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Training
CITYOF 7700 Market Boulevard PO Box 147 Chaahassen. iI,155317 Administration Phone: 952.227.1100 Fax: 952.227.1110 Building Inspections Pho,~e: 952.227.1180 Fax: 952 2271190 Engineering ?h:ne: 952.227.1!60 Fa>:: 952.227.1 i70 Finance ..,,.,L.2~_,. I 952.227.11i0 Park & Recreation ~p=.Oq~.~,- I~,-, Fa),: 952.227.11 i0 Planning & Natural Resources Pnane: 952.227.1130 ~,. ~%.4~/.1 10 Public Works i591 Park Road ~"'~"--' 952.227.1300 Fax: 952.227.1310 Senior Center Pi~one: 952.227,1125 Fax: 952.227.1110 Web Site TO: Planning Commission FROM: DATE: SUB J: Kate Aanenson, AICP, Community Development Director 2002 / z. July 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, ~ 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 of Chanflassen. A gro'.,,, lng commun[Iy '.'.r[tF., C!,5~,n l,~:.eS, qbalit~,' schools, a charming downtown, thriving businesses, winding trails, and beautifu! parks.,..,,"- ~,c,~,' ~,,~,~r~ ..... [u'" live. work. and Cay.. ARE YOU ON BO~® TRAINING VIDEO SLIDES SEGMENT I Characteristics ora, Effectim Bom'd Member INTERVIE\VING CANDIDATES WATCH OUT FOR SPECIAL INTEREST CANDIDATES BOARD ~IE~fBER CHARACTERISTICS No one dominates the board · Collective decision-making · Problem soMng · Open-minded · Willing to compromise Community interest · Build relationships · Be receptive to public input · Focus on long-range planning · Pledge to become educated · \X'ork with executive director · Le:irn job duties · Develop a unifs'ing purpose · Create a willingmess to contribute and support all citizens · Develop a sense of camaraderie on board · Accept personal sacrifices · Constandy look for ways to improve · Do all things with integrity · Be careful of bias · *lake decisions based on facts CHARACTI-LPdS'FICS OF AN EFFECTIVE BOAPd3 2iE2IBER BOAIkD DISCUSSION POINTS · \X'hy did you agree to serve on this board? · \Xqxat do you expect to gain from board service? · \X%it skills do you bring to the board? · \Xqlat attributes and characteristics do you think are necessaU, to become an effective board member? -- 'SEGMENT II Board Member O/ientation and Training A CHECK_LIST FOR BOARD MEMBER ORIENTATION ANVRAINING / ORIENTATION AND TRAINING CHECKLIST · \Velcomeletter · Cop)' of the"b~oard manual / · Board duties a'nd responsibilities · Expectations for,,board service / ' · Conflict of interest policy · Code of behavior "-. BOAIUD ~IANUAL SI-IO'O,LD INCLUDE/ / · Strategic plan \ / · Annual calendar of events ", / · Roster of board members "x /' · 13iographical information · Job description for the execufK-e"N · Organiz:.~tional chart .." \, \, BO..\RiD 2 I:\N UAL SHOULD INCI,UD]~N · Annual report X'x · Finance reports xX · l~:~rliamcntar5' procedure F~O,-X. RD 5. It-2XIBER ORIENTATION _*ND TPx_MNI_~G 1.30_-~.IUD I)ISCUSSION POINTS How often does your board review its policies and n and · \X'hat new steps should your board take in training orien'tv4ion of members? I k. Page 2 SEGMENT III O~'a//,g a Leadet~'/;ip Team TIPS FOR TEAM BUILDING · No hidden agendas · No authoritT to act alone · Keep disagreements in the board room LITMUS TEST FOR BOARD RESPONSIBILITY · Will the decision help determine services? · Is the decision required by law? · Is there n request for help by the administrator? · Does the issue affect a staff member? · Docs it relate to quality of services? · Does it relate to an administrative area.; TIlE TkaN COOl,[:\ND*lENTS OF BOARD/AD~[INISTIL~T©R IkF'~LATIONSHIPS 1 Thou shalt 1I 'I'h~)u slmlr III 'l'ium slaalt IV 'I'h(n~ slaalr X~ Thou shalt VI Thou slmlt VII Thou shnlt VIII Thoushalt IX Thou shalt X Thou shalt [)c loyal to each other put the agency l¢c.£or0 x'rmr pc. rs(~nal goals always be honest not interfere xx'ifi~ tho responsibilities off the executive always support each other when those around you are critical be tms~vorthv as xvdl as trusting constructively criticize the agency in order to make it better at all times remember the pu¢ose for being a good board member honor the past but look to the ~mre mix a little humor with each day's task and make it ~m CREATING :\ LE:\DERSItlP TEA~[ BOAIU) DISCUSSION POINTS Discuss the roles of your board and executive who holds the responsibiliU' for specific actions. The following chart is a sample of responsibilities which should be used as a basis for discussion hot-,teen the board and thc executive to determine their proper roles. (Chart of Responsibilities - Does \xlq~at chart) Page 3 · SEGMENT IV Message for the Chief Exec, tive -- lFhat EveO, Board Member Sho.ld Know \XrI~T AN EXECUTIVE SHOULD DO FO ;~0ARD ° Keep them informed · Buc}get for training · Boar~l member education / -Retr~ts Articl~, on "boardmanship" / · Publicly s~port your board members/ · Treat all board members equally · Don't involvO,~e board in day-to-day activin, · IG~ow your board members · Don't create a we versus "them" attitude · Don't alienate bo&rd members TIPS FOR BUILDING ~NECUTIVE/BOA~ ~LATIONSHIPS · Educate board n~embers ~,,the issues · Get to know each other · Plan sr)cial events · Have board members attend sr~ff meetings · Invite l)(~ard members to your ex-e~ts · Invite board ,nembers to one-on-o,5'Kstaff socials · Remind board members of the %ig · Credit your board for success · Develop a positive working relationship XlESSAGE FOR THE CHIEF EXECUTIVE ~{AT EVERY BOA~ 2IE~iBER SHOULD ICNOXX' BOARI) DISCUSSION POINTS · Discuss a strateg3' for ktren~hening the relat~onslnp' ' s ·, .Xbemmen,. the board and chief executive · XX%~t expectations does the board have that are not currently being met? · XX'hat does the chief executive need from the board to advance the agency and make it more effective? Page 4 'SEGMENT V TH~IMPORTANCE OF ?LATIONSHtPS (subject of discussion) FOCI_X5 ON TIlE MISSION (subject of discussion) REFER ~OMPLAINTS (subject of discussion) (subject of disc ) BOARD · I will not p'hblicly criticize £ellow board members 9f' d~e executive · I will nor us~the agency for my personal advantage · I will n~r discuss the ccnfidendal w~rkings of ~e board . / · 1 will not prorate how I will vote " · I will not in~r~r~vith tt~e exccudvc's duties I'~THICAL CO NSIDEI~IONS FOR BOARDS BOAPO DISCUSSION POINTS · \x~qmt kev elements should y,our tooard adopt as ethical practices.7 · Discuss the fi)lloxving case s~dies together as a board: A board tells the stoa' at>our her agen'cv soliciting bids cm new computers. '%Ve received an excellent bid, but a poxver~l board member insisted fl!.at the 10id inste~<t go to a company where her daughter works. Her daughter stands to make a hera- · x ,, . ,, comm~ss~qn on the sale. 'Tm sickened by th~s, says the board member, "and our executive, after pointing out the d conflict of interest, has thrown up his hands in frustration." XKqmt should the board do?_ ~' N Case Study 2 , An executive was told by his board to fire a mainte~ supe~'isor. The supe2'isor's crime? He tried to fire n staff member with friends on the board. The staff men, er has a histo~7' of absenteeism, tardiness, and the coup de grace; was found driving an agency vehicle while intoxicated. "Certain board members told me would be displeased if I allowed this staff member to be fired," says the executive, '%ut his behavior is an ethical issue bordering on the criminal that has a huge potential for liabiliU- for fl~e agency." XKqmt should board doF Case Stud}' 3 :\ poor performance evaluation of a staff member (the wife of a board membe0 will likely cost one executive his job. The husband/board member tried to bully the executive into changing the evaluation. \Xq~en this failed, he ordered the executive to change the evaluation. The executive balked, so the board member st:itched tactics. He called an executive session without the executive and used it to push for the executive's termination. \Xq~at should the board do? Page 5 SEGMENT VI BoarS£taff Re /a#onships BOARI~ .DI.,SC USSION PO/~ · ° ,-,.H°w carl your,, boardt/x?or, kork to.to i.improve its relationshi, p s with the organization's staff?. ~scuss any,..current.%lationslnps that you feel are ~mproper As a board, rev~.e,w'and &scuss the organization chat"c for the agency ,, '%,,, Page 6 SEGMENT VII Da//es a,d ReJToonsibi#//es of Board 2'le/,bet~ PART I - LONG-tL%NGE PLANNING AND STRATEGIC RETREATS ESTABLISH A BOARD RETREAT HOLD RETREATS OFF-SITE SET GOALS FOR THE EXECUTIVE ESTABLISH PERFOth\,L~NCE MEASURES FOR EVALUATION LONG-IL*NGE PLANNING AND STIL,\TEGIC RETREATS BOARD DISCUSSION POINTS · \glint needs should our organization be t,Ting to meet.7 ° \Xi'hose needs should our organization be to'lng to meetF · ttow should our organization be t~Ting to meet rl~esc needsF _\fISSION: THE ICEY TO EFFECTIVE STIL, TI-2GIC PLANNING IS TO CLEAPdLT DEFINE 'FOUR ORGANIZATION'S hIISSION · .Xlissi<m: The r'eason for an organization's e×isrence, the pu~'pose(s) or function(s) it ctesircs to fulfill, its prima0' customer-base, and the priman' methods through which it intends to fulfill this purpose · Describes the scope and direction of the org, mization'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 lb\RT Il - EVALUATING THE EXECUTIVE IN DEVELOPING AN EVALUATION INSTRUhfENT, BOARD 2[EMBERS SHOULD CONSIDER THE FOLLO\VING QUESTIONS: · Does the chief executive maintain high professional standards? · Is thc chie£ executive a strong spokesperson for the needs of the agency? I)oes the chief executive and the staff'participate in educational seminars? · Does the chief executive maintain an excellent rapport with board members? · Does the chie£ executive recruit qualit5, staf~ · Is the chief executive effective in working and communicating with 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 Effecthe Board Meetings KEYS TO CONDUCTING AN EFFECTIVE MEETING DON'T DISCUSS DAY-TO-DAY MANAGEMENT ISSUES DEVELOP A POLICY FOR PUBLIC INPUT RECEIVE COMMITTEE RECOMMENDATIONS IN ADV_&NCE HO\V TO ItANDLE SPECIAL INTEREST GROUPS A CHECI, LLIST FOR EVALUATING AN EFFECTIVE MEETING ° \Vere the motions written in advance? · Could all board members participate? · Was the agenda strictly followed? · Did the board stay away fi'om day-to-day decisions¢ · Did the board seek counsel on legal matters? · XX'as the l)r~ard room set up properly? · Docs the board work together as a team? · I3(;es the board use the expertise of the executive? · D(;es the boarct have achievable goals? CONI)UCTING EFFECTIVE BOARD 2IEETINGS 130_-\Pd) DISCUSSION POINTS · Are 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 T/;e Board Mea~ber Nobodj, fi;aa, ts THE THE THE THE THE THE THE THE THE THE THE THE THE TI-IS THE THE NITPICKER COMPLAINER SLEEPER HEADLINE HUNTER PATRONAGE SEEKER INTERRUPTER POUTER TELEPHONE ADDICT OPERATIONS BOARD MANAGER RUBBER-ST~MP BACK SCRATCHER ABSENTEE \'q'ATCH-I N-IL~ND I-IISTORICALLY-~ [INDED SILENT BUT CIUTICAL SALARY FIXER CONSID12I~ TI ti5 FOLLO\Xi~ING QUESTIONS (FOR DISCUSSIO_'x~) · make positive c(mrribut-ions ro:v:'~rct helping thc, l>o:~'d clearly establish stared and coordinated goals and · nlw:n's consider the overall good of thc · c'xprass respect for my Fellow board mcmbers¢ · recognize and reward, when possible, the high performance of fl~e staf~ encourage and promote needed personnel development and training programs? ,w.fintain and support effective press and media programs? · i=t. cp informed on, and lobby for, needed le~slation both on thc state and federal levels? · show n willingness to tt~- new ideas, approaches or methods? · create a feeling of openness, uniu', and endmsiasm when dealing with agency matters? · voice my concerns during discussions, but will~flh' support the group decision once it is made? Page 9 SEGMENT XI Epaluating Yoursdf and the Board BOARD IX{EMBER SELF-EVALUATION I UNDERSTAND iX'D_' DUTIES AND RESPONSIBILITIES AS A MEMBER OF THE BOARD. I UNDERSTAND MY RELATIONSHIP TO THE AGENCY'S CHIEF EXECUTIVE AND OTHER EMPLOYEES AND STRIVE TO MAINTAIN IT. I hCAI,7_E POSITIVE CONTRIBUTIONS TOWARD HELPING THE BOARD ESTABLISH CLEARLY STATED AND COORDINATED GOALS AND OBJECTIVES. I .~\{ CO$IMITTED TO ALL CITIZENS OF THE COMMUNITY OR DISTRICT. I HELP TIlE BOAILD DEVELOP AND FOLLOkV MEASURABLE PERFOR2.MANCE. ST:\NDAILDS FOR THE CHIEF EXECUTIVE. AS A BOARD _'xIEXlBER, I SPENT 2IOST OF ~IY TIXIE DISCUSSING, PREP3flLING, OR REVIE\XTNG POLICIES. 1 :\M PREPARED FOR EVERY BO:\]UD SLEETING. 1 _-\I,\\'AYS ASK TItE CItlEV EXECUTIVE FOR AN EXPLANATION IN PRIVATE IF I DON'T 1,IICI-2 SO_\IETI-tlNG THAT A STAFF 2[EhlBER IS DOING. 1 SUI>PORT NEEDI'LD LI'2GISLATION BOTH AT THE STATE AND FEDEIL4~L LEVELS. I ATTEND EDUCATIONAL 2IEETINGS AND CONFERENCES TO FURTHER MY KNOX\%EDGE AS A BOARD ~IE~[BER. \K"ttEN CONSIDERING POLICY, I AL\VATS CONSIDER THE OVEtL~_LL GOOD OF THE AGENCY :\ND COXIXIUNITY. I 13ELIE\;E LONG-IL4.NGE PLANNING IS ONE OF 2IY 2IAJOR FUNCTIONS AS A BOARD ~[E~IBER. I BELIEVE THAT IT IS IMPORTANT TO ESTABLISH POLICY COVERING THE NORMAL DAY-TO-DAY OPEILATIONS OF THE AGENCY. I BELIEVE THAT ALL PUBLIC BUSINESS SHOULD BE DISCUSSED AT AN OPEN PUBLIC MEETING, EXCEPT FOR AREAS OF LAND ACQUISITION, LAkVSUITS, AND DELICATE PERSONAL ~.LATTERS. I BELIEVE THE AGENCY SHOULD BE AN EQUAL OPPORTUNITY EMPLOYER. I _,U\l CO~IFORTABLE RECEIVING AND CONSIDERING CITIZEN SUGGESTIONS AND/OR CO.\IPLAINTS. I RESPECT ~I'x' FELLO\V BOARD _\[EMBERS. Page 10 I RECOGNIZE AND RE\VAILD EXCELLENT PERFORzM_A_NCE OF THE STAFF. I ENCOURAGE AND PROMOTE NEEDED PERSONNEL DEVELOPMENT AND TRAINING PROGRAMS. I ENCOURAGE AND SUPPORT EFFECTIVE PUBLIC INFOR~5~TION PROGRAMS. I ENCOURAGE EFFECTI\rE PRESS, MEDIA AND PUBLIC A\VARENESS PROGRAMS. I I&NO\V ~[Y 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 BECOME A BETTER BOARD MEMBER. I ?u\[ ABLE TO FUNCTION EFFECTIVELY UNDER PRESSUt~. I TRY TO BE REASONABLE AND CONSIDER THE \VORI, LLOAD OF THOSE INVOLVED \KTIEN I ~[AKE REQUESTS. I SHO\"i' A \N-ILLINGNESS TO TRY NEIN' IDEAS, APPROACIIES, OR h[ETHODS. I ASK QUESTIONS \xi~tlEN I DON'T UNDERSTAND A POLICY, SUGGESTION, OR SITUATI ON. I _'\L\N':\'FS TRY TO TIU5AT BOAPd) hlI-'2~iB]ZRS :\NI) STAFF IN AN UNBIASED, IRfPARTIAL, :\.X-D FRIENDLY .h[ANNER. I TRY TO CREATE A FEEIANG OF OPENNESS, UNITY AND ENTItUSIAS_h[ \xi'TIEN DEALING \\~ITH AGENCY ~L-\TTERS. I ~[AINTAIN A SENSE OF ItU~[OR. I TRY TO BE CONSCIOUS OF THE NEEDS AND PROBLE:XIS TItAT EXIST ON THE BOARD. \'('HEN _-\SI,LED TO SERVE ON A CO~[~IITTEE OR IIANDLE A SPECIAL ASSIGNMENT, I DO SO IN A hIANNER OF HIGH QUA\ITT AND \'K~ITH PlLIDE IN THE RESULTS. I I,,ZNO\E' THE I2IPORTANCE OF ATTENDING ALL BOARD AND/OR CO2E\'IITTEE ~[EETINGS. I HAVE TIlE COUILSGE OF 2iT CONVICTIONS ~ND WILL VOICE ~P~' CONCEI~NS DURING DISCUSSIONS, BUT I \VILL FULLY SUPPORT THE GROUP DECISION ONCE IT IS ~IADE. I IDENTIFY \VITH THE AGENCY'S PURPOSES, GOALS, AND OBJECTIVES, AND I \VILL PUT TIlE \xi'~ZLFARE OF THE CO~[MUNITY AHEAD OF MY SELF-INTEREST. I BELIEVE I \hi CAPABLE OF EAtLNING THE TRUST AND RESPECT OF ~[Y FELLOXV BO:LIhD 2[E.\IBERS, STAFF, AND CITIZENS. I CONTINUE TO ENJOY \K'ORI,UNG \xi'ITH TIlE PUBLIC. Page 11 DO I REALLY ENJOY SERVING ON THE BOARD, OR IS IT TIME TO SERVE SOME OTHER PUBLIC INTEREST? AM I lXLAINTAINING A STRONG INTEREST IN THE AGENCY AND ITS SERVICES? I PROVIDE EFFECTIVE SUPPORT AND ASSISTANCE TO THE AGENCY. I ATTEND MEETINGS REGULARLY, AND I MAKE CONTRIBUTIONS. HAVE I MAINTAINED CONFIDENCE IN THE EFFECTIVENESS OF THE BOARD AND STAFF.> I GET ALONG \VITH ~'~' FELLOkV BOARD MEMBERS. :~\I I CONTINUING TO LOOK AT THE PROGRESS OF THE AGENCY \'(rlTHOUT HA\rING "AN :LXE TO GRIND" OR SPECIAJ_, INTEREST TI-LA_T AFFECTS ~'D,' DECISIONS.> \\'ILL :X I'l' CONTINUED PARTICIPATION ON THE BOARD UNIFY THE BOARD? Page 12