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Problem Solving by Dr. Ted Flickinger, CLP IAPD Executive Director

Over the years I have received hundreds of letters and phone calls from both board members and professionals regarding problems that affect the efficiency and productivity of the board and the district.

In working with these agency leaders, I offer confidential counsel regarding possible solutions to these problems. I don't claim to be a foremost expert.

Following are several problem areas and solutions that can serve as useful discussion points for board retreats or IAPD regional roundtables. All case studies have been generalized so as not to identify a particular agency.

Problem 1: Communications Breakdown
The director of a park district was dumbfounded to learn at a monthly board meeting that, for the past year, the board members felt uninformed regarding park district matters. The director sent them monthly progress and finance reports, but this rude awakening taught him the following lessons in board communications:

1. Never assume board members read all the information and reports that you send them.

2. Although they read it, do they understand it?

3. Is what they read, what they want to read?

Possible Solutions to Poor Communications:
• Directors should periodically survey board members on information they desire.

• Board members should communicate with the director about information they prefer and "don't need."

• Directors should always attempt to present pro's and con's regarding issues, as well as offer the board
various alternatives to resolving problems.

Problem 2: Board Member Meddling in Day-to-Day Operations (Micro-Managing)
How do board members meddle in the daily operations of the district? Several directors said, "let me
count the ways!"

For example, one board member often called the district office and directed a staff member to perform some clerical work for him. Another director tells the story where a three-member board committee (from a seven-member board) overstepped its limits by approving a printing contract not seen by the director or other board members. And what about the board member who attempts to direct the staff and even the director?

Board member meddling of this type not only disrupts the daily operation of the district, but it can be especially damaging to the morale of the staff and reflects very negatively if such stories are leaked to the local media.

6 * Illinois Parks & Recreation * March/April 1996

Where are the boundaries for board members? How do you clearly draw the line?

Possible Solutions to Board Member Meddling:
• Board members must educate fellow board members regarding their major responsibilities which include, but are not limited to, policy making, long-range planning, approval of referendums, audits, budgets and the evaluation of the director.

• A board member only acts alone in expressing opinions and must act on behalf of the entire board when
decisions are made. A decision is a board decision. The majority rules.

• One member cannot direct staff and/or the CEO. Directors are hired to direct staff. Board members serve
to give the agency direction.

Problem 3: When does a director's decision require board member input?
A director decided that it was his decision to hire an auditor. The board said that should be their decision.
When should the director go to the board for advice regarding a decision about the district?

Who awards vendor contracts? Who establishes the annual goals for the park district or forest preserve?
Who establishes fees? Who invests surplus monies? Who determines salaries for staff? Who develops the
chief executives evaluation form?

Possible Solutions:
• A director should make a distinction between policy and operations by asking the question, Does the issue confirm or conflict with the policies of the board? If it does conflict, then the board should be consulted. Directors should also ask. Does the issue conflict with the mission or the strategic plan of the park district or forest preserve? If it does, again, consult the board. Other questions that should be asked include: Will this decision create a legal problem?, Does the decision concern only staff? and Do I have budget authorization?

• A good policy manual can help answer many of these questions. If you can't find the answers in the
policy manual, then it's time for the board and director to review and update the manual.

• Nevertheless, when in doubt, place the issue/subject on the agenda for discussion at the next board meeting.

How do you handle similar problems or other problems in your district? What advice can you share with other agencies? Remember, the only way we can resolve problems is to first recognize that problems exist.

Occasionally, I want to include in this boardmanship section a selection of these problems. However, to assess whether or not you want these problem-solving articles, I need your willingness to share stories and problems. Send us your problems and advice along these lines. We promise confidentiality and to share the substance of your scenarios with others who can benefit.

If we don't hear from you, it could mean that this experimental article is not what you want in the "Across the Board" section of the magazine.

Illinois Parks & Recreation * March/April 1996 * 7