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Agenda 02/28/2006
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Agenda 02/28/2006
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3/3/2006 11:38:23 AM
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3/3/2006 11:11:26 AM
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City Council
Meeting Date
1/24/2005
City Council - Category
Agendas
City Council - Type
General
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<br />and efficient development of the physical, social and economic elements of the district <br />by planning, and encouraging and assisting governmental subdivisions to plan for the <br />future. It shall not be the duty of the commission to perform the functions necessary <br />to Implement the plans and [*5] policies established by it or to furnish <br />governmental services to the district." (Emphasis added.) <br /> <br />Your inquiry, therefore, requires the determination of whether the contemplated <br />agreement is prohibited by the limitation of PDC activities to planning related <br />functions. In other words, are the functions to be assumed by PDC authorized <br />"planning," as opposed to prohibited "implementation"? <br /> <br />Prior Opinions of this Office provide examples of activities found to be outside the <br />authorized scope of a commission's planning function. Prohibited activities include the <br />creation of corporations to perform service functions, n1 to administer grants, n2 and <br />o perform Industrial development activities such as advertising the advantages of an <br />; r':!a and negotiating agreements with business or industries. n3 Furthermore, in the <br />. context of conflict of interests, it was found that a planning commission, by its nature <br />and function, is an advisory agency. Reports of the Attorney General: 1981-1982 at <br />407; 1974-1975 at 562. <br /> <br />- - - - - - - - - - - - - - Footnotes - - - - - - - - - - - - - - - <br /> <br />n1 1970-1971 Report of the Attorney General at 295. See also 1970-1971 Report of <br />the Attorney General at 294 (actual performance of governmental services by PDC <br />employees prohibited). <br /> <br />n2 1972-1973 Report of the Attorney General at 305. <br /> <br />n3 Id. at 308. <br /> <br />- - - - - - - - - - - - End Footnotes- - - - - - - - - - - - - - [*6] <br /> <br />In your particular situation, a review of the purposes of EDC, H&R and the model <br />contract establishes that some of the staff and management functions to be assumed <br />by PDC clearly go beyond planning and into implementation or the providing of <br />services. n4 A structural analysis of the resulting entities supports this conclusion. The <br />executive director of PDC will become the executive director of H&R. PDC will absorb <br />four H&R staff members. The model contract states that PDC would "provide all staff <br />personnel to manage the operation" of the other entity. It is difficult to see how the <br />distinction between the planning and implementation stages of community <br />development could be maintained in such circumstances. <br /> <br />- - - - - - - - - - - - - - Footnotes - - - - - - - - - - - - - - - <br /> <br />n4 For example, an aggressive promotional program to develop an active prospect <br />search effort. <br />
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