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AITP: The Committee Basis of Member Involvement
AITP: The Committee Basis of Member Involvement
A committee is the method and environment established to accomplish Association objectives and operations at all levels chapter, Region and Association. It is the foundation, the bedrock, the essence and heartbeat of a successful organization. Committees are the backbone of the Association. From them comes the wisdom and the ideas that help to build the future of the Association. It is the basic training ground for future Association leaders. It is difficult to envision the development of an effective leader without the background of the time-consuming, difficult and often frustrating experiences of many committee meetings.
The following briefly describes the main ingredients of successful committee concept, organization, procedure, models of effective chairs and effective committee members and general logistics.
An Effective Committee ...
1. Has a clear written statement of its purposes and is understood through discussion, as well as oral charge by the president or committee chair.
2. Believes in and respects democratic values.
3. Has a responsible leader who guides the committee process.
4. Has a staff person to work with it as an advisor and secretary for Association level committee.
5. Has carefully selected members who are interested and qualified.
6. Plans carefully the work to be done.
7. Works through its assignments one step at a time.
8. Has a sense of priorities and of timing.
9. Has compatible members who participate in deliberation and discussion.
10. Works as a team rather than as individual performers.
11. Has adequate agenda, minutes, records.
12. Gets infusion of new blood periodically.
13. Evaluates itself regularly.
14. Provides basic satisfactions for its members, appropriate recognition and rewards.
15. Is results-oriented.
Qualities of a Good Committee Chair:
1. The chair starts the meeting on time and ends the meeting on time.
2. Allows enough time for the group to get well acquainted.
3. The good chair sees to it that as many members as possible participate in the discussion.
4. Keeps the talk directed to the topic and toward the objective.
5. Tries to avoid being an expert, but does take part in deliberations without being too aggressive. Active chairs seem to do better as guides and leaders than those who play a more passive part. Their groups get better results.
6. Helps the committee by summarizing the decisions from time to time.
7. Has vision; maintains objectivity; does not try to enhance.
8. Is keenly aware of the dignity of every person in the group and never says anything negative about an individual.
9. Encourages the committee members to express themselves and does not reject or run down their contributions.
10. Is seen as sincere and thoughtful by the committee.
11. Summarizes the meeting at its conclusion and the actions to be taken by the individual members as their assignments.
12. Controls the meetings by strict enforcement of the Robert's Rule of Order.
13. Knows how to delegate assignments and responsibilities according to abilities of committee members.
14. Encourages enthusiasm, interest, participation and commitment on the part of committee members.
Qualities of a Good Committee Member:
1. Receptive and open to ideas.
2. Has perspective and vision.
3. Is familiar with the aims of the parent organization and sympathetic to it.
4. Is able to express himself/herself.
5. Enjoys the give and take of a committee objectives.
6. Is willing to give the necessary time to meeting attendance.
7. Has good judgement and is not narrow or arrogant.
8. Can think in terms of the broad welfare of the group rather than his or her own professional or company interests. The priorities are in order; committee work is accepted only if he or she can attend meetings regularly and fulfill assignments.
Logistics of a Good Committee Meeting:
1. The meeting place is carefully selected and geographically central.
2. The room for meeting is comfortable, not too large not too small, the room location is posted on the hotel or other bulletin board and also immediately outside the meeting room. Use an oval or round table arrangement if possible.
3. Agendas are sent out well in advance after approval by the chair and often after consultation with the committee. As it is the guide to the meeting, it is preferable that no new items be added at the meeting itself but be saved for the next meeting.
4. Documentation on agenda items is also provided in advance of the meeting to enable members to reflect on issues.
5. The room is provided with paper and pencils and pens; with water and glasses and pitchers that are refilled through the day; with blackboards, chalk and erasers; and with other materials for visual purposes.
6. Meals between meeting sessions should be light to help members to stay awake.
7. Wherever possible, the group should operate by consensus. Motions should be delayed or avoided to prevent immediate polarization.
8. The staff person of course takes part in discussion, makes recommendations either in the documents provided or orally, may act as a facilitator to aid the chair; usually acts as secretary. And he/she sits next to the chair. This is done to prevent the possibility of the chair feeling that the discussion is centered on the staff person if seated a distance away from the chair.
9. Persons somewhat hostile to each other should not be seated opposite each other. This confrontation encourages hostility. If the table is rectangular, seat them on the same side, several seats apart. Persons very friendly to each other should not be seated side by side. They will interrupt the meeting with their private conversation. Separate them by several chairs.
10. Usually, an over-talkative person will be controlled by the group without being rejected by the chair. Thus, he/she can from time to time overlook the frequent request to speak by the individual.
11. You can keep your antenna up in a committee session by an informal doodling record of the number of times each person speaks; how long the person has spoken; whether the person is constantly approving or disapproving what was said by another person or by you. This kind of recording enables you to find out whether there is a hidden agenda. And then you may be able to do something constructive about it.
Committee Mistakes:
Let us take a quick look at the principal mistakes made by committees.
· The group has no clear cut job to do, the committee has no reason to exist.
· There is talk, talk without decisions.
· People get appointed who are neither interested nor experienced.
· The chair is not qualified by experience, desire and/or ability.
· The group has no orderly plan, no time schedule.
· People don't show up.
· The work of the committee is not recognized publicly.
· Staff does not supply needed documentation.
· Agenda is sent out late or distributed only at the meeting.
· Minutes are sent out late. They should be issued within a week after the meeting.
Size of Committee:
According to an inventory of scientific finding called "Human Behavior," by Steiner and Berelson, the watershed size of committees seems to be around five to seven persons. This is the number of people that apparently can be taken into account at one times as individuals.
Chapter Level Leadership
The local chapter is the heart of the Association. It provides not only the medium for exchange of peer information, business and social contacts, but also the various chapter positions, programs and events, through which the member can become involved in Association activities. Each chapter is autonomous in its operation, governed overall by rules set forth in the chapter Bylaws. Each chapter elects its own officers, Board of Directors, holds dinner meetings, seminars, film and video presentations and social events. Each chapter arranges the type of meetings most helpful to the career interests of its membership. The various activities provide many opportunities for members wishing to assume roles of responsibility.
By becoming involved in committee work, the member learns how his or her voice can be heard in forming chapter policies and goals. It is the first step on the road to becoming a useful and productive AITP member and potential officer.
It should be strongly emphasized from the beginning that assuming various positions at the chapter, Region or Association levels of AITP requires a definite commitment by the candidate in terms of time away from the job and other factors.
For a concise summary, in matrix form, of the time, travel and other commitments necessary to fill the chapter committee and officer post, see Commitment Chart in Section 5 of this manual.
Even though the flow of narration in this manual indicates a certain upward movement from committee work to treasurer, secretary, vice president, president, Association director, as well as a similar progression at the Region level this is not a prescribed progression, rather a preferred course for moving to higher levels of responsibility. In some cases, a candidate may deviate from the outlined progression and skip some of the interim offices preceding a decision to stand for election for top chapter offices.
Chapter Committees
Most AITP members start in Association leadership activity by becoming a member of one of the chapter committees. Indispensable information for orienting the new committee member with the most effective policies and practices is contained in the Section 8 listing the necessary steps for planning, forming and conducting a committee meeting. It has a checklist for committees and outlines the various types and functions of committees usually adopted by the local chapter.
Membership Committee
Perhaps one of the most vital chapter committees because the retention of members and a steady continued growth in new membership is absolutely vital to the life and growth of AITP. This committee is responsible for retaining current members plus seeking new members of a caliber to maintain the standards of the chapter and AITP.
Education Committee
Responsible for increasing the knowledge of members, encouraging dissemination of DP information to the general public, promoting understanding of DP careers among students and encouraging all chapter members to take an active part in education programs. Resources and reference materials include:
Workshops
Technical seminars
CDP review
Conference
AITP Scout Computer Merit Badge Program
AITP Film/Video Request form
Program Committee
Responsible for programming chapter meetings, selection of speakers and making recommendations for handling of chapter programs and expected expenses involved, for approval by the Board of Directors.
Publicity Committee
Plans, collects and organizes information about the chapter and AITP and the transmits that information to members, interested individuals, corporations and the local community. Reference material includes:
Guide to Creating a Chapter Newsletter (Section 11)
Guide to Media Relations (Section 12)
Bylaws Committee
Responsible for the review of the chapter Bylaws and recommendation of such changes as are necessary to keep the bylaws up to date. Though chartered by the Association, individual chapters are autonomous groups. Although all must conform to requirements of the Model Chapter Bylaws, there are bylaw variations between chapters on other than required provisions. Reference materials include:
Association Bylaws
Model Chapter Bylaws
Policy Statements
Position Statements
Minutes of Association Board meetings
Minutes of Executive Council meetings
Award Committee
Prepares and maintains historical records of chapter members and their activities since the beginning of their membership and handles the proper ordering of plaques and other awards. Reference material includes:
Award rules
COPA record forms
IPA record forms
Chapter & Member Supply Catalog and Price List (listing plaques, jewelry and gifts)
Nominating Committee
Insures the continued advancement of the chapter and the Association through the selection of well-qualified and experienced members as nominees for election to chapter offices. Reference material includes:
Chapter Bylaws
Association Bylaws
Robert's Rule of Order (revised)
Auditing Committee
Reviews the chapter records soon after the end of the chapter year, noting the position of cash, other assets, liabilities, income and expense.
From committee work, the member progresses to positions as a member of the chapter Board of Directors and a chapter officer. Other possibilities for service at the chapter level include those of:
Coordinator for AITP student chapter
Resource material is the AITP Student Chapter Handbook
Counselor for the Boy Scout Computer Merit Badge
Resource is the Boy Scout brochure and Boy Scout Computer Merit Badge
Advisor to a DP Junior Achievement Company
Resource is Sponsoring a Junior Achievement DP Company
AITP Legislative Network
Members, usually from state capitol cities, are appointed by the network chair, under the responsible Association vice president. Responsibilities are to monitor legislation developments affecting information processing, such as computer crime, privacy invasion, software tax, etc.
CDP review courses
Held by a number of chapters, always on the lookout for qualified individuals who are willing to present the course.
AITP student chapter organizations
Accounted for more than 6000 members at the end of 1992 in colleges and universities, and provide opportunities for service as student chapter coordinator from the chapter.
Chapter Officer Positions:
Section 8 of this manual clearly delineate the responsibilities of the treasurer, secretary, executive vice president and president. It is "must" reading for all these officials if they are to perform their duties most effectively.
Chapter treasurer
Receives and disburses chapter funds. Responsibilities include preparation of a chapter operating budget each fiscal year and proper maintenance of all chapter accounting records. Specific duties are spelled out in Section 8.
Chapter secretary
The corresponding and recording officer of the chapter. He/she has record keeping responsibilities and acts as the liaison between the chapter members, chapter officers and the chapter Board of Directors and AITP headquarters. For more details see Section 8 and the Membership Processing Manual.
Chapter vice president(s)
Are either elected by the membership, which may be true for all other officers, or appointed by the chapter Board of Directors and head various chapter committees as chairs. The choice between election and appointment is determined by the chapter bylaws.
Chapter executive vice president
The second executive officer of the chapter. In the absence or disability of the president, the executive vice president performs all the duties of the president.
Chapter president
The executive officer of the chapter. It is his/her responsibility to provide leadership, to exercise general supervision over chapter activities and to conduct chapter affairs in accordance with the chapter bylaws and/or operating rules. Functions and duties are outlined in Section 8 and chapter president slides. Newly elected presidents should attend the officer workshop, or presidents-elect meeting held annually during the Region meeting.
Association director
Usually a past president whose past service is the source of advice in continuing effective chapter operations. He/she is the link between the chapter, Region and the Association and he/she represents the chapter on the Association Board of Directors. The Board consists of ADs, in addition to Association officers, Region presidents, the immediate past Association president and the executive director of the Association. The latter has no voting privilege. Duties and responsibilities of ADs are outlined in Section 8 and How to Be an Effective Association Director slide/audiotape presentation available from the Region.
Chapter Board of Directors
The governing body of the chapter is the Board of Directors. Each chapter Board shall consist of a minimum of six regular members for a membership of 25 or less. One additional director may be added for each group of additional members, as specified by the chapter's bylaws. Chapter officers, by virtue of their office, if not already members, also are members of the Board. The Board manages the affairs and assets of the chapter. The Association director of the chapter should be a member of the chapter board.
The Mission of the Board of Directors:
1. Policy development
2. Establish goals and objectives, short- and long-range
3. Establish financing
4. Monitor programs and priorities
5. Advise and counsel
6. Give feedback
7. Give credibility
8. Furnish expertise
Major benefits of a Board of Directors:
1. Support the Association and its program
2. Share responsibilities
3. Furnish ideas
4. Assure funding
5. Provide prestige
6. Provide leadership experience for its members
Chapter Calendar
The fiscal year of the Association is the calendar year, as required by the Association Board of Directors, June 1975. However, chapters have the option of determining their own program year. Because the AD is a member of the Association Board, his/her term of office must be the calendar year.
September to November
· Chapter elections are often held in August to allow attendance at AD/Presidents-Elect meetings. If the chapter does not meet in the summer, they can be held earlier.
· Appoint committee chairs.
· Incumbent AD to Association board meeting.
· President observer to Association Board Meeting.
· Meeting of old and new Board of Directors and committee chairs.
· Fall Region meeting for new chapter presidents, presidents-elect and Association directors (held within 45 days of annual Association meeting).
· Chapter chairs present budget requirements and plans for coming year.
· Board of Directors present plans for next year.
· New president to president-elect meeting.
· AD, or alternate (from the same chapter) and observer (usually president) attend the annual Association Board of Directors meeting during Association conference.
December
· Final approval of chapter budget
· Final approval of committee programs
March to June
· Association Director attends spring region meeting.
