High performance boards: luck of the draw or by design?

There are literally thousands of park and recreation boards and commissions operating in advisory and administrative capacities for their respective communities. Their performance is critical to the success of their departments locally, and to the success of our movement nationally. We need to be more proactive in the development of this important community and professional asset rather than just allowing them to happen.

The responsibility for improving board performance has to be taken by the board chair, though the director has to carefully play an important supporting role as well. Board members should be "gently" encouraged to evaluate and assess the needs of the board and compare these to their own interests, competencies, demographics, committee activities and community involvement. This assessment should then be used to develop a plan to address any areas in which the board is lacking, and then training and creating strategies to further bolster board composition (demographic, interest and skill representation).

Development Strategies

As we know; board members with skills that move the department forward are needed to align the department's strategic direction and engage tire community. However, expectations have changed. Board members can no longer just run into a meeting for an hour and leave. One approach to accomplish this is to develop a skills matrix of department/ board needs, assessing current board member skills and then determining what is missing. Plans for development activities could then be designed based on this information. The board must require board members to meet performance standards. Though it is a self regulatory process, board members should be encouraged to identify and address their "development areas."

The Analysis

Board analysis and the eventual development plan should address the following items. And, if a board member, after training and coaching, is unable or unwilling to meet these performance standards, then there is potential for continued struggle to becoming a productive member of the policy-making body.

* Do board members understand their legal and fiduciary duties?

* Do board members understand the financial reports and are aware of the present financial condition of the department?

* Does the board/department have an annual plan of goals and objectives that clearly provide direction for all aspects of the department's operation and tie into the approved budget?

* Do board members understand the department's succession plan?

* Do they have a clear vision of the five-year capital and operational development of tire department?

* Do board members understand the meaning of volunteer service without advantage or compensation?

* Do they attend at least 75 percent of all board meetings and work sessions?

* Do board members engage and assume leadership roles in community activities such as the chamber, civic clubs, youth sport associations, city committees, etc.?

* Do they stay focused on policy and strategic issues versus daily operations and tactical issues?

* Do board members understand their role in relation to the media, staff members, etc.?

* Do board members understand decision-making processes?

Other important aspects of high-performance boards include using committees wisely by forming them only for timely issues, and focusing on the future rather than discussing past mistakes. Members should try to go off-site for planning and attend conferences and training together. Boards who work best together set aside some time for board members to socialize (do not exclude the department executive--is one of the most essential relationships in the foundation for success).

As leaders of the community, board members should encourage participation in community activities and act civil and professional at all times. They also need to be skilled in creative problem solving, and be willing to learn new skills and encourage staff to do the same.

Our boards are an incredible community resource. They give freely of their time for a cause that is essential for community well-being. They not only serve as a great resource for internal management issues, but are also essential for a broad-based connection with community constituents.

Tom Lovell has been administrator of parks and recreation in Lee's Summit, Miss., for 25 years.

COPYRIGHT 2004 National Recreation and Park Association
COPYRIGHT 2004 Gale Group