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Coop Committees

The Board of Directors is responsible for being an advocate for the Chapter. This means always being supportive of the Chapter and the Chapter’s policies. There may be times when a member of the Board of Directors is personally in disagreement with one or more of the Chapter’s policies. It is the responsibility of that member to be completely supportive of the Chapter including those policies in which they may disagree. Care must be taken when advocating on behalf of the Chapter. Personal opinions may be viewed as Chapter policies and any Board of Directors member must be careful what opinions are stated regarding the Chapter. The Board of Directors of CMSA are the leaders of the case management practice arena and should be advocating for the practice as well as the professional association. There are also legal implications to functioning outside of those policies.

Resources

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The Relationship Between Board And Committees

What is the best relationship of the board to committees? Are directors required to chair committees or serve as liaisons? Do committees work independent of the board, composed entirely of nonboard members? These questions are common in discussions of governance practices. They are the frequent plaint of board members, "I was nominated to the board, and I am expected to chair a committee?"

Board and Committee Roles and Responsibilities

The Board has the responsibilities for managing the affairs of the Chapter, its direction, program priorities, resource allocations and both financial performance and planning. The ultimate responsibility for the Chapter's programs, activities, and fiscal integrity rests with the Board of Directors. The Board sets the leadership tone for the industry/profession by:

Call it Anyth1ing but a Committee

Organizations are reducing or eliminating all but the essential committee. Standing committees named in the bylaws are being replaced with new forms of work groups. At a minimum, organizations: are reviewing the roster of committees to consider what can be merged, eliminated or enhance. Every committee should align with the strategic goals.

Committee Review

Committees work for the board to advance the mission and goals. Their authority comes from either the bylaws (standing committees) or the appointment by the current term president. Committees do not have authority to act on their own, speak for the board or contract on behalf of the association. Every committee requires staff time to maintain, monitor and assist.

Committee Recommendation Impact Statement

Committee Recomendation Impact Statement

Committee Best Practices

Common laments about committees are that they waste time, there are too many, and they are more of a liability than an asset. Committees can be very effective when best prac­tices are in place. They exist to benefit the board; their work should advance the mission and goals of the organization.

Committee Chairs: Important Details

Bylaws indicate that committee members for standing committees should be appointed by the President and serve three-year terms. Generally, committee member terms will end in February at the Annual Conference. Committee member appointments should be staggered to ensure continuity of knowledge within the committee.

Committee Association Committee

That’s why establishing committees to help share and divide the workload is so important. With support from various committees, board members can focus on fulfilling their duties more efficiently and effectively. Committees are a part of the basic framework of a community. Created for a specific purpose, committees offer homeowners a way to get involved in the community without feeling overwhelmed or assuming the full responsibilities of a board member. Read on to learn more about committees, their benefits, and more.

Set Ground Rules for Committees

Know the mission statement, it frames the work of the committee. Find out if the board of directors has delegated tasks or if a committee is expected to develop its own projects. Keep the mission visible during meetings and printed on agendas.

Integrating Committees

Committee Mission – Every committee should have a purpose or mission statement to frame its work. Ask the committee or its chair to review or write a mission statement of 1 to 3 sentences that will be clear to internal and external audiences. Have committees read their mission statements and indicate how they improved it or why they left it the same.

The Role of Board and Staff Liaisons to Committees

The purpose of the Board Liaison is to serve as an advocate for the committee's progress and proposals to the Board of Directors. The Board Liaison facilitates communication between the committee (chairman) and the Board of Directors. Liaisons should always be aware of the progress and programs of their assigned committee.

Tool Kit Committee Management

Committees play an integral role in advancing the work of an association. Participation on a committee is a rewarding and an important responsibility. Committee involvement is often the catalyst for other leadership roles.

Nomination Process For Committee

The Nominating committee process has influence on the organization for years to come. There are a number of steps to consider for successful outcomes. This graphic Is Intended to be a guide to those steps so that the results are successful for your organization.

Committee Reporting

Every committee should keep a record of its actions. They may be called committee minutes or committee reports. Reports should be thorough, but not necessarily as formal as the board’s meeting minutes. Be sure to include who was at the meeting, start and end times, a report on the committee’s intent, actions and needs (resources).

Committee Report Form

Committee Report Form

Sign In at Board and Committee Meetings

The act of signing will improve awareness of the purpose of the meeting as well as facilitate risk awareness. Keep the document short, preferably a single page with room for signatures and some important reminders.

I Survived a Year On a Committee'

Last year I cringed when I was asked to serve on a committee. Before I said "yes," I was determined to learn how to be a good committee member. You see, I've served on committees that wasted my time, had no clear purpose and succumbed to egos and politics. Now that my year of service has ended, I can say, "I survived a year on a committee!" Let me share how I ap­proached my committee work:

Taming Committee Reports at Board Meetings

Committees are intended to support and supplement the efforts of the board and staff. They may be identified as standing committees (per the bylaws) or task forces (short term assignments). They should produce results that advance the association’s mission and strategic plan.

Committee Volunteer Request Form

Organizations systemize the call for volunteers with a committee form. Make it available upon joining, on-line, at the annual meeting and as the incoming board officer builds his or her team.

Help Wanted in Committees

Consider the “Help Wanted” approach. Break the committee’s work into tasks. Then create a job description to post a “Help Wanted” ad in the organization’s newsletter or website. While a member may not want to serve for a year, they may appreciate opportunities to contribute in shorter ways.

Committees can Make or Break a President

Associations have varied committee structures. Some prefer task forces over standing committees. Many ask board members to serve on them while others engage their members with a multitude of committee opportunities.

Proposed changes to the Committees

This document summarizes proposed changes to the AIEA committees. These changes reflect good practice for membership organizations, provide Board oversight and engagement on core business of the association, yet still permit the organization the necessary flexibility to respond to new opportunities. This document describes three types of committees: Board Committee; Standing Committees; and Task Forces.

Decision-Making in Cooperatives

Members of a cooperative typically have diverse economic interests. These may encompass size, type and location of farm enterprises, and length of membership. Maintaining cohesiveness for building incentives to cooperate is becoming more complex as more variations in production practices and technology become available, new forms of business relationships are developed, and as consumer preferences continue to become more diverse and demanding.

When Did Committees Go Out of Fashion?

A frequent question of association executives is, “Can you tell us how to get our committees to work?” It is followed by descriptions of declines in volunteering, do nothing committees and committees that act without authority.

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