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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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

Working Effectively with Parks and Recreation Boards (Peterson & Coyne) Statutory Authority of Parks and Recreation Boards 10 th 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) 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.

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.

Types of Boards Administrative or Policy-making Boards Semi-independent Boards Advisory Boards

Legal Constraints Appointment versus election Policies Restriction, duties, and regulations

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

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.

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

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

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

What Goes Wrong with Meetings? 1.They start late 2.They run too long 3.They’re disorganized, nothing is accomplished, time is wasted 4.There’s no agenda, no one knows what to do 5.People are unprepared to participate effectively

What Goes Wrong with Meetings? 6.One or two people dominate. No one else can contribute 7.Not everyone who is needed is there 8.People hold private conversations, distract other participants 9.People are afraid to offer their real opinions

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

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.

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

Nurturing the Board Administrative Policy Manual Mini-manual Continuing Education