The document provides guidance for chairs of National Academies study committees, outlining their roles as a leader, facilitator, and team builder for the committee; principal architect and integrator of the committee's report; adviser to the study director; and chief spokesperson representing the committee. Effective chairs set clear expectations, guide discussions toward consensus, and model the serious commitment expected from committee members to produce a novel report. The document offers tips for chairs to prepare for their role, including conferring with staff on the committee's charge and work plan before the first meeting.
The document is a governance toolkit created to assist the Hillcrest Community Committee. It contains sections on committee roles and responsibilities, sample committee bylaws, and recruitment of committee members. The introduction states that the toolkit is intended to guide new committee members and provide practical advice. It outlines key positions on the committee including the president, vice president, secretary, and treasurer. It also provides details on committee bylaws, meetings, duties of members, and the recruitment process.
A Board Liaison is assigned to act as the primary point of communication between a committee and the Board of Directors. The Liaison attends committee meetings, ensures communication flows both ways, and that the committee operates within guidelines. The Liaison also advocates for the committee at Board meetings and reports Board actions back to the committee. However, the Liaison should not usurp the committee chair's authority over the committee.
CUES board committees November 2016 (1)Jennie Boden
1. Board committees can provide real benefits to credit unions if established, charged, and composed effectively, but often lack clear purpose and value.
2. Effective committees are tasked by the board to examine key issues in advance of meetings, focus on delegated projects, distribute work equitably, and build trust between the board and management.
3. When reviewing committee structure, boards should only establish standing committees for sustained, permanent work and otherwise use ad-hoc committees and task forces for temporary projects. Committees should do the work of the board, not management.
Berkeley Board Fellows places grad students as members of nonprofit boards of directors for one academic year. It is the largest Board Fellows program in the country and is co-sponsored by Haas Net Impact student group. Visit http://bit.ly/boardfellows
This document provides an overview of the Toastmasters leadership development program outlined in the manual "Competent Leadership". The manual contains 10 projects focused on different leadership skills that members complete by serving in various meeting roles. Completing all 10 projects earns the Competent Leader award. The manual is part of Toastmasters' two-track program for developing communication and leadership skills, with opportunities for additional recognition at advanced levels. Members work through the manual under the guidance of a mentor and vice president of education to strengthen their abilities in areas like listening, planning, motivation and team building.
This document discusses meetings, teams, and negotiations. It covers types of meetings like briefings and consultative meetings. It discusses advantages and challenges of meetings. Formal meeting terminology is defined like agenda, minutes, and quorum. Effective chairing is described through preparation, diplomacy, and time management. Brainstorming, virtual teams, and the negotiation process are also summarized.
The document discusses what makes an effective board, including providing clear direction and oversight, accountability, ongoing education, and commitment to the organization's vision and members. It also covers the roles and responsibilities of boards and management, as well as best practices for board recruitment, meetings, and governance. Effective boards establish policies, hire and supervise leadership, and work to advance the organization's strategic goals.
The document summarizes the kick-off event for the Berkeley Board Fellows Program. It includes an agenda for the event with sessions on board governance, a panel, matching mentors and fellows, and discussions. It provides details on the program, including benefits for fellows and organizations, fellow and mentor commitments, the program year timeline, and resources available. A panel session includes lessons learned from past fellows and boards. Fellows and mentors then discuss project scopes and integrating the fellow into the board.
The document is a governance toolkit created to assist the Hillcrest Community Committee. It contains sections on committee roles and responsibilities, sample committee bylaws, and recruitment of committee members. The introduction states that the toolkit is intended to guide new committee members and provide practical advice. It outlines key positions on the committee including the president, vice president, secretary, and treasurer. It also provides details on committee bylaws, meetings, duties of members, and the recruitment process.
A Board Liaison is assigned to act as the primary point of communication between a committee and the Board of Directors. The Liaison attends committee meetings, ensures communication flows both ways, and that the committee operates within guidelines. The Liaison also advocates for the committee at Board meetings and reports Board actions back to the committee. However, the Liaison should not usurp the committee chair's authority over the committee.
CUES board committees November 2016 (1)Jennie Boden
1. Board committees can provide real benefits to credit unions if established, charged, and composed effectively, but often lack clear purpose and value.
2. Effective committees are tasked by the board to examine key issues in advance of meetings, focus on delegated projects, distribute work equitably, and build trust between the board and management.
3. When reviewing committee structure, boards should only establish standing committees for sustained, permanent work and otherwise use ad-hoc committees and task forces for temporary projects. Committees should do the work of the board, not management.
Berkeley Board Fellows places grad students as members of nonprofit boards of directors for one academic year. It is the largest Board Fellows program in the country and is co-sponsored by Haas Net Impact student group. Visit http://bit.ly/boardfellows
This document provides an overview of the Toastmasters leadership development program outlined in the manual "Competent Leadership". The manual contains 10 projects focused on different leadership skills that members complete by serving in various meeting roles. Completing all 10 projects earns the Competent Leader award. The manual is part of Toastmasters' two-track program for developing communication and leadership skills, with opportunities for additional recognition at advanced levels. Members work through the manual under the guidance of a mentor and vice president of education to strengthen their abilities in areas like listening, planning, motivation and team building.
This document discusses meetings, teams, and negotiations. It covers types of meetings like briefings and consultative meetings. It discusses advantages and challenges of meetings. Formal meeting terminology is defined like agenda, minutes, and quorum. Effective chairing is described through preparation, diplomacy, and time management. Brainstorming, virtual teams, and the negotiation process are also summarized.
The document discusses what makes an effective board, including providing clear direction and oversight, accountability, ongoing education, and commitment to the organization's vision and members. It also covers the roles and responsibilities of boards and management, as well as best practices for board recruitment, meetings, and governance. Effective boards establish policies, hire and supervise leadership, and work to advance the organization's strategic goals.
The document summarizes the kick-off event for the Berkeley Board Fellows Program. It includes an agenda for the event with sessions on board governance, a panel, matching mentors and fellows, and discussions. It provides details on the program, including benefits for fellows and organizations, fellow and mentor commitments, the program year timeline, and resources available. A panel session includes lessons learned from past fellows and boards. Fellows and mentors then discuss project scopes and integrating the fellow into the board.
Good minuting is deceptively difficult and time consuming. ICSA's guidance for minute-takers provides up-to-date expert advice about all aspects of the process.
Attendees joined Peter Swabey FCIS, ICSA Policy and Research Director, to hear more about the principles and practice of successful minute taking, and the consultation that informed the guidance.
This document summarizes the findings of a consultation on best practices for minute taking. The consultation received 89 responses and over 2,700 answers to 31 questions. Key findings include that minute taking is a difficult and time-consuming task that is often undervalued. There is no single correct approach, and context and preferences of each board matter. Minutes should provide an accurate record of decisions and context to understand decisions for future reference. Good skills for minute takers include listening, summarizing arguments accurately, and having confidence to stand firm on the record. The full board is responsible for accuracy, and draft minutes should be clearly marked as such.
UTILIZING THE ELEMENTS IN DEVELOPING MINUTES OF THE MEETINGArviin James
The document provides guidance on developing effective meeting minutes. It emphasizes that minutes should accurately document important meeting details like the time, location, attendees, motions, decisions made, and action items assigned. Minutes serve several purposes such as providing a record for legal protection, structure for arriving at decisions, driving follow-up action, and measuring progress over time. Sample minutes are then developed by a group to demonstrate capturing a meeting's essential elements.
The document provides information and guidance for incoming district governors and club officers for the 2010-2011 year. It discusses Ray Klinginsmith's encouragement to think boldly and innovatively. It also describes new initiatives like the Rotary Coordinator program and opportunities for clubs and districts to work together and innovate locally. The final section provides tips and ideas for organizing an ethics seminar focused on vocational service.
The document provides an overview of how Kent County Council works:
- It is made up of 84 elected members who each represent an area of Kent.
- Every 4 years, elections are held and residents vote for the candidate to represent their area.
- The party with the most seats takes control of the council and their leader becomes the council leader.
- The council leader appoints a cabinet made up of members responsible for specific services.
- The cabinet meets monthly to make key decisions and is advised by committees of other members.
A conference is a gathering of people with common interests to discuss issues and share ideas on a topic. Conferences can last from a few hours to several days and may be one-time events or annual. They typically involve presentations in formats like lectures, workshops, or panel discussions. Seminars are similar gatherings focused on in-depth discussion of a stated topic and are usually more academic in nature. Both conferences and seminars allow professionals and experts to network and learn from one another.
Meetings serve several purposes in organizations, including formalizing decision-making, bringing people together for discussion, and fostering cooperation. Key terms related to meetings include quorum, which is the minimum number of attendees required for a meeting to proceed, and ad hoc, which refers to impromptu meetings called for a specific purpose outside regular meetings. Preparing agendas, being on time, and assigning responsibilities are important for running successful meetings.
Making Sense - Reframing Problems to Generate Better Board DecisionsDottie Schindlinger
Presentation delivered at the 2019 NJSBA Annual Workshop by Dottie Schindlinger. Focus on school boards, governance best practices, decision-making, generative governance, and how school districts can benefit.
1. The document discusses various types of meetings, including command/staff, task/production, committee, training, sales, panel, and symposium meetings.
2. Key aspects of effective meetings are outlined, including setting objectives, identifying participants, notifying participants, developing an agenda, time management, leadership style, procedures, evaluation, and drafting meeting minutes.
3. The specimen minutes of an Annual General Meeting includes details on attendees, quorum, agenda items, resolutions, and approval processes for ordinary and special business.
The document discusses the roles and responsibilities of an Area Council in Toastmasters. The Area Council is led by the Area Governor and includes club presidents, vice presidents, and other appointed positions. The Council provides assistance to clubs in areas like leadership training, membership building, and contests. It also discusses agenda items like individual club reports and an upcoming mentoring program rollout.
The document outlines the new leadership track and Competent Leader manual for Toastmasters. It describes the three levels of the leadership track for members joining on or after January 1, 2006. The Competent Leader manual involves completing 10 projects, most focusing on meeting roles, and can be completed while serving in club meetings. It provides immediate feedback and tracks progress towards the Competent Leader award. The document details each of the 10 projects and their requirements.
Central Kentucky Toastmasters are members of the Bluegrass Division of District 40 (effective July 1, 2009), part of Toastmasters International, a world leader in helping people become more competent and comfortable in front of an audience. The geography of the new Bluegrass Division is depicted herein.
High Performance Leadership Project Postmortemlabyrinth3
The document discusses organizing a humorous speech contest to raise funds and awareness for Toastmasters. It describes holding the event at a comedy venue to attract more participants. An action plan outlines tasks like creating promotional materials and securing sponsors. It provides details on attendance, sponsors secured, and finances. Next steps include thanking sponsors and planning early for the following year's event.
Study: The Future of VR, AR and Self-Driving CarsLinkedIn
We asked LinkedIn members worldwide about their levels of interest in the latest wave of technology: whether they’re using wearables, and whether they intend to buy self-driving cars and VR headsets as they become available. We asked them too about their attitudes to technology and to the growing role of Artificial Intelligence (AI) in the devices that they use. The answers were fascinating – and in many cases, surprising.
This SlideShare explores the full results of this study, including detailed market-by-market breakdowns of intention levels for each technology – and how attitudes change with age, location and seniority level. If you’re marketing a tech brand – or planning to use VR and wearables to reach a professional audience – then these are insights you won’t want to miss.
Artificial intelligence (AI) is everywhere, promising self-driving cars, medical breakthroughs, and new ways of working. But how do you separate hype from reality? How can your company apply AI to solve real business problems?
Here’s what AI learnings your business should keep in mind for 2017.
This document outlines information about forming and running effective committees. It begins by listing the group members and objectives of understanding committees. It then defines groups and committees and describes different types of committees. Factors to consider when organizing committees include composition, tasks, expectations, and effective chairpersons. Steps for forming committees are provided. The responsibilities and opportunities of committee work are described, as are elements of effective committees including descriptions, leadership, membership, accountability, and meetings. The role of committees in administration is also mentioned.
The document discusses effective committees and provides best practices for developing successful committees. It defines what a committee is and their role in assisting the board. Key elements for effective committees include establishing clear charters and member roles and responsibilities, providing orientation for new members, recognizing member contributions, and involving members in planning. Regular communication, adherence to agendas, and surveys to collect feedback can also help ensure committee success. Reasons a committee may falter include unclear purpose and roles, lack of focus in discussions, and declining participation.
Mulcahy Law Firm, P.C. Commnity Association Committee Basics Cheat SheetBeth Mulcahy
In a community association, committees are a necessary aspect of the association,
they are often used to help accomplish the many tasks required of the board of directors.
Committees are a way to formally bring people, who may have expertise on a subject,
together to share information, coordinate actions and possibly do research which is then
taken to the board for consideration and action. Committees can widen viewpoints, help
the board make decisions appropriate for the association and share some of the responsibilities
required of the board of directors.
How do you increase the effectiveness of committees? Use good governance practices, your vision, board evaluations, bylaws, and your strategic plan to identify the need for committees, then set your purpose and goals to attract the right people and become more accountable.
Good minuting is deceptively difficult and time consuming. ICSA's guidance for minute-takers provides up-to-date expert advice about all aspects of the process.
Attendees joined Peter Swabey FCIS, ICSA Policy and Research Director, to hear more about the principles and practice of successful minute taking, and the consultation that informed the guidance.
This document summarizes the findings of a consultation on best practices for minute taking. The consultation received 89 responses and over 2,700 answers to 31 questions. Key findings include that minute taking is a difficult and time-consuming task that is often undervalued. There is no single correct approach, and context and preferences of each board matter. Minutes should provide an accurate record of decisions and context to understand decisions for future reference. Good skills for minute takers include listening, summarizing arguments accurately, and having confidence to stand firm on the record. The full board is responsible for accuracy, and draft minutes should be clearly marked as such.
UTILIZING THE ELEMENTS IN DEVELOPING MINUTES OF THE MEETINGArviin James
The document provides guidance on developing effective meeting minutes. It emphasizes that minutes should accurately document important meeting details like the time, location, attendees, motions, decisions made, and action items assigned. Minutes serve several purposes such as providing a record for legal protection, structure for arriving at decisions, driving follow-up action, and measuring progress over time. Sample minutes are then developed by a group to demonstrate capturing a meeting's essential elements.
The document provides information and guidance for incoming district governors and club officers for the 2010-2011 year. It discusses Ray Klinginsmith's encouragement to think boldly and innovatively. It also describes new initiatives like the Rotary Coordinator program and opportunities for clubs and districts to work together and innovate locally. The final section provides tips and ideas for organizing an ethics seminar focused on vocational service.
The document provides an overview of how Kent County Council works:
- It is made up of 84 elected members who each represent an area of Kent.
- Every 4 years, elections are held and residents vote for the candidate to represent their area.
- The party with the most seats takes control of the council and their leader becomes the council leader.
- The council leader appoints a cabinet made up of members responsible for specific services.
- The cabinet meets monthly to make key decisions and is advised by committees of other members.
A conference is a gathering of people with common interests to discuss issues and share ideas on a topic. Conferences can last from a few hours to several days and may be one-time events or annual. They typically involve presentations in formats like lectures, workshops, or panel discussions. Seminars are similar gatherings focused on in-depth discussion of a stated topic and are usually more academic in nature. Both conferences and seminars allow professionals and experts to network and learn from one another.
Meetings serve several purposes in organizations, including formalizing decision-making, bringing people together for discussion, and fostering cooperation. Key terms related to meetings include quorum, which is the minimum number of attendees required for a meeting to proceed, and ad hoc, which refers to impromptu meetings called for a specific purpose outside regular meetings. Preparing agendas, being on time, and assigning responsibilities are important for running successful meetings.
Making Sense - Reframing Problems to Generate Better Board DecisionsDottie Schindlinger
Presentation delivered at the 2019 NJSBA Annual Workshop by Dottie Schindlinger. Focus on school boards, governance best practices, decision-making, generative governance, and how school districts can benefit.
1. The document discusses various types of meetings, including command/staff, task/production, committee, training, sales, panel, and symposium meetings.
2. Key aspects of effective meetings are outlined, including setting objectives, identifying participants, notifying participants, developing an agenda, time management, leadership style, procedures, evaluation, and drafting meeting minutes.
3. The specimen minutes of an Annual General Meeting includes details on attendees, quorum, agenda items, resolutions, and approval processes for ordinary and special business.
The document discusses the roles and responsibilities of an Area Council in Toastmasters. The Area Council is led by the Area Governor and includes club presidents, vice presidents, and other appointed positions. The Council provides assistance to clubs in areas like leadership training, membership building, and contests. It also discusses agenda items like individual club reports and an upcoming mentoring program rollout.
The document outlines the new leadership track and Competent Leader manual for Toastmasters. It describes the three levels of the leadership track for members joining on or after January 1, 2006. The Competent Leader manual involves completing 10 projects, most focusing on meeting roles, and can be completed while serving in club meetings. It provides immediate feedback and tracks progress towards the Competent Leader award. The document details each of the 10 projects and their requirements.
Central Kentucky Toastmasters are members of the Bluegrass Division of District 40 (effective July 1, 2009), part of Toastmasters International, a world leader in helping people become more competent and comfortable in front of an audience. The geography of the new Bluegrass Division is depicted herein.
High Performance Leadership Project Postmortemlabyrinth3
The document discusses organizing a humorous speech contest to raise funds and awareness for Toastmasters. It describes holding the event at a comedy venue to attract more participants. An action plan outlines tasks like creating promotional materials and securing sponsors. It provides details on attendance, sponsors secured, and finances. Next steps include thanking sponsors and planning early for the following year's event.
Study: The Future of VR, AR and Self-Driving CarsLinkedIn
We asked LinkedIn members worldwide about their levels of interest in the latest wave of technology: whether they’re using wearables, and whether they intend to buy self-driving cars and VR headsets as they become available. We asked them too about their attitudes to technology and to the growing role of Artificial Intelligence (AI) in the devices that they use. The answers were fascinating – and in many cases, surprising.
This SlideShare explores the full results of this study, including detailed market-by-market breakdowns of intention levels for each technology – and how attitudes change with age, location and seniority level. If you’re marketing a tech brand – or planning to use VR and wearables to reach a professional audience – then these are insights you won’t want to miss.
Artificial intelligence (AI) is everywhere, promising self-driving cars, medical breakthroughs, and new ways of working. But how do you separate hype from reality? How can your company apply AI to solve real business problems?
Here’s what AI learnings your business should keep in mind for 2017.
This document outlines information about forming and running effective committees. It begins by listing the group members and objectives of understanding committees. It then defines groups and committees and describes different types of committees. Factors to consider when organizing committees include composition, tasks, expectations, and effective chairpersons. Steps for forming committees are provided. The responsibilities and opportunities of committee work are described, as are elements of effective committees including descriptions, leadership, membership, accountability, and meetings. The role of committees in administration is also mentioned.
The document discusses effective committees and provides best practices for developing successful committees. It defines what a committee is and their role in assisting the board. Key elements for effective committees include establishing clear charters and member roles and responsibilities, providing orientation for new members, recognizing member contributions, and involving members in planning. Regular communication, adherence to agendas, and surveys to collect feedback can also help ensure committee success. Reasons a committee may falter include unclear purpose and roles, lack of focus in discussions, and declining participation.
Mulcahy Law Firm, P.C. Commnity Association Committee Basics Cheat SheetBeth Mulcahy
In a community association, committees are a necessary aspect of the association,
they are often used to help accomplish the many tasks required of the board of directors.
Committees are a way to formally bring people, who may have expertise on a subject,
together to share information, coordinate actions and possibly do research which is then
taken to the board for consideration and action. Committees can widen viewpoints, help
the board make decisions appropriate for the association and share some of the responsibilities
required of the board of directors.
How do you increase the effectiveness of committees? Use good governance practices, your vision, board evaluations, bylaws, and your strategic plan to identify the need for committees, then set your purpose and goals to attract the right people and become more accountable.
The Overview & Scrutiny Improvement Programme held between March and July 2009 in Swansea aimed to review and improve overview and scrutiny operations. It consisted of 5 sessions covering topics like roles and barriers of overview and scrutiny, effective meetings, public engagement, and the critical friend role. Over 50% of councillors participated, supported by internal and external experts. The program identified 5 improvement themes to form an action plan: developing new public engagement methods; improving partnerships; communication; the critical friend challenge; and cross-border scrutiny.
The document summarizes a governance review of the USC (University Student Council) conducted from 2009-2010. It provides context on governance issues in student governments, non-profits, and political systems. The review committee observed a lack of formalized roles and training for the USC executive, centralized decision-making, and disempowered/disengaged council. The committee's three key recommendations were to: 1) Define roles of the executive and management, 2) Empower the council in decision-making, and 3) Establish an independent board of directors.
This course uses a simulation where students act as board members of a fictitious nonprofit organization. Each student serves on a board committee. The committees are Executive, Bylaws, Incorporation, Planning, Finance, Personnel, Fundraising, Search, and Marketing. The Executive Committee oversees the board and writes a final report. Other committees research legal/financial requirements and develop bylaws, budgets, plans, and policies to establish the nonprofit over the semester. The goal is for students to successfully understand and complete the tasks needed to start a new nonprofit organization.
This document discusses how governing boards of universities and colleges are restructuring their board committees to better address strategic issues. It provides an overview of the typical multi-step process boards undertake, beginning with assessing their current committee structures. Drivers for change often include a new strategic plan, input from the board chair/president, or external factors like state legislation. The document then outlines how boards initiate change by evaluating their committees and describes common outcomes like consolidating committees around strategic priorities. Examples from two universities that recently restructured are also presented.
Scrutiny as a critical friend wlga presentationDave Mckenna
This document discusses the role of scrutiny in local government as a "critical friend" that provides challenge to policymakers. It outlines four principles of good scrutiny: providing critical challenge, enabling public voice, independent governance, and driving service improvement. The document also examines processes and practices to strengthen scrutiny, such as work programming, questioning strategies, external involvement, and reviewing operations. The goal is for scrutiny to effectively fulfill its role as a critical friend through robust challenge, information gathering, and recommendations for improvement.
This document discusses different structures that developmental disability councils use to conduct business, such as committee structures and the use of workgroups. It provides an overview of the types of committees most councils currently use, which are mostly operational rather than focused on policy issues. The document poses questions for councils to consider about how they structure committees and workgroups, including their purpose, how staff support is provided, and how to maximize member effectiveness and involvement. It recommends councils take an intentional look at their structures and roles to ensure they are appropriately aligned with the council's mission and goals.
How Effective Leadership and Governance Influences Organisational Performance...Humentum
In this interactive session, explore how effective leadership and governance can be critical to organizational performance and sustainability. Learn about pitfalls to avoid and walk away with practical strategies and best practices to offer support to organizational leadership and governance.
This document discusses developing a high performing nonprofit board. It outlines 10 basic responsibilities of nonprofit boards including determining mission and purpose, selecting the chief executive, ensuring planning and resources. It discusses conducting board assessments to evaluate performance and identify areas for improvement. The document provides guidance on board recruitment including using a grid to identify needed skills. It also covers developing strong board committees and processes for "firing" underperforming board members. The document concludes with recommendations for taking the board to the next level through improvements like board manuals, meeting processes, and continuing education.
The document provides minutes from a meeting of the Energy Efficiency & Conservation Strategy steering committee. Key points include:
- Caroline provided an update on the status of the EECS grant submission and next steps in the review process.
- The project team presented a self-assessment of strengths and weaknesses in developing the EECS and solicited feedback from the steering committee.
- The steering committee provided their assessment, noting challenges like limited information and time constraints, as well as successes in advancing the city's energy efficiency efforts.
- Next steps discussed include maintaining the steering committee until the grant is reviewed, further developing projects, and defining sustainability values to guide future work.
The chapter discusses organizing for curriculum development. The curriculum leader is responsible for guiding values clarification among faculty, proposing an overall development plan including timelines and committees, and leading discussions on key issues. Faculty members must participate on committees, welcome input from stakeholders, and consider scholarship projects related to their curriculum work. The core processes for curriculum development are faculty development, ongoing appraisal, and generating scholarship from the work.
The document provides guidance for chairs of boards of directors. It discusses the oversight responsibilities of the chair and how they must ensure the company operates legally and ethically. It emphasizes that the chair, not the CEO, is ultimately responsible for the company. The document also discusses how to conduct effective board meetings, including establishing guidelines, designing agendas, and knowing when to intervene. It provides tips for chairs on developing relationships with CEOs and developing the board through assessment, skills mapping, and ongoing training. The overall message is that the chair plays a critical leadership role in governing the company and overseeing its strategic direction.
IDEC 2014 Winter Meeting Leadership and GovernanceMarcieCraigPost
This document outlines materials from a leadership seminar held in Ljubljana, Slovenia in January 2014. It discusses leadership roles and responsibilities within nonprofit organizations. It provides guidance on effective board governance, including setting strategic direction, ensuring resources, and fiduciary oversight. It also reviews leadership characteristics like listening, analyzing, working well with others, and community engagement. Effective meetings focus on a few key issues in depth and consider multiple perspectives. Committee structure is driven by strategic needs rather than organizational structure. The overall message is that nonprofit boards should function as a cohesive team focused on the organization's mission.
The document discusses the role and responsibilities of a chair for an accreditation panel. It notes that the chair must ensure the integrity of the accreditation processes and guidelines. The chair has similar responsibilities to a CEO, such as building a team and strategic thinking, but does not have the same authority to hire and fire. Key attributes of an effective chair include being fair, a good listener and communicator, and able to build consensus from differing views. The chair plays different roles in panel sessions with the institution, where information is collected, versus closed sessions for decision making. In sessions with the institution, the chair's role is to listen, understand contexts, elicit information, and confirm emerging judgments.
This document outlines corporate governance guidelines for Rockwell Automation's Board of Directors. It discusses topics such as director responsibilities, selection of the Chairman and CEO, committee structure and responsibilities, qualifications for directors, and policies regarding board composition, evaluation, and succession planning. The guidelines are intended to ensure the board operates independently and effectively oversees the interests of the corporation and its shareholders.
The document discusses forming an effective steering group. It provides guidance on setting up the group, including determining membership, size of the group, terms of reference, and roles and responsibilities. An effective steering group requires engaged members who are committed to the project and its goals. The chair or facilitator plays an important role in ensuring meetings are well-run by establishing agendas, facilitating discussions, and keeping the group focused on its objectives. Regular communication and evaluation are also important for maintaining the group's effectiveness.
What is an RPA CoE? Session 2 – CoE RolesDianaGray10
In this session, we will review the players involved in the CoE and how each role impacts opportunities.
Topics covered:
• What roles are essential?
• What place in the automation journey does each role play?
Speaker:
Chris Bolin, Senior Intelligent Automation Architect Anika Systems
Northern Engraving | Nameplate Manufacturing Process - 2024Northern Engraving
Manufacturing custom quality metal nameplates and badges involves several standard operations. Processes include sheet prep, lithography, screening, coating, punch press and inspection. All decoration is completed in the flat sheet with adhesive and tooling operations following. The possibilities for creating unique durable nameplates are endless. How will you create your brand identity? We can help!
GlobalLogic Java Community Webinar #18 “How to Improve Web Application Perfor...GlobalLogic Ukraine
Під час доповіді відповімо на питання, навіщо потрібно підвищувати продуктивність аплікації і які є найефективніші способи для цього. А також поговоримо про те, що таке кеш, які його види бувають та, основне — як знайти performance bottleneck?
Відео та деталі заходу: https://bit.ly/45tILxj
Must Know Postgres Extension for DBA and Developer during MigrationMydbops
Mydbops Opensource Database Meetup 16
Topic: Must-Know PostgreSQL Extensions for Developers and DBAs During Migration
Speaker: Deepak Mahto, Founder of DataCloudGaze Consulting
Date & Time: 8th June | 10 AM - 1 PM IST
Venue: Bangalore International Centre, Bangalore
Abstract: Discover how PostgreSQL extensions can be your secret weapon! This talk explores how key extensions enhance database capabilities and streamline the migration process for users moving from other relational databases like Oracle.
Key Takeaways:
* Learn about crucial extensions like oracle_fdw, pgtt, and pg_audit that ease migration complexities.
* Gain valuable strategies for implementing these extensions in PostgreSQL to achieve license freedom.
* Discover how these key extensions can empower both developers and DBAs during the migration process.
* Don't miss this chance to gain practical knowledge from an industry expert and stay updated on the latest open-source database trends.
Mydbops Managed Services specializes in taking the pain out of database management while optimizing performance. Since 2015, we have been providing top-notch support and assistance for the top three open-source databases: MySQL, MongoDB, and PostgreSQL.
Our team offers a wide range of services, including assistance, support, consulting, 24/7 operations, and expertise in all relevant technologies. We help organizations improve their database's performance, scalability, efficiency, and availability.
Contact us: info@mydbops.com
Visit: https://www.mydbops.com/
Follow us on LinkedIn: https://in.linkedin.com/company/mydbops
For more details and updates, please follow up the below links.
Meetup Page : https://www.meetup.com/mydbops-databa...
Twitter: https://twitter.com/mydbopsofficial
Blogs: https://www.mydbops.com/blog/
Facebook(Meta): https://www.facebook.com/mydbops/
Session 1 - Intro to Robotic Process Automation.pdfUiPathCommunity
👉 Check out our full 'Africa Series - Automation Student Developers (EN)' page to register for the full program:
https://bit.ly/Automation_Student_Kickstart
In this session, we shall introduce you to the world of automation, the UiPath Platform, and guide you on how to install and setup UiPath Studio on your Windows PC.
📕 Detailed agenda:
What is RPA? Benefits of RPA?
RPA Applications
The UiPath End-to-End Automation Platform
UiPath Studio CE Installation and Setup
💻 Extra training through UiPath Academy:
Introduction to Automation
UiPath Business Automation Platform
Explore automation development with UiPath Studio
👉 Register here for our upcoming Session 2 on June 20: Introduction to UiPath Studio Fundamentals: https://community.uipath.com/events/details/uipath-lagos-presents-session-2-introduction-to-uipath-studio-fundamentals/
AI in the Workplace Reskilling, Upskilling, and Future Work.pptxSunil Jagani
Discover how AI is transforming the workplace and learn strategies for reskilling and upskilling employees to stay ahead. This comprehensive guide covers the impact of AI on jobs, essential skills for the future, and successful case studies from industry leaders. Embrace AI-driven changes, foster continuous learning, and build a future-ready workforce.
Read More - https://bit.ly/3VKly70
Introducing BoxLang : A new JVM language for productivity and modularity!Ortus Solutions, Corp
Just like life, our code must adapt to the ever changing world we live in. From one day coding for the web, to the next for our tablets or APIs or for running serverless applications. Multi-runtime development is the future of coding, the future is to be dynamic. Let us introduce you to BoxLang.
Dynamic. Modular. Productive.
BoxLang redefines development with its dynamic nature, empowering developers to craft expressive and functional code effortlessly. Its modular architecture prioritizes flexibility, allowing for seamless integration into existing ecosystems.
Interoperability at its Core
With 100% interoperability with Java, BoxLang seamlessly bridges the gap between traditional and modern development paradigms, unlocking new possibilities for innovation and collaboration.
Multi-Runtime
From the tiny 2m operating system binary to running on our pure Java web server, CommandBox, Jakarta EE, AWS Lambda, Microsoft Functions, Web Assembly, Android and more. BoxLang has been designed to enhance and adapt according to it's runnable runtime.
The Fusion of Modernity and Tradition
Experience the fusion of modern features inspired by CFML, Node, Ruby, Kotlin, Java, and Clojure, combined with the familiarity of Java bytecode compilation, making BoxLang a language of choice for forward-thinking developers.
Empowering Transition with Transpiler Support
Transitioning from CFML to BoxLang is seamless with our JIT transpiler, facilitating smooth migration and preserving existing code investments.
Unlocking Creativity with IDE Tools
Unleash your creativity with powerful IDE tools tailored for BoxLang, providing an intuitive development experience and streamlining your workflow. Join us as we embark on a journey to redefine JVM development. Welcome to the era of BoxLang.
Dandelion Hashtable: beyond billion requests per second on a commodity serverAntonios Katsarakis
This slide deck presents DLHT, a concurrent in-memory hashtable. Despite efforts to optimize hashtables, that go as far as sacrificing core functionality, state-of-the-art designs still incur multiple memory accesses per request and block request processing in three cases. First, most hashtables block while waiting for data to be retrieved from memory. Second, open-addressing designs, which represent the current state-of-the-art, either cannot free index slots on deletes or must block all requests to do so. Third, index resizes block every request until all objects are copied to the new index. Defying folklore wisdom, DLHT forgoes open-addressing and adopts a fully-featured and memory-aware closed-addressing design based on bounded cache-line-chaining. This design offers lock-free index operations and deletes that free slots instantly, (2) completes most requests with a single memory access, (3) utilizes software prefetching to hide memory latencies, and (4) employs a novel non-blocking and parallel resizing. In a commodity server and a memory-resident workload, DLHT surpasses 1.6B requests per second and provides 3.5x (12x) the throughput of the state-of-the-art closed-addressing (open-addressing) resizable hashtable on Gets (Deletes).
inQuba Webinar Mastering Customer Journey Management with Dr Graham HillLizaNolte
HERE IS YOUR WEBINAR CONTENT! 'Mastering Customer Journey Management with Dr. Graham Hill'. We hope you find the webinar recording both insightful and enjoyable.
In this webinar, we explored essential aspects of Customer Journey Management and personalization. Here’s a summary of the key insights and topics discussed:
Key Takeaways:
Understanding the Customer Journey: Dr. Hill emphasized the importance of mapping and understanding the complete customer journey to identify touchpoints and opportunities for improvement.
Personalization Strategies: We discussed how to leverage data and insights to create personalized experiences that resonate with customers.
Technology Integration: Insights were shared on how inQuba’s advanced technology can streamline customer interactions and drive operational efficiency.
As AI technology is pushing into IT I was wondering myself, as an “infrastructure container kubernetes guy”, how get this fancy AI technology get managed from an infrastructure operational view? Is it possible to apply our lovely cloud native principals as well? What benefit’s both technologies could bring to each other?
Let me take this questions and provide you a short journey through existing deployment models and use cases for AI software. On practical examples, we discuss what cloud/on-premise strategy we may need for applying it to our own infrastructure to get it to work from an enterprise perspective. I want to give an overview about infrastructure requirements and technologies, what could be beneficial or limiting your AI use cases in an enterprise environment. An interactive Demo will give you some insides, what approaches I got already working for real.
Keywords: AI, Containeres, Kubernetes, Cloud Native
Event Link: https://meine.doag.org/events/cloudland/2024/agenda/#agendaId.4211
What is an RPA CoE? Session 1 – CoE VisionDianaGray10
In the first session, we will review the organization's vision and how this has an impact on the COE Structure.
Topics covered:
• The role of a steering committee
• How do the organization’s priorities determine CoE Structure?
Speaker:
Chris Bolin, Senior Intelligent Automation Architect Anika Systems
In the realm of cybersecurity, offensive security practices act as a critical shield. By simulating real-world attacks in a controlled environment, these techniques expose vulnerabilities before malicious actors can exploit them. This proactive approach allows manufacturers to identify and fix weaknesses, significantly enhancing system security.
This presentation delves into the development of a system designed to mimic Galileo's Open Service signal using software-defined radio (SDR) technology. We'll begin with a foundational overview of both Global Navigation Satellite Systems (GNSS) and the intricacies of digital signal processing.
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Join us to learn how UiPath Apps can directly and easily interact with prebuilt connectors via Integration Service--including Salesforce, ServiceNow, Open GenAI, and more.
The best part is you can achieve this without building a custom workflow! Say goodbye to the hassle of using separate automations to call APIs. By seamlessly integrating within App Studio, you can now easily streamline your workflow, while gaining direct access to our Connector Catalog of popular applications.
We’ll discuss and demo the benefits of UiPath Apps and connectors including:
Creating a compelling user experience for any software, without the limitations of APIs.
Accelerating the app creation process, saving time and effort
Enjoying high-performance CRUD (create, read, update, delete) operations, for
seamless data management.
Speakers:
Russell Alfeche, Technology Leader, RPA at qBotic and UiPath MVP
Charlie Greenberg, host
Connector Corner: Seamlessly power UiPath Apps, GenAI with prebuilt connectors
Roles Pdf
1. INTRODUCTION
Study committees of the National Academies make unique and often
indispensable contributions to the welfare of the nation by addressing
questions in science, medicine, and engineering with significant public policy
implications. The analysis of complex issues through a committee process
is enormously challenging and the stakes are high because the results are
likely to influence governmental decisions. Although many elements
contribute to a successful committee report, an effective chair is essential.
Chairs are selected because they are outstanding individuals who have
made major contributions in their professional fields. Sometimes a chair has
considerable expertise in the subject being studied. At other times, a chair
lacks such expertise but brings an objective perspective to a controversial
subject. Above all, a chair is a leader—an individual who inspires colleagues
and keeps them focused on the necessary effort to complete a study. Chairs
direct the deliberations of committees, organize the drafting and revising of
reports, and represent the committee and its work to the public. The task
can be demanding and complex. It usually also is productive, enjoyable, and
rewarding.
This guide presents a broad overview of the chair’s role in the committee
process. It has been assembled from interviews with particularly successful
chairs who have experienced the broad range of situations that chairs are
likely to encounter, and with the advice of skilled study directors who have
supported both highly productive and troubled committees. Every committee
is unique. Every chair will have a distinctive approach to the work of the
committee. But there also are predictable characteristics of the committee
process, and anticipating these can prevent unnecessary difficulties. This
guide discusses some of the common challenges faced by a chair. We hope
1
2. that it is useful in completing an important task and making the experience
for chairs both successful and enjoyable.
We particularly wish to acknowledge the work of Carlton Stoiber for his
original cartoon creations, which add a distinctive touch to the brochure.
Academy members Marye Anne Fox, Gordon Orians, Guy Stever and Gilbert
White spoke on videotape with Bruce Alberts about their experiences from
chairing many NRC study committees. These interviews served as an invalu-
able source of information. The sidebars on the study process, highlighting
actions for chairs to take at important stages of a project, are abstracted
from papers prepared by Archie L. Wood for the Good Practices Data Base
and used in our staff development program. Several members of our staff
and other individuals assisted in the preparation of the brochure and provid-
ed insightful comments on the early drafts. Steve Olson helped edit the text.
We are very grateful for all of the many contributions that have made this
brochure possible.
BRUCE ALBERTS WM. A. WULF KENNETH I. SHINE
President President President
National Academy of Sciences National Academy of Engineering Institute of Medicine
2
3. Roles of the
COMMITTEE CHAIR
The chair plays four key roles in every study:
o Leader, facilitator, and team builder for the committee
o Principal architect and integrator of the committee’s report
o Adviser to the study director on the management of the project
o Chief spokesperson in representing the committee to reviewers,
sponsors, and the public
This guide describes each of these roles in turn.
Leader, Facilitator, and Team Builder for the Committee
Committees of the National Academies have distinct characteristics that will
be novel for many first-time members. These pose challenges to the chair
and staff. The institution’s study committees are multi-disciplinary.
Members are invited to serve because they possess personal expertise—not
because they represent specific institutional or constituency interests.
Further, the study process aspires to develop a consensus product. This con-
sensus process must not only modulate diverse viewpoints, but blend diverse
expertise to achieve new insights or interpretations of relevant scientific evi-
dence. This requires active
participation by all members
of the committee. To
achieve this goal, the chair
must encourage contribu-
tions from all committee
members and guide the
deliberations. In this role,
the chair serves both as the
leader of the committee and
as the skillful facilitator of
discussion. At later stages
of the process, the chair
must also be a team-builder
in order to achieve consen-
sus on key issues.
3
4. Many members will be new to our committee process. Therefore the
chair must model the behavior expected of members. A chair helps to frame
the issues and sets the tone for the committee’s discussions. At the first
meeting, which is vitally impor-
tant to the entire process, a
chair sets expectations about
the contributions expected
from committee members. A
chair who is committed and
serious will elicit similar levels
of commitment and seriousness
from the committee. The
responsibility that a chair
brings to the analysis of issues
and the drafting of a report
will determine how the rest of
the committee approaches the task. The aim should be an ambitious one: to
produce a novel consensus report, one that goes well beyond conventional
wisdom and could not have been written by a small subset of the committee
members alone.
At the first meeting the chair must guide the committee to agree on a
work plan and, if possible, on a report architecture. It also is essential for
the committee to decide at the outset who the principal audience for its
report will be . But first the chair
must ensure that the committee
clearly understands why it was
constituted, its charge, and what is
expected of it by the institution
and by the sponsors of the study.
This discussion should not be short-
changed. Members will bring to
the study personal interests that
extend beyond the charge to the
committee and may desire to
reframe the issues. It is important
to invite sponsors to talk with the
committee at its first meeting and
to spend as much time as neces-
sary ensuring that the focus and
boundaries of the charge are well understood. If the committee considers it
essential to modify its charge, it can do so only with the formal approval of
the institution.
4
5. Conferring with Staff before the First Meeting
Some chairs take a “hands-on” role in many aspects of a study. Others prefer to delegate
more responsibility to staff working under their guidance. Early consultation between the
chair and staff (including, as needed, the board or division director and the Executive
Director of the commission or major unit) can help work out these roles and responsibilities
before the committee is convened for its first meeting.
In preparing to confer with the staff, the chair should have reviewed:
• The study prospectus approved by the institution
• The statement of task outlining the specific charge to the committee and proposed
products
• The provisional membership of the committee, which generally will be posted on the
Internet with biographies (statements of qualifications) for public comment
• A tentative work plan prepared by staff, with schedule and milestones
• The financial, personnel, and information resources available to the committee
• The institution’s policy document on compliance with Section 15 of the Federal
Advisory Committee Act (FACA) Amendments of 1997
In the conference with staff, the chair should:
• Determine if the charge is clear—particularly in its descriptions of what is within
and outside the scope of the study—and decide how best to communicate the
charge to the committee
• Understand the expectations for the study of the sponsors, other important audiences
such as the Congress, and the institution
• Develop a preliminary conception of the report’s architecture for discussion by the
committee at its first meeting
• Understand the expertise on the committee and the process by which the institution
will finalize the provisional committee appointments
• Understand the institution’s report review and release process
At the conclusion of the conference, the chair should have:
• Ascertained if the tentative work plan is reasonable in light of the charge to the
committee
• Flagged issues, if any, for discussion by the committee, including the possibility of
revisions to the statement of task, schedule, milestones, or physical resources
• Outlined objectives the committee should expect to accomplish at and in between
each of its meetings
• Identified prospective presentations to the committee from external sources as well
as from the members and staff
• Approved a draft agenda for the first meeting
• Clarified the role of the chair and the role of the staff in the conduct of the study
5
6. The chair must encourage the expression and constructive discussion of
diverse viewpoints. At every meeting, each committee member should feel
that he or she has had a full opportunity to express opinions and otherwise
contribute to the study process.
The chair, in partnership with the study director, must keep the commit-
tee members actively engaged in the study process. Volunteers must always
feel that their time is being used productively, which requires careful plan-
ning of each meeting agenda and of work assignments between meetings by
both the chair and the staff. The first meeting should set the example. All
members should be encouraged to draft one or more sections of the report—
with the understanding
that there is no exclusive
ownership of specific
issues. First-time commit-
tee members may incor-
rectly assume that they
have the same preroga-
tives as they have when
writing a chapter in an
edited textbook—where
there is deference to the
author’s language. Thus,
while it is important for
members to write portions of the report, it is also crucial for them to under-
stand that their writing—and even some of their conclusions—will undergo
extensive modification through the committee’s deliberative process.
6
7. The Plan for the First Committee Meeting
When committee members assemble for the first time, they are likely to have many ques-
tions, such as:
What is the study really about?
What is the plan for the study?
Who are my colleagues on the committee?
What can I contribute?
What is the role of the staff?
The answers to these questions create impressions that will influence the study through-
out its course. Thus, it is very important for the first meeting to be well planned and
conducted.
The objectives of the first meeting almost always include the following:
• To introduce the committee to its charge by clearly conveying the statement
of task and the study’s origins and context
• To describe the expectations for the study of the sponsors and other audiences
• To identify issues that may be potentially controversial or contentious
• To complete the formation of the committee and acquaint members with one
another through discussion of the committee’s composition and balance in
light of its charge
• To explain the institutional process, including report review and release,
under which the study will be conducted
• To discuss and adopt a work plan for the study that encompasses such
elements as research methods, writing assignments, topics for future
meetings, and so on
• To allow committee members to get better acquainted and begin the process
of building trust among them
7
8. As the study nears completion, the chair should ensure that the entire
committee takes full ownership of the report that it has produced and signs
off on the report’s findings, conclusions, and recommendations. This is much
easier if most committee members have contributed text and engaged in the
process of reviewing and revising the draft versions of the report. At this
stage it is also extremely important the committee understands the nature of
the institution’s report review process. Committees are sometimes unpre-
pared to justify their work in a rigorous review. Under these circumstances,
they may resent the fact that the review may produce demands for signifi-
cant changes to the findings and recommendations in the report. The chair
and study director should remind the committee of this step throughout the
deliberative process—particularly if the committee begins to endorse findings
and recommendations that are not based strongly on evidence.
Committees have a diverse composition—this both adds to its strength
and complicates the process of reaching consensus. The chair therefore
must always be concerned with the committee’s progress toward consensus.
A complicating factor is that standards of evidence can be quite varied
among different professional disciplines, making the process of determining
when a finding has an acceptable evidence base contentious. Fairness and
flexibility are required to move beyond initial differences that sometimes can
be considerable, to achieving a group consensus that goes well beyond the
obvious, and yet move the issues forward. However, when consensus is not
possible or if reaching consensus would skew an important majority position
of the committee, it is better to expose the lack of consensus than to obscure
it completely through compromise.
8
9. Meeting Management
Much must be accomplished in the limited time the committee is together on a typical
study over the course of four to six meetings.
In planning a committee meeting, chairs should keep certain considerations in mind:
• Every meeting should have clear objectives derived from the study’s work plan and
from the progress of the project to date.
• Each meeting’s agenda should be designed to support that meeting’s objectives and
should state those objectives clearly.
• The purpose, scope, and duration of every invited presentation should be defined
before the presentation is requested.
• The meeting agenda should be lean and flexible since meetings often run short on time.
• Closed meetings or sessions of just the committee members and staff also should
have specific agendas.
• Periodic breaks and committee socials should be scheduled to pace the committee’s
work and to promote effective working relations among the members and staff.
Many preparations are needed as a meeting is planned:
• Requests should be made in writing for every presentation to the committee. These
requests should clearly indicate what the committee would like to know and the
context for the information being sought, as well as the time that will be allotted for
this purpose.
• Committee members should be sent reading materials for the meeting far enough in
advance that they can be well prepared.
• The chair should be fully conversant with the meeting agenda and overall work plan.
Effective chairs have developed many ideas for managing meetings successfully:
• Be clear that all members are expected to be present for the entire meeting.
• Make sure that each speaker is aware of the time constraints on his or her
presentation. Be strict in pushing along speakers who are taking too much time.
• Watch for members who are holding back their opinions and draw them into the
meeting.
• Be quick to bring straying discussions back to the focus of the meeting.
• At the end of the meeting, note what was accomplished, what remains to be done,
and what subsequent actions are to be taken by the committee members and staff.
9
10. Principal Architect and Integrator of the Committee’s Report
The chair directs a creative effort that starts with the development of a
report’s architecture and progresses through information gathering, informa-
tion analysis, and committee deliberations, resulting in the conclusions and
recommendations of a final report.
Discussions by the committee must get underway early with respect to
the structure of a report. It is the chair’s responsibility to spearhead such
discussions with the preparation of a “strawman” or a draft working outline
of the report, typically before, during, or immediately after the first committee
meeting.
Thinking about report dissemination and outreach also should begin at the
outset of the study, concurrent with the committee’s discussions on the struc-
ture of the report. Starting as early as the first meeting, the chair and staff
should lead a discussion with the committee about the various audiences to
whom the report should be disseminated.
The chair, working with the study
director, makes team or individual work
assignments—including writing tasks—
both when the initial report is being
written and when drafts are being
revised. To ensure efficiency, approxi-
mate page limits for each contribution
should be agreed to before writing
assignments are begun. For the same
reason, it is often useful to request a
draft outline from a committee member
before he or she invests the time
required to produce the draft text.
10
11. Developing the Study Report
Creating, writing, and revising the committee’s report is the most challenging and difficult
part of a study — and is a source of frustration most often cited by volunteers. Snags during
report development are among the most common causes of project delays.
Problems in report writing are often symptomatic of other underlying problems, and their
early detection by the chair or staff can prevent more serious difficulties later. It is there-
fore important to have a clearly defined approach to report development and a set of
milestones against which progress can be gauged and problems noted and corrected.
Some key principles include:
• Get early agreement by the committee to the report development process. This usually
can be accomplished as part of the committee’s discussions and agreement on the
project’s work plan.
• Prepare a preliminary outline but don’t rush the writing of text until the committee
knows generally what it wants to say.
• Expand the preliminary outline of the report to flesh out the committee’s messages, but
still without writing large blocks of text.
• Develop a report concept to highlight what each chapter of the report will cover,
show how the chapters relate to each other, and demonstrate how the report will
tell its “story.”
• Use the report concept as a vehicle for making non-redundant writing assignments
to committee members and staff.
• Develop the first draft of the report as progress is made in the data and information
collection phase of the project.
• Refine the first draft and, in concert with the committee’s deliberations, develop the
document that is to be sent to external review.
• Ensure that the review draft is complete in all respects and has the committee’s
concurrence.
• Ensure that if any written dissents (or minority opinions or positions) are to be carried
forward into the published report, they are prepared before the report enters review.
• Insist that the report meets institutional standards for clarity, style, and format.
With minor editorial revisions and preparation of final figures, the report should be
essentially ready for publication upon entering review.
• Remember that the most critical factor in completing a report review efficiently is
generating a review draft that is of high quality in both substance and form.
11
12. As the development of a report progresses, the chair should review the
drafts and ensure that the report as a whole evolves as a consistent, well-
reasoned, and coherent document. If certain committee members are not
contributing or lagging in the completion of their assignments, the chair
should expect to send e-mails and make phone calls to remind these mem-
bers of missed writing deadlines.
Whether the chair should draft major sections of the report or assess,
revise, and integrate drafts prepared by others depends on factors specific to
the project. If the chair is the initial drafter of large sections of the report,
he or she may have less time to act as architect and integrator of the entire
report. On a study with sharp differences of view, the chair may reserve
the right to compose a “neutral version” of sections, or a version that incor-
porates the arguments for the opposing sides, rather than writing initial
drafts. On the other hand, if a chair brings special expertise to particular
topics, she or he may be the best choice as the initial writer on those topics.
Most of all, by the example that is set, the chair determines the work ethic for
the committee: To be an effective leader he or she must be seen by the rest of
the committee to be committing as much, if not more, time and effort as any
other member.
12
13. Toward Excellence in Reports
Reports of the institution are the principal enduring products of studies. The quality of a
report is the single most important indicator of a successful project.
Some key principles for achieving a high-quality report—particularly reports that carry any
finding, conclusion, advice, or recommendation of the committee—include the following:
• The report must respond to the statement of task in its entirety.
• The report is a work of scholarship and scientific inquiry. Its development should be
guided by the usual standards for scientific, scholarly writing.
• The report’s tone and substance should be objective and free from prejudice and
self-interest.
• The findings, conclusions, and recommendations of the committee should flow
logically from the data and information on which the report relies and from clear
and coherent arguments presented in the report.
• Sources of information and data must be cited through footnotes and lists of
references. Selection of sources should be based on their quality and authoritativeness.
• The report should distinguish the committee’s evaluations and judgments from the
work of others.
• Judgments of the committee are appropriate but should be identified as such. The
rationale for the judgments should be explicit.
• The expertise and authority of the committee members should be demonstrated
through analysis and reasoning rather than being presumed as sufficient ground for
findings, conclusions, or recommendations.
• Uncertainties in the evidence, in the lines of reasoning employed, or in the committee’s
judgments should be explicitly identified and addressed.
• Consensus on findings, conclusions, and recommendations is a highly desirable
attribute of reports. However, if reaching consensus would skew an important
majority position of the committee, it is better to expose the lack of consensus than
to obscure it completely through compromise.
• In the event of failure to reach consensus, it is important to clearly identify and
bound the areas about which disagreements still remain on the committee. If properly
explained, a minority opinion or position could help direct attention to issues or areas
where additional knowledge is especially needed.
• Most reports have several audiences. The report (or parts of the report) must be cast
to communicate its message to all interested audiences. Sometimes, it may be of value
to prepare—for wider public dissemination—a second, shorter version of a report that is
much more expressive of its findings, conclusions, and recommendations.
• Clarity and readability of the report are very important. They come in part from
good organization of the report, from attention to all levels of the report—chapter,
section, paragraph—and from clear writing.
13
14. Adviser to the Study Director
The chair and the study director are a management team, and they comple-
ment each other’s roles. This partnership is crucial to the success of a
study. The study director works with the chair to design the meetings of
the committee, prepare background materials for the committee, write or
edit portions of the report, and stay in regular contact with all members of
the committee. The study director also has the primary responsibility for
monitoring the committee’s progress relative to the study plan, tracking the
project’s financial status against a time-phased budget keyed to the plan,
ensuring that the statement of task is being followed, and taking actions
needed to keep the project on course. The chair serves as the study direc-
tor’s adviser and guides his or her actions. As partners in managing the
study, they identify problems, agree on strategies to resolve them, and team
up to keep the committee moving on schedule.
Prior to the first committee meeting, the chair should meet with the
study director to review the statement of task in detail and design a tenta-
tive project work plan and meeting agenda that will be presented at the
beginning of the first meeting for the committee to review.
At and between all committee meetings and events, the chair and study
director should work in concert to manage committee activities effectively
and guide the study process to a successful conclusion, with close attention
to schedule and resource constraints.
The chair needs to work with staff and support them in their interaction
with committee members. During the report review process, it is the respon-
sibility of the chair and staff to ensure that each committee member has the
opportunity to examine and concur with responses to reviewers’ comments
and to sign-off on the revised report before it is released to the sponsor and
to the public. The chair should also work with the study director and com-
mittee to develop plans for the effective dissemination of the committee’s
report, and the engagement of the committee in the process.
The chair must understand what physical resources (staff personnel,
number of meetings, consulting, and so forth) can be provided to the com-
mittee within the overall resources available to the project. If unforseen
circumstances lead the committee to revise the statement of task (i.e., its
charge) or undertake work that would require expanding the schedule or
budget, the chair should ensure that all options have been reasonably
assessed and that the committee has provided the study director with a
convincing rationale to present to the institution’s leadership and the
study’s sponsor.
14
15. Responding to Report Review
Report review is the last opportunity a committee has to ensure that its report is technical-
ly sound, clear, and objective. It also is the process by which the imprimatur of the institu-
tion is placed on the committee’s work.
Some key principles include:
• The review process centers on the responses a committee prepares in the process of
revising its draft report based on the comments received through an independent
review.
• The audience for comments made in response to review is the report review
coordinator along with a monitor appointed in some instances by the institution’s
Report Review Committee. They will recommend whether or not the committee’s
responses are adequate to warrant public release of the report.
• Report review is an integral part of the committee’s deliberative process. A report is
not finished until the review process is completed.
• Experience shows that review almost always strengthens a report substantially.
• It is important for the chair to ensure that every review comment is mined for its
maximum value and that the committee is thorough and thoughtful in preparing
its response to review. Even seemingly minor review comments can have important
implications for the content and structure of the report.
• Report review does not have to be a drawn-out or difficult experience. If a draft
report is sound going into review and if the review comments are responded to
promptly and thoroughly, the review process can be expeditious.
15
16. In the unlikely event that the chair experiences problems in working
with the study director or other staff, this quickly should be brought to the
attention of the unit head (usually the board or division director and on
occasion the Executive Director of the commission or major unit). As the
study nears completion, other support services within the National Academies
will enter the process to help design a release plan, prepare the report for
publication, and handle publicity around the release.
Spokeperson for the Committee
The chair is the chief spokesperson for the committee and its report.
The chair should take advantage of the extensive capabilities available
within the institution to assist in planning and carrying out all dissemination
and outreach activities.
The chair, working in concert with the committee and staff, should ensure
that a dissemination plan is in place by the time the report is completed.
Once the committee’s report is released, the chair often will be asked to
represent the perspective of the committee through such dissemination activi-
ties as briefings, press conferences, preparation of “op-ed” articles, or the
provision of congressional testimony. Selected committee members may also
be recruited to participate in such activities.
During the course of a study, the chair may prefer to delegate some of
the roles described above, specifically assigning certain tasks to staff and
other committee members. But the chair remains the principal intellectual
leader for the committee
throughout the project, and
he or she must take the ulti-
mate responsibility for mak-
ing sure that a high-quality
report is produced in a time-
ly manner. The full
resources of the National
Academies will be made
available to help chairs in
this task, but it is critical to
communicate concerns before
a major problem develops.
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17. Report Dissemination and Impact
Most studies are carried out for the purpose of having some impact on public policy.
Dissemination is essential to this purpose as was recognized in the original charter to the
National Academy of Sciences: “....the Academy shall, whenever called upon by any
department of the Government, investigate, examine, experiment, and report upon any
subject of science and art.”
Some key principles include:
• Every report has one or more audiences and should be disseminated. Dissemination
planning should start well in advance of a report’s release.
• Dissemination requires cooperation among the chair, members of the committee, the
project staff, and the staffs of the Office of News and Public Information (ONPI), the
Office of Congressional and Government Affairs (OCGA), and the National Academy
Press (NAP). The chair and staff together generally represent the committee in
working with ONPI, OCGA, and NAP and preparing a dissemination plan.
• The dissemination plan should reflect an agreed-upon sequence of activities and
events that can include press conferences, public presentations, congressional
testimony, and the preparation of press releases, report summaries, and op-ed articles.
The media relations strategy should be coordinated through ONPI and the congressional
relations strategy, if needed, through OCGA. The plan should be shared with the
committee.
• Dissemination events requiring the participation of the chair and members of the
committee should be rehearsed.
• Dissemination activities should be followed up by the staff, committee members, and
institution’s leadership, as appropriate, to ascertain the impacts of a report over both
short-term and long-term periods. “What difference did the report make?” is a
strategically important question for the institution to explore because the answers could
have significant leverage in its future activities and outreach.
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18. Lessons from
Experiences of Past Chairs
“The success of a committee depends a great deal on how
well it is put together in the beginning, even before the com-
mittee has its first meeting. And if the chair can be brought
into that process at any stage, it’s a very good thing.”
—Guy Stever
“Every chair should consider writing a brief letter to
committee members outlining his or her view of the charge,
providing some context-setting statements, and offering
some guidance (both “do’s and don’ts”) to prepare for the
first meeting and think about the committee’s unique role—
i.e., about what it is going to do that no one else had done
before.” —Gordon Orians
“Staff contribution is often very large. They add a
great deal to the definition and expression of
ideas. They are very much a part of the team.”
—Gilbert White
“The first meeting is to, first of all, get the committee members to know
each other and their backgrounds so that one can understand the basis
from which the members move into discussion. Sponsors should be
invited to set the context for the study and elaborate on their sense of
the charge.” —Marye Anne Fox
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19. “Write the conclusions and recommendations and then have
the chapters come in parallel. Formulating conclusions and
recommendations means you have gone through the intellec-
tual rigor of discussion, debate, and deliberations and come
to consensus in terms of which direction the committee
wants to go.” —Marye Anne Fox
“Consensus may mean that there are different points of
view. Very often the differences relate to value systems
rather than to scientific fact or relationships. These can be
recognized and stated in a way that all members recognize
as fair and balanced. It’s very important for the chair and
committee to recognize that it can achieve consensus as to
what the issues are and what the different views on those
issues are without necessarily coming to complete agree-
ment.” —Gilbert White
“Every review process I’ve seen has dramatically improved the reports.”
—Gordon Orians
“New chairs ought to know that it can be fun and that it is
extraordinarily educational even as it is challenging. There
are very positive rewards and good feelings afterwards.”
—Gordon Orians
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