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Des Moines Council approves six‑month committee‑of‑the‑whole pilot, staff to consult on merging advisory boards
Summary
The council voted 5‑2 to pilot a Committee of the Whole model for monthly committee work with remand power and asked staff to consult with existing advisory groups about merging arts, human‑services and senior committees into a ‘community enrichment’ board and return with bylaws.
The Des Moines City Council voted to pilot a Committee of the Whole (COW) approach for committee work and asked staff to consult with existing advisory committees on a proposed consolidation.
At a study session on March 6, 2025, City Manager Tara outlined staff recommendations to reduce redundant meetings and better focus limited staff resources. She proposed using the council’s study‑session window for full‑council briefings and reserving traditional committee meetings for issues that require deeper review: “Instead, it’s you meet when there is definitely something to talk about,” Tara said.
Councilmembers provided mixed feedback during discussion. Supporters said a COW would reduce duplication and enable the whole council to weigh in earlier; opponents warned that standing committees develop subject‑matter expertise and that those benefits could be lost. Councilmember Nutting said, “I like the idea of, having a discussion as a whole.” Councilmember Harris urged the mayor and staff to show a clear value proposition to residents if the new model is adopted.
After discussion, Deputy Mayor Steinmetz moved to try a Committee of the Whole with the option to remand specific items to standing committees; the motion was seconded and carried on a roll‑call tally of 5 in favor, 2 opposed. The council set a six‑month pilot period and asked staff to return with an evaluation describing impacts on staff workload and public service delivery.
Separately, the manager proposed merging the Arts Commission, Human Services Advisory Board and Senior Services Advisory Board into a single Community Enrichment Board that would combine arts, parks and programming and human‑services advisory functions, and suggested offering current unexpired seats on the three boards an opportunity to join the consolidated body. That consolidation was presented as a staff recommendation for “food for thought”; councilmembers asked staff to meet with affected advisory groups and return with draft bylaws, membership proposals and an implementation timeline rather than voting on consolidation that night.
The council gave staff direction to pilot the COW approach for six months and to consult with appointive committees before any consolidation or bylaw changes are adopted.
