ACROSS THE BOARD

BOARDMANSHIP... IAPD Welcomes Newly Elected or Appointed Board Members By Dr. Ted Flickinger, CAE IAPD Executive Director and Managing Editor

YOU ARE A LEADER WHO HAS ACCEPTED A MAJOR CIVIC RESPONSIBILITY. BY BEING ELECTED OR APPOINTED TO THE PARK, recreation or conservation board, you have made a commitment to give freely of your time and talents to help strengthen and further the park, recreation and conservation mission.

Foremost, you are among those who help determine your agency's position on current issues. You also take responsibility for helping to set goals, formulate policies and establish services that will meet the present and future leisure needs of the citizens in your community. The success of your agency depends greatly on how well you understand your role and how effectively you address your board member responsibilities.

As a board member, you must have the vision that allows you to see the "big picture" and the long-term effects of the decisions you make. You must portray sound judgment by weighing the pros and cons of each issue, and by being open to new ideas. You should work at getting along with the chief executive, fellow board members and the public, but you should also have the capacity to "take the heat" when unpopular but necessary decisions are made.

IN ADDITION, YOU ARE A PART OF THE STATE AND NATIONAL NETWORK OF CITIZENS WHICH REPRESENTS THE PUBLIC'S INTEREST IN advancing parks, recreation and conservation. Our state and national problems are complex, and they require a strong, united voluntary effort of citizen board members.

Some people say parks and recreation is not important, especially during tough economic times. It's true we need fireman and police protection and other city services. These services are essential to our existence. They allow us to exist. But parks and recreation gives us opportunities to really live and grow, not just exist.

As a board member you have the opportunity — and the challenge — to use your creativity and resourcefulness for the well- being of the citizens you represent. The need has never been greater to stress clearly and forcefully the importance of parks, recreation and conservation in the lives of all Americans. The advancement of parks and recreation can succeed only with your interest, involvement and support.

DUTIES OF THE PARK, RECREATION AND CONSERVATION BOARD MEMBERS TO A PARK BOARD

The member of a park and recreation board or commission occupies a position of public trust offering unlimited opportunities for community service. No other type of public service needs leadership of higher quality than does public parks, recreation and conservation. Members of these boards should be among the ablest and most devoted men and women in the community. The services offered to the public often depend on the vision and judgment of the board members.

Within rather broad limitations, the park, recreation and conservation boards determine the amount of money to be spent, the kind of leadership employed, and the scope and expansion of the program. In essence, every fundamental agency policy is influenced by members of the board; therefore, it is essential that they be thoroughly familiar with their official responsibilities, and realize the complete impact of the duties they have undertaken.

ATTENDANCE AT MEETINGS is THE FIRST RESPONSIBILITY OF A BOARD MEMBER. Some board members do not care if they miss a meeting as long as a quorum is present to conduct business. Unfortunately, these members often take more time at the next meeting to learn about current events.

It's advisable that boards have attendance policies which differentiate between excused and unexcused absences. For example, one agency's policy specifies that three successive absences without legitimate excuses are cause for being voted off the board. Another board might indicate five absences but also require the reason for absence to be filed in writing. Excessive unexcused absences often prompt a board member's resignation, (continued on page 7)

Illinois Parks and Recreation 6 May/June 1991

ACROSS THE BOARD

TO ASK DISCERNING QUESTIONS AT BOARD MEETINGS IS ANOTHER RESPONSIBILITY. By asking questions, a board member thinks in terms of the agency's objectives and policies. This prevents him/her from making decisions that are the chief executive's responsibility. Concurrently, being a good listener is also an essential quality.

A BOARD MEMBER SHOULD ALSO VOTE ACCORDING TO HIS/HER CONVICTIONS. However, this does not mean that he/she should be unwilling to compromise on an issue in light of discussion and new information. Once all discussion and constructive debates are completed, a board member must be willing to accept the majority decision.

IN ADDITION TO THESE RESPONSIBILITIES, BOARD MEMBERS SHOULD ALSO:

• understand the significance of parks and recreation their communities. This can be achieved by making a comprehensive appraisal of the park and recreation agency, working regularly with the chief executive, and developing cooperative plans and efforts with other public, private, voluntary, commercial, and industrial agencies that are concerned about recreation, parks, conservation, and leisure services.

• know how recreational services relate to other community services. The suggestions from various community organizations should be heard, but a board member should not be beholden to any one group.

• look objectively at their specific responsibilities and at total community recreational needs. By keeping informed, board members can make recreational planning the exciting and challenging work it should be.

• keep abreast of changing conditions while continuously reassessing their efforts and reasons for board service.

• have the courage to resist pressures of all types and insist upon high standards for the park, recreation and conservation agency, particularly in regard to competent, professional personnel. In no way should staff be hired as "political appointments."

• avoid any personal interests, financial or otherwise, direct or indirect, in any contract, purchase, sale, or other agency activity. It is the board member's duty to avoid any situation that could, under any given set of circumstances, affect the board's objective judgment.

• adhere to Robert's Rules for conducting board meetings.

• serve as spokespersons for the agency to the press, the legislature and the public. (Note: I recommend that either the president or an assigned board member share this responsibility with the chief executive or with a designated spokesperson. Confusion, inconsistencies and sometimes chaos can develop unless an assigned individual speaks to the press on issues affecting the agency.)

• consult with the chief executive about all matters pertaining to agency, policies, programs, finances and public position statements.

• come to board meetings fully informed about the issues to be discussed. Questions about the agenda should be discussed with the chief executive prior to the meeting.

• take part in an annual review of the chief executive and the agency's services and policies.

• make sure that the park and recreation agency is financially sound, adheres to its budget, and follows proper financial procedures and reporting practices.

• encourage citizens to participate in park, recreational and conservation activities and programs.

• provide a favorable and equitable working environment for all staff. Board members should encourage staff to take an active part in professional organizations, attend institutes and training courses to improve professional competence, and secure membership in state and national associations to keep in touch with new developments, legislation and trends.

• attend state and national association educational programs for board members.

• provide meaningful and fair personnel policies. Agency staff should have the same consideration as personnel in other organizations regarding working hours, sick leave, vacations, holidays, accident compensation, job security, medical and life insurance, and retirement benefits.

• hire a chief executive who possesses a college degree in parks, recreation or conservation with certification from the state association and/or National Recreation and Park Association (NRPA).

• delegate to the chief executive responsibility for managing the agency and for employing staff. The board legislates, and the chief executive executes.

• support the executive in his or her executive functions.

Illinois Parks and Recreation 7 May/June 1991