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

2. Webinar Basics • The audio for this webinar is being broadcast through your computer. Make sure your computer sound is on, and consider using headphones or speakers. • 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. Working Effectively with Parks and Recreation Boards (Peterson & Coyne)

3. 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

4. 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 Working Effectively with Parks and Recreation Boards (Peterson & Coyne)

5. 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 public’s 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. Working Effectively with Parks and Recreation Boards (Peterson & Coyne)

6. 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.

7. Types of Boards • Administrative or Policy-making Boards • Semi-independent Boards • Advisory Boards

8. Legal Constraints • Appointment versus election • Policies • Restriction, duties, and regulations

9. 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

10. 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.

11. 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, and—especially—listen, well

12. 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

13. Conducting a Meeting Tips for the Chairperson Take responsibility for the agenda • Don’t leave the agenda to staff • Meet with the director to review and get input on agenda items • Develop agendas to meet commission goals

14. What Goes Wrong with Meetings? • They start late • They run too long • They’re disorganized, nothing is accomplished, time is wasted • There’s no agenda, no one knows what to do • People are unprepared to participate effectively

15. What Goes Wrong with Meetings? • One or two people dominate. No one else can contribute • Not everyone who is needed is there • People hold private conversations, distract other participants • People are afraid to offer their real opinions

16. 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

17. 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.

18. 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

19. Nurturing the Board • Administrative Policy Manual • Mini-manual • Continuing Education