Effective PC/PB Operations for Successful Committees and Meetings

 
Working Together: Effective
Committees and PC/PB Meetings
 
Slides for Module 9
Topic: PC/PB Operations
 
PC/PB Operations
 
Importance of Operations
Working Effectively in Committees
Successful PC/PB meetings
 
Training Objectives
 
Following the training, participants will be able to:
1.
Explain how PC/PB operations affect the PC/PB’s ability to
meet legislative responsibilities
2.
Identify the 2 main types of PC/PB committees
3.
Describe at least 4 factors to consider in structuring or
rethinking PC/PB committees
4.
Describe 5 characteristics of a successful PC/PB or
committee meeting
5.
Identify at least 3 ways to manage committees successfully
in a PC/PB with limited support staff
6.
Identify at least 5 ways in which the Chair can help make
PC/PB meetings successful
 
Importance of Operations
 
PC/PBs have legislatively defined tasks that must be
completed on time each year
Work of committees needs to be coordinated – sometimes
one committee must complete its task before another
committee can do its work
For example: 
Needs Assessment data must be available
before the PSRA process can be carried out
Resources available for PC/PB planning are limited
Efficient operations – committee structure, staffing,
implementation of Bylaws and policies & procedures – make it
possible for a PC/PB to meet its responsibilities
 
 
Scope of PC/PB Operations
 
PC/PBs have many legislatively-defined responsibilities.
“In order to respond to these important responsibilities, the
planning council (and its staff) must carry out many complex
tasks to ensure smooth and fair operations and processes in such
areas as bylaws, grievance procedures, conduct of public
meetings, member recruitment, and training.”
   
   
  
Part A Manual, 
p 94
 
HRSA/HAB Expectations for PC/PB
Operations
 
Bylaws that are regularly reviewed, updated, and consistently
followed
Policies and procedures that meet RWHAP requirements and
are consistently followed
Open meetings with public notice, a public comment period,
and materials and minutes available to the public
Appropriate committees with regular meetings, agendas, and
minutes
PC/PB and Committee Chairs or Co-Chairs with clearly defined
roles and appropriate training and support
Support staff and budget to support PC/PB operations
 
Responsibility for PC/PB Operations
 
Ultimate responsibility: Chair/Co-Chairs and Executive
Committee
Sometimes delegated or partly delegated:
Membership/Operations Committee
Bylaws/Policies and Procedures Committee or Work Group
Non-governance aspects of operations usually carried out
largely by PC/PB support staff
Under the direction of the Chair or Executive Committee
 
 
 
Your Executive Committee has always dealt with PC/PB
operations. It forms temporary work groups for tasks like Bylaws
or Policies review. It has been 3 years since the last Bylaws
update, and members of the last work group have all left the
PC/PB. The Chair is newly elected, and the long-time PC/PB
support manager just retired. Your PC/PB requires only limited
notes from work groups, and no one remembers how the
process was handled last time.
Should the PC/PB consider a different approach to Operations?
If so, what would you recommend? Why?
 
Quick Scenario A: PC/PB Operations
 
Importance of Committees
 
Assigned responsibility for legislative roles
Do much of the work of the planning council
Public input
Consultation with outside experts
In-depth discussion
Recommendations to PC/PB through Executive Committee
Members often participate more actively in committees than
in full PC/PB meetings
Voting members can include non-PC/PB members
Training ground for potential new PC/PB members
 
 
HRSA/HAB Expectations for Committees
 
Use a committee structure that helps the PC/PB meet all
legislative responsibilities
Describe committee structure and roles in new member
orientation
Require PLWH representation on all committees
Consider having non-PC/PB members including PLWH serve
on some committees
Share committee minutes and other materials with all PC/PB
members
Provide training and support for committees
 
Types of Committees
 
Governance: 
responsible for internal operations – such as
membership/open nominations, member training, Bylaws,
policies & procedures, Memorandum of Understanding
(MOU) with the recipient, coordination of PC/PB tasks
Planning: 
responsible for carrying out legislatively defined
responsibilities like needs assessment,
integrated/comprehensive planning, priority setting and
resource allocation, and assessment of the efficiency of the
administrative mechanism
 
Sample Committee Structure
 
Factors to Consider in Choosing a
Committee Structure
 
PC/PB roles and tasks: 
work that must be done
Chronology of tasks: 
same committee can take on several
roles if they have different timelines
Number of members and minimum desired committee size:
smaller PC/PBs may need non-PC members to serve on some
committees
Resources including staff: 
each committee meeting involves
logistics, staff time, and costs
PC/PB “culture”: 
level of individual member involvement,
work styles, recipient participation
 
Benefits of Committee Work
 
Good use of member time
Time is available in committees for in-depth discussion and public
input
PC/PB as a whole focuses on review, decision making, new
information, and big-picture issues
Efficient use of PC/PB resources, including support staff
 
PC/PB Staff Support for Committees
 
Much of staff time is spent in supporting committee meetings
Includes preparations: agenda, materials, determining attendance,
staff support at meetings, logistics
Also includes follow up: minutes, revised materials, recommendations
to Executive Committee, sometimes follow up with recipient or others
If the EMA or TGA has a small staff, support for committees
can take up most of the staff’s time
Means lack of time for broader roles like coordination, member
training, and support to actual planning tasks
 
Strategies for EMAs/TGAs
with Limited Staff
 
Make sure all committees are necessary. Consider mergers –
such as, Needs Assessment/PSRA, Membership/Operations
Modify the annual calendar to “space out” major tasks –
needs assessment in fall/winter, PSRA in spring/summer
Standardize key tasks to minimize logistics
Have 2 officers for each committee--ask them to prepare
agendas and provide a template so they can prepare minutes
Consider use of a consensus model in committees to simplify
the process and the minutes
Develop university relationships and bring in work-study
students or student interns to assist staff
 
 
Working Across Committees
 
Committees are often closely linked – one committee must
complete its task before another committee can do its work;
for example:
Needs assessment data must be available before the PSRA
process can be carried out
Some tasks are jointly implemented; 
for example:
Directives often jointly developed by committees responsible for
system of care and needs assessment
Membership and Consumer Committees may work together to recruit
consumer members
 
Success Factors for Committees
 
1.
Clear, specific purpose 
with clear responsibilities
2.
Defined membership 
– PC/PB members, sometimes non-
members; consumers
3.
Defined annual work plan 
– including objectives, tasks,
products, timeline, and links to work of other committees
4.
Committed, informed leadership 
– ideally Co-Chairs or
Chair/Vice Chair, with 1 a consumer
5.
Support 
– data, staff support, recipient participation where
needed
 
Characteristics of
Effective Committee Meetings
 
Planning and preparations by Chair and support staff
Agenda and materials sent out in advance
Convenient location and time
Time for in-depth discussion
Regular attendance – in person or remote
Active participation by all members encouraged by Chair
Use of established procedures for managing the meeting –
Robert’s Rules of Order or another model
Opportunities for community input to deliberations
Access to recipient staff expertise when needed
 
 
 
 
Your PC/PB requires members to serve on at least one
committee, but doesn’t closely enforce attendance. The
EMA/TGA is geographically large, and members are allowed to
participate in committee meetings by telephone. Several
committee Co-Chairs have reported that only they and the
assigned staff actually come in person. People connecting
remotely seem to be doing other things rather than focusing on
the discussion, and often join late or leave early. Two committee
Co-Chairs say they will not be able to complete their required
tasks this program year unless something changes.
What steps might your PC/PB take to address this situation?
 
Quick Scenario B: Committee Meetings
 
HRSA/HAB Expectations for PC/PB
Meetings
 
Open meetings with public notice
Conflicts of interest declared and managed
Use of parliamentary procedures as stated in Bylaws
Public comment period
Code of Conduct enforced for members and public
Active participation by consumers, providers, and other
members
Recipient staff present
PCS staff support for Chair and members
 
 
Effective Meetings
 
Encourage discussion and decision making that are:
Sound
Data-based
Inclusive
Have members who:
Participate actively
Respect each other’s views
Feel involved and valued
Choose to remain active
 
Characteristics of a Successful Meeting
 
Appropriately scheduled, with publicly posted agenda
Materials sent out in advance
Convenient, accessible location
Informed management and facilitation by the Chair
Agenda that is followed
Structured discussion, with most members participating
Comfortable environment, with input from all members
welcomed
Use of established parliamentary procedures
Appropriate data provided/used for decision making
 
Warning Signs to Recognize and Address
 
Low attendance – trouble reaching quorum
High level of tension and conflict
Divisions among different groups of members – such as
providers vs. consumers, new vs. veteran members
Limited participation in discussion – a few members do most
of the talking; consumers do not speak out
Lack of respectful listening
Scheduled tasks and needed decisions not completed
Time spent on topics not on the approved agenda
A feeling that the PC/PB is not making a difference
 
Planning Successful PC/PB Meetings
 
1.
Establish meeting goals: know what 
must
 be decided
2.
Have Chair and Executive Committee set agenda
Start with a “standing agenda”
Schedule the most critical items early
Specify who will present information for each topic
Clearly identify action items
Include time frames for each topic
3.
Be sure all needed materials are available and are sent out in
advance
4.
Address logistical needs (PC/PB staff)
 
 
Role of the Chair in Successful Meetings
 
1.
Recognize the importance of meetings
2.
Work closely with PC/PB support staff to plan the meeting
3.
Help develop and fully understand the agenda
4.
Be sure needed materials are provided – and when possible
projected during the discussion
5.
Be sure materials that might be needed for reference (such
as, Bylaws, policies & procedures) are readily available
 
 
Role of the Chair in Successful Meetings
(cont.)
 
6.
Be sure meetings are open, accessible and welcoming, and
provide an opportunity for public comment
7.
Establish and consistently enforce a Code of Conduct for
everyone present
8.
Manage and facilitate the meeting – set a positive, tone,
maintain order, and encourage participation
9.
Learn from experience – ask for advice in improving meetings
10.
Help ensure that minutes are completed, reviewed,
approved, and posted promptly
 
Sample Code of Conduct for Members and
the Public
 
Treat everyone with respect
Let every member or recognized guest speak, without
interruptions
Agree or disagree on issues – do not attack individuals
Help everyone understand the discussion by using plain
language, avoiding abbreviations, and not assuming
knowledge of past actions
Follow the direction of the Chair
When information is shared in confidence, maintain that
confidence
 
Additions to the Code of Conduct for
PC/PB Members
 
Follow the decision-making process in the Bylaws
Know when to be an advocate and when to be a planner
Make decisions based on data, not self-interest
If a proposed action or process does not follow the Bylaws or
policies, politely inform the Chair
Accept and support decisions made by the PC/PB, regardless
of personal views
Speak positively about the PC/PB and its members in public
Take responsibility for both following these ground rules and
helping ensure that others follow them
 
Responsibilities of Individual Members in
Making Meetings Successful
 
Review materials before the meeting
Attend regularly – and inform staff well before the meeting if
you can’t attend
Pay attention – put down your smart phone
Offer input and ask questions
Know when to act as an advocate for particular groups and
when to plan for all PLWH in the EMA/TGA
Base your support or opposition to a decision on the best
available data
Follow established rules and procedures
 
Your PC/PB meetings begin with a public comment period.
Individuals can sign up at arrival to speak for up to 3 minutes on
any issue, and they often address key agenda items. Public input
is not normally permitted during discussion of individual agenda
items. However, several non-members have insisted on joining
the discussion at recent meetings. Recently the Chair allowed
input during the debate on an agenda item, and now these 2-3
people want to be recognized at every meeting. Last month, the
meeting lasted 4 hours and agenda items had to be delayed.
What might the PC/PB do to get meetings back on track while
respecting the need for public input?
 
Quick Scenario C:
Effective PC/PB Meetings
 
Sum Up
 
PC/PB Operations make it possible for a PC/PB to meet its
legislative responsibilities
Support staff play a critical role – where resources are limited,
PC/PB needs clear priorities & good use of staff
Much of a PC/PB’s work can be done in committees if they are
well-structured and well-run
Meetings of both committees and the full PC/PB require
careful planning, sound agendas, appropriate materials, and
policies & procedures that are consistently followed
The Chair plays a key role in making PC/PB meetings
successful
 
Optional Slide for Activity
 
 
Work in a small group, choosing a 
facilitator
 and a
recorder/reporter. 
Review each of the 4 situations related
to committee operations and staffing, and discuss:
Does the suggested approach make sense?
If yes, how would you implement it?
If no, what might be done instead?
 
Activity 9.1: Staff Support for Committees
Slide Note
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Understanding the importance of operations within PC/PB committees is crucial for fulfilling legislative responsibilities efficiently. This training module covers key objectives such as committee structures, factors to consider in committee structuring, characteristics of successful meetings, managing committees without ample support, and the role of the Chair in meeting success. The scope of PC/PB operations, HRSA/HAB expectations, and the significance of efficient operations are detailed to enhance committee effectiveness.


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  1. Working Together: Effective Committees and PC/PB Meetings Slides for Module 9 Topic: PC/PB Operations

  2. PC/PB Operations Importance of Operations Working Effectively in Committees Successful PC/PB meetings

  3. Training Objectives Following the training, participants will be able to: 1. Explain how PC/PB operations affect the PC/PB s ability to meet legislative responsibilities 2. Identify the 2 main types of PC/PB committees 3. Describe at least 4 factors to consider in structuring or rethinking PC/PB committees 4. Describe 5 characteristics of a successful PC/PB or committee meeting 5. Identify at least 3 ways to manage committees successfully in a PC/PB with limited support staff 6. Identify at least 5 ways in which the Chair can help make PC/PB meetings successful

  4. Importance of Operations PC/PBs have legislatively defined tasks that must be completed on time each year Work of committees needs to be coordinated sometimes one committee must complete its task before another committee can do its work For example: Needs Assessment data must be available before the PSRA process can be carried out Resources available for PC/PB planning are limited Efficient operations committee structure, staffing, implementation of Bylaws and policies & procedures make it possible for a PC/PB to meet its responsibilities

  5. Scope of PC/PB Operations PC/PBs have many legislatively-defined responsibilities. In order to respond to these important responsibilities, the planning council (and its staff) must carry out many complex tasks to ensure smooth and fair operations and processes in such areas as bylaws, grievance procedures, conduct of public meetings, member recruitment, and training. Part A Manual, p 94

  6. HRSA/HAB Expectations for PC/PB Operations Bylaws that are regularly reviewed, updated, and consistently followed Policies and procedures that meet RWHAP requirements and are consistently followed Open meetings with public notice, a public comment period, and materials and minutes available to the public Appropriate committees with regular meetings, agendas, and minutes PC/PB and Committee Chairs or Co-Chairs with clearly defined roles and appropriate training and support Support staff and budget to support PC/PB operations

  7. Responsibility for PC/PB Operations Ultimate responsibility: Chair/Co-Chairs and Executive Committee Sometimes delegated or partly delegated: Membership/Operations Committee Bylaws/Policies and Procedures Committee or Work Group Non-governance aspects of operations usually carried out largely by PC/PB support staff Under the direction of the Chair or Executive Committee

  8. Quick Scenario A: PC/PB Operations Your Executive Committee has always dealt with PC/PB operations. It forms temporary work groups for tasks like Bylaws or Policies review. It has been 3 years since the last Bylaws update, and members of the last work group have all left the PC/PB. The Chair is newly elected, and the long-time PC/PB support manager just retired. Your PC/PB requires only limited notes from work groups, and no one remembers how the process was handled last time. Should the PC/PB consider a different approach to Operations? If so, what would you recommend? Why?

  9. Importance of Committees Assigned responsibility for legislative roles Do much of the work of the planning council Public input Consultation with outside experts In-depth discussion Recommendations to PC/PB through Executive Committee Members often participate more actively in committees than in full PC/PB meetings Voting members can include non-PC/PB members Training ground for potential new PC/PB members

  10. HRSA/HAB Expectations for Committees Use a committee structure that helps the PC/PB meet all legislative responsibilities Describe committee structure and roles in new member orientation Require PLWH representation on all committees Consider having non-PC/PB members including PLWH serve on some committees Share committee minutes and other materials with all PC/PB members Provide training and support for committees

  11. Types of Committees Governance: responsible for internal operations such as membership/open nominations, member training, Bylaws, policies & procedures, Memorandum of Understanding (MOU) with the recipient, coordination of PC/PB tasks Planning: responsible for carrying out legislatively defined responsibilities like needs assessment, integrated/comprehensive planning, priority setting and resource allocation, and assessment of the efficiency of the administrative mechanism

  12. Sample Committee Structure

  13. Factors to Consider in Choosing a Committee Structure PC/PB roles and tasks: work that must be done Chronology of tasks: same committee can take on several roles if they have different timelines Number of members and minimum desired committee size: smaller PC/PBs may need non-PC members to serve on some committees Resources including staff: each committee meeting involves logistics, staff time, and costs PC/PB culture : level of individual member involvement, work styles, recipient participation

  14. Benefits of Committee Work Good use of member time Time is available in committees for in-depth discussion and public input PC/PB as a whole focuses on review, decision making, new information, and big-picture issues Efficient use of PC/PB resources, including support staff

  15. PC/PB Staff Support for Committees Much of staff time is spent in supporting committee meetings Includes preparations: agenda, materials, determining attendance, staff support at meetings, logistics Also includes follow up: minutes, revised materials, recommendations to Executive Committee, sometimes follow up with recipient or others If the EMA or TGA has a small staff, support for committees can take up most of the staff s time Means lack of time for broader roles like coordination, member training, and support to actual planning tasks

  16. Strategies for EMAs/TGAs with Limited Staff Make sure all committees are necessary. Consider mergers such as, Needs Assessment/PSRA, Membership/Operations Modify the annual calendar to space out major tasks needs assessment in fall/winter, PSRA in spring/summer Standardize key tasks to minimize logistics Have 2 officers for each committee--ask them to prepare agendas and provide a template so they can prepare minutes Consider use of a consensus model in committees to simplify the process and the minutes Develop university relationships and bring in work-study students or student interns to assist staff

  17. Working Across Committees Committees are often closely linked one committee must complete its task before another committee can do its work; for example: Needs assessment data must be available before the PSRA process can be carried out Some tasks are jointly implemented; for example: Directives often jointly developed by committees responsible for system of care and needs assessment Membership and Consumer Committees may work together to recruit consumer members

  18. Success Factors for Committees 1. 2. Clear, specific purpose with clear responsibilities Defined membership PC/PB members, sometimes non- members; consumers Defined annual work plan including objectives, tasks, products, timeline, and links to work of other committees Committed, informed leadership ideally Co-Chairs or Chair/Vice Chair, with 1 a consumer 5. Support data, staff support, recipient participation where needed 3. 4.

  19. Characteristics of Effective Committee Meetings Planning and preparations by Chair and support staff Agenda and materials sent out in advance Convenient location and time Time for in-depth discussion Regular attendance in person or remote Active participation by all members encouraged by Chair Use of established procedures for managing the meeting Robert s Rules of Order or another model Opportunities for community input to deliberations Access to recipient staff expertise when needed

  20. Quick Scenario B: Committee Meetings Your PC/PB requires members to serve on at least one committee, but doesn t closely enforce attendance. The EMA/TGA is geographically large, and members are allowed to participate in committee meetings by telephone. Several committee Co-Chairs have reported that only they and the assigned staff actually come in person. People connecting remotely seem to be doing other things rather than focusing on the discussion, and often join late or leave early. Two committee Co-Chairs say they will not be able to complete their required tasks this program year unless something changes. What steps might your PC/PB take to address this situation?

  21. HRSA/HAB Expectations for PC/PB Meetings Open meetings with public notice Conflicts of interest declared and managed Use of parliamentary procedures as stated in Bylaws Public comment period Code of Conduct enforced for members and public Active participation by consumers, providers, and other members Recipient staff present PCS staff support for Chair and members

  22. Effective Meetings Encourage discussion and decision making that are: Sound Data-based Inclusive Have members who: Participate actively Respect each other s views Feel involved and valued Choose to remain active

  23. Characteristics of a Successful Meeting Appropriately scheduled, with publicly posted agenda Materials sent out in advance Convenient, accessible location Informed management and facilitation by the Chair Agenda that is followed Structured discussion, with most members participating Comfortable environment, with input from all members welcomed Use of established parliamentary procedures Appropriate data provided/used for decision making

  24. Warning Signs to Recognize and Address Low attendance trouble reaching quorum High level of tension and conflict Divisions among different groups of members such as providers vs. consumers, new vs. veteran members Limited participation in discussion a few members do most of the talking; consumers do not speak out Lack of respectful listening Scheduled tasks and needed decisions not completed Time spent on topics not on the approved agenda A feeling that the PC/PB is not making a difference

  25. Planning Successful PC/PB Meetings 1. Establish meeting goals: know what must be decided 2. Have Chair and Executive Committee set agenda Start with a standing agenda Schedule the most critical items early Specify who will present information for each topic Clearly identify action items Include time frames for each topic Be sure all needed materials are available and are sent out in advance Address logistical needs (PC/PB staff) 3. 4.

  26. Role of the Chair in Successful Meetings 1. Recognize the importance of meetings 2. Work closely with PC/PB support staff to plan the meeting 3. Help develop and fully understand the agenda 4. Be sure needed materials are provided and when possible projected during the discussion 5. Be sure materials that might be needed for reference (such as, Bylaws, policies & procedures) are readily available

  27. Role of the Chair in Successful Meetings (cont.) 6. Be sure meetings are open, accessible and welcoming, and provide an opportunity for public comment 7. Establish and consistently enforce a Code of Conduct for everyone present 8. Manage and facilitate the meeting set a positive, tone, maintain order, and encourage participation 9. Learn from experience ask for advice in improving meetings 10. Help ensure that minutes are completed, reviewed, approved, and posted promptly

  28. Sample Code of Conduct for Members and the Public Treat everyone with respect Let every member or recognized guest speak, without interruptions Agree or disagree on issues do not attack individuals Help everyone understand the discussion by using plain language, avoiding abbreviations, and not assuming knowledge of past actions Follow the direction of the Chair When information is shared in confidence, maintain that confidence

  29. Additions to the Code of Conduct for PC/PB Members Follow the decision-making process in the Bylaws Know when to be an advocate and when to be a planner Make decisions based on data, not self-interest If a proposed action or process does not follow the Bylaws or policies, politely inform the Chair Accept and support decisions made by the PC/PB, regardless of personal views Speak positively about the PC/PB and its members in public Take responsibility for both following these ground rules and helping ensure that others follow them

  30. Responsibilities of Individual Members in Making Meetings Successful Review materials before the meeting Attend regularly and inform staff well before the meeting if you can t attend Pay attention put down your smart phone Offer input and ask questions Know when to act as an advocate for particular groups and when to plan for all PLWH in the EMA/TGA Base your support or opposition to a decision on the best available data Follow established rules and procedures

  31. Quick Scenario C: Effective PC/PB Meetings Your PC/PB meetings begin with a public comment period. Individuals can sign up at arrival to speak for up to 3 minutes on any issue, and they often address key agenda items. Public input is not normally permitted during discussion of individual agenda items. However, several non-members have insisted on joining the discussion at recent meetings. Recently the Chair allowed input during the debate on an agenda item, and now these 2-3 people want to be recognized at every meeting. Last month, the meeting lasted 4 hours and agenda items had to be delayed. What might the PC/PB do to get meetings back on track while respecting the need for public input?

  32. Sum Up PC/PB Operations make it possible for a PC/PB to meet its legislative responsibilities Support staff play a critical role where resources are limited, PC/PB needs clear priorities & good use of staff Much of a PC/PB s work can be done in committees if they are well-structured and well-run Meetings of both committees and the full PC/PB require careful planning, sound agendas, appropriate materials, and policies & procedures that are consistently followed The Chair plays a key role in making PC/PB meetings successful

  33. Optional Slide for Activity

  34. Activity 9.1: Staff Support for Committees Work in a small group, choosing a facilitator and a recorder/reporter. Review each of the 4 situations related to committee operations and staffing, and discuss: Does the suggested approach make sense? If yes, how would you implement it? If no, what might be done instead?

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