City of Culver City, California
Agenda Item Report
RECOMMENDATION:
Staff recommends that the City Council discuss the subject of City Council
subcommittees and processes for the creation, selection of members, charge/duty,
meetings, and sunsetting of such subcommittees.
DISCUSSION:
The City Manager has provided (in the attached memorandum) recommendations
related to the City Council’s various subcommittees.
ATTACHMENTS:
1. Memorandum from the City Manager to the Honorable City Council related to
City Council Subcommittees.
MOTIONS:
That the City Council:
Discuss the recommendations from the City Manager related to the City Councils
various subcommittees and direct the City Manager as deemed appropriate.
Meeting Date: 01/11/10 Item Number: D-2
CITY COUNCIL AGENDA ITEM: Discussion of the Subject of City Council
Subcommittees and Processes for the Creation, Selection of Members,
Charge/Duty, Meetings, and Sunsetting of such Subcommittees
Contact Person/Dept.: Mark Scott Phone Number: 310-253-6000
Fiscal Impact: Yes [] No [X] General Fund: Yes [] No []
Public Hearing: [] Action Item: [] Attachments: []
Commission Action Required: Yes [] No [X] Date: ________________
Public Notification: (E-Mail) Agenda and Meetings – City Council (01/06/10)
Department Approval:
Martin R. Cole (01/06/10)
City Attorney Approval:
Carol A. Schwab (by H. Baker) (01/06/10)
City Manager Approval:
Mark Scott (01/06/10)
9770 CULVER BOULEVARD CULVER CITY, CA 90232-0507
INTEROFFICE MEMORANDUM
DATE: 01/11/10
TO: Honorable City Council Members
FROM: Mark Scott, City Manager
SUBJECT: RECOMMENDATIONS RE CITY COUNCIL SUBCOMMITTEES
The purpose of this memorandum is to address the topic of City Council
subcommittees and to recommend a structure for the future.
My general comment about subcommittees is that they are a useful tool in many
circumstances, and particularly when there is agreement in advance concerning
the charge and scope of the subcommittee. It is important that we understand
the working relationship between the subcommittee, the Council as a whole, and
the City Manager.
I agree with City Council input that City Council subcommittee meetings should
be conducted with public notice, with meeting agendas, and with meeting notes
as follow-up. The meeting notes should be transmitted to the full City Council,
and members of the subcommittee should have an opportunity at a future City
Council meeting to bring the full membership up to date.
Intergovernmental Assignments
Before addressing regular City Council subcommittees, I want to distinguish them
from a City Council’s “intergovernmental assignments.” In the past, we have
listed these on the same list as regular subcommittees. I think they are different
and should be understood accordingly.
I do not look upon the intergovernmental assignments as being “subcommittee”
assignments. They are representational appointments made by the City Council
and/or by an official or board of the outside agency involved. Sometimes the
appointments are independent of the City Council; sometimes they require
appointment or confirmation by the City Council. Most of the appointments call
for a single member, and occasionally an alternate. The role is somewhat
different than a subcommittee role. Subcommittees always involve two
members, and do not involve individual voting or representational authority.
The biggest challenge for a City Councilmember serving on an intergovernmental
board is to participate (and vote) in a manner that (a) reflects the interests of the
City and (b) honors the board responsibility to the agency itself. In this world of
increasing scrutiny of the role and performance of any nonprofit board member, it Page 2 of 6
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is a good idea to seek regular and clear advice from legal counsel when any
potential of conflict arises. Some board assignments have relatively clear roles
and scopes. For instance, all of the Westside COG board members represent
their cities. It is fair to say that the COG board members have an obligation to
vote in accordance with their City Councils’ policy direction.
On the Expo Board or Santa Monica Bay Restoration Commission, however,
there are substantial financial and contract decisions involved that may not allow
explicit direction from the respective City Councils. In fact, in some cases, such
boards include members who are not governmental representatives. The
potential for “role conflict” is larger on such boards, so it may require greater
caution.
Based upon the most recent actions of the City Council (or outside board if
appropriate), our current intergovernmental assignments include:
Westside COG Board – Scott Malsin, (Micheál O’Leary, Alternate)
o COG Technical Committee on Transportation (O’Leary)
o COG Technical Committee on Sustainability (Malsin)
Expo JPA – Scott Malsin, (Micheál O’Leary, Alternate)
Sanitation District Board – Andy Weissman, (Scott Malsin, Alternate)
SCAG Governing Board – Gary Silbiger (Micheál O’Leary, Alternate)
SCAG CHED – Scott Malsin
SCAG Transportation – Micheál O’Leary
Santa Monica Bay Restoration Commission – Micheál O’Leary (as an
Board elected rep.; not a City Council appointment)
Independent Cities Association - Micheal O’Leary (Andy Weissman,
Alternate)
Independent Cities Board – Micheál O’Leary (appointed by the ICC
Board; not a City Council appointment)
ICIS Board – Andy Weissman
Baldwin Hills Citizens Advisory Panel – Andy Weissman/Gary Silbiger
League of California Cities (Andy Weissman (Chris Armenta, Alternate)
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League of California Cities, LA County Board – Micheál O’Leary
Personnel & Employee Relations Committee – O’Leary (appointed by
the LCC President; not a City Council appointment)
City Council Subcommittees
I look upon City Council subcommittees differently than Intergovernmental
Assignments. These are shared, directly representational assignments. There is
no delegation of authority, and any recommendations of substance would be
reviewed with the City Council. There are two co-equal members on each
subcommittee. Members are expected to report back to the City Council as a
whole. A City staff person is assigned by the City Manager to staff each
subcommittee, to set up meetings, to post any required notices, to prepare an
agenda, and to prepare meeting notes to be shared with the full City Council.
Not all subcommittees are created equally. Therefore, I like to categorize City
Council subcommittees as follows:
Liaison Subcommittees – These are “standing subcommittee”
assignments where the two City Councilmembers would be expected
to meet with some regularity with representatives of other bodies that
are closely tied to the City. Examples of Liaison subcommittees might
include:
o Planning Commission
o Parks, Recreation & Community Services Commission
o CCUSD Board
o Downtown Business Association Board
o West LA College Officials
I would suggest that these subcommittees be established only for liaison
with groups within our community, with whom we need to have frequent,
ongoing dialogue. For instance:
o I am a big fan of monthly dialogue with a Planning Commission.
I find that this keeps the two bodies “on the same page,” and it
is mutually beneficial. The reps from both bodies should
regularly report back to their full memberships.
o Similarly, I think a quarterly meeting of a School District liaison
subcommittee is useful. For protocol purposes, I would suggest
this liaison committee include the Mayor and Vice Mayor, and Page 4 of 6
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be staffed by the City Manager. Ideally, we would also hold at
least one joint meeting each year of the two full bodies.
o It may be useful to create other liaison committees, but I
strongly recommend that the City Council create them only
where there is an expectation of regular meeting. They should
be established for a purpose, and not just for form.
Functional Standing Subcommittees – There are a few specific
functional areas where experience has taught me that standing
subcommittees are essential for the efficient operation of the City
Council’s and the City Manager’s role. The most obvious to me
include:
o Audit – Every fiduciary board needs to fulfill this essential
oversight responsibility. This subcommittee should meet both in
advance of and at the conclusion of each annual audit. They
should meet directly with the auditors, both with and without
staff present.
o Legislative Subcommittee – I think Shelly does a great job of
trying to stay on top of legislative issues affecting the City. Even
at that, I believe this area requires more focused attention than
we give it. I would like to see us rely more on our own skills,
and less on our lobbyists for this function. Ideally, this
subcommittee could check in with Shelly every week or two
during the prime legislative seasons.
o Real Estate/Property Management Subcommittee – This is a
new one for Culver City. I suggest a role relating to the status
and disposition of City properties other than when in direct City
use. In other words, I am talking about sales, leases,
purchases, easements, etc., of property. I am recommending a
subcommittee that would meet in executive session with a
properly noticed agenda. Their recommendations would go to
the full City Council. I am a firm believer that staff should
conduct real estate-related negotiations based on clear
parameters provided by the City Council. I think this is a City
Council prerogative that applies equally to million dollar Page 5 of 6
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properties and tiny easements. Staff should not be improvising
on such issues.
Ad Hoc Subcommittees – I would argue that these should be used
sparingly. However, from time to time, there are certain projects that
come along that require some intense research or negotiation, for
which it is helpful to use City Councilmember participation. In
particular, I think this can be helpful where the project is not already
under the purview of a subcommittee or commission, and where there
is considerable community involvement in the project. Examples
would be specific redevelopment projects (West Washington,
Washington/National, Hayden Tract), development of CSD criteria,
review of agenda format, etc. These are limited scope efforts with
specific timeframes. The subcommittee dissolves at the point the task
is completed.
City Councilmembers will note that there are several of our existing
subcommittees that I have not endorsed in the above. As I said during my job
interview, I am not partial to Budget subcommittees. I feel very strongly that (a)
the budget belongs to the full City Council and (b) a City Manager ought to be
astute enough to seek out help “ad hoc” if the circumstances would benefit by it.
Following the admonition that “Councils set policy and City Managers implement
it,” I would also argue strongly against what I would call “operating issue”
subcommittees. For instance, I see no constructive purpose in a standing
committee on Animal Services or Skateparks. The City Manager is uniquely
accountable to the City Council for implementation of policy. Any City
Councilmember can address the City Manager on any project at any time. The
staff receives its “implementation direction” from the City Manager, and that
fundamental principle of Council-Manager government should remain clear.
Again, I feel that a City Manager should reach out for help from the City Council
when needed, and should be expected to know when to do it. The City Manager
should not be required to use a subcommittee under operational circumstances.
I would welcome the existing Sustainability and Youth Advisory subcommittees
as “Ad Hoc” subcommittees. These are areas where the City Council has not yet
established policy. They both allow us to take a close look at programming for
the future. I would not recommend an ongoing, standing committee on either
topic, as I think that is why a City Council hires a City Manager -- to take City
Council policy and to implement it. It is my job to communicate those efforts to
the full City Council.
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Other Citizen Participation Programs
Please note that this report is focused on City Council subcommittees, and not
on the topic of commissions, citizen committees, or citizen processes. Those are
much larger discussions which deserve their own attention. However, I would
add that when we do discuss those topics, we will once again need to look at
issues relating to support costs and role/authority. Many of the issues addressed
above apply equally to Council-appointed citizen commissions, boards,
committees and task forces. As City Manager, I need to know that I have
organizational control where I have organizational accountability. I welcome and
encourage citizen participation when done with smart design.