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HomeMy WebLinkAboutboard review presentationBoard Work Session City Commission Work Session July 21, 2026 Background •2021 Board Consolidation •~ 30 boards prior (+ intergovernmental boards) •~ 16 boards after •5 “superboards” consolidated 19 boards •1 committee/board eliminated •10 remained independent •Review scope: 5 “superboards” and HPAB •Aligns with Commission Priority: Engage Meaningfully with the Community •Strengthen advisory board efficacy to ensure alignment with community goals Methods •Staff liaisons •Board chairs •Clerk’s Office •Commissioners Interviews •Current board members Survey •Experience: sat on 12+ boards; staffed boards; supervised departments with associated boards; involved in creation, restructuring, and dissolution of boards •Attended an on-boarding training; viewed other training materials •Public comment associated with Priority adoption •Review of foundational documents •Resolutions/ordinances dissolving and creating boards •2021 staff memos •Resolution 5323 •Onboarding manual •Relevant municipal code and state statutes Context Review Key Takeaways Among participants, consolidation was successful •Streamlined while continuing to address major community issues •Efficient use of staff, board member, and public time •Less confusing for the public to know where to engage •Concentrated high-quality board candidates Several opportunities for change emerged •Structural and organizational adjustments •Process and communication improvements •Modifications affecting autonomy and meaningful participation •Enhanced training, education, and expectation setting Opportunities Structure and Organization •Changes to specific boards/functions o Economic Vitality is a disparate mix of functions; recreation is an odd fit in sustainability; how is sustainability best addressed? o Community Development could remove a Commissioner as a voting member (MLUPA) •Standing vs ad-hoc boards o Housing, water, sustainability, accessibility, and pedestrian and bike safety emerged as discussion topics •Term lengths, limits, and gap in service o Vary by board; can be adjusted if not specified in statute •High -performing Boards Resolution (5323) o 9 provisions were noted for review and potential revision •Meeting components o Quorum, public comment, minutes, materials Opportunities Processes and Communication Improvements •Processes o Work plans and reporting –clear guidance, board ideation, inter-board coordination o Recruitment o Procedures –formality, ability to have work sessions •Strengthening Communication o Check-ins, joint meetings Autonomy and Meaningful Participation •Board empowerment o Commission engagement, ideation and collaboration, empowered leadership •Board operations o Shift more “work” to the board vs staff, engagement opportunities, engage earlier so impact outcomes Training and Expectations •Onboarding manual updates •Training •Expanded education and expectation setting Appendix B: Work Session Guide Discussion and Direction Requested Three overarching questions that should answer many specific considerations Discreet Direction Requested Addresses specific questions like term limits, quorum definition, changes to Resolution 5323, etc. Operational Items May require little to no discussion if agreeable; address as desired Three Questions How should the boards be structured and how formally should they operate? How should communication with the Commission and among Boards be structured? What is the "right" amount of Board autonomy; how are purpose and meaning fostered? Discreet Direction Requested Specific Boards/Functions •If any board restructuring considerations were not addressed, please provide direction here. Term lengths, limits, and gap in service •Ensure term lengths and limits and gap in service requirements align with current preferences. Meeting Components •Whether the definition of quorum should include all authorized or all appointed members •Whether to allow more than one remote participant to count toward quorum. •Whether to create summary minutes and/or establish a process to ensure the Commission is notified when a split vote or dissenting opinion occurred. Processes and Strengthening Communication •Clarify whether it is appropriate for staff to recruit members. •Remove six-month check-ins from Resolution 5323 or reinstate the practice. Trainings •Ensure Belonging in Bozeman and Effective Meetings trainings are completed or remove specific trainings from Resolution 5323. Other •If there are discreet items from Resolution 5323 listed on page 5-6 you do not feel were addressed under the "autonomy and purpose" question, please address. Any Operational Items to Discuss? Next Steps and Thank you!! Three Questions How should the boards be structured and how formally should they operate? How should communication with the Commission and among Boards be structured? What is the "right" amount of Board autonomy; how are purpose and meaning fostered? Discreet Direction Requested Specific Boards/Functions •If any board restructuring considerations were not addressed, please provide direction here. Term lengths, limits, and gap in service •Ensure term lengths and limits and gap in service requirements align with current preferences. Meeting Components •Whether the definition of quorum should include all authorized or all appointed members •Whether to allow more than one remote participant to count toward quorum. •Whether to create summary minutes and/or establish a process to ensure the Commission is notified when a split vote or dissenting opinion occurred. Processes and Strengthening Communication •Clarify whether it is appropriate for staff to recruit members. •Remove six-month check-ins from Resolution 5323 or reinstate the practice. Trainings •Ensure Belonging in Bozeman and Effective Meetings trainings are completed or remove specific trainings from Resolution 5323. Other •If there are discreet items from Resolution 5323 listed on page 5-6 you do not feel were addressed under the "autonomy and purpose" question, please address. Any Operational Items to Discuss? Next Steps and Thank you!! Items from Resolution 5323 •Section 1.4 and Appendix A Section 2A require Board Officers (Chair and Vice-Chair) to be appointed by the Commission. Boards electing their own Officers is a common practice to consider. •Section 2.3 states Boards should communicate with the Commission only through approved minutes, work plans, progress reports,or formal Considerations/resolutions voted on by the Board. •Section 2.6 requires adherence to the "One Body, One Voice" principle. •Section 3 Norms of Behavior has several redundant statements about not directing staff. A single clear reference may suffice. •Section 3.3.c addresses debating staff judgement and could be re-worded to foster trust and respect and avoid discouraging healthy debate. •Section 3.3.h has redundancies with other sections and to some seems extensive; this section could be replaced with something succinct and clear such as "Board interactions with staff during board meetings shall remain professional and respectful." •Section 3.3.ii prohibits board members from attending public meetings called by staff unless requested by the City Manager. •Appendix A Section 4B allows a majority of the board to remove an agenda item. Under Section 4D, a majority of the board has the ability to call a special meeting. Thus, it makes sense that in Section 4B a majority of the board could also request an item to be added to an agenda (and addressed after the proper notice period –such that the board could vote to address an item at the next meeting, etc.) •Appendix A Section 5E states that subcommittees shall only be formed with the express authorization of the City Commission and limits their duration to six months or until the completion of an assigned specific task. The presence of these dual timeframes can cause confusion. Although some dislike the stringent control of subcommittee formation, it is in alignment with the City's Charter which states "Subcommittees of existing boards …may be appointed by the City Commission without the necessity of public solicitation."