HomeMy WebLinkAboutAgenda - 03-04-2010 - 4 1
ORANGE COUNTY
BOARD OF COMMISSIONERS
ACTION AGENDA ITEM ABSTRACT
Meeting Date: March 4, 2010
Action Agen,dfa
Item No.
SUBJECT: Boards and Commissions- Next Steps
DEPARTMENT: County Commissioners PUBLIC HEARING: (Y/N) No
ATTACHMENT(S):
YES — Under separate cover INFORMATION CONTACT:
Donna S. Baker, 245-2130
PURPOSE: To continue Board discussion of the next steps in the boards and commissions
evaluation process.
BACKGROUND: The Board of Commissioners has met in finro mini-retreat sessions to review
the boards and commissions process and to evaluate the options available for restructuring this
process.
FINANCIAL IMPACT: NONE
RECOMMENDATION(S): The Board will continue its discussion of the next steps in the
boards and commissions evaluation process.
1 �
1 DRAFT MINUTES
2 ORANGE COUNTY BOARD OF COMMISSIONERS
3 PLANNING RETREAT
4 SOUTHERN HUMAN SERVICES CENTER
5 February 19, 2010
6 9:00 a.m.
7
8 The Orange County Board of Commissioners met for a Board retreat on Friday,
9 February 19, 2010 at 9:00 a.m. at the Southern Human Services Center in Cfiapel Hill, North
10 Carolina.
11
12 COUNTY COMMISSIONERS PRESENT: Chair Valerie P. Foushee and Commissioners Alice
13 Gordon, Pam Hemminger, Barry Jacobs, Bernadette Pelissier, and Steve Yuhasz
14 COUNTY COMMISSIONERS ABSENT: Commissioner Mike Nelson
15 COUNTY ATTORNEY PRESENT: John Roberts
16 COUNTY STAFF PRESENT: County Manager Frank Clifton and Clerk to the Board Donna S.
17 Baker,
18 SCHOOL OF GOVERNMENT FACILITATORS: Vaughn Upshaw (UNC School of Government)
19
20 A motion was made by Commissioner Gordon seconded by Commissioner Hemminger to
21 approve adding a time sensitive item to agenda, Adoption of a Resolution Approving Qualified
22 School Construction Bond Financing for$4,136,434 for the Carrboro High School Arts Wing.
23
24 Commissioner Gordon asked if the CHCCS knew about this revised resolution and Frank Clifton
25 said yes, staff had communicated this information to the school system.
26
27 A motion was made by Commissioner Hemminger seconded by Commissioner Pelissier to
28 approve the Adoption of a Resolution Approving Qualified School Construction Bond Financing
29 for$4,136,434 for the Carrboro High School Arts Wing.
30
31 Resolution Approving Revised Terms
32 For Carrboro Hiqh School Arts Winq Financinp
33
34
35 WHEREAS:
36
37 On November 17, 2009, the Orange County Board of Commissioners approved terms
38 and documents related to the County's financing of the planned Carrboro High School arts wing
39 (the "ProjecY').
40
41 Completion of the financing has been delayed pending final approval by the North
42 Carolina Local Government Commission. This approval is now expected at the LGC's meeting
43 on March 2, 2010. Because of the delay, the initial financing commitment from Branch Banking
44 and Trust Company ("BB8�T") has expired. BB&T has renewed its offer to provide Project
45 financing. Because of changed market conditions, the new financing proposal calls for an interest
46 rate of 2.09%.
47
48 BE IT RESOLVED by the Board of Commissioners of Orange County, North
49 Carolina, as follows:
50
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3
1 1. The Board confirms its decision to carry out the Project with financing from
2 BB&T.
3
4 2. The Board approves an annual interest rate payable on the financing of not to
5 exceed 2.09%. Otherwise, the Board's approval of Project financing terms and agreements as
6 set forth in the Board's resolution of November 17, 2009, is ratified and confirmed.
7
8 3. All County officers and employees are authorized and directed to take all such
9 further action as they may consider necessary or desirable in furtherance of the purposes of this
10 resolution. All such prior actions of County officers and employees are ratified, approved and
11 confirmed. This resolution takes effect immediately.
12
13 VOTE: UNANIMOUS
14
15 Retreat Objectives:
16 1. Agree upon criteria for creating successful advisory boards and commissions
17 2. Evaluate advisory boards and commissions using criteria
18 3. Decide which advisory boards and commissions' best support the BOCC's vision and
19 goals.
20 4. Determine next steps in adopting policies for Orange County's advisory boards and
21 commissions.
22
23 Vaughn Upshaw asked the Board of Commissioners what they wanted to review during today's
24 retreat:
25
26 1. Reduce the number of boards and commissions the BOCC serves on
27 2. Guidelines for Commissioners being on boards
28 3. Better communication lines from boards to commissioners and vice versa
29 4. Better process for recruiting and selecting members of the boards/commissioners
30 5. Ensure boards have a clearly defined mission that fits into County's goals and priorities
31 6. 6. Identify which boards/commissions support goats & priorities of the County
32 7. Better communication from BOCC liaisons that serve on Advisory boards and
33 commissions
34 8. Ensure boards and commissions do not have overlap and duplicated efforts
35 9. Include Representatives boards/commissions in restructuring p�ocess
36 10. Increase process for convening ABC(advisory board and commissions) around goals
37 11. Include broader prospective of ABCs of how members relate to the goals
38 12. Develop clarity of county staff relationships with ABCs
39 13. Recognition of ABCs at BOCC meetings
40 14. Reaffirm values of ABCs : contribution of expertise, time and effort
41
42 Vaughn Upshaw said these are all legitimate suggestions from the Board of Commissioners;
43 however, they may not be successful on all of these things today but they will give it a good
44 start.
45
46 Success from Scratch
47 Introduction of ideas to remove all ABCs and start from scratch
48 General acceptance to start from scratch with ABCs
49 What does success look like?
50 BOCC paired off to decide what success looks like
51 Reporting out of partner's prospective:
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1 • Commissioner Foushee: (Commissioner Yuhasz)
2 o Success would mean that we have determined to set a criteria by which we
3 appoint members to ABCs
4 • Commissioner Yuhasz: (Commissioner Foushee)
5 o Success would be clarity of mission (what we want from the BOCC)
6 o Reporting relationship between the ABCs and BOCC
7 o Reporting of BOCC liaisons that serve on boards/commissions to other members
8 of BOCC (quick summary)
9 • Commissioner Jacobs: (Commissioner Pelissier)
10 o Establishment of any ABCs would have to have has their mission to achieve the
11 goals and priorities identified by the county
12 o System to ensuree trust in citizens that BOCC value citizen participation
13 � Commissioner Pelissier: (Commissioner Jacobs)
14 o Make sure there is a liaison between the ABCs and BOCC
15 o Should each department have an advisory board?And how many per
16 department?
17 o Should the liaison be a BOCC member? Staff?
18 o Accountability of ABCs and BOCC (clear about purpose and product expected)
19 • Commissioner Gordon/Commissioner Hemminger
20 o standard way of communicating befinreen ABCs and Board of Commissioners
21 (summary report)
22 o effectively use the expertise of the ABCs
23 o ensure members appointed have expertise needed
24 o regular and systematic communication befinreen ABCs and Board of
25 Commissioners
26 o Do ABCs need to have a Board of Commissioners member to serve on them or
27 not
28 o External boards vs internal boards ( administrative boards)
29
30
31
32 Gap Analysis
33 • Which ABCs meet Orange County's criteria for success?
34
35 Vaughn Upshaw said what are the criteria that they need to apply to their decision-making to
36 make the outcome and success a reality.
37
38 1. External
39 o Engagement of citizens around issue is important for buy-in
40 2. Internal
41 o Internal focus to keep the county operations on target
42 3. As much as possible make sure mission of ABCs are linked to county goals/priorities
43 4. Is purpose of ABCs linked or exist elsewhere
44 o Statutory mandates (exempt from start from scratch)
45 5. Time bound or permanent
46 6. Resources commitment of the county
47 o Staff support
48 o Financial commitment
49 7. Equity
50 8. Does an organization already exist in the community that can fulfill the county goals?
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4
1 9. Added expertise
2 10. Accountability
3 11. Periodic review
4
5
6 Gap Analysis (continued)
7 • Which ABCs meet Orange County's criteria for success?
8 Action Plan for Success
9 Process:
10 Set aside statutory items
11 Set aside inter-local agreements/intergovernmental ABCs BOCC is appointed to serve on
12 o Filter out what inter-local/intergovernmental boards BOCC can appoint a citizen
13 to serve on
14 Classify groups according to Orange County's BOC's success
15 o Housing
16 o Environment Preservation and Protection
17 o Economic Development
18 o Cultural Resources
19 o Parks and Recreation
20 o Protective Services for vulnerable populations
21 o Public Safety services
22 o Infrastructure
23 ■ Transportation
24 ■ Solid Waste
25 ■ Information Technology
26 o Education
27 o Planning and Land Use
28 o Human/Health Services
29
30
31 Frank Clifton said this could be a consensus of direction pursued and staff would come back to
32 the Board with suggestions to reduce or keep the same. Frank Clifton said for the board to go
33 through the process and then staff can look at how a board was established or created.
34
35
36 Vaughn Upshaw said they don't have 14 boards and commissions; but 14 categories in which to
37 put all of their boards/commissions under.
38
39
40 Review and Next Steps
41 • What policies will the BOCC need to adopt to create successful ABCs?
42 1. Review existing ABCs to identify BOCC authority to:
43 o Dissolve
44 o Merge
45 o Expand
46 2. Review process suggestions (hand out—draft Advisory Committee Policy))
47
48 • Scope
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1 • Duties '
2 • Membership Criteria
3 • Roles and Responsibilities
4 • Organization
5 • Meetings
6 • Committees
7 • Quorum
g • Voting
g • Authorized Spokespersons
10 • Conflict of Interest
11 • Compensation and Travel Reimbursement
12 • Limitation of Powers
13
14
15 3. Review/establish criteria for ABC policy against a model policy
16 4. Agree on incremental next steps for upcoming appointments
17 5. Consider County Manager's recommendations of reduction/merge/elimination of ABCs
18 6. Identify which ABCs are eligible to be sunset
19 7. Determine appointment process/ orientation process
20 8. Standardize language for ABCs
21 a. Establish time/authority
z2 9. Clerk will regroup commissions to sort into (statutory, external, internal, membership,
23 BOCC appointments, etc)
24 10. Liaison role—A motion was made by Commissioner Hemminger seconded by
25 Commissioner Jacobs to approve for only 1 commissioner to serve on a
26 board/commission unless legally required to participate on ABCs , (Commissioner Yuhasz
27 not present for vote).
28
29
30 Frank Clifton said they need to look at how these boards were originally created, and the Board
31 of County Commissioners needs to prepare itself for some backlash from the public if they do
32 decide to eliminate/reduce/merge boards and commissions, as he as proposed in his
33 recommendations. Frank Clifton said one of the overall problems is when the Board appoints
34 an applicant to a committee; many times they do not know this person at all.
35 He suggested that they may want to consider creating an interview committee made up of 2-3
36 Commissioners to review applications periodically.
37
38 The Board agreed to move forward on sun setting 3 boards/commissions that are no
39 longer functioning:
40
41 Hollow Rock Planning Committee
42 New Hope Park at Blackwood Farm Master Planning Taskforce
43 Twin Creeks Work Group
44
45
46 The Board agreed to sunset/merge soon the following boards/commissions:
47
48 Efland-Mebane SAP Implementation Focus Group
49 Interlocal Agreement Committee for the Hillsborough Area-Orange County Strategic Growth
50 Plan Phase II
6 �
1 Rogers Road Water and Sewer Work Group
2 Legislative Issues Work Group—this is only a staff/Board of Commissioners' work group that
3 can be taken off of the list
4 Sportsplex Community Advisory Committee
5 Reduction of 5 Housing Committees (seeking recommendation from Manager)
6 Climate Change Committee (Air Quality Advisory Committee)
7 Transportation Services Board (merge into Orange Unified Transportation Board)
8 Adult Care Home Community Advisory Committee & Nursing Home Community Advisory
9 Committee (seeking recommendation from Manager)
10 Carrboro Northern Transition Area Advisory Committee- Clerk to check on status
11
12 Membership Organization- can remove from listing
13 ICLEI
14 NACO/NCACC Legislative Liaison
15
16 Commissioner Yuhasz suggested removing Healthy Carolinians from the list since it is a
17 consortium.
18
19 Commissioner Jacobs suggested for the Board of Commissioners'liaison to notify the Manager
20 as to who and when to sunset, who in turn will notify the Clerk's office so that a
21 board/commission can be formally sunsetted.
22
23 Vaughn Upshaw said ultimately it is the Board of County Commissioners' responsibility to
24 decide to sunset.
25
26 Commissioner Jacobs suggested using standardized language for the future creation of a board
27 —such as task force, focus group, work group, etc.
28
29
30 Commissioner Yuhasz left at 92:28 PM
31
32
33 .
34
35 VOTE: Unanimous (5) (Commissioner Nelson and Commissioner Yuhasz were not present)
36
37 Frank Clifton said
38
39
40 12:00 Other BOCC Business
41 1. Meals for BOCC Meetings
42 • Does the County want to develop a policy that states that a certain percentage of
43 food that is served at Commissioners' meals (such as 30% or 1/3 over a year's
44 time) must be grown in Orange County, and would this percentage be a
45 reasonable amount)
46
47 o Reframe as county governmental activities, instead of BOCC meetings
48 o Commitment to a philosophy, wants to avoid adopting formal policy
49 o Encourage practice
50 o Rea�rm process for food ordering : Head count, in the future budget focused
51 o Term it as a goal of the county to provide meals that locally grown
O
7
1 o A motion was made by Commissioner Pelissier seconded by Commissioner
2 Jacobs to approve for staff to come back with a goal for meals provided for
3 county governmental activities
4
5
6 VOTE: UNANIMOUS (5) (Commissioner Yuhasz and Commissioner Nelson were not present)
7
8
9
10
11 2. Policy for Commissioner Travel
12 • Discussion to decide if the funds for this line item should be as a group (7) or individual
13 travel line items ;
14 • Can BOCC members transfer funds from one member to another
15
16
17 o No distinction between board and commissioners. Equal allotment per member
18 (i.e., $1700)
19 o Allocations of budget returned back if funds not used
20 o Cooperation between BOCC members who is best to attend certain meetings
21 requiring a travel allotment
22 o Manager indicated budget process may implement more restrictive process on
23 local funds used among employees. Registration fee paid. Commissioner pays
24 for food, hotel fee.
25 o No motion made, will come back as an agenda item
26
27 3. Meeting Times for BOCC Meetings
28 • Start times for BOCC meetings- formal adoption —discussion of the 7pm vs. the 7:30pm
29 start time.
30
31
32 o A motion was made by Commissioner Hemminger seconded by Commissioner
33 Jacobs to approve the meeting start time at 7:OOpm.
34 VOTE: 4-1 (Commissioner Gordon) (Commissioner Yuhasz and Commissioner
35 Nelson were not present)
36 o BOCC will make commitment to arrive at meetings on time
37
38 4. Revision of Rules of Procedure Book
39
40 • Order of Agenda items:
41
42 The Board agreed by consensus on the following order for agenda items:
43
44 1. Additions or Changes to the Agenda
45
46 PUBLIC CHARGE
47
48 The Board of Commissioners pledges to the citizens of Orange County its respect.
49 The Board asks its citizens to conduct themselves in a respectful, courteous
50 manner, both with the Board and with fellow citizens. At any time should any
51 member of the Board or any citizen fail to observe this public charge, the Chair will
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1 ask the offending person to leave the meeting until that individual regains personal
2 control. Should decorum fail to be restored, the Chair will recess the meeting until
3 such time that a genuine commitment to this public charge is observed. All
4 electronic devices such as cell phones, pagers, and computers should please be
5 turned off or set to silent/vibrate. '
6
7 2. Public Comments
8 3. Proclamations/ Resolutions/ Special Presentations
9 4. Consent Agenda-
10 5, ITEMS REMOVED FROM CONSENT AGENDA
11 6. Public Hearings
12 7. REGULAR AGENDA
13 9. Reports
14 10. County Manager's Report
15 11, COUNTYATTORNEY'S REPORT
16 12. APPOINTMENTS
17 13. Board Comments (Three Minute Time Limit per Commissioner)
18 14. Information Items
19 15. Closed Session
20 16. Adjournment
21
22
23 • Board Comments: Three minute time limit per Commissioner- no discussion — leave as
24 is
25 • Time limit (one hour total) on public comments (with items either on the agenda or not on
26 the agenda)- no discussion — leave as is
27
28 Vaughn Upshaw said that she knows that the appointment process for the boards/commissions
29 has been held up while the Board of Commissioners discussed this process; however, since this
30 is going to be a longer term process with revising their entire advisory boards/commissions
31 process, she suggested for the Board to select a sub-committee to review upcoming
32 appointments that may need to be made now (esp. to statutory boards).
33
34 Frank Clifton suggested that this process of review/reduction/elimination/merging/sun setting of
35 boards/commissions may take several work session to resolve because they do want to make
36 sure to include input from their boards/commissions on this process.
37
38 The Board agreed that the Chair/Vice Chair will serve as a sub-committee/selection committee
39 for the appointment process, their own appointment process for choosing the
40 boards/commissions they want to serve on, and the longer process of next steps in the
41 restructuring of their boards/commissions.
42
43 A motion was made by Commissioner Jacobs seconded by Commissioner Hemminger to
44 adjourn the meeting at 1:14 PM .
45
46 Valerie Foushee, Chair
47
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January 4, 2010
RE: RECOMMENDATIONS REGARDING THE NUMBER OF ADVISORY
BOARDS AUTHORIZED BY THE COUNTY COMMISSIONERS
OVERVIEW:
County Commissioners held a work session led by UNC Institute of Government
Staff addressing the practice of using advisory boards in County Government in
North Carolina. The work session focused on the proper role of advisory boards,
appropriate use of advisory boards, and county staffing support for advisory
boards along with an analysis of how advisory boards have practical applications
in support of on-going county government applications.
County Commissioners recognize that (1) a number of established Advisory
Boards have served their initial intended purpose and those participants need to
be recognized for their service and the group as a functioning committee
dissolved, or placed on inactive status; (2) some Advisory Boards established by
State Statute or other legal requirement need to function but meet more
infrequently; (3) some Advisory Boards created for a specific purpose which may
no longer have a valid need to exist; (4) some Advisory Boards should have had
fixed durations and then dissolved; (5) and to an extent, some Advisory Boards
have overlapping interest(s) with other established Advisory Boards.
A review of information provided by the Clerk's Office indicates there are 77 +/-
Advisory Boards and/or Committees with membership appointed by the County
Commissioners, not all of which are Orange County creations. There are
approximately 400 persons serving in some appointed capacity on those groups.
45 people (more or less) are appointed to more than one of the Advisory Boards.
No effort was made to tabulate the vacancies based upon desired membership,
but there are existing vacancies among the various Advisory Boards.
One staff member within the Clerk's Office devotes a significant number of hours
daily to managing and maintaining information on appointments made by the
County Commissioners.
At the conclusion of the County Commissioner's work session on this subject, the
County Manager was directed to develop recommendations regarding the
number of existing Advisory Boards and to suggest which Boards might be
restructured, merged and/or designated for dissolution.
Recommendations offered take into consideration specific organizational
restructuring decisions that are being implemented, formulated for consideration
or to be suggested in FY 2010-11 budget proposals.
1
County Commissioners ultimately are responsible for deciding which Advisory
Boards exist, membership, mission and focus. Recommendations offered focus
on government functionality and service delivery. The role of each Advisory
Board created needs to be routinely reviewed and modified as needed. It should
be a scheduled practice to consider the relevance and effectiveness of every
Advisory Board and whether its continuation is warranted.
County Commissioners have limited power to delegate their authority to an
Advisory Board. Some Advisory Boards appear to believe their input has binding
impact. Freedom of County Commissioners to make decisions different or
contrary to recommendations offered by an Advisory Board is not in dispute.
County Commissioners as elected leaders are granted the sole authority in most
instances when Orange County acts within its ofFcial capacity.
At the conclusion of these recommendations loffer suggestions with regards to
establishing selection criteria for Advisory Board membership, continuing service,
member service recognition and individual training considerations. These ideas
are meant to strengthen the effectiveness each Advisory Board has in
addressing issues coming before the county.
Advisory Boards that either have NC General Statutory status or other legal
structure not controlled by County Commissioners are not addressed.
It is suggested that County Commissioners closely review each request for
assignment of a County Commissioner to serve as a representative to various
community groups "before" acting on those requests.
Assigning a County Commissioner to a community group's board tends to create
an "official" status for that assignment often linked to funding support. Each
County Commissioner remains free to serve on or attend the meetings of any
community group, but that decision should not bind the County or create an
"official" link beyond that individual's connection.
2
Advisory Board actions for consideration:
1. Chapel Hill/Orange County Visitors Bureau
Spin this organization off as provided under NC General Statutes into a
separately functioning incorporated entity.
There are two separate local hotel/motel taxes (Town and County) authorized
and currently collected in Orange County. The County levy is used wholly for the
operation and support of promoting Tourism in Orange County. The Town of
Chapel Hill uses a separate levy for other purposes.
Reorganize the current Tourism Board and spin it off within the parameters of the
law. It would no longer function as a county department nor would its staff be
county employees. This can be an effective approach to promoting tourism and
gain more private sector involvement and support.
2. Orange County Arts Commission
Spin this organization off as an independent non-profit. It is unusual that a
county have a formal `Arts Commission' and staff as a government function.
Support for the Arts is of real benefit from a cultural and economic development
perspective. This organization may be better served outside the realm of the
county's organizational structure as an independent entity.
The county should continue financial support but no longer staff a position.
3. Commission for Women
Sunset this Advisory Board as an active function.
Its primary responsibilities can be assigned to a re-configured Human Rights and
Relations function. (Re-organization related to Human Rights and Relations
noted next.)
Activities with supporting county involvement promoting women's initiatives can
be established via the local non-profit "The Women's Center" by a formalized
partnership for better coordination of effort.
4. Human Rights and Relations
Reconfigure this Advisory Board within oversight by the County's Community
Development Department.
Organizationally, it is my intention that the Human Rights and Relations function
will be supervised by the County's Community Development Director. A
reconfigured Advisory Board encompassing the initiatives of both the Women's
Commission and the Human Rights and Relations functions can be established
as needed based after further study. (There may be an independent non-profit
3
organization existing within Orange County that offers an opportunity for
partnership ensuring a more independent approach to this function. If so, the
county can establish a contract relationship with funding support.)
5. Economic Development Commission
It is suggested that the Orange County EDC and related functions within the
Towns study formation of a comprehensive county-wide organization.
I am not fully aware of how the Towns of Chapel Hill and Carrboro presently
function or how the County's Advisory Board interfaces with its counterparts for
the Towns. If gaps exist then facilitating economic development discussions
among these groups would be important.
Closer relationships and a comprehensive approach to citizen advisory board
participation between the Towns and County could provide more collaboration.
Economic development within the Towns is economic development within
Orange County.
The County should continue enhancing the three separate economic
development districts it has created. Relationships with Mebane, Durham and
Hillsborough remain important to success in those three districts. An Advisory
Board with buy-in among the Towns could have a positive impact county-wide.
Clients (customers seeking site or facility location assistance) should be a high
priority for cooperation among the Towns and County.
6. Adult Care Home Community Advisory Committee and the Nursing Home
Community Advisory Committee
It is suggested these two Advisory Boards merge.
Functions are similar in nature and focus. The same county staff person serves
as support for both groups. There may be technical issues to be addressed but I
am unaware of limitations on expanding the role of the more official of the two
boards with regards to any functions carried out by the other.
7. Information Technology Advisory Committee Sunset this Advisory Board
as a direct involvement in county administrative matters.
It may have a role as asub-committee within the County's Economic
Development Commission focused on enhancing privately owned infrastructure
as it applies to the general public and business sector need and uses.
8. Personnel Hearing Board
Sunset this Advisory Board for the present.
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If a reconfiguration of the personnel regulations achieves `substantial'
equivalency with NC rules applied to county employees falling within the State
Personnel Guidelines, a restructured Personnel Board of Appeals could be
considered.
As now constituted, this Advisory Board has a limited role applied to a limited
number of eligible county employees. I am not certain how many times the
current board actually has met or under what circumstances. But it is not
applicable to personnel actions involving those employees falling under the State
Personnel Act (Health and Social Services) or those employees under the
direction of the County's elected officials (Sheriff and Register of Deeds), thus its
realm is limited in scope.
9. Solid Waste Advisory Board
Sunset this Advisory Board as now constituted.
Its role in review and recommendations regarding solid waste disposal within
Orange County has been overshadowed by the actions of the Towns and
County. Recent decisions with regards to waste disposal have rendered the role
of this group moot.
If a revived search for either a landfill or solid waste transfer station within
Orange County should occur, consideration can be given to creating a `task
force' given that assignment. Operational decisions related to solid waste within
the county are budgetary in nature and reduce the need an Advisory Board.
10. Efland-Mebane SAP Implementation Focus Group
Sunset this Advisory Board as now configured. It can be reconstituted if need
arises in the future.
11. Hollow Rock Park Planning Committee
Sunset this Advisory Board as now configured. It can be reconstituted if need
arises in the future.
12. Parks and Recreation Advisory Council
After further study this group could be reconfigured.
When needed separate committees created in the past to address specific park
projects could have been formulated as individual task force groups under the
general oversight of a reconfigured Parks and Recreation Advisory Council.
Organizational restructuring will be proposed in FY 2010-11 that moves Parks
and Recreation staffing functions into a reporting relationship to the County's
Environmental Resources and Conservation Director.
Study of the County's role with in recreational programming activities is
warranted. Partnerships with non-profit community based groups offer
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opportunity for enhanced coordination of recreational activities beyond paid
county staffing limits.
13. Human Services Advisory Commission
Sunset this group's existing structure and create a joint work group under the
oversight of the Board of Public Health and Social Services Board.
This group is currently responsible for soliciting, receiving and reviewing the
requests of `outside' agencies and non-profits for county funding assistance;
ultimately making a recommendation to the County Commissioners at each
budget cycle.
The distribution of county funding to external agencies and groups ultimately is a
responsibility of the County Commission subject to annual budget decisions. The
current group has made effort to thoroughly evaluate the requests it receives and
thoughtfully make recommendations. However, lack of interconnect with existing
county programs managed by the Departments of Health, Social Services and
Aging may exist within current parameters of how this process is handled.
A more defined process with input via the two or three county departments
dealing directly with `safety-net' services could be employed. Budget constraints
will continue to impact available funding.
A formalized method of monitoring and evaluating how county funding is used by
external agencies can be constructed to reduce opportunities for misuse.
14. Sportsplex Community Advisory Committee
Sunset this Advisory Committee and assign its role to a reconfigured Parks and
Recreation Advisory Council.
The County owns this facility and contracts for its operations. The formal
reporting relationship between the company providing operational oversight
should be with county professional staff not an Advisory Committee. Recent
county audit findings indicate more management oversight of purchasing and
operational expenses is needed. The contractual relationship is between the
county and the company not with the Advisory Committee.
A reconfigured Parks and Recreation Advisory Council could create a facilities
task force or sub-committee to work on issues related to the Sportsplex and other
facility management groups (non-profits, not-for-profits and others).
15. IP (Intergovernmental Parks) Work Group
Dissolve this Advisory Group as a County Commission appointed committee.
If needed, it can be a working group of the reconfigured Parks and Recreation
Advisory Council.
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16. Twin Creeks Work Group
Sunset this Advisory Group as now structured. If further effort is necessary,
assign it to the Parks and Recreation Advisory Council.
17. Inter-local Agreement Committee for the Hillsborough Area-Orange
Count Strategic Growth Plan Phase II
Sunset this Advisory Group and if necessary allow the County' Planning Board to
facilitate as sub-committee to work with the Town of Hillsborough as needed.
18. Commission for the Environment
Consider expanding the role of this Advisory Board in areas of related impactor
associated concern as the need or issues arise.
The Air Quality Advisory Committee is (noted next) is an example of an issue that
could be asub-committee of the Commission for the Environment that focused
on a set of issues in detail.
The staff for the Commission for the Environment has been involved in pursuit of
land banking and park site locations. Reorganization proposals for the 2010-11
budget will focus upon establishing a direct relationship between Parks and
Recreation functions and the Environment and Resources Conservation
Department.
It may be appropriate to study the role of the Commission for the Environment,
considering a more inclusive title change for this Advisory Board.
19. Air Quality Advisory Committee
Sunset this group as now structured. Assign the task to the Commission for the
Environment.
20. Healthy Carolinians
Sunset this group as now structured. Assign the task to the Board of Health.
21. Historic Preservation Commission
Evaluate delegating the work of this Advisory Board to a county-wide non-profit
entity and/or working with other groups that may exist to create a formal effort
`outside' of a county governmental function.
As an independent, non-governmental agency there may be opportunities for the
use of grant funds to pursue historic preservation and education efforts.
22. Affordable Housing Advisory Board; HOME Program Review
Committee; Housing Bond Program/Project Review and Selection
Committee; Orange County Housing Authority; and Community Home Trust
These five separate Citizen Advisory Boards deal with similar related issues.
Study and consideration could be given to (1) merging, or reassigning related
7
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tasks to one group or another; (2) dissolving one or more of these groups,
allowing the tasks performed and responsibilities to be assumed by another; (3)
creating anon-profit entity or stand alone governmental agency; contacting with it
for the services rendered by one or more of these groups; or finally (4) determine
if overlap exists and reduce or eliminate it, streamlining processes and activities.
23. New Hope Park at Blackwood Farm Master Planning Taskforce
Sunset this Task Force. Assign this function to the reconfigured Parks and
Recreation Advisory Council.
24. Orange Unified Transportation Board and the Transportation Services
Board
It is suggested that effort be pursued to merge the purpose of these two Advisory
Boards into one. The mission of the broader of the two reflects the interest of the
other.
25. Advisory Board on Aging
Consider whether this Advisory Board should remain as it is currently constituted;
be modified; or phased out of operation with its role assigned to the non-profit
organizations currently in existence.
It is my understanding there may be two separately incorporated non-profits (one
associated with each Senior Center in the County). As such it `may' be
appropriate for these two organizations to assume an advocacy role now
assigned to the Advisory Board on Aging. A review may show that individuals
involved with the county's Advisory Board on Aging are also actively involved in
the other two organizations. A goal of shifting this role as suggested could be to
streamline consideration of issues important to senior citizens.
26. Animal Services Advisory Board
Consider whether existing non-profits focused on animal care and welfare can
provide expertise and input supplanting a formalized Advisory Board.
It may be that relationships between the county and various non-profit animal
welfare groups already exist to the extent that the Animal Services Advisory
Board duplicates in action and membership intended efforts. I have not explored
these elements to have a firm opinion at this time.
27. Fire Chief s Association of Orange County
No formal recommendation is offered at this time. The study of county-wide
emergency services may bring forth alternative approaches to the existing
structure worthy of further consideration.
8
18
As providing volunteer fire services in Orange County become more complex, a
variety of issues may require more study and analysis. There is no `one' best
approach to these issues. The significant role played by volunteers in support of
fire safety and fire suppression activities is an important asset.
Other Issues for Consideration -
County Commissioners are approached to serve on or create citizen advisory
groups with regards to particular issues. This process led to the creation of many
of the existing Advisory Boards the county now has in place.
Citizen input is a key factor in developing effective methods to address significant
issues where the county determines outcomes. Citizen involvement is important
in Orange County. Effective citizen involvement remains a priority when
establishing and maintaining each advisory board or task force.
At any given time, each advisory board serves an important role in the decision
making process. At other times, advisory boards can create delays and may lack
focus in addressing important concerns.
It is important to have clear criteria for advisory board membership; clear focus
on mission and role; regular rotation of advisory board members; diversity of
membership; and a method of evaluating the effectiveness advisory boards and
their on-going relevance.
County Commissioners have flexibility in design, creation and modification of
structure along with the role each citizen advisory board has and its longevity.
Review given these matters at regular intervals can make serving on one of
these boards a valuable civic experience for those individuals volunteering their
time, expertise and services.
Suggestions offered are not meant to diminish in any way the past activities or
efforts of any existing advisory group or task force. Input is offered as alternative
thought to the status quo as requested by County Commissioners with intent to
improve effectiveness of citizen involvement and encourage expanded
participation in less formalized manner.
To keep citizen involvement at the highest of levels, it is important to ensure
individuals volunteering for service feel their efforts have an impact and are
appreciated.
Three considerations for future action include:
(A) Regularly recognize citizens serving on the various advisory boards in some
formalized manner; (B) Establish a structured introductory and on-going training
programs for citizens appointed to or considering appointment to advisory
boards; and
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(C) Develop more open and effective processes to recruit individuals to serve on
the various advisory boards in an attempt to broaden perspectives and views to
ensure comprehensive public involvement.
Summary
These suggestions may extend beyond what County Commissioners expected.
It is anticipated further discussion will lead to more study of this input. Hopefully,
this presentation will stimulate actions to enhance the effectiveness of the
county's various advisory boards and expand civic involvement.
Frank W. Clifton, Jr.
County Manager
Orange County, NC
10
Advisory Committee Policy °~'~
D-R-A-F-T
1. Scope
2. Duties
3. Membership Criteria
4. Roles and Responsibilities
5. Organization
6. Meetines
7. Committees
8. uorum
9. Votine
10. Authorized Spokespersons
11. Conflict of Interest
12. Compensation and Travel Reimbursement
13. Limitation of Powers
1. Scope
PURPOSE: To establish policy and procedure whereby the County Board of
Commissioners will make appointments to County public advisory boards,
committees, commissions and councils (hereinafter referred to as "advisory
committees").
The may appoint a committee whose duty is to serve in an advisory capacity
to concerning
AUTHORITY:
The County Board of Commissioners may establish rules and regulations in
reference to managing the interest and business of the county.
The board of commissioners has the responsibility to appoint citizens to serve as
members of advisory committees established by the board.
All department heads and staff are responsible for support to the county advisory
committees.
POLICY: This policy establishes the parameters for board appointments to state-
mandated and/or county-developed advisory committees.
Alternative Structures for Advisory Committees:
Upshaw/UNC-SOG DRAFT Advisory Committee Policy 1
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Advisory Committee Policy
D-R-A-F-T
a. Statutory committees
These are boards and committees either mandated by law (such as health, social
services, local management entity) or boards and committees that may be
voluntarily established, but once established have statutory responsibilities
(planning board or ABC board).
b. External committees
These boards and committees are established by an external authority (such as a
Council of Government or transportation authority) and the county is asked to
appoint members to serve as representatives of the county.
c. Standing committees (advisory to BOCC)
a. Standing boards and committees are ones the county commissioners
establish voluntarily. The county commissioners determine the scope of
duties for standing boards, membership criteria and reporting responsibilities
d. Ad hoc committees (short term)
Ad hoc boards and committees are appropriate for short-term issues. The board of
commissioners may want public involvement in evaluating options, but once the
options have been assessed prefer to dissolve the committee and give formal
responsibilities todepartment heads or standing committees.
Periodic Review:
Periodic review of this policy will be conducted every years by the board of
commissioners.
2. Duties:
For purposes of consistency, all appointments to advisory committees will be made by
the . In order to qualify for an appointment to a advisory
committee, a person must:
a. Meet qualifications of the specific advisory board.
b. Reside or work in County.
c. Be eighteen (18) years of age or older unless applying under a 'Leadership Youth'
position.
d. Meet all statutory requirements for the appointed position.
Exceptions: The board may waive requirements, with the exception of statutory
requirements.
Upshaw/UNC-SOG DRAFT Advisory Committee Policy 2
Advisory Committee Policy ~~
D-R-A-F-T
a. The
areas of
advisory committee advises the in the
b. The advisory committee, through its membership and subcommittees, maintains
continual contact with representative professional groups, stakeholder groups, and
industry organizations. In this manner, the committee is kept apprised of current
information related to all matters under the jurisdiction of the
department/county.
c. The committee serves at the pleasure of the
d. All actions of the committee shall be transmitted in writing, on a regular basis, to the
county
3. Membership Criteria
Composition:
The shall appoint all voting members to the .The
voting members shall reflect the cultural and ethnic diversity of the community.
b. The
members and #_non-voting member. The
department's representative
shall serve as the non-voting member of the committee.
c. Advisory committee members serve the people of . As such, their
role includes their commitment for full participation in the advisory committee's
meetings and activities.
The members of the advisory committee shall consist of:
a. All committee members shall either be permanent residents of the county, own real
property or work or maintain a place of business in the county, and shall have good
reputations for integrity and community service and shall have not been convicted
or received a deferred sentence for a felony crime.
b. No nominee to the committee, nor any members of the nominee's immediate
family, shall be currently employed by the county.
c. No nominee may currently be a party nor be a legal representative in litigation
against the county.
d. Each nominee must be prepared and committed to invest the necessary time in
enhancing community relations in a manner that enhances relationships between
the county and the community.
#_ members appointed by the shall represent the following (demographic
characteristics, geographic regions, professional disciplines, etc.):
advisory committee shall be composed of #_ voting
Upshaw/UNC-SOG DRAFT Advisory Committee Policy 3
Advisory Committee Policy
D-R-A-F-T
oL.J
Up to # Ex Officio members appointed by the serve
until appointment of their successors by the
Selection Criteria:
Appointed members, except for the appointed ex officio members, shall be qualified
by .They shall be appointed from nominees (recommended by
.application submitted to ,representative of _).
Appointment:
a. All members of advisory boards serve at the pleasure of the county board
of commissioners.
b. Appointments to advisory boards will be initiated (with an application process,
recommendations from ,nominations by professional
organizations. All appointments to advisory boards will be made by
c. No person appointed to a county advisory committee shall serve on
that board for more than terms or more than a period of years,
whichever is longer.
d. Extension of a member's term maybe approved by the board of commissioners if it
is determined that it is in the best interest of the county to allow an individual to
continue to serve.
Terms:
Each appointed advisory committee member shall serve a term of
years and hold office until the qualification and appointment of their successor or
until one year has elapsed since the expiration of the term for which they were.
appointed, whichever first occurs. No person shall serve as an appointed member of
the committee for more than two consecutive terms.
b. In order to establish staggered terms, three of the original voting members of the _
committee shall be appointed for aone-year term, three for atwo-year term
and three for athree-year term. Thereafter, each new voting member shall serve for
a three-year term. No voting member will serve more than one term.
c. Advisory committee members whose terms are due to expire may request or be
asked to accept reappointment to the position.
Resignation:
Upshaw/UNC-SOG DRAFT Advisory Committee Policy 4
a~
Advisory Committee Policy
D-R-A-F-T
a. A member of an advisory board shall submit his or her resignation in writing to the
chair of the advisory board on which he or she serves noting the effective date of the
resignation.
b. The chair will forward a copy of the resignation to the director of the department and
to the board of commissioners.
c. The board of commissioners shall recognize the individual's service via a letter or
certificate.
Vacancies:
Upon expiration of the term of service of members or should a vacancy otherwise
occur, the shall have the responsibility to select and appoint new
members to the committee.
Removal:
a. Members of the committee are expected to exhibit the highest ethical and
professional standards. The County Manager or designee will remove a member
upon a majority vote of the board.
b. The may remove any member of the committee for neglect of duty,
non-participation or other just cause.
Release from Service:
a. When it may be deemed necessary to release a member from his or her term of
appointment on an advisory board, the affected individual shall be notified by letter.
b. When an advisory board or committee has completed its function, the members
shall be informed of the termination of the advisory board by letter from the board
of commissioners and/or the responsible department.
Orientation and Training:
The county will make available periodic training for advisory board members and
department staff on state and county statutes and policies; including public meetings,
public records and ethics.
4. Roles and Responsibilities
Members:
Members shall attend meetings of the advisory committee, serve on subcommittees
and perform other functions as assigned by the advisory committee Chair. For
Upshaw/UNC-SOG DRAFT Advisory Committee Policy 5
a, 5
Advisory Committee Policy
D-R-A-F-T
Quorum considerations, if a committee member is unable to attend committee
meetings, the member shall contact the or designated staff as soon
as possible, and at least 48 hours before the scheduled meeting.
b. Committee members that are non-board members may be appointed by the
_for the purpose of meeting subject-matter expert needs. When appointing,
criteria identified in section should be used.
c. Upon review of the above matters, the committee shall address
recommendations and concerns, if any, to in writing.
1. The will consider the advisory committee's recommendations or
concerns.
2. Should any concerns remain unresolved after receiving a response from the
the board may request the matter be referred to the County
Manager.
d. To enhance trust between the department and the community, members
of the Advisory Committee will:
1. Assist staff of the department in achieving a greater understanding
of the nature and causes of community problems, with an emphasis on
improving relations between the department and the citizens.
2. Recommend methods to encourage and develop
3. Work to strengthen and ensure, throughout the community, the application of
4. Promote public awareness of contemporary issues the department
must react to.
Chair and Vice Chair Selection and Responsibilities:
The Chair of the advisory committee is (nominated, appointed, elected) by the
county
Advisory committee Chair and Vice Chair shall be appointed members with at least
two years remaining of their four-year terms.
The Chair and Vice Chair shall serve no more than consecutive terms.
The Chair and the Vice Chair shall assume office on
At the
first advisory committee meeting upon assuming office, the advisory committee
Chair shall present members with a copy of the committee charge, scope and
membership.
a. The Committee Chair has the following duties:
Upshaw/UNC-SOG DRAFT Advisory Committee Policy 6
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Advisory Committee Policy
D-R-A-F-T
1. Calls all meetings
2. Serves as presiding officer
3. Assists staff to develop the committee meeting agenda
4. Designates subcommittees
5. Dissolves or appoints additional subcommittees (subject to committee
and/or approval)
6. Appoints subcommittee chairs and membership
7. Works in consultation with the
8. Carry out Committee assignments from the
9. Designate a Vice Chair for the committee.
10. Conduct committee meetings and present a report of the committee's
proceedings and resulting motions for approval at
County Board meetings.
11. Review the all committee minutes or assigns another member of the
committee to do so.
12. Review as directed by the
13. Recommend to the
14. Provide to the
15. Convene .for the purpose of
b. The Committee Vice Chair has the following duties:
Shall preside at Committee meetings in the absence of the Committee Chair.
5. Organization
The members shall adopt rules and procedures relating to the operation of the
committee. The committee shall determine the date, time, and place for each meeting.
Training:
a. Each member shall attend an orientation presented by the department
to familiarize the board with the operation of county government, the
-department and the rules and operating procedures of the committee.
b. Each voting member will be encouraged to complete the and
participate in at least one (ride-along, site visit, training session...).
c. Members will be issued a manual and should become familiar with
its contents.
Operating Expenses:
Upshaw/UNGSOG DRAFT Advisory Committee Policy 7
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Advisory Committee Policy
D-R-A-F-T
a. Voting members of the advisory committee are not employees of the
county.
b. Voting members serve in a voluntary capacity and shall receive (no, amount)
monetary compensation or any other financial or employee benefit from the county.
c. The county will provide office supplies and assume responsibility for other expenses
necessary for the operation of the committee.
Confidentiality:
The chairperson shall serve as the spokesperson for the advisory committee.
Except for the chairperson, no member of the advisory committee shall make any
written or oral statement of any committee activity to any individual or body. A
violation will result in immediate removal from the committee.
Members of the committee may receive information regarding personnel matters and
other information of a sensitive or confidential nature. It shall be the duty and
responsibility of each member to respect and maintain the confidentiality of all matters
presented before the board. Neither the committee, nor any individual member, shall
disseminate confidential information received during board meetings. Board members
are required to sign confidentiality statements and will be removed from the board
upon violation of the confidentiality agreement.
6. Meetines
In accordance with NCGS all meetings are open to the public as required by the Open
Meeting Act.
Unless otherwise specified, public meeting procedures will follow the latest edition of
Roberts Rules of Order.
a. Regular Committee and Subcommittee Meetings
The Committees convene upon call of the Chair and usually meet on a quarterly
basis. The meetings may be held in various locations within the county.
Subcommittee meeting dates shall beset by Committee Chairs and shall be
scheduled in conjunction with Committee meetings.
b. Special Meetings
The Committee Chair may call special meetings at any time for any specific business.
Special meetings, such as appeals, are convened at a location selected by the Chair.
c. Meetings Held Via Teleconference
Teleconference for meetings shall only be applied in unusual circumstances and shall
not replace a regularly scheduled Committee meeting. No Quarterly meeting or
Upshaw/UNC-SOG DRAFT Advisory Committee Policy 8
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Advisory Committee Policy
D-R-A-F-T
appeal hearing shall be conducted via teleconference. Under no circumstances
should a teleconference meeting exceed one hour.
d. Emergency Meetings
The Chair may call a meeting in emergency circumstances by providing telephone
notice to media outlets at least one hour prior to the meeting. An "emergency"
situation includes a disaster which severely impairs the public's health or safety. In
the event telephone services are not working, notice must be given as soon as
possible after the meeting.
e. Meeting Notices
Notice of any public Committee's meetings (including appeal hearings) and their
agendas shall be made available to all members, interested parties and to any
person who so requests, at least ten days in advance of the meeting by a-mail and
by posting on the Internet site.
f. Agendas
1. Committee Chairs should submit agenda items to the at
least # days prior to a scheduled meeting.
2. The agenda must provide a description of each item of business to be transacted
or discussed so that interested members of the public will be capable of
understanding the nature of each agenda item.
3. As a general rule, only those items appearing on the agenda will be discussed or
voted on. However, if an item is raised by a member of the public, the
Committee may accept testimony and discuss the item so long as no action is
taken until a subsequent Committee meeting.
4. With the Chair's concurrence, the designated staff will develop and distribute to
each member an agenda listing the matters to be considered at upcoming
committee meetings. Also, so far as practical, copies of all written reports which
are to be presented to the Committee for member's review will be included in
this package at least ten (10) days before the meeting.
g. Minutes
Minutes shall be taken of all Committee meetings and submitted to the
_for consideration and approval.
7. Committees
a. Committees are formed to research and make recommendation on special issues or
areas to carry out the identified duties of the advisory committee.
All subcommittees shall be reviewed on an annual basis to determine continued
need and realignment to priorities of the county
b. Except as approved by action, the majority of members of a
subcommittee shall be residents.
Upshaw/UNC-SOG DRAFT Advisory Committee Policy 9
Advisory Committee Policy
D-R-A-F-T
c. Subcommittees are ad hoc if they are temporary in nature. Approved ad hoc
subcommittees must have documented goals, deliverables, a timeline, and will
cease meeting when these are satisfied.
d. Advisory Committee Chairs may request of the full Board of County Commissioners
changes in the structure and/or operating procedures of their advisory committee if
they deem it is essential for its effectiveness.
e. All recommendations of advisory committees, in the form of motions, shall be
conveyed exclusively to the Board of Commissioners for action. Approved motions
are forwarded to the Board of County Commissioners for consideration, approval, or
denial. Outcomes are reported back to the committee.
Subcommittee Formation and Operation:
a. Formation
A subcommittee can be formed following
b. Operation
Subcommittees shall operate as specified.
criteria.
1. A member of the subcommittee shall take responsibility for assigning a note
taker and reporting to the full Committee on the progress toward its stated
objectives, including dissenting view points.
2. Subcommittees shall operate by consensus or
3. Subcommittees shall have a technical representative assigned by
4. will support accommodations for other than convenience, such as
teleconferencing for someone who cannot physically attend due to disability.
(Members can submit their contributions in writing by mail or a-mail to
staff.)
c. Membership
Membership shall be voluntary (other than the discretion of the Committee Chair,
and the ).
8. uorum
A quorum for a meeting of Committees will consist of one more than half the voting
members.
9. Votive
Decisions are reached by a simple majority vote. All voting will be conducted in open
meetings, except when in closed session as defined in the Open Meeting law. No issues
can be voted upon unless a quorum is present.
Upshaw/UNC-SOG DRAFT Advisory Committee Policy 10
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Advisory Committee Policy
D-R-A-F-T
Advisory Committee Meetings
Only appointed members can vote at advisory committee meetings. Appointed
members shall not delegate their vote entitlement.
Advisory committee members, and other members appointed by the
County Board Chair may vote at Committee meetings.
b. Voting by Chairs
The Chairs of the Advisory Committees may participate and vote on all issues.
c. Proxy
Voting by proxy is not allowed.
10. Authorized Saokesaersons
The Advisory Committee Chair and Executive Director are authorized spokespersons for
the advisory committee. Other committee members may speak on behalf of the
advisory committee only upon authorization by the Chair or Director.
11. Conflict of Interest
During committee meetings, members shall abstain from voting when they believe they
have a conflict of interest.
During review proceedings, the applicant has the right to question conflicts of interest
of any voting member. The advisory committee Chair shall rule on any potential conflict
in appeal matters.
12. Compensation and Travel Reimbursement
a. Appointed advisory committee members shall receive no compensation for their
services.
b. Eligibility for Reimbursement of Travel Expenses
The Chair shall, to the extent practical, schedule hearings and meetings to
minimize travel and per diem costs.
Payment of expenses to Advisory Committee members shall only occur when
travel has been approved prior to the time the expenses are incurred.
shall reimburse reasonable and necessary travel and incidental
business expenses to individuals who perform services as appointed members of
Committees, and consultants appointed by the Chair. Only Committee members
who attend meetings as part of their Committee duties shall have their expenses
reimbursed.
Upshaw/UNC-SOG DRAFT Advisory Committee Policy 11
Advisory Committee Policy
D-R-A-F-T
Advisory committee members shall be reimbursed in accordance with current
State rules and regulations. Expense claims shall be submitted as required in
travel procedures.
Transportation expense claims shall include charges essential for transportation
to and from the meeting place. Reimbursement shall be made only for the
method of transportation which is in the best interest of the rate. Travel should
be via the shortest, usually traveled route.
13. Limitation of powers
Compliance with Statutes and Ordinances:
31
Nothing contained in this statement of policy and procedures shall be construed to be in
conflict with any state law or County ordinance. Should there be an appearance
of conflict, the appropriate state law or county ordinance shall prevail.
Neither the committee nor any member thereof, shall:
Incur county expense or obligate the county in any manner.
Release any written or oral report of any board activity to any individual or body
other than to the or the Office of the County Manager. The committee
Chairman may issue a press release after consultation with the
department head or County Manager.
3. Independently investigate citizen complaints against the department
or an employee of the department.
4. Conduct any activity, which might constitute or be construed as an official
governmental review of departmental or employee actions.
5. Conduct any activity, which might constitute or be construed as establishment of
county or department policy.
6. Violate the confidentiality of any information related to matters involving pending or
forthcoming civil or criminal litigation.
Matters pertaining to discipline will be the sole responsibility of the and
not the advisory committee. The activities of the advisory committee shall, at all times,
be conducted in accordance with all federal, state and local laws.
Upshaw/UNC-SOG DRAFT Advisory Committee Policy 12