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GOV JOB SEEKER
PAGE TWO
VACANCY ANNOUNCEMENT NUMBER: EXSER/1999 CBPD
COMPETENCIES
Strategic Thinking Team Building Influencing / Negotiation
As the Coordinator for the Board of Directors (BOD), I was charged to improve the working relationship between
board members while effectively managing the board’s activities for approximately three years.
The BOD is an interagency board that works collaboratively with the Business Management Directorate, and the
nine Policy Development bureaus to oversee policy development for government aircraft and the annual flying
hour program. The BOD does not have a dedicated staff or budget and key positions are filled on a short term,
rotating basis (usually for a period of one to three years). Tasks are completed as collateral duties and required
resources are provided by the individual bureaus.
I identified that it was difficult to maintain a strategic focus in governing aviation management and operational
requirements due to the difference in core mission objectives of each of the nine Policy Development bureaus, and
that the informal manner used to coordinate and accomplish objectives was often ineffective and counter-
productive.
I negotiated with individual board members from each of the bureaus to compile aviation support requirements
and address key concerns while protecting the interests of each agency. Once the wide range of support
requirements was consolidated, I consulted with several board members to reduce parochial concerns and
carefully balance member duties and responsibilities within the organization, with their obligations to parent
organizations. Specific member duties and responsibilities were delineated, and to the maximum extent possible,
aligned with the bureau’s management requirements and interests.
Being careful to address the concerns of other bureau representatives without changing the character or structure
of the board; I developed and proposed a written set of procedures and operating rules to govern the conduct of
board meetings and to formalize several critical, recurring board tasks to facilitate accomplishment of the broader
mission. The written procedures also synchronized the policy development and review process by requiring that
all proposed changes be spelled out in a “Discussion Paper” identifying the issues and proposed solutions. This
paper was to be provided to each board member in advance of scheduled meetings.
These new operating procedures streamlined the board’s communication process; standardized the format for
written and oral reports, and established a writing standard for reporting or commenting on business operations
and interests. Additionally, the guidelines saved a considerable amount of time in both preparation and
conducting the board meetings. Ultimately, the plan ensured the most effective and efficient use of the senior
executives time and provided for focus on the most important issues; while maintaining the integrity of each
agency’s mission objectives and encouraging individual members to become full partners in governance.
The Operating Procedures were approved unanimously and adopted by the board. The board unanimously
requested that I continue to serve as the Coordinator for an additional term to ensure the new management
initiatives would be firmly established, and to complete several other procedural initiatives that could establish
better board continuity.
Verifier: Randy T. Slater, Assistant Director, Security Department - (222) 222-2222.