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Committees and work teams
Why form committees? While it may look like the board is and should be doing all the work, especially in the beginning, committees are where the lion’s share of the productivity actually happens in a high-functioning nonprofit organization. Forming a committee to take responsibility for a particular function or task allows the center to bring additional resources to bear beyond those of the directors or staff themselves. If an initiative requires a broad spectrum of information, assembling a diverse group might be the best way to approach it. Certainly, there are only so many hours that individual directors and staff members can devote to a particular function, and getting others involved brings increased person-power to the project. Activities like research, design, and monitoring are more easily done at the committee level than at a board meeting. Of course, a very large committee can become unwieldy; it’s hard to schedule work around everyone’s schedules, and to make sure everyone’s voice is heard. If carrying out the committee’s function requires easy interaction and group consensus, keeping it small will help.
The board retains responsibility for keeping itself informed about the work of the committees and taking committee findings, recommendations, proposals and activities into account related to its policy-setting and stewardship functions. Often, each committee will include one board member, who does not necessarily serve as the chair. That director, backed up by the committee chair, becomes the liaison with the rest of the board, reporting on discoveries and progress and relaying requests for money or other resources. He or she also helps keep the committee focused on what the board has asked it to do and aligned with the strategic plan.
The effective committee has many of the same attributes as the effective board. It has a very clear statement of purpose (does it just make recommendations, or does it actually carry out tasks?), and the chair is reliable and responsible in planning the work to be done and guiding the process along step by step. All the members know why they’ve been asked to serve and what they’re there to accomplish, and the committee functions as a team, rather than as a set of individuals. Work is done by deliberation and discussion. Members understand the priorities and timelines of their work, and create good agendas, meeting notes and records. They stop regularly to evaluate the committee and its progress, and to recruit and invite new people to join to keep things fresh and transparent.
As important as committees are, it’s important to keep the lines of authority between committees and staff members very clear. Some nonprofits choose not to have committees devoted to functions that are already the responsibility of paid staff, because they can step on each other (e.g., if there is a paid communications person, there is no standing Communications Committee). Other find that a committee can be a vital resource to an overworked employee in a particular area. If both a board member and a staff member serve on the committee, make it clear to everyone who’s in charge. The employee can feel compelled to go along with whatever the board member suggests, or the committee can come to see itself as a group of unpaid staff working for the employee, and things can get muddy and uncomfortable for everyone.
The board retains responsibility for keeping itself informed about the work of the committees and taking committee findings, recommendations, proposals and activities into account related to its policy-setting and stewardship functions. Often, each committee will include one board member, who does not necessarily serve as the chair. That director, backed up by the committee chair, becomes the liaison with the rest of the board, reporting on discoveries and progress and relaying requests for money or other resources. He or she also helps keep the committee focused on what the board has asked it to do and aligned with the strategic plan.
The effective committee has many of the same attributes as the effective board. It has a very clear statement of purpose (does it just make recommendations, or does it actually carry out tasks?), and the chair is reliable and responsible in planning the work to be done and guiding the process along step by step. All the members know why they’ve been asked to serve and what they’re there to accomplish, and the committee functions as a team, rather than as a set of individuals. Work is done by deliberation and discussion. Members understand the priorities and timelines of their work, and create good agendas, meeting notes and records. They stop regularly to evaluate the committee and its progress, and to recruit and invite new people to join to keep things fresh and transparent.
As important as committees are, it’s important to keep the lines of authority between committees and staff members very clear. Some nonprofits choose not to have committees devoted to functions that are already the responsibility of paid staff, because they can step on each other (e.g., if there is a paid communications person, there is no standing Communications Committee). Other find that a committee can be a vital resource to an overworked employee in a particular area. If both a board member and a staff member serve on the committee, make it clear to everyone who’s in charge. The employee can feel compelled to go along with whatever the board member suggests, or the committee can come to see itself as a group of unpaid staff working for the employee, and things can get muddy and uncomfortable for everyone.
What committees or work teams should we establish?
Your bylaws may specify that particular committees be formed and active; since you're in control of your own bylaws, these sections should reflect your actual needs and processes. Outside of those groups, consider the sangha's work priorities for the next year or so, the strategies and tactics in your strategic plan, and your org chart and human resources situation. See where you could make use of additional person-power to meet your goals, either because there's a gap in skills or expertise in the board or staff that could be filled with a work team of the right people, or because you anticipate an increased demand due to expanding your practice or taking on a special initiative. Common committees taking direction from the board include buildings and grounds or facilities, communications or outreach, executive, finance, security or risk management and technology.
Your practice leadership may also want to establish ryos or work teams to coordinate and carry out practice functions and to stay in close communication with each other. These may include tenzo, ino/doan, jikido, chiden, newcomer/greeter and dharma teacher.
Your bylaws may specify that particular committees be formed and active; since you're in control of your own bylaws, these sections should reflect your actual needs and processes. Outside of those groups, consider the sangha's work priorities for the next year or so, the strategies and tactics in your strategic plan, and your org chart and human resources situation. See where you could make use of additional person-power to meet your goals, either because there's a gap in skills or expertise in the board or staff that could be filled with a work team of the right people, or because you anticipate an increased demand due to expanding your practice or taking on a special initiative. Common committees taking direction from the board include buildings and grounds or facilities, communications or outreach, executive, finance, security or risk management and technology.
Your practice leadership may also want to establish ryos or work teams to coordinate and carry out practice functions and to stay in close communication with each other. These may include tenzo, ino/doan, jikido, chiden, newcomer/greeter and dharma teacher.