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8 <br />Be very selective and investigative of the persons appointed to <br />serve on specific advisory boards and commissions. Some of <br />these boards are statutory and the BOCC may or may not have <br />influence on the appointments. Take time to know the <br />individuals. Question their backgrounds, level of knowledge <br />and their commitment to the task. Good advisory board <br />members are difficult to fmd; bad advisory board members are <br />difficult to remove. <br />Two: <br />Review the number of advisory boards and committees in place. <br />It is far better to expand board membership than the number of <br />boards. As advisory boards to county governments, these <br />groups are all governed by NCGS as is county government with <br />regard to their meetings, records and actions. The county <br />assumes liability for their actions. Every advisory board <br />requires staff support and follow up. <br />Three: <br />Each time an advisory board or committee is created, set a <br />`sunset' provision requiring its re-establishment or automatic <br />demise. The purpose of this provision is to ensure that each and <br />every advisory group remains relevant; functions within goals <br />and objectives in place when it was established; and, provides <br />assurance that the BOCC (as a board) remains aware of how <br />these groups are functioning. The `sunset' provision can be set <br />for a specific period of time. I suggest a time frame closely tied <br />to the initial goal that created the need and /or a period no <br />longer than 3 to 5 years in length. They may be automatically <br />renewed by the BOCC if desired, but it will provide an <br />opportunity for regular evaluation without being a response to a <br />crisis or some other conflict. <br />NOTE: I made no attempt to define the amount of staff time <br />assigned to supporting the numerous advisory groups currently <br />4 <br />