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HomeMy WebLinkAboutMinutes - 20081114 - Retreat APPROVED 3/17/2009 MINUTES ORANGE COUNTY BOARD OF COMMISSIONERS ANNUAL PLANNING RETREAT Camp Chestnut Ridge November 14,2008 9:00 a.m. The Orange County Board of Commissioners met for a Board retreat on Friday, November 14, 2008 at 9:00 a.m. at Camp Chestnut Ridge, Orange County, North Carolina COUNTY COMMISSIONERS PRESENT: Chair Barry Jacobs and Commissioners Valerie P. Foushee, Alice M. Gordon, and Mike Nelson COUNTY COMMISSIONERS ABSENT: Moses Carey, Jr. COMMISSIONERS TO BE: Pam Hemminger, Bernadette Pelissier and Steve Yuhasz COUNTY ATTORNEY PRESENT: Geof Gledhill COUNTY STAFF PRESENT: County Manager Laura Blackmon and Clerk to the Board Donna S. Baker Facilitators: Lydian Altman and Donna Warner, UNC-CH School of Government Assistant managers and department heads were present from 1:00-4:00 p.m. Outcomes: 1. Developed guidelines and approaches to enhance board effectiveness. 2. Recommended internal operating principles for conducting county business. 3. Identified a list of questions about how business is conducted and determined a process for discussing, clarifying, potentially modifying, and agreeing on final procedures. 4. Created a vision for Orange County. 5. Set the next meeting for December 4th from 9:00 a.m.- 1:00 p.m. at Southern Human Services Center. Retreat Expectations What do you want to see happen What do NOT want to see happen? during this retreat? Have all of us included in the discussions DK; I'll name it when I see it Get to consensus and identify a process Don't want people to not express for how board conducts its meetings themselves honestly Follow the agenda that is before us (3) We focus on majority vote and not on consensus for these retreat discussions Get a sense of what's expected of me by Don't want veterans to feel criticized the group and how to fulfill those when questions are asked about past expectations actions. The intent is to understand, not criticism or blame. (2) 1 Disagree without being personal Picking apart what was done or not done in the past Preview of what it'll be like for us to work as a team (2) Understand others' perspective so we can get identify shared interests (2) Understand how this group has operated; it's dynamics Understand role of clerk in support of our work Interaction amongst members, asking questions Create a working team Continued appreciation of our differences and relationships Discussion Guidelines: The board reviewed the following guidelines for effective meetings and agreed to use them during the retreat. 1. Participate fully. 2. Work on the problem. 3. Focus on interests, not positions. 4. Share all relevant information. 5. Stay focused. 6. Decide how the group will make decisions -[Deleted:¶ J Setting the Stage: Creating a Common Understanding of the Board's Purpose Board members brainstormed ideas about their thoughts to the following questions and then grouped and classified the ideas under major themes. 1. What is your understanding of the board's central purpose? 2. What are the key contributions this board can make? 3. What are the critical outcomes for which the board is responsible? 4. What questions do you have about how business gets done in the county (not how you behave together as a board but how you get the work done, e.g., how items get on the meeting or work session agendas, handling citizen comments) The board's central purpose is: 1. Pass a budget and set fiscal policy ❑ Set fiscal policy for taxes (revenues) and spending ❑ Decide how to use tax dollars to accomplish county needs ❑ Pass a budget to fund a variety of services 2. Determine policy ❑ Govern, including setting policy ❑ Preserve and protect 2 ❑ Prioritize needs and projects 3. Set goals and create a vision ❑ Look ahead to anticipate changes, assess potential impacts on the community and the organization, and prepare community for the future ❑ Define and set vision ❑ Reflect community goals ❑ Develop land use goals and plans ❑ Set priorities for county services ❑ Receive, listen to concerns of community, and decide (not necessarily develop) how to resolve those concerns ❑ Representative democracy-make decisions on behalf of the community 4. Serve as a regulatory and oversight body ❑ Create and administer local laws and policies to protect the health safety and welfare of the people of Orange County that also improves and insures the quality of life ❑ Establish regulations ❑ Provide oversight to county administration Key contributions this board can make: 1. Ensure the county's financial health ❑ Spend tax dollars wisely and not get the county into financial distress; ❑ Establish a revenue stream that is fair and equitable 2. Set policy ❑ Do a good job of setting policy ❑ Develop a strategic plan for achieving goals ❑ Provide best services and protect natural resources 3. Lead ❑ Be recognized by residents and other entities (UNC-CH and towns) as effective leaders ❑ Serve as role models for citizens and citizen groups 4. Assess needs ❑ Assess needs of county residents and be responsive to those needs ❑ Provide direction to meet citizen goals for county's future 5. Build and reflect the community ❑ Foster an open, inclusive community 3 ❑ Work cohesively on behalf of community ❑ Speak for those without a voice 6. Hold ourselves accountable for results ❑ Determine core values and functions ❑ Consistently test local laws and policies against the board's central purpose, changing those laws and policies as necessary Critical outcomes for which the board is responsible: 1. Financial health of county ❑ Economic vitality of the community ❑ School funding in relation to other county needs ❑ Approve the county budget 2. Quality of life ❑ Ensure the health, safety, and welfare of citizens 3. Community values ❑ Citizens feel BOCC decisions reflect general community value and goals ❑ Balance equity/social justice/environmental policy 5. Govern ❑ Make decisions understandable for others ❑ Set policy and tone of governance ❑ Maintain the perception that we are all working together-towns and BOCC-for common goals 6. Ensure education and judicial systems 7. Land use/environmental protection ❑ Preserve and protect ❑ Make sure there is sound comprehensive land use plan and policies in place and that we follow them 8. Sustainability ❑ Create a sustainable community ❑ Develop economically sustainable budget plans for short and long- term futures Questions about how business gets done in the county (e.g., how items get on the meeting or work session agendas, handling citizen comments): 1. Managing board meetings 4 • Explore changing start time for meetings from 7:30 p.m. to 7:00 p.m. • Consider eliminating the mandatory adjournment time • Consider occasional daytime work sessions, (to ease burden on staff and others of evening commitments); • Talk about limiting the amount of time each commissioner can speak on an item • Set aside a separate board meeting and time for ceremonial business • Review purpose and use of "Board Comment" section of the agenda. The original purpose was for the county manager to communicate items with the board and also for board member-to-member communication. Is there another way to accomplish these purposes? • Document and clarify how board members direct staff to undertake work • Determine time frame for board comment period • Explore how to get items on the agenda and prioritize them for action • Discuss how to use staff to improve board decision making. Request staff to provide the board with background on their recommendations and reasoning, especially on difficult issues. • Consider using technology to communicate in a timely and cost effective manner • Provide the public with a synopsis of both work session and board meetings that identified the matters discussed and the decisions made 2. Communication to media. Comment[wl]:I don't understand 3. Clarification of board responsibilities outside of regular meetings what this one is about 4. Communicating to and with citizens. Find a way to let citizens know they affirm the citizens' values and concerns are heard. 5. Collaboration - with other governing boards, neighbors, UNC, and community groups 6. Process of discussion and decision-making-through consensus or vote? 7. County/state relations. Explore how to work with NC General Assembly to gain the power/authority for 'local rule' and increased local revenue options 5 Comments regarding board purpose and function Representation With the election of commissioners from districts, board members discussed who they represent: the district from which they are elected or the whole county? Also, do board members represent citizens or should the definition be expanded to include residents and all living things within the county? Board members determined that for each district, their job is to: • emphasize the similarities between districts • Identify differences and the impacts of potential board actions • be a voice for the district from which we were elected since we may be more accessible to those there who know us(but not necessarily so) • make decisions based on the good of all citizens. To facilitate representation, all BOCC members: • need to be equally informed about all district needs to make good decisions • communicate amongst themselves regarding district concerns • encourage and expect citizens to communicate concerns to all board members, not just their district representatives. 1 Responsiveness: The board members defined what it means to be responsive to citizens. • Reach out to the less vocal residents to get an accurate assessment of needs and desires • Communicate BOCC rationale and vision to see whether residents agree or disagree with our vision • Recognize the board has a greater amount and, perhaps, different kind of information to provide a more comprehensive perspective to decision-making. Purpose of the BOCC meetings • Educate the public about issues and decisions • Direct staff • Vote and make decisions • Hear other BOCC opinions or other boards and commissions who have worked or studied an issue • Hear/recognize public i.e. ceremonial business • Provide community with the opportunity to report and present • Plan strategically, look forward • Make appointments 6 Work Session Guidelines Board members request staff: • Provide background information, analysis, suggestions, options, pros and cons of issue to inform decisions • Discuss the issue • Set some preliminary direction in order to help narrow the board's focus and set a clear work plan for staff. Comment[w2] lamnot sure about this one Board Meeting Guidelines During regular meetings (vote), the board would like: • Recommendations from staff based on their expertise and research • Clearly delineated action items that require a decision • Board members to bring printed materials with them so staff can avoid making wasteful, duplicate copies. • Board members to acknowledge the receipt of a response from staff to their (the board member's) request. • Board members to check emails from the county at least every two days. Consent agendas. The board would like to: • Continue placing reappointments to boards and commissions on the consent agenda. • Be more selective about what is pulled off the consent agenda for discussion. • Set criteria for deciding whether or not to pull an item off the consent agenda. Current criteria include: • Board member believes an item needs more research or discussion • Board members wants to postpone vote To move pulled consent items at the end of the "Discussion, Items for Decision" lComment[w3]:I don't know what section this means • If board members require information or have general questions, they will contact (probably by email) Laura, Melissa, or Donna by Monday at 12:00noon or before the regular Tuesday meetings. • Staff responses to questions posed by a board member will be shared with all board members. Working Together as a Board: Operating Principles Board members offered the following ideas about how they want to act as a board. They want people to describe their behavior as: 1. Respectful of citizens and their input into the decision making process. Also respectful of each other and time at board meetings. Suggest board 7 members limit the amount of time they talk at a board meeting. Do not talk just to talk. Also raise hands to be recognized by the board chair. 2. Willing to change their minds 3. Informed on county business. Board members bring their notebooks to the meetings. 4. Proactive and strategic. Anticipate and act on issues facing the county. 5. Transparent 6. Think creatively 7. Innovative actions and solutions 8. Flexible 9. Efficient. Respect staff time at board meetings. Use staff expertise by asking them for recommendations to inform board decisions. 10.Collaborative. Work with community groups and other governing bodies. 11.Consistent. Abide by processes. 12.Trustworthy. Actions align with principles. 13.Honest. Don't mislead 14.Involved and engaged with issues and people 15.Sense of humor 16.Fair 17.Able to synthesize 18.Open minded 19.Approachable. Coming to a board meeting should not be like Dorothy approaching the wizard of Oz. Use of laptop computers at meetings could give the impression that commissioners aren't paying attention. 20.Welcoming. Open to input 21.Professional. Emotions do not dictate decisions. 22.Humble. We act with humility 23.Predictable. Not arbitrary 24.Approachable 25. With it" 26.Hear all sides 27.Risk taking. Willing to be to the first to try a program. Not willing to be risky with finances. Creating a vision for Orange County in 2018 Board members worked together to craft a vision for Orange County's future using an exercise describing the county and its accomplishments in a national magazine. Below is a listing of the elements board members described in the exercise. Assignment: It is now the year 2018 and we have accomplished everything that we most wanted. We have become so successful that Forbes magazine 8 featured Orange County is as its cover story in this week's issue. Our job is to spend the next hour or so describing what this cover story says. 1. What's featured on the cover? 2. What are the major headlines and images? 3. What are the sidebars and quotes? Headline: Orange County North Carolina is Green, Lean, and Keen on the Future Big Headlines (Bold, short sentences that contribute to the main story; give key events, actions and accomplishments) 1. "Thanks to Banks": Green Collaboration Leads to Quality Affordable Housing 2. Quality Public Education: A Community Ethic 3. We Worked Well With Others: County, Farmers, Region 4. Created "County of Sustainability" Through Emphasis in Departments 5. Job Training for Green Industries 6. "Hop, Skip and a Jump" Transit 7. In-Fill Development Through Partnerships 8. Orange County Plans to Get "Off the Grid" 9. Magnet for Green Business Other ideas (brainstormed) 10.Leader in conservation 11.Best human services 12.Serving as an incubator for ideas 13.Forward thinking 14.Encouraging "green" business 15.Known for research 16.Energy independent 17.Focus on "green" technology has created new jobs and businesses in the county 18.Low tax rate: encourages development 19.Still green 20.Implementing Comprehensive Improvement Plan 21.Innovative 22.Learning 23.Family oriented 24.Preserving rural character 25.Sustainability on all fronts 26.Outstanding schools 27.We went beyond our borders and worked with our neighbors. Drew talent from Duke University and UNC-Chapel Hill 28.Center for "green" innovation 9 29.Regional parks 30.Regional transportation and transit alternatives 31.Job training for "green" industries Sidebars (these stories support the cover, provide statistics and share small successes) 1. Adding Value: Regional Processing Center, An Incubator for Local Agricultural Economy 2. Rural Character Strengthened and Preserved 3. Creativity is a Growth Industry 4. Attracting the Creative Class: Orange County Supports Arts, Funds Schools, Creates Recreational Opportunities and Helps Downtown Businesses Thrive 5. Qualified Workforce 6. Growth Supported by Natural Systems: Balance 7. Adequate Public Service 8. Protecting Natural Resources: Clean Air and Water. Building the Land's Legacy Program 9. Save Haven for Diversity 10.Local Network Provides Healthcare for All 11. Converted waste to energy 12.Utilized the intellectual and research capabilities of neighboring institutions of higher education UNC-Chapel, Duke and Durham Tech 13.Provided the infrastructure to support the "green" business and economy 14.Thoughtful about land use decisions. Targeted development. Supported compact development. 15.Modeled principles of sustainability within Orange County operations including fleet, buildings, and food. Provided the financing and structure to support a green and sustainable county operation. 16.Sustained a strong agricultural community 17.Created opportunities for new businesses 18.Used the 1981 Land Use Plan as a template for protecting the environment 19.Maintained commitment to social justice 20.How did Orange County do it? They worked with their neighboring towns, cities and counties. They looked beyond their borders. Quotes: What people are saying about Orange County's success: 1. "Increased business diversity allows lower tax rate for county." 2. All of Orange County's goals were achieved while testing each to be sure social justice principles was followed." 3. "I can still get out into the country by going 5 miles out of town." Barry Jacobs, former chair, Orange County Board of Commissioners. 10 4. "Everyone in Orange County lives within a 10 minute walk from a transit stop." Other ideas: 1. Healthcare network for all. DHSS out of business. Retreat evaluation What worked well? 1. The steering committee's pre-planning work informed the retreat 2. Facilitators were flexible in accommodating board members' interest in adding time for discussion of board procedure 3. Board members got to know each other 4. The afternoon exercise uncovered the board's vision for the future of Orange County 5. The timing for work was realistic 6. Good energy from the facilitators 7. Food was good Changes for improvement 1. No car problems 2. For the December meeting: a. Devise ways to involve staff without interrupting the board b. Be sure to plan for time to discuss goals before the budget meeting c. Staff is interested in determining how they can/can't help commissioners realize the vision. 3. The acoustics in the room made it difficult to hear commissioners' talking. There were interruptions by camp staff. 4. Consider using a 'reaction' sheet to record staff reaction during board discussions. Items for further discussion • How and whether to communicate to residents who we represent and how they communicate concerns to us. Staffing, structural, budget implications? • How to increase communication and outreach to the community about what's going on in county business • Adjust seating/dais at Southern Human Services Building to make the meeting space more inviting, less intimidating • Educate citizens about the long range strategic plan for the county ---- Formatted:Space After: apt 11 • Incorporate more technology into county methods to avoid waste, e.g., using laptops instead of paper reports. • Develop the ability to modify board agenda by modifying pdfs. Modify {Comment[L4]:What's this mean? pdfs • Review criteria for what gets placed as consent agenda items • Once final meeting logistical changes are made, we agree to revisit these changes in six months so see if they are working as intended • Explore criteria and support for having at least some work sessions held during day time • Review how seating order is determined: random order by clerk vs. select, assigned seats • Consider consecutive terms for board chair-current practice is limit of one year Next Steps: At the January 10, 2009 retreat the board will discuss and decide: • Ceremonial elements to meetings. Are there ways to recognize this <----{Formatted:Space After: 6 pt important function of the board while streamlining for meeting efficacy? • Moving start time to 7:00 p.m. instead of 7:30 p.m. so it can be decided prior to the published community calendar Facilitator's Note: This Section was labeled "Responsive to Community." I suggest an alternative heading-Build or Reflect Community--that seemed to me to more accurately reflect the contributions listed. II Facilitator's Note: As you review these purposes,consider which ones are essential to accomplish during meeting time and which ones might be better handled outside of meetings, thereby freeing up time and making meetings more efficient. 12