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ARE YOU ON BOARD? Boardmanship Insights Strategies for handling controversial issues at board meetings, plus board ethics and advocacy
In the last several months, I've received many phone calls from board members and directors asking for advice on subjects such as how to handle hot issues during board meetings and what to do with a divided board. In this column I share some general strategies for these and other frequently asked boardmanship questions. Strategies for Handling Controversial Issues at Board Meetings Constituents are angry over an issue. The media is giving more than adequate attention to this issue. What are your policies for hearing the public's views on the issue at board meetings? Here are several examples of policies that might help. First, require advance signup and statement of purpose for addressing the board. Second, set a time on the agenda for public participation and enforce a time-limit policy for each individual who wants to speak (usually three to four minutes). A separate policy should be adopted by the board dealing with complaints from the public about personnel. The board policy should state that all complaints about personnel should be referred and fully investigated by the executive. All complaints must be in writing and signed. Any anonymous complaints should be disregarded. Addressing a Hot Issue How do you avoid infighting among board members when there are major disagreements? Every board should have adopted a code of ethics or at least reached an agreement on how board meetings should be conducted, how board members should interact and keeping meetings civil. Building consensus on the board is vitally important in keeping the team's working attitude and board unity. When a controversial issue is on the agenda, the president of the board should first establish a clear description of the problem and request each board member to speak to the issue within an established time period. The board should always clearly define the problem before seeking solutions. By following this practice, the president avoids two problems. First, the debate usually does not become bitter. Second, the board members have equal time and get a chance to hear their fellow board members' opinions or rationale. Board members are less likely to hold grudges if they believe they had equal time to make their case and their opinions were accepted respectfully. A board member's behavior should always be ethical. After the vote is taken, accept the democratic process and move on. • Don't be negative. • You don't have to agree. However, don't attack a fellow board member's personal beliefs, ideas or personality. • Encourage diverse points of view. A Divided Board When a divided board is not making progress it usually means both sides are not listening to one another. Keep the board focused on the 6 | Illinois Parks and Recreation BOARDMANSHIP INSIGHTS mission statement. Don't compromise your principles, but be willing to compromise on minor points. What To Do When a Member's Conduct Damages the Agency Occasionally a board member's behavior gets out of line. What can a board do when a fellow board member makes the agency look bad? For instance, a disgruntled board member writes an editorial in the newspaper against his fellow board for their actions in voting 6 to 1 for a new facility. He accuses his fellow board members of not telling the truth. He spreads rumors and misinformation. In another case, a board member frequently drinks too much before board meetings and special events, which embarrasses fellow board members and damages the agency's public image. Their actions reaffirm the need for each board to have a code of behavior and rules of conduct. The code should identify that board members are expected to conduct themselves in an acceptable manner, use good judgment and perform their responsibilities with dignity and respect. The board should adopt a policy that gives the board the power to take action to prevent a board member from continuing to do unnecessary, inappropriate or detrimental public damage to the agency. The board first should call a session with the executive to discuss the issue with the problem board member. If his actions continue, then the board can choose to censor this board member in public or request that the board member resigns. The final action is to vote to abolish the board member from continuing to serve.
The Board Member's Advocacy Role All board members have an advocacy role at least at the local level with the public, media, businesses, organizations and politicians. Hopefully, board members will extend their advocacy to state and federal legislation. Approximately 30 percent of the 2,100 Illinois board members serving on park district, forest preserve, and recreation agency boards play an active role in lobbying their legislators. This is one reason why IAPD has passed 90 percent of all legislation introduced in the last 20 years. Once trained and educated on the issues, board members can be effective lobbyists because they are volunteers. Board members are citizens who donate time and effort to a good cause that they truly believe in, and this gives the board member credibility over a paid staff member or administrator who is paid for his services (one who has a vested interest). Furthermore, board members are leaders who have been selected or elected to serve on a board because of leadership skills and connections to people in the community. A board member can advocate for the agency with local politicians, PTAs, civic groups and fraternal organizations. Speak at a luncheon meeting or distribute literature and brochures to businesses and organizations to let them know your needs. Developing Board Policy Board policies provide the basis for a legal record and should be consistent with state and federal laws. Properly written board policies legitimize board actions. Board policies clarify what actions can be or should be taken or not taken. Policies provide guidance for the executive and direction for the agency. Ad Hoc Advisory Committees or Task Forces People serving on task forces must always remember that the task force is designed to advise on a specific subject. These advisory groups can decrease the board's workload by researching issues and identifying the pros and cons of an issue. They also can build community support. The members of an ad hoc committee must not become too powerful (the tail wagging the dog) or mingle in day-to-day operations. The committee or task force should operate under certain guidelines with a clear direction or focus. The roles and who they are accountable to should be identified right away. Their task should be specific, perhaps one task. Each committee or task force should have a staff member assigned to serve as a liaison and help keep the group focused. The staff member keeps the executive informed. The task force is only advisory. Members have no power to make decisions. All reports should be in writing and the group will be dissolved upon completion of assigned duties. •
Upcoming IAPD Events for Board Members and Executives
June 23
July 13
July 24
July 25
August 25
Go to www.lLparks.org for more details. May/June 2001| 7 |
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