Collaborating Effectively with Board Members

To protect public health and maintain reliable services, operators and board members, or other governing bodies, must collaborate effectively. This collaboration is essential to successfully establish and execute short-term and long-term system goals. In this blog post, we will discuss how to improve collaboration between board members and operators by distinguishing responsibilities between the two groups and providing communication tips for operators.

RESPONSIBILITIES

To work effectively in any team, each member must understand their own responsibilities and how those responsibilities are distinguished from the responsibilities of others. The primary role of board members is to ensure the system provides reliable and compliant services by setting policies and goals, maintaining finances, and communicating important utility information to customers. Their responsibilities include:

Management: Board members are in charge of hiring, retaining, and contracting qualified workers. They must set policies (pg. 9) and goals that allow the utility to operate efficiently and legally. Evaluating these goals regularly will ensure that the system can maintain a desired level of service, protect source water, apply appropriate asset management programs, and keep customers informed. Boards should operate ethically and make sure records are retained properly. To do all of this, each board member should facilitate active participation in decision making while acting as a good team member for the utility. They must also acquire the required knowledge to fulfill these duties.

Financing: Decision makers must maintain budgets, monitor spending, and ensure that the system will have enough money to meet both present and future needs. When necessary, boards are in charge of acquiring the funds to finance infrastructure projects and other activities required by the system. Any major contracts must also be approved and properly recorded by the board.

Communication: Board members must keep customers informed on ongoing projects, system services, and potential emergencies. They should act as the liaison between the system's staff and the community. Additional responsibilities include maintaining transparent communication to the public through open meetings that have been scheduled with appropriate public notice and an organized agenda. By publishing meeting minutes and key decisions, customers can remain informed and provide additional input.

After board members have established the financial and managerial policies for the system, it is the operator’s responsibility to implement and enforce those policies. Operators must develop, update, and execute maintenance plans and standard operating procedures (SOPs) that meet board policies and regulatory compliance. These procedures will help staff facilitate daily operations, monitor the system, and maintain detailed records of the system’s status as well as any financial expenditures. Operators must also maintain, monitor, and replace existing assets. While both operators and board members should possess a sufficient education to manage the facility, operators must do so by upholding their certification license. In addition to these tasks, it’s important for operators to keep board members informed of system updates and needs.

COMMUNICATION

To effectively collaborate and communicate as a team, board members and operators should attend regularly scheduled meetings. The Nevada Bureau of Health Protection Services recommends board members schedule these meetings on the same day once every month. During meetings customers can discuss concerns with board members, board member can inform customers of changes to the system, and operators can provide updates to their board. Successful meetings should always be conducted to comply with the region’s Open Meeting Laws and to follow a pre-written, detailed agenda.

Before any meeting the board’s secretary should collaborate with operators and other board members to produce a clearly written agenda that will include discussion topics, action items, and time for public comment. This is the time where operators can schedule to bring forth concerns, needs, and system updates. The Environmental Finance Center hosted an excellent webinar in 2016 on successful communication with board members. The webinar describes what topics and details are important to discuss at meetings and what are not. The webinar also demonstrates how policies are made and updated during these meetings. The following figure was taken from this webinar:

When an operators bring up concerns, requests for funding, or updates on the system, they should do so with the following strategies:

Presenting the Update or Issue:

• Present information using organized data, figures, records, and supporting documents. Bringing in photos or physical examples (ex. A recently replaced pipe) can be even more effective.
• Tailor presentations to the audience. New board members may need more background information. Think about the board’s perspective to address potential questions and concerns early on.
• To communicate finance information and rate increases check out these resources:
  • Communicating Finance and Rate Information to Your Board
  • Quick Messages and Selling Points on Raising Rates and Financial Performance for your Board and Public Presentations
• If operators are investigating a potentially serious problem, but don’t yet have all of the details, inform the board any ways. Board members should be aware of serious issues early on.

Proposing Solutions to Challenges:

• Provide reasonable options to resolve system issues and clearly explain the risks involved in not taking action. Describe how the proposed solution will resolve the issue.
• When the solution involves replacing new equipment, explain estimated life cycle costs in addition to upfront costs. Identify where the funding to finance the solution will come from and where that will leave the system financially afterword.
• Understand how proposed solutions and projects will affect other funding needs in the community. Explain how the solution will benefit the community as a whole.
• Offer the board a non-technical explanation of why the proposed solution is required so they can relay this information to customers.

Other Tips:

• When operators don't know the answer to questions from the board, it’s best to offer to investigate the answer later rather than guess. Waiting to provide an accurate answer limits confusion and unnecessary conflict.
• Board members are often unfamiliar with the daily operations of the utility. It can help improve collaboration to offer tours of the facility that demonstrate operating requirements and updated conditions of the plant. Alternatively, operators can invite board members to attend training classes and conferences. The Rural Community Assistance Partnership (RCAP) also offers water and wastewater guides for the non-operator that can act as a starting point for this technical knowledge.
• Keep the lines of communication open. When board members can communicate their opinions openly it will lead to reciprocation and more effective problem solving.
• Compromise!

When collaboration becomes difficult, remember that both operators and boards have the same goal: protecting public health and ensuring the longevity of the system. While board members can face different pressures than operators, they still want to maintain this goal. Elizabeth Dietzmann with the Kansas Rural Water Association has written two excellent articles for operators on How to Manage a Micromanaging Board and How to Manage a Problem Rural Water Board Member. The latter addresses “No Show” members, “Blabbermouths”, the “Angry Bird”, and other problem members.

Remember that communication doesn’t have to be limited to monthly meetings. Operators can provide weekly email updates or use phone calls to inform boards of important issues. For additional resources on board responsibilities check out RCAP’s Big Guide for Small Systems: A Resource for Board Members. As operators maintain their own continuing education requirements, they can also encourage board members to attend any upcoming RCAP board training that will help them brush up on their job duties and stay up to date on the industry.

Revisiting History: How One Firefighter Protected a Town's Water Supply

Our featured video this week tells the story of how, 31 years ago, Dayton, OH's Fire Chief Glenn Alexander collaborated with the city's water and environment departments to make a difficult, but very crucial decision to stand aside and allow a Sherwin Williams paint factory to burn down. By doing so, he saved the city's water supply for generations to come. 

This story highlights the importance of collaborating with affected parties in order to make smart decisions during emergencies - certainly a lesson that never grows old. And among the many additional lessons gleaned from the incident: the importance of involving emergency responders in wet-field protection task forces or similar partnerships.