Leading Committees, Task Forces, or Project Teams
Types of working groups commonly used in universities.
Standing committees typically have chairs and assigned or elected members and keep minutes. Some may follow a very formal procedure, such as that prescribed in Robert’s Rules of Order; but most just hold informal meetings. A meeting of a committee always occurs within the particular context of that committee’s history, task, and traditions.
A faculty task force is typically called together to make a recommendation on a major aspect of University life. For example, the Provost recently authorized a Task Force on Future Appointment, Tenure, and Promotion Policies and Practices. This group began work in 2008, and completed its charge and filed a final report in 2009. A task force usually comprises members representing the units of the University that need to be involved in the task. A task force usually delivers a report and recommendations to the individual (e.g., dean or provost) or group (e.g., the Faculty Council) that appointed it and then disbands. The report may then be acted upon by the appointing authority, or its recommendations debated and then adopted or rejected by a deliberative body such as the Trustees or the Faculty Council. Leading a task force entails much more focus and intensity than leading a series of ad hoc meetings or chairing a standing committee.
While a task force is usually convened to make a recommendation, a project team is usually established to get something done, such as implement a major revision of the unit’s website, carry out a research project, or create plans for a new building. A project team is not an advisory group; it is an implementing group. Members are drawn from various units and are assigned to work on the team. If the project is funded by a grant, members may have specific amounts of their time assigned to the project according to the grant. If the project is not grant-funded, then the time commitment of each member is (or might be) negotiated with the member’s home department or school. When a faculty member leads a project team, he or she takes on the responsibility for coordinating group effort to achieve the stated goals. While leading meetings will be an essential component of what the project team leader does, it is only one among many types of coordination tools he or she will employ to get the job done.
Committee vs Task Force
By cathy hutchison, cpsm, leed ap posted 12-12-2013 17:33.
It occurs to me that committees don't work. They move slowly. They often require a lot of energy for very little result. They are prone to circular decision-making. Task forces on the other hand are efficient. They move quickly. They operate more like 'special ops' than a full army. So what is the difference? Why would one group of people—with an intent to collaborate—function so differently than the other? I believe the key difference is in the construct and expectations. Committees are typically made up of people representing different interests. For example, a university facilities committee might have representatives from the various departments, student representation, administrative members... Each person is there with a mission to represent their group. A task force—however—is made up of people selected for their individual skills as it relates to an objective. For example, a site search task force might include a commercial realtor, an assessor, a marketer, someone with administrative talent, a person with deep understanding of the user group... Each person is there to complete the objective. Committees serve long term with different members rotating in and out. Issues can be debated and decisions made with no real impact on the individual members. In fact, many times as the make-up of the committee changes, it can be difficult to trace back why certain decisions were made in the first place. Success would be measured differently by the groups represented based on how well their agenda was met. In fact, this idea of "different agendas" may be the single reason committees so often produce mediocre results. Task forces are mission-specific. Success is measured based on the objective rather than by individuals in the group. Moreover, when the objective is complete, the task force dissolves and new task forces are assembled to complete different objectives. So, the next time you are asked to serve on a committee...pass. Task forces are much more satisfying.
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- Section 3. Developing Multisector Task Forces or Action Committees for the Initiative
Chapter 9 Sections
- Section 1. Organizational Structure: An Overview
- Section 2. Creating and Gathering a Group to Guide Your Initiative
- Section 4. Developing an Ongoing Board of Directors
- Section 5. Welcoming and Training New Members to a Board of Directors
- Section 6. Maintaining a Board of Directors
- Section 7. Writing Bylaws
- Section 8. Including Youth on Your Board, Commission, or Committee
- Section 9. Understanding and Writing Contracts and Memoranda of Agreement
- Main Section
Creating a task force or an action committee can be an effective way for your initiative to address a specific problem. Such a body needs to be directed specifically toward acting on that problem, and to involve all of the different sectors of the community that are affecting it or affected by it. In this section, we'll discuss what task forces and action committees might look like, what they do, and how to put them together and use them to shape your initiative.
What is a multisector task force or action committee?
A task force or action committee (also sometimes called an ad hoc committee from the Latin meaning "for this purpose") is a group assembled to address a specific problem or accomplish a specific goal. That problem or goal can take at least two different forms:
- It might be related to dealing with a specific community issue - affordable housing, child abuse, early detection and treatment of breast cancer.
- It might stem from a need of the larger group. A coalition might need a smaller group to focus on advocacy, for instance, or to draft a set of bylaws.
A multisector task force or action committee is drawn from all sectors of the community affected by or involved in the problem or goal that is the group 's focus. In the Peterson Community example, for instance, the task force leaders tried to include representatives of every group they could think of that had anything to do with the problem of teen prescription drug abuse.
Task forces and action committees, as you might assume from their names, are action -oriented. Their specific purpose is to do something. Depending upon the issue they address, their initial goals may be very specific (find community shelter space for at least 15 homeless families; draft a timeline for a community economic development effort) or more general (address the problem of youth violence). In either case, however, their purpose is to come up with real results.
In general, these groups are not meant to be permanent. They either disband when their task is done, or they become another kind of group. As will be discussed in more detail later, a task force might spin off a new community intervention, for instance. While that venture would continue the work of the task force, it might not involve any of the first group's members, and would have a different purpose and structure.
A task force or action committee is usually part of a larger initiative - a community coalition of some sort, a local or other government committee, etc. It may be one of several such groups spawned by the initiative, each aimed at a different issue or goal. It may operate independently, or may have to gain approval from the larger group before taking any action.
The North Quabbin Community Coalition, in north central Massachusetts, regularly maintains several task forces working on specific community issues. Some former and current task forces include Information and Referral, Child Sexual Assault, Homelessness, and Youth-Community Relations.
Why would you form a multisector task force or action committee?
There are really two questions here, each of which we'll consider separately:
- Why would you form a task force or action committee?
- Why should a task force or action committee be a multisector group?
Why form a task force or action committee?
There are a number of reasons why you might want to form a task force or action committee, rather than addressing the issue at hand within the larger group.
- Task forces or action committees can make it possible for their parent groups to zero in on the areas that need the most, or immediate, attention, while still addressing their other concerns.
- A task force or action committee can focus in on the specific issue, rather than being pulled in a number of directions, as the larger group may be.
- In general, a small group can operate more efficiently than a large one to get things done.
- Task forces and action committees give people a chance to concentrate on their major areas of interest, and to contribute more effectively to the work of the larger group.
- Task forces and action committees can pull in members who may not be interested in the larger group to work on just the particular issue they are interested in. The community thus benefits from their talents and expertise even though they aren't members of the larger group.
Why should a task force or action committee be multisector?
Including people from as many sectors of the community as possible is almost always both more ethical and more effective than excluding them. This is particularly true when assembling task forces or action committees that are aimed at accomplishing specific goals in a community.
Advantages of a multisector task force or action committee
- Community action usually requires the support, and often the participation, of all stakeholders if it's to be successful.
"Stakeholders" is a term used throughout the Tool Box. It refers to those who are directly affected or have some other interest in a particular issue. The stakeholders in a discussion of discrimination in housing, for instance, include not only the members of minority groups that are discriminated against, but also anti-discrimination enforcement agencies, housing authorities, realtors and their employees, landlords, the police (who may get the first call on a discrimination complaint), legal service agencies, and even homeowners in a particular neighborhood (who may have strong feelings - and not necessarily much information - about including or excluding minorities, and what that will mean for their property values).
- Involvement of all stakeholders in planning and carrying out any action means that they'll take ownership of those plans and actions. They'll be much more concerned about making sure that the action is successful because it's theirs, rather than something imposed on them by "experts" or some other authority.
- Involvement of many sectors of the community brings with it the information and insights that those different sectors have into the issue. More information and insight lead to better planning and more chance of successful action.
- The perspectives of various sectors on community history and personalities can help the group to a real understanding of the issue, including the vital small things that might be otherwise ignored. (Whether or not two individuals get along well may determine whether a given plan is workable, for example. Neighborhood people, who are familiar with the personalities involved, are more apt to know that sort of thing than, say, health professionals.)
- Involving many sectors in the task force or action committee will generate community cooperation and support for the action taken.
- Multisector participation benefits the larger initiative and the community as well, because it brings together individuals and groups who might not, under other circumstances, have much contact, or who might distrust one another. In the work of the task force or action committee, they have the opportunity to learn about one another, and develop mutual trust and respect.
- Finally, it's simply fair and reasonable to involve people in decisions which affect their lives. Those decisions are likely to address the issue more realistically, and to take into account the legitimate needs of the groups affected, if those groups are involved in planning and implementing them.
Possible disadvantages of a multisector group
Although there are many compelling reasons for forming multisector groups, there are potential difficulties with them as well. Even if you understand the history and current situation of your community before you start to assemble such a group, there are still problems you may run into.
- There may be enmity and distrust among segments of the community that are normally at odds, or who have little contact. Some of these may be obvious - racial or ethnic tensions, intergenerational conflict - but some may not, or may be one-sided. Low-income people may distrust members of more affluent groups, for instance, even if the latter have good intentions and are trying to be open and welcoming. Politicians who are genuinely concerned with solving the problem may nonetheless be objects of suspicion. Academics may scorn business people, or vice-versa. These areas of conflict have to be resolved if the group is to function well.
- There may be deep-seated disagreement about how to handle the issue. Police may see the answer to a drug problem as more rigorous enforcement, while medical professionals see it as one of treatment, and human service providers as one of addressing the underlying causes - poverty, hopelessness, unemployment, child abuse, education, etc.
The simple answer in a situation like this would seem to be "all of the above." If you strengthen enforcement, mandate treatment, and address the underlying causes, you'll make some headway. While that is probably true, you should also consider here the availability of resources and loss of focus. In order to address enforcement, treatment, and underlying causes all at once, you'll need money and personnel time from a number of different sources. In addition, if you try to focus on all three areas (and each is a tall order even by itself), you risk diluting and scattering your efforts to the point where you can't be effective at anything. Task forces or action committees usually are most successful when their goals are clear, well-defined, and well-focused. All of that leaves your group with having to somehow reconcile different views of the world and of the issue at hand. It's not impossible, given good will on all hands...but it's not easy, either. It takes good leadership, something we'll look at later in this section.
- Different individuals or groups may have very different levels of commitment to the work of the task force or action committee. This can lead to problems in a relatively small group where everyone depends on everyone else to carry out assignments.
- There may be differences in levels of sophistication, education, and "group skills" among members of the group from different sectors of the community. In order to ensure that everyone's capacities are tapped, some folks may need support, encouragement, and mentoring or training in order to feel comfortable participating.
This situation can either be seen as a potential problem or as a potential advantage, because, while it obviously can act to the detriment of the group if not handled well, it also provides the opportunity to develop leadership from within the community.
When would you form a multisector task force or action committee?
Some issues can be addressed within the context of a larger initiative, or by simply finding more resources for existing organizations or services. When can a multisector task force or action committee best address an issue? Here are some possibilities:
- When the initiative as a whole identifies a specific issue, within its larger mission, that needs to be attended to. This might, as described earlier, be a community problem, such as substance use, or it might be an internal need of the initiative - advocacy, recruitment of new members, etc. In either case, the issue is important for the initiative to address, but too specific for the whole group to work on.
- When new information points out something in the community that can't be ignored.
The North Quabbin Community Coalition referred to earlier found, in the late 1980s, that one town in the region, with a population of just over 10,000, had the third highest number of child sexual assault cases for Massachusetts communities. It was clear that action needed to be taken as quickly as possible, and the Coalition immediately formed a Child Sexual Assault Task Force, which included the police, all the relevant human service and state child protective agencies, parents, the schools, the local hospital and community health center, the YMCA, and other interested parties.
- When an existing task force or action committee realizes its work can't be completed without addressing another area related to its own focus.
A Child Sexual Assault Task Force like that above, for instance, may find that a huge percentage of child sexual assault cases are alcohol-related (as the North Quabbin Task Force in fact found). The initiative might then, at the Task Force's urging, form another task force to address alcohol abuse in the community.
- When a difficult situation or critical action by an external entity makes attention to a particular issue suddenly more important. If the state cuts health funding for your community, for instance, your initiative might want to form an advocacy task force to mobilize a local effort to get it restored.
- When a group within a larger initiative sees an issue that it particularly wants to concentrate on. If the driving force for the task force or action committee comes from many of its potential members, it is likely that they will be focused and hard-working, and that their efforts will be effective.
There can be a problem here if the issue is not one that particularly needs attention. The energy of those in the self-propelled task force or action committee is then diverted from more important concerns. Leaders of the larger group might try - diplomatically - to turn the task force in a more appropriate direction.
Who might be part of a multisector task force or action committee?
The short answer to who might join a multisector task force or action committee is just about anyone. Here are some considerations when you're recruiting:
Seek members who aren't part of the larger group that the task force or action committee is part of. The only criteria for membership are their interest in the issue, and their willingness to work on it. You can recruit friends and neighbors, program participants, politicians - anyone who can help.
Look for stakeholders and other interested parties. Stakeholders might include:
- Those directly affected by the issue
- Target populations
- Those who work with those directly affected
- Those responsible for the issue in the community. If the issue involves the law, for instance, as in the case of drug abuse, the police and court personnel would be appropriate task force members
- Those affected indirectly or secondarily. Businesses are affected by low literacy rates in a community, for instance, because they can't find workers with the skills they need
- Interested citizens may have no specific stake in the issue, but may see it as a community problem, and therefore something they should be concerned about
Look for people who can be helpful to the effort. These folks may not be stakeholders, but may be able to offer support and credibility, as well as resources.
- Business leaders.
- Clergy and other leaders of the faith community
- Local or state officials
- People who may hold no official position, but who have high standing in the community
- People with access to money or other resources
- People with access to power
- People with access to the target population
Look to engage people from different sectors. Some examples of different community sectors include:
- Older adults
- Business community
- Youth-serving organizations
- Law enforcement agencies
- Religious or fraternal organizations
- Civic and volunteer groups
- Healthcare professionals
- State, local, or tribal governmental agencies
- Community organizations
Ultimately, a cross section of the community on your task force or action committee means more access to different sectors of the community, more credibility among those sectors, more and better information, and more chance of community support and eventual success.
How do you develop a multisector task force or action committee?
If you do decide that you need a task force or action committee to work on an issue for your initiative, what do you do next? In order to put a group together and get it working, there are a number of steps you should take. These steps are essentially the same as those a larger group might take in defining its goals and actions .
Define the relationship of your task force or action committee to the larger group
How are you going to operate within the context of the initiative? There is a broad range of options here, from complete independence to having to check back before taking any step at all.
Three common models:
- The task force or action committee operates independently . In this situation, the larger group delegates authority for the issue in question to the task force that's working on it. It may come back to the initiative for help, support, or resources, or to report on its progress, but the decisions about how to proceed are its own.
- The task force operates fairly independently, but reports back to the larger group on a regular basis . It doesn't need approval to do most things, but can 't commit the initiative to anything, or act in its name, without an official okay.
- The task force needs permission to take any action steps at all . Operating this way, it would probably formulate a plan and get it approved by the larger group. Then, it would have to check with the larger group only if the plan changed.
Decide beforehand exactly what the task force can do on its own, what it needs approval for, and who can give that official okay. In the case of a coalition, for instance, permission might come from the coordinator, a steering committee, an executive board, or a vote of the whole membership. Once a decision is made about how task forces will operate, that decision will usually hold for all future task forces and action committees of the initiative as well, unless there's a need for something different in a particular circumstance.
In general, the more independent the task force, the more effective it is likely to be, since there may be times when it needs to move quickly. But, at the same time, the more informed the larger group is, the more likely it is to be supportive and available for help when needed. One reasonable way to incorporate both independence and the involvement of the larger group is to create a mechanism for checking back with the group that still allows for speed when necessary. This might mean clearing action with one or two people, or with a small executive committee.
Find the right people to lead your task force or action committee
The person(s) you choose need(s) two characteristics:
- Have, or be able to establish, credibility with all sectors of the population that you need to draw from. (This may mean that the person is an outsider, or a neutral party with no connection to any specific group; or maybe simply someone who's known throughout the community for fairness and integrity, or liked by everyone.)
- Be a good facilitator, who can deal with conflict and keep group members on track and all headed in the same direction.
Given these attributes, some potential leaders might be:
- The coalition or initiative coordinator
- The person(s) most concerned with, or with the most credibility on the issue
- The person(s) who can best articulate the task ahead and see the process for accomplishing it
- A group representing several sectors of the community
- The task force or action committee may be led collaboratively by all its members (you'll still need a facilitator, but that person may change from meeting to meeting)
Identify individuals or groups whose participation your task force can't do without
The questions to ask here are:
- Who are the actual stakeholders in this issue?
- Who are the policy makers, powerbrokers, and others whose permission, support, or membership is necessary to get anything done?
- Who will actually carry out any changes or reforms that your task force succeeds in establishing?
Make an actual list, with both individual names and - if you can't identify an individual - names of groups or sectors of the community who need to be involved. Ask other members of the initiative, contacts in the community, and anyone else you know to help you identify specific people to contact wherever you can.
There are some people whose direct participation is crucial. But there are others who would be ideal as well, even though they may not be absolutely necessary to success. Remember the list above of people who can be helpful.
Recruit members for your task force or action committee
Use your list and your contacts to get in touch with people. Many may be people already involved with the initiative, but many may not. Where you have an individual listed as the best representative of a particular group or segment of the community, it might help to have second and third choices from that group as well. In addition, people who may not be able to become members themselves will have ideas about others who would be good additions to your task force. Don't hesitate to ask them for names.
The best method of recruiting people is always personally. An ideal is for the first contact to be from someone the person already knows, but a "cold call" - a personal visit or phone call made to someone you don't know - is still better than an e-mail or a letter.
Gather the group and define its purpose
The issue is already a given, but how are you going to approach it, and what are you going to do about it? Some task forces or action committees are convened to study an issue, others to affect it indirectly, still others to take immediate and direct action. Members need to decide what they're going to do. One model for achieving this assumes that the task force works together as a group to plan its course of action:
The model below assumes also that someone acts as facilitator to guide the group through the process. It is aimed at a group whose purpose is to address a community issue - youth violence, homelessness, etc. A task force or action committee that has a very specific purpose, such as drafting bylaws, won't need to go through this whole process.
- Define the problem or issue clearly.
- Envision the ideal solution - what do you want things to look like or be like when your work is done?
- Start with the solution and work backward. What things need to happen to get from where you are now to the solution you've envisioned?
- Map out benchmarks - achievements along the way - between where you are now and where you want to be.
- Brainstorm or otherwise determine ways to reach each benchmark from the one before, and to reach your final goal.
- Identify whether your plan means that other issues have to be addressed as well (not necessarily by this group), or whether other people must be included, and decide how to deal with those realities.
- Identify the resources you'll need to get to each benchmark, and decide - realistically - how much you can obtain. Adjust your actual goals accordingly.
- Draft a plan based on what you've come up with. It should include a timeline for when you expect to reach each benchmark, and when you expect to reach your final goal.
Always be aware that a plan like this is a guideline. Everything always takes longer than you expect or want it to. The purpose here is to give yourself and the initiative some idea of what you're doing and how long it might take. Not only your timeline, but your plan itself will change. If it's a good plan to begin with, its major elements may survive reality, but much will be different by the time you reach your goal. The flexibility to adjust to changes in circumstances and to things you didn't anticipate or know about should be part of any plan.
- Present your plan to the larger group. Even if you have the latitude to act independently, it will help to hear what others think. It will also help both you and the initiative as a whole if everyone knows what's happening, especially if you need help from other task forces or members of the initiative.
At this point, you've actually developed your task force or action committee, and set it on its way. Your work has hardly begun, however. There are still a number of steps before you're ready to hang up your task force hat for good. We'll discuss them briefly.
Implement your plan
Take action to reach your benchmarks and your ultimate goal.
Evaluate and adjust your plan and your actions
As mentioned in the box above, no plan is perfect. That is why it is important to evaluate plans, programs, and processes regularly. These evaluations give you a chance to see what's working well, what needs to be changed, and what assumptions are in error or outdated. Most important, evaluation makes it possible to adjust and improve what you're doing.
Celebrate successes along the way
Celebrate reaching benchmarks with parties or formal ceremonies. Give awards to task force members, community volunteers, and anyone else who deserves them. Advertise your successes to your colleagues, and use the media to tell the community about them.
Celebration keeps people going, and reminds them why they're putting in all that time. It creates way stations so that the road to success doesn't seem all that long. It makes people feel good about themselves and what they're doing, and reminds the community that you're there.
Find a way to institutionalize whatever is necessary to continue to address the issue
Task forces and action committees usually disband once they've accomplished their purposes. But public health and community issues have a habit of never being "resolved." As long as you keep working at addressing them, you can keep things flowing smoothly. But once you turn your back, there are those issues again, just waiting for you to leave so they can surface.
There are a some ways that a task force or action committee can make sure that its issues continue to be addressed:
- The task force's work may be spun off into a new program or agency
For example, the North Quabbin's Child Sexual Assault Task Force eventually spawned Valuing Our Children, an independent organization that conducts various programs for children and teens, offers parenting classes and other support services for parents, and runs family activities to encourage parents and their kids to have fun together.
- The implementation of the task force's plans or goals may be taken over by an existing agency
- The initiative as a whole may assume oversight of the task force's work, and institutionalize it in the community
Reaching your goal is only the first part of your task force's job. Only when the strategies for maintaining that goal have become institutionalized is your job done.
Your initiative may need to develop multisector task forces or action committees to focus in on specific community issues or particular needs of the initiative itself. A task force or action committee is a group intended to take action; multisector refers to the group's membership, which is drawn from all sectors of the community, or all sectors that are concerned with the issue at hand.
Multisector task forces or action committees help a larger initiative focus in on specific issues, and do something about them. They can be more efficient than the larger group, and can let people concentrate on the issues that interest them. The fact that their membership is drawn from many segments of the community gives their work and that of the initiative credibility among various groups, gives those groups ownership of their plans and actions, gains their support, and leaves them feeling that they've been justifiably involved in dealing with issues that are important to them.
Multisector task forces and action committees are particularly useful when issues reach crisis proportions, or are heading in that direction; when new information identifies a hitherto unrecognized problem in the community; when an outside entity precipitates a crisis through its actions; or when a group sees a particular issue it wants to tackle. Membership, besides bridging cultural, class, ethnic, and other community boundaries, usually should include representatives of all stakeholders to the issue, people with access to policy making, and others in the community who are interested in and can be helpful to the effort.
The process of developing a multisector task force or action committee should include:
- Defining the relationship of the task force and the larger initiative
- Choosing good leadership
- Listing potential members
- Recruiting members
- Convening the group and articulating its purpose
Once the groundwork is done, the work of the task force encompasses:
- Implementing the action plan
- Evaluating and adjusting the plan and the work
- Celebrating successes at every step
- Institutionalizing the work of the task force before it disbands
Only after the last step can the task force or action committee be considered finally successful.
Children and Youth Task Force in Disasters: Guidelines for Development , by Administration for Children and Families, Office of Human Services Emergency Preparedness and Response, is a 2013 report with details on how to form a task force, focusing here on response to a major storm (Superstorm Sandy) that affected the Northeast United States in 2012. These guidelines are intended for emergency management, human services, and public health professionals to support a coordinated, integrated, and effective approach to children’s needs in emergency preparedness, response, and recovery.
Creating Political Action Committees (PACs) for Smokefree Air , by Americans for Nonsmokers’ Rights, is an example of creating a political action committee, along with a step-by-step process, as well as a development checklist. The PAC, as referred, would apply primarily at a national or state level, though the specific suggestions here generalize across many issues.
Forming a Corporate Political Action Committee , by Ronald M. Jacobs, Lawrence H. Norton, and Janice M. Ryan, provides an overview of PACs and summarizes the process and the steps through which a corporation can establish a connected PAC.
Multi-Cluster/Sector Initial Rapid Assessment (MIRA) , by Inter-Agency Standing Committee (IASC) 2012, is a 20-page manual “designed to identify strategic humanitarian priorities during the first weeks following an emergency,” together with an additional five annexes [appendices] providing supporting information. The emphasis here is on large-scale global responses.
The Multi-Sector Task Force: A National Response to Violence Against Children is a United Nations report focusing on violence against children in Tanzania but also illustrating how a multi-sector task force can be formed and how it can operate in practice.
Standing Committees and Task Forces
The standing committees and task forces of ACTE® are the workforce of the Association and play an important role in implementing the strategic plan. Committees are made up of ACTE members who are appointed by their Vice Presidents to represent their Region or Division; task forces are made up of volunteers appointed based on expertise. Most committee vacancies are filled April-June. More information about committees and task forces can be found in the ACTE Committee/Task Force Handbook . Please contact Dana Lampe in ACTE’s Leadership Department if you have any questions.
Learn from a volunteer about why you should get involved on a committee! On each committee/task force page you will find this year’s charter and objectives, a current member roster and detailed position description for volunteers. Are you interested in serving on an ACTE committeeLearn more about our active committees below!
Audit Review Committee Volunteer Commitment: 3-5 hours per year, 3 years (July 1 – June 30) Impact of Work: Committee members are primarily responsible for ensuring the Association’s financial statements and disclosures are validated and to evaluate the Association’s accounting procedures and to oversee ACTE’s financial reporting, internal control and audit processes. Expertise Required: Financial experience is required.
Awards Committee Volunteer Commitment: 50+ hours per year, 2 years (July 1 – June 30) Impact of Work: Committee members review and score applications for the ACTE Excellence Awards and collectively determine national award winners. The committee is responsible for maintaining national application requirements, criteria, and rubrics, and providing input on ways to further improve processes and recognition for award winners. Expertise Required: Previous experience on an awards committee is strongly recommended
Bylaws Committee Volunteer Commitment: 5+ hours per year, 2 years (July 1June 30) Impact of Work: Committee members are responsible for ensuring the organizational documents of the Association conform to law and are reflective of the desires and needs of members and ensuring appropriate conformity of organizational and operational documents of the Association. Expertise Required: It is recommended that members of this committee have knowledge of ACTE’s organizational structure.
Nominating Committee Volunteer Commitment: 7+ hours per year, 2 years (July 1June 30) Impact of Work: Committee members are responsible for the implementation of the nomination and election process for the governance year. The committee is to abide by the bylaws and approved Policy and Procedures Manual in fulfilling its objectives. The committee is to present at least two candidates for president-elect and ensure all Region and Division vice president candidates meet the required criteria. The entire slate is to be presented to the Assembly of Delegates at ACTE’s CareerTech VISION. Expertise Required: It is recommended that members of this committee have knowledge of ACTE’s organizational structure.
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The Academy of Management committees and task forces operate under the direction of the Board of Governors. They are responsible for designing and operating an academy service (such as Career Services), making policy recommendations to the board (a typical task force charge), or implementing board-approved organizational initiatives (a typical governance committee charge).
There are two types of AOM Committees:
Board committees are work groups of the Board, chaired and composed of Board members. Two committees of the Board are standing committees mandated by the bylaws. These committees include:
- The Executive Committee: Composed of the five officers, which also serves as the Fiscal Affairs Committee, overseeing budget and other financial matters, and
- The Nominating Committee: Develops the slate of candidates for office in each election.
Other governance committees led by members of the Board include: Journals Committee (JC), Ethics Committee (ETH), Committee on Publishing Portfolio (CPP), Specialized Conferences Committee (SCC), the Division and Interest Group Relations Committee (DIGR), and the Division and Interest Group Strategy Committee (DISC).
Activity committees are all others that carry out the work of the Academy. They include the Career Services Committee, Membership Committee, the Diversity & Inclusion Committee (former Theme Committee) Ethics Education Committee, Ethics Adjudication Committee, Ethics Ombuds Committee, the Historian and various All-Academy Award Committees (Career Achievement, Newman, Dexter, George R. Terry Book, and Journal Best Papers). Activity committees may serve the purpose of carrying out all major activities of a particular service, as in the case of the Career Services Committee, or work on a more limited set of tasks such as receiving and reviewing member nominations for annual awards, as in the case of the various All-Academy Awards Committees. Committee chairs provide periodic status and progress reports to the Board.
Task forces are typically formed as the result of a Board directive. They are charged with addressing a specific issue and recommending proposed policy or course of action for the Board to consider. Task forces are short term appointments and may include non-Board members to address a specific charge.
Did you know…
- AOM’s committee structures include activity committees, governance committees, and task forces
- Task forces can include non-board members
- AOM committees and task forces operate under the direction of the Board of Governors.
Award Committee Charge
Receive nominations for the Distinguished Educator Award, the Distinguished Service Award, the Distinguished Practitioner-Scholar and the Scholarly Contributions to Management Award and select winners.
- Chair and approximately four committee members.
- Sometimes chaired by former committee member or a past award winner.
Activity Committee Charge
- Provide job placement services for Academy members.
- Placement services are provided electronically via the Academy's website and also provided at annual meetings, where applicants can meet interviewers face-to-face.
- Encourage Academy members to use the Academy's Placement Services.
- Director (appointed by the president)
- Associate director (appointed by the director, in consultation with the president)
- Assistant director (appointed by the director, in consultation with the president)
- Approximately 36 committee members (appointed by the director, in consultation with the president)
- Director (two years) (In even-numbered years, following the annual meeting, (or as vacancies arise), the director invites applications for the position of assistant director) from within the Placement Committee.
- Associate director (two years), progresses to director (Progression from assistant to associate director to director is automatic unless concerns are brought to the attention of the Board.)
- Assistant director (two years), progresses to associate director
- Committee members serve three-year terms. (The director, on the basis of letters of interest and vitae summaries, makes appointments to the committee. The structure of the Placement Nominating Committee provides a balance between the Board and Placement Service leadership. The incoming and outgoing directors are recommended to serve on the Placement Nominating Committee.)
Theme Committee Charge
The Diversity and Inclusion Theme Committee (D&ITC) is charged with helping to ensure that the Academy fully supports and leverages the scholarly contributions of its diverse members and contributes to their professional development.
- Assists the Board and Division leaders in collecting and analyzing data concerning the professional needs of members from diverse backgrounds
- In collaboration with the Divisions and other Theme Committees, provides opportunities for positive and appropriate interactions among members from diverse backgrounds
- Responds to requests from Program Chairs and Journal Editors seeking names of reviewers from diverse backgrounds
- Responds to requests from AOM leaders for possible nominees to be considered for governance positions
- Assists in the identification and development of data that can be used to monitor members' experiences vis-à-vis our stated values and promote an inclusive organizational climate
- Sponsors or co-sponsor PDWs that reflect the Committee's charge
- Serves as a liaison to AOM Affiliates, to obtain ideas and disseminate best practices
- Provides input to the Board on Academy-sponsored initiatives related to the domain of the committee
- Develops proposals for consideration through the AOM Strategic Doing website
- Recruits new members to build a robust pool of energetic committee members who will contribute to the committee's ability to carry out its charge
- Chair (leadership progression, year two)
- PDW chair (appointed by president; leadership progression, year one)
- Past chair (leadership progression, year three)
- Metrics chair
- Communications director
- Ambassadors at large (three)
- Governance rotation: three year term. Leadership progression, one year term for each: PDW chair, chair, and past chair roles.
Board/Governance Committee Charge:
- Advise the Board on all matters pertaining to relations with divisions and interest groups.
- Maintain all policy documents pertaining to division relations and division leadership guidebooks.
- Review all applications for interest group formation/implementation against established guidelines.
- Handle requests for changes from interest group to division status and all domain and name change requests.
- Make recommendations to the Board on the above.
- Receive and review three and five-year assessment reports for divisions and interest groups under review. Evaluate reports and make recommendations to the Board for renewal of division/interest group status.
- Chair (Board member), appointed by president
- Understudy (Board member), appointed by president
- Six committee members: Three Board members and three representatives from divisions recently reviewed.
- Representatives rotate, with each division being represented on the committee for a one-year term before any division can have a second one-year term.
Renewable one-year appointment.
- Perpetuate the Academy's Code of Ethical Conduct through education, interpretation, and revision. (The Ethics Committee does not enforce the Academy's Code of Ethical Conduct)
- Periodically review the code and manage the revision processes
- Past president (chair)
- President (understudy)
- Additional committee members (Board and non-Board) may be appointed by the chair, in consultation with the president.
Board/Governance Committee Charge
- Takes the lead on policy and strategy development.
- Plans Board meetings and distills issues for Board consideration.
- Functions as the fiscal affairs committee responsible for the Academy budget.
- Oversees the Academy's executive director, who reports directly to the president.
- President (chair)
- President-elect (understudy)
- Vice president and program chair
- Vice president elect and program chair-elect
- Past president
Oversee the preservation of non-current records of the Academy by serving as liaison to the archivist at Cornell University, where records are stored and professionally managed.
Volunteer selected for his/her professional expertise as a historian and commitment to the Academy.
Role of chair
Assist members desiring background or historical information pertaining to the Academy and make determinations about materials to be stored in the archives.
Three years. Reappointment by president.
- Oversee, broadly speaking, journal activities within the Academy, including issues common to all journals or proposed changes in a specific journal's policies and procedures.
- Advise the Board on strategic and policy matters pertaining to the journals
- Coordinate the editor nomination process for all journals.
- Manage the process of selection of new editors.
- Chair (Board member), appointed by the president.
- Understudy (Board member)
- (Up to) three additional committee members.
- Staff liaison
- Identify and recruit new members of all types.
- Welcome and orient new members at the annual meeting.
- Represent the interests and concerns of all current members.
- Help the Academy keep current members.
- Chair, appointed by the president.
- Up to 15 committee members, selected by the chair in consultation with the president.
- The composition of the membership committee should reflect the overall composition of the Academy membership.
Receive award nominations for the best papers based on doctoral dissertations. Select award recipient(s).
- Chair (chair has sometimes been a former committee member or a past award winner).
- Committee of about four members.
Board Committee Charge
Develop the slates of candidates for elections as required by the bylaws.
- Past president, chair
Committee Roster Award Committee Charge
Receive nominations for the Terry Book Award, given annually to the book published in the previous two years judged as making the most outstanding contribution to the advancement of management knowledge. Select winners.
Task forces and advisory committees, (article from the august 2005 issue of the gasb report ).
For any given project on its technical agenda, the GASB seeks the input and involvement of its constituents in a variety of ways. Liaison meetings with constituent organizations and presentations at their conferences, questions received through its technical inquiry system, meetings with the Governmental Accounting Standards Advisory Council (GASAC), research activities such as surveys and focus groups, and public exposure of proposed standards all help the GASB to take the pulse of the public and to obtain the information necessary to craft effective accounting and financial reporting standards and implementation guidance. Another key method used in developing high-quality standards is the appointment of task forces and advisory committees.
WHAT DO TASK FORCES AND ADVISORY COMMITTEES DO?
The GASB assembles task forces for most major standards-setting projects. Task forces serve as a sounding board, providing guidance and feedback to the GASB as a project progresses. Task force members typically have a particular knowledge of, or experience with, the issue being addressed in the project, and also are capable of articulating the views of other, similar constituents. They can identify possible implementation difficulties, assess the potential cost of proposed standards, or opine on the usefulness of the information that will result from those standards. Task forces often are a conduit between the GASB and its constituent organizations, communicating to the members of those groups about a project and gathering feedback from them.
Task force members review the papers the GASB staff prepares for Board meetings and monitor the Board’s deliberations, commenting as appropriate. Task force members generally communicate with the GASB staff through e-mail and over the telephone, but for some major projects a public meeting of the task force may be held. This is particularly true if a task force is appointed in the very early stages of a project in order to assist the GASB in determining the scope of issues to be addressed or to advise on the development of a research plan. For instance, the task force for the project that led to Statement No. 46, Net Assets Restricted by Enabling Legislation, advised the Board on what issues should be included in the scope of the project and on which potential solutions the Board should deliberate.
Advisory committees are established to assist the GASB with the development of question-and-answer implementation guides and its plain-language user guides to governmental financial reports. Advisory committees help identify issues to include in implementation and user guides, suggest questions to address, and review drafts of the documents prior to discussion by the Board. Like task force members, the members of an advisory committee bring a particular expertise to the table that is relevant to the subject matter.
HOW ARE PARTICIPANTS SELECTED?
Task forces and advisory committees are officially appointed by the GASB chairman, based on recommendations from the director of research and technical activities and GASB staff. The chairman also consults with the other GASB members and the GASAC chairman before making appointments.
Potential participants are identified from the GASB’s constituent database, from the GASAC, and from the lists of persons submitting comment letters in response to proposed standards. The GASB attempts to maintain an appropriate balance of financial statement preparers, auditors, and users on each task force and committee. In addition to identifying persons that possess relevant knowledge and experience and that are representative of various types of constituents, the GASB tries to select persons it believes will actively participate by reviewing papers and proposed standards prepared for the Board and by providing regular feedback to the project staff.
The GASB recently added a feature to the visitors’ register on its website to allow constituents to volunteer to serve on task forces and advisory committees. (Go to www.gasb.org and click on the gray “Visitors’ Register” button on the left.) Clicking the volunteer box does not guarantee that the GASB will ask a person to participate in a task force or advisory committee. However, it will help us to identify persons who are interested in getting involved and are willing to invest the time and effort necessary to participate effectively.
Who is eligible to serve?
All ICMA members, regardless of membership category, are eligible to serve, and everyone is encouraged to apply. Members who have not recently served on a committee or task force are especially urged to volunteer.
Are there any particular qualifications sought in volunteers?
Most importantly, ICMA is looking for volunteers with enthusiasm, creativity, and a willingness to actively participate. There are some committees and task forces that require subject matter expertise as well. Attention is also given to ensure representation of minorities, women, and assistants, as well as members working in counties and councils of government. Another goal is to appoint members from each ICMA membership region. Members must be willing and able to actively participate by attending meetings and working on projects.
How are members appointed?
Interested members should complete the online request form.
ICMA's president-elect appoints members to committees and task forces. Appointments are usually made by early June. This enables staff to notify appointees in ample time for them to make travel arrangements to attend their first meetings at ICMA's Annual Conference . As a result of COVID-19, there will be a number of changes to this year’s schedule. One of the main changes is that the kick-off meetings will not be connected to the annual conference. They will be held virtually at another point in time. Although attendance at meetings is not mandatory for some of the committees and task forces, acceptance of appointment should be based on a willingness and ability to actively participate in meetings and assignments. Members must participate in order to remain on the task force or committee.
How many vacancies exist?
The number of interested individuals sometimes exceeds the number of vacancies. If you are not appointed, there are other volunteer opportunities that will allow you to serve the profession.
How long are the terms of appointment?
Appointments range from one to three years depending on the task force or committee. All members will serve the length of their appointment unless removed by the chair for nonparticipation.
When do task forces and committees meet?
The first meetings that new task force/committee members attend are usually held at the ICMA Annual Conference each fall. Due to COVID-19, not all meetings will be connected to the conference. Some maybe held virtually at another point in time. In addition to these kick-off meetings, committees and task forces have other virtual meetings during the course of the year.
Will I be responsible for my own expenses when attending a meeting?
Yes, members are expected to cover expenses associated with attending meetings.
What are the roles and responsibilities of task force and committee members?
The ICMA Executive Board gives task forces and committees clearly defined tasks and timeframes. This structure was created to strengthen the effectiveness of member participation and linkages to board priorities, and to allow a group of members to work together for one to three years on clear tasks. Task force/committee members are directly responsible for all products or materials that are produced. The assigned chairperson takes the lead in organizing the work of the committee, with an ICMA staff member serving as a resource primarily to help with meeting logistics and distribution of communications.
Do ICMA Executive Board members play a role?
Most task forces and committees are assigned a board liaison. The board liaison serves as a linkage to board priorities, attends the conference meeting, and reports on issues and activities at executive board meetings.
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The U.S. Conference of Mayors’ Standing Committees consider policy resolutions during each Annual Meeting in June. Adopted resolutions become the official policy of the organization. The President has the power to name Standing Committee Chairs and Vice Chairs.
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A Task Force is created by the President of the Conference to address individual issues requiring the immediate attention of a select group of mayors. Task Force recommendations are submitted to the organization as a whole and generally serve as the basis for Conference policy positions. A Task Force is not intended to serve as a permanent body within the organization. The President, Vice President, and Second Vice President serve ex-officio on all Task Forces.
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Acquanetta Warren , Fontana | Chair
Staff Contact: James Kirby
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Committees & Task Forces
The Board of Directors has established committees and task forces to make recommendations pertaining to the operation of the Association and to support the mission and commitments of IAAO. Other commissions and advisory boards may also be established to carry out the Association's programs or to advise the Board of Directors on a particular matter. Members are appointed to committees, task forces, and other such groups by the IAAO President in cooperation with the IAAO President-Elect.
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The purpose in the education area is to support the mission and commitments of IAAO by developing, coordinating, maintaining, and guiding the educational program of IAAO. This program is the foundation of professionalism, as it provides the knowledge that is required in property valuation for property tax purposes, property tax administration, and property tax policy. The efforts of this committee are fundamental to quality assessment practice, which serves the public good. Committee Members
This committee supports the mission and commitments of IAAO by conceptualizing, organizing, drafting, maintaining, and publishing an ethical code and standards of professional practice, and addresses ethical complaints by responding to charges of ethical misconduct and by investigating any charges brought before the committee. Committee Members
This committee supports the mission and commitments of IAAO by preparing, coordinating, and maintaining the annual budget of the Association. The committee ensures that the annual budget is in concert with the Strategic Plan and in harmony with the mission, commitments, vision, and current financial position of the Association. Committee Members
This committee supports the mission and commitments of IAAO by maintaining the Association’s governing documents. The committee encourages effective leadership through ongoing discussions about IAAO’s mission, philosophy, values, and vision to ensure a common understanding by Association leaders. To confirm an appropriate volunteer leadership structure, the committee annually reviews the Association’s committee structure and appointment grid. The committee maintains the Articles of Incorporation, Bylaws, Procedural Rules, Code of Ethics and Standards of Professional Conduct, manuals, and policy or position statements of the Association. Committee Members
This committee ensures a geographically balanced and qualified slate of candidates to lead IAAO. The committee will seek out and foster future leaders who acknowledge and understand the mission of the organization and will carefully evaluate the candidates who are nominated to ensure they will be thoughtful stewards of IAAO. Committee Members
PROFESSIONAL DEVELOPMENT COMMITTEE
The purpose of the committee is to develop criteria and standards for IAAO professional designations and the Certificate of Excellence in Assessment Administration (CEAA). Committee Members
RESEARCH AND STANDARDS COMMITTEE
This committee supports the mission and commitments of IAAO by addressing the research needs of IAAO members and engaging in research as prioritized and assigned by the IAAO Board of Directors. The committee focuses on research in property valuation, property tax administration, and property tax policy; identifies current problematic and anticipated issues needing research; and works cooperatively with other committees to identify research issues. This committee also supports the mission and commitments of IAAO by conceptualizing, organizing, drafting, publishing and maintaining technical standards of professional practice. These standards address property valuation, property tax administration, and property tax policy and describe desirable models for the profession. Committee Members
IAAO TASK FORCES, COUNCILS & GROUPS
Advocacy task force.
Task Force Members
AFFINITY GROUP RESEARCH TASK FORCE
Bok collecting and maintaining property data apendium (bok) volume ii task force, bok standards integration task force, bok managing public relations and communications, cae comprehensive exam task force, ceaa graders program task force, ceaa accredited alternative task force, community engagement representatives task force.
Task Force Members
CONFERENCE CONTENT TASK FORCE
DIVERSITY & INCLUSION TASK FORCE
Exhibitor advisory council.
International guidance paper task force, legal conference task force.
This Task Force supports the mission and commitments of IAAO by offering the unique perspective of members who are primarily involved or interested in legal issues. The Association acknowledges that many of its activities rely on sound legal principles that support the fundamentals of assessing and recognizes the importance of the legal framework for accurate property valuation, property assessment administration, and property tax policy. Task Force Members
LOCAL HOST TASK FORCE
This Task Force ensures that the conference host-city arrangements are properly facilitated. These duties include identifying and recommending a variety of social activities, as well as suggesting sources of funding. This Task Force lays the foundation for discussion, research, education, and professional advancement for property tax policy at the IAAO Annual Conference. Task Force Members
MEMBER BENEFIT TASK FORCE 2023
Membership category structure task force 2023, membership recognition task force, mentor program task force, procedural rules cleanup, professional recruitment task force 2023, res master exam task force, residential demo dataset task force, uspap advisory task force group, women's initiative network.
BARBARA BRUNNER SCHOLARSHIP FUND
This Trust assists members by providing funds to qualified IAAO members attend the annual conference. The Barbara Brunner Scholarship fund was established in 2003 and is named in honor of Barbara G. Brunner, a long-time member and supporter of IAAO.&bsp; Trust Members
FRIENDS OF THE IAAO PAUL V. CORUSY LIBRARY TRUST
This Trust assists members by providing funds to do research in the field of mass appraisal, tax assessment, and tax policy throughout the world. The Trust assists the library with purchases of written and electronic materials to be used in the library; supports the functions the library is presently performing and identifies ways to disseminate information to IAAO members; and supports the library with additional purchases of equipment as necessary to enhance the operations to serve the members of IAAO. Trust Members
JEFF HUNT, CAE, MEMORIAL CANDIDATES ASSISTANCE TRUST
This Trust manages the trust and awards grants to professional designation candidates who demonstrate a financial need and who intend to use the funds for completing the requirements of a professional designation. Trust Members
TIMOTHY N. HAGEMANN MEMORIAL MEMBERSHIP TRUST
This Trust manages the trust and assists deserving individuals, especially those from rural areas, to become members of IAAO and/or to maintain their membership in IAAO. The Trust assists deserving individuals to gain professionalism with grants for costs associated with taking an IAAO educational course and supports improved assessments in rural areas by supporting research projects for issues that are important to rural appraisers. Trust Members
PCS Board of Trustees
Processional Consulting Services Board of Trustees are approved by the IAAO Board of Directors. The immediate Past President serves as the chair, and each member will serve a three-year term. Board of Trustees Members