Q: Last month you talked about what should go in
the bylaws.
Our question is around
the benefit of so many standing committees.
If we decide the slew
of standing committees is not
what we want, what kind of language
can we employ to ensure the
work gets done and adequate
controls are maintained? Thanks!
A:
A lot of organizations
have been grappling with this
same issue in recent years. As a result, the trend has been to reduce the
number of standing committees
and rely, instead, on ad hoc
committees or task forces that
come together for a limited
time to accomplish a very specific
task. The reasoning is based on today’s reality. As board size is coming down around the country
– the median is now 15 – there
are fewer people available to
work on committees, especially
if they have to commit to a
long term. And, those that do volunteer resent coming to
meetings at which there is often
little substantive work being
done, which is too often the
case when a committee meets
month after month just because
it is on the books.
There
are definite benefits to employing
short-term, single-purpose –
ad hoc – committees.
Board members can serve
on multiple committees throughout
the year without burning out
because they are not constantly
meeting with each of them. People tend to stay focused on obtaining their
desired result.
It’s easier to recruit
non-board members – oftentimes
subject experts – to serve when
they are not saying yes to something
that is open-ended or outside
their area of interest/expertise. And, if utilizing non-board members, you are
providing additional cultivation
opportunities by which those
with perhaps minimal previous
exposure to your organization
can learn more about it in a
hands-on manner.
At the same time, you
are gaining the chance to assess
future leadership.
The
one potential downside is the
question you raised about control.
If there are committees
that are always forming and
disbanding, how does the board
stay on top of them? This has to be determined on a case-by-case
basis.
Some committees will
report to a standing committee,
some to the board chair or a
vice chair, perhaps some even
to staff.
The reporting lines and
procedure must be spelled out
at the time of appointment.
Personally,
I would also want some sort
of written report that goes
back to the board.
This might be the minutes
of each meeting, a completed
form that spells out the recommendations
and/or conclusions coming out
of the committee as a result
of its work, or both.
You
asked for some sample bylaws
language that covers all this.
You might use the following
as a basis for discussion by
your board, tweaking where appropriate
to fit your unique situation.
Standing
committees of the XYZ Organization
shall be….
The
board chair shall have the right
to establish ad hoc committees
or task forces to handle other
tasks on an as-needed basis.
These committees shall
exist for the sole purpose of
completing the assigned task
and shall sunset upon completion
of that task.
Committee
membership shall be designated
by the board chair.
He or she may appoint
someone not serving on the board
of directors as a means of building
leadership and/or taking advantage
of special expertise.
The
chairmanship of the committee
shall be appointed by the board
chair/determined by the committee. Reporting lines shall be defined at the time
the committee is formed.
A final written report
enumerating the committee’s
conclusions is to be presented
to the board at the board meeting
immediately following the completion
of the committee’s task.
