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C\./ <br />'.. x , 1 r . .. F' d '. <br />� �, E. ;� � ,; `-1q� 1P� ���i h a'�« �eA a�$ a �� u� �I�' i s .,'tJ <br />y � ,'��, �g g�. g <br />�,j. � s+ i p�,• 'i.I�r @ �y �I� y i� ��- �.� � � �_ ��Tr € �t. ��e � IR h lL �'�.�I4' <br />G. Burton Bmum <br />1 would like ta share urith yrou some thinkiny <br />abuut the role of a Park and Recreation <br />Advisors� ��d. 11 all parties don't have <br />much the same ¢zpecta�inn, detertnming <br />th<. board's (unction can waste 6me and <br />possibly spli� a 6oard and staH. <br />I have seen and worked with weil�quali(ied <br />board members who acted as if they did not <br />k�aw what the advisory board's role was. I <br />too have been con(used about ihis (rom time <br />to time. l think the reason for this con(usion <br />is that it is eas, io lose sight of Ihe roieol the <br />wmmission. One dces what's on the <br />agenda. One becomes involved in prnjerts <br />and commined to progmms. One feeis <br />responsible when friends or fellow ci�izens <br />have wmplain�s or sugqestions. And, it <br />doesn't make much sense to smp and 'ask: <br />"What am I supposed co do?" <br />Recently it has occurred ro me thnt Ihe <br />adviwry commrission is simi4v m the t+oard <br />ol dirxtors of a corpora�ion which, even if <br />you are a direuor o(a corporation, waJdn i <br />nxcesurily tell you much. Each corp� <br />oration is diHerent and �heir boards ulso <br />have iheir ag¢ndas and Ihey, too, may neve� <br />stoP to esk what Shey are suOPo�ed to do. <br />E3oards today are changiny their thinking <br />about what Ihes'snuuld �.+..�, n , '!...: �... .. <br />[lif¢Ctors ano�t��1S, even tiitiuyp .alippe�y�, <br />may be�a-m(ernce P���� �o which one can <br />reWm to help shape an answzr. <br />Why dces an enterprise need a buacJ o( <br />direcrors? According to Peter Dmeker,� <br />wellaespected authority in the field of <br />busi�ss management there are three tasks <br />(or which a company needs a Mard. <br />1. First,theenterpriaeneedsareview6udy <br />— somelwdy to make sure Ihat to� <br />mana9ement ihinks thmugh what ihe <br />company s busineas is ancl what it shuuld <br />be. Somebody ro rtwke sure able«ives <br />ar¢ set znd sirategies AevelopeA. Some� <br />body �o Iwk ai;ically at �he plmminy of <br />the com;+tmy, its capital inveslment <br />policy, ilsmanagedexpendiluresbudyF•t. <br />Some6ody to aald� ihe oryaniza�ioiis <br />spirit. <br />2. Secondiy, n kroard is needvei to remove <br />roD managemem Ihat fails �n pedonn. <br />And th�s doesot �cean Nst incom�x� <br />Ience, bu1 Inilure to pedunn , s well as <br />mi�ht be -- as well as uw��=�y dein:mds <br />Ihese cleYS. <br />3. Third. the ente�{irise nreAs a"�uFlic anA <br />community relations" Midy. S�mwlc�rly <br />to make surc thal mmnnmiry and com <br />sumcrs know what it guing on in ihc <br />entcrprise, what ils probic�ns nid its <br />Fwlicirs and rts plans are. SumrbcKly m <br />help managcrt�ent knrnv whallhe public <br />understand+. misunderslands. sees, anJ <br />questiuns. <br />I( �hese are the tasks ol a board of directurs, <br />what does Shis suggest akx�u� an advisory <br />board or commission? 1 thiuk I c:+n find at <br />leasl :our useful ideas in ihe above analo�ry. <br />Thz firet is �hat the park and nn-reation <br />buard has the lallcm•ing basic taks. <br />• To review �wli.ies. oblectives anA <br />progrrms. T.�ke a hard lunk at the spirit and <br />!he philosoPhY and Ihe m3�niaatinnal se�up <br />and �he s�afl. <br />� To cummunicn�e. and �hat means lislen <br />Wn, with thc P��bLc uboul pruhlnne and <br />plrns. <br />• To be prepared lo act it Ihe lunp�nm <br />interests o( the park and recre:.lion function <br />(Piynre 1) <br />,� <br />� <br />-� <br />,� <br />� <br />';� <br />in Ihc community are not heing 5¢rved. <br />Fxnctly how and when todothese.�hingswill <br />vary wilh the situatinn, and will probably be <br />t.�irlv ensv lo determifre once if is clear what ��.. <br />bn:rtd members are suppo5ed to do. Of <br />course, il you are un ndvimry 6oard, you <br />dnnt have ihe authoriry to tuke action on �� <br />your rnvn. But il you have the (acts, and � <br />prewnl �hem pmperly, getlitg the Ci1y <br />Councii �o take ac�ion>huuld bee brtnality. <br />The second Iesson to be learn¢d in the � <br />anal�gy is to stick lo polity and le[ fhe <br />prolessionals handle Ihe day�to-day <br />pradu�e. It is surpri>ingly difficuh to duthis. <br />Sticking to policy dces nut ��aan that you .. . <br />nrrn'i suPt�ed lo knrnv what is going on. <br />In lec�, it rnems Ihat yuu hav¢ a duty ro <br />kiunv wha� is happening. (See Diagram�. <br />Or. the Iel��hm�A o( �he diagram are the � <br />pulirYmauenwithwhichanadciwN�rd � <br />mem6er should de�al. On �fre righl are the � <br />prarti.es which Inll intu the urca o( staff � <br />ar�ivilics. <br />Cll'IZENS <br />� <br />POLICY ' PRRCTICES <br />CwndlOtlerminea I Stelllmplemmb <br />PolicY � Polip <br />T � J. <br />P 6 PC Reviewa or Pp�CfI�E3 <br />Formulatas Paliey � Propnmt <br />Pn�onMl <br />T ( SuR�vl�lan <br />�� ommuMwlMne <br />f Equipm�nt <br />Inst:i:ailon <br />P d RC ehxcM� lo �ee Comlruelim <br />w�al�u DoI1cY Is � � M�Inlmmw <br />6e1n0 OnDlemmlyd (—_ 1 Ilaounll�p <br />graD�rlY In pmilce � LEIC. <br />CITI2tN5 <br />