HomeMy WebLinkAbout03-11-2024 CC Agenda Packet - work sessionAgenda
City Council Work Session
Monday, March 11, 2024, 5:00 PM
City Council Chambers | 2780 Kelley Parkway, Orono, MN 55356
952-249-4600 /https://www.oronomn.gov/
1. Technology use by council members at the dias.
2. Appropriate use of staff time
3. Elected and appointed official civility
Roll Call
Work Session Item
Adjournment
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Date: March 11, 2024 Item: 1
Presenter: Adam Edwards, City Administrator / Engineer
Section: Work Session Item
Title: Technology use by council members at the dias.
1.Purpose:
The purpose of this item is for council members to discuss their use of communications devices
during meetings at the dias.
2.Background:
Council members have expressed concerns about use of cellphones or other communication
technology during council meetings at the dias. Over the last several years the city has embraced
technology as a means to improve efficacy and transparency. However of the last year the use of
personal devises by elected officials to communicate with one another or constituents while city
council meetings has been raised as a concern.
3.Summary:
Questions for Council Consideration:
1. Does the council feel there is an issue with use of mobile communication devises during
meetings?
2. If so would the council be willing to bind themselves through a policy restricting mobile
communication devices during meetings?
AGENDA ITEM
COUNCIL ACTION REQUESTED
Discussion.
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Date: March 11, 2024 Item: 2
Presenter: Adam Edwards, City Administrator / Engineer
Section: Work Session Item
Title: Appropriate use of staff time
1.Purpose:
The purpose of this items is to review Elected Official and Staff interactions.
2.Background:
Open and constructive communication between council members and staff is a critical component
to the provision of efficient and effective city government services. Understanding the various
roles, rules, and organizational norms are essential to facilitating constructive communications.
Staff and Council interaction was last discussed at council work session on February 27, 2023. It is
also a topic briefed by the City Administrator in new elected official orientation the city provides
whenever we have new council members.
3.Summary:
The following are the norms and principles that govern successful and productive council staff
interactions:
a. Staff-Council relationship basics.
City Council sets policy direction as the direct representative of the community
City Staff provide professional expertise and manages execution of the policies and
direction of the council.
The Council directs the City Administrator and City Administrator directs staff (simple
chain of command).
Only the Council group, not individual councilmembers, can direct the staff.
b. Outside of council meetings interactions between Council and staff must include the City
Administrator.
Council members should feel free to reach out directly to department heads for information
that is particular to their departments. If by email, carbon copy (cc:) the City Administrator.
If by phone, the department head will inform the City Administrator.
Council members are encouraged to forward resident concerns or questions to the
appropriate department head. Please remember to carbon copy (cc:) the City Administrator.
Council members are encouraged to reach out to the authors of council items that the council
member has questions on. This will generally be department heads but my also include city
planners. This allows the staff to be prepared to answer specific questions during the council
meeting.
To help manage staff time we have developed the "15 minute rule". If a council member is
asking for information that will take 15 minutes or less to provide the staff member will
provide the information and let the City Administrator know after the fact. If it will take
more than 15 minutes to respond and provide the information the staff member should let the
council member know that the query should be directed to the City Administrator. The City
AGENDA ITEM
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Administrator will use best judgment to determine if the request is something that staff time
can be used for or whether the issues is an item that will required council direction for the
amount.
c. Staff cannot become involved with political platforms of campaigns.
Staff provides professional (but not political) recommendations based on data.
Staff will not take sides in councilmember disputes.
Staff resources cannot be used to do research for individual council members to develop or
refine political positions.
COUNCIL ACTION REQUESTED
Discussion and questions.
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Date: March 11, 2024 Item: 3
Presenter: Adam Edwards, City Administrator / Engineer
Section: Work Session Item
Title: Elected and appointed official civility
1.Purpose:
The purpose of this item is for the council to discuss how they treat one another in terms of
civility. This is also and opportunity for the council to discuss whether we should develop a set of
procedures / policies/ code of conduct for the council.
2.Background:
The idea of council member civility toward one another has been brought up as an item for
discussion by the current council. To assist with discussion, attached is an article on civility from
the League of Minnesota Magazine and some examples of civility policies from a couple
Minnesota municipalities.
3.Staff Recommendation:
If the Council determines that a more formal approach to the subject is necessary, I recommend
council direct staff to develop a comprehensive policy for council procedures and code of conduct
(see Brooklyn Park example).
AGENDA ITEM
COUNCIL ACTION REQUESTED
Discussion.
Exhibits
A. Taking the Lead - How City Officials Can Promote Civility - League of Minnesota Cities
B. Civility Policy Examples
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3/4/24, 2:48 PM Taking the Lead – How City Officials Can Promote Civility - League of Minnesota Cities
https://www.lmc.org/news-publications/magazine/may-june-2023/civility/1/4
Taking the Lead – How City
Of cials Can Promote Civility
By Matt Lehrman
Civility in local government is similar to the guardrails on a highway — providing structure by
which municipal leaders and the public can navigate around each other. Securing the travel
lanes provides mutual safety for people heading in all directions. When civility breaks down,
however, people and perspectives collide — resulting in misunderstandings and disagreements
that can harm relationships and fracture a communityʼs sense of togetherness.
Guardrails canʼt provide complete protection from conflicts, but they are the fundamental
structures of cooperation and coexistence.
In the first half of this article, Iʼm going to make the strategic, and perhaps idealistic, case for
celebrating disagreement. If youʼve already been on the receiving end of anger and vitriol, Iʼll
understand if you skip to the second half, which offers thoughts on how to stand strong against
incivility.
Take the lead
Every city official owns the responsibility for the infrastructure of civility in their municipality.
Whatever your personal agenda or philosophy, you are — by nature of your position —
undeniably responsible for ensuring access, information, and respect for all, including for
those with whom you disagree.
Creating an environment that is open, fair, and considerate to everyone is crucial. This means
basing your decisions on factual information, being transparent in your actions and decision-
making processes, and being accountable for promoting a sense of pride and togetherness
throughout your community.
By prioritizing civility, you set a positive example and build trust and confidence — not just in
local government, but in your communityʼs essential quality of togetherness. A civil local
government is not just nice to have but a must-have. It is the foundation upon which a healthy
and functioning democracy is built.
Welcome disagreements
Disagreement is not a sign of dysfunction, but rather a prerequisite for effective decision-
making in a free society. The ideal of democracy is that it enables people with assorted
knowledge, values, and lived experiences to come together to recognize and solve community
problems. Engaging with those who have differing viewpoints can promote the following:
Transparency. Disagreement helps to expose underlying assumptions and biases. When
individuals with different perspectives come together, they are o en forced to articulate and
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3/4/24, 2:48 PM Taking the Lead – How City Officials Can Promote Civility - League of Minnesota Cities
https://www.lmc.org/news-publications/magazine/may-june-2023/civility/2/4
defend their assumptions and values — a process that reveals hidden biases and assumptions.
By engaging with dissenting viewpoints, municipal leaders can gain a more comprehensive
understanding of the problem they are trying to solve. Diverse perspectives can help to identify
issues that may have been overlooked or underappreciated. In this way, disagreement can be a
catalyst for creativity and innovation.
Accountability. When citizens are encouraged to express their views and engage in
constructive dialogue, they are more likely to hold their leaders accountable for their decisions.
Can you make yourself comfortable with feedback and criticism? By engaging with — rather
than avoiding or repelling — diverse perspectives, even dissent, you have the potential to create
a culture of accountability that ensures decision-making is truly transparent and responsive.
Inclusivity. As a civic leader, when you say “community,” itʼs especially important for people to
remember that you are responsible to serve not a specific constituency but the entire
population of your city. While it may be tempting to focus on the interests of your most vocal
supporters or a communityʼs loudest voices, doing so can lead to short-term thinking and
neglect of the long-term interests of the broader community.
Respect. Disagreement builds trust and strengthens relationships. When individuals feel that
their opinions are valued and respected, they are more likely to be invested in that decision-
making process. By creating forums for meaningful dialogue, municipal leaders demonstrate
their commitment to the community and build relationships of trust and mutual respect. In
this way, disagreement can be a powerful force for social cohesion and community building.
While disagreement can be challenging and uncomfortable, leaders must foster an
environment that encourages open and honest communication. This may require the
development of formal mechanisms for soliciting feedback and dissent, such as public forums
or advisory committees. Leaders must also be prepared to model constructive dialogue and
demonstrate a commitment to the values of transparency, accountability, inclusivity, and
respect.
Stand strong against incivility
The American ideal of government is rooted in the belief that reasonable people can work
together to find solutions to shared problems. Compromise is not a weakness, and ample time
and space exist to make community decisions. While not everyone will always agree on the
final outcome, the process must be fair and thorough — ensuring that everyone feels heard.
This is encapsulated in the American motto, e pluribus unum: “Out of many, one.”
Unfortunately, this ideal is being threatened by the prevalence of anger and outrage in
American media, where clicks, shares, and time spent engaging translate into profit. This
business model has created a market for incivility and negativity that pervades our society,
leading to issues such as polarization and divisiveness. Itʼs a conundrum.
To counteract this, local governments must actively practice respectful communication and
behavior that promotes collaboration, compromise, and constructive dialogue. Incivility, which
demonstrates a lack of respect and consideration for others, creates a self-centered attitude
that can leave others feeling hurt, disrespected, and excluded. It can extend beyond individual
interactions to affect relationships, productivity, and broader societal issues community-wide.
Therefore, itʼs essential to strive for an environment that encourages civility and respectful
engagement, helping to restore the American ideal of government.
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3/4/24, 2:48 PM Taking the Lead – How City Officials Can Promote Civility - League of Minnesota Cities
https://www.lmc.org/news-publications/magazine/may-june-2023/civility/3/4
If you want to stand against incivility, you need to recognize and call it out when you see it, in
particular:
Obstinance — stubborn adherence to oneʼs own opinion despite reason or persuasion.
Demagoguery — emotional and prejudicial appeals to sway public opinion, rather than
engaging in rational argument.
Dogmatism — the inflexible adherence to a particular set of principles, beliefs, or ideology,
without considering alternative viewpoints or evidence.
Changing these behaviors is not something that can be achieved overnight. If youʼre looking for
a quick fix, Iʼm sorry to disappoint, but there is no magic phrase or verbal jiu-jitsu tactic that
can instantly reverse an instance of incivility during a council meeting.
The following is the civility that all local leaders need to get good at:
Transform obstinance. Find shared goals and values that underlie the debate. By identifying
common ground, you can frame the conversation in a way that encourages compromise and
collaboration. Bring in outside experts, facilitators, or neutral third parties to provide fresh
perspectives and objective feedback.
Counter demagoguery. Focus on presenting the facts and evidence that support the proposed
course of action. By presenting data and statistics in a clear and compelling way, you can
help to move the conversation away from emotional appeals and toward rational and fact-
based decision-making. Engaging in active listening and making space for the consideration
of alternative solutions is vital.
Overcome dogmatism. Frame the debate in terms of outcomes rather than ideology. By
focusing on the practical implications of different policy choices, you shi the conversation
away from entrenched beliefs and toward pragmatic solutions. Building alliances and
coalitions across ideological lines can also be an effective way to seek out common ground
and work together toward shared goals.
You have a crucial responsibility to govern your community in a fair, equitable, and just
manner. This requires standing strong against incivility and disrespect, even when itʼs being
thrown at you. By modeling respectful behavior and promoting constructive dialogue, you set
the standard for your community.
Connect, respect, and listen
As a civic leader, you are the guardian of a thriving community, responsible for making
decisions that impact the lives of your residents. Facing incivility and negativity during council
meetings and community events can be disheartening, but giving up is not an option when it
comes to civic leadership.
Remember that your mission is to create a positive and inclusive environment for all. By
prioritizing respect and collaboration, you set an example for others to follow, creating a ripple
effect that can spread throughout the community. Keep your focus on how people in your
community deserve to feel about civic engagement — connected, respected, and heard — and
find the motivation to push through challenging situations and work toward constructive
solutions.
Local leaders hold the power to shape decisions that impact peopleʼs daily lives. Making those
decisions with integrity, fairness, and a commitment to the greater good is crucial. By bringing
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3/4/24, 2:48 PM Taking the Lead – How City Officials Can Promote Civility - League of Minnesota Cities
https://www.lmc.org/news-publications/magazine/may-june-2023/civility/4/4
people together, bridging divides, and creating a better future for your community, you have a
responsibility worth fighting for.
Stay strong, stay committed, and keep striving toward creating a more positive and inclusive
community.
Matt Lehrman is managing director of Social Prosperity Partners.
Your LMC Resource
Minnesota Cities magazine is published bimonthly by the League of Minnesota Cities.
Subscribe to Minnesota Cities (pdf )
Advertise in Minnesota Cities
For editorial questions:
Contact Rachel Kats
Publications & Web Editor
(651) 215-4032
rkats@lmc.org
Learn More
Matt Lehrman will conduct the workshop, “From Conflict to Conversation” and deliver the
opening keynote, “A Community of Possibilities,” at the LMC Annual Conference on June 21,
2023.
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Civility Policy Examples:
From Maple Wood MN:
RULES OF CIVILITY FOR THE CITY COUNCIL, BOARDS, COMMISSIONS AND OUR COMMUNITY Following
are rules of civility the City of Maplewood expects of everyone appearing at Council Meetings - elected
officials, staff and citizens. It is hoped that by following these simple rules, everyone’s opinions can be
heard and understood in a reasonable manner. We appreciate the fact that when appearing at Council
meetings, it is understood that everyone will follow these principles:
Speak only for yourself, not for other council members or citizens - unless specifically tasked by your
colleagues to speak for the group or for citizens in the form of a petition.
Show respect during comments and/or discussions, listen actively and do not interrupt or talk amongst
each other. Be respectful of the process, keeping order and decorum.
Do not be critical of council members, staff or others in public.
Be respectful of each other’s time keeping remarks brief, to the point and non-repetitive
From Brooklyn Park, MN
5. COUNCIL PROCEDURES/PROTOCOL Councils are composed of individuals with a wide variety of
backgrounds, personalities, values opinions, and goals. Despite this diversity, all have chosen to serve in
public office in order to preserve and protect the present and the future of the community. In all cases,
this common goal should be acknowledged even as the Council may “agree to disagree” on contentious
issues. It is expected that there will be support for the majority position once votes have been taken.
Roberts Rules of Order will be followed. The City Attorney will act as Parliamentarian.
5.1 Motions: Motions are a formal method of bringing business before the Council and for stating
propositions on which the Council will move to make a decision. All motions require a second and a
motion shall not be withdrawn by a mover without the consent of the person seconding it. No
debate/discussion shall take place without a motion being placed on the floor.
5.2 Voting Procedures: Unless abstaining, every Council member shall vote. Failure to vote shall be
recorded as a yes vote except in situations where a roll call vote has been requested. Tie votes shall be
lost motions when all Council Members are present. If a tie vote results at a time when less than all
members of the Council are present, the matter shall automatically be continued to the agenda of the
next regular meeting unless otherwise ordered by the Council.
6. CODE OF CONDUCT AND ETHICS
6.1 Council Conduct with One Another Councils are composed of individuals with a wide variety of
backgrounds, personalities, values, opinions, and goals. Despite this diversity, all have chosen to serve in
public office in order to preserve and protect the present and the future of the community. In all cases,
this common goal should be acknowledged even as Council may "agree to disagree" on contentious
issues.
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6.1.1 In Public Meetings
A. Practice civility, professionalism and decorum in discussions and debate. Difficult
questions, tough challenges to a particular point of view, and criticism of ideas and information are
legitimate elements of a free democracy in action. This does not, however, allow Council Members to
make belligerent, personal, impertinent, slanderous, threatening, abusive, or disparaging comments. No
shouting or physical actions that could be construed as threatening will be tolerated. Council Members
should conduct themselves in a professional manner at all times, including listening actively during
Council meetings.
B. Honor the role of the Mayor or Mayor Pro Tem in maintaining order. It is the
responsibility of the Mayor to keep the comments of Council Members on track during public meetings.
Council Members should honor efforts by the Mayor to focus discussion on current agenda items. If
there is disagreement about the agenda or the Mayor’s actions, those objections should be voiced
politely and with reason, following procedures outlined in parliamentary procedure.
C. Avoid comments that personally attack other Council Members. If a Council Member is
personally attacked by the comments of another Council Member, the offended Council Member should
make notes of the actual words used and may call for a "point of order" to challenge the other Council
Member to justify or apologize for the language used. The Mayor will maintain control of this discussion.
D. Demonstrate effective problem-solving approaches. Council Members have a
responsibility to show how individuals with disparate points of view can find common ground and seek a
compromise that benefits the community as a whole.
E. Be punctual and keep comments relative to topics discussed. Council Members have
made a commitment to attend meetings and partake in discussions. Therefore, it is important that
Council Members be punctual and that meetings start on time. It is equally important that discussions
on issues be relative to the topic at hand to allow adequate time to fully discuss scheduled issues.
F. Endorsement of Candidates. Council Members have the right to endorse candidates for
all Council seats or other elected offices. It is inappropriate to mention endorsements during Council
meetings or other official City meetings or functions. G. Council Decisions. Once a majority decision of
the governing body has been made, respect that official position and defend it if needed, even if you
personally disagreed.
6.1.2 In Private Encounters
A. Continue respectful behavior in private. The same level of respect and consideration of
differing points of view that is deemed appropriate for public discussions should be maintained in
private conversations.
B. Be aware of the insecurity of written notes, voicemail messages, social media and email.
Technology allows words written or said without much forethought to be distributed wide and far. How
would you feel if this voicemail message was played on a speaker phone in a full office? What would
happen if this email message was forwarded to others? Written notes, social media postings, voicemail
messages and email should be treated as potentially "public" communication.
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C. Even private conversations can have a public presence. Elected officials are always on
display – their actions, mannerisms, and language are monitored by people around them that they may
not know. Lunch table conversations will be eavesdropped upon, parking lot debates will be watched,
and casual comments between individuals before and after public meetings noted.
D. Make no personal comments about other Council Members. It is acceptable to publicly
disagree about an issue, but it is unacceptable to make derogatory comments about other Council
Members, their opinions and actions.
6.2 Council Conduct with City Staff Governance of a City relies on the cooperative efforts of
elected officials, who set policy and City staff, who implement and administer the Council’s policies.
Therefore, every effort should be made to be cooperative and show mutual respect for the
contributions made by each individual for the good of the community.
A. Treat all staff as professionals. Clear, honest communication that respects the abilities,
experience, and dignity of each individual is expected. Belligerent, personal, impertinent, slanderous,
threatening, abusive, or disparaging comments toward staff is not acceptable.
B. Limit contact to specific City staff. Questions of City staff and/or requests for additional
background information should be directed to the City Manager, City Attorney, or Department Heads,
unless otherwise directed by the City Manager. The City Manager should be copied on or informed of
any request.
C. Council direction to staff. In accordance with Charter Section 2.10, individual Council
Members cannot give direction to city staff either publicly or privately. The Council as a body may
provide staff direction on matters that come before the Council. Requests for follow-up or directions to
staff should be made only through the City Manager or the City Attorney when appropriate. When in
doubt about what staff contact is appropriate, Council Members should ask the City Manager for
direction. Materials supplied to a Council Member in response to a request for information of interest to
all Council Members will be made available to the entire Council so that all have equal access to the
information.
D. Do not disrupt City staff from their jobs. Except in extraordinary circumstances, Council
Members should not disrupt City staff while they are in meetings, on the phone, or engrossed in
performing their job functions.
E. Never publicly criticize an individual employee. Council should never express concerns
about the performance of a City employee in public, to the employee directly, or to the employee’s
manager. Comments about staff performance should only be made to the City Manager through private
correspondence or conversation.
F. Do not get involved in administrative functions. Council Members must not attempt to
influence City staff on the making of employment or personnel decisions, awarding of contracts,
selecting of consultants, processing of development applications, or granting of City licenses and
permits.
G. Do not attend City staff meetings without permission from staff. Even if the Council
Member does not say anything, the Council Member’s presence implies support, shows partiality,
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intimidates staff, and hampers staff’s ability to do their job objectively. H. Limit requests for staff
support. Requests for additional staff support – even in high priority or emergency situations – should
be made to the City Manager who is responsible for allocating City resources in order to maintain a
professional, well-run City government.
I. Do not solicit political support from staff. Council Members should not solicit any type of
political support (financial contributions, display of posters or lawn signs, name on support list, etc.)
from City staff.
J. Council, EDA and Commission agendas. Staff’s responsibility is to provide Council
Members the information needed for informed decision-making. Every effort should be made to ask
staff questions regarding Council, EDA and commission agendas before the meeting.
K. Don’t speak ill of other Council Members to staff. Staff has the responsibility to treat all
Council Members equally. It puts staff in a compromising position when one Council Member criticizes
other Council Members to staff.
L. Don’t spring surprises on Council Members or City staff, especially at formal meetings.
6.3 Council Conduct With The Public
6.3.1 In Public Meetings Making the public feel welcome is an important part of the democratic
process. No signs of partiality, prejudice or disrespect should be evident on the part of individual Council
Members toward an individual participating in a public forum. Every effort should be made to be fair
and impartial in listening to public testimony.
A. Be fair and equitable in allocating public hearing time to individual speakers. The Mayor
will determine and announce limits on speakers at the start of the public hearing process and ensuring
those with Brooklyn Park addresses have an opportunity to speak. Generally, each speaker will be
allocated three minutes with applicants or their designated representatives may be allowed more time.
If many speakers are anticipated, the Mayor may shorten the time limit and/or ask speakers to limit
themselves to new information and points of view not already covered by previous speakers. No
speaker will be turned away unless he or she exhibits inappropriate behavior. Each speaker may only
speak once during the public hearing unless the Council requests additional clarification later in the
process. After the close of the public hearing, no more public testimony will be accepted unless agreed
upon by the Council.
B. Ask for clarification, but avoid debate and argument with the public. Only the Mayor –
not individual Council Members – can interrupt a speaker during a presentation. However, a Council
Member can ask the Mayor for a point of order if the speaker is off the topic or exhibiting behavior or
language the Council Member finds disturbing. If speakers become flustered or defensive by Council
questions, it is the responsibility of the Mayor to calm and focus the speaker and to maintain the order
and decorum of the meeting. Questions by Council Members to members of the public testifying should
seek to clarify or expand information. It is never appropriate to belligerently challenge or belittle the
speaker. Council Members’ personal opinions or inclinations about upcoming votes should not be
revealed until after the public hearing is closed.
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C. No personal attacks of any kind, under any circumstance. Council Members should be
aware that their body language and tone of voice, as well as the words they use, can appear to be
intimidating or aggressive.
D. Follow parliamentary procedure in conducting public meetings. The City Attorney serves
as advisory parliamentarian for the City and is available to answer questions or interpret situations
according to parliamentary procedures. Final rulings on parliamentary procedure are made by the
Mayor, subject to the appeal of the full Council.
6.3.2 In Unofficial Settings
A. Make no promises on behalf of the Council. Council Members will frequently be asked to
explain a Council action or to give their opinion about an issue as they meet and talk with constituents in
the community. It is appropriate to give a brief overview of City policy and to refer to City staff for
further information. It is inappropriate to overtly or implicitly promise Council action, or to promise City
staff will do something specific (fix a pothole, plow a specific street, plant new flowers in the median,
etc.).
B. Make no personal comments about other Council Members. It is acceptable to publicly
disagree about an issue, but it is unacceptable to make derogatory comments about other Council
Members, their opinions and actions.
C. Council Members are constantly being observed by the community every day that they
serve in office. Their behaviors and comments serve as models for proper conduct in the City of
Brooklyn Park. Honesty and respect for the dignity of each individual should be reflected in every word,
communication, (whether in social media or otherwise), and action taken by Council Members, 24 hours
a day, seven days a week. It is a serious and continuous responsibility.
6.4 Council Conduct with the Media Council Members may be contacted by the media for
background and quotes.
A. The Mayor is the official spokesperson for the representative on City position. The
Mayor is the designated representative of the Council to present and speak on the official City position.
If an individual Council Member is contacted by the media, the Council Member should be clear about
whether their comments represent the official City position or a personal viewpoint.
B. Choose words carefully and cautiously. Comments taken out of context can cause
problems. Be especially cautious about humor, sardonic asides, sarcasm, or word play. It is never
appropriate to use personal slurs or swear words when talking with the media.
C. The best advice for dealing with the media is to never go "off the record."
D. Inform the City Manager or Communications Manager. If contacted by the media, the
City Manager or Communications Manager should be informed. When possible the City Manager or
Communications Manager should be consulted before communicating to the media.
6.5 Council Conduct with Other Public Agencies Be clear about representing the City or personal
interests. If a Council Member appears before another governmental agency or organization to give a
statement on an issue, the Council Member must clearly state: 1) If his or her statement reflects
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personal opinion or is the official stance of the City; 2) Whether this is the majority or minority opinion
of the Council. Even if the Council Member is representing his or her own personal opinions, remember
that this still may reflect upon the City as an organization. If the Council Member is representing the
City, the Council Member must support and advocate the official City position on an issue, not a
personal viewpoint.
6.6 Council Conduct with Boards and Commissions The City has established several Boards and
Commissions as a means of gathering more community input. Residents who serve on Boards and
Commissions become more involved in government and serve as advisors to the City Council. They are a
valuable resource to the City’s leadership and should be treated with appreciation and respect.
A. If attending a Board or Commission meeting in the role as liaison. “Liaison” means non-
voting member of a commission who shall speak on behalf of the Council (or staff) as a whole, not as an
individual, thus providing a communication link between the commission and Council (or staff).
B. Limit contact with Board and Commission Members. It is inappropriate for a Council
Member to contact a Board or Commission member to lobby on behalf of an individual, business, or
developer. Council Members may contact members of the Commission and staff liaison in order to
clarify a position taken by the Board or Commission.
C. Remember that Boards and Commissions serve the community, not individual Council
Members. The City Council appoints individuals to serve on Boards and Commissions, and it is the
responsibility of Boards and Commissions to follow policy established by the Council. But, Board and
Commission members do not report to individual Council Members, nor should Council Members feel
they have the power or right to threaten Board and Commission members with removal if they disagree
about an issue.
D. Be respectful of diverse opinions. A primary role of Boards and Commissions is to
represent many points of view in the community and to provide the Council with advice based on a full
spectrum of concerns and perspectives. Council Members must be fair and respectful of all residents
serving on Boards and Commissions.
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