Current Recruitments
Apply for an open board position
Boards currently recruiting for new members include:
Marion County Fair Board Key Volunteers
Are you ready to roll up your sleeves and get dirty? Do you enjoy the smell of fresh air and the excitement of planning activities and events? This might be the perfect team for you!
The Marion County Fair Board is seeking a few Key Volunteers to help provide leadership and oversight to independently coordinated fair projects. This is an active board, not just a planning board, so you must be willing and able to attend monthly meetings as well as assist with the implementation of the 4-day fair during the second weekend of July.
Key Volunteers for the Marion County Fair are appointed by the Marion County Board of Commissioners. Although Key Volunteers do not have a formal vote on fair board business, they will actively serve with the fair board to coordinate and oversee the implementation of the Marion County Fair. Key volunteers will be considered first when there is an opening on the fair board.
Applicants must be residents of Marion County who are 18 or older. For more information, contact Community Services at 503-585-9998.
Brooks Community Service District, East Salem Service District, Fargo Interchange Service District, and the Labish Village Sewage & Drainage District Budget Committee and Advisory Committee:
Would you like a chance to speak up and share your thoughts or concerns about the Brooks Community Service District, East Salem Service District, Fargo Interchange Service District, or the Labish Village Sewage & Drainage District? Do you have ideas on how to make your community a better place to live? Marion County is seeking volunteers to fill these vacant positions on these committees to provide a voice for community issues and to approve the annual budget for the District. Become a member of the Budget Committee or the Advisory Committee to make a difference.
General obligations of these committees include attending scheduled meetings, public hearings, and participating in discussions involving the District. To become a member of the Budget Committee or Advisory Committee, contact the District office by email at
service_districts@co.marion.or.us or by phone at
(503) 588-5084.
Intellectual Developmental Disability Advisory Committee:
This committee provides advocacy and leadership for Marion County IDD policy and planning. This committee is currently recruiting for seven open positions: Four (4) individuals receiving or family members of individuals receiving IDD services; two (2) IDD service providers; and one (1) IDD advocate.
Members are appointed to four-year terms. IDDAC meets monthly, on the second Wednesday from 8:30 a.m. to 10:00 a.m. in Salem. For more information, contact Health and Human Services at (503) 588-5288.
Local Alcohol and Drug Planning Committee :
This eleven-member committee makes recommendations to the Marion County Health Advisory Board and the Board of Commissioners on matters related to alcoholism, alcohol and drug abuse, and drug addiction. The committee addresses education, treatment, prevention, rehabilitation, law enforcement, criminal justice and law reform. Members are appointed to two-year terms.
The committee meets monthly, except for July and August, on the fourth Thursday from 8:00 a.m. to 9:30 a.m. in NE Salem. For more information, contact Health and Human Services, Community and Provider Services at(503) 576-4574.
Ethics
The Oregon Government Ethics Commission (OGEC), established by vote of the people in 1974, is a seven-member citizen commission charged with enforcing government (ethics) laws. Since volunteer advisory committees are considered public bodies under Oregon law and members are considered public officials, government ethics laws apply to persons serving on public bodies. Formerly, the agency was known as the Oregon Government Standards and Practices Commission.
Public Official: Any person serving the State of Oregon or any local government or public body as an elected official, appointed official, employee, agent, volunteer or otherwise, whether or not the person is paid for the services.
EIGHT GENERAL RULES FOR GOVERNMENT CODE OF ETHICS
1. No Favoritism
-Treat all customers and clients equally.
-No special favors for friends or family
2. No Special Privileges Because of Your Official Position
-Follow the same rules that apply to everyone, no preferential treatment
-Cannot use position to obtain an extra financial gain or avoid a loss
3. Follow Confidentiality Rules and Laws
Know which information you handle is confidential by law
Do not disclose confidential information without an authorization
Do not "tip off" anyone with confidential information
4. No Profiting from County Business Either Directly or on the Side
-Applies to you, your relatives, members of household or your businesses
-No directing county business to where you have a financial interest
-No soliciting private clients or work through your county position
5. No Outside Work that Conflicts or Interferes with Your Job
Avoid conflicts of interest with county position and duties
Includes interference with attendance and ability to do county job
6. State Law Limits on Accepting Gifts
-Applies only if you have a recommendation or decision-making authority over the source
-Gift limit is $50 per person per year from source with a county interest
-Limits on gifts of entertainment of $50 per person per year from one source
-Some exceptions for food, beverages, small awards; check before accepting
7. No Personal Use of County Property
-Do not borrow or take property or supplies for personal or non-county use
-Exception: Marion County’s Computer Policy allows limited personal use
-Do not use county property for personal gain or outside business
8. Report Violations to Supervisor, Department Head or County Management
-Violations include improper use or theft of county property
-Duty to report false claims, Medicaid fraud and abuse per federal law
Oregon Government Ethics Law - A Guide for Public Officials
Oregon Government Ethics Law - Supplemental Guide 2011-15 Legislative Updates
Meeting Management
Ground Rules:
Every group should establish ground rules on how meetings will run, how members will interact and what kind of behavior is acceptable. Because each group member is an individual, each has a different way of accomplishing tasks. At times these different ways can cause friction between members and slow down the process of the group as a whole.
Each member is expected to respect these rules, which usually prevents misunderstandings and disagreements. Three to five ground rules are sufficient for most groups. Some of the more important ground rules include:
• Attendance: groups should place a high priority on meetings, talk about what would be legitimate reasons for missing a meeting, and establish a procedure for informing the group leader of a member’s absence from a scheduled meeting.
• Promptness: meetings should start and end on time.
• Meeting place and time: specify a regular meeting time and place, and establish a procedure for notifying members of meetings.
• Participation: everyone’s viewpoint is valuable. Every team member can make a unique contribution; therefore, emphasize the importance of both speaking freely and listening attentively.
• Basic conversational courtesies: listen attentively and respectfully to others, do not interrupt, one conversation at a time, and so forth.
• Interruptions: decide when interruptions will be tolerated and when they will not.
• Other norms or ground rules that can be decided ahead of time by the group such as acceptable language, humor, jargon, etc.
Agenda Development:
An agenda is developed for each meeting. The agenda should further the work of the board while supporting the mission and directives. The agenda provides a forum in which to address issues and accumulate information to assist the board with its work. A balanced agenda should include both action items and discussion items to keep members involved.
Work Plan:
One of the best ways to ensure an advisory board is effective is through the use of a work plan. The plan specifies goals for the board, strategies to meet the goals and timelines for completion of the goals. The goals of the board should be closely aligned with goals of the department.
A work plan should specify the operational goals of the board for the year. A well-developed work plan can be used by each board member and relevant staff members as a reference for completing his or her portion of the organization's strategic plan.
Public Meeting Law
"Oregon Public Meetings and Public Records Law were enacted by the Oregon legislature in 1973. These laws underscore the state's policy that the public is entitled to know how the public's business is conducted. Thus the written record of the conduct of the public's business is, with some important exceptions, available to any citizen. Similarly, the deliberations and decisions by public bodies are, for the most part, open to attendance by any interested person."
Attorney General's Public Records and Meetings Manual, January, 2004.
Protecting the Public's Right to Know - A Quick Reference Guide to Oregon's Public Meetings Law
Public Records Law
"Oregon Public Meetings and Public Records Law were enacted by the Oregon legislature in 1973. These laws underscore the state's policy that the public is entitled to know how the public's business is conducted. Thus the written record of the conduct of the public's business is, with some important exceptions, available to any citizen. Similarly, the deliberations and decisions by public bodies are, for the most part, open to attendance by any interested person."
Attorney General's Public Records and Meetings Manual, January, 2004.
Protecting the Public's Right to Know - A Quick Reference Guide to Oregon's Public Records Law
Resources for New/Current Advisory Board Members
It is important that advisory board members are well-informed of meeting schedules, their responsibilities as a board member, and the expectations for their behavior and contribution.
All Advisory Board Members should be familiar with/receive information on the following:
Orientation Manual for Advisory Board Members
Your advisory board's bylaws
The group's ground rules & decision-making process (if applicable)
Background information on the history of the advisory board and its current work
Responsibilities as a public official
Expectations for meeting participation and attendance
