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ARE YOU ON BOARD?
As a member of a governing board, you are accountable for setting strategies and charging the executive director with carrying them out. The staff, at the direction of the executive, must take care of the details. But, too often, the board gets inappropriately involved in the management of an agency. There are several reasons boards begin micro-managing, including: 1. The agency's revenue does not meet expectations. Board members then feel they need to jump in to "fix the situation." 2. The executive has a difficult time making decisions and constantly asks board members to help make the decisions. 3. Board members have not had proper training on their roles and responsibilities, or they don't have a manual or policies that delineate the appropriate roles of board members.
4. Board members — especially those who come from a management background — won't let go of a manager's mindset. Managing day-to-day operations is what they're used to in their jobs, and they don't know how to wear that board member's hat, or switch roles to the policy or governance areas. 5. Board members believe they were elected or appointed to the board to address certain issues and tasks, including managing the staff. 6. Board members elected during a crisis time for an agency don't know how to resolve a problem without delving too deeply into an agency's operations or don't know how to pull back once the crisis is over.
7. The executive has weak leadership skills. Some board members fear that if they don't take charge, then no one else will.
Board Members Need to Have Clear Expectations
A thorough board orientation and training program is absolutely essential in educating new board members on their roles and responsibilities and describing their duties for oversight and governance as well as leadership in the agency. Board members need to recognize the difference between policies, strategies and operations. The board and executive must work at finding a way to have a balance between strategic oversight and micro-management. The board needs to make the executive accountable for results. The board members will focus on strategic thinking and giving direction. They will establish goals in concert with the executive, and then develop performance standards that measure those goals, thus fulfilling their responsibilities for oversight. Create an Atmosphere of Trust An excellent way to keep the board focused on strategy and policy matters is to maintain a high-quality, competent staff. Once board members have developed a comfort level with the executive and staff's competency, they then have more of a tendency to focus on strategic issues and long-range planning. The executive director can foster the board's trust by demonstrating staff competencies. For instance, the executive and the business manager should develop a comprehensive accounting report that includes the detailed procedures and processes the agency uses. This information should be distributed to board members for
6 - Illinois Parks and Recreation their review and included in the board manual. This will demonstrate that effective accounting processes have been put in place, and that will add to the board's comfort level. For their part, board members should set the goals that will challenge the staff, and then leave it up to the executive to work with the staff and come back to the board with plans on how they will meet those goals. The executive needs to tell the board what it will take to meet the goals, or else explain that the agency doesn't have the resources available to meet them. What Does it Take To Be an Outstanding Board Member? Being elected or appointed to serve on a park, recreation or conservation board is quite an honor. But wouldn't it be nice to know what to expect before you start your term? Board members need to know what is expected of them and the time it will take for them to become effective board members. Agencies should develop a brochure for this purpose, perhaps titled "So, you want to be a member of the board? Here's what that means." Board members should be enthusiastic listeners who show good judgment and problem-solving skills. They don't necessarily need to know the park, recreation and conservation field or have technical expertise, because a board member's job is not to run the agency, but to ensure that management has a policy road map for effectively implementing the mission and goals of the agency. The policies developed by the board must ensure, among other things, that the money allocated and the resources of the agency continually advance the mission of the agency, that the programs offered do not jeopardize the effectiveness or the reputation of the agency and that the agency is adhering to legal, ethical and fiduciary standards. Board members must work hard at distinguishing between policymaking and micromanaging. They must give management the policy room it needs to be creative and bold in making the agency work well and operate within the policy framework the board has constructed. As a board member, you are a representative of your agency — one of its best vocal supporters. You should embrace the mission of the agency and help develop a visionary plan. You should advocate for the agency. But, your loyalty is neither blind nor unwavering. Board members need not be selfconscious about asking questions at board meetings because proper decisions are informed decisions. A good board member will scrutinize the details, but, at the same time, look at the big picture. Board members do not exist in a vacuum. You represent many different constituencies. You are a taxpayer who expects the agency's money to be well spent. As a board member, you should always try to do what is right, knowing that doing what is right will also be doing what is good. As a board member, what other responsibilities are you expected to shoulder? 1. You should acknowledge the agency's designated spokesperson. Refer all inquiries to the appropriate staff member or executive, or perhaps the president of the board, depending on the individual's ability to be a spokesperson. 2. You should be familiar with the agency's history, mission, major projects, key activities and special events. 3. You should be willing to make public appearances with the agency's staff or with the executive, when requested. 4. You should develop a good financial reimbursement policy for staff and board members. When you spend the agency's dollars, spend them more carefully than you spend your own. 5. You should take initiative as a board member to try to get your organization to use best practices and be sure the agency has a clear, precise mission statement; vision for the future; and strategic short-term and long-range goals. These actions will save time and resources and will send the agency in the desired direction. Remember, board service should be a privilege, not a career, and, if done properly, your service will benefit you, the agency and the community.
July/ August 2004 - 7 |
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