Cities and counties have benefited from appointed resident advisory commissions and boards for more than a hundred years. For many municipalities, these advisory bodies are an essential feature of civic engagement, actively involving residents with subject matter interests and expertise in the process of governing.

These appointed bodies can span a wide range of topics and issues. They can work through detailed and complex issues or programs, freeing the elected body to focus on providing policy direction. Most commissions and boards are exclusively advisory to the elected bodies. But some, such as planning commissions and architectural review boards, also have quasi-judicial authority on land-use applications. Commissions and boards serve important functions in local policy and programs.

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

Some local governments have as few as a half dozen commissions or boards 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.

But what happens when advisory bodies go off the rails? The following are seven scenarios that can happen:

1. The commission or board meanders off into issues and policies of little interest to the elected body.
2. Conflicting personalities or individual hobbyhorse projects lead to in-fighting among commissioners.
3. The commission or board becomes an advocacy body and criticizes elected officials and/or staff publicly and becomes a political platform for those seeking elected office.
4. Attendance declines and quorums become difficult on the advisory body because their recommendations are rarely sought or heeded by the elected officials.
5. Members of the commission or board have private discussions or meetings and make decisions in violation of open meeting/sunshine laws.
6. Commissioners or board members begin to give unreasonable direction to the staff outside their role, do their own research, or ask for a budget to hire consultants of their own since they say they cannot rely on staff.
7. Individual elected officials provide direction or feedback to commissioners or board members that influences the work plan of the advisory group.

What can city and county governments do to get the best out of their appointed boards and commissions? Here are some steps that can help:

Conduct Annual Training

Regular training on mission, roles, protocols, legal guidance, and expectations can help all advisory body members be and do their best on behalf of the local government. If you have support from your elected body, consider making attendance mandatory, which can help with accountability. The training should include:

• Purpose and role of the commissions.
• Reporting structure, role, and limitations on use of staff resources.
• Open meeting laws, conflict of interests, proper handling of public records, and ethics.
• Meeting protocols and expected norms of behavior of advisory body members.

Establish a Clear 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 what the elected body will be doing with the advice received. The work it does should remain focused on this mission. An elected body liaison may be helpful in reinforcing the mission and work plan of the advisory body.

Be Intentional About Recruitment and Selection

There should be well-established guidelines for recruiting, vetting, and selecting commissioners and board members. Generally, the city or county should seek applicants widely and value those representing different aspects of the community served, as well as those with interests and expertise on the subject commission or board. Getting the right mix of commissioners or board members can greatly enhance effectiveness. Term limits should be addressed and criteria established for removing a commissioner or board member if they miss too many meetings or conduct themselves inappropriately as representatives of the larger organization.

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 elected body. Having a clear understanding of this— and that the elected body may or may not take the advice offered—is important to the effective functioning of the advisory board. Consider creating a handbook or guide that documents the role, policies, and expectations.

Clarify the Role of Staff

Staff support the advisory boards and commissions but are not directed by them. Staff report through supervisors and ultimately to the city manager, county administrator, or executive. Staff typically create agendas and supporting documents, but rarely do work outside of that limited arena on behalf of an advisory board.

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 match what is needed by the elected body and what the staff can feasibly support. It can be helpful for the elected body to approve the work plan. Boards and commissions do not operate independently outside the bounds of the mission and expectations of the elected body.

Establish 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 know and understand expectations regarding how they behave toward the public, each other, and staff. This should also include being clear on who speaks for the commission and under what circumstances. There should be a mechanism in place to make corrections if commissioners act outside of norms and protocols.

Provide Guidelines for Being on Camera

Particularly if the board/commission meeting is being shown on camera (televised or via Zoom), provide guidelines for members to follow and train them in being “camera-ready.” The guidelines should address issues such as eating or drinking at the dais, speaking clearly into the microphone, paying attention, and other behaviors.

Establish Meeting Protocols

Ensure that the board/commission chair understands and follows Robert’s 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, how to deal with disruptors, and other specifics.

Practice Continuous Improvement

This comes in a variety of forms:

• 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, if staff time is being used appropriately, and other factors.

• Review practices and protocols for streamlining opportunities. Are meetings running long? Are members prepared? Can some staff reports be reduced or eliminated?

• Are there online or in-person training or conferences that would benefit commissioners/board members? If so, consider enrolling or sending some each year.

• If feasible, involve the elected body in the continuous improvement process. If updates or changes are identified, it can be difficult for staff to implement them alone. By gaining consensus from and involving the elected body in the process, change can sometimes happen more easily.

Practice Routine Care and Feeding

Volunteer members of a city or county’s advisory bodies should be shown appreciation each year for their service to the local government. The elected body and executive staff can highlight each board’s or commission’s contributions for the year at an informal reception, luncheon, or other venue.

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

JAN PERKINS, ICMA-CM, is vice president of Raftelis, a local government management consultant and facilitator, retired city manager, and a believer in good government and in the city management profession. (jperkins@raftelis.com)

ROD GOULD, ICMA-CM, is senior advisor of Raftelis, chairman of the board of HdL Companies, a former ICMA Executive Board member, retired city manager, consultant, and supporter of all those who toil in local government service. (rodgould17@gmail.com)

NANCY HUNT-COFFEY is city manager of Beverly Hills, California. (nhuntcoffey@beverlyhills.org)