02 Types of Committees
To allow a Board to concentrate on ensuring the organisation stays on track in terms of its purposes, can undertake strategic planning and can concentrate on proficient and compliant high level management of the organisation, it is necessary for a committee and sub-committee structure to be established. This thread is to discuss potential committees/sub-committees and to sketch out what their limitations and responsibilities might be upon registration as well as frameworks for the establishment of news ones that the Board may require into the future.
@'King' Richard Martin has proposed a Membership Committee be established.
I propose a Grants Committee to manage the applications and approvals of grants from the Cultural Entity to members and approved projects. They would be responsible for:
1. designing a process for applicants to propose projects aligned to the purposes of the entity
2. adjudicating the applications
3. distributing a budget approved by the Board/the members and
4. ensuring that acquittals of projects are audited, ensuring the recipients have delivered according to their agreements and submitted reimbursable expenses accurately before
5. Approving final payments of project funding and communicating that to the Finance Committee and its accounts payable officer to make payment.
Finanance Committee
Are there any committees here from the Burning Man Project that be worth considering to be included:
BURNING MAN PROJECT 'BY LAWS' - COMMITTEES
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COMMITTEES OF THE BOARD OF DIRECTORS
Appointment of Committees
(Board my appoint Board Standing Committees as it may seem desirable)
Constitutional Committees as follows:
- Senior Executive Committee
- Advisory Board (as board seems desirable)
- Audit Committee
- Finance Committee
- Dispute Resolution Committee
- Human Resources/Personnel Committee
- Philosophy Committee
- Nominating Committee
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Can I clarify please? Are these the actual committees that BMP has in place and are they in the constitution?
One that stands out to me, separate to the finance committee is an - Audit Committee - in the Cultural Entity
An Advisory Committee to the Board - could be the 'Australian & New Zealand regional contacts Advisory Committee'.
The Regional Contacts could also have observer status on the Board, without voting rights and the associated rights, responsibilities and liabilities, that come with being a voting member as a Director.
Suggested Committee's from the poll in the OPS committee section for the Cultural Org
Cultural Org Committees
Finance Committee
Training and Development Committee
Cultural Stewardship Committee
Member Conduct & Care Committee
Country & Indigenous Sustainability Committee
Grants Committee
Membership Committee
Fundraising Committee
Public Art Committee
Possible additions from comments above:
Where does an 'Dispute Resolution Committee' for the Cultural Org fall into the schema?
I always thought that the main function of the Member Conduct and Care Committee was to manage the protocols set out in the Member Code of Conduct that our RC Care and Conduct working group are supposed to be drafting. I think the nomenclature is better in this case. I can't imagine anyone wanting to join a "dispute" committee and thought that was the reason we were working on an independent ombudsman?
Standing Committees to be included in the constitution : Finance
proposal by Madeline Fountain Closed Tue 12 Apr 2022 1:01PM
The constitution of the cultural organisation will include a requirement for a standing committee to manage the financial affairs of the organisation. The committee will report to the Board, specifically the Treasurer. A majority of Finance Committee members must have at least two years experience in treasury roles, accounting practice, financial planning or bookkeeping or hold a tertiary qualification in those areas. Members will be help to the same standards of eligibility as Board members (disqualification for convictions in any jurisdiction for crimes of a financial nature, undischarged bankrupts or those under a court ordered financial management plan).
Results
| Results | Option | Votes | % of votes cast | % of eligible voters | |
|---|---|---|---|---|---|
| Agree | 4 | 100 | 50 |  | |
| Abstain | 0 | 0 | 0 | ||
| Disagree | 0 | 0 | 0 | ||
| Block | 0 | 0 | 0 | ||
| Not voted | 4 | 50 |  |
More eyes on the books and a group that can be approached for questions and requests for information. Town Council will have reliable information and members have a group to ask questions to that is only focused on this issue (as opposed to TC who have many agenda items at their meetings.)
I agree to the idea of a standing finance committee, however do not agree with "A majority of Finance Committee members must ...hold a tertiary qualification in those areas". The Treasurer role should have these qualifications/stipulations, 100%. In a perfect world, everyone, or the majority should have qualifications - but this isn't the perfect world. This is the burner world, where we let enthusiastic people have a go. If I need to abstain, or disagree to have the wording changed, lmk
Standing Committees to be included in the Constitution: Membership Committee
proposal by Madeline Fountain Closed Sat 23 Apr 2022 1:01PM
The constitution of the cultural organisation will include a requirement for a standing committee to manage the tasks relating to the members. The committee will manage membership applications and make recommendations to the Board about their acceptance. The membership committee will manage renewals, inquiries of a membership nature, and will ensure the register of active members is maintained. The committee will report to the Board. The Board at its sole discretion may accept or reject an application for membership once the committee has made its recommendation, but must give a reason for its decision. The committee must notify the applicant in writing of entry in the register; and the applicant for membership becomes entitled to exercise the rights of membership when: (i) the members name appears in the register of members, and (ii) the member has paid to the company the relevant fees and amounts. If the Board rejects an application, the committee must ensure the whole of the money lodged in respect of the application must be refunded to the applicant without interest.
Results
| Results | Option | Votes | % of votes cast | % of eligible voters | |
|---|---|---|---|---|---|
| Agree | 2 | 50 | 25 | ||
| Abstain | 2 | 50 | 25 | | |
| Disagree | 0 | 0 | 0 | ||
| Block | 0 | 0 | 0 | ||
| Not voted | 4 | 50 | |
Membership is more and more administrative and should be handled through automated workflows. A committee is overkill imho. Suggest making it a clearly defined role in the Yet to be defined - Organising, Secretariat , Admin ?? committee. However its important for it to be highlighted going forward, so I put a yes
I feel like this is the role of the secretary - while there may be a need in future for a committee to assist in these duties, I do not see the need to write it into the constitution
Suggested Advisory committee: Cultural Stewardship Committee.
The idea here is to have a group of highly experienced, long-standing community members who can be consulted on specific matters and make recommendations to the Board on an as-needs basis. This could ensure retention of detailed community knowledge, smooth succession and ameliorate any unforeseen gaps in skills or knowledge of incoming Boards and committees. They could be called upon on to advise on specifics, as well as set their own program for publishing discussion papers about areas they feel might benefit from their experience . Their nomination could be based on a minimum number of years of deep experience or positions of responsibility within the founding organisation and/or similar organisations, including but not limited to REC, Burning Man, Down to Earth/Confest, Green Ant/Rainbow etc. Ten years continuous service in an aligned org might be suitable??
I would suggest their reports all be published for members to consider, but the Board would ultimately control the process of adopting, amending or rejecting their recommendations and turning them into policy and procedure.