Working Effectively with Parks and Recreation Boards

1
Working Effectively with Parks and Recreation
Boards

• Featuring Jim Peterson Les Coyne

Produced by The Eppley Institute for Parks and
Public Lands in partnership with The Indiana
Parks and Recreation Association
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Webinar Basics

• The audio for this webinar is being broadcast
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• If you have a question, please type your question
  in the Chat box. The moderator will take your
  question and give it to the instructor when
  appropriate.
• For technical issues, please call 812.855.5980.
  An IT representative will assist you.

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Importance of Boards

• Board influence is, in fact, so much a part of
  our life and environment that, like the air we
  breathe, we scarcely know it's there. -Robert M.
  Artz

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Statutory Authority of Parks and Recreation
Boards

• 10th Amendment of the U.S. Constitution, commonly
  referred to as State Rights
• States create legislation that enables parks and
  recreation boards
• Know your enabling legislation

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Know Your Enabling Legislation

• Knowing the law helps you act within it not
  outside the boundaries.
• If you know the law, then you can use it to your
  advantage knowledge is power.
• If you do not know to ask for them, your board
  may not be able to take advantage of benefits
  contained in the law (i.e. bonding or joint
  agreements).
• Protecting the publics interest begins with
  knowing what your legal capabilities and limits
  are and where there might be room to wiggle all
  of which should be clearly outlined in the
  enabling legislation.

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Enabling Legislation

• A method of establishing a Park and Recreation
  Board
• Delineation of powers and duties of the Board and
  the agency director
• An outline of fiscal procedures, budget
  processes, bonding, and enterprise funds
• Cooperative agreements
• The qualifications required of the agency
  director.

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Types of Boards

• Administrative or Policy-making Boards
• Semi-independent Boards
• Advisory Boards

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Legal Constraints

• Appointment versus election
• Policies
• Restriction, duties, and regulations

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Board Functions

• Boards serve as the pulse of the community for
  park and recreation professionals, they are our
  sounding board, a buffer, a boss, a partner.
  They, not we, move the electorate to improve and
  expand park and recreation programs, facilities,
  and services in the community. - Robert M. Artz
• Build and maintain community relations, and
• Make policies for the benefit of the community

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The Board and the Agency Director

• Keep Board members informed and avoid surprises.
• Recognize that time is valuable for both the
  administrator and the Board members.
• Present problems along with potential solutions.
• Speak clearly, avoiding jargon and acronyms.

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Agency Directors Who Succeed

• Successful agency directors are flexible,
  knowledgeable, and motivated.
• They work hard at training and educating the
  staff and Board members in their respective roles
  regarding duties, responsibilities, and
  obligations
• They dress, look, speak, write,
  andespeciallylisten, well

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Conducting a Board Meeting

• Principles of Parliamentary Procedure
• One thing at a time
• Courtesy and justice for all
• The minority has the right to be heard
• The majority rules

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Conducting a Meeting

• Tips for the Chairperson
• Take responsibility for the agenda
• Dont leave the agenda to staff
• Meet with the director to review and get input on
  agenda items
• Develop agendas to meet commission goals

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What Goes Wrong with Meetings?

• They start late
• They run too long
• Theyre disorganized, nothing is accomplished,
  time is wasted
• Theres no agenda, no one knows what to do
• People are unprepared to participate effectively

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What Goes Wrong with Meetings?

1. One or two people dominate. No one else can
   contribute
2. Not everyone who is needed is there
3. People hold private conversations, distract other
   participants
4. People are afraid to offer their real opinions

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Meeting Minutes

• Minutes are legal documents
• Always, always, make sure you understand what is
  being voted on and any implications such a vote
  may have over time

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Nurturing the Board

• New Board members should have an opportunity to
  spend time in a well-structured orientation
  program so that they feel comfortable
  participating in the affairs of the Board from
  the very beginning.

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Nurturing the Board

• Good boards are the result of hard work they do
  not just happen
• Board Member training is necessary
• Board member manuals should be distributed during
  orientation and reviewed page by page

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Nurturing the Board

• Administrative Policy Manual
• Mini-manual
• Continuing Education