Board and Professional Staff-Their roles with each other

Much has been written or spoken over the last few months about the relationship between the board and its role with the professional staff of the association. While that personal matter is still underway and will be resolved at some point in the near future, I still get asked what my view of the role of the board is with the organization.

I was on the board of directors as VP for Programs during a transition between Executive Directors. It was a watershed opportunity for the board to move beyond its traditional role of being operationally oriented. The board truly wished to move beyond that stage and towards one of policy and vision orientation. For the most part over the past 8 years, it has done so. The tranisition from operational to policy/vision has not been easy, but along the way it has grown along with the organization to be a successful in its oversight and view of the big picture. The growth of the sections, the sound foundation of the regions along with all the new products and services developed by the national office has led to great success stories. The recent reorganization of the board to include at large members as well as the development of the leadership councils have taken that focus to a new and important step.

Yet, along the way it is critical that the board and the Executive Director has common goals and objectives. Based on the strategic plan of the organization the board should and for the most part all the time, stay out of the way of the operational and on the ground elements of the association. But ultimately the board is responsible for the organization both fiscally and its mission orientation. If it deems it necessary to provide oversight in selected areas of engagement, it has that right. Not in a fashion that is meant to be dictator but rather as a means to express members interest and desire and collaboratively develop plans to meet those needs. One set of ideas or projects is not better nor worse than the other...Listening and engaging in collaborative planning and assessment is critical. It is not just the function of the staff, but in an oversight fashion, that of the board as well.

There in lies an important factor...The non profit board hires an executive director and that person is directly supervised by the board. The rest of the staff is supervised by the ED. Clear and transparent lines of authority as well as supervision is critical. One can not predict nor plan for problems when they occur. But having a process in place for review, appeal and sound reflection with the mission of the organization as the foundation is critical. The board and ED relationship is bottom line a trust relationship. Both sides need to trust each other that they are working in the best interest of the organization and its members. Without that trust both sides will stray from the direction of serving members, where ever they may be from and perhaps not see the forest from the trees.

Thanks for this opportunity to share my thoughts with you

Yours in interpretation

Tom

Certification-what is next

NAI's certification program is definitely one of its success stories. Brought forward as a grassroots idea from the members, it has grown to be a significant part of the associations program mission as well as a growth area for revenue. It has developed into a powerful force in membership development, international outreach and professional training at all levels.

While assessment of the program has taken place and modifications have taken place to improve the product. It is my belief however that the time has come for a more holistic look at the program. A combination of board, professional staff, CIT, certification graduates and outside reviewers are necessary to take a complete look on how to take the program to the next level. Among the areas of to review are

Developing a broader base of trainers for not only the CIG program but also the CIT, CHI and others too.

Investigate the retention rate of certification course folks and their corresponding NAI membership.

What are the long term uses of the training, how effective is it for employers and the employees. Quantify the information so it can be analyzed for improvement of the product as well as promotion.

Take a hard look at the means by which we assess the students. Is the multiple choice exam the most effective means of assessing the student work? Are there ways to improve the test and make it applicable for life long learning and training.

How can we make the Certification program more compatible with other existing programs (NPS for example) and with college programs that currently do not use the program for a variety of reasons

These are just some of the areas to look at.

If elected one of my first priorities would be to create a collaborative taskforce to establish such a review process to be completed in a timely fashion

Comments welcome!

Yours in interpretation

Tom

Background of Tom Mullin

As most of you know by now, I am running for the office of President of the National Association for Interpretation. Given the small space in the ballot for campaign information, I thought I would provide a little background about myself.

I am currently an Associate Professor at Unity College in Maine serving as the Coordinator for the Parks, Recreation and Ecotourism & the Environmental Education programs. A Founder and Life member of the NAI, I was awarded the Fellow Award by NAI in 2003 and received National Meritorious Service Awards twice in the past as well as numerous other national and regional awards.

Past offices held include VP-Administration (two terms) VP-Programs (one term), a founder and current director of the College and University Academics Section (three terms), Chair of the Section Leadership Council (4 years) and Section Representative to the Board of Directors (3 years), Regional Director of AIN Region IV (3 years)

Past professional experience as included time as the Executive Director of an Environmental Learning Center and a Land Trust, Manager of a County Nature Center, Maine State PLT Coordinator and work as a consultant on book, interpretive planning and interpretive training. I am a CIT and CIG plus for seven years I have been a judge for the National Outdoor Book Awards.

In summary, my professional life has been intertwined with NAI since 1977 when I joined as a High Schooler of one of NAI's parent organizations Association for Interpretive Naturalists. I bring a wealth of knowledge as well as the motivation to take the organization to its next level of success

Till next time

Tom Mullin

National support for Regions and Sections

I know that the National Office and National Board of Directors has been a strong supporter of regions and sections these past few years. The recent reorganization of the board of directors emphasized the role that sections and regions play in the policy development of the association. By creating the leadership councils we have paved the way for stronger and more breadth of experience for the elected leaders. The addition of the at large members has improved the knowledge base of the association board and thus make it broader in its vision.

But the last years have also seen the development of national products and services and too often a separate line of regional/section products and services. While the national projects are certainly worthwhile and of great help to the members, it seems at times duplicative or even supplants a product that a region or section could have done by itself or at the very least in collaboration with the national office.

It is time for the national board in collaboration with the professional staff as well as the regional and section leaders to refocus its development and support of the front line membership structures of the association (regions, sections, chapters and branches in particular). Collaborative projects, start up funds, enterprize loans are just some of the ideas that come to mind. Cost sharing with the sections that operate and run national programs is critical as well. All could benefit and we would not be in the financial pickle that many sections and regions find themselves in routinely

Just as important for the development of these products and services is to bring members back into the planning process. We have made great strides in providing quality member services these last few years...but along the way, the voice and engagement of the members is not as strong as it once was. Sure folks still volunteer, but that voice at the decision making table seems to have been diminished. With proper planning and process oriented programming, that voice can be heard once again.

Tom Mullin

Five Point Foundation Outlined

Colleagues

As most of you know I have tossed my hat into the ring for the office of President of NAI. I created this blog site partly to help out line my views on numerous issues facing the association and the profession as a whole. You probably have seen the five points outlining what I hope to see accomplished in my term if elected. But just as a refresher...here they are again

Foster Regional and Section Success The national office must play an increasing role in assisting the regions and sections reach member needs. Without these member focused parts of NAI, we would not even exist

Certification Program-This is definitely one of the Association’s great successes over the past few years. But time has come for us to have a holistic assessment of the program and its impact on the association and its partners. Collaboration between the Board, professional staff, certification trainers and members is essential for this to succeed.

International Outreach-Interpretation does not stop at the US border. Continued support and oversight of the international partnerships should continue. But such work should be placed in the context of continued national membership services and be balanced with the other core elements of the organization.

Board of Directors Development-This is critical for the future of the profession as well as the association. But to reach its potential there needs to be a plan for education and board/staff development. Effective and proactive communication between board and professional staff are foundations for such transition.

College and University programs/students-The future of the profession is with the students in the colleges and universities today and tomorrow. A closer partnership with academics programs and students is critical.

Look for some expansion on these points in later posting

Till then

Yours in Interpretation

Tom