the nuts and bolts...nuts and bolts your cpo is a resource for community members to stay informed...

Section 3: The Nuts and Bolts

Your CPO is a resource for community members to stay informed

about matters of oca and county ide interest nd e to

reso e a situation and become more in o ed and in uentia

in the community. With the support of the CPO Program, CPOs

conduct public meetings where all are welcome, and they keep

basic, simple public records to maintain transparency.

This section covers:

CPO structure and organi ation how its leadership

works and who its members are and the bene ts of

participation

re uirements, guidelines and tips for operating a CPO

public meetings and public records re uirements.

2 Section 3: The Nuts and Bolts

Who belongs to the CPOs and CCI? What do they do?

Meeting participants are asked to follow simple ground rules during meetings:

Wait for recognition from Chair before speaking. Only one person speaks at a time. Build on the comments of others. Stay focused on the topic. isten attenti ely. Say No to side conversations.

emember that everyone has something to contribute. Be respectful of others and their views.

Stretch to become comfortable with agreeing to disagree.”

Search out common goals and solutions that address interests of all.

imit comments to two minutes e ual air time so everyone who chooses to can participate.

Speak up for the integrity of the CPO meeting process.

All CPO meetings are public meetings so you can attend any CPO meeting that interests you, although you can only be a voting member of the CPO where you meet membership requirements described earlier.

Participating in your CPO and civic life can be exhilarating, fun, challenging and sometimes frustrating. Changing policy can be a slow process and frequently involves compromise. Satisfaction can come from small as well as large successes, from feeling like you were heard, to getting to know the public safety of cers who serve the area and addressing safety issues. You can affect change in your neighborhood related to a proposed development, get speed bumps on a busy street, and advocate for lling sidewalk gaps or improving a dangerous intersection. You can learn where to turn to resolve neighborhood disputes and suggest approaches to citizen involvement for different types of pro ects. You can, with patience and commitment, impact policy and code through long-term planning and the ordinance process.

This section provides details about the roles and responsibilities of the CPO membership, of cers and CCI representatives. It also describes the long-term bene ts that can come from participation and taking on a leadership role in your CPO.

Anyone who lives, owns property, or owns a business within the CPO boundary is eligible to be a CPO member. Active members attend meetings, participate in discussions, and vote according to voting eligibility requirements set forth in each CPO’s bylaws.

Members are encouraged to reach out to others in the community to let them know about the CPO and how they can get involved. Ask neighbors to subscribe to the newsletter and invite them to attend meetings. People who subscribe to the newsletter but do not attend meetings may be involved through opportunities that they learn of in the newsletter. Community members can build on their involvement through exchanging information and ideas, especially to bring in the views and voices of people who cannot attend evening meetings.

Anyone is welcome to come to their CPO and raise an issue or concern. Contact the Chair ahead of time to let them know about the issue you would like to bring to the CPO. The Chair may suggest you bring it up during the “Announcements” or “Open Forum” section of the meeting agenda, or offer to have the topic be addressed on a future agenda. If your concerns can be readily taken care of by a referral, the CPO Chair or other CPO leader may put you in touch with the appropriate agency representative or CPO Program staff person.

CPO Membership

333Section 3: The Nuts and Bolts

The Steering Committee needs to share the duties of recruiting and retaining membership, or desig-nate an of cer or team of members to take this on.

People serving in most types of local government staff positions may serve any position with a CPO without ob ection, provided they disclose and manage any potential con icts of interest, including recusing themselves from participating in some topics when necessary.

How much the CPO takes on depends upon the issues that arise and the energy, interests, expertise and available time of those involved.

Routine tasks that each CPO Steering Committee is responsible for are:

Meeting at a regular time and place which is known to the CPO members. Allowing CPO members and the public to raise issues before the Steering Committee. Administrative tasks, keeping track of meeting materials and supplies, etc. Planning meeting agendas. Inviting speakers, nalizing agendas and submitting agendas for newsletter publication and posting. eviewing land use application notices received and bringing issues to the membership for discussion. eviewing proposed ordinances to be able to summarize and determine if issues are likely to be of interest to members in the CPO area.

Answering or referring questions that might come to the CPO via email or telephone. Attending neighborhood meetings regarding proposed development to hear what neighborhood concerns might be, ask questions, and raise concerns based upon knowledge of the CPO.

epresenting the CPO at public hearings to communicate positions voted upon at CPO meetings. eveloping CPO newsletter articles. Attending public events resource fairs, etc. to help promote the CPO and increase membership. Participating in workshops, forums and trainings to increase knowledge, share information, and build community connections.

eveloping a strategy to sustain the CPO by recruiting and mentoring other community members to take on leadership roles in the CPO.

Information is accurate, balanced and represents multiple points of view. Meetings are well-managed with an eye to timely, focused, on-topic discussion. veryone who wishes to has an opportunity to speak on issues, sharing air-time. Meetings are respectful, comments and discussions address issues and are not personal attacks on community members, developers, staff, decision-makers or others.

Agenda items re ect the interests and direction of CPO members. Meetings start and end on time, unless members agree to extend the meeting. All agenda items are covered, except when members agree to delete an agenda item.

Each CPO has a Steering Committee, sometimes called an Executive Committee, composed of of cers described in the organization’s bylaws. The speci c roles of the of cers may vary depending upon the bylaws, and each Steering Committee will develop their own strategies to get the group’s work done.

Steering Committees are encouraged to include rep-resentatives from particular areas of the CPO, such as homeowners associations or city neighborhood associations, or a local business association. Other people who are willing to serve, but without speci c duties, can be included as At-large Members.


CPO Chair

This role can be split between two Co-Chairs if desired. The Chair acts as the of cial representative of the CPO, presides at the CPO Meetings, and is responsible for following the meeting agenda. Alternate facilitators may be the ice Chair or other Steering Committee members.

Acts as Point of Contact - The Chair is the main point of contact for the CPO. The Chair will supply an email address and/or telephone number which they will check regularly. Most contacts will come from program staff, staff and of cials of Washington County, and other urisdictions. The program’s preference is for the Chair to list a telephone number, but if the Chair cannot commit to this, and there is not a Steering Committee member who is willing to do it, the program staff’s phone number will be listed. To help ensure that all steering committee members are aware of CPO business the Chair is encouraged to set up a shared CPO Chair e-mail account and give access to the Steering Committee. This is also helpful to ensure coverage when the Chair is ill, on vacation or has work or family obligations.

Provides Meeting Agendas - The CPO may choose to designate the responsibility for formulating the CPO meeting agenda to the Chair after gathering input from other Steering Committee members, or alternatively the CPO may decide to rotate the responsibilities for agenda development and inviting the speakers.

The Chair is responsible for providing the nalized agenda to the CPO Program of ce by the newsletter deadline unless that duty is speci cally delegated to another steering committee member.

Oversees Cancellations - It is the responsibility of the Chair to inform the CPO Program staff as soon as possible if a meeting is cancelled so steps can be taken to inform the public, post the meeting room and any other necessary actions. During the winter months the CPO Program policy is to cancel meetings due to inclement weather based upon whether Portland Community College is canceling evening classes. This can be checked at http://www.pcc.edu/.

ice Chairperson

The ice Chairperson performs the duties of the Chairperson during the Chairperson’s absence and assists the Chairperson in all of their duties. This individual assumes other responsibilities as needed to conduct CPO business.



Presides Over Meetings - The Chair is considered the presiding of cer, according to CPO bylaws, and he or she is in charge of the meeting. Meeting facilitation can be an art, and it takes some practice to run a meeting that starts and ends on time, gets business accomplished and provides an environment that engages all of the participants. While these are listed as the responsibility of the presiding of cer it helps to think of the Steering Committee as a team that all bears responsibility for stewardship of the meeting process, umping in to help support the Chair as needed during the meeting.

Follow the agenda. It is your tool to ensure a successful meeting. During the call to order you can welcome members, introduce of cers and speakers, and explain brie y the purpose of your organization. Self-introductions of all present help to make new members comfortable.

Make certain that you and the speakers can be heard. Arrange for a microphone if necessary.

Study your CPO bylaws and be prepared to answer questions about your organization. Copies of the bylaws should be available at meetings.

Have some basic knowledge of parliamentary procedure to keep the meeting moving and ensure an open process for decision making. Be honest and exible. eep a chart handy on motions or ask a member to serve as parliamentarian.

Be non-partisan and impartial. Common sense, good udgment, and tact will assist you to be courteous and fair. It is also essential to be neutral when presiding. As a leader, you need to be a good listener.

isten to the minority, and obey the voice of the ma ority of your members. If you know ahead of

time that a topic is one that you feel you really need to take a stand on, immediately impacts your property, or you have a professional/business relationship with a developer or property owner involved, it is helpful to ask the ice-Chair or another Steering Committee member to manage that portion or all of the meeting. This will leave you free to ask questions and state opinions. It will also ensure that if the CPO takes a position, the presiding of cer will not appear to have a con ict of interest or bias.

State clearly all motions which have been properly proposed and restate any motion which is unclear. If the motion is long or complex, you may ask for it in writing.

Make sure CPO members understand the effect of the motion if it is not obvious. Try to alternate between those speaking in favor of the motion and those opposed.

ule improper motions out of order but be courteous in explaining rules of procedure.

Be sure to count and announce the vote, even if it is unanimous. Include the count when you give input to of cials to help them consider your input along with other comments and testimony. If your process successfully included participation and discussion from various sides of an issue, make a note of this when you deliver your input to decision makers.

The presiding of cer should make members feel comfortable participating in the discussion. Presiding is an act which takes practice and patience. If a controversial topic is on the agenda, you may wish to establish some ground rules prior to introducing the topic. During the discussion look around the room and make sure everyone has an opportunity to speak.

Secretary/Recorder

The Secretary, or Recorder, is responsible for taking meeting minutes, preparing CPO correspondence, and collecting meeting rosters. The Secretary makes sure that the meeting rosters and minutes are provided to the CPO Program of ce in a timely fashion between 5 days to a month following the meeting . Information from the rosters is important for ensuring individuals get added to the CPO newsletter mailing list and for routine reports compiled by CPO Program staff. The Secretary is also responsible for making sure correspondence is provided to the CPO Program according to public meetings and records law (see Page 22 of this section for more details). The Secretary may be the Steering Committee member who maintains an email list of active members or maintains a CPO Google group, blog or Web site, or social media accounts.



Responsibilities in Your CPO

CCI Representatives

Each CPO is entitled to send two voting represen-tatives to the CCI. Alternates are allowed. The representatives should let the alternates know if they are unavailable to attend a CCI meeting. CCI representatives present information about emerg-ing issues within their CPO and bring information back from the CCI to share with the CPO Steering Committee and general membership. They may also gather information from the CPO membership and/or steering committee to take back to the CCI to guide their decision-making.

CCI representatives are encouraged to volunteer for CCI initiatives to evaluate and improve citizen involvement in the county. The CCI representative is expected to attend meetings of the CPO and CCI on a regular basis to have a good understanding of the concerns, interests and opinions of active CPO members rather than representing their own opinion at the CCI.

Becoming involved in your CPO can offer you many opportunities. You can:

Build a sense of community where you live and help identify what makes places unique.

Enrich your life and our community by investing in “social capital”— what Robert Putnam calls “the very fabric of our connections with each other.”

Make connections and build your network. Meet community leaders and get to know them, and become better known within your community.

se your leadership experience as a stepping stone to serving on appointed advisory commit-tees or in elected positions.

Hear about issues impacting the broad range of community members in the county and learn to work with diverse populations and opinions.

earn and practice volunteer and organizational skills. The CPO Program will provide its own regular educational opportunities and trainings, or referrals to other opportunities, on meeting

facilitation, agenda planning, group process, community engagement methods, public policy development, and leadership development.

Gain a better understanding of how government operates and the mechanisms to in uence policies and practices.

CPO Of cers qualify for one annual 5 reimburse-ment from the CPO Program to a conference, seminar, workshop or class of their choice that is in keeping with the mission and values of the CPO Program. They may also be able to use it to be reimbursed for membership dues in a community organization with common civic-minded goals and ob ectives. CPO Of cers should talk to program staff to see if their expense quali es.

Communications

Access and administrative controls for all electronic communication tools should be shared among at least two trusted members of the Steering Committee and the CPO Program staff liaison.


Tips to Sustain and Build Your CPOYour CPO was started by a few passionate, motivated people. For it to maintain and

grow, participation must be sustained and new members brought in. Over time, if

no fresh faces oin the same small group of volunteers, the CPO becomes at risk of

burn out, loss of energy, and de-activation. These ideas to combat the “Same Six

Syndrome” are borrowed from SO E and adapted for CPOs to ensure your volunteer

efforts grow and thrive.

Actively draw in new people. It is easier said than done.

Ad ust your outreach strategy. Minor changes in the way you get the word out can have ma or impacts. Changing the meeting time and place could result in an entire room full of people who have never participated before, simply because they weren’t familiar with the location or the time of day hadn’t worked well for them. Continuously making changes and connections can draw new people.

Actively start relationships with those new to the area. Many people new to an area are seeking to learn about the community, meet new people, and make connections for their work or business. This is when their enthusiasm is at its highest, and can be a good time to draw them into your efforts.

Reach out to historically under-represented communities living within your CPO boundaries. These communities and cultural groups may have leaders in organizations who are unaware of or have never been communicated to about your CPO. Your CPO Program staff liaison can help with ideas and points of contact.

Who has a stake in what your group is doing Think about who’s not engaged, and nd out why they are not. Start relationships with those you don’t know or those who haven’t been part of your efforts. Spend a fair amount of time listening to them.

ook for leaders among your occasional partici-pants. Among the people who occasionally attend, there may be new volunteers with the skills and interest to play a larger role. Approach them with the offer to take on more responsibility, which is a way of recognizing their talents and preventing them from becoming bored.

Seek out input and give people an opportunity to act on their suggestions. Ask for constructive feedback on what you’re doing and how you’re going about it. Those who provide good, thoughtful ideas probably have potential to help out your group.

Create tangible, social and fun opportunities. Many people want to be more engaged in their communities, but don’t step forward because the tasks seem daunting or they fear the time commitment. Most of us at some point have been scared off because “that sounds like a lot of meetings.” Develop ways for people to get involved that have a social, fun, and educational “hook.”


Welcome new people.

CPO Of cers and others on the Steering Committee, as well as regular CPO members, should provide a welcoming and safe atmosphere at meetings. When new people come to the CPO, be sure their rst experiences are positive and welcoming.

Be sure that you and the rest of the group are open to new ideas and the sharing of leadership roles that always occurs when new members oin. To someone new to a group, there’s nothing more disheartening

than the phrases “we’ve always done it like this” or “we tried that ve years ago and it didn’t work.”

At the same time, be sure that longtime members don’t feel overly threatened by new members. If they’re doing a good ob and are comfortable in their roles, a newcomer with new ideas may seem threatening. Balancing the dynamics of established group members and newcomers takes ongoing effort and communication from everyone involved.

When a new person helps out, stack the odds in favor of success and use mentoring.

When new volunteers come on board, make sure their rst few tasks have a high likelihood of success. This allows new people to grow into the group and move from these successes on to bigger tasks. One particular technique is to have the experienced members of the group mentor newcomers. This

provides the newcomer with a source of expertise and a link to the history of the groups’ efforts while providing some relief for the mentor. And more often than not, the process of mentoring a new participant and sharing knowledge with them revives the mentor’s energy and enthusiasm.

Work in teams.

Most people oin in the planning of volunteer efforts for two reasons. One is that it needs to get done and will improve the community in some way. Second and equally important is the sense of camaraderie that comes from working on something

with your neighbors and friends. Many groups have a tendency to work in isolation, with people working individually on their own part of a pro ect. This may achieve the rst goal, but won’t achieve the second, and you can often lose people as a result.

Plan realistically.

While there’s always a place for big, ambitious goals, be mindful of the energy and time your group can realistically commit to. Ask everyone to be honest about the time they can commit, and then look at the tasks you’re hoping to accomplish. If the work exceeds the amount of time available, there’s

no remedy except to postpone the lowest-priority work until later. Consider chopping your pro ect into a series of monthly work parties, with a plan and goals for each session. You should also plan for volunteer time off to keep everyone fresh for the long haul.


Celebrate successes.

This is a ma or component of keeping your volunteers fresh and excited. Without setting aside the time to celebrate accomplishments, the tasks ahead can seem endless. Quite often, those of us who are most deeply engaged are the worst culprits when it comes

to taking the time to celebrate. While there’s al-ways more to do, celebrating reminds everyone that we’re making progress, that we have some victories under our belts, and keeps everyone’s energy high going into whatever comes next.

Keep at it!

Building up your group is an ongoing effort. The Same Six People Syndrome is very similar to the common cold. Like the common cold, the Same Six People Syndrome is seldom fatal, and will only linger or grow into worse af ictions if it’s left untreated. se these ideas to help nd, cultivate, and inspire leadership in your community for years to come.


Requirements and ExpectationsImportant aspects of preparing for and conducting meetings, managing the CPO

organization, and developing bylaws are covered here. CPOs conduct public

meetings and keep basic public records. For speci cs about how to meet minimum

requirements for public meetings and records, see Pages 16-22 of this section.

Preparing Meeting Agendas

3. Generally plan a mix of shorter and longer topics. Discuss decisions items closer to the middle of the meeting when more individuals are likely to be present. A rule of thirds is helpful in planning the agenda group shorter simpler items in the rst third, longer and more complex or controversial items in the middle third, followed by shorter items of business in the nal third of the agenda. Include time on the agenda for welcome, introductions and any clari cation or additions to the agenda.

4. List who is responsible for the presentation of each agenda item and the time allotted. If speci c action is needed for an item this should be included.

5. Make sure the agenda includes time for announcements and for new items to be brought up.

6. Include an ending time for the meeting and try to keep meetings to 90 minutes if possible and not longer than 120 minutes.

Agenda planning takes some advance work, especially when guest speakers are invited. See Section 5 for a CPO agenda template.

Below are six steps to agenda preparation:

1. Keep the agenda as concise as possible. If needed refer to a newsletter article or note from the CPO Chair if you wish to inform the public about an agenda topic that is new or complex.

2. Send a draft of the agenda to guest speakers to make sure they are comfortable with the wording of their topic and to make sure you have their name, title and af liation down correctly. This also helps to remind them to make sure they have the meeting date and location on their calendar. Remember that elected of cials may need to be contacted further in advance if you wish to invite them.

Agenda Templates

Find your CPO Agenda Template on your CPO’s website on the Meetings page.

CPO 10 AGENDA

Meeting Agenda

7:00 pm Welcome and Introductions

Public Safety Update

From Washington County Sheriff’s Deputy (or other law

enforcement) and Tualatin Valley Fire & Rescue (or other fire

department), as available

7:15 pm Item 1 Title

Brief description

7:30 pm “It’s Your CPO – Open Mic”

Share your concern or opinion on an issue that affects your

community and is not on the agenda. Please note that comments

will be limited to the time allowed.

7:40 pm Item 2 title

Brief description

8:00 pm Updates

Reports from committees, CCI, or other community

organizations

8:30 pm Announcements

Land development applications and Neighborhood Review

Meetings

Noteworthy upcoming public meetings

8:45 pm Adjourn

Thursday, February 20, 7 pm

Jackson Bottom Wetlands Education Center

2600 SW Hillsboro Highway

Map: http://bit.ly/12UGILS

For more information see http://bit.ly/Zz3TfW



Distributing Meeting Notices

It helps to ensure that meeting notice occurs by a variety of methods. CPO Program staff distributes meeting information via the CPO Newsletters and Web site. CPO Leaders are encouraged to maintain their own email lists, Google Groups, and social media to promote meetings.

deadlines to account for holidays, leave time, or other accommodations. Agenda reminders are sent to CPO leaders and Steering Committees who want them. See Section 2, CPO Newsletters, for more information.

Making Newsletter Submissions

CPO agendas and other submissions are due no fewer than 12 business days before the date of the CPO meeting. The publication schedule is arranged to distribute postal mail newsletters at least one week in advance of meetings. Staff may ad ust

Using OregonLive.com’s Public Blogs

Reporters and editors at The Oregonian discourage press releases for all but the most special instances. Instead, The Oregonian has asked if CPOs can use the OregonLive.com public blogs to post meeting agendas and other submissions, such as articles about your CPO’s topics or activities.

The “My (Community)” blogs are at http://www.oregonlive.com/blogs/#MyPublic.

After posting at OregonLive.com, if you want to pursue media coverage you may want to quickly touch base with a reporter or editor at The Oregonian letting them know you have something you think is newsworthy. Give them the link to your item and keep the contact short and pleasant.

There are many other Washington County media outlets and the CPO Program staff can only do media work on behalf of individual CPOs as time allows and other program goals are met. Your CPO is encouraged to do its own media relations using training and technical advice from program staff.

Blogs, Etc.

Post your CPO news on your community’s OregonLive.com blog pages.



Conducting Effective Meetings

Meetings continue to be the focal point of CPO activities. CPOs can choose to meet monthly, on alternate months or a quarterly basis. Minimum requirements are an annual general meeting. Staff can provide guidance and information on the pros and cons of the different meeting frequency options. Regardless of the meeting frequency there are tips and guidelines that help keep meetings effective and welcoming to participants. See Page 16 of this section for additional guidelines on complying with public meetings and records laws.

When planning CPO meetings, keep the following objectives in mind:

Provide a welcoming community forum for discussion of local issues.

Give a quick introduction to what the CPO is if any new attendees are present.

Ensure that information presented is accurate, balanced and relevant to the community’s interests.

Create an inclusive, respectful and neutral environment where all citizens know that they will be heard and respected even those with a minority opinion.

Provide a public space in which citizens can learn from others who are experienced in working on land use and livability issues.

Elicit citizen concerns and suggestions on com-munity issues and to bring these concerns and suggestions to the attention of elected of cials.

Record requests for information and ensure that information is provided at future meetings.

Encourage ongoing citizen involvement/collabo-ration with other community organizations and urisdictions.

Convey an understanding of what can and can’t be done (understand the limits of authority/power).

Increase understanding of the processes involved in setting public policy and decision-making on land use and livability issues.

Provide a forum where citizens can meet candidates, and discuss information ballot measures and other political matters. CPOs do not endorse candidates or ballot measures. See guidelines on candidate forums in the Special Meetings portion of this section.

Show respect for the meeting attendees and presenters by sticking to the agenda times, or checking in before allowing a discussion to run overtime.

Meeting sign-in sheets supplied by program staff should be placed on a table near the door so those entering will see them, be greeted by a CPO leader and encouraged to sign in. Other meeting materials may be included near the entrance or some other location in the room that is easy for everyone to access without feeling as though they are disrupting the meeting. The sign-in sheet becomes the meeting roster and it should be given to program staff if they are present, or promptly (within one week) sent to OSU Extension in a self-addressed stamped envelope provided by the program. Hard copy or electronic copies of rosters will be provided back to the designated CPO leader by staff.

The meeting space should be an accessible facility within the boundary of the CPO, preferably centrally located, and meet the requirements speci ed on Page 18 of this section.

Robert’s Rules of Order

This widely used set of rules for parliamentary procedure can provide a solid grounding for manag-ing the business of a meeting, but it can also be a bit daunting and formal for those unfamiliar with it, or wanting to have a less hierarchically structured community discussion. There are a variety of other mechanisms that can be used to foster discussion before a motion is made, such as dialogue and deliberation or consensus building to help partici-pants understand an issue and concerns of those in

the group. We recommend that Roberts Rules be used when making a motion and moving through the process of motion discussion, amendment and voting or tabling a motion. A quick two-page guide to Robert’s Rules for use at meetings is provided in Section 5: Templates and Tools. The Chair can use some of the general processes of parliamentary pro-cedure for opening the meeting, moving through the agenda and closing the meeting. CPOs do not usually read the minutes aloud for approval at the meeting.


Meeting Minutes

See Page 20 of this section for details on minimum expectations, and nd a CPO minutes template, along with sample minutes in Section 5: Templates and Tools. Minutes are to be produced in a timely fashion (between 15 days to a month following the meeting) and provided to the CPO Program of ce. At least one hard copy of the minutes from the previous meeting should be made available at the

meeting. Some CPOs allow the Steering Committee to approve the minutes at the committee’s regularly scheduled meetings. If this process is used the bylaws should include a process for minute correc-tions to be requested. A nal copy of the minutes is to be submitted to the CPO Program for posting and records retention.

Special Meetings

CPO Of cer Elections

Each CPO conducts its annual elections according to its bylaws. Any resident, business owner, or property owner within a CPO boundary is eligible to be elected an of cer. Agendas shall have a mention at least one month in advance of both the nominating period and the meeting when elections are to be held.

Joint CPO Meetings

These are encouraged to increase participation, maximize availability and ef ciency of presenters who need to attend multiple community meetings and events, and promote connections and exchanges across different areas of the county.

Candidate Forums and Presentations on Ballot Measures

is advised before sending formal invitations. Identical invitations should be sent, delivered at the same time, with a request for con rmation.

Names of all con rmed candidates in your forum should be listed in the announcement/meeting agenda.

Key forum participants, especially the moderator, should not be publicly aligned with a candidate.

For hosting presentations on ballot measures, CPO Program staff can assist you in identifying speakers from each side of the ballot measure question who represent established, credible organizations that are quali ed to provide fact-based information. Not all ballot measures have organized opposition, and in those cases it is appropriate to have ust one speaker. As noted above, the CPO must not take a formal stance on any election issue—do not endorse candidates or ballot measure positions. The guidelines and details summarized here are from other sources, adapted to CPO use. For more information, see Appendices C and F.

A well-organized forum for candidates can assist your community in getting to know potential decision makers, encourage informed choices to vote, and build respect and visibility for your efforts to engage the public to become involved. It is important to have impartial treatment of the candidates and pay attention to the mechanics and conduct of the meeting.

Forums can be organized most effectively in coop-eration with other nonpartisan groups, whether that means a oint effort of more than one CPO, or other community organizations. Broadening the sponsorship can increase attendance and create wider participation.

The CPO Program supports these guidelines from the League of Women Voters for planning fair and impartial candidate forums:

Forum sponsors must be non-partisan. All eligible candidates must be invited and given equal time and treatment in the forum.

Clearing the date informally with each candidate


Neighborhood Review Meetings

Neighborhood Meetings for public review of proposed land use development applications are required for certain types of land-use development applications. The meetings must take place before the application is submitted, and the applicant is responsible for holding the meeting. In land use terminology the “applicant”—typically a property owner or developer—is the party proposing a development. A private land use planner or rm may represent applicants and schedule the meeting. These meetings ensure the applicant, surrounding neighbors, and interested community members have a chance to review the development proposal and consider issues/concerns before the application is submitted to the County.

CPOs are noti ed of these meetings.

The neighborhood review meeting process, as it relates to the activities of a CPO, is described below.

The applicant or a representative may contact you before scheduling their Neighborhood Review Meeting. If they request your input or involve-ment, you are welcome to assist, but you do not have to do anything other than refer the applicant to CPO Program staff.

It is recommended that CPOs strive to send a member to attend the meetings for the most signi cant and impactful developments.

The applicant may want to give the CPO a courtesy heads-up about their meeting and proposal. They might be looking for suggestions of meeting places and dates, especially if the applicant isn’t familiar with the area. In this case, you are encouraged to exchange informa-tion and discuss potential issues and concerns.

If the applicant is interested and it’s a good t for your CPO, use a portion of your CPO agenda for the Neighborhood Review Meeting. It’s also a good way to let more people know about your CPO.

If you put a Neighborhood Meeting on your CPO’s agenda, respect people’s time. Typically, Neighborhood Meetings start between 5-7 pm. You may want to schedule it after you start at 7 pm, but don’t start it later than 7:30 pm, and plan in advance for a way to welcome all guests to stay for the rest of your meeting if there’s more on the agenda. However, do not show offense if people who came to learn about the development proposal leave when the discussion pertaining to it concludes. Thank them for coming and encourage them to come back!

The way each CPO is informed is de ned in the County’s Community Development Code. The CPO receives all notices of Neighborhood Meetings in the unincorporated areas within its boundaries. Program staff strives to include all of these meetings in CPO Newsletters, and they are listed in the Department of Land Use and Transportation’s weekly update email.

The applicant shall take meeting notes and send a copy within 14 days of the meeting to the CPO.The CPO is allowed to comment on the meeting notes regarding the content of the meeting. Any comments on the meeting notes may be sent to the applicant within 14 days of receipt of the applicant’s meeting notes. Furthermore, the CPO may submit its comments on the meeting notes to the Department of Land Use and Transportation prior to the closing date of the public comment period (for a Type II application) or the close of the record (for a Type III application with a Public Hearing).

For the complete Neighborhood Review Meeting Packet that applicants receive, please see Appendix G.


Administration

Finances

The CPO Program does not currently disburse funds to CPOs except as reimbursements for expenses that have been agreed upon in advance through a special pro ect request or the Harold Haynes Scholarship Fund. Staff will provide needed forms for reimburse-ment. In some cases separate organizations are set up outside CPOs to accomplish particular goals including fund raising. These organizations are not considered part of the CPO Program. CPOs are not permitted to collect membership dues. A few CPOs do collect voluntary donations at meetings to help pay for meeting refreshments. Upon request the CPO Program will provide copies or other materials for meetings within available program funds.

Bylaws

These contain the rules governing the internal affairs of the organization. The CPO should review its bylaws on an annual basis and note any items that may be outdated and need revision. It is helpful to do this following the election of new of cers. A Model CPO Bylaws Template is found in Section 5. The template includes required language as well as other optional clauses.

When creating bylaws for a newly reactivated CPO or looking at revisions to an existing CPO’s bylaws it is important to think ahead and create bylaws that are exible enough to not require frequent bylaw changes. For example if the bylaws specify meeting on a particular day of the month or a certain number of meetings per year, they will need to be changed if the group decides to change its regular meeting day, or frequency of meetings. By specifying a minimum number of meetings per year the group can have some exibility for operating as needed depending upon the issues the group is addressing and the resource level of the steering committee members. When planning to change bylaws the organization needs to allow for time to publicize proposed changes and make additional requested amendments to the proposed changes.

Liability

Washington County is only responsible for the actions of its of cers, agents and employees while acting within the scope of employment or duties (Oregon Tort Claims Act, ORS 30.260 through 30.300). Individuals who are authorized to act on behalf of the County are considered to be agents of the County. Members of advisory committees who are appointed by the County would be considered agents of the County and entitled to defense and indemni cation by the County for their actions as advisory committee or commission members. olunteer CPO of cers and committee members

are not appointed by the County and are not considered agents of, nor authorized to act on behalf of, Washington County. Citizens who volunteer to serve their CPO do so of their own accord, in agreement with the CPO program’s policies, with responsibility for their own actions. The of cers, agendas and general direction chosen by those involved are done so outside of the County’s control.

Under the same statutes, OSU Extension and Oregon State University also accept responsibility only for the acts of its of cers, employees, and agents. Since CPO and CCI members do not qualify as any of those persons, OSU does not accept liability for the acts, omissions, and conduct of CPO and CCI members and it does not provide coverage with state accident insurance, liability insurance, or worker’s compensation. OSU Extension will advise CPO and CCI members of the contents of this section.

CPOs that sponsor events like block parties, National Night Out, clean-ups, etc., may want to consider partnering with another organization that is able obtain and provide event liability insurance. Neither OSU nor the County are able to offer access to this type of liability insurance.


To assess whether CPO activities might be considered public meetings, CPO leaders should rst answer these two questions:

Will a quorum of a CPO or CPO committee be present?

Unless otherwise stated in an individual CPO’s bylaws, more than half

of the voting members of a CPO or that of any of its committees is considered

a quorum. In the case of a general meeting of a CPO, R&O 86-58 requires that

CPOs “must accept as members all citizens of voting age living within the CPO

boundaries, and all individuals owning properties or businesses within the CPO

boundaries.” It is unreasonable to expect a quorum of everyone who ts this

description to convene at each general CPO meeting. Instead, for purposes of

meeting noti cation for those CPOs without special quorum language in their

bylaws, CPOs should operate as if a quorum is present for every general meeting.

Will the meeting involve deliberation in keeping with the CPO program’s mission? If the purpose for the meeting or any

agenda item addressed at the meeting involves discussion about “the decision-

making process of…County government” or “matters affecting the livability of

the community,” then the requirement regarding open decision making will

have been met (R&O 86-58).

If the answer to both questions is “yes,” then the meeting is a public meeting.

If the answer to either question is “no,” then the gathering—such as a social

event, training session, etc.—need not be considered a public meeting.

Public Records and Public Meetings


Why do CPOs and the CCI need to comply with Oregon’s public meetings and records laws?

Generally speaking, entities that must comply with Oregon’s public records and meetings laws are:

Created by government, as opposed to being created independently. Performing a function traditionally conducted by government. Granted authority to make decisions or make recommendations to a public body. Funded predominately with public dollars. Operating within the scope of government control. Comprised predominately of public employees (Marks v. McKenzie High School Fact-Finding Team, 319 Or 451, 878 P2d 417

[1994]).

Nearly all of these characteristics describe the County’s citizen involvement program. The County govern-ment created the program and authorized participating citizens, as stated in Resolution and Order 86-58, “to contribute to the decision-making process of their County government” and to “advise and consult with the County Board of Commissioners on matters affecting the livability of the community.”

The County traditionally seeks public input through a variety of means, from inviting public testimony to referring matters to the voters during elections, so the function of CPOs—engaging in public dialogue—has long been conducted by the County.

Finally, the County completely funds the program and operates it through an intergovernmental agreement with OSU Extension, yet another public entity. Although the County neither exercises “control” over the citizens participating nor considers them employees of the County organization, these differences are outweighed by the other factors ust described.

What are the expectations about how CPOs and the CCI must comply with open meetings and records laws?

The County and OSU Extension expect CPO leaders to take a straight-forward approach toward compliance while keeping the time and resources required to a minimum.

When is a meeting considered a public meeting?

Oregon law de nes public meetings as the convening of a quorum of a governing body, such as a CPO or a committee within the citizen involvement program, “in order to make a decision or to deliberate toward a decision on any matter” (ORS 192.610(5)).

Oregon’s open public records and meetings laws were enacted by the Legislature in

1973. This set of laws was designed to create an open process so that the public

can have access to meetings and information of organizations conducting the

public’s business.


What steps need to be taken regarding CPO meetings?

To conduct a public meeting, the following steps must be taken:

1. Identify space and location the meeting must be held in a room and location that can accommodate seating for the expected public attendance, including those individuals who may have mobility and other impairments. CPO meetings should be held within their geographical boundaries or at the nearest practical location. Meetings should be accessible to the disabled. The location should provide adequate parking and transit access. CPOs and the CCI shall make a good faith effort to provide an interpreter (or other accommodation) for hearing-impaired people and for individuals who do not speak English as their primary language. In order to provide suf cient time to try to locate the necessary assistance, meeting notices should indicate that any special needs must be made known to the CPO and the CPO Program staff a reasonable period of time before the meeting. Smoking is prohibited at any public meeting.

2. Issue notice noti cation of the public about the meeting date, time and location is required. This noti cation must also indicate the topics/issues to be considered by the CPO, but a more complete agenda may be issued later. Once a nal agenda is available, the agenda should provide notice of topics, speakers and whether action might be taken (a vote on a position). The CPO Newsletters are the main mechanism for serving as public notice. Special meetings may occur with at least 24 hours notice, but this practice is not encouraged. Emergency meetings may occur with less than 24 hours notice, but the notes for such meetings must describe the emergency ustifying the short notice. Anyone requesting to be noti ed of a CPO meeting must be added to the noti cation list maintained by the CPO program of ce. Media who have requested notice will also be noti ed via the citizen involvement program. Program resources may be devoted to media relations technical support for CPO volunteers, as available. Press releases are not the most effective tools to earn media coverage for typical CPO meetings. Other methods are recommended by OSU Extension (see Page 3 of this section), and a training or additional guidance will be offered upon request.

3. Conduct the meeting the leader of the meeting (CPO Chair, ice Chair, etc.) should bring the meeting to order, ensure that those in attendance can hear the proceedings and then begin the process of addressing each agenda item. The secretary or some other member of the CPO or committee of the CPO should be designated to capture a record of the meeting. More guidance on conducting effective meetings can be found on Page 3 of this section.

4. Draft meeting minutes soon after the meeting, the secretary or other designated member of the CPO should create a document summarizing the meeting. More guidance on expectations regarding meeting minutes can be found on Page 13 of this section.

Would a CPO ever need to convene an executive session?

The short answer is “no.” Executive sessions, where the public is excluded from participating in an otherwise public meeting, are not permitted within the citizen involvement program. Under law, executive sessions are allowed only when discussing labor negotiations, con dential medical records, private details of property transactions, public investments or similar items. None are CPO meeting topics.


How do the decisions of Steering Committees relate to those of full CPOs?

CPOs may make decisions and take positions at general membership meetings, and if bylaws allow, the Steering Committees may make decisions at noticed meetings if time constraints prohibit bringing an issue to the general membership before a public comment deadline. The general membership should be given the opportunity to vote to approve or override the Steering Committee’s position/action at the next scheduled general meeting. In the spirit of informed civic decision-making CPOs are encouraged to have speakers representing organizations, individuals and government agencies that can help de ne the issue in a manner that will help community members gain an understanding of the scope of an issue before taking a position. Whenever possible it helps to schedule multiple speakers on a topic at the same meeting so attendees can gain a broad perspective on the topic.

How should voting be conducted at CPO meetings?

There are two kinds of CPO meetings where voting might occur:

CPO committee meetings Steering Committees, the Committee for Citizen Involvement and other committees created within the citizen involvement program will have limited, named membership. This membership should be used to calculate what a quorum means for each committee.

The Oregon Attorney General’s manual on public meetings and records states:

of each member must be recorded unless the governing body has 26 or more members. Even then, any member of the governing body may require that the votes of each member be recorded. Written bal-lots are not prohibited, but each ballot must identify the member voting and the vote must be announced.

the board, commission or council. (Attorney General’s Public Records and Meetings Manual, January 2011)

Prior to voting it is useful to remind the members of a given committee and anyone else in attendance about who is eligible to vote. Most votes will be taken by voice only, but any member of the committee may request a vote by show of hands or written ballot.

General CPO meetings As de ned in Resolution and Order 86-58, the membership of a CPO is all of those of voting age who live in, own property or a business located within the CPO boundary. Given that it is unreasonable to expect that half of this membership must be in attendance to convene a quorum for a given CPO, it is recommended CPO leaders use a minimum quorum of 10 members at any duly noticed general CPO meeting for purposes of voting, unless a CPO’s bylaws call for a different method. The basis for this recommendation is the program’s requirement for 10 individuals to oin together in activating a CPO. In practice, most general CPO meeting votes are taken by a show of hands, but a written ballot may be requested by any CPO member in attendance. Even though there is not a limited, named general member-ship for a CPO, the vote of each speci c member at a CPO meeting may be required as part of the meeting record where 26 or more members are attending and a member requests that the votes of each member be recorded. Secret ballots, proxy voting and voting by mail are prohibited.

As mentioned, the bylaws of some CPOs restrict voting rights to those members who have attended a certain number of meetings within the year. These CPOs bear the responsibility for tracking this issue and should carefully consider whether they wish to include this requirement in their bylaws. A membership attendance list should be updated with dates of attendance after each meeting. This record should be maintained by the CPO and a copy provided to OSU Extension on an annual basis for the permanent records of the CPO by the end of January for the previous calendar year.


What are the expectations about meeting minutes?

As with other aspects of the public records and meetings laws, minutes provide the public with a view of how public organizations conduct the public’s business, even when an interested member of the public did not attend. This ob ective can best be achieved by keeping minutes as brief as possible and by using a typed electronic or hard copy format. The meeting minutes are not expected to be a meeting transcript. They provide a summary of the meeting and a record of speci c actions by the CPO.

Minutes should contain the following:

Date and time of meetings and the location Name of chairperson/meeting facilitator Whether the previous meeting minutes were approved Any changes from the published meeting agenda Of cer and/or sub-committee reports Speaker name and title for any presentation and a brief description of the topic All motions (except withdrawn motions) and the maker/seconder of the motion and any amendments or arguments in opposition to the motion

Record of voting on all actions/motions taken by the general membership (number of ayes, nays and abstains)

Brief announcements if any Requests for future agenda topics Time of ad ournment.

Can CPO leaders use audio and video recordings of meetings as minutes?

Audio recordings may serve as a record of a meeting under Oregon law, although typed electronic or hard copy minutes are preferred in the citizen involvement program. CPO volunteers who are interested in re-cording their meetings are encouraged to do so and collaborate with OSU Extension on re ning this practice to ensure the recordings are made available to the public and kept archived for an appropriate amount of time. If using a digital recording, a CPO will also be asked to provide a simple form for the meeting min-utes, which will continue to serve all who wish to access meeting information in a variety of formats. The process of capturing video or audio of CPO meetings should not interfere with the CPO leaders’ ability to conduct these meetings or with the public’s ability to safely participate in them.

File an electronic, typed copy or a hard copy of meeting minutes and the original meeting attendance roster at the OSU Extension of ce. Collaborate with OSU Extension on digital recordings. Oregon Open Meetings Law requires that these public records be held on le and available to the public. Meeting minutes should be supplied to OSU Extension as soon as possible following the meeting and approval of the minutes.

Meeting Minutes

Meeting minutes are posted on your CPO’s website on the Meetings page.

How are meeting minutes to be archived?

The Highlands clubhouse was once again the chosen location of the CPO-4K monthly meeting. Kathy

Stallkamp, chair, called the meeting to order at 7 p.m. The lead off speakers were the Washington

County officers, Schreiber and Mickelson. Our area has been relatively quiet during the past two

months. They did remind us not to respond to callers identifying themselves as IRS officers who tell us

we have past due monies owed. They pointed out the new “Move Over” law being implemented to give

officers and responders the space they need reply to accidents and needs. Questions from the floor

included the legalities of panhandlers.

Kathy introduced Mike Branham from the Tigard/Tualatin Aquatic district. Mike told us how the two

pools in our area were being managed by a 5 member board. They are moving forward with updates

and improvements to the pools with the tax monies made available. They plan to reduce this amount

once the pools have met the guidelines and safety features needed. A brochure was passed to the

attendees showing the fall schedule and information on classes available.

Our next speaker was Carrie Pak from Clean Water Services who spoke on codes that have been

updated regarding the responsibility of water flow issues. This now includes flow to the main water

source, further than the previous ¼ mile from the originating area. Maps outlining future changes

were produced thru a power point show. She described the analysis and decisions of future changes

for routing water flows. The Highway 99 median project was explained where they will be cleaning

and replanting the area for water quality improvement. This cost will be absorbed thru a shared

expense . A sidewalk project along the highway will run from Royalty Parkway to the Tualatin River

South of town. This project will be starting as early as this summer. Kathy questioned the CPO-4K

project at the corner of Beef Bend and Highway 99. As this is a ‘welcome area’ to our city, we have

wanted to improve this area for some time. Now that the turn lane issue is completed, we again would

like to know our limitations to these improvements. Carrie suggested a temporary project as the

aforementioned changes will still be taking place.

Tim Connley from the Urban Road Betterment group told us of projects under consideration. A bike

path along Fischer road may take second seat to a continual sidewalk. There are also lights that are

under consideration along Scholls at Sherwood and Beef Bend on Roy Rogers Rd. as these byways are

now experiencing extensively increasing travel.

Kathy said our speaker for next month will be Roy Rogers where a number of questions will be

answered on these changes. She will also be attending a meeting on transportation plans for River

Terrace, or as we have previously known it as Area 63 and 64.

Dan Schauer concluded the meeting on the leadership training being held the evening of Feb. 19th . He

encouraged those interested to contact him or Kathy for additional information as we wish to continue

the strong input the K4 organization has been able to provide in the past. Dan announced Margot

Barnett would be leaving our area shortly, but would be available for questions until the end of the

month.

Kathy dismissed us at 8:15 reminding us the next meeting would be on February 24th .

Respectfully submitted,

Rita Loberger

CPO 4-K Secretary



What are the legal requirements regarding CPO-related correspondence?

The CPO Secretary is responsible for all correspondence issued on behalf of the CPO unless delegated or otherwise speci ed in a motion approved at a CPO general membership meeting. This individual collects and distributes incoming mail to the appropriate of cer or committee person and ensures that the CPO Program receives copies for the permanent CPO records.

Other requirements include: Copies of all outgoing correspondence also needs to be led with the OSU Extension. This will allow the Program staff to maintain the CPO les over time. Correspondence stating the position of a CPO should indicate whether the position is that of the general membership, Steering Committee, or other authorized committee of the CPO and indicate the speci c count of the vote. If there was a clearly stated minority opinion, then that position should be stated in the letter.

The Steering Committee can also provide electronic correspondence to the CPO Program staff to ensure information is included in the permanent record of the CPO.

The CPO should maintain a list of all Steering Committee members, of cers and sub-committee members with speci c responsibilities, including contact information. A copy of this should be provided to the CPO Program annually following the election of of cers and designation of duties, and updated when there are changes in Steering Committee membership or contact information.

The citizen involvement program staff will provide Meeting Attendance Sign-in forms and stamped envelopes to provide the original meeting attendance forms to OSU Extension and other materials necessary for transferring materials.

How can OSU Extension staff help CPOs stay in compliance with Oregon public records law?

Although CPOs are ultimately responsible for the records they create, the citizen involvement program supported by OSU Extension can help CPOs in several ways.

Archiving OSU Extension staff will maintain permanent record les for each CPO. CPO leaders may send records to OSU Extension on a quarterly basis or as agreed-upon by the CPO secretary or designated record keeper and OSU Extension staff. Program staff will routinely provide a scanned copy back to the designated CPO of cer.

Roster and email list maintenance OSU Extension staff and CPO leaders should keep and share CPO rosters as they are maintained by CPOs. Meeting rosters should be supplied to OSU Extension as soon as possible following the meeting. The citizen involvement program and CPO leaders should also maintain and share email distribution lists of members who indicate interest in hearing of land development applications, neighborhood review meetings and other timely activities related to community livability.

Records requests OSU Extension staff will support CPOs that receive records requests. Requests that come to the program of ce will rst be shared with CPOs for their review so that CPO leaders may determine if they wish to respond to the request. If helpful to the CPO, program staff may respond to requestors using archived records held by OSU Extension.


How long must CPO-related records be retained?

The Oregon Secretary of State’s Of ce issues rules regarding records retention for public bodies. Some of the minimum retention periods related to the County’s citizen involvement program are provided in OAR 166-150-0005. Keep in mind that these retention rules may be amended from time to time, so check with OSU Extension staff for updates.

It is the CPO’s responsibility to provide copies of records to OSU Extension staff for retention. If the CPO generates records and does not provide copies with OSU Extension, the CPO then assumes sole responsibility for retention.

Here are some of the main categories of records and their retention periods:

Charters and bylaws - permanent Citizen awards 6 years Citizen involvement program records/general correspondence 5 years Meeting minutes/notes - permanent Public notices of CPO meetings produced by the CPO ( yers, press releases, posts) 3 years Reports and studies 5 years Resolutions if “formal statements of decisions or expressions of opinions adopted,” permanent Seminar/workshops 5 years Special events and celebrations if “documenting signi cant aspects of the event,” permanent, otherwise 2 years

Surveys, polls and questionnaires 3 years Training program records 5 years

In Summary

This section of Handbook described the operational details of keeping a CPO going. It includes roles, responsibilities and guidelines of the CPO program. We recognize that there is a lot of information in this section and some of it might seem rather daunting. We have tried to make it as simple as possible to meet public meeting and records requirements by providing the templates and tools found in Section 5 and the CPO Meeting Requirements-at-Glance table on the opposite page. Following program guidelines and record keeping will ensure continued recognition of the CPO by the County Board of Commissioners and protect and strengthen the CPO’s position if its processes or decisions are challenged.

The time and effort that CPO leaders put into supporting the CPO organizations, the CCI and their communities is valued, respected and not praised or acknowledged frequently enough. Nothing in this document should be construed as constraining your civil or free speech rights as individuals. The guidelines impact your actions as of cers of an organization in a publicly funded program with speci c scope and focus.


CPO Meeting Requirements At-a-Glance

The table below pulls together program timelines and recordkeeping which should help you track activities and can be used as a checklist for each meeting. There are two columns indicating time before the meeting, recognizing that each CPO is different, and that some organizations meet bimonthly and quarterly. If inviting elected of cials, arranging a panel of speakers, high-level staff, or a candidates forum we recommend using the longer time frame. Sometimes issues crop up that are hot-button and need a quicker response to get them on

the agenda. These timelines may seem long, but waiting until a few days before the agenda is due to contact speakers makes it less likely that speakers will be available, and does not communicate respect for their schedules. Highlighted items are less exible to ensure that newsletters reach the public in advance of the meeting and records are available when requested. Staff may not be able to help with various meeting needs if we are not asked with enough lead time. It helps to plan meetings in advance for a few months if possible.

Days BEFORE the Meeting

ActionLong Time

Frame OptionShort Time

Frame Option

60 30 Invite speakers.

45 22 Con rm speakers, and get approval of draft agenda description for their presentation. Check on any audio visual needs.

45 Submit teaser for newsletter upcoming agenda.

30 Post save the date teaser on social media and other media websites.

30 Work with staff on additional outreach (media, yers).

15 15 Submit nalized agenda and any additional newsletter information to CPO Program staff.

14 7

Request any extra newsletter or document copies and reserve audio visual equipment, or give any other special needs requests to the CPO Of ce.

7 7 Send email with agenda to speakers as courtesy reminder.

7 7 Post meeting information on social media and other media websites.

Days after meetingDays AFTER the Meeting Action

1 Send thank you note or email to speakers.

Conduct any additional follow-up needed from meeting (e.g. prepare letter, testimony or list of questions), and copy to CPO Program.

7 Send meeting roster to CPO Program staff.*

15-30 Prepare and send minutes.

ariable, but act rapidly within 7-10 days of meeting

the nuts and bolts...nuts and bolts your cpo is a resource for community members to stay informed...

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