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35 <br />staff time to comply with the normal. submission process for <br />Board agenda items and associated abstracts. <br />Each of these actions was previously authorized by the <br />]BOCC through its thorough budget review and adoption. <br />The BOCC has many roles within. the NCGS requiring hours <br />of dedicated effort. Involving the BOCC in routine operational <br />decisions detracts from its other roles. Staff workloads are <br />increased in an inordinately costly and inefficient manner; not <br />addressing time delays associated with deferring each item until <br />the BOCC has completed the approval process. <br />These purchase and contract decisions are open to review by <br />the BOCC and public at any time. 1~.uditors review these <br />records to identify misfeasance or malfeasance. <br />'T'hird, review the agenda format for slight modifications. <br />Without specific knowledge of why the current structure exists, it is <br />suggested that from a formatting standpoint a category be added for <br />UNFINISHED, OLD or DEFERRED items (terminology optional). <br />It is my understancling that some items have taken several meetings <br />to be addressed only because at each subsequent meeting the items <br />were listed toward the end of the agenda and time limits did not <br />allow them to be acted upon. <br />Fourth, as a matter of preference, I feel it more appropriate for the <br />County Manager's report to occur before the Board Comments <br />toward the end of the meeting. The BOCC should be last to <br />comment at the close of the meeting rather than the manager. <br />Fifth, meeting packages for the BOCC should have a copy of all <br />power point presentations included in the appropriate sections <br />and/or copies provided for the BOCC at the meeting so that they <br />can refer to slides individually without disrupting the presentation. <br />s <br />