Getting the best out of your advisory boards and commissions

Members of these advisory bodies can also serve as a pipeline for elective office as vacancies occur. By serving on a board or commission, residents can learn about local government policies and processes from the “inside.”

Some local governments have as few as a half dozen, and others can have 15 or more. Regardless of the number, optimizing their time and value is important to the elected officials who appoint them, to the board and commission members themselves, and to the staff who support their work.  

What can city and county governments and special districts do to get the best out of their appointed boards and commissions?

1. Be clear on the mission. Each board and commission should have a written, clear statement of its purpose, its reason for existence. This is the strategic link between their work and the governing body’s use of the advice received. The work it does should remain focused on this mission.
2. Be clear on the role. Most boards and commissions are advisory. In most cases, they do not make decisions but rather give their best advice to the governing body.  Having a clear understanding of this and of the fact that the governing body may or may not take the advice offered is important to the effective functioning of the advisory board.
3. Understand the role of staff. Staff support the boards and commissions, but are not directed by them. Staff report to the city manager, county administrator, or executive. Staff create agendas and supporting documents, but typically do not work outside that limited arena.  
4. Have a work plan. Provide guidance to the board/commission on what they will be working on for the year (or multiple years), in line with the mission. The work plan should align with the governing body's needs and be within the staff's feasible support. Boards and commissions do not operate independently of the mission and expectations of the governing body.  
5. Respect norms of behavior. City and county governments typically have a set of norms or a code of ethics that is expected of governing body members and staff, which should apply to all board and commission members. Ensure these members understand and meet expectations regarding their behavior toward the public, each other, and staff.  
6. Know the guidelines for being on camera. If the board/commission meeting is being shown on camera (Zoom or televised), are members aware of how they come across? Do they know not to eat or drink at the dais? Provide guidelines for members to follow and train them to be “camera-ready.”
7. Follow meeting protocols. Ensure that the board/commission chair understands and follows Roberts Rules of Order or other protocols expected by the city/county government. This involves speaker time limits, how to conduct public processes, motions, and seconds, and other specifics.  
8. Follow legal guidance. A county counsel or city attorney can provide guidance on conflicts of interest, voting, public records, open meeting laws, and other legal requirements for advisory bodies.
9. Practice continuous improvement. This comes in a variety of forms:
   1. Implement a “sunset review” every five years (or other interval) to require an evaluation of the continuing need for each advisory body, how they are organized, whether there is duplication of effort, utilization of staff time, and other factors.  
   2. Review practices and protocols for streamlining opportunities. Are meetings running long? Are members prepared? Can some staff reports be reduced or eliminated?
10. Conduct periodic training. Annual training on mission, roles, protocols, legal guidance, and expectations can help all advisory body members perform at their best on behalf of the local government.  

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Boards and commissions can add resident perspectives and enhance a governing body’s decision-making. They can serve as a community leadership pipeline and expand the knowledge base of local government among a dedicated set of volunteer residents. Clarity of mission, roles, and protocols helps make the best use of the time volunteered by these appointed advisory bodies.