3 TrainingCITYOF
CH I SEIt
7700 Market Boulevard
PO Box 147
Chanhassen. MN 55317
Administration
Phone: 952.227.1100
Fax: 952.227.1110
Building Inspections
Phone: 952.227.1180
Fax: 952.227.1190
Engineering
Phone: 952.227.1160
Fax: 952.227.1 i70
Finance
Phone: 952.227. t 140
Fa,,:: 952.227.1i10
Park & Recreation
Phone: 952.227.1120
r~;:. ~2.227.1110
Recreation Center
23i0 Coulter Boulevard
Ph3ne: 952.227.1400
Fa:,: 952.227.1404
Planning &
Natural Resources
Phone: 952.227.1130
Fax: 952227.i110
Public Works
159i Park Road
Phone: 952.227.1300
Fax: 952.227.1310
Senior Center
Phone: 952.227.1125
Fax: 952.227.1110
Web Site
v,',',,w_ci.chanhassen.mn.us
TO:
Planning Commission
FROM: Kate Aanenson, AICP, Community Development Director
DATE: July 11, 2002
SUB J:
Are You on Board Training
Attached is an outline from the "Are You on Board?" training video. I thought
that since there was only one item on the agenda that we could use the time for
some training. Todd Hoffman presented this video to the Park and Recreation
Commission earlier this spring. I think it has some good ideas. We cannot
complete the entire video because of time; however, I was hoping to see
segments 1, 2, 8 and 11. Please read the outline and see if you have any other
suggestions. I am open to changes if you feel something is more important.
We will come upstairs to the Courtyard Conference Room to watch the video.
If there are other items that you would like to discuss at the work session, please
let me know before the meeting, i.e. next joint City Council/Planning
Commission meeting agenda (September 30), etc.
The, City o! Chanhassen · A ¢;o;;'ino~ community with clean lakes, quaiir./schools, a charmJno~ downtown, thriving businesses., winding traiis, and beautiful parks. A ~a~.v, place to live., work., and play.
ARE YOU ON BOARD TRAINING VIDEO SLIDES
SEGMENT I
Characteristics ora, E. ffectite Board Member
INTERVIE\VING CANDIDATES
WATCH OUT FOR SPECIAL INTEREST CANDIDATES
BOARD ~[EMBER CHARACTERISTICS
· No one dominates the board
· Collective decision-making
· Problem soMng
· Open-minded
· \Villing to compromise
· Communit5, interest
· Build relationships
· Be receptive to public input
· Focus on long-range planning
· Pledge to become educated
· \'<'r~rk with executive director
· Learn job duties
· Develop a uni~'ing purpose
· Create a willingness to contribute and support all citi×ens
· Develop a sense of camaraderie on board
· Accept personal sacrifices
· Constantly look for ways to improve
· Do all things with integrit5'
· Be careful of bias
· ~Iake decisions based on facts
CItAIC4. CTI-~RISTICS O F AN EFFECTIVE BOARD ~[E~IBER
BOAIUD DISCUSSION POINTS
· \Xq~)' did you agree to score on this board?
· \r.q~at do you expect to gain from board service?
· \Xq~at skills do you bring to the board?
· \'g-qmt attributes and characteristics do you think are necessary to become an effective board member?
'SEGMENT II
Board Member Orientation and Training
A CHECKLIST FOR BOARD MEMBER ORIENTATION A~YRAINING
ORIENTATION AND TRAINING CHECICLIST
· \Velcome letter
· Copy o f the'bxoard manual
· Board dudes a'nd responsibilities
· Expectations for,board service
· Conflict of intere'~t policy /
· Code of behavior '"., //
BOA1U3 ~iANUAL SH0~LD INCLUDE/
· Strategic plan \ /
· Annual calendar of events"
/
/
Roster of board members
· I3ioe'raphical information
ob desert non for the exectmve'
· Organizational chart /
\,
_XI:\NU:\L SHOULD INCI.UDI~x,
· Annual repot°c
· Finance reports
· ParliamcntaU, procedure
BOARD _MEXlBER ORIENTATION
· How often does your board review t policies
take in training and of members?
· \'(]~at new steps should your board ion
Page 2
SEGMENT III
Orating a I~a&rs/.ffp Team
TIPS FOR TEAM BUILDING
· No hidden agendas
· No authorit5, to act alone
· Keep disagreements in the board room
LITh[US TEST FOR BOARD RESPONSIBILITY
· Will the decision help determine sen'ices?
· Is the decision required by law?
· Is there a request for help by the administrator.;
· Does the issue affect a staff member?
· Does it relate to qualitT of sen4ces?
· Does it relate to an administrative area?
TI t71-2 TEN CC._)5 [5 [AND5 lENTS O P BOARD/Al')5 II NISTIL~TOR RELATIONSHIPS
I
II
III
IV
\-
VI
1-Il
Thou shelf be loyal to each other
'I'h()u shnlr put the agency before your pc-rs()nal ?als
Thou shalt not interfere with the responsibilities of the executive
Thou shelf ahvavs support each other when those around you are critical
Thou shalt be tms~vorthv as well ns trusting
Thou shat constructively criticize the agency i12 order to make it better
\'III Thou shalt at all times remember the purpose for being a good board member
IN Thou shalt honor the past but look to the f~ture
Thou shnlt mix a little humor with each day's task and make ir fun
CREATING A LEADERSHIP TEAh[
BOAILD DISCUSSION POINTS
Discuss the roles of your board and executive who holds the responsibilit7 for specific actions.
The £ollowing chart is a sample of responsibilities which should be used as a basis for discussion
betTveen the board and the executive to determine their proper roles. (Chart of Responsibilities - IXq~o
Does \Xqmt char0
Page 3
SEGMENT IV
Message for the Chief Exec, tive -- lFhat Ete~, Board Member Should Know
\VH~, T AN EXECUTIVE SHOULD DO FOR TH~BOARD
· i*eep them informed /
° Buc}get for training
· Boar~lmember education /
- RetrXe ts
/
{its
- Articl& on '%oardmanship" /
· Publicly s~f~port your board member?/
· Treat all bob,rd members equally /'
· Don't involveX~,he board in day-to-dfiy activity
· I,h~ow )'our bo~r,,d members
· Don't create a "vOe" versus "them" attitude
· Don't alienate boa\rd members
\
:,
TIPS FOR BUILDING E~ECUTIVE/BOARI) RELATIONSHIPS
· Educate board members or} the issues
· Get to know each other
· Plai1 social events st5
· Itave board members attend, : meetings
· Invite l)oard members to your
· Invite board members to one-on-o~te~ staff socials
· Remind board members of the '%ig p'~ture"
· Credit your board for success
· Develop a positive working relationship ""
X[ESS_.\GI£ [:OR THE CItlEF EXECUTIVE '~K(I-IAT EVERY BOARD ~[E~[BER SHOULD
BOAPG3 DISCUSSION POINTS
· Discuss a strateg3' for strengthening the relationship, .\.between the board and chief executive
· \Xq~at expectations does the board have that are not currently being met?
· \Xqmt does the chief executive need fi'om the board to advance the agency and make it more effective?
Page 4
'SEGMENT V
JEthica/ considerations for Boards
TI~ IMPORTANCE OF ~LATIONSHIPS (subject of discussion)
FOCUSON TH~ MISSION (subject of discussion) ~~
2FER ~OMPL,~NTS (subject of discussion) (subject of disc )
BO A~ ~IEUB ER PLED G E /
· I will Y a
· I will or disc\ss the confidential workings of ~e board
· I will not prom~e how I will vote /
· I will not interfer with the executive's duties
ETHICAL CONSIDEI~TIONS FOR BoA~s
BOAI~ DISCUSSION POIXTS
· \X'hat kev clements should ygur board adopt as ethical practices?
· Discuss thc~ fi)llowing case s~dies together as n board:
:X board tells the stotq' about her agenEy soliciting bids on new computers. '%Ve received an excellent bid,
but a powerhfl board member ms~sted tl~t the b~d instead go to a company where her daughter works. Her
dau3htcr stands to make a hefT comm~ss~%n on the sale.' ' I m s~ckened by ins, says the board member,
"and our executive, after pointing out the cl~' conflict of interest, has thrown up his hands in frustration."
\Klear should the board do¢ ..
X.,.
Case Smd5, 2
An executive was told by his board to fire a mamtena~ supetxqsor. The supe~'isor's crime? He tried to fire
a staff member with friends on the board. The staff meager has a histor7 of absenteeism, tardiness, and the
coup de grace; was Gund driving an agency vehicle while intoxicated. "Certain board members told me fl~ey
would be displeased if I allowed dais staff member to be fired," says the executive, '%ut his behavior is an
ethical issue bordering on the criminal that has a huge potential Gr liabiliU- Gr flae agency." XXq~at should ~e
board
Case Smd3, 3
A poor performance evaluation of a staff member (the wife of a board member) will likely cost one
executive his job. The husband/board member tried to bully the executive into changing the evaluation.
\Xqlen this failed, tie ordered the executive to change the evaluation. The executive balked, so the board
member switched tactics. He called an executive session without the executive and used it to push for the
executive's termination. XXq~at should die board do?
Page 5
SEGMENT VI
Boan~ t~ ~ lationsh~s
BOAR~,~I.,SCUSSION PO/~
How carl-your board/Work to improve its relationships xvith the organization's staff?
· Discuss an'~,,~curren~.45elationships that }'ou feel are improper
· As a board, review'and" discuss the organization cha~"c for the agency
%.,
'x
x.
x,
Page 6
SEGMENT VII
D.ties and Re~53onsibl'#ties of Board Members
PART I - LONG-RANGE PLANNING AND STRATEGIC RETREATS ·
ESTABLISH A BOAILD RETREAT
HOLD RETREATS OFF-SITE
SET GOALS FOR THE EXECUTIYT~
ESTABLISH PERFOtLYLSNCE MEASURES FOR EVALUATION
LONG-IL~\NGE PLANNING AND STRATEGIC RETtLEATS
BOARD DISCUSSION POINTS
· \Ktmt needs should our o~'g, mization be t~Ting to meet?
· \Xi'hose needs should our organization be tu'ing to meet?
· H(~w should our organization be tU'ing to meet these needs?
~HSSION: TItE I, LEY TO EFFECTIVE ST]LSTEGIC PLANNING IS TO CLEARLT DEFINE
ORGANIZATION'S ~iISSION
· Xiissirm: The rc2tson for an organization's existence, the purpose(s) or function(s) it desires to fulfill, its
primar-v customer-base, and the primaO' methods through which it intends to fulfill this purpose
· Describes the scope and direction of the organization's activities
· Provides a basis for decision-making by all people at all levels in the organization
· Defines the arenas within which the organization will compete
PART II - ]SVALUATING THE EXECUTIVE
IN DEVELOPING AN EVALUATION INSTRU~IENT, BOARD 2[EMBERS SHOULD
CONSIDER THE FOLLO\Xi'TING QUESTIONS:
· Does thc chief executive maintain high professional standards?
· Is the chief executive a strong spokesperson for the needs of the agency?
· Does the chief executive and the staff participate in educational seminars?
· Does the chief executive maintain an excellent rapport v:ith board members?
· Does the chief executive recruit quality staff?.
· Is the chief executive effective in working and communicating wifl~ board members about budgetaU,
matters?
· Does the chief executive have skills in long-range planning?
· Is the chief executive a decisive thinker?
· Does the chief executive keep the board thoroughly informed on important matters?
Page 7
SEGMENT VIII
Conducting Effectim Board Meetings
KEYS TO CONDUCTING ANT EFFECTIVE MEETING
DON'T DISCUSS DAY-TO-DAY MANAGEMENT ISSUES
DEVELOP A POLICY FOR PUBLIC INPUT
RECEIVE COMMITTEE RECOMMENDATIONS IN ADVANCE
HO\V TO HANDLE SPECIAL INTEREST GROUPS
A CHECKLIST FOR EVALUATING AN EFFECTIVE MEETING
· \Vere the motions written in advance?
· Could all board members participate?
· \'<"as the agenda strictly followed?
· Did the board stay away from day-to-day decisions?
· Did the board seek counsel on legal matters?
· \\'as the board room set up properly?
· Does the board work together as a team?
· Does the board use the expertise of the executive?
· I)(;es the board have achier'able goals?
CONDUCTING EFFECTIVE BOARD _'xiEETINGS
I3OAIU) DISCUSSION POINTS
· :\re your board meetings conducted in a business-like manner resulting in actions that resolve problems?
· As the board, are you working together as a team?
· Does the board use the expertise of its chief executive officer?
· Does your board establish achievable goals?
· Does your board make major decisions about policy matters or micro-manage the organization?
Page 8
SEGMENT IX
The Boanf 3,'ie/~/ber ?¥obod9, IFa. ts
THE
THE
THE
THE
THE
THE
THE
THE
THE
THE
THE
THE
THE
TItE
THE
THE
NITPICKfi_.R
COMPLAINER
SLEEPER
HEADLINE HUNTER
PATRONAGE SEEK~ER
INTERRUPTER
POUTER
TELEPHONE ADDICT
OPE1LA. TIONS BOARD MANAGER
RUBBER-ST~\,iP
BACK SCIL. X_TCHER
ABSENTEE
\'~"ATCH-IN-I-IAND
I-II STOIEI CALLT-MINDED
SILENT BUT CRITICAL
SALART FIXER
C(')NSII~)ER TItE FOLLO\K~ING QUESTIONS (FOP. DI'SCUSSION)
· make posidx'c, c~)nvril>udons r~>xv:,~'d helping the bo:~'d clo:~'lx' establish staved and coo~'dinated goals and
~0tojectix-es~
:dw:tvs c~>nsidet' the ore,mil good of the ngenc?
· c, xp~'ess respect for nw fellow boaz'd members?
· recognize ;md reward, when possible, the high performance oF the staf~
· encourage and promote needed personnel development and training programs?
· maintain and support effective press and media p~'ograms}
· keep informed on, and lobby for, needed le~slation both on the state and federal levels?
show 2 willingness to t0' new ideas, approaches of methods?
· create a feeling of openness, uniu', and enthusiasm when dealing with agenc? matters7
· voice my concerns du~'ing discussions, but will~llx' support the group decision once it is made?
Page 9
SEGMENT XI
Et,ablating Yourself and the Board
BOARD MEMBER SELF-EVALUATION
I UNDERSTAND hG' DUTIES AND RESPONSIBILITIES AS A MEMBER OF THE BOARD.
I UNDERSTAND MW RELATIONSHIP TO THE AGENCY'S CHIEF EXECUTIVE AND OTHER
EMPLOYEES AND STRIVE TO MAINTAIN IT.
I MAI,CE POSITIVE CONTRIBUTIONS TO\VARD HELPING THE BOARD ESTABLISH
CLEARLY STATED AND COORDINATED GOALS AND OBJECTIVES.
I AM CO~IMITTED TO ALL CITIZENS OF THE CO~,LMUNITY OR DISTRICT.
I HELP TIlE BOARD DEVELOP AND FOLLOW MEASURABLE PERFORMANCE.
STANDARDS FOR THE CHIEF EXECUTI\;W_,.
AS A BOARD 2IE.'\IBER, I SPENT ~IOST OF MY TI~IE DISCUSSING, PREPARING, OR
]U'~VIE\VING POLICIES.
I :\5I I)ILEPARED FOR EVERY BO:\ILD _XIEETING.
I ALXX'AYS ASK TIlE CHIEF EXECUTIVE FOR AN EXPLANATION IN PRIVATE IF I DON'T
1~I I-LE SO~IETItlNG THAT A STAFF _X~EXlBER IS DOING.
I SUI~PORT NEEDED LEGISLATION BOTH AT THE STATE AND FEDEtLhL LEVELS.
I ATTEND EDUCATIONAL ~[EETINGS AND CONFERENCES TO FURTHER
I,LNOXX'ZEDGE AS A BOARD ~IE~IBER.
\'<'HEN CONSIDERING POLICY, I AL\VATS CONSIDER THE OVE1LSLL GOOD OF THE
AGENCY AND COMMUNITY.
BELIEVE LONG-ILSNGE PLANNING IS ONE OF MY 2[AJOR FUNCTIONS AS A BOARD
IE~ IBER.
I BELIEVE THAT IT IS IMPORTANT TO ESTABLISH POLICY COVERING THE NORMAL
DAY-TO-DAY OPERATIONS OF THE AGENCY.
I BELIEVE TltAT ALL PUBLIC BUSINESS SHOULD BE DISCUSSED AT AN OPEN PUBLIC
MEETING, EXCEPT FOR AREAS OF L~MND ACQUISITION, LAWSUITS, AND DELICATE
PERSONAL MATTERS.
I BELIEVE THE AGENCY SHOULD BE AN EQUAL OPPORTUNITY EMPLOYER.
I A.\I COMFORTABLE RECEIVING AND CONSIDERING CITIZEN SUGGESTIONS AND/OR
CO~iPLAINTS.
I RESPECT ~IY FELLO\V BOARD MEMBERS.
Page 10
I RECOGNIZE AzND RE\VARD EXCELLENT PERFORMANCE OF THE STAFF.
I ENCOURAGE AND PROMOTE NEEDED PERSONNEL DEVELOPMENT AND TtLAINING
PROGRAMS.
I ENCOURAGE AND SUPPORT EFFECTIVE PUBLIC INFOP&4__ATION PROGRAMS.
I ENCOUIL~GE EFFECTIVE PRESS, MEDIA AND PUBLIC A\VARENESS PROGRAMS.
I I<LNO\X" ~IY AGENCY'S POLICY ON ACQUIRING LEGAL BIDS AND QUOTATIONS.
I SET ASIDE TIME ON A REGULAR BASIS TO STUDY AND LEARN IN AN EFFORT TO
BECO_SiE A BETTER BOARD MEMBER.
I A2[ ABLE TO FUNCTION EFFECTIVELY UNDER PRESSURE.
I TRY TO BE REASONABLE AND CONSIDER THE \X'ORI,,2LOAD OF THOSE INVOLVED
\X'HEN I ~[AKE REQUESTS.
I SltOXX' A \\-ILLINGNESS TO TRY NEkX' IDEAS, APPROACHES, OR hIETHODS.
I ASK QUESTIONS \\~IIEN I DON'T UNDERSTAND A POLICY, SUGGESTION, OR
SITUATION.
I ALXXi'ATS TRY 'FO T1LEAT BOAILD h[E2iBERS AND ST_.\FF IN AN UNBIASED, IhIPARTIAL,
_,\ND FRII-2NDLT :h[ANNER.
I TRY TO CILE:\TE A FEELING OF OPENNESS, UNITY AND ENTHUSIAS2[
DEALING \VITH AGENCT ~iATTERS.
I ~[AINT:\IN A SENSE OF ttU2IOR.
I TRY TO BE CONSCIOUS OF TIlE NEEDS AND PROBLE]iS TItAT EXIST ON THE BOARD.
\"i~ttEN ASKED TO SERVE ON A CO_XlhflTTEE OR HANDLE A SPECIAL ASSIGNMENT, I DO
SO IN A 2[ANNER OF HIGH QUALITT AND \x[Ti'H PRIDE IN THE RESULTS.
I I,ZNO\X' THE I~[PORTANCE OF ATTENDING ALL BOARD AND/OR CO~.L\{ITTEE
~iEETINGS.
I ttAVE THE COUIL4_GE OF 2~Y CONVICTIONS ~&ND \VILL VOICE MY CONCERNS
DURING DISCUSSIONS, BUT I \VILL FULLT SUPPORT THE GROUP DECISION ONCE IT IS
MADE.
I IDENTIFY \X'TTt-I THE AGENCY'S PURPOSES, GOALS, AND OBJECTIVES, AND I \X/ILL PUT
THE \VELFARE OF THE CO~iMUNI'Ih' AHEAD OF MY SELF-INTEREST.
I BELIEVE I :L\[ CAPABLE OF EARNING THE TRUST AND RESPECT OF hfY FELLO\V
BOARD .hiE2IBERS, STAFF, AND CITIZENS.
I CONTINUE TO ENJOY \VORI,UNG \¥q[TH THE PUBLIC.
Page 11
DO I REALLY ENJOY SER\rING ON THE BOARD, OR IS IT TIME TO SERVE SOME OTHER
PUBLIC INTEREST?
AM I iVLMNTAINING A STRONG INTEREST IN THE AGENCY AND ITS SERVICES?
I PROVIDE EFFECTIVE SUPPORT AND ASSISTANCE TO THE AGENCY.
I ATTEND MEETINGS REGULARLY, AND I lXC~KE CONTRIBUTIONS.
HAVE I ~,LAINTAINED CONFIDENCE IN THE EFFECTIVENESS OF THE BOARD AND
STAFF?
I GET ALONG \VITH ~'Px~ FELLO\V BOARD MEMBERS.
CONTINUING TO LOOK AT THE PROGRESS OF THE AGENCY YUITHOUT HAVING
~'-L,XE TO GRIND" OR SPECIAL INTEREST THAT AFFECTS M%" DECISIONS?
\X~ILL 9IY CONTINUED PARTICIPATION ON THE BOARD UNIFY THE BOARD?
Page 12