Boards, Commissions
& Citizen Advisory Committees
HANDBOOK
Updated: February 17, 2021
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TABLE OF CONTENTS
Introduction ................................ ................................ ................................ ................................ .................. 3 Guiding Principals ................................ ................................ ................................ ................................ ........ 4 Job Statement ................................ ................................ ................................ ................................ ............ 4 Vision for the Future ................................ ................................ ................................ ................................ ... 4 Operating Paradigm ................................ ................................ ................................ ................................ ... 4 Goals and Objectives ................................ ................................ ................................ ................................ . 5 How City Government Works ................................ ................................ ................................ ...................... 5 City Charter ................................ ................................ ................................ ................................ ................ 5 City Organization ................................ ................................ ................................ ................................ ....... 5 Organizational Chart ................................ ................................ ................................ ................................ .. 7 Commission Basics ................................ ................................ ................................ ................................ ..... 8 Opportunities to Serve ................................ ................................ ................................ ............................... 8 Membership Qualifications & Appointment Process ................................ ................................ ................... 8 Term of Office ................................ ................................ ................................ ................................ ............ 9 Ethics and Conflict of Interest ................................ ................................ ................................ ..................... 9 Meeting Basics ................................ ................................ ................................ ................................ ........... 11 Bylaws and Procedures ................................ ................................ ................................ ........................... 11 Communications ................................ ................................ ................................ ................................ ...... 13 Role of the City Staff Liaison and Commission Members ................................ ................................ ......... 13 Absences, Leaves of Absence, and Resignations ................................ ................................ .................... 14 The Brown Act ................................ ................................ ................................ ................................ ............ 15 Overview ................................ ................................ ................................ ................................ .................. 15 Brown Act Provides for Public Comments ................................ ................................ ................................ 15 Public Comments at Special Meetings: ................................................................................................................... 16 Limitations on Length and Content of Public's Comments: ................................................................................. 16 Common Questions about the Brown Act ................................ ................................ ................................ . 16 Tips for Being an Effective Commissioner ................................ ................................ ............................... 18 Understanding Your Role and Scope of Responsibility ................................ ................................ ............ 18 Prepare Ahead for Meetings ................................ ................................ ................................ .................... 18 Encourage and Honor Public Participation ................................ ................................ ............................... 19 Respect Individual Viewpoints ................................ ................................ ................................ .................. 19 Communicate Effectively ................................ ................................ ................................ .......................... 20 Special Tips for the Chairperson ................................ ................................ ................................ .............. 20 Managing Difficult Meetings ................................ ................................ ................................ ..................... 21 3 Boards, Commissions
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INTRODUCTION
Congratulations on your appointment as a member of one of the City of San Bernardino’s boards, commissions or citizen advisory committees. On behalf of the Mayor and City Council, welcome aboard! Public involvement is crucial to the City’ s decision-making process, and appointed advisory bodies are an important and valued part of City government. There are particular areas of decision-making which benefit from the advice and counsel of qualified residents. The members, who serve without compensation, are appointed based on their interest and expertise in areas such as transportation, parks and recreation and zoning. By advising the Mayor, City Council and staff, bringing new ides to the table, and representing all of the diverse elements of our community, members of advisory bodies assist the Mayor and City Council in making the best, most informed decisions possible, for the benefit of the community.
Serving on one of the City’s boards, commissions or citizen advisory committees can be a fa scinating and rewarding experience. As a member you will be charged with formulating new ideas, information gathering, receiving public testimony and comments, analyzing complex issues, and making recommendations on specific projects and broad policy issues to help the Mayor and City Council to make better-informed decisions.
This handbook has been prepared to explain the responsibilities of citizen advisory bodies’ and their relationship with the organization, the Mayor and City Council, and other government officials. In addition, operating procedures, the Ralph M. Brown Act, parliamentary procedures, and applicable City ordinances will be addressed in brief. Please note that for the purpose of this handbook, “Commissions” and “Commissioners” are inclus ive terms used to represent all of the City’s boards, commissions and citizen advisory committees and their membership.
Thank you for volunteering your time and skills to enhance our community. We appreciate your participation and look forward to working with you.
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GUIDING PRINCIPALS
JOB STATEMENT
The job of the City of San Bernardino is to create, maintain, and grow economic value in the community.
VISION FOR THE FUTURE
WE ENVISION a world class city which capitalizes on its location, the diversity of its people and its economy to create a broad range of choices for its residents in how they live, work, and play.
WE ENVISION a thriving city possessing a sustainable system of high-quality education, community health, public safety, housing, retail, recreation, arts and culture and infrastructure.
WE ENVISION a vibrant economy with a skilled workforce that attracts employers who seek the unique opportunities the city has to offer and provide jobs that create citywide prosperity.
WE ENVISION a model community which is governed in an open and ethical manner, where all sectors work collaboratively to reach shared goals.
WE ENVISION a city that is recognized as the county's business and government center and a home for those seeking a sense of community and the best life has to offer.
OPERATING PARADIGM
The City of San Bernardino is a municipal corporation.
The City Council functions as the elected Board of Directors of the corporation, the Mayor as the Chair of the Board, and the City Manager as the appointed CEO.
The City needs revenue to pay for services and amenities and maintain the built environment.
Income for the corporation comes directly or indirectly from anyone spending money in the City. They are investing in San Bernardino.
Each of those investors has a choice whether to spend their money in the City of San Bernardino or another jurisdiction.
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Therefore, the City is in competition for that
investment.
The level of service, the amenities, the breadth of
choices of lifestyle and the quality of life help to
determine where investors will choose to spend
their money.
Every single interaction we have is an opportunity
to win or lose that investment.
GOALS AND OBJECTIVES
Each year, the Mayor and City Council establish the City’s goals and objectives which define the priorities for the City and guide resource allocation. These goals and objectives are published on the City’s website, City newsletter and other publications and are distributed throughout the organization.
HOW CITY GOVERNMENT WORKS
CITY CHARTER
San Bernardino is a " charter" City as contrasted to a "general law" City. Under California law, the authority of a general law City is derived only from the powers granted to it by the general laws adopted by the State Legislature pertaining to the organization and operation of a municipality, and from the police power granted to it by the State Constitution. A charter City's power is not defined or limited by the State's general laws. Instead a charter City's powers are defined by the City's charter, subject only to the limitations of the State Constitution. As a result, charter cities usually have more operational latitude than do the more prevalent general law cities. A charter serves as the City's "constitution" and may only be amended by a vote of the people.
CITY ORGANIZATION
The City of San Bernardino operates under a Council-Manager form of government. The Mayor is elected by the voters at large and serves a four-year term of office. The seven members of the City Council are elected by voters within their respective wards to serve a four year term of office. The Mayor and City Council are the governing body of the City and are vested with all the regulatory and corporate power for the Municipal Corporation. Since the members are elected directly by the electorate, they are accountable to the people for their actions. All members of a citizen advisory body serve in an advisory capacity to the Mayor and City Council. It is their responsibility to offer recommendations, not to set or establish either City policy or administrative direction. The City Charter and the Municipal Code provide that the City Manager shall be the chief executive officer and the head of the administrative branch of City government. The City Manager is responsible to the Mayor and City Council for the administration of all affairs of the City. The Mayor and City Council appoint the City Manager who directs most City Departments, other than the Water Department and Library which are governed by separate boards.
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The heads of departments are appointed by the City Manager except the City Attorney and City Clerk. Department heads are responsible to the City Manager for the efficient and effective operations of the functions assigned to them and to provide staff assistance, as needed, to the commissions. However, commissions have no authority to supervise or direct the work of a department. City departments include Finance, Human Resources, Information Technology, Public Works, Police and Community and Economic Development.
Under the City Charter, the City Clerk and the City Attorney will transition from elected to appointed positions in March 2020. The duties of the elected City Treasurer will be transferred to the Finance Department in March 2020.
The City Attorney is the chief legal advisor to the Mayor, City Council, City Manager, and all City departments. The City Clerk is responsible for giving notice of meetings of the legislative body and maintaining a record of meetings.
The City of San Bernardino currently has eleven (11) citizen advisory bodies including the:
1. Animal Control Commission
2. Arts and Historical Preservation Commission
3. Charter Review Committee
4. Elected Official Compensation Advisory Commission
5. Library Board
6. Measure “S” Citizens Oversight Committee
7. Parks, Recreation and Community Services
Commission
8. Personnel Commission
9. Planning Commission
10. Public Safety and Human Relations Commission
11. Water Board
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Organizational Chart
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COMMISSION BASICS
Opportunities to Serve
Commissions provide an opportunity for interested residents to participate in the governing of their community under guidelines and procedures established by the Mayor and City Council. Commissions can improve the quality of City government by providing the Mayor and City Council with resources to make better-informed decisions.
There is considerable variety in the purpose or charge of these bodies. Some are required by State law or the Charter and are directed to guide certain City activities such as community planning or personnel affairs. Others have been created by the Mayor and City Council to serve San Bernardino’s unique needs. Some bodies considered “technical” or “special purpose” have been formed to address defined subjects and frequently require members with specific areas of expertise. The authority of a Commission will depend upon its specific purpose.
Membership Qualifications & Appointment Process
Standing advisory bodies are established by the Mayor and City Council by either ordinance or resolution.
Membership is defined in the enabling legislation and all members are appointed by the Mayor and Council.
Members are selected:
• On the basis of interest, experience and knowledge in the field pertinent to the commission. • To represent a particular segment of the community.
• From a broad representation of community interest and expertise.
Most advisory bodies meet regularly at established times. Technical or special-purpose bodies may meet regularly or only when projects or proposals require their attention.
Only residents who are registered voters within the City limits are eligible to apply to a commission. In some instances, the residency requirement may be satisfied by business ownership or another relationship with the City as set by Ordinance. City employees are not eligible to serve on a City commission.
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Basic elements of the appointment process are as follows:
1. The Maddy Local Appointive List Act of 1975 (Government Code §54972, et seq.) provides that an appointment list be prepared each year by the City Clerk and be posted by December 31st noting the names of members whose terms will expire in the coming year as well as their appointment date and qualifications for being a member of each commission.
2. Each person seeking appointment or reappointment to a commission will need to obtain and file an application in the City Council’s office. Applications may be submitted for a vac ancy that currently exists or which may occur in the future.
3. Each person seeking appointment or reappointment to a commission will need to obtain and file an application in the City Council’s office. Applications may be submitted for a vacancy that currently exists or which may occur in the future.
4. City Council staff will provide your application to any elected official who has a vacancy on the commissions for which you have submitted an application.
5. Once the Mayor or a City Council Member has selected an applicant to serve on a commission, an item will be placed on a City Council agenda and the Mayor and City Council will consider the appointment. If approved, the City Clerk will issue the Oath of Office to the newly appointed commissioner.
Term of Office
The term of office for each commission varies depending upon the specific board, commission or citizen advisory committee. Generally the term of office for five (5) member boards and commissions is four (4) to six (6) years.
The term of office for appointees to all other boards, commissions and citizen advisory committees coincides with the appointing officer’s term in office. If the Mayor or a Council Member is re -elected, he/she will re-appoint their Commissioners, if so desired, or appoint new commissioners. Members of commissions serve at the pleasure of the Mayor and City Council and may be removed without cause by Mayor and City Council action in an open public meeting.
Ethics and Conflict of Interest
1. The duties of a commission member must be performed in good faith and in a manner which the member believes to be in the best interest of the City.
2. It is improper for any member of a commission to utilize for personal gain any information which is received by reason of said membership and is not a matter of public record. 10 Boards, Commissions
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3. No member of a commission can have a financial interest in any contract or other transaction involving the commission. The member must promptly disclose such interest in any proposed activity of the commission and not participate in any related deliberations or actions on the matter.
4. The Political Reform Act of 1974 and the City’s Conflict of Interest Code require certain elected and appointed officials and designated employees to disclose personal financial interests that might be affected while they are performing their duties. This disclosure helps to inform the public about potential conflicts of interest. Most of the City’s Commissions are solely advisory, meaning that final decisions are made by the Mayor and City Council, and therefore are not required to file Statements of Economic Interest (Fair Political Practices Commission Form 700).
The following commissions have limited decision-making authority and are, therefore, required to file Statements of Economic Interest (Form 700) and complete two hours of ethics training pursuant to State Law and the City’s Conflict of Interest Code. Ethics training must be completed within one year of assuming office and renewed at least once every two years thereafter. 1) Library Board
2) Personnel Commission
3) Planning Commission
4) Water Board
Statements of Economic Interest (Form 700) are filed electronically. Within one week of your appointment the Office of the City Clerk will send an e-mail notification including a link and filing instructions.
Filing dates for the Statements of Economic Interest (Form 700) mandated by State law are as follows:
Assuming Office Statement – Must be filed within 30 days of taking office. Annual Statements – Must be filed by April 1st of each year. Leaving Office Statement – Must be filed within 30 days of leaving office.
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5. Individual Commission members should avoid making public comments on Council actions or public policies that might appear to represent the official position of their commission. Commission actions, with the voting of each member, are conveyed to the Mayor and City Council in the form of official minutes or by resolution. The chairperson of a commission is the spokesperson for the commission.
6. Questions regarding possible ethical issues or conflicts of interest should be reviewed with the Chairperson, City Attorney, City Clerk, or staff liaison, as appropriate under the circumstances, in advance of the subject meeting or discussion.
MEETING BASICS
Bylaws and Procedures
1. Bylaws: The bylaws approved by the Mayor and City Council establish the operating guidelines for each commission including rules of order as well as the election and roles and responsibilities of officers.
2. Parliamentary Procedures: All commission meetings must be conducted in accordance with City practices and policies. Rosenberg’s Rules of Order are used as a guide in conducting meetings.
General parliamentary principals include:
a) One speaker at a time; one subject at a time
b) Business must be conducted
c) All members are equal
d) The majority decides
e) The rights of the minority must be protected
f) Silence denotes consent
g) Respect everyone
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3. Selection of Officers: The first order of business on the agenda at the first regular meeting in January will be the election of officers. The Chair and Vice Chair are elected by a majority of the commissioners present. If no member gets a majority of the votes cast, a second vote will be taken between the two members that received the most votes. The Chair is responsible for presiding at all meetings, submitting all motions to vote and ensuring the orderly conduct of the meeting. In the absence of the Chair, the Vice Chair assumes and preforms the duties of the Chair.
4. Meetings & Events: All regular meetings must be held at the established time and place set by the Mayor and City Council. Special meetings may be held pursuant to State Law.
5. Meeting Recordings: It is recommended that commission meetings be audio-recorded; however, it is not required. If meeting audio is recorded, recordings must be retained in accordance with the City’s approved Records Retention Schedule.
6. Action Minutes: The staff liaison or recording secretary for each commission must record the official actions taken by the commission. Minutes must be prepared and retained permanently in an “action minutes” format. Written minutes must be approved by the commission to become the official record of its activities. Additions or corrections of minutes are to be made at a public meeting with the approval of the commission. Copies of the commissions approved meeting minutes must be provided to the Mayor and City Council.
7. Correspondence from the Public: Written correspondence received from members of the public regarding any agenda items are retained as part of the official record of the meeting. Consistent with City Council practice, citizens are encouraged to present written comments (including emails) at least one day prior to the meeting. This provides Commissioners with a greater opportunity to review and consider issues and/or concerns expressed in written communications prior to a meeting.
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8. Public Comments on Agenda Items:
Consistent with City Council practice for
receiving public testimony on agenda items
(with the exception of certain types of public
hearings), commissions are encouraged to limit
public comments to three (3) minutes per
speaker to ensure that everyone who wishes to
be heard has the opportunity to do so. The
Chair, with the consensus of the commission,
may allow additional brief testimony from
speakers who have already commented on the
same agenda item; however, speakers should
not be allowed to yield their time to another speaker (Reference Resolution No. 2018-89).
Communications
1. Written Reports: Commissions are occasionally requested to make special reports or recommendations to the Mayor and City Council on specific subjects. The Mayor and City Council may make this request in writing, with specific direction as to the approach, scope, and schedule for the study desired. These recommendations often play a major role in assisting the Mayor and City Council to reach a final decision on important issues.
2. Statements: A commission does not have authority to speak for the City. If the body wishes to recommend that a statement be made by the City, such as a letter to state the City’s position, it shall be submitted to and receive approval of the Mayor and City Council.
3. Public Forums and Surveys: A commission cannot sponsor or co-sponsor a public forum, meeting, or survey without the prior approval of the Mayor and City Council.
4. Personal Testimony: If a member of a commission appears before the Mayor and City Council (or another commission) in a capacity other than as representative of his/her advisory body, it should be explained in advance that any statements made are not to be construed as representing the opinions or recommendations of the commission on which he/she serves and constitutes his/her personal views.
5. Changes: Changes in a member’s address or telephone number, and the names of new officers must be submitted to the City Clerk and commission staff liaison as soon as possible.
Role of the City Staff Liaison and Commission Members
The Water Board and the Library Board have administrative responsibilities including the power to appoint, discipline and dismiss employees. For all other commissions staff support and assistance is provided, but commissions do not have supervisory authority over City employees. While they may work closely with commissions, staff members remain responsible to their immediate supervisors and ultimately to the City Manager.
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The commission members are responsible for the functions of the commission and the chairperson is responsible for commission compliance with the policies outlined in this handbook.
Staff support includes preparation of the agenda and agenda reports providing a background of the issue, alternatives, recommendations, and appropriate backup material, as necessary. Staff will assist commissions in the conduct of public meetings and ensure that the business listed on the agenda is addressed. Commission members should have sufficient information to reach decisions based upon a clear explanation of the issues involved. The staff liaison or recording secretary for each commission ensures that meetings are recorded and action minutes are taken as needed.
The staff liaison is responsible for ensuring the Commission ’s agendas are posted as required under the Brown Act and that copies of the Commission’s agendas and action minutes are provided to the Mayor and City Council for review.
Absences, Leaves of Absence, and Resignations
1. Attendance: If a commission member fails to attend three (3) consecutive regular meetings without excuse from the chair, that member will be considered resigned and cease to be a member. The chairperson of the commission will need to inform the former member and advise the appointing member of the declared vacancy.
2. Absences: Because of quorum requirements, when an absence is anticipated, the individual commission member is responsible for notifying the chairperson or the staff liaison in advance and the absence will be counted in that member’s attendance record.
3. Leaves of Absence: Leaves of absence are not granted to commission members except under very unusual circumstances and when authorized in advance by the Mayor and City Council.
4. Resignation: In the event a member finds it necessary to resign from a commission, a letter of resignation stating the effective date of the resignation must be submitted to the Mayor and Council through the staff liaison or City Council’s Office.
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THE BROWN ACT
Overview
The State Legislature has declared that the actions of public bodies be taken openly and that their deliberations be conducted openly. California’s Ralph M. Brown Act, also known as the “open meeting law,” applies to all commissions, and requires that they:
1. Meet within the jurisdictional limits of the City.
2. Post their agenda 72 hours before a regular meeting containing a brief general description of each item of business to be transacted or discussed.
3. Hold open and public meetings.
4. Provide in bylaws or rules for time and place of regular meetings, if regular meetings are to be held.
5. A meeting is defined as a gathering of a majority (quorum) of the commission for the purpose of discussing items before the commission or conducting other business of the commission. If a quorum is not present the meeting will need to be canceled and scheduled for a later date. It is important to understand that the Brown Act generally prohibits any action or discussion of items not on the posted agenda. There are special posting requirements for commission agendas:
• Regular Meetings – 72 hours in advance
• Special Meetings – 24 hours in advance
• Adjourned Meetings – a regular or special meeting may be adjourned to a specific time and place (usually to continue a public hearing or other business). A special notice is required and should be posted within 24 hours of adjournment.
Brown Act Provides for Public Comments
The Brown Act mandates that regular meeting agendas allow for two types of public comment periods. The first is a general audience comment period, where the public can comment on any item of interest that is within subject matter jurisdiction of the local agency and that is not listed on the posted agenda. This general audience comment period may come at any time during a meeting.
The second type of public comment period is the specific comment period pertaining to items on the commission’s agenda. The Brown Act requires that the commission allow these specific comment periods on agenda items to occur prior to or during the commission’s consideration of that item, including consent calendar items. 16 Boards, Commissions
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Public Comments at Special Meetings: The Brown Act
requires that agendas for special meetings provide an
opportunity for members of the public to speak about any item listed on the agenda prior to the Commission ’s
consideration of that item. Therefore, for special meetings, commissions must allow public comments for items on the agenda, however (unlike regular meetings); a public
comment period for items not on the agenda is not required.
Limitations on Length and Content of Public's Comments: The Brown Act allows a legislative body to adopt reasonable regulations limiting total amount of time allocated for public testimony. In San Bernardino, the Mayor and City Council have established a typical time limit for speakers of three (3) minutes.
Commissions may not to prohibit public criticism of policies, procedures, programs, or services of the City or acts or omissions of the City. This does not mean that a member of the public may speak on “anything.” If the topic is not within the subject matter jurisdiction of the commission, the Chair should remind the speaker to direct his/her comments to only those subjects within the Commission’s purview.
Common Questions about the Brown Act
The following is intended to give commission members a broad understanding of the Brown Act. Please consult with the staff liaison, the City Clerk, or the City Attorney for more specifics.
1. What are serial meetings?
A serial meeting is any direct communication amongst a majority of the members, outside of a meeting, to develop a collective concurrence as to action to be taken on an item by the members. Serial meetings are strictly prohibited by the Brown Act.
Even though a majority of members never gather in a room at the same time, a Brown Act violation may occur if ideas are exchanged among the majority by going through any person acting as an intermediary (including staff), and/or through the use of a technological devices, e.g. telephone answering machine, computer email, or voice mail.
2. What are some examples of serial meetings?
The most common example of a serial meeting is when “Member A” calls “Member B” and then “Member B” calls “Member C,” and so on to share ideas among a majority of the commission.
Another example: A member of a five-member commission receives a letter regarding City business and writes a note on that letter that says "I agree," and then provides a copy of the letter to two other members.
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Email can also be troublesome. Here’s an example of how e asy it can be to unintentionally conduct a serial meeting: A staff member sends out via email a document in draft form for review by the commission prior to a meeting. “Member A” recommends to staff a revision and copies fellow commission members. “Member B” disagrees with the proposed change and others begin to “weigh in” on the subject.
3. This seems restrictive... aren’t there any exceptions? Of course, prohibition against serial meetings does not prohibit all communication between individuals regarding City business. The Brown Act only prohibits use of serial meetings for the purpose of "developing a collective concurrence" concerning an issue. This does not prohibit a staff person from "briefing" members provided that the briefing is limited to furnishing information, and the staff person does not solicit opinions concerning an appropriate course of action for the City and then share them among the members.
4. What’s a Quorum?
A quorum is the majority (more than half) of the total number of established members of the commission.
A quorum must be present for any business discussion or action to take place. A quorum must be present for the duration of a meeting. If a member leaves during the meeting, resulting in the lack of a quorum, no further business may be conducted and the meeting must be adjourned.
If vacancies exist on the commission, those vacant positions still count towards the quorum. For example, if one seat is vacant on a five-member body, and two members are absent there is not a quorum.
5. What are some exceptions to the Brown Act?
Commission members may attend and/or participate in the following as long as a majority of the members do not discuss amongst themselves matters that are within the subject jurisdiction of the commission:
Informational or educational workshops or conferences Community meetings, such as town hall meetings, workshops, forums, etc., not sponsored by the commission
A meeting of another body of the local agency
Social or ceremonial events.
6. Can a commission conduct a retreat?
“Team building” or “goal setting” retreats may be held, but they must be held within the City, be properly noticed, and be open to the public.
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TIPS FOR BEING AN EFFECTIVE COMMISSIONER
Understanding Your Role and Scope of Responsibility
After appointment by the Mayor and City Council, the assigned staff liaison will present new commission members with a useful binder of information about the City, which includes this handbook. In addition, the City staff member designated to serve in support of your commission will schedule an orientation appointment with you. This is your chance to learn more about City government and the scope of responsibility of the commission to which you have been appointed.
Prepare Ahead for Meetings
Most citizens understand when they apply to serve on a commission that they will be making a commitment of time to attend meetings, but many are often surprised by the amount of time it takes to prepare properly for a meeting.
Being prepared is key to making good decisions an d will strengthen the value of your Commission’s recommendations.
1. Do your homework! This involves setting enough time aside to review thoroughly and consider the entire agenda packet in advance of the meeting.
2. Agendas generally are distributed at least 72 hours in advance of the meeting. When you receive your agenda packet, read it carefully. Be prepared to discuss fully, evaluate, and act on all matters scheduled for consideration. Think about:
a. The number of items.
b. Those items that may be controversial.
c. Difficult procedural items.
d. Issues you know little about.
3. Visit any sites or facilities that will help you
understand the issues.
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4. Start a list of questions for staff.
5. Call or meet with staff before the meeting to learn more, if need be. Getting more information ahead of time may make your decision-making easier and help move the meeting. Your questions may also alert staff to issues that others may also be pondering. Advance knowledge assists staff with preparing oral reports and adequately addressing the issues during the meeting.
6. Show up on time and be ready to work.
Encourage and Honor Public Participation
Some commission meetings are well attended by the public and others are not. Nevertheless, it’s important to remember that everyone is entitled to his or her own opinions.
Some members of the public are quite used to speaking before a public body, but most are not. Individuals may address the commission to either present an issue or concern, or to speak for or against an item. This may be the first time they have ever done this, and they may find the experience intimidating. Anxiety can be expressed in a variety of ways, including aggressiveness or forgetfulness, so be patient and remember to:
1. Be fair and consistent.
2. Pay attention to all speakers and actively listen to what they are saying.
3. Ask questions for clarification, but avoid debate or “cross-examining.”
4. Be sure that your body language is not sending mixed or negative messages.
Respect Individual Viewpoints
It is important to remember to treat fellow members of your commission, staff, and the public with respect and courtesy at all times.
1. Allow others time to present their views fully.
2. Actively listen and seek to understand.
3. Avoid interrupting others.
4. Be open to new ideas.
5. Explore alternatives.
6. When necessary, agree to disagree.
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Communicate Effectively
Commission members serve as a communications link between the community, staff, and the Mayor and City Council. You provide a channel for citizen expression. Not only is it important for you to listen carefully to others, but you also need to be able to communicate effectively what you are hearing and thinking.
1. Take notes to remind yourself of questions you want to ask or important comments you wish to make.
2. Be direct, open, and forthright.
3. Provide rationale for opinions or recommendations.
4. Stay on topic.
5. Take your charge seriously, but maintain composure and keep your sense of humor.
6. When speaking to the public you are representing the majority views of your commission.
Personal opinions should be clearly identified as such.
7. Speak clearly and be sure people can hear you.
8. If you wish to communicate using electronic mail (email), use the tool wisely. It is easy to unintentionally violate the Brown Act, so certain caution must be exercised when using email.
Special Tips for the Chairperson
The chairperson’s main role is to provide the commission with group direction and to set the tone for meetings.
The Chair must balance being strong enough to move the meeting along and democratic enough to involve all members in the meeting. The effective chairperson:
1. Announces each item before discussion begins.
2. Is even-handed and fair to all participants.
3. Observes specified time limits.
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4. Protects commissioners and staff from verbal attacks.
5. Solicits opinions, feelings, and positions from all members.
6. Encourages the generation of alternative solutions.
7. Protects new thoughts from being rejected prior to fair evaluation.
8. Discourages finger pointing and blame-orientated statements or questions.
9. Keeps the discussion focused on the issue.
10. Delays evaluation and analysis of alternatives until all are on the table.
11. Guides the process of screening alternatives and selecting the solution.
12. Attempts to obtain consensus.
13. Moves the meeting along and does not let the commission drift off the subject at hand.
Public Managing Difficult Meetings
Here are some additional tips for managing any meeting, but particularly the difficult ones:
1. Establish and announce rules before the meeting begins.
2. Introduce each item and possible actions.
3. Advise speakers to address the commission and not the audience.
4. Discourage clapping and shouting.
5. Use recesses to help diffuse hostility.
6. Adhere to speaker time limits.
7. Make sure that all commission members are addressing each other, through you, and not the audience.
8. Consider continuing an item for further discussion if it appears consensus may not be reached.
22 Boards, Commissions
& Citizen Advisory Committees HANDBOOK
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Public Records Act and Public Records Retention
The state’s Public Records Act generally authorizes any person to request and receive copies of public records maintained by any state or local agency, unless the records sought are exempt from disclosure. The definition of “public record” is quite extensive and incorporates almost every conceivable sort of electronic or hard copy image, document, or communication that relates in a substantive way to the conduct of City business, that is in the possession of a public employee or official. Public records are required to be retained by public agencies under a different set of statutes for varying periods of time. Public records stored on either City or personal devices and accounts must comply with the Public Records Act and retention statutes. See the City‘s Records Retention Policy for what constitutes a public record that must be retained.
Commission members that receive records substantively relating to City business, either hard copy or electronic, at home or work, should forward them to appropriate City staff for storage and retention on the City’s system.
No commission member has a City-managed email account. Each commission member is required to forward email records pertaining to their conduct of City business, received directly or through private accounts or devices.
If a public records request is submitted to the commission the request should immediately be forwarded to the City Clerk.
City of San Bernardino
290 N D St, San Bernardino, CA 92401
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