Dr. Ted Flickinger IAPD President and Chief Executive Officer

GET ON BOARD

The Survey Says What a Board Looks For in an Executive Director

I've recently analyzed the surveys from all 75 searches to look for trends or even individual cases that might be of interest to you. In this column I'll take a look at survey results for four questions. Next issue, I will consider the answers to four more survey questions.

How long have you been on the board?

The range for this answer ran from nearly 36 years to about seven months. Most often, however, board members indicated that they had served for just two years on the board prior to the director search. I've often said that choosing a director may be the most important decision a board makes. Wouldn't it be great if that decision could be made by a board with a long history of working well together, perhaps one in which the board members each had at least decade's worth of experience to draw from? The survey shows, however, that this is rarely the case.

The survey findings underscore the importance of two ideas. Ask yourself if you are comfortable letting a board member with less than a year's experience pick your executive director. If the answer is 'no,' then get training.

First, educating new board members must begin as soon as (if not before) new members are elected or appointed to the board. The board president and the agency director need to go out of their way to make sure the new member is quickly brought up to speed on the history of the board and the issues that are likely to be put before it. Perhaps a way to start training new members is to develop a board member manual (see my column in the March/April 2006 issue of IP& R) and then go over it with them. This may seem tedious, but this is a job that you owe to your agency. Ask yourself if you are comfortable letting a board member with less than a year's experience pick your executive director. If the answer is 'no,' then get training.

Second, using an executive search service — such as the one offered by IAPD — is a sensible investment. An excellent search service is one that draws on the talents of seasoned industry veterans who can analyze your agency's wants and needs and compare your agency's situation to ones that other agencies have faced. This understanding and wide knowledge helps the search service attract candidates who are uniquely qualified to lead your agency.

July/August 2006 page 6

Why did you choose to become a board member?

The responses to the question reveal three broad motivations for board service.

• Altruistic reasons, such as: "I wanted to make a difference," or "I wanted to be a part of projects and new ideas."

• A feeling of connection to the agency, such as: "I once worked for the district, and I want to help it grow," or "I volunteered for 12 years to help the programs that my children participated in."

• Political or governance-related reasons: "The board didn't listen to the community, and I wanted to change that," or "I heard that some things were going to change and I wanted to stop that."

This question helps board members understand their fellow member's motivations for serving and also reveals the values that underlie those motivations. That's a good start. But beyond that, I hope that board members learn that all these motivations and values are legitimate. Generally all board members have worthy values, they are just sometimes different values.

What characteristics and basic qualities are you looking for in a new director?

Many board members list specific job skills as an answer to this question. Typically, they want strong leadership skills as evidenced by the ability to manage the staff, delegate responsibility and make changes when necessary. Board members also prize an executive who understands the different aspects of agency finances. One person said she was looking for someone with the "ability to raise funds." Another said he was looking for a director with a strong background in short-term and long-term planning. Another wrote: "BUDGETING."

Just as many board members answer that they are looking for less tangible, but no less crucial, traits. They want someone with a "flare being in the public eye," someone with a "philosophy of what role the park district should play in the community" or "the ability to work with other governing agencies." They also want somebody who shoulders responsibility. "A decision maker," wrote one. "Someone to be accountable for failures and successes," wrote another. One commissioner said he just wanted, "Honesty."

What basic information do you want the director to provide you prior to board meetings? How do you want the director to communicate with you?

Commissioners say that well organized board packets are a must. These should have a table of contents. They should include such obvious items as the agenda of the upcoming meeting, the minutes of the last meeting, a list of bills that need approval and financial information.

For major issues, board members said they wanted background information on the topic and a recommendation from the staff. The packets should include contact information — phone or fax numbers and e-mail addresses — of board or staff members who know more details about specific issues. A list of pros and cons about a specific action is also a good idea, said more than one commissioner.

In addition, some board members welcomed less formal interaction with the executive director. "Have an open door policy. Communicate early and often," wrote one. Another thought that an occasional cup of coffee or lunch meeting would be a good idea.

www.ILparks.org July/August 2006 7