SR-0 (81)
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CM:VR:bp
Counc~l Mtg. 01/10/84
Santa Monlca, Callforn~a
TO:
Mayor and City Council
FROM:
city Staff
SUBJECT:
ReVlew of City Boards and Commissions and
Recommendation to Require Annual Work Plans,
Adopt Standardized Budget Procedures and Other
Related Recommendatlons
INTRODUCTION
Th~s report reviews the status of the City's varlOUS boards and
comm~ssions,
describes efforts underway
to co-ord~nate the work
of these bodies, outlines relevant admin~stratlve procedures and
details an update of the City Handbook for members of City boards
and commisslons.
On September 13, 1983 Council directed staff to distribute the
various staff recom~endations contained in this report to members
of City boards and commissions for their review and comment.
Some discussion of these matters was held at the December 6 Jo~nt
meet~ng of the Council and City boards and commission members.
Recommendations related to due dates for workp1ans have been
incorporated into this report. Wr1tten comment rece~ved came
from the Commission on the Status of women and 1S attached.
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BACKGRODND
The City currently has ~n place 16 boards and commissions w~th a
combined membersh~p of 108.
Boards
and commissions Cdn be d~v~ded ~nto four d~stinct
categor~es by function (1)1 (charter commlssions are indlcated by
an asterisk and membership 1S noted).
1. Adv~sory Commissions:
A1rport Commiss1on* (5)
Commission on Older Amer~cans
members)
(9 & 3 non-votlng
commission on the Status of Women (9)
Fair Election Practices Commission (7)
Housing Commission (7)
Recreation and Parks Commission* (7)
Social Services Commiss~on (7)
2. Appeals Boards with clear legal roles:
Building and Safety (5)
Electr~cal Board of Appeals (5)
Plumblng and Mechanlcal Board of Appeals (5)
3. Programmatic Commisslons with
sources and a full time staff:
lndependent funding
Arts Comm~ss~on (9)
4. Commissions with duties related to oversight, revlew and
1 The Rent Control Board, a separately elected regulatory agency
of the Clty of Santa Monica, does not fall into any of the above
categories. Recommendations in this report shall not apply to
the Rent Control Board.
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decision making:
Architectural Review Board (7)
Landmarks Commission (7)
Library Board*
Personnel Board*
(5 )
(5 )
Planning Commlssion* (7)
Some
confusion
has
existed
about the roles of various
commissions, their budgets and relationship to City staff. ThlS
report will clarify the mechan~sms now ~n place to provide each
commission with an overview of its role and lts relatlonship to
the Cl ty as a whole.
CITIZEN PARTICIPATION
Boards and commissions provlde important opportunltles for
citizen participation ln the working of City government. Appeals
Boards give cltlzens legal roles ln relatlonsh~ps to dlsputes
with Clty policy, while oversight commissions provide citizen
input lnto the lmportant areas of development and personnel
policies. Advisory commlssions have a somewhat different role to
play. Essentially these commissions are issue-oriented and
provide cltizens the opportunlty to pursue lnterests and concerns
in an official capacity under the guidance of the City Council.
Advisory commisslons should be seen as an opportunity for
volunteer cornrnunlty activ~ty ln which ind~viduals can use the
semi-offic~al status of their pos~tlons as City Commissioners to
strengthen their own commun~ty advocacy work. The work of
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advisory commissions should be perforwed primarily by the members
of these commisslons wlth City staff prov1dlng minimal
administrative support functions.
COUNCIL/COMMISSION COMMUNICATION
There are three pr1mary ways 1n which communlcat1on between
commissions and the Council can occur:
1) Council members tradltlonally receive the mlnutes of
City Commissions for review.
2) Commissions are asked to submit yearly workplans for
review by Council in February of each year. Workplans
will enable Council to get an overview of the actlvities
of each Commlssian (when relevant) and to relate budget
requests to anticipated activities.
3) Orientation meetings will be held in the Fall of each
year to introduce new commisS1on members to the Council
and the workings af Clty government. These meet1ngs are
planned by the Mayor in consultatlon with the C1ty
Manager and City Council and carried out w1th the help
of the Clty Clerk. Orlentat1on meetlngs provlde the
opportunity for Councl1 members to communlcate to
appOlnted CommlsSloners thelr expectations of each City
CommlSSlon.
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HANDBOOK FOR MEMBERS OF CITY BOARDS AND COMMISSIONS
Until 1980 newly appolnted commlssioners were given a Clty
Handbook which provlded useful informatlon on Clty government and
the role of Clty CommisSlons. Staff intends to update the
Handbook to include:
1. General lnforrnation on Santa Monica government.
2. Legal requirements related to City commissions, noticlng
of meetings, conflict of interest, etc. (currently belng
written by the City Attorney's Offlce).
3. Parllamentary procedure at a glance.
4. General gUldellnes:
Roles and Responslbl11tles of Chalrperson
Relatlonshlp to City staff
Fall orientation meetlng
Yearly workplan
Resignations and vacancies
5. Roster of Clty commisslons, meetlng dates, overview of
commission tasks, staff, Council Liaison.
6. Copy of enabling ordinance for each City commission.
The updated Commission Handbook was made available to all
commissloners at the December, 1983 orlentatlon meeting and wlll
be updated annually by the Clty Clerk.
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COMMISSION BUDGETS
Budget allocatlons for Clty boards and commission vary widely,
even between commisslons with slmilar functlons. Staff suggests
the following guidelines to help standardlze the expendltures for
Clty commlSS1ons. These guidelines shall apply only to advlsory
commisslons and the Landmarks Commisslon:
1. Commlss1ons meet on a once a month baS1S with staff support
provlded ty the approprlate
meeting announcements, etc.
department. Agendas, mlnutes,
wll1 be prepared and sent to
commission members.
If a commission wlshes to meet on more
than a monthly basis, a formal request be made to the Council
for approval. This shall not preclude the meetlngs of
subcommittees of commlssions.
2.
Each commission
(excludlng staff
be allocated a budget of $400 for expenses
support) for subscrlptlons, memberships,
commission-sponsored programs, printlng, etc.
3. Commissions requesting a budget over $400 per year shall
submlt thelr budget request along wlth their proposed yearly
workplan in late February of each year to the Council prlor
to budget deliberations. This will allow budget requests to
be tied directly to proposed program activities and
departmental budget submittals.
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What follows are the easlly ldentlflable allocatlons for FY
1983-84 for the varlOUS commisslons.
In most cases, these
flgures do not reflect the full costs involved in providing staff
support and supp1les because those amounts are often lncorporated
in the general department operating budget.
Advisory COM~issions
Airport Commission (staff overtime)
$
800.00
Commission on Older Americans
(publlcatlons, conference costs
prlntlng)
1,000.00
Commisslon on the Status of Women
(staff overtlme $1,200; membershlps,
conferences, prlntlng, programmatlC
expenses - $6,724)
7,924.00
Falr Election Practices Commission
Houslng Commlssion
350.00
Library Board (staff overtlme)
475.00
Recreatlon and Parks Commission
(memberships, conference costs,
facilities tours, co~ing, staff
overtime)
927.00
Social Services Commission
(staff overtime)
863.00
Appeals Boards
Building and Safety
Electrical Board of Appeals
Plumblng and Mechanlcal Board of Appeals
Programmatlc Commisslons with independent fundlng sources;
Arts Commisslon (entire Dlvision lncluding
grants to outslde organizatlons
101,769.00
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Commlssions wlth duties related to overslght, review and
decision making:
Architectural ReVlew Board (staff overtime)
1,544.00
Landmarks Commission (staff overtime)
772.00
Personnel Board
(meetlng expenses, supplies, recordlng tapes) 1,200.00
Planning CommlSSlon
(staff overtlme - $9,006: travel $2,970;
memberships - $275; chalr and desk $550)
12,801.00
BUDGETARY/FINANCIAL IMPACT
The recommendations put forward in this report shall have no
impact on thls year's adopted budget for City boards and
commisslons.
However, some savlngs in staff overtlme may be
realized by limiting advisory commissions to meeting on a once a
month basis.
RECOMMENDATIONS
1. Yearly
Workplans:
It
lS
recommended
that advisory
commissions be requlred to submlt yearly workplans to the
Clty Council and Clty Manager. Workplans and obJectlves wlll
be due ln late February of each year In conJunction with
department budget submittals.
2. Commisslon Budgets: It lS recommended that Councl1 adopt the
followlng guidelines related to the budgets of advisory
commlSSlons and the Landmarks Commission:
a) Commisslons
meet once a month. Requests to meet on a regular basls more
than once a month shall be made directly to Council; b) each
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com~isslon be allocated $400 per year for expenses (excluding
staff time);
c) requests for budgets over $400 per year
shall be made to the Council and submltted with proposed
yearly workplans.
Prepared By: Lynne Barrette
Deputy Clty Manager
V1Vlan RothsteLn
Communlty Llalson
Attachment
9
TO;
MAYOR ..\!-4I:I:'Y COUNCIL )IrMBERS
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FRCM: CCMiISSION ON 1HE STATIJS OF \~
SUB.JECl': MEM) DATED 9-13-83 FRCM 1EE CITI ~rs OFFICE TO 1BE
MAYOR AND CITf Ca.JNCIL. WITH TIlE STATED stlB.J '"'ECl' OF REVIE't'I
OF ClT{ BOARDS .~ cn.t.rrSSICNS
DATE: ~IBER 3D, 1983
I. INTROIJUcrION
The above referenced memo (heremafter referred ~o as the memo of 9-13-83)
came to the attentJ.on of t,he COIImi.ssion on the Sta'tUS of Women r':1.erein::tf'ter
referred to as the COSW) at our regularly sche<i1tled meetmg of 9-U-83.
As no other infamation or background was available, the COSW ',rated
unaJUllIOUSly to begin researching the memo, and to select representa'tJ.ves
to speak before you on 9-20-83.
Our m~ i]l concern at that time, and still is, is that a fonnal discussion
of all the city hoards' and commissJ.ons' roles and responsibilities within
the Santa 1<kmica City Govl';.LUWent. was ta1c:ing place. and no board or
cOllllll.ssion had been invited to partiapate.
We were pleased to see that you, the members of the City Council. had agLced
with and shared our concern. such that you referred t..'1e memo of 9-13-83
directly to all cii:y boards and conmissions.
~~t follows is a list of t..'1e issues raised by the memo of 9-13-83, and cur
comnents and reG0jjlWctldatJ.ons. We will speak agam before the Cotmcil
on your of 12-13-83 meeting.
:i: I. BACKGROUND
As a newly developing c..:u.uwJ.ssion. established by Ot""...L"l3llce ~\Jmber 1215,
and having i'ts first cUllluissioners sworn in and seated during Janua.-y 1982.
we have taken great strides in educating ourselves to the system to which
we are accountable. nus includes familiarizing ourselves, and any new
members wit..'1 t..'le following:
the Ci'ty Charter.
our e:rr:::lbling ordinance,
our Bylaws. which includes writing and updating,
the Brown Act,
parliamentary procedures,
and so on.
We do tlus in the context of a semi-annual davlcng, public workshop
and t'I'aJJ1ing sesslon.
III. CUR CONCERNS .-\I'ID QUESTIONS RAISED BY 1liE :>1BD OF 9-13-83
A. Page 9 of the memo of 9-13-83. clearly rec1.J.lUu~nds c.i.anges to th.e exis't:.ng
roles of dt'! boards and Cuuallissions and t..1.eir appointed members, and yet
was submitted without any dialog wit..'l those affected.
RESCLU'TION: The Ci r.v Council referred t..i.e mat"ter back to all :,oards
and c"j~ui.ssions for discussion, to be brought bac.'< to
the City Cotmcil on 12-13-83.
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III.
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OUR CON~ .W) quESTIONS RAISED BY me :.te-IJ OF 9-13-83 (cont:.."lUed]
How WJ.ll issues raised by ci'ty staf::, WJ.th respec't to boards and
c.:Jlwssions, be dealt with. in the fu~e?
C(H.lENl': Ci~ staff's choice of bypassing all beards and COutw..Lssicns
and directing the City Council toward resolution with respect
to same, SE!@l'l1.c; inappropria'te at best, and in conflict
nth provisions of the City Olarter a't wors't.
en page Z of the memo of 9.13-83, in the last paragraph, it states
-t"n~t, "same confusion has existed about the roles of vanous CommJ.SS).OIlS,
their budgets ar..d relationship to d'ty s-eaif."
CCM1ENT: We a~ with this sutement and regret that t.~ 1IeIIIO did not
propose a direct way of clarifr'..ng this issue. The memo
itself :further added to tlus confusion.
Pages 4 through 9 can be ni ..cussed in as great a length as we have just
disn)...sed pages 1 and Z, bu't we will pTefer to outline the concerns we
feel the :nemo of 9-13-83 was actUa.lly trying to ::tnn-ress.
ISSUES RAISED IN mE ~1EM:) OF 9-13-83
1. There is confusion in the relationship be'tWeen the City Council and
the various boards and CcmmisSlons.
2. Regular c"'WIIJL1l1icaticn is needed between the City Council and
individual boards and c.,.",""L<lsions.
3. Oanfication is needed of the ni-ff'erences between the functions and
roles of existing boards and Cuuauissions.
~. A process is ;'leeded for deteTmining the cUilltIatabi:'i ~ of polices
determinted by the City Council and policies bei..'1.g discussed and
de'Jeloped. at the board and cClIlwission level.
S. There is a need to set a process for budget proposals based upon
annually submitted workplans, and to standard.i:e the process of
budget allocation requests.
5. There is a need for a handbook for eadl board and clJillm..lssion :ne:nber
outlini...'"lg existing inior.na.tion pertinent to service to tIle city.
7. There is a need far each board and c\JjUlu...i.ssion to develop a handbook or
manual addressmg itself specifically to its Oloon purview, to be
used for training new members, and as a reference for existmg
members.
3. How and when to establish by resolut~on. the number of meetl....'lgs
per :nonm the board or c.uulUll.ssion plans to :neet eac.~ year.
How to be rei.:llbursed for commission related exoendi'tUXes.
1:lere needs to be a clear policy on travel outside t.i.e C~ ~r .
How to handle a vacancy on the board or cumw.lssion.
There needs to be betteT understanding of the nat".J.Te of city staif suppcrt
of boards and corrmissions, and of the strengt.i. and ] 1mi tations therein.
13. There needs to be a process of allocating staff ti."!Ie and ~tme
admJ.ni.strative support, that is not easily identifiable. yet is ~eatly
part of this discussion of budgets and s'f"::l-ff time.
C.
D.
IV.
9.
10.
11.
12.
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V. RECc:>>1ENDATIONS
1. ISSUE: 1HERE IS CONFUSION Dl 'THE RfTATIo.l\5HIP BEn'iEEN '!HE CITY CCUNCIL
.A.ND mE VARIarS BOARDS .~\lD CGVMISSIONS.
CCM1ENT :
This issue was !"a.i.sed several tlES in the !DellI) of 9-13-83.
The COSW also discovered tbrcugh research in the City Olarter,
tl1a:t: the relationship needs fu:r-..her clarification.
RECCMENDATION :
l~e rec~nd. that this issue be ;:uic!T'essed bv the
City Council or the City Attomey, in t.'le nancu,ook being
prepared for ~11 board and cunmission members.
2. ISSUE: REGULAR CCMUNCIATION IS ~ BETWEEN 1HE CITI COUNCIL .~
INDIVIDUAL BOARDS AND CCM.ITSSIONS.
CGf4ENT :
This issue seems to be L~ the process of being ~~MT'eSSed
through the continuance of regular ann",,,l meetings of
the Cit:y Cctmcil and members of all boards and cl.iWluissions.
RECCM1ENDATION :
We recuu:wend that the a.t.ulUal meeting conti.."'11le to be a fact.
We also note that begiJming in :-.Iovember of t.i.is year,
we began receiving a copy of the City CouncJ.l age!'..;::!c:, and
would like to see tl1a.t process contmue.
3. ISSUE: CLARIFICATION IS ~'ED OF THE DIFFERENn:::c;BETWFFN TdE FUNCTIONS ..:\1\iD
RCT.';::.r:: OF EXISTING BOARDS ..1.."ID CCMwlISSIONS.
CCMw1ENT: The City Council is the one body that h::!c: an ovemew of
all of the existing boards and cl.IlIlIlI.l.ssions and their activitJ.es,
It is also the body wit.lt appomting and relllOVUlg auth.ority.
Clarification of t.lte differences between tIle functJ.ons
and roles of the various boards and cUIlwJ.ssions, should come
from the City Council, as a pohcy statement.
REC~1JATION:
We recl.,WJend t.ltat this issue J also J be dealt ,-d to1. 1Il ::..'1e
proposed handbook, as a statement by the Ci-:v CounCJ.l.
.1. ISSUE: A PR()f"F~S IS :-JFFl'lEJ FOR DETERMI:IING CQPATIBILITI OF PCL.i:CIES
Dt:T:c..","1L'ffiD BY TI:!E CITY COUNCIL, .>\NIl POLJ:CIES BEL'IG DISCJSSEIl
Ai.\ID DEVELOPED AT '!liE BOMill AND ca.Mr.SSION LEVEL,
CCMo1ENT: This has not been an experience shared by L'le COSH.
REC!J.f.1ENDATION:
Should t..i.e City Council detennine t..ltat this is an ite.'l1
needing to be addressed, we would like t.o and expec1: 'to
partic:.pate in t.;"e process as it relates to t.i.e ftmctJ.omng
of the COSlV. Oarification of policy questions ~ been
answered for us through :mders'tanding 'the parameters of
our enabling ordi,,'wlce and the Ci 1::'1 Olarter.
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V. RECC>>1ENDATIONS (contJ.nUed)
5. ISSUE: mERE IS A ~r"'lI TO SET .~ PROCESS FOR BL'Ilw:T ?RCPCSALS BASED UPON
.~y SUBMIlTt.U l"CRKPLAi'JS, .-\i.\lD TO STANDAIWI:E ":HE ?RCCESS
OF BUtGE'r ALLOCATION rlEQUE.ST::i.
Ctl+lENT :
This was a problem for the COS'~ =or our entire first 15 1lCI1t...1.s
of existence as a cUWIII.1.Ssion. \"e did not have a budget.
We operated with the depliu. u.cnt. of the Ci ty ~1anager.
While having our needs met: through requests to spend funds t
the process of so doing was rather c:umbel"Some. ;V'e had to
request pe1'llri l;S1on to spend funds OIl each and every ~ tem,
from. coffee to showing a. film OIl domestic nolence.
The disOlSsions of budgets, the lac.'< of one and the
lack of l.mdersunding that. was cnrailabe to us, consumed
one-third of our disOlSsion t'i~ as a CVIlInl.SSl.OIl. That: lack oi
clm ty and undel"Standing of wha:t funds were aYal.lable to
us ::tho spread into the quest.ion of staff support, xeroxing,
supplies, outreach, mailings and. so on. \'ie grew to be
spe1ldi.!lg half of our t:iJDe being concerned with how mu.c:h support
we should realistically expect from the o.:ty. Through the
help of city staff, we developed a solution that should be
shared. and tIlat we would like to PLV~OSe-.
REQM.1ENDATION :
That ::1.11 boards and COllIlIIi.ssions so affected. adopt :he following
procedures.
* That eadl one prepare a year long workplan ::or :he fiscal
year begi11ning each July.
"t :bat they then prepare a budget proposal t.;at: clearly details
their i,ndindual needs and expenses.
It That. all boards and C"ml"J.ssions begin with a :ero base !:Judget,
for :l1} items including staff time.
The st.aff 1'oc;';llaflenda.tion that all cOImlissicns be g~ven
$400.00 as a base, is W1t.~t. just.ification 01' rationale.
Comnissions should understand and account for e.'<Dendi tuxes of
city money. If clarity is indeed the desired reSult of budget
plamting, it will serve no pw:poe for the city st.aff to be
clear and the board and cUlllulission members to be still confused.
The process of relating the .....-orkplans of t.'1.e CUlJl!I.lssions to the
request for funding, asS1StS and infor.ns all of us.
6. rSSIJE: 'THERE IS A ~CJ::l.) FOR A R~BOOK FOR EAC-i 3CARD Ju"lD ;:o-.M!SSICN \elBE
DUn.INDlG E<ISTDlG L'lFORMAT IC:-I PERI'DJENT TO SERVICE :D nfE CITY.
Cc:Mo1ENT: TIlls a p~vposa1 that is long overdue.
REmfo1ENDA.TION:
We reconmend that this handbook be lllfo~tive in r.a:CUI'e. h'la-:
it be designed to facilltat.e the tranSl.'tJ.on of new board ana
COITlllisSlon members onto exist.:mg boards and c.uIIJIlJ..iSS10l1S.
It should be designed to be used m. conjtnlC'tion Wlt..'l a '!IaI1.11::tl
developed and maint.amed by each board or c01lIlUssion, '..h1c:.'l
\~-ould be specific to the llldividual board 01' C':'IlUII.lSSJ.on.
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V. RECCM-fENDATICNS C contll1ued)
7. ISSUE: lHERE IS A ~t,"'IJ FOR EAC-J: .9OARD AND (DMISSIC~ TO DEVELCP A ~'lDBCCK
OR ~ .mDRESSDJG IT::l.l:LF SPELlfiCALLY TO 175 OWN ?IJRV1El'I,
TO BE USED FOR 1'RArITNG ~ w:MBERS, AND AS A Rtrt..'<ENCE FCR
EXISI'DrG Me1BERS.
CCMo1ENI": As mentioned in item '6, t..'tis is also a PTOposal that is
long oveTrltuo.
RECCMENDATION :
This lIIlDI1.Ia.l should be used in conjtmdcon with the handbook
mentioned. in ltem '6 abEl'Ve, but should be specific to the
indiV1Am.1 board or cUlIlwission, and should con't"-"'t,,, its
enabling authon"ty, be it dlarter or ordinance. TI-.J.s ll!3J'l11::l1
should be prepared by the board or c.UJII1Ju.ssion and approved
by the Ci"ty Council.
8. ISSUE: HOW AND WHEN 1'0 ESTABLISH BY RESOWl'ION, 1HE ~ER OF ~1t:.t:n-"liS
PER KlN'IH nIE BOARD OR CCMwITSSION PLANS TO ~ffiliI EAQf YEAR.
CGMENT: On page 9 of the memo of 9-13-83, it was P(uflosed that ~ards and
COllllliSS10llS defined as "advisory" be restnct..'"ti to a
process oi meeting only once a lOO:cthand fcmnally
requesting penniss~on of t.."le City CotmCil for eac.1t and
every meeting outside that Jilll' t. The City Charter, SeC't~on 1004,
states tha.'t each board and C.uJlmLSSlon is to meet at leas't
once a !IIJIlth. So, according to our reading of that statement
in the City Qlarter, and confinnat:.on by the Ci ~ Attornev.
the staff proposal restI'lC'ting the number of meetl.."lgs per ::tOIlth
a board or commission could meet was l..."1 error.
However, there is a need a't t.'le CU1LAD..iSS~on and board level of
tmOerstanding .."hat is required of us in es'tabl:.shing regular
meeting tiJDes.
REC:M!ENDATION :
That the process of establishing regular :neetmgs and specJ.al
meetmgs throughout the year. be wri t"teI1 by t.i.e City At"torney' s
office and be placed In the handbook :-efe:renced in :I. tern "6.
9. I~'1JE: HeW TO BE RED1BtJ'RSED FOR CCMfiSSICN ~PT.r\TED EXPENDITURES.
Ca.MENT: None
REC:Jf.eIDATION:
That tlus procedure. also be m-it:ten and plac..."'l:l
b the proposed handbook.
10. ISSUE: 1lfERE ~ 1'0 SF. A CL.EAR POLICY ON TI1AVEL oursI~ TI-:E c:::rr.
CCMiEm': None.
RECO+1ENDATION:
That this procedure be placed in'to :..i.e ?.J;uposed handbook,
and also mto t.he 'I1aIlUal of eac.1t board and CUDWllSSlon, as
use by tbe individual board and CvuwsSJ.on W111 V3...ry-.
-J-
V. iffi~TICNS Aont:LnUeCi) .
11. ISSUE: HOW TO ~LE :\. V;.r:..~Cf ON 1F.E BOARD OR ccr+lISSIC~.
CCl+iENT: It was suggested by ci~ staff m the :nemo of 9-1.3-83, that
a:ppommen1:S to vacanepontlOT1S be handled quarterly. ONe disagr~.
The CCSW feels strongly ~hat quarterly appoJ,."lt:nents lrill be an
obstacle to the work that hoards and CUllauiSSlons :nust :Jenonn. The
need to replace or appoint:newmembers 1S an ongoIng process. Cur
c...:.JW1.i.SS1.on has ext)erienced an uncwoomted vacanCY for a neriori In exce'
of five months. in th only one vaeancy. the ~r needed for a quor..::n
1S not al tend. I t is then moTe diificul t to ac.'ueve. Also, if :..':.e
sea't has been held by a person $pecifi"~lly appointed to represent
a designated segnvm1: of the c.uUAJIoJrl.ity. t.ut representation lS silenced
by the lack of a replacement:.
RECClwMENDATION :
That a new process be developed. if indeed the e.ustng one 1S
l.mWO't'kable. by meet'n~ 'o/1.th. represen:tatives of each. affected
board and cCIllllission. The process of appomtment and filling
vacancies in a quick and efficient mnner, is of utmost lllJPOrtance
of eadl board and ~nmm' 55i071.
1Z. ISSUE: 1HERE ]>.I1"!-1 JS TO BE A fS1:TU:,K UNDERST.-'v.'IDING OF mE ~n,"RE OF CITY ST.~
SUPPORT OF BOARDS AND a:Mo1ISSICNS, k'ID 1HE .::lTRENGI'HS .-00> LIMITATIONS
l1iE.RF1~ .
CCMoffiNI': This is an issue for ci~ staff and also for each board and
CUllau..Lssion. Prior to this year. this was also an issue for the COS'tV.
We solved the problem with the assistance of dcy staff and Council
through this year I s budget pTOCess. We now meet regularly ',oft th our
staff support person and discuss wi tl1 her our needs to assure
they are c':'nq.;o'l1:ible. ''Ie asked fer and rece:.ved an allocs"::icn of
ftmds to pay fOT staff overtime. This !Ile"t.1.od w-orks for C15.
It's clear, log2cal ~ 'NOTkable.
HECCM-1E1'lDATION :
We P!'..:.~ose 1:ha;t eac."t board and c....,."tssion reach a be"1:"::e1' tmde1'stanch."1!;
of what staff support really means m terms of money and tJ.lIle and
energy. That they meet wi!.i. their own staff support person, -.vi!.'l
tlte ass1stance of t.fte City Manager's office, and. decide how :..'1eY' can
best get t.'1eir needs :net, and what type of pL'uposal tIley need to
make rhn-ing t.i.e budget p-rocess to facilitate aqw.rmg reasonable
staff support.
13. ISSUE: THERE :-<t-t-I15 TO BE A PReCESS OF ALLOCATDlG sr~ TDlE A..'ID ROU'TDffi
AOOmSTRAT1\lE stJPPCRT. '!FAT IS ~ EASILY IDE'rn::V.BLE, YET IS
GREATI.Y PART OF nrrs DISCUSSION OF BtlDlii:::.rS .00 STAl-""F 7DlE.
CC,\MENT: This 'N111 not came easil v.
RECCM4ENDATICN :
We recarImef'.d t..~t discussions be~..n tala....lg place. S1"'l1; 1ar to that
indicated in item HZ above. Keeping staff supper': and acir.lims":rat:.ve
support as an lIIV'1.s201e entl-cy. mterieres WJ.1:.'l t.he management oi
t....e Cunllllissions' t:une, ftmds and s1:aff support. and is appressl ve :.n
and. of itself. Those doing tb.e work need and deserve recognition,
whet..i.er tb.ey be a board, c...,lIo1l1ssion me."'I1ber, the City Manager, or the
person :<eroxing the mimltes of the mee"ting. ..wi t.'1ose domg t.,e
plamting of same. need to have a clearer understandillg of the tasks
involved and. the ti:ne, energy and funds nee..1..ed to acc':'wphsh :''lem..
. 6 -
.
.
VI. SUMMTIQN
The C.:uwUssion on the Status of Women believes that the undeTlying
argument behind eac.'IJ. of the items and comnents that it has raised
in relation to t.i.e items pTOpOsed by the City staff memo of 9-13-33,
is fi.n~ny a philosophical one. ~eTS of the ClJllIIl.lssion beheve
tha't a vital part of the ~cra.tic process lies not only in the
ability of citizens to participate in decision-making pnlcesses, but
- that the forums, such as OOaTds and cUllIwissions created to allow
citizen input :rust themselves be defined and regulated by t.i.e ;nembers,
to the extent allowed by t.i.e City Chane-r, if representative cr
particIpatory goveuJillen:t is to have any meaning a't all.
Boards and c...uw1issians7 as TepTesentative pubhc voices, :11n<:t be
active participants in all procedures that govern their existence
and mandated functions.
cc. Olairs of all Boards and Ccmmissions
Ci -ey Manager
Members of all affected. Boards and c..,lllWl.ssions
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