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Committees The Advisory Group’s Workshop

Committees The Advisory Group’s Workshop. Vital to effective, efficient, productive, organized action in a democratic society. Committee Definitions.

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Committees The Advisory Group’s Workshop

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  1. CommitteesThe Advisory Group’s Workshop Vital to effective, efficient, productive, organized action in a democratic society

  2. Committee Definitions com·mit·tee : k&-'mi-tE, sense 1 also "kä-mi-'tE noun 1: a body of persons delegated to consider, investigate, take action on, or report on some matter; com·mit·tee : k&-'mi-tE, sense 1 also "kä-mi-'tE noun 1: a meeting where they keep minutes and waste hours

  3. Why Do People Join These Groups • to help others • to give back to the community • to meet new people • to fill a personal void • because it is a tradition • to learn new skills • the ability to influence others Volunteer Management 101 John Lipp

  4. Important Contributions of Committees • Able to do a lot of work with efficiency • Individuals can be engaged in areas where they are most interested and skilled • Individuals can enhance leadership skills • Individual efforts are multiplied by others • Wider participation of members and non-members • Committees as a whole have wider contacts as opposed to one or two individuals

  5. Advantages of Working with Committees Over a General Group • Smaller numbers enhance participation • Informality can be increased • Individual interest can be channeled • Delicate subjects can be handled better • Scheduling can be more flexible • Involving just the optimum number can enhance efficiency and effectiveness

  6. Types of Committees • Standing Committees • Special Committees • Extension Program Committees

  7. Standing Committees • Handle a specific part of the regular on-going work of the organization • Usually denoted in the organizational by-laws • Examples—Executive, Nominating, Membership (Council/Board Development), Budget/Finance, Public Relations, etc.

  8. Special Committees • Ad Hoc, temporary • Functions until its specific assigned task is accomplished– one meeting to even years

  9. Extension Program Committees • C-MAP • Task forces • Educational activities

  10. Requirements for Good Committees Key Characteristics • Small group • Complementary skills • Clear common purpose • Mutual accountability • Trust and strong relationships • Open communication • Flexibility • Recognition and Appreciation

  11. Useful Criteria for Structuring Committees • Size • Staffing • Membership • Duration • Purpose--mission, charge, task • Chairs

  12. Committee Chair Job Description • Facilitates Committee Work -plans and leads meetings -assigns tasks to committee members -monitors progress and communicates with staff and council chair -resolves conflicts among committee -arranges for evaluation (periodic and final) Communicates with the General Group -liaison with group chair, staff, and full board -committee reports

  13. Questions to Ask about Each Committee • How does this relate to the organization's mission, strategy, and priorities? Purpose? • How will this benefit the overall group/council? • Who will this group report to? How? • Who is going to act on and implement its decision? • Could just one or two persons do this better? Is it the job for advisory members or staff? • Is this an ongoing concern? When will it be dissolved? • What will be their measures of success?

  14. Why Committees Stumble • Imbalance or concentration of power • Lack of accountability • Unclear definition and understanding of roles • Lack of focus on the critical issues “Before we begin, let us take a moment to reflect upon our hidden agenda.”

  15. Committee Do’s & Don’ts Do’s • Be careful choosing members • Be sure the purpose and expected outcomes are clear to all • Distribute committee assignments evenly across the general group/council • Get general group approval for appointments • Write meaningful committee minutes • Recognize achievements of all

  16. Committee Do’s & Don’ts Don’t • Duplicate work of general group or other committees • Create committees that are too large to be effective • Treat non-council members as outsiders • Hold committee meetings right before the council meeting • Extend the life of the committee beyond its usefulness

  17. Credits -BoardSource (formerly National Center for Nonprofit Boards, www.boardsource.org) -Nonprofit Leadership Initiative at the University of Kentucky, www.kynonprofits.org, danielle.clore@uky.edu, (859) 257-2542 -Kentucky Advisory Council System web site, http://ces.ca.uky.edu/advisorycouncil/, Ralph Prince, (270) 365-7541 Ext. 220, ralph.prince@uky.edu

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