The Ad Hoc Committee on Best Practices in Northampton Decision-Making presented its draft recommendations to the Northampton City Council in December. The draft recommendations are now subject to a 90-day public comment period and must be finalized no later than March 4, 2009. More information about the process is available at: www.northamptonma.gov/bestpractices.
A public forum seeking comment on the draft recommendations has been scheduled for Wednesday, February 11, 2009 at 7:00 PM in the J.F.K. Middle School Community Room. Comments can also be e-mailed to: northamptonbestpractices@googlegroups.com.
1. Develop written protocols for conducting various types of public meetings for City committees, departments, and other decision-making bodies. Consider the following:
· Publicly posting for each year a list of all regularly scheduled meetings and making an easy-to-understand, timed agenda available to the public prior to each one.
· Making the rules governing committees and their processes available to the public.
· Informing the public, especially key stakeholders, about specific meeting agenda items that could have significant community impact.
· Appropriate committees and/or departments should conduct public education efforts on significant project or policy decisions, including making publicly available all relevant documents and conducting informational sessions.
· Holding meetings in an appropriate sized and accessible venue, particularly for issues that may generate significant public turnout.
· Slow down or restart the decision-making process if public outreach/input is incomplete or unsuccessful.
· Meeting chairs should welcome public attendees, orient them to both the agenda and committee rules/practices, and make meetings as interactive as reasonably possible.
· Developing online or through meeting sign-up sheets a contact list of residents who have expressed interest in receiving information about the work of a committee.
· Creating and make available (website, libraries, etc.) an up-to-date, detailed list of accessible meeting sites for civic and community groups together with written, consistent fair usage policies governing the use of city-owned buildings (e.g. senior center, schools, etc.) and spaces.
2. The City should assume an ongoing responsibility for explaining the detailed functions and processes of municipal government. Consider the following:
· Create a “Citizens Guide to Northampton City Government” summarizing key aspects of how our government is organized and the processes through which decisions are made. A separate citizen guide focusing specifically on development and zoning issues may also be considered.
· Continue and expand “cityschool” and consider a video version for a wider reach.
· Create a “public information” staff position with a mandate to inform and educate the public as early as possible about significant new initiatives or changes in policy or governance. This staff person could also run an ongoing “cityschool” program, help advertise board openings, manage the City’s web site, and staff a re-formed Citizens Advisory Committee (see Recommendation 8) or ongoing Best Practices Committee.
· Collaborate with neighborhood groups/associations to maximize education and communication.
· Provide a standard, comprehensive orientation and training for all committee appointees.
· Expand Northampton Community Television (NCTV) coverage of city government.
3. The Mayor, Finance Committee, and Finance Director should assume an ongoing responsibility for explaining the City’s annual budget in detail. Consider the following:
· Build a formal public education and input component into the budget process.
· Make all financial and budgetary documents generated by the City easily accessible, including salaries, budget requests, line item budgets, monthly line item updates, internal transfers of money or property, external and internal audit reports, all contracts over $5,000, collective bargaining agreements, and a detailed capital budget plan illustrating current and proposed indebtedness.
· The Superintendent of Schools and the School Committee should build a formal public education and input component into their budget process and make a detailed, line item budget available to the public.
· The Board of Public Works, working with the DPW Director, should build a formal public education and input component into their budget process that includes line item expenditures and a clear explanation of the enterprise funds they oversee.
4. The City of Northampton should improve its website to be more user-friendly, ensure greater consistency in the posting of public documents (e.g. agendas, minutes, committee reports, etc.), and increase its overall effectiveness for public communication. Consider the following:
· An easily accessible calendar function listing meetings of all Northampton governmental bodies with links to supporting documents, minutes and current agendas.
· Expanding ways for interested citizens or groups to “sign up” electronically to receive agendas and minutes for any board or committee. Investigate implementing “Really Simple Syndication” (RSS) feeds to automate the process.
· Individual committee or departmental pages should include organizational descriptions, mission statements, contact information for the members and staff, as well as any written rules or standard practices for each body, including information about public input practices for each organization and/or type of meeting. Any legal requirements for particular meeting types could be pointed out as well.
· The website should complement the City’s efforts to educate citizens about their government by including access to the information referenced in earlier recommendations (e.g. Citizens Guide to Northampton Government, budget materials, etc.).
· Post a permanent “Volunteers Wanted” feature on the homepage with a direct link to information about committees and positions filled by appointment, current vacancies, how to apply, a volunteer application form, and other relevant information.
5. Review and, if necessary, revise current procedures for making appointments to City committees, boards, commissions, and other positions to ensure that the process is clear, consistent, and democratic and that appointments reflect the diversity of the community. Consider the following:
· Make information on the current membership and appointed terms for each committee, board, and commission more accessible to the public.
· Inform the public in advance about board vacancies and develop an ongoing outreach process to recruit a pool of applicants reflective of the diversity of the community.
· Each committee should have a clear description of the roles and responsibilities of its members as well as desirable skills and knowledge for committee members.
· Limits on terms and multiple appointments should be evaluated and considered for committee appointments.
· The City Council exercising greater oversight of the appointments process via its Committee on Appointments and Evaluations.
· A citizen committee, perhaps a revitalized Citizens Advisory Committee or an ongoing Best Practices Committee, could play a role in evaluating appointment procedures and practices.
6. Commission an independent review of the Office of Planning and Development. Consider the following:
· The Office of Planning and Development (OPD) is among the City’s most active government agencies involved in a broad array of planning efforts, projects, and decision-making processes having a significant impact on the public.
· The OPD was the subject of significant public comment and discussion – both favorable and critical – at the Committee’s meetings and public forums.
· Given this level of public interest and debate, providing the Office of Planning and Development with an opportunity for an independent review of its organization and practices conducted by consulting professionals could benefit both its staff and the City as a whole.
· Based on input gathered by the Committee, some items for evaluative study may include: role of staff vis-à-vis committee members in conduct of meetings and interaction with public; policy and procedure development and decision-making; timing, role, and engagement of citizens in public review and participation; training/education for staff and committee members on best practices in planning with an engaged public; identifying opportunities to educate the public without unduly burdening limited staff resources.
· Other major departments (DPW, Fire Department, Assessors, etc.) have greatly benefited from similar external reviews, serving to affirm their strengths and constructively identify areas for improvement.
7. Create a Vision/Mission Statement for city government that prioritizes citizen engagement and participation, ethical behavior, and best practices in decision-making. Consider the following:
· Adopt a City Council resolution publicly affirming Northampton ’s ongoing commitment to these important issues and ideals and circulate this resolution among all city employees, officials, boards, and committees.
· Adopt a local public ethics ordinance similar to those currently being developed for state government and in other municipalities.
8. Designate a standing committee to continue the work begun by the Ad Hoc Committee on Best Practices to improve city decision-making and promote public participation. Consider the following:
· Review and revise the currently unutilized “Citizens Advisory Committee” ordinance established under Chapter 22, Article II of the Northampton Code of Ordinances and revitalize the CAC.
· Create a permanent Best Practices Committee that could conduct public outreach and, ongoing research, and make recommendations to the Mayor and City Council.
9. Review City Council rules and procedures, and City ordinances, in relationship to best practices goals and guidelines. Consider the following
· Access to adequate resources for research and support services.
· Providing independent legal counsel.
· Review Council Rules, including alternative approaches to facilitating public comment and feedback at City Council meetings.
10. Initiate a comprehensive review of the City Charter both to see if general modernization of the document is warranted and to examine several areas of expressed public concern about our current structure of government. Consider the following:
· The role of the Mayor in City Council and School Committee meetings (e.g. chairing meetings, setting agendas, etc.)
· City Council powers and responsibilities.
· Committee composition and appointment authority.
· Term-limits for elected officials
