined the role of Council liaisons as follows: 1. Serve as the primary two-way communications channel between Council and the board or commission. 2. To take the lead in filling vacancies, reviewing applications, and interviewing candidates for the board or commission. 3. To serve as the primary informal Council contact for the board or commission. 4. To help resolve questions the board or commission may have about the role of Council, municipal government, and the board or commission. 5. To establish formal or informal contact with the chairperson of the board or commission and effectively communicate the role of the liaison. 6. To provide procedural direction and relay Council's position to the board or commission, and to communicate to the board or commission that the liaison's role is not to direct the board in its activities or work. 7. To serve as Council contact rather than an advocate for or ex- officio member of the board or commission. 8. To review the annual work plan of the board or commission and make recommendations to the City Council regarding the work plan. 9. To identify and help resolve any problems that may exist with respect to the functioning. of the board or commission. 10. To facilitate the training of new board and commission members by providing suggestions and relevant information to the City staff members responsible for providing such training. Council liaisons do not normally attend monthly meetings of the boards and commissions. Liaisons are informed of boards and commissions activities through agendas and minutes, work plans, and annual reports. Liaisons may attend a meeting due to an interest in a specific agenda topic, or may "pop in" just to observe. Attendance by a Council liaison should not affect the normal structure of a board meeting. Attention should not be focused on the Council liaison and his or her input. If Council liaison participation is critical to a particular item, a direct invitation should be made to the Council liaison, explaining why participation is deemed to be critical. If appropriate, discuss with the liaison prior to the meeting what expectations are and whether the liaison can meet those expectations. Tallahassee City Commission Policy 110 Appointment of Citizens and Commissioners to Boards and Committees DEPARTMENT: Treasurer -Clerk DATE ADOPTED: June 24; 1992 DATE OF LAST REVISION: November 13, 1996 110.01 Authority: City Commission 110.02 Purpose: To institute formal guidelines for the appointments of citizens, City staff or City Commissioners as City representatives to committees. 110.03 Definitions: Committee: Is herein defined as a joint governmental, legislated or City created committee, a commission, council, board, agency, bureau, authority, corporation, etc. 110.04 General Statement: Citizen participation in the daily program and policy development of the City of Tallahassee is recognized as an important element in providing quality public services to the Tallahassee community. Citizen participation is encouraged through the appointment of City representatives to committees. Guidelines for the membership, appointment process, and the operation of City committees, and for the appointment process to committees is provided to ensure continuous quality participation by all citizens. 110.05 Scope and Applicability: Unless specifically identified in Attachment A, the appointment of committee members shall hereby be delegated to the Mayor. These guidelines apply to all City Commission authorized committees and the staff assigned to that committee; and to the citizens appointed by the Commission to serve on committees requesting City representation. Parts I and II of this policy do not apply to the appointment of City Commissioners to boards, committees or commissions. 110.06 Part I Membership for Committees Created by the City Commission A. Committee Operations: 1. Committees shall have established standardized bylaws that are to be reviewed and approved by the City Commission; filed with the staff assigned to that committee and the City Treasurer Clerk's Office. Bylaws will include, but not be limited to name, authority, purpose, and membership. I v 2. Committees shall have no authority other than to serve in an advisory capacity to the City Commission as defined by the Committee's bylaws. 3. The committees shall serve as advisors to the City Commission to encourage citizen participation; present or discuss policies and programs effecting their area of function; study issues; provide input on the values, goals and objectives of a program; develop program plans; contribute to continuous feedback; and make recommendations for quality program/ service deliveries. Additional functions of the committees may be defined by the City Commission. 4. Committees will meet routinely based upon an adopted meeting schedule. 5. Committees will have all meetings noticed by being posted on the Citizen Information Board in the Public Information Office, open to the public and will ensure agendas and minutes are available to the public according to State "sunshine" laws. 6. A majority of the advisory committee members shall constitute a quorum to hold a meeting. Any action of the committee shall be by simple majority of the membership in attendance. 7. A member's position shall become vacant when: 1. a member is absent from 33% of the regularly scheduled meetings in a given calendar year, regardless if such absence is excused or unexcused. All absences will be duly recorded in the meeting summary. Absences from emergency or special called meetings will not be recorded against a member in calculating the percent of absences, or 2. when the committee is notified by staff that a member no longer meets the membership requirements, or 3. when a member's term expires, or 4. when a member resigns. 5. Special exceptions on the removal of members for absences may be made by the Chairperson of the Committee when the absences are due to health or time limited extenuating circumstances and the absences do not affect the ability of the committee to maintain a quorum. 8. The committee chairperson shall immediately, upon receipt of a resignation or when advised of a vacancy, notify the Mayor. It will be the responsibility of the Mayor to insure an appointment will occur within thirty (30) days of notification. If an appointment is not made within thirty (30) days by the Mayor, the committee shall have the authority to request an appointment be agendaed for the next available commission meeting. 9. The responsible staff department will provide committee members with training that will address the bylaws, stress the legal obligations and responsibilities and will provided responses to any concems the new members may have with the responsibilities dictated by the committee. 10. The Chairperson and the staff department will be responsible for compliance with the bylaws. The Chairperson will notify members of removal from the committee for noncompliance. Specific questions of conflict of interest will be addressed by the City Attorney, or his designee. 11. The staff department will inform the City Attorney, or his designee, of noncompliance of the Chairperson of the statutes or bylaws. The City Attorney, or his designee, will be responsible for resolution of these noncompliance issues. B. Committee Membership: 1. Unless otherwise specified by the City Commission, all citizens appointed to a committee must be City residents, City property owners, or City utility customers who do not have direct financial interest in the committee that they are to be appointed. 2. Committees will be made up of an odd number of members. The City Commission will establish the number of members of the committee. 3. When possible, City committees should be made up of an equitable representation based on race and sex, determined by the demographic ratio of the City. In cases of committees representing the interest of a specific neighborhood, representation based on race and sex will be determined by the demographic ratio of the neighborhood. Such demographic information shall be the most current available data in the Tallahassee- Leon County Planning Department by census tract. In consideration of the Americans with Disability Act, City committees should include citizens with disabilities. 4. The length of the term for appointments to a committee should, unless otherwise specified, initially be for a three year staggered term, with permanent three year terms thereafter. For example: a five- member committee could have three people serving a two-year term, and two people serving a three -year term. The staggered term concept will not include any one year term appointments. Thestaggered term arrangement for appointees shall be established by the City Commission. 5. An appointee to a committee shall not serve more than two full consecutive terms. C. Committee Appointments: 1. Qualified applicants for vacancies on committees can be solicited or obtained through advertising by the City Treasurer Clerk's Office, from members currently serving on a committee, through citizens informing the City Commission or the City Treasurer Clerk's Office of their interest, by the appropriate staff agency submitting recommendations to the City Commission and by City Commissioners recommending specific individuals. The staff department will consider the demographic makeup of the committee in making its recommendation. 2. The City Treasurer- Clerk's Office will be responsible for biannually advertising, receiving applications and resumes, and presenting applications together with the staff or committees recommendation to the Mayor. 3. The Mayor will make an appointment to all committees not identified in Attachment A Committee's identified in Attachment A will be placed on the consent agenda by the Mayor. 4. The Mayor will notify in writing each citizen of his/her appointment. A copy of the Mayor's letter will be distributed to each commissioner, the responsible staff department and the City Treasurer Clerk's Office. The appointment letter will include the purpose, function and term of office for the committee as outlined in the respective bylaws or statutes, and will ask that the appointment be accepted in writing by the citizen in a letter to the Mayor. The Mayor's Office will forward a copy of the letter to the City Treasurer- Clerk's Office and the staff department. D. City Treasurer Clerk's Office Responsibilities: 1. The City Treasurer Clerk's Office will maintain files on all committees. A separate file for each committee will be established and will include, but not be limited to, a copy of the bylaws or statutes, a current list of members and officers, including names, addresses, dates of appointment, expiration dates of appointment, staff department and contact person within the department. 2. Biannually, the City Treasurer Clerk's Office will advertise a list of committees and maintain a file for all applications or resumes received from citizens expressing an interest in consideration for future vacancies. The applications or resumes will be provided to the departments for comment upon request. The committee or department responses and recommendations, along with other applications received, will be provided to the Mayor for consideration. A copy of the transmittal letter will be provided to the Commissioners. E. City Staff Responsibilities for a Committee: 1. Staff to a committee will have the responsibility of informing the committee of events, activities, policies, programs, etc. occurring within the scope of its functions and to make members aware of all City Commission requests for information. The staff department will maintain the original copy of the minutes of the committee's meeting and reports associated with the purpose of the committee. 2. Staff will inform the City Treasurer Clerk's Office of all vacancies, changes in officers, and any other changes to the committee. At least sixty days prior to the expiration of any term, the staff department will request a copy of all applications from the City Treasurer Clerk's Office for the committee. The staff department or committee will use these applications to make a recommendation to the Mayor. The staff department will consider the demographic makeup of the committee in making its recommendation. 3. The staff department will be responsible for the continuous flow of information to the appropriate appointed official and the City Treasurer Clerk's Office. Such information shall include, but not limited to, a provision of bylaws, membership, recommendations of the committee, actions and noncompliance by the board or chairperson with the bylaws or statutes. 4. The staff department will coordinate with the City Attorney, or his designee, on noncompliance issues by the Chairperson of the statutes or bylaws. The City Attorney or his designee will be responsible for resolution of noncompliance issues. 5. The staff department will provide to all new committee members a copy of the committee's bylaws, and when applicable, the City Code, Charter and statutory authorization. The staff department will brief each new appointee on the committee's bylaws, legal obligations and responsibilities, and will provide responses to any concerns the new members may have with the responsibilities dictated by the committee. 110.07 Part II— Membership for Charter, Regulatory and Quasi Judicial Committees 1. Unless otherwise specified by the City Commission, all citizens appointed to a committee must be City residents, City property owners or City utility customers who do not have direct financial interest in the committee that he /she is to be appointed. 2. Staff to charter, regulatory and quasi-judicial committees are asked to notify the City Treasurer- Clerk's Office of any vacancies of City appointees or expiration of terms sixty days prior to expiration. The City Treasurer- Clerk's Office will provide appointment information consisting of a list of applicants and copies of applications to the Mayor. A list of applicants will be provided by the City Treasurer- Clerk's Office to the City Commissioners. The Mayor will recommend an appointment to the Commissioners and will prepare a consent agenda item requesting City Commission confirmation of the appointment. Upon approval of an appointment by the City Commission, the Mayor will notify in writing each citizen of his/her appointment. A copy of the Mayor's letter will be distributed to the committee and the City Treasurer Clerk's Office. 3. All City appointed citizens serving on committees may be removed from their committee by the City Commission if it is believed it would be in the best interest of the City of Tallahassee. 110.08 Part III— Appointment of City Commissioners to Boards, Committees, and Authorities: The Mayor shall be responsible for notifying City Commissioners of vacancies on boards, committees and authorities seeking City Commission representation either as a voting member or as an .ex officio/liaison, and seeking Commission input. In the event that only one Commissioner wishes to serve, the Mayor may make the appointment, noticing the Commission and staff of such appointment by memorandum. If more than one Commissioner expresses an interest in serving, then the item will be agendaed for Commission action without a recommendation. 110.09 Sunset Provisions: The City Commission will review the activities and accomplishments of each City Commission authorized committee every four years. This review will be based on a formal review by the staff department to decide if the committee has completed the original objectives and to determine if the committee should continue, modify its activities, or terminate activities. However, if the committee becomes inactive it may be abolished. 110.10 Effective Date: This policy guideline becomes effective on May 10, 1995, after City Commission review and approval. 110.11 Responsible Agency: The City Treasurer -Clerk shall make amendments as required for the purpose of keeping this policy complete and up to date. BY -LAWS OF THE PARKS AND RECREATION ADVISORY BOARD CITY OF TALLAHASSEE ARTICLE I NAME AND AUTHORIZATION A. NAME The name of the Committee, as provided by Ordinance 77 -0 -1590 of the City of Tallahassee, Florida, shall be known as the Tallahassee Parks and Recreation Advisory Board, herein after referred to as the "Board". B. AUTHORIZATION The Board exists by the authority of the Tallahassee City Commission and may be modified or abolished by action of the Tallahassee City Commission. ARTICLE II PURPOSE AND FUNCTION A PURPOSE The Board shall serve as advisors to the Tallahassee City Commission and to the Parks and Recreation Department on issues presented to the Board related to the field of leisure services. B FUNCTION The functions of the Board shall be: 1 to encourage citizen participation; 2 to present or discuss policies and programs affecting parks and recreation; to study issues; 3 to provide input on the values, goals, and objectives of a program; develop program plans; and 4 to contribute to continuous feedback; and make recommendations to both the Parks and Recreation Department and the City Commission for overall quality program/service deliveries. ARTICLE III MEMBERSHIP A MEMBERS The Parks and Recreation Advisory Board shall be comprised of eleven members appointed by the Mayor. Board members will be selected based on their qualifications and willingness to serve. Members will be selected without regard to race, creed, national origin, age, sex or the presence of a disability. As much as possible, the Board will be made up of an equitable representation of City and County residents based on race and sex according to the demographic ratio of the City. Residents requirements are to reflect the ratio of city participation versus county participation in the Parks and Recreation Department's programs. In consideration of the Americans with Disabilities Act, efforts should be made to include members with disabilities. B ELIGIBILITY 1 Members of the Parks and Recreation Advisory Board shall be City residents, City property owners, or City utility customers. Members who are not City residents shall be appointed to provide appropriate expertise or when deemed in the best interest of the Board. 2 The members of the Board shall be selected from the following classifications: a At least one member of the Board will be a professional in a field complimentary to the Board's scope. b At least one member of the Board will be a member of the Tallahassee Garden Club. C APPOINTMENTS 1 Members shall be appointed initially for a three -year term. Members shall not serve more than two full consecutive terms. 2 It is the responsibility of the Mayor to insure an appointment is made within thirty (30) days of notification of a vacancy. If an appointment is not made within thirty (30) days by the Mayor, the Board shall have the authority to request an appointment be agendaed for the next available Commission meeting. D VACANCIES 1 A member's position shall become vacant when: a a member is absent from 33% of the regularly scheduled meetings in a given calendar year, regardless if such absence is excused or unexcused. All absences will be duly recorded in the meeting minutes. Absences from emergency or special called meetings will not be recorded against a member in calculating the percent of absences. Special exceptions on the removal of members for absences may be made by the Chairperson of the Board when the absences are due to health or time limited extenuating circumstances and the absences do not affect the ability of the Board to maintain a quorum, or b when a member no longer meets the membership requirements, or c when a member's term expires, or d when a member resigns. 2 The Chair shall immediately, upon receipt of a resignation or when advised of a vacancy, notify the City Treasurer Clerk. 3 Should a resignation be submitted to staff, they will immediately notify the Chair and the City Treasurer Clerk's Office. ARTICLE IV ORGANIZATION A OFFICERS 1 The Board shall elect from its members a Chair, Vice -Chair and (at the discretion of the Board) a Secretary. 2 Officers shall be elected for a term of one (1) year at the May meeting and shall assume office beginning immediately following the May meeting. 3 The officers shall perform the duties as prescribed by the parliamentary authority adopted by the Board. B QUORUM A majority of the Board shall constitute a quorum to hold a meeting or take any action. C VOTING RIGHTS Each member shall be entitled to one (1) vote and shall cast that vote on each item submitted. Proxy votes and absentee ballots shall not be permitted. Members shall only abstain from a vote when there is a valid conflict of interest addressed to the Board. ARTICLE V OFFICERS AND DUTIES A CHAIR 1 The Chair shall appoint chairs of all committees, standing and special. 2 It is the Chair's responsibility to ensure compliance with the Bylaws. The Chair will notify members of removal from the committee for noncompliance. Specific questions of conflict of interest will be addressed by the City Attorney or designee. 3 The Chair shall immediately, upon receipt of a resignation or when advised of a vacancy, notify the City Treasurer Clerk. 4 The Chair may approve special exceptions on the removal of members for absences at regularly scheduled meetings when the absences are due to health or time limited extenuating circumstances and the absences do not affect the ability of the committee to maintain a quorum. B VICE -CHAIR 4 The Vice -Chair shall perform the duties in the absence of the chair. C REMOVAL When an officer has been absent or has not performed the duties of that office for three consecutive meetings, that officer may be removed from office by the Committee with a majority vote at a regularly scheduled meeting. ARTICLE VI COMMITTEE OPERATIONS A The Board shall have no authority other than as stipulated by the Bylaws and approved by the City Commission. B The Board will meet routinely based upon an adopted meeting schedule which will be provided to the City Treasurer- Clerk's Office. The meeting date may be changed by the Chair with notification in advance by mail to Board members. Special meetings may be called by the Chair or by a majority of the board members. C All meetings will be open to the public. For advertising purposes, the Board will provide to the City Treasurer Clerk's Office 'a schedule of their meetings and will insure agendas and minutes are available to the public in accordance with the State Sunshine Laws. D All meetings shall be conducted in accordance with Robert's Rules of Order. E Special meetings of the Board may be called by the Chairperson with the purpose of the meeting stated. Except in cases of emergency, at least three days notice .shall be given each member of a special meeting. F The Board shall be notified by mail two weeks in advance of a meeting. All meetings are open to the public. G Copies of the minutes shall be distributed to the City Commission, City Manager, and Deputy City Manager for Community Services upon their acceptance by the Board. ARTICLE VII STAFF SERVICES A The Parks and Recreation Department shall act as the liaison for the Board with the City Commission and the appropriate appointed official. The Parks and Recreation Department will provide staff services to the committee. Staff services will include: 1 providing a schedule of meetings to the City Treasurer Clerk's Office and committee members, arranging meeting locations; maintaining the minutes of the meetings; preparing and distributing appropriate information related to the meeting agenda. 2 informing the Board of events, activities, policies, programs, etc. occurring within the scope of the Board's function and informing the Board of all City, Commission or department requests for information or assistance. 3 ensuring the City Treasurer -Clerk is informed of all vacancies, Oxpired terms, changes in officers, or any other changes to the Board and that all requests for review of applications by the Board and any subsequent recommendations by the Board or staff are retumed in a timely manner to the City Treasurer Clerk's Office to facilitate the appointment process. 4 the responsibility for the continuous flow of information to the appropriate appointed official including providing reports, actions; and recommendations of the Board and notification of noncompliance by the Board or chair with the Bylaws or statutes. 5 the responsibility for ensuring information provided by the Board for City Commission review is appropriately agendaed for the City Commission meetings. 'B A formal, standard orientation program will be provided by staff to all new members. The program will address, but not be limited to, the Bylaws, conflict of interest, the Florida Sunshine Law, ethics violations, and stress the legal obligations and responsibilities. Staff will insure responses are provided to any concerns the new members may have regarding the duties and responsibilities of the Board and the members. ARTICLE VIII SUNSET PROVISION The City Commission will review the activities and accomplishments of the Committee every four years based on a formal review by the City Treasurer -Clerk to determine if the Board has completed its original objectives and to determine if the Board should continue its activities. ARTICLE IX BYLAWS AND EFFECTIVE DATE A Any changes to the Bylaws will be reviewed and approved by the Board and the City Commission and filed with the Parks and Recreation Department and the City Treasurer- Clerk's Office. 1 These Bylaws shall become effective upon adoption by the Parks and Recreation Advisory Board and the Tallahassee City Commission. 2 These Bylaws may be amended at any regular meeting by a majority vote of the membership provided that the amendments(s) has(have) been submitted in writing at the previous regular meeting. B These Bylaws have been amended by City Commission Policy 110CP, Appointment of Citizens and Commissioners to Boards and Committees, dated this 10th day of May, 1995. +r co t ibbe O V o N N N .S CA 1 1 3 Ts C) Y. BOARD AND COMMISSION GUIDELINES (a) All appointments require formal action of (i) Because of the number of citizens the Council. Every board/commission interested in serving on city serves in an advisory capacity to the City boards/commissions, membership is Council. limited to not more than two consecutive terms. A member having served two (b) Unless otherwise stated by Council, term consecutive terms may be reappointed on of office on most boards/commissions is exceptional circumstances. three (3) years for regular members. The term of office for alternate members (j) Appropriate recognition will be made of varies. services when a term is completed and a member leaves a board/commission. (c) A newly formed board/commission will be convened by the city staff representative, (k) Each board/commission member, and any and each board/commission will elect a other interested persons who so request, chairperson and vice chairperson. will be notified in advance of the time and place of each meeting. (d) The size of the city board/commission may vary from 5 to 15 members and is (1) Applications will be kept on file for a established for each board/commission by period of two years. Applicants will be the City Council. contacted to ensure their continued interest in serving on a city commission before (e) No person should serve on more than one submittal to the City Council for board/commission at a time. However, appointment. individuals with special qualifications may be asked to serve on an additional board/ (m) City advisory boards/commissions will commission. reflect, to the greatest extent possible, the community's ethnic, gender, and age (f) A staff representative will be assigned by composition. the City Manager to work with each board/commission to prepare agendas, (n) Individuals appointed to boards/ keep minutes and provide assistance. The commissions must reside within the city Council is to receive all notices of limits of Davis except in exceptional meetings, agendas and minutes. circumstances. (g) Names to be considered for appointment (o) The guidelines may be waived or cha aged will be submitted to the Council. at the discretion of the Council. (h) Continued absences will be the basis of replacement of any member (general rule is three unexcused absences within one year). For further information, contact: City Clerk's Office 23 Russell Boulevard Davis, California 95616 (916) 757-5602 12/10/98 `.luoi. ADVISORY BOARDS AND COMMISSIONS: BUILDING BOARD OF APPEALS HANDICAPPED ACCESS STANDARDS Meets on call at times and locations to be BOARD OF APPEALS- Meets on call at arranged and determines the suitability of times and locations to be arranged to alternative materials and methods of determine the suitability of alternative construction and provides for reasonable materials and methods of construction and interpretations of building codes enforced by provides for reasonable interpretations of the the City of Davis. building codes enforced by the City of Davis as these relate to handicapped access issues. HISTORICAL RESOURCES MANAGEMENT COMMISSION Meets the third Monday of each month at 7:30 p.m. at the Hattie Weber Museum and advises the Council on matters pertaining to historical resources, maintains inventory of historical resources, recommends designation of CITY -UCD STUDENT LIAISON historical resources and reviews. applications COMMISSION Meets the second Tuesday for alteration permits for historical structures. of each month during school session at 4:30 p.m. in the Council Chambers Conference HUMAN RELATIONS COMMISSION Room and considers various issues of concern Meets the third Thursday of each month at to the city and student community. 7:30 p.m. in the Council Chambers Confer- ence Room and works to promote CIVIC ARTS COMMISSION Meets the cohesiveness and understanding among the second Monday of each month at 7:30 p.m. in members of the community and advises on the the Council Chambers Conference Room and development of programs related to mediating reviews and makes recommendations on disputes and reports on discrimination of all cultural and artistic matters by generating kinds in the city. public input concerning the arts, reviewing arts contract proposals and recommending art NATURAL RESOURCES COMMISSION intended for public places. Meets the fourth Monday of each month at 6:30 p.m. in the Council Chambers and FINANCE AND ECONOMICS COMMIS- provides the City Council with SION Meets the second Monday of each recommendations on natural resource issues month at 7:00 p.m. in the City Council facing the City of Davis. The issues under Chambers and advises the City Council and review by the commission include water staff on issues pertaining to the conservation, air pollution, waste implementation of the Major Projects management, recycling and monitoring the Finincing Plan Review Committee cleanup of hazardous waste sites. recommendations and on other financial and economic issues which may from time to time be requested of the Commission by the City Council. 12/10/98 ADVISORY BOARDS AND COMMISSIONS Page Two Y OPEN SPACE COMMISSION Meets the SAFETY ADVISORY COMMISSION third Monday of each month at 6:30 p.m. in Meets the first Thursday of each month at the City Council Chambers and serves as the 4:00 p.m. in the Council Chambers and focal point for the community and city approves the installation of signs, markings government for open space projects and and other safety devices to improve traffic issues. The Commis -sion advises City safety. The commission recommends Council on all matters relating to open space, improvements for safety and parking issues, monitors and facilitates the implementation reviews plans for new streets, traffic control of open space objectives and identifies devices and bus routs to ensure that safety solutions to implementation problems. considerations are incorporated into these improvements. Y PERSONNEL BOARD Meets on call at times and locations to be arranged and hears D SENIOR CITIZENS COMMISSION appeals submitted by any employee in the Meets the third Thursday of each month at competitive service relative to any 3:00 p.m. in the Senior Citizens Center and disciplinary action, dismissal, demotion, advises the Council on all matters relating to interpretation or alleged violation of Chapter policies and programs which will serve 19 of the City Code or the personnel rules. senior citizens in this community. The Board investigates and makes recommendations on any matter of personnel SOCIAL SERVICES COMMISSION policy and also reviews, on a quarterly basis, Meets quarterly at 6:00 p.m. in the Dresbach the city's work force statistics and affirmative Hunt -Boyer Home and advises the City action progress. Council on matters relating to issues of social services including health, affordable housing, PLANNING COMMISSION Meets the homelessness, hunger, transit and low first Tuesday (and, if necessary, the third income needs. Tuesday) of each month at 7:30 p.m. in the Council Chambers. The Commission is the STREET TREE COMMISSION Meets planning agency authorized by state statutes. the third Thursday of each month at 5:00 It reviews and makes recommendations p.m. in the Hattie Weber Museum and relative to all land use decisions including, establishes rules and regulations relating to but not limited to, the General Plan and the planting, care and maintenance of trees Specific Plan amendments, variances, and other plants which overhang public conditional use permits, planned streets and makes recommendations to the developments, tentative maps, rezoning and City Council on all street tree removal annexations. requests. Y RECREATION AND PARK COMMISSION Meets the third Thursday of each month at 7:30 p.m. in the School District Offices Board Room and advises the City Council on matters pertaining to public recreation and park planning. o: leltydktbdpuide.lts 12/10/98 FCRC: Successful Citizen Advisory Boards and Committees Page 1 of 3 FCRC Main Page Successful Citizen Advisory Boards and Committees This Site Includes Materials From A Workshop Developed by: The Florida League of Cities the Florida Conflict Resolution Consortium and the Florida Institute of Government The Purpose is to Help You and Your City to: Channel conflict into constructive cooperation Solve seemingly impossible problems Save your city dollars Build public and private support Build, not undermine, your political support Utilize citizen volunteer time productively Productive citizen committees can provide insights and energy essential for creating better communities. They help make important decisions, bring expertise and resources needed to address problems and provide a valuable link to public and private groups and the electorate. But committees can also aggravate problems, waste time and become legal and political liabilities. The Florida Conflict Resolution Consortium and the Florida Institute of Government has designed these materials for elected officials, administrators and other leaders who want their citizen boards and committees to be more productive. Building Successful Advisory Boards (series reprinted from Quality Cities March /April 2004) A City Case Study: Dunedin The City of Dunedin, in Pinellas County, has approximately 39 boards and committees, most of which have three -year appointments. They vary in size depending upon their specific task. Cooperative Achievement Elected Officials and Advisory Boards Work Together to Strengthen Their Cities Every local government routinely appoints citizens to serve on these boards sometimes without fully understanding the value and benefits that can be attained, and the pitfalls that should be avoided. Ethically Speaking State Laws Cover Appointed Board Members I believe it is fair to say that there are more misunderstandings about the applicability of state ethics laws to members of advisory boards than there are with respect to any other category of public servant...It is my hope that the following information will assist appointed board members in becoming familiar with the range and breadth of these laws. Facilitation: A Key for Successful Advisory Boards and Committees Boards and committees are formed to perform a task or solve a problem and then are expected to go off and do their work. Unfortunately, like most groups, many meet and continue to meet with limited results. How To Succeed with Advisory Boards Municipal advisory boards are made up of dedicated citizens who devote time, energy and expertise to issues or causes that affect their city. However, advisory boards without a clear mission or purpose not only are ineffective, but waste the time of board members, elected officials and city employees. The Sunshine Law and Advisory Committees The Sunshine Law equally binds all members of governmental bodies, be they advisory committee members or elected officials. http://consensus.fsu.eduicitizen_advisory_boards/index.html 12/29/2009 FCRC: Successful Citizen Advisory Boards and Committees Page 2 of 3 Resources (PDF Documents) City of Fort Collins, Colorado, Boards and Commissions General Information, FAQs and a description of the Role of the Council Liaison to Boards and Commissions. Download PDF File Tallahassee, FL City Commission Policy 110: Appointment of Citizens and Commissioners to Boards and Committees Download PDF File Tallahassee, FL Parks and Recreation Advisory Board By -Laws Download PDF File Davis, CA, Board and Commissioner Guidelines and list of Advisory Boards and Commissions Download PDF File Davis, CA, Application for Appointment to a Board, Commission or Committee Download PDF File Larkspur, CO, Information on Joining a Board or Commission Download PDF File Web Resources FL League of Cities, Quality Cities articles on boards and committees (Mar /Apr'04): http://www.flcities.com/membership/library.asp The Planning Commissioners Journal: http: /www.plannersweb.com Montgomery Co. MD Committee Materials: http:// www. montgomerycountymd .gov /govtmpl.asp? ur1=/content/exec/boards/boards.asp Calackamas OR Committee handbook: http:l /www.co. clackamas. or .us /citizenin /cpo /handbook.htm Longboat Key, FL Committee materials: http: /www.longboatkey.org/ departments /clerk /boards_committees.htm Washington State Boards: http: /www. governor .wa.gov /boards /boards.htm Most complete source on conflict resolution: http: /www.crinfo.org /index.cfm Group facilitation discussion group: http: /lwww .albany.edu /cpr /gf /index.html Link to all federal ADR activity: http /www.financenet.gov /iadrwg/ Conflict Resolution bibliography: http: /www.peacemakers.ca /bibliography/ Useful ADR sites on the web: http: /www.mediate.com /articles /boskey.cfm (requires occupation and zip for sign in) Source of mediators and info on mediation: http: /www.mediate.com Policy Consensus Institute: http: /www.policyconsensus.org/ International Assoc. for Public Participation: http: /www.iap2.org/ Association for Conflict Resolution http: /www.acrnet.org/ (see Environment and Public Policy Section) http://consensus.fsu.edu/citizen_advisory_boards/index.html 12/29/2009 FCRC: Successful Citizen Advisory Boards and Committees Page 3 of 3 Arlington, VA, Article on Civic Engagement http: /www.arlingtonva.us/ departments /CountyManagerlissues/ civic_ engagement /arlington_report.pdf (PDF) PDF files can be viewed in Acrobat Reader. Acrobat Reader can be downloaded from Adobe Products http://consensus.fsu.edu/citizen_advisory_boards/index.html 12/29/2009 ATTACHMENT "2. b.,, Library Facilitation Page 1 of 4 *10 Rai TIE FLORIDA LEAGUE OF CITIES, 1 a If" '11 It Tuesda December 29, 2009 Who we are 1 I am a 1 I'm looking for 1 Contact Us 1 Search 1 Site Index 1 Home Membership r Advertising Facilitation: A Key for Successful Advisory Boards and City Trivia Committees Civic Education by Dr. Tom Taylor Civility Information Conferences and Training Boards and committees are formed to perform a task or solve a problem and then are expected to go off and Ethics Information do their work. Unfortunately, like most groups, many meet and continue to meet with limited results. The Festival Listings missing ingredient often is "good facilitation." The goal of facilitation is to produce practical, fair products that Financial Technical all can be proud of. This article offers suggestions for achieving the facilitation objectives, talks about who Assistance Book can facilitate and offers ideas for improving facilitation of your boards and committees. International Relations Publications Suggestions for Achieving Facilitation Objectives Quality Cities Committee Purpose and Plan Resource Library The first step is shaping a mission that everyone can identify with. Often, elected officials or administrators Salary Survey give the committee a charge (and sometimes they don't). The key is to hear from all members about their expectations and those of the groups they represent. Identifying which expectations are common and in conflict also is helpful. This provides a basis for shaping a work plan and a schedule for addressing the priority issues. Too often, groups have one meeting after another with little understanding of the steps needed to get their job done. Similarly, agendas for each meeting need to be more than a long list of topics. Meeting plans should also include facilitation techniques, background materials and worksheets. Mutual Education Many times, the chair or staff plan presentations based on their professional disciplines: law, business, science, etc. Long, boring, irrelevant presentations discourage continuing participation. It is helpful to develop consensus on the priority questions to be answered, the information needed to answer the questions, and who to bring in as experts. This will greatly improve the quality of the presentation and the attention it receives. It also is important to remember that everyone has a piece of the truth and that no one has all the truth. Committee members and others need to be able to ask questions and share insights. Different perspectives, expert and stakeholder, are critical for arriving at practical, creative solutions. Creative Problem Solving Adversarial sessions get the adrenaline going, which shifts the mental functioning from the rational to the reptilian "fight or flight" mode. A key role of facilitation is to engage the group in exploring possibilities, instead of arguing for their positions. Structured exercises and questions can quickly have an angry group creating lists, laughing and surprising themselves with what they can come up with. Consensus Decision Making Majority voting at its best is simple and efficient. At worst, it makes half the group "losers" who want to get back at the "winners" and who may not to want to come back to a group that does not care about their concerns. Reaching consensus may take a little longer, but the dividends, including better results, more commitment to implementation and improved relationships, are great. Consensus does not mean that everyone loves the outcome. It means that, at a minimum, they feel they have been heard and, therefore, will not block actions desired by the group. In some cases, nobody is too happy, because everyone has had to give a lot to get an acceptable agreement. Ranking the acceptability of options on a scale of 1 to 5 or 1 to 3 allows the group to focus discussions on items on which agreement is possible. This avoids wasting time talking about issues on which there already is agreement, or on those on which agreement is very unlikely. Conflict Resolution We all have seen groups that spend endless hours arguing, or ones that avoid critical issues because they are controversial. Conflicts require different facilitation techniques from problem solving or consensus seeking. Like a mediator, the facilitator helps the parties understand each other's needs and helps shape agreements that optimize their priority interests. If members still are not able to resolve differences, they can agree on next steps that may include getting an expert opinion, or asking the commission or an administrator to make the decision. It is best to include these procedures in the instructions to the board or committee. http: /www.flcities.com/ membership /library_facilitation.asp 12/29/2009 Library Facilitation Page 2 of 4 Action Planning All talk and no action leaves everyone frustrated. Every recommendation should specify who is responsible, set deadlines and discuss sources of resources. Without these practical necessities, people may be happy with the pleasing platitudes, but implementation will be uncertain at best. If no answers are agreed upon, the group needs to specify tasks and responsibilities for gathering information, problem solving and getting commitments. Trust and Commitment Building Good facilitation allows people to express their deepest desires and uncertainties and feel accepted. As people see each other as whole beings, rather than villains and victims, trust builds. Allowing people to tell their stories, sort out commonalities and differences, and seek mutually acceptable solutions, builds lasting relationships and commitment to implementation. This level of commitment is stronger than what comes from voting by adversaries. Facilitation Roles Good facilitation is a combination of art and science, learned skills and intuition. In most cases, the responsibility for facilitation falls to the chair or president. Sometimes there is a staff member or outside facilitator. Having a neutral facilitator can pay big dividends. Often, it means the group can get much more done in less time, and it allows the chair to contribute to the discussion. Everyone in the group also can contribute to a well facilitated meeting. Anyone who understands good group process and facilitation techniques can ask the right questions and offer process suggestions that build shared understanding, solve problems and help reach consensus. Building Facilitation Capacity Facilitation skills are something we use every day, but most of us never get any instruction. The productivity of local government boards and committees could be doubled if chairs and staff could get facilitation training and support. Educational materials also can be provided. Some governments have a cadre of trained facilitators who are assigned to committees or special meetings as needed. Committee charges, charters and protocols can be written to encourage problem solving and consensus processes. Meeting and committee progress evaluations help achieve continuous improvement. Conclusion Advisory boards or committee chairs and members need to be informed advocates and to contribute to the group's productivity. It is a challenge to do both. Facilitation training and written guidelines are important. When possible, it pays to have a neutral facilitator. Efforts to assure good facilitation usually are repaid many times over in better quality products, less time spent by members and staff, stronger commitment to implementation, and improved relationships. Dr. Tom Taylor, is associate director of the Florida Conflict Resolution Consortium. He may be contacted by phone at (850) 644 -7816 or via e-mail at ttay_lor@fsu When are Advisory Boards and Committees Appropriate? When To Use Them The issue needs more study than is feasible in commission meetings. There is not obvious solution, and creativity is called for. There are conflicting groups and interests; complex negotiation is needed. Commitment from different groups is needed for implementation. There is adequate technical and logistical support available. When Not To Use Them The purpose is to distract activists and keep them out or commissioners' hair. The decision already has been made. Critical interests are not invited or willing to participate. There is not a clear charge or scope of work from the commission. There is not adequate time to do a good job. There is not adequate technical and logistical support. There are not resources to implement the recommendations. The task would be better done by experts. Types of Committees and Other Involvement Options Permanent committee Temporary or ad -hoc committee http: /www.flcities.com/ membership /library_facilitation.asp 12/29/2009 Library Facilitation Page 3 of 4 Facilitated workshop or series of workshops Charrette (a one- or two -day design or problem solving session) Mediation between groups in conflict Contract with a consultant/expert Public meeting Focus groups Request for written comments on draft recommendations Public survey Your Action Plan for Enhancing the Success of Citizen Advisory Boards and Committees Check all that will enhance your effectiveness: Review current committees' structure and performance. Compile a database on membership, terms, meeting times and place, appointment method, purpose, progress and products. Conduct a satisfaction survey of committee chairs, members and staff. Create or refine a policy for committees and boards. Assign to staff. Hire a consultant. Create a committee. Provide appropriate training for the following: Commissioners on creating, picking, giving a charge to and managing committees. Chairs and members on subject area knowledge. Chairs, staff and facilitators on process planning and facilitation. Establish a mechanism for supporting and monitoring committees. Designate committee commission liaisons. Create a cadre of trained facilitators. Require quarterly or annual reports for appropriate committees. Identify a person or office to be responsible for monitoring and supporting committees. Further Readings Facilitator's Guide to Participatory Decision- Making, Sam Kaner, et al., (Gabriola Island, BC: New Society Publishers /Canada, 1996). Provides clear guidance for thinking about group dynamics and the open discussion and structured facilitation techniques needed to enable (not control) group productivity. Managing Public Disputes, Susan L. Carpenter W.J.D. Kennedy (San Francisco: Jossey Bass, 1988). This is an excellent guide for anyone involved in large -scale community disputes. How To Make Meetings Work, Michael Doyle and David Straus, (New York: Jove, 1976). This is a good practical guide for mediators and facilitators. It provides a general approach for group processes and descriptions of specific techniques. Collaborating: Finding Common Ground for Multiparty Problems, Gray, Barbara, Jossey -Bass, 1989. Great Meetings! How To Facilitate Like a Pro, Kelsey, et al., Hanson Park Press, 1999. The Skilled Facilitator, Schwarz, Roger, University of North Carolina, 1994. Breaking the Impasse: Consensual Approaches to Resolving Public Disputes, Susskind and Cruikshank, Basic Books, 1987. Web Sites Florida Conflict Resolution Consortium The Planning Commissioners Journal Montgomery County (Md.) Committee Materials Calackamas County (Ore.) Committee Handbook http: /www.flcities.com/ membership /library_facilitation.asp 12/29/2009 Library Facilitation Page 4 of 4 Longboat Key (Fla.) Committee Materials Washington State Board Roles Most Complete Source on Conflict Resolution Group Facilitation Discussion Group International Association for Public Participation Association for Conflict Resolution (see "Environmental Public Policy" section) Reprinted from Quality Cities March /April 2004 Back_ to Back to Quality Cities Resource Library Listing Security and Privacy Terms of Use http: /www.flcities.com/ membership /library_facilitation.asp 12/29/2009 ATTACHMENT "2. c.,, Library Succeed with Advisory Boards Page 1 of 3 O Ni It i( I ■n FLORIDA LEAGUE OF CITIES INC li if 1i 4,f4 Tuesday, December 29, 2009 Who we are 1 I am a 1 I'm looking for I Contact Us 1 Search 1 Site Index I Home Membership Advertising How To Succeed with Advisory Boards City Trivia An Interview with Steve Meisburg Civic Education by Mandy Rogers Civility Information Conferences and Training Municipal advisory boards are made up of dedicated citizens who devote time, energy and expertise to Ethics Information issues or causes that affect their city. Festival Listings Financial &Technical However, advisory boards without a clear mission or purpose not only are ineffective, but waste the time of Assistance Book board members, elected officials and city employees. International Relations Former Tallahassee City Commissioner Steve Meisburg has firsthand knowledge of what makes advisory Publications boards work. In 1999, he helped create Tallahassee's Community Neighborhood Renaissance Partnership. Quality Cities Resource Library The partnership's mission is to rebuild the community's most distressed inner -city neighborhoods, and Salary Survey address both the physical and social needs of neighborhoods by using a holistic approach. Apalachee Ridge Estates, an at -risk south -side Tallahassee neighborhood, has been the first to reap the benefits of the partnership. One of the cornerstones of the neighborhood's revitalization is the Technology and Learning Resource Center, which has opened a new world to many residents who do not own computers or have Internet access. (For more information on this partnership, see the May /June 2003 issue of Quality Cities.) The next Renaissance community, Providence, has a series of problems, such as crime and poverty, that will be addressed as part of its revitalization. Meisburg, the chairman of the Partnership Board, said advisory boards are important to cities or projects, but often are overlooked or don't receive the attention they deserve. Meisburg commented, "These boards are invaluable." He stressed that he is concerned when he learns that an elected or appointed official is unaware of a particular board or its work. Meisburg said there are several factors that made his advisory board successful, and that can be used to help new and existing boards. Communication The most important factor that keeps an advisory board running smoothly is regular communication with everybody involved with the board members, city staff and elected officials. As chairman of the Partnership Board, Meisburg worked with numerous organizations that offered their help and expertise to the effort. Included in the partnership are organizations such as Florida State University (FSU), Florida A &M University, Tallahassee Community College, Arvida Corporation, the City of Tallahassee, the Leon County Board of County Commissioners, the Leon County School Board, AmSouth Bank, Bank of America, Capital City Bank, the United Way of the Big Bend, the Apalachee Ridge Estates Neighborhood Association and Covenant Partners. Forming the partnership took almost a year, but Meisburg said the most effective way to reach so many people, and to get them excited about a cause, is through direct and personal contact. "For the Renaissance Partnership, I knew we could benefit from FSU's vast resources, so I called the university's president and met with the council of deans to let them know what the partnership is all about," Meisburg said. "If cities can build advisory boards around the same philosophy, they will be successful." Meisburg said one of the worst scenarios is when advisory boards work for months or even years on recommendations that never get to the city commission, or are totally rejected. http: /www.flcities.com/ membership /library_advisory_interview.asp 12/29/2009 Library Succeed with Advisory Boards Page 2 of 3 The outcome is a bunch of frustrated people who gave a lot of time and energy, and their voices were never heard," Meisburg said. He said that if advisory boards have regular communication in some form with the elected body, it is more likely that they will learn sooner rather than later if they are going in a direction that cannot be supported. "At such time, they will have clear choices: continue in the same direction, alter the course, change membership, or disband," Meisburg said. Clearly Defined Roles Not all board members are appointed at the same time. Meisburg said it's important to help orient new members, and to make sure each knows what is expected. Also, occasionally making sure existing members know what they are supposed to be doing can be beneficial. "Every board should have some type of bylaws that defines what people's roles and responsibilities are," Meisburg said. "When people come on board, they need to know what to do and what not to do, and if the person is wandering astray, somebody needs to let them know." Each committee has a chairperson who leads the group. The person should be well informed, adept in leadership skills, tactful and organized, Meisburg said. "Leadership is critical." Clearly Defined Goals It is important to have long -range goals that are assessed on a regular basis. "If your goals are clearly defined, it gives both the board and the government a sense of what the board is and where it's going," Meisburg said. Having a clear mission and attainable goals also gives the board members a sense of importance. "A clear mission allows the members to know there is an important reason for being on that board," Meisburg said. "This also gets members fired up and lets them know what they're doing has a purpose." Elected Official Participation It is important for elected officials to be involved somehow in the work of advisory boards. However, elected officials cannot sit on boards, and should not try individually to steer boards in a certain direction. "It is meaningful to board members when elected officials make appearances at meetings and acknowledge their effort," Meisburg said. He said elected officials with an interest in the topic being addressed by a particular advisory board should naturally align themselves with that board. The participation of elected officials not only helps advisory boards stay on the right path, but also makes board members feel as if their work has meaning. "Recognition is key somehow the city and the elected officials need to convey appreciation to board members for the work," Meisburg said. "Let people know they're important and that their faithfulness to the city and government is a great service." A Sense of Purpose Hot -button advisory boards usually are in the spotlight more than boards that have an ongoing mission. It's important for all advisory boards to have a sense of importance. "Although an advisory board's topic may never be controversial, it works just as hard as boards which have issues that are in the spotlight," Meisburg said. "No matter what the issue, the board needs to give the city commission a reason to get its arms around the problem." Meisburg recommends appointing a knowledgeable spokesperson for the board who can convey the board's goals, mission and, eventually, its recommendations for the city. Summing It Up Based on the success of the Partnership Board, Meisburg's methodology worked, and his suggestions can be applied to any city advisory board or committee. "All these things made this project successful," Meisburg said. "Most importantly, I made sure every single board member always knew what was going on and made sure each person was included in the process I drew on those people for advocacy and resources and gave them credit." Mandy Rogers is a publications specialist with the Florida League of Cities. Reprinted from Quality Cities March /April 2004 http: /www.flcities.com/ membership /library_advisory_interview.asp 12/29/2009 Library Succeed with Advisory Boards Page 3 of 3 Back to Too Back to Quality Cities Resource Library Listing Security and Privacy Terms of Use http: /www.flcities.com/ membership /library_advisory_interview.asp 12/29/2009 ATTACHMENT "2. d. Library City Case Study Dunedin Page 1 of 2 .T 4A "1r FI onhLA LEAGUE OF CITIES, INC Tuesda December 29, 2009 Who we are j I am a j I'm looking for Contact Us 1 Search j Site Index I Home Membership r Advertising A City Case Study: Dunedin City Trivia by Sandra L. Woodall, MMC Civic Education Civility Information Conferences and Citizen advisory committees, boards and task forces have become a very popular way to involve citizens in Training their local government and possibly even to encourage them to consider seeking election to public office. Ethics Information The City of Dunedin, in Pinellas County, has approximately 39 boards and committees, most of which have Festival Listings three -year appointments. They vary in size depending upon their specific task. Financial Technical Assistance Book Dunedin's city attorney and I worked diligently to determine the types of committees that were needed and International Relations their definitions prior to putting together an enabling resolution that established each one and set forth its Publications duties and responsibilities. The resolution also states that once a member has missed three consecutive Quality Cities meetings, he or she is removed from the committee for nonattendance. The city attorney has determined that Resource Library there is no difference between an excused and an unexcused absence. Salary Survey Advisory committees are advisory to the city manager and city commission. Boards, meanwhile, are established by state statute, ordinance or other regulatory agency, and are quasi judicial in nature. A task force is appointed for a set time and project. When the project is completed, usually within 60 to 180 days, the task force then is "sunset." Once the categories are determined, enabling resolutions are adopted for each committee. The commission also assigns staggered terms, so that all appointments will not come due at the same time. A roster is kept for each committee, board and task force; the roster provides names, addresses, phone numbers, dates of appointment, terms, and the names of previous members of the committee. One month prior to the end of his or her term, the committee member is notified by letter and asked if he or she wishes to be considered for reappointment. The chairman of the committee also is notified and asked to make a recommendation for reappointment. The clerk then puts the item on the agenda for appointment/reappointment. The commission selects the appointee from the applications provided to it. A three -ring binder is kept of all applications received from citizens interested in serving on boards and committees for the city. Once every two years, the applications are purged and new applications are sent to citizens for update. The city uses newspaper articles, word of mouth and its Leisure Services Bulletin to notify citizens of openings. The clerk's office and the coordinator of volunteers work together to find interested citizens to serve on the various boards and committees. The city developed a "Board /Committee Handbook" that contains a brief description of each board and committee, along with dates, times and locations of meetings. An application to be filled out and return to the City Clerk's Office is included in the brochure. Each committee elects a chair, vice chair and secretary for a one -year term. Minutes are kept for each board /committee and filed with the city clerk, as required by state statute. Committees are required by the enabling resolution to file a written report with the commission at least once a year. The report details the accomplishments of the committee for the preceding year and its current and future projects and goals. The report must be filed by March 31 of each year. The committee also has the option to make a personal report to the commission; in that event, the city clerk will notify the chairman of the committee when the report has been placed on the agenda. For city staff, maintenance of citizen advisory committees can be very time consuming. Nevertheless, such committees provide a vital role in keeping citizen's actively involved in the workings of their local government. http: /www.flcities.com/ membership /library_city_case_study.asp 12/29/2009 Library City Case Study Dunedin Page 2 of 2 Sandra L. Woodall, MMC, is the city clerk for the City of Dunedin. She is active in the International Institute of Municipal Clerks as one of the directors from Region 111. She also has served in all capacities of the board for the Florida Association of City Clerks, and served as its president in 1987. For more information, she may be contacted by phone at (727) 298 -3034 or via e-mail at SWoodall @DUNEDINFL.NET. Reprinted from Quality Cities March /April 2004 Back to Too B.a...ck__to...Qual.ity.._C Ues._Resou...rce. Library._L sting. Security and Privacy Terms of Use http: /www.flcities.com/ membership /library_city_case_study.asp 12/29/2009 ATTACHMENT "2. e. Library Ethically Speaking Page 1 of 2 1 111' 9¢ it FLORIDA LEAGUE OF CITIES, INC. I li F Tuesday, December 29, 2009 Who we are I I am a I I'm looking for I Contact Us 1 Search I Site Index 1 Home Membership Advertising Ethically Speaking City Trivia State Laws Cover Appointed Board Members Civic Education by Bonnie J. Williams Civility Information I believe it is fair to say that there are more misunderstandings about the applicability of state ethics laws to Conferences and members of advisory boards than there are with respect to any other category of public servant. The Training misunderstandings are understandable, however, in light of the numbers of ethics statutes and the plethora Ethics Information of distinctions and exemptions within them. It is my hope that the following information will assist appointed Festival Listings board members in becoming familiar with the range and breadth of these laws. Financial Technical Assistance Book Financial Disclosure International Relations The financial disclosure law has changed over the years in the way it addresses those appointed board members who are required to file. While the law once stipulated that members of advisory bodies (meaning Publications those bodies that were solely advisory in nature) did not have to file financial disclosure, current law Quality Cities abandons this distinction and requires disclosure of the members of the following local appointed boards: Resource Library Salary Survey An expressway authority or transportation authority A community college or junior-college district board of trustees A board having the power to enforce local code provisions A planning or zoning board A board of adjustment A board of appeals Any other board having the power to recommend, create, or modify land planning or zoning (with the exception of citizen advisory committees, technical coordinating committees, and such other groups that only have the power to make recommendations to planning or zoning boards) Any other appointed member of a local government board who is required to file disclosure by the appointing authority or the enabling legislation, ordinance or resolution creating the board. The last of the above categories, the so- called "local government option," is the trickiest. Even though one's position may not meet the criteria contained within any of the first seven categories of boards and even though one's authority and responsibility on a board may be perceived to be solely advisory in nature the local government itself may have opted to have members of that board file disclosure. Local governments have been inconsistent in their handling of notification, so it is wise to question the board's attorney as well as the local financial disclosure coordinator about one's responsibilities in this regard. This is particularly important because late and non filers are automatically fined $25 per day, up to a maximum of $1,500, for noncompliance. Conflicts of Interest Another reason to be confident about one's disclosure status is that one, and only one, of the conflict of interest laws applies strictly to persons who file financial disclosure. This is the law that prohibits a public official from accepting a gift worth in excess of $100 from a person or agent of a person who for compensation seeks, or sought within the past 12 months, to influence decision making within the official's public agency. This would include those persons traditionally thought of as lobbyists, as well as vendors and other persons employed to influence governmental decisions. This law further requires the reporting of other gifts valued in excess of $100 on a quarterly basis. The only exception to these requirements are gifts from relatives. Full information about this and other ethics requirements is available on the Florida Commission on Ethics' Web site at www.ethics.state.fl.us. Other conflict -of- interest laws apply equally to all public officers, elected and appointed, and all public employees, although there are some exemptions pertinent to appointed board members. Following are prohibitions contained in the statutes: Do not ask for or accept anything of value based on an understanding that it will influence you in your public duties. Do not accept anything of value when you know, or should know, that it was given to influence you in the discharge of your public duties. Do not use your public position or public resources to obtain a special benefit for yourself or anyone else. http: /www.flcities.com/ membership /library_ethically_speaking.asp 12/29/2009 Library Ethically Speaking Page 2 of 2 Do not use or disclose information gained by virtue of your of your public position and not available to the public for personal benefit. Do not advocate the appointment, employment, promotion or advancement of a relative to or within your public agency. Do not purchase, rent or lease for your agency from your or your spouse's or child's business; and do not rent, lease or sell to your agency or any agency within your political subdivision from your business. Do not hold any employment or contract with a business or agency regulated by or doing business with your agency, or which will pose a conflict between your private interests and public duties. There are a number of exemptions to the last two prohibitions above (conflicting business, employment and contractual relationships), including those relating to depositories of public funds; passage on common carriers; contracts awarded by sealed, competitive bid; emergency purchases; legal advertising; rotation system; sole sources of supply; and utilities services. Additionally, the prohibitions relating to business and employment relationships may be waived in a particular instance for a member of an advisory board by the body or person who appointed the board member with the conflict. Voting Conflicts of Interest A voting conflict of interest arises when an official is called upon to vote on a measure that would result in the special private gain or loss of the official, of a principal by whom the official is retained, of a relative, or of a business associate. Appointed local officials are required to abstain from voting in such instances and to file, within 15 days, a Memorandum of Voting Conflict (Commission on Ethics Form 8B), if they elect not to make any attempt to influence the decision. If an appointed official chooses to participate in discussion of the vote, or otherwise try to influence the outcome by oral or written communication, he or she may do so but must either (a) file a Memorandum of Voting Conflict prior to the meeting so that the memorandum can be provided to other members of the board and read publicly at the meeting, or (b) make the disclosure orally at the meeting before participating, followed by the filing of the Memorandum of Voting Conflict. Whether or not one chooses to so participate, abstention from the actual vote is required. There are many ins and outs within the above -cited strictures, some of which are explained in more detail on the Florida Commission on Ethics' Web site (www.ethics.state.fl.us) and in its brochure "Guide to the Sunshine Amendment and Code of Ethics for Public Officers and Employees." The Web site also contains copies of the commission's rules and legal opinions interpreting the law since the commission's inception in 1974. If you have questions about any of this information, or if you have a personal issue on which you need guidance, you are encouraged to telephone the commission office at (850) 488 -7864 to discuss the situation with an experienced staff member. We pride ourselves on providing prompt service. It is unlikely that your issue will be a novel one, given the many years of opinions and complaint adjudications, but a formal opinion from the commission is an option if staff is unable to comfortably respond based on precedent decisions. Finally, the commission's Web site contains a link to a training course on the ethics laws and the public meetings and records laws, prepared by commission staff and staff of the attorney general in conjunction with The John Scott Dailey Florida Institute of Government (htto: /iog.fsu.edu Those persons interested in a more comprehensive understanding of these laws related to preservation of the public trust in government are encouraged to enroll. Bonnie J. Williams is executive director of the Florida Commission on Ethics. Reprinted from Quality Cities March /April 2004 Back to Top Back to Quality Cities Resource Library Listing Security and Privacy Terms of Use http: /www.flcities.com/ membership /library_ethically_speaking.asp 12/29/2009 ATTACHMENT "2. f.,> Library Sunshine Law and Advisory Committees Page 1 of 3 T4/144444 0 FLORIDA LEAGUE OF CITIES N h., r i Tuesday, December 29, 2009 Who we are I I am a I I'm looking for I Contact Us 1 Search I Site Index I Home Membership Advertising The Sunshine Law and Advisory Committees City Trivia by Pat Gleason Civic Education Civility information Conferences and "Mhe Sunshine Law equally binds all members of governmental bodies, be they advisory committee Training members or elected officials. Ethics Information Festival Listings For more than 30 years, Florida's Sunshine Law has required state and local boards to hold meetings that are open to the public. The comprehensive application of the Sunshine Law to discussions of public business Financial Technical was guaranteed when the courts determined that the law applies to any gathering of two or more members of Assistance Book a public board when those members meet to discuss any matter on which foreseeable action may be taken. International Relations Publications The broad scope of the Sunshine Law to the decision making process was further secured when the Florida Quality Cities Supreme Court announced that in addition to traditional elected or appointed governing boards such as Resource Library school districts or state licensing boards, the Sunshine Law also applied to advisory boards created by public Salary Survey agencies. In a key decision handed down in 1974, the court ruled that a citizen advisory committee created by a town council to advise the council and a planning firm on proposed changes to the zoning code was subject to the Sunshine Law As succinctly stated by the court, "any committee established by the Town Council to act in any type of advisory capacity would be subject to the provisions of the government in the sunshine law. According to the court, a truly open decision making process can be achieved only if the "collective inquiry and discussion stages" are included within the scope of the Sunshine Law. In the years that followed, Florida courts applied the Sunshine Law to a variety of advisory groups on both the state and local levels. These decisions have established the following general principles: 1. Advisory boards created by law or ordinance or otherwise established by public officials are subject to the Sunshine Law even though their recommendations are not binding on the entities that created them. The following are examples of advisory committees that have been found to be subject to the Sunshine Law: A criminal justice commission established by county ordinance to develop and make recommendations on criminal justice issues in the county. A community certification committee organized for the purpose of qualifying the city as a "blue chip community" pursuant to a state program. A business assistance center advisory council created by a community college board of trustees. A citizen advisory committee appointed by the city council to make recommendations to the council regarding city government and city services. A vegetation committee created by the city code to make recommendations to the city council and planning department regarding vegetation and proposed development. 2. While advisory committees ordinarily are created by a collegial board, such as a town council or school board, a single official also may create an advisory committee that is subject to the Sunshine Law. For example, in one case, the Supreme Court held that the Sunshine Law applied to an ad -hoc advisory committee appointed by a university president to screen applications and make recommendations for the position of dean of the law school. Similarly, an advisory board appointed and used by a city manager to screen applications and make recommendations for the position of chief of police was required to comply with the Sunshine Law. 3. Although as a general rule, staff committees are not subject to the Sunshine Law, a staff committee can be subject to the law if the committee is delegated decision making functions that the courts deem to be outside the ambit of ordinary staff responsibilities. As one court stated, it would be "ludicrous" to hold that "a certain committee is governed by the Sunshine Law when it consists of members of the public, who are presumably acting for the public, but hold a committee may escape the Sunshine Law if it consists of individuals who owe their allegiance to, and receive their salaries from, the governing authority. In another case, a court held that a committee composed of staff and one outside person that was created by a college purchasing director to rank contract proposals was subject to the Sunshine Law. http: /www.flcities.com/ membership /library_sunshine_advisory.asp 12/29/2009 Library Sunshine Law and Advisory Committees Page 2 of 3 4. Advisory committees that violate the Sunshine Law may suffer the same consequences faced by elected or appointed boards. Thus, Florida's attorney general has advised that the criminal penalties resulting from a willful violation of the law also can apply to advisory committee members. An action taken by an advisory committee that failed to comply with the Sunshine Law may be invalidated. 5. Citizen or staff committees created for and performing only fact finding or information gathering responsibilities have been found to be outside the Sunshine Law. However, if a "fact- finding" or information gathering committee moves away from its initial charge and becomes a traditional advisory committee that furnishes recommendations to the appointing authority, the Sunshine Law follows. Thus, many boards that have contemplated creating a "fact- finding" advisory committee in order to avoid the requirements of the Sunshine Law have reconsidered based on the very real concern that the advisory committee members might forget their fact finding role over time and become a standard advisory committee to which the Sunshine Law can and should apply. Moreover, as the Florida Supreme Court observed in its 1974 landmark opinion applying the Sunshine Law to advisory committees, the public interest is served by broad public access to the entire decision- making process: One purpose of the government in the Sunshine Law was to prevent at nonpublic meetings the crystallization of secret decisions to a point just short of ceremonial acceptance. Rarely could there be any purpose to a nonpublic pre- meeting conference except to conduct some part of the decisional process behind closed doors. The statute should be construed so as to frustrate all evasive devices. This can be accomplished only by embracing the collective inquiry and discussion stages within the terms of the statute, as long as such inquiry and discussion is conducted by any committee or other authority appointed and established by a governmental agency, and relates to any matter on which foreseeable action will be taken. Pat Gleason is general counsel for the Office of the Attomey General. She may be contacted by phone at (850) 245 -0203 or via e-mail at Pat Gleesqn@cag.$tetell.us. Additional information on the Florida Sunshine Law, including an abridged electronic edition of the "Government in the Sunshine Manual," information about the open govemment mediation program and answers to frequently asked questions, is available on the Office of the Attorney General Web site at http://myfloridalegal.com. Endnotes 1 Monroe County v. Pigeon Key Historical Park, Inc., 647 So. 2d 857, 869 (Fla. 3d DCA 1994). 2 The Sunshine Law, s. 286.011, Fla. Stat., was enacted in 1967. 3 Hough v. Stembridge, 278 So. 2d 288 (Fla. 3d DCA 1973). And see, City of Miami Beach v. Berns, 245 So. 2d 38 (Fla. 1971); Board of Public Instruction of Broward County v. Doran, 224 So. 2d 693 (Fla. 1969). 4 Town of Palm Beach v. Gradison, 296 So. 2d 473 (Fla. 1974). 5 1d. at 476. 6 Id. at 477. 7 See, e.g., Town of Palm Beach v. Gradison, supra; Spillis Candela Partners, Inc. v. Centrust Savings Bank, 535 So. 2d 694 (Fla. 3d DCA 1988); and Lyon v. Lake County, 765 So. 2d 785 (Fla. 5th DCA 2000). 8 Attorney General Opinion 93 -41 (1993). 9 Attorney General Opinion 85 -55 (1985). 18 Attorney General Opinion 03 -28 (2003). 11 Attorney General Opinion 98 -13 (1998). 12 Attorney General Opinion 02 -24 (2002). 13 Wood v. Marston, 442 So. 2d 934 (Fla. 1983). 14 Krause v. Reno, 366 So. 2d 1244 (Fla. 3d DCA 1979). 15 See, e.g., School Board of Duval County v. Florida Publishing Company, 670 So. 2d 99, 101 (Fla. 1st DCA 1996); Knox v. District School Board of Brevard, 821 So. 2d 311, 315 (Fla. 5th DCA 2002). "A Sunshine violation does not occur when a governmental executive uses staff for a fact finding and advisory function in fulfilling his or her duties. 16 News -Press Publishing Company, Inc. v. Carlson, 410 So. 2d 546, 548 (Fla. 2d DCA 1982). 17 Silver Express Company v. District Board of Lower Tribunal Trustees, 691 So. 2d 1099 (Fla. 3d DCA 1997). And see Evergreen the Tree Treasurers of Charlotte County, Inc. v. Charlotte County Board of County Commissioners, 810 So. 2d 526, 531 -532 (Fla. 2d DCA 2002). (When public officials delegate their fact finding duties and decision making authority to a committee of staff members, those individuals no longer function as staff members but "stand in shoes of such public officials" insofar as the Sunshine Law is concerned.) 18 Attorney General Opinion 01 -84 (2001). 19 See, Town of Palm Beach v. Gradison, 296 So. 2d 473 (Fla. 1974). 20 Cape Publications, Inc. v. City of Palm Bay, 473 So. 2d 222 (Fla. 5th DCA 1985); Bennett v. Warden, 333 http: /www.flcities. com membership /library_sunshine_advisory.asp 12/29/2009 Library Sunshine Law and Advisory Committees Page 3 of 3 So. 2d 97 (Fla. 2d DCA 1976). 21 Town of Palm Beach v. Gradison, 296 So. 2d 473, 477 (Fla. 1974). Reprinted from Quality Cities March /April 2004 Back to Top Back to Quality Cities Resource Library Listing Security and Privacy Terms of Use http: /www.flcities.com/ membership /library_sunshine_advisory.asp 12/29/2009 ATTACHMENT g EFFECTIVE USE OF CITIZEN ADVISORY BOARDS by Alan J. Bojorquez In addition to providing valuable input and support for municipal programs, volunteer citizens serving on advisory boards and commissions can also play a vital role in the actual provision of services and the performance of administrative duties, particularly in small towns and villages that have a limited professional staff. However, advisory boards can create as many problems as they create solutions if the boards are improperly structured or left unsupervised. Rubber Stamping Clearly, many cities appoint groups of citizens to review policies and actions in hopes of obtaining public support, often through a mere rubber stamp process. It is an age -old technique to attempt to cloak unilateral decisions in a veil of public support. This maneuver is usually characterized by the government decision makers having already determined a course of action and wanting to be able to convey to the outside world (e.g., citizenry, media or other branches of government) that the action has been blessed by the governed. Effective Implementation The groups responsible for implementation should be involved up front as decision makers. Accordingly, many cities use volunteers to formulate policy and make vital decisions about the acquisition of public goods, provision of services and expenditure of public funds. A policy decision embodying a substantial departure from the status quo will have greater chances of achieving its desired goal if the program is actively supported by organized constituency groups throughout the implementation process, not just as the very beginning or end. Settling Conflicts Increasingly, government entities seek to settle disputes by organizing stakeholders into groups that can fashion an agreed resolution to the conflict. These advisory boards may be created to defuse a public controversy, negotiate a compromise on an administrative matter or bring an end to a lawsuit. Community Building Many voices in public administration have spoken to the themes of building community, civil society and civic infrastructure as partial solutions to the growing distance between citizens and governing institutions. Reconnecting citizens to government requires government orientation toward citizen involvement rather than control by professional elites. Indeed, some have suggested that the future of the legitimacy of professional administrators will involve community- building and enabling democracy. Creating Boards Ideally, advisory boards should be created in writing by order of the governing body or the chief executive officer. Written orders that create an advisory board can be freestanding, or can contain substantive regulations of general applicability. In home rule cities, certain boards may be mandated by the municipal charter. Qualifications The ordinance creating the advisory board should clearly establish the qualifications for membership on the board. For example, the agency can require certain experience, education, residency or demographic representation. The makeup of the advisory board can actually increase the likelihood that a regulation will be upheld as legal by the courts. Appointment Alternatives for the appointment of board members may include the following: (a) each member of the governing body appoints one board member; (b) the chief executive nominates board members and the governing body confirms the nomination; (c) any member of the governing body can nominate candidates and the entire governing body votes to approve individual board members or a complete slate of candidates; or (d) staff prepares a slate and governing body approves, rejects or modifies the slate. Vacancies Cities should address the procedure for filling vacancies. Vacancies may occur for a number of reasons, including death or disability, resignation, disqualification, board members declining to accept an additional term or as result of having been removed from office. Another issue that should be addressed is whether individuals appointed to fill a vacancy receive a full term or simply serve the remainder of their predecessor's unexpired term. Removal It is wise to plan for the possibility that the agency may need to someday remove a board member from office prior to the expiration of the member's term. The ordinance creating the board should establish whether members may be removed at will or only for cause and what type of cause will support removal. You should consider if it is sufficient for a member to be removed upon a simple majority vote of the city council or board of aldermen or whether a super- majority vote is required. Officers The city council may want to determine what officer positions will be on the board. How many officer positions should there be? Who selects officers? How long do they serve? What functions or duties must officers perform? Meetings The appointing authority should consider how frequently the board is required to meet. Boards may meet regularly or only as needed. Who establishes the agenda for the board? Can any citizen request that an item be placed on the agenda? Must board meetings be held in a particular location? The board can adopt parliamentary rules or those can be established by the city. Meetings /Open Records The meetings and data considered and created by advisory boards are subject to the Open Meeting Law. Of particular importance is that written communications among advisory board members or between board member and staff are subject to disclosure under the law. Thus, beware of e-mail. Voting One issue that arises frequently is whether there are any restrictions on voting power. Can the chairperson vote? Must any board member abstain from deliberations if that board member has a conflict of interest? If so, how is a conflict of interest defined under the ordinance? Another issue worth addressing is whether any particular matters should require a super- majority vote. Duties You should spend time considering the scope of authority granted to advisory boards and the specific tasks the city wants the boards to perform. Sometimes, the powers assigned to boards can appear to be merely advisory; however, the board may actually possess a rule- making or quasi-judicial power. City leaders are urged to consider precisely what they want the board to undertake before they create the body and periodically thereafter. What (if any) products will the board be expected to provide on a routine basis? Advisory boards may be called upon to craft legislation. Often, however, it is wiser to let the city's attorney or staff prepare the ordinance with input from the advisory board. A more productive use of advisory board time is the identification of issues and the generation of options and goals. Interaction With Groups When delegating an assignment to a board, consider whether the board will be autonomous and independent and whether its mission necessitates working closely or frequently with other organizations. Will the board be charged with interfacing directly with specific groups, such as the local historical society, chamber of commerce or other city advisory boards? Support One question worth addressing early on involves the tools the advisory board will need to get the job done. Will there by specific staff members assigned to assist the board with administrative tasks? Will the board members have access to legal counsel consultants or other experts? If so, who will be the consultant's ultimate client: the board, the city staff or the city council? Simple matters, such as making copies and posting notices become crucial when the board meets or conducts public hearings. Funding If a board is important and performs many tasks for an agency it may need specific appropriations in the annual budget. Is there a specific budget for the board's activities? Education A great deal of political fallout, administrative frustration and legal liability can be avoided if advisory board members received the proper training. Whether provided in -house or at a conference or seminar, education can help your boards work more effectively. Recognition Cities that rely on citizen volunteers should constantly keep in mind the valuable contributions of these individuals. Time should be regularly set aside to recognize and honor advisory board members. City officials should frequently nominate their boards for local, regional, state or national awards. The media should be kept informed of the amount of time and effort that civic minded volunteers give to make government work better. Local Ethics Restrictions Members of an advisory board can be expected to comply with the local ethics rules. State conflict of interest statutes typically apply only to public officials whose responsibilities are beyond advisory in nature and thus might not apply to advisory boards. However, many "advisory" board members go beyond giving advice and actually create or administer local government policy and regulations. Liability Volunteer citizen advisory board members are sometimes treated as public officials who can be named as a party to a lawsuit. Volunteers can be held responsible when assisting the government; thus, government leaders should exercise caution when appointing and training board members. Liability insurance coverage might apply to volunteer advisory board members. Some government risk pools extend protection to volunteers to cover actions performed on behalf of the government entity or advisory board. Conclusion Citizen advisory boards are a great way to get things done, particularly in smaller cities. Boards can also serve as training grounds for future elected officials. Arguably, it is the responsibility of government managers and elected officials to craft tools of engagement that empower citizens to help government operate. While fashioning these mechanisms, government leaders should give careful consideration to who is appointed to advisory boards, how boards are structured and what functions the agency wants the board to perform. Alan J. Bojorquez is with the Austin firm of Bovey, Akers Bojorquez, LLP, and can be reached at Alan@Texas MunicipalLawyers.com. This article is a reprint from the "Texas Town City" July 2003, published by the Texas Municipal League.