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Item 4C (2)M E M O R A N D U M May 30, 2012 To: Shana Yelverton, City Manager From: Ben Thatcher, Assistant City Manager Subject: Consent Agenda Item 4C, Consider approval of Boards and Commissions Manual. Action Requested: City Council approval of the proposed Boards and Commissions Manual. Background Information: The Boards and Commissions Manual is an initiative that City Council requested for development at the 2011 Winter Workshop. As part of the Boards and Commissions Management Plan the City Council expressed a desire to create a code of conduct for all the City’s boards and commissions. Along with the code of conduct the Board and Commission Manual also includes other pertinent policies and guidelines. Components of the Boards and Commissions Management Plan that this document addresses are standardizing expected behavior of boards, communicating requirements, and introducing operational background information. The Board Manual has gone through many different versions with City Council’s input since January 2011, and the actual agreed upon areas of focus for the proposed version includes: 1. Guidelines for Board Members (eligibility requirements, representation responsibilities, relationship with other boards) 2. Introduction to City Government (overview of roles of City Council, City Manager, working with staff, and understanding the City’s strategic management system and comprehensive planning efforts) 3. General Information (enforcement of policy, attendance expectations, working with staff liaison, orientation and training, budget, and open records) 4. Meeting Responsibilities (seeking public input, notice requirements, open meetings, executive sessions, quorum responsibilities, chair responsibilities) 5. Conflict of Interest Guidelines (contracts with the City, disclosure of confidences, gifts and favors, political activities, discrimination and harassment) Once adopted, each sitting and newly-appointed board, commission or committee member will receive the document as well as training on its contents. Financial Considerations: N/A Strategic Link: This document aligns with the City’s strategy map with the Focus Area of Partnerships and Volunteerism and the corporate objectives of C5- Promote opportunities for partnerships and volunteer involvement, L1 Ensure our people understand the strategy & how they contribute to it, L2-Enhance leadership capabilities to deliver results, and L5-Empower informed decision-making at all levels in the organization. Citizen Input/ Board Review: City Council has weighed in on this document several times over the last 18 months. Legal Review: This document has been reviewed by the City Attorney’s Office. Attachments: Proposed Boards and Commissions Manual Ý Í ×ÌÇÑÚÑËÌØÔßÕÛ Þ ÑßÎÜÍ ßÒÜ Ý ÑÓÓ×ÍÍ×ÑÒÍ Ó ßÒËßÔ Í±«¬¸´¿µ» Ý·¬§ Ý±«²½·´ Ó¿§±® Ö±¸² Ì»®®»´´ Ð´¿½» î Ð´¿½» ï Ý¿®±´§² Ó±®®· Ó¿®¬·² Í½¸»´´·²¹ Ó¿§±® Ð®± Ì»³ ñ Ü»°«¬§ Ó¿§±® Ð®± Ì»³ ñ Ð´¿½» ì Ð´¿½» ë Ð´¿½» í Ð´¿½» ê ß´ Æ·¬± Ö»ºº É¿²¹ Þ®¿²¼±² Þ´»¼±» Ð¿³»´¿ ßò Ó«´´»® Ñ«® Ó··±² IV WWW.CITYOFSOUTHLAKE.COM Ì¿¾´» ±º Ý±²¬»²¬ ïï ïí ïí ïì ïì ïë ïë ïë ïê ïê ïé ïé ïè îï îí îí îì îç íï íï íï íî íî íí íí íì íé íç íç íç ìð ìð ìð ìí ìë ìë ìë Ì¿¾´» ±º Ý±²¬»²¬ ìë ìê ìê ìé ìç ëï ëï ëî ëë Þ Þ ß Ë×ÔÜ×ÒÙÑßÎÜÑÚÐÐÛßÔÍ Ý Ý ú Ð Ü Î×ÓÛÑÒÌÎÑÔÎÛÊÛÒÌ×ÑÒ×ÍÌÎ×ÝÌ Ö Ë Ý Ñ×ÒÌÌ×Ô×ÆßÌ×ÑÒÑÓÓ×ÌÌÛÛ Ô Þ ×ÞÎßÎÇÑßÎÜ Ó Ì Ý ÛÌÎÑÐÑÎÌÛÛÒÑËÎÌ Ð ú Î Þ ßÎÕÍÛÝÎÛßÌ×ÑÒÑßÎÜ Ð ú Æ Ý ÔßÒÒ×ÒÙÑÒ×ÒÙÑÓÓ×ÍÍ×ÑÒ Í ß Ý ÛÒ×ÑÎÜÊ×ÍÑÎÇÑÓÓ×ÍÍ×ÑÒ Í ß Ý ÑËÌØÔßÕÛÎÌÍÑËÒÝ×Ô Í Þ Ý ÑËÌØÔßÕÛËÍ×ÒÛÍÍÑËÒÝ×Ô Í Ð Ü Ý ÑËÌØÔßÕÛßÎÕÍÛÊÛÔÑÐÓÛÒÌÑÎÐÑÎßÌ×ÑÒ Í Ð × Ò øÍÐ×Ò÷ Í Ý ÑËÌØÔßÕÛÎÑÙÎßÓÚÑÎÌØÛÒÊÑÔÊÛÓÛÒÌÑÚÛ×ÙØÞÑÎØÑÑÜÍÌßÒÜ×ÒÙÑÓÓ×ÌÌÛÛ Í Ç ß Ý ÑËÌØÔßÕÛÑËÌØÝÌ×ÑÒÑÓÓ×ÍÍ×ÑÒ Í Ð ß Î Ñ Õ ÌËÜÛÒÌÍßÒÜßÎÛÒÌÍÙß×ÒÍÌ×ÍÕÍÌÑËÎ×ÜÍ Ì × Î Æ Þ ßÈÒÝÎÛÓÛÒÌÛ×ÒÊÛÍÌÓÛÒÌÑÒÛÑßÎÜ Æ Þ ß ÑÒ×ÒÙÑßÎÜÑÚÜÖËÍÌÓÛÒÌ BOARDS COMMISSIONS board has the authority to grant relief to the literal enforcement of provisions of the Zoning Ordinance on a case-by- case basis provided that the board finds that the variance will be in harmony with the general purpose and intent of the zoning ordinance,will not be injurious to the neighborhood or detrimental to the public welfare, and if the applicant can demonstrate: • That special conditions and circumstances exist which make the land, structure or building unique from others in the same district. • That literal interpretation of the Zoning Ordinance would deprive the applicant of rights commonly enjoyed by others in the same district. • That special conditions and circumstances do not result from the actions of the applicant.The hardship cannot be self-created. • That granting of the variance will not confer on the applicant any special privilege that is denied by the ordinance to others in the same district. X WWW.CITYOFSOUTHLAKE.COM Þ ÑßÎÜßÒÜ Ý Ó ÑÓÓ×ÍÍ×ÑÒÛÓÞÛÎ Ó ßÒËßÔ Þ ÑßÎÜßÒÜ Ý ÑÓÓ×ÍÍ×ÑÒ Ó ÛÓÞÛÎ Ù Ë×ÜÛÔ×ÒÛÍ Ù«·¼»´·²» Ù«·¼»´·²» É ÛÔÝÑÓÛ Û Ô×Ù×Þ×Ô×ÌÇ Ù«·¼»´·²» Î Þ Ó ÛÏË×ÎÛÓÛÒÌÍÚÑÎÑßÎÜÛÓÞÛÎÍ Î Þ ÛÐÎÛÍÛÒÌßÌ×ÑÒÑÚßÑßÎÜ Ù«·¼»´·²» Ð Î Þ ÑÔ×ÝÇÑÔÛÑÚÑßÎÜÍ Ë Ð Î ÍÛÑÚËÞÔ×ÝÛÍÑËÎÝÛÍ Î Ñ Ó ÛÔßÌ×ÑÒÍØ×ÐÉ×ÌØÌØÛÎÛÓÞÛÎÍ Ù«·¼»´·²» Î Ñ Þ ÛÔßÌ×ÑÒÍØ×ÐÉ×ÌØÌØÛÎÑßÎÜÍ Î Í ÛÔßÌ×ÑÒÍØ×ÐÉ×ÌØÌßÚÚ Ù«·¼»´·²» Î Ó ÛÔßÌ×ÑÒÍØ×ÐÉ×ÌØÛÜ×ß Í Ý Ê ÑËÌØÔßÕÛÑÎÐÑÎßÌÛßÔËÛÍ ×²¬»¹®·¬§ ó ×²²±ª¿¬·±² ó ß½½±«²¬¿¾·´·¬§ ó Ý±³³·¬³»²¬ ¬± Û¨½»´´»²½» ó Ì»¿³©±®µ ó Ù«·¼»´·²» Û Ý ÚÚÛÝÌ×ÊÛÒÛÍÍØÛÝÕÔ×ÍÌ Ù«·¼»´·²» Ù«·¼»´·²» Þ ÑßÎÜßÒÜ Ý Ó ÑÓÓ×ÍÍ×ÑÒÛÓÞÛÎ Ó ßÒËßÔ × ÒÌÎÑÜËÝÌ×ÑÒ ÌÑ Ý Ù ×ÌÇÑÊÛÎÒÓÛÒÌ CITY GOVERNMENT INTRODUCTION 22 WWW.CITYOFSOUTHLAKE.COM Ý Ý ×ÌÇÑËÒÝ×Ô Ý Ó ×ÌÇßÒßÙÛÎ Ý±«²½·´ ñ Ó¿²¿¹»® Ú±®³ ±º Ù±ª»®²³»²¬ Ý ó ÐÓ ó ß ÑËÒÝ×ÔÑÔ×ÝÇßÒßÙÛÎÜÓ×Ò×ÍÌÎßÌ×ÊÛ Í Ð Þ ÌÎßÌÛÙ×ÝÔßÒÒ×ÒÙßÒÜËÜÙÛÌ×ÒÙ CITY GOVERNMENT INTRODUCTION subsequent revisions, is the City's adopted comprehensive plan with broad goals and guiding principles. It is intended to be implemented over time and to be updated to fit our needs as the City changes. The Plan's elements(i.e. Parks and Open Space, Pathways,Thoroughfare, etc.) look at what is necessary from a resource perspective to achieve desired aspects of the comprehensive plan.Once approved, each department develops an annual business plan and budget to address these priorities. Establishing an important tie between strategy and resource allocation is fundamental to effective public budgeting. Southlake has worked hard to connect the strategic management system and all its comprehensive planning elements to its budget process.The budget year begins in October with a citizen survey(conducted every two years), and then a meeting with City Council in January to review the strategic direction,followed by the creation of departmental business plans in April and budget development in August. In summary, effective boards need to understand that the City Council sets the organization's strategy and adopts the comprehensive plan elements which then drives each department's work plan. The board's role is to support the City Council in its efforts to achieve these desired results.The work of the City must necessarily flow from this direction. WWW.CITYOFSOUTHLAKE.COM 25 Ii1��1�r11fi7111i11�ia111l��:��Y�rllifi�lNli�ilirr� �14p1s1��1N11-1771riw�w��lillr�M11M1��`��Aiy��rr�� .. 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