At a September 1999 Council study session, staff presented to Council some conceptual ideas in examining ways to strengthen the Boards and Commissions program. Staff indicated a workplan will follow which is designed to work towards the goal of cultivating a stronger boards and commissions program where:

- Enthusiastic members are engaged and committed to the City and the community

- Members communicate and share community concerns with Council, members and staff

Additionally, efforts to strengthen and improve the program will include how to retain current members; better tap the talents and skills of members; develop high quality training program for staff; and strengthen staff-member and Council-member relations.

This workplan outlines how the above will be addressed in a multi-year plan. They incorporate the many suggestions raised by Council and the Executive Leadership Team. The workplan is divided into four different areas:

• Improving Image & Perception
• Recruiting the Ideal Candidates
• Developing & Fostering an Outstanding Service Experience
• Strengthening Staffing Support

Last summer, staff brought to Council and the Executive Leadership Team (ELT) conceptual ideas to strengthen the Boards and Commissions Program. These improvements are targeted to address specific issues which include the public's general lack of understanding about the role and expectations of the boards and commission members as advisors to the City Council; poor retention rate of members; a small candidate pool, often not reflective of the community; and the need for uniform staff support to members in order to provide quality feedback and advice to Council.

Based on feedback from the ELT and from the Council, staff made recommendations on how to address these issues.

Four areas were identified as areas to strengthen and improve.

• Improving Image & Perception
• Recruiting the Ideal Candidates
• Developing and Fostering an Outstanding Service Experience
• Strengthening Staffing Support

One of the frequent concerns raised was that of the image and perception of the City's boards and commissions. Often the work of the boards and commissions is not understood by the public and/or the public is unaware of their work. This lack of understanding means that the public often doesn't realize that through the boards and commissions they have an avenue of communication with the City and with the City Council. Additionally, this misunderstanding adds to potential applicants' reluctance to apply to serve on a board or commission.

In order to address and correct some of these misperceptions, improvements in this will focus on:

• better educate and inform the public, members, staff about service on a board or commission on an on-going basis, utilizing internal and external media
• highlight outstanding examples of boards and commissions work efforts
• more timely recognition of boards and commissions members contributions

• Articles in the Quarterly Report

• Improved promotion of public meetings

• Uniform identification

Finding the right commissioner is critical to the success of the commission as well as retaining great commissioners. Over the past few years, the attrition rate of commissioners has been increasing and the candidate pool has not always been as bountiful or as diverse and reflective of the community as desired. Examination of the following was recommended by the Council and ELT:

• Review term lengths and/or composition of boards and commissions. Many people shy away from applying because they feel they cannot make a commitment as long as four years. Additionally, some feel that perhaps the commissions need not be as large as they are currently.
• Examine eligibility requirements of members. Some members want to continue service to the City on a different board or commission upon completion of their current term, however, policy prohibits certain instances of this. Additionally, eligibility of relatives of City employees will be examined.
• Develop recruitment strategy and improved marketing tools. By developing a comprehensive strategy we may be able to more effectively reach those segments of our community that are not currently applying for a board or commission, as well as raise the awareness that the City encourages citizen participation at all levels.

All of these issues will be addressed through the best practices study slated for September 2000. (See planned below).

• Brochures

• Improved advertisement design

The City recognizes that boards and commissions members all serve as volunteers and that their commitment is critical to our community. As such, by offering better orientation and training and development of boards and commissions members, providing on-going opportunities to meet with Council, staff and the public, and keeping them apprised of City and Council issues, we can ensure a positive and rewarding experience for all. We also want members to know and feel that the City appreciates their service and looks for opportunities to recognize them for their volunteer leadership and service. Additionally, the City will offer training and seminars to those who would like to hone their leadership skills as well as engage in thoughtful discussion about their roles and responsibilities as community stewards.

Although members are appointed to service by the City Council, members often do not have many opportunities to meet with Council. Additionally, Council's understanding of the work of the boards and commissions is often dependent on the timely submission of the commission's meeting minutes. Hence, in order for Council and members to get to know each other there need to be opportunities for the two groups to meet, formally and/or informally to better understand each other and their roles. This is true as well for staff and members.

• Staff has often inherited their roles as support to Boards and Commissions with little to no formal training or provided with a manual or guidebook. In order to make such transitional legacies smoother and to accurately answer typical questions about procedure and protocol, staff will develop a how-to guidebook. The guidebook project will include:

• Review and Update of Council policies, Charter references
• Development of uniform templates and schedule for standard public notices (agendas, minutes, workplans, etc.)
• Questions and Answers to standard Council procedure and protocol
• Development of a user-friendly roster of staff and resources who are involved in any aspect of boards and commissions
• Clarification of Roles and Responsibilities of staff, members, and Council
• Review of Recruitment Process – application forms, supplemental questionnaires, recruitment information presentations, interview process, eligibility requirements, appointment process, etc.
• How to handle resignations, attendance issues
• Orientation of new members
• Summary of Public Meeting Laws & Sunnyvale’s Code of Ethics
• General information about all boards and commissions

Current staff from all boards and commissions, Deputy City Clerk and City Attorney will be involved in developing this guidebook as well as any training involved. Distribution and training completed by January 2001.

Most of the above mentioned work efforts should be covered in normal operating expenses. Some materials will be covered with a grant received from the Packard Foundation sought and received specifically for strengthening the Boards and Commissions Program.

Publication of the agenda.

Prepared by:

Sophie C. Horiuchi
Administrative Assistant

Reviewed by:

Amy Chan
Assistant City manager

Approved by:

Robert S. LaSala
City Manager