A R E    Y O U    O N   B O A R D?

Board turnover is more the norm than the exception today and it's becoming a greater challenge to foster and preserve team spirit on the board. Board members are serving shorter terms for many reasons. The term-limit philosophy still runs strong in some communities. Time is a sacred commodity, especially for families in which both parents work. Fewer people are willing to give so much of their time on a board or other kinds of volunteer service.

Dr. Ted Flickinger IAPD Executive Director

In an exit interview with a board member who chose not to run again, the board member told me that serving on a public board is not as rewarding as he thought it might be. This can happen, especially when there is conflict among board members or within the community.

Public bodies increasingly are under scrutiny from special interest groups and the media. This is not bad, necessarily, unless the scrutiny becomes harassment. Another board member who chose not to run for re-election this April told me that taxpayer groups were calling him at home, "bugging" him and his family.

With every election, there's change and sometimes upheaval. If an election was competitive or a campaign negative, there will be fences to mend on the board. But a new board makeup also can spur growth and new opportunities.

If an election was competitive or a campaign negative, there will be fences to mend on the board. But a new board makeup also can spur growth and new opportunities.

Single-issue Commissioners Some board members get elected because they run on a single issue. They represent an interest group who, for example, wants more baseball diamonds or ice rinks or a better golf course. A single issue board member who solely serves for that purpose and nothing else is a board member nobody wants . However, a board member who ran on a single issue and has a passion for that issue and handles it appropriately is different. This board member can make a significant contribution with their knowledge about the subject area, especially if he or she is open-minded, has no hidden agendas, always sees the big picture and abstains from voting when conflict of interest becomes apparent.

Creating Post-election Team Spirit

Board orientation, training and retreats can go a long way toward creating a positive, productive team spirit among the board and the executive. Here are some ways executives can build the team.

• Thoroughly educate board members on the issues. What are the pros and cons? What are the options? What does the opposition say?

• Have retreats to conduct and monitor long-range plans, talk philosophy or vision, update on the progress of strategic plans.

• Plan social events to get to know one another. Include the staff on occasion.

• Invite individual board members to an occasional staff meeting.

• Give board members invitations to special events.

• Have a new board member and staff luncheon or dinner at a local restaurant.

• Remind board members of the "big picture" on a regular basis. Conduct workshops on trends, goal-setting and brainstorming.

• Give the board credit for success. If the board is progressive and successful, the staff will be motivated to achieve goals.

• Cardinal Rule: NO SURPRISES!

6 / Illinois Parks and Recreation

B O A R D M A N S H I P   I N S I G H T S

Checklist for Board Orientation

Some agencies have well-documented board orientation materials. Morton Grove Park District, for example, gives each board member a "Board Practice Manual." A formal orientation helps new board members get off on the right track, and it should take place before the first meeting of the board. Here's a checklist for what to include in your board orientation packet.

• Welcome letter

• Board manual (which includes bylaws, policies, ordinances and minutes)

• Board roles, duties and responsibilities, meeting attendance policy, conflict of interest policy, confidentiality policy, guidelines for meeting conduct and code of behavior and ethics

• Strategic plans: goals and objectives

• One year of meeting minutes

• Annual calendar of board meetings, board events and agency events

• Roster of board members (addresses, fax and phone numbers, e-mail)

• Brief biography form

• Executive's job description

• Organizational chart

• Annual report

• Finance information (budgets, monthly reports)

• Parliamentary procedures guidelines

Better Recruiting Can Make
a Better Board

If you have a "bad" board, one that seems to be in conflict more often than not, you should do a better job of recruiting good people to the board. If you've developed a good roster of potential board members, the makeup of the board is not left up to chance. It's more likely that these people will get elected. Don't let the board get overrun by people who thrive on conflicts and those who are not really there to serve the public.

One board I know finally just decided to live with their "bad apple" board member. They effectively became a six-member board, not giving attention to the seventh member who was so negative. Eventually, the person came around.

There are all kinds of strategies for dealing with the negative board member, but recruiting the best candidates is proactive and more productive. The alternative is to ask IAPD for board training information or a special workshop tailored for your board.

Engrave the Mission Engrave the agency's mission on a plaque that prominently hangs on the boardroom wall. This constantly will remind the board and staff why they are there. Board Agreements on Conduct and Operating Principles • Don't have hidden agendas. Openly share information openly with all members and the executive. The executive is a member of the team. • Understand that individual board members have no authority without authorization from the board to act on their behalf. • The board meeting is the only time a board legally can perform its duties. • Board members agree to not let disagreements on one issue carry over to other issues. A board member will respect his fellow board member and not ridicule them. Compromise decisions are often the best decisions. Board members leave disagreements in the board room when the meeting is over. "Never hang dirty laundry out in public." • The board member understands the importance of a positive public perception of the board. • The board will establish goals in cooperation with the executive based on the strategic or long-range plan. Goals will be feasible and provide good direction and stability for the agency. Board Training Is Invaluable An educated board member is a better board member. How many average citizens understand the tax levy and the role of a board member? How many know parliamentary procedures or the major requirements of the Open Meetings Act? IAPD offers many opportunities for board training, starting with the Annual Commissioners Seminar—specially designed for newly elected commissioners—on June 23, 2001. IAPD offers individual, regional and general commissioner training. See www.ILparks.org for details. •

Upcoming IAPD Events for Board Members and Executives May 1 & 2 IAPD Legislative Conference & Reception Springfield May l Institute for Excellence in Park Facility Design & Management Springfield June 23 Commissioners Seminar - June Drive-In Glen Ellyn Park District July 13 Legislative Awareness Day Golf Outing White Pines Golf Course Bensenville Park District August 25 Fall Commissioners Seminar Location TBD Go to www.ILparks.org for more details.

March/April 2001 | 7