So how do we know where to start? What committees should we have? What do they do? Who should populate them? How often do they meet? How should staff be involved? Well, let’s take a look at all this, operating on the assumption the board is strong, willing and of an appropriate size to consider “working” committees.

Start at the beginning

  •  What committees are needed – first, look at the by-laws. Some standing committees are typically required, such as Finance and Governance, and perhaps Program or Personnel, depending on what type of work is done by the organization. Then review the strategic plan. Check for goals which have deadlines approaching, and if there is an accountability assignment. If it’s not indicated, this is a great discussion to have with volunteers and an opportunity to make thoughtful decisions.
  • What committees do – these groups of volunteers are a precious commodity. Generally speaking, they can research, advise, decide, support, plan, recommend, debate, etc. on many issues that fall under their scope of responsibility. For example, a Program committee may set standards for services, and then develop an evaluation system to monitor those services. Creating a chart of work for the year will keep the focus on priorities, with the understanding the chart is a living document and things can change throughout the year. Without this plan, time may be wasted as committee members look around and try to remember why they are meeting. By the way, how often committees meet is determined by their chart of work.
  • Who should populate them? – again, check the by-laws for parameters on size of committees, and things like if the chair is required to be a board member. Once those logistics are clear, sit back and think through a list of competencies, experience and personalities that would be most helpful in meeting the commission. Keep in mind diversity is good – some of the most ineffective committees are comprised of like-minded people of the same age and background, or of all strong-willed leaders who can never accomplish anything since consensus is not likely. Consider including people who are not on the board whenever possible. They provide a different perspective and motivation (and may be good board candidates down the road).
  • Ad hoc committees – these temporary groups can be a wonderful answer to short term projects. They can manage an event, research a critical topic, review by-laws, etc. At times, a sub-committee can be formed to work on projects offline in order to make the most efficient use of the standing committee’s agenda.
  • What is the staff role – I love this part, and it is too often misunderstood by both volunteers and staff. The staff liaison to a committee is in a support role. Staff help build the agenda with the chair in advance of the meeting, prepare materials, answer questions in meetings, take minutes, and otherwise support the group. The Chair is in charge and runs the meeting. The Chair is responsible for ensuring each meeting is productive, for including all members, and for adhering to the chart of work. Staff might give a report, but the decisions are made by volunteers. One of the most common errors CEOs make is not training staff on how to interact with committee members. For example, even the best volunteers get off track sometimes when passionate, and the staff person needs to have the skill to tactfully coach them back to the business at hand. Have you ever been in a meeting that’s running amuck?!

I hope this was useful in its brevity. Let me know how I can help you create a committee structure that best supports your great work by contacting me.

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