Dr. Ted Flickinger IAPD Executive Director    Last-minute additions to board agendas could address an emergency issue but usually they spell trouble.

Last-minute Agendas

I have been asked on a number of occasions whether additions should be made to the board meeting agenda right before the meeting starts. I firmly believe that should never happen unless adding the agenda item is supported unanimously by the board or at least voted on by three-fifths of the board.

Last-minute additions to board agendas could address an emergency issue but usually they spell trouble. It can be a way for a board member to use politics to get an issue on the agenda and, thus, it does not give anyone else but that board member a chance to prepare their thoughts on the subject. Some board members use this strategy to get pet projects or issues passed by the board.

Dear (staff member's name): Welcome to (agency name)! We hope your employment will be challenging and enjoyable. You were hired because we feel that you will be a positive addition to our park and recreation agency. As board members, we respect the opinions of our staff members. You are the experts in the field, and we welcome your input. If you have a suggestion for improvements to our operations, or wish to offer technical advice to help the board make a difficult decision, we want to hear it. However, we have hired your executive director to represent the staff at our board meetings. Please give all input to the executive director, who will in turn bring it to us at a meeting. Our best wishes to you as you join the (agency's name) team. Were proud of our quality staff and thriving work environment. Sincerely, Board President

I believe the board agenda should be established by the board chair or board president and the executive director. If an individual wants a subject put on the agenda, they should call the executive director or the president (presiding officer) at least one week prior to the board meeting. This keeps a member from dragging his or her fellow board members into a public discussion on controversial issues without preparation. There should be plenty of time set aside to research a subject prior to discussion at the board meeting.

Exceptions do exist, however. Some boards allow an item to be placed on the agenda with time restrictions for discussions about the item, but they also clearly point out that no action can be taken on an item unless it is deemed an emergency at that particular board meeting. This gives board members a chance to express their concerns about a subject and then place it on the agenda of a special meeting if the issue is hot, or simply on the agenda for the next meeting.

I also strongly recommend that the mission statement be printed at the top of every meeting agenda. This keeps the board focused on the meeting and the mission of the agency. If things do not pertain to the mission of the agency, they shouldn't be on the agenda and waste the boards time.

The Chain of Command

I recently read that an administrator sent a letter to his staff from the president of the board because he was concerned about a job he recently took and he was being undermined by a staff

6 Illinois Parks and Recreation

IAPD Calendar September 12 Illinois Clean Energy Community Foundation Workshop Hickory Pines Golf Course Clubhouse, Decatur Park District September 13 Illinois Clean Energy Community Foundation Workshop Poplar Creek Country Club, Hoffman Estates Park District September 21 Commissioners Seminar Byron Forest Preserve District October 15-16 Sixth Annual Seminar for Illinois Senior Centers Decatur October 16-19 NRPA Congress Tampa, Florida November 7 Legal Symposium Hamburger University, Oak Brook January 23-25, 2003 IAPD/IPRA Conference Hyatt Regency Chicago For more information about IAPD events and programs, see www.ILparks.org.

person who had been there for quite a long time. When staff are complaining about another staff person or the executive director and catching the ear of a board member, this is not the proper channel to follow. This kind of "back-door communication" definitely breaks down the chain of command. To prevent this situation, when a new staff member is hired or an executive director comes in, the letter in the box on page 6 can be tremendously helpful in the orientation of new board members as well as new staff.

BOARD /EXECUTIVE EXPECTATIONS THE EXECUTIVE DIRECTOR'S EXPECTATIONS OF BOARD MEMBERS • Provide expert advice and counsel as well as insight into the local community. • Establish policy. • Delegate responsibility for the management of the agency and implementation of board policies to the executive director. • Assist in making organizations aware of the needs of the agency, particularly in making appeals to businesses and civic groups to raise funds for particular projects and support for the park and recreation foundation (if one exists). • Refrain from micro-managing or managing any administrative functions. Refrain from working directly with staff members or favoring one staff member over another and understanding that the staff is responsible and reports to die executive director only. • Communicate openly and with integrity with the executive director and to hold the executive director accountable for the performance of the agency. • At least annually, formally evaluate the executive director's performance. • At least annually, evaluate the agency and the achievement of goals. • At least annually, evaluate the board's performance. • Develop a strategic plan for the agency and measure the executive's performance on achievement of goals and objectives of the plan. • THE BOARD'S EXPECTATIONS OF THE EXECUTIVE DIRECTOR • Integrity, openness, full communication with the board on bad news as well as good news. • Serve as the board's professional expert and advisor. • Implement board policies and report back to the board the success or failure of policies and potential modifications. • Interpret the needs of the agency and make recommendations on problems and issues giving the board feasible options for their decisions. • Develop a sound and efficient budget keeping the board informed on at least a monthly basis of the financial status of the agency. • Recruit, develop and adequately supervise and evaluate competent personnel. • Assist the board in developing communication programs with other agencies and businesses within the community and keeping the public informed of the agency's progress. • Assist the board in the annual evaluation of the executive director and provide the board with an annual self-appraisal. • Keep the board posted on a periodic basis on the progress of the strategic plan. • -byTedFlickinger, Ph.D.

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