ACROSS THE BOARD

Hiring the Chief Executive

Board members need to consider what qualifications and qualities
they require in recruiting the best chief executive for their agency.

Dr. Ted Flickinger
IAPD Executive Director

Good executive leadership is the greatest asset in the recreation and park
field, and paying a good salary to get it is both politically and economically sound.

Each park district, forest preserve, recreation or conservation agency is unique and will require different strengths in a chief executive. However, when deliberating about the criteria to use, be conscious of the following concerns:

• DO NOT expect to hire a top professional at a low salary. Good management means a good salary. Taxpayers want efficiency, not false economy in the form of substandard salaries that result in costly turnovers, low morale and poor service. Cheap leadership is very expensive if unsatisfactory and ineffective services result. Good executive leadership is the greatest asset in the recreation and park field, and paying a good salary to get it is both politically and economically sound.

• DO NOT hire an individual because of political affiliation or relationships with board members.

• DO NOT overrate a candidate who has a ready made program to resolve all problems.

• DO NOT seek a candidate with many years of the "same experience,"
but who has shown little or no progress and no innovative ideas.

• DO NOT hire a person to keep the agency out of trouble by not wanting to address controversy.

• DO NOT be overly impressed by a candidate who seems to know all the answers without getting all the facts.

Minimum Requirements

The chief executive at least should have a bachelor's degree in Parks and Recreation from an accredited college or university; a master's degree is desirable. Graduate study should include courses in administration, planning, personnel, and research techniques. Courses in natural resources, public relations and finance are helpful.

Special Qualifications

The chief executive must have a thorough knowledge of the theory and philosophy of parks and recreation plus the ability to interpret this philosophy. The individual must possess an understanding of a community's recreation needs and the ability to formulate and administer programs to meet specific community objectives.

The individual must have experience in administering a comprehensive community parks and recreation program. The chief executive should understand the function, design, and maintenance of parks and recreation facilities and possess the ability to superintend a program of acquisition, construction and maintenance of those areas. The chief executive should have skills to recruit, select, train and supervise personnel.

The individual should demonstrate a capacity for cooperating with volunteers, private organizations, businesses and the public. Skills in oral and written communications are essential to the chief executives position. He or she should demonstrate initiative, creativity, perseverance and the ability to inspire the continuing best efforts of others.

Requiring Certification

The park, recreation or conservation board should support professional certification as a desirable condition of employment. Through certification, individuals are examined to determine whether they meet or exceed prescribed standards. The process recognizes the importance of keeping abreast of the many changes that affect society for both the veteran and the new professional. Applicants must meet or exceed the prescribed educational and professional experience qualifications to become certified. In addition, certified professionals must attain a set number of hours of approved continuing education to maintain certification.

What do most boards want?

Since the inception of its Director Search Service in 1991, IAPD has acted as an independent, confidential consultant for 22 professional hires of park

8 / Illinois Parks and Recreation

and recreation agency chief executives. From this experience, IAPD has found that most boards require the following core qualifications:

• Education. A bachelor's degree or greater in Parks and Recreation Management or related field. Certification as a recreation and parks professional is desired as well as evidence of a commitment to continuing education.

• Financial management skills. Proven, successful experience in administration and budgeting. The ability to create a sound fiscal program that includes capital projects, budgeting, forecasting, referendums and other alternative funding sources, (e.g., foundations, federal/state grants and enterprise operations).

•Communication and interpersonal skills. Proven ability to develop and maintain strong intergovernmental relations and cooperative efforts as well as excellent community and media relations. The ability to work closely with locally elected boards with an in-depth understanding of board/director relations and team-building.

• Administrative/personnel management skills. Demonstrates the ability to work cooperatively and decisively to assess needs, development plans, set priorities and assign personnel with assurance and accountability in order to make successful use of the agency's staff and financial resources.

•Vision and leadership. Inspires staff and volunteers in their responsibilities with a commitment to excellence and professional performance. Displays a high level of self-confidence and optimism and is a role model for integrity, persistence and vitality. Assesses the needs of the agency and plans for its future growth and prosperity. 

"I was extremely impressed with the professionalism that lAPD's Executive Search Committee demonstrated throughout the application process."

- Dean Bos/Tom
executive director of the Hoffman Estates Park District about the IAPD Director Search Service

ABOUT THE IAPD DIRECTOR SEARCH SERVICE Hiring a director is one of the most important decisions a commissioner will make. In 1991, the IAPD board responded to the many requests that were being made of IAPD to assist with recommendations and suggestions for agencies needing new directors. In order to professionalize mis service, research was conducted on similar hiring programs throughout the state and nation. Through these efforts the IAPD Director Search Service was born. The IAPD Director Search Service operates under a strict policy of confidentiality which serves the interests of the applicants, board and agency. The IAPD Director Search Procedure Determining the Agency's Needs Preliminary meetings with the board generates the following: • Desired qualifications, experience, salary limits, special district needs, job description; • Community demographic information for , the "Announcement of Vacancy" brochure; • Time line for the selection process; • Board members receive the Board Questionnaire, a series of questions relative to their views toward the district, and expectations of the new director. Soliciting Applicants • The "Announcement of Vacancy" brochure is distributed to all member agencies and interested individuals. • An advertisement is placed in the JOB Bulletin. • Other solicitation methods are used as specified by the board (e.g., local or state newspapers, listing in the National Recreation and Park Association job bulletin, etc.). Determining Finalists • Applicants are reviewed by the Screening Committee to select candidates who meet or exceed the criteria set by the board. • The number of finalists selected is determined by the board (typically five to seven). • The Screening Committee selects finalists and conducts extensive reference checks. • Finalists receive and complete the Management Questionnaire. Presenting Finalists to the Board • A booklet of finalists is compiled, including letter of application, resume, reference summary, answers to the Management Questionnaire, plus interview guidelines. • The board reviews the candidates and selects candidates to interview. • IAPD arranges interviews and distributes to candidates an occupational testing booklet and a summary of results from the Board Questionnaire. • The board evaluates the first interviews, reviews results of the occupational test and typically selects two to three candidates for second interviews. Selecting a Director After careful consideration, the board selects the best candidate to serve as its new executive director.

May/June 1998 / 9