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ARE YOU ON BOARD Boardmanship Insights Advice for achieving the goal of a good board
It takes work to create the leadership team of a park district or forest preserve. Here is some advice for achieving the goal of a good board.
Ideas for the Executive to Develop Positive Working Relationships
• Plan opportunities for board members to socialize and build trust and camaraderie.
• Gradually promote change or new ideas. Get the board to think "outside the box."
• Provide adequate backup information on issues. Determine what type of information each board member needs and then provide it.
• As Dizzy Dean once said, "If you done it, it ain't bragging." Keep board members informed of staff accomplishments. Share letters from constituents that really get to the heart of what you do, why you do it, what parks and recreation is all about: the difference we make in people's lives.
• Compliment the board. Show appreciation for their volunteer time and expertise.
• Call board members before meetings to go over the agenda and make sure they understand issues. Problem-solve early. Ask board members for their opinions. Get familiar with their ideas.
• The Cardinal Rule is no surprises. The board should be the first to know bad news and it should come from the executive. Establish a crisis plan and a spokesperson. In board retreats or training programs pose a number of "what if's."
What's the Board's Relationship to the Community?
A positive relationship with the community can result in increased support, better media coverage and financial contributions. Good public relations is a sound investment.
Do you address the following concerns?
• Is there a strong emphasis on the part of the board to create a favorable public image? Is there concern about public perception of the agency? What are you doing to create that positive image?
• Is the board, executive and staff receptive to suggestions and questions from the public?
• Do you take periodic public surveys or opinion polls? Are the public opinions integrated into the strategic plan?
• Is there a public relations specialist on the staff? Are events and accomplishments reported to the media? Does your agency have a good rapport with the media?
What To Include in a Board Manual
The Morton Grove Park District has an excellent example of a board manual. They call it the "General Practices Manual," manuals should include the following sections.
• Legal
• Organization (strategic plan, goals, history, services, organization chart)
A full and active board with everyone present at board meetings is absolutely necessary for a board to accomplish its goals as an effective team.
6 Illinois Parks and Recreation
BOARDMANSHIP INSIGHTS
• Board Information (names, addresses, e-mail addresses, telephone numbers, job descriptions, roles and responsibilities, committees)
• Meetings (dates, minutes, guidelines for staff assigned to committees)
• Finance (budget, finance policies and procedures, financial statement)
• Committees (responsibilities, reporting procedures)
Contact the Morton Grove Park District for a sample copy. And tell me what, other than the above, is included in your manual for board consideration?
Attendance Policy
A full and active board with everyone present at board meetings is absolutely necessary for a board to accomplish its goals as an effective team. Attendance reports should be public knowledge and a reminder of which board members are pulling their weight and who is not. •
BOARD TYPES
Is Your Board Productive or Dysfunctional?
Unproductive/Dysfunctional Boards
1. The board develops policies and makes decisions that are good for the agency and constituents.
1. The board develop polices and makes decisions that effect only special interests and individual. They give favors to friends and relatives.
2. The board adopts a code of behavior for interacting with the executive, staff, fellow board members and the general public. It demonstrates effective communication, understanding and courtesy.
2. Board members try to get the upper hand on fellow board members through intimidation, discrimination, rudeness and temper tantrums.
3. Board members make a strong effort to be well-informed. They read and study board packets and information.
3. Board members wait until the board meeting to look over information and the agenda for the first time. Board members want to review everything in the packet, and has no interest in improving his or her boardmanship skills through educational publications or attendance. at related conferences and workshops.
4. Board members support the executive and evaluate him or her objectively.
4. Likes to play stump the executive, nitpicks and takes great pleasure in embarrassing the executive and staff.
5. Board members are open-minded and future oriented.
5. Has hidden agendas. Keeps secrets. Tries to find or create problems.
January/February 2002 7
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