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The chief executive who was shocked by the negative vote of two new board members on a project he really felt was necessary, finally analyzed why the board members voted the way they did. Conclusion — the board members knew far too little about the park and recreation agency, its organization, its goals and objectives, and this project. The director of this agency realized he had failed to provide the new board members with an adequate indoctrination. The chief executive who fails to provide an adequate orientation and continuing education programs, runs the risk of having board members who are passive and fearful of consequences, and often uncooperative. It's unfortunate when members of the board vote against a service that could have benefited the community. ORIENTATION Orientation for new board members should include historical information, major policies that were passed by previous boards, and policies that are guiding the operations of the park and recreation agency. Without some kind of historical review, the board will constantly make changes. Anytime you get a new board member, you have a new board. Sometimes that changes the chemistry of the board. What one board member likes, another board member might dislike. The board will constantly be making changes unless they know the historical perspective of an agency and the reason for the policies that guide the operation and the priorities of the organization.
It is extremely important to have an orientation program for new board members. But don't waste the board members' time, especially the veteran board members, who do not want to review the complete background on issues. A training program can help hurry along board meetings, not bore veteran board members, and make the board meetings more congenial. The educated board member becomes more of a unified board member. Ignorance on issues only creates frustration and sometimes a divided board. The board is responsible for planning. The plans they give to the chief executive have to be carried out. Objectives have to be developed to meet the plans. The total operation of the agency will reflect on the plans, mission and objective. This is a part of the education process to help new board members understand where the agency's been, where the agency's going, why decisions were made the way they were. This can be condensed into a historical perspective and included in the oral presentation, as well as in the board member manual. EDUCATION At least three areas of education should be included in all orientation programs for new board members. These are the agency, the community or district, and the board itself. Information about the board's legal provisions, history, organization, functions, responsibilities, requirements, authority and guidelines for achieving teamwork will enable a new member to participate effectively in the board's work. A new board member will be influenced by the behavior of the board as a group. The board's standards develop from tradition and its system of values. When a new member joins the board, fellow board members should make him feel comfortable, show support at the newcomer's first meeting, and go overboard in answering questions. Most board members want to live up to the board's expectations — to do their fair share and to gain recognition for accomplishments. However, an insecure board member may be influenced by another board member who has recognized prestige. Some board members have friendships based solely on giving support for one another's proposals. The chief executive and board members must guard against any board member who intends to mislead another member. The chief executive should be cognizant of board members' needs and help foster an environment conducive to achieving those needs. They should be recognized on a regular basis for their contributions and achievements. More information on this subject will be included in future articles.
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