Purpose of Committees
Why Have a Committee at All?
Sometimes we establish a committee to do a job that could be performed more efficiently by:
- The board as a whole
- Staff
- An individual board member
- Another volunteer
Committees perform four main functions.
1. Preparatory work leading up to board decisions - such as developing policy options and recommendations for the consideration of the board. This is a function of committees in all four board models. However, board committees only do preparatory work in areas of board responsibility. In policy governance and policy boards, this is restricted to policy. In working boards and collectives, this includes preparation and recommendations on programs and operations.
2. Carry out tasks on behalf of the board in areas such as fundraising or community relations. Policy governance and policy boards which delegate tasks to committees must establish clear parameters, as staff may take over the kinds of activities they are used to handling on their own. Working boards and collectives are more likely to have committees carrying out these functions.
3. Work with the staff to implement certain operations and activities. This function exists only for committees of working boards and collectives.
4. Serve as a training ground for future board members. This is most commonly a function of committees in policy and working boards. It is unusual in policy governance boards as they have very few committees. It is redundant in collectives, as the members of the group are the board.
Note: Boards sometimes strike advisory committees, often at the request of a funding body. These committees are usually composed of individuals from outside the organization who provide advice and expertise in specific areas or on particular issues. The board should annually review the list of standing committees and re-consider whether each of them is necessary. Simply because the topic of the committee is important does not mean that a standing committee is the best way to do the work. Sometimes an ad hoc committee, with a short-term and specific task, is a better option.
Creating a Committee
Before establishing a committee, a board should consider the following:
Committees vary according to board model
The board model will have an impact on the extent of the committee structure. It will determine whether the purpose of the committee is solely to support the work of the board or to support the delivery of the service that the committee is concerned with.
Committees require specific Terms of Reference
The board identifies the committees needed to support the work which is required and approves the terms of reference for each committee. The terms of reference comprise of the following: a definitive statement which clearly describes the purpose of the committee; time frame; membership composition (that is to say, the kinds of people the board wants on the committee, e.g. a nurse, a union representative, a retired person, a lawyer); authority, and major areas of responsibility.
Selecting the committee chair
The chair/president of the board can invite someone to become a committee chair or the chair can be chosen by committee members. The committee chair is the key to an effective committee. She/he sets the tone, pace and strategies. She/he must be thoroughly acquainted with the goals of the organization and the part that his/her committee plays in the achievement of these goals. She/he delegates and co-ordinates work and establishes a climate in which thoughtful deliberation is possible.
Selecting committee members
Specific committee members may be appointed by either the board or the committee Chair. It is very important that members have a clear view of the committee’s goals and have an awareness of the skills brought by each committee member to assist in the achievement of those goals. Interestingly enough, many boards consider committee membership as an opportunity for committee members to get to know an organization prior to nomination for a board position. Committees can serve as a useful training ground for future board members and can provide boards with a screening program for succession planning.
Staff Support
In order for committee Chairs to carry out their work effectively, they generally require staff support. Staff must work closely with the Chair, assisting in the preparation of agendas, providing all information that a Chair requires to operate effectively, and providing advice or recommendations where necessary.
Reporting
The board receives and responds to reports forwarded to it by the committees. Reports are either prepared regularly for the board, indicating progress, or they may be final reports that are created at the completion of the committee’s tasks. The content should include findings and recommendations.
Regular Evaluation
Regular evaluations ensure that committees’ terms of reference are being followed. Evaluations may also allow a board to address a possible need for revision of terms of reference, ensure effective leadership and allow for member turnover. Evaluations should be scheduled regularly.
Committee Authority
Committees receive their authority from the board. Staff members or other individuals may also be given authority to do a job on the board’s behalf.
The board delegates power in four degrees:
1. Limited advisor: The committee investigates and reports. The board makes the decision.
2. Active advisor: The committee investigates and suggests action. The board will probably
take the committee’s suggestions.
3. Limited agent: The committee can take action after the board has agreed to the action.
4. Active agent: The committee takes action and reports on the action taken. The board later
approves of the action.
A board might say the following to a committee or staff member:
1. To a limited advisor: “Look into the matter, give us all the facts, we’ll decide what to do.”
2. To an active advisor: “Look into the matter, let us know what the alternatives are, including
the advantages and disadvantages of each, and make recommendations
for our action.”
3. To a limited agent: “Look into the matter, decide on the best course of action, inform us of
what you intend to do, then go ahead and do it unless we tell you not
to.”
4. To an active agent: “Look into the matter, decide on the best course of action, take that
action, and report back to us on what you did.”
When assigning any action plan, strategy, or task to others, the board must be clear on the degree of authority which goes along with that assignment. Not knowing exactly how far to go with the decision-making on a particular issue is guaranteed to throw a committee into at least one extra hour of discussion. When asking people to do a job, be sure they know what they are expected to do.
Types of Committees
There are two basic types of committees and a third which is used occasionally:
Standing
A standing committee is the most common and most criticized type of committee. Members of standing committees study problems within an assigned area and provide specialized assistance and advice to the Board on an ongoing basis. Examples include: executive, membership, personnel, health, finance, fundraising and nominating committees. A standing committee frequently has extensive authority and responsibility to accomplish its work. The board usually follows the advice and recommendations of a standing committee.
Ad hoc
An ad hoc committee is formed to handle a specific situation or issue that falls outside of the assigned function of an existing standing committee. It is dissolved when the job is completed. Examples of the assignments of ad hoc committees include: design a brochure, arrange a conference, prepare a presentation to government, build a playground. Depending on the situation/ issue, an ad hoc committee may have extensive authority and responsibility. The board usually takes all advice and recommendations coming from an ad hoc committee.
Advisory
The advisory committee is only used occasionally. This committee advises the board on any issues for which the board requests data, e.g. policy, plans, public relations. This type of committee may be standing or ad hoc. What distinguishes advisory committees from the others is that the board is under no obligation to take the advice or recommendations that it puts forward (although it frequently does). Advisory committees are usually established at the request of or on the condition of a funding body.
Committee Reports
Committee reports to a Board of Directors are best kept short – no longer than a page. In order to facilitate reading, the report can be broken into segments. For instance:
Introduction
Should include such points as the committee status (ad hoc, standing), members on the committee, the specific issue the report deals with and, briefly, the background on it.
Committee Research
Should include an overview of the work that the committee did: e.g. specific research conducted and options explored. (Of course, if the board wants a detailed report including advantages and disadvantages of all the options considered, this report will be much longer)
Recommendations
The specific recommendation the committee is making to the board in order to alleviate or eliminate the problem/issue including the reasoning for the recommendation, the necessary next steps and an estimated cost.
It is most helpful to board members if the report is circulated at least a week before the meeting to allow time for the report to be read and for recommendations requiring board decisions to be considered.
Tips for Effective Use of Committees
· Use ad hoc committees where possible:
Ad hoc committees enable people to do useful work, be recognized for a valuable contribution, and then move on in other directions. Committees will quickly become plagued by a lack of interest if they aren’t really doing anything. Short-term commitments often appeal to busy people with special skills or to people who are testing out their involvement and may get “hooked” into becoming full board members at a later date.
· Have other people besides board members on a committee:
The chairperson should be a member of the board; however, staff, clients, professionals, interested local citizens, parents, and other organization members can provide an outside perspective on topics such as programs delivered by the organization. Making contributions alongside people external to the board helps members develop their teamwork skills in another context.
· Develop a committee only for a specific reason:
Design a committee to fill your needs and to help your organization realize its goals in an exciting and dynamic way. If you don’t need the committee, get rid of it!
· Be sure that a committee has written terms of reference (a clear description of its purpose, time frame, authority and responsibilities)
· Require regular reports to the board so that you are up to date on the committee’s work