The Use and Misuse of Advisory Committees

by Joe Schultz, Regional Director, NRPA

Park and recreation departments must be responsible to all clients; and in a field where relationships with community groups are many and continuous, the collective judgement of a carefully selected park and recreation advisory commission is most valuable. No agency can be isolated in the community and remain effective and professionals realize advice is valuable to any manager. Advisory groups have served park and recreation agencies well, guiding the planning of programs and mobilizing support at the same time. These groups may either be permanent committees or temporary ones established for a particular purpose. A major concern involves the many unfortunate examples of poorly used groups and the repercussions from such situations that make it unadvisable to use these valuable bodies in less than a candid fashion. An example perhaps, is when an agency already has a referendum planned and then enlists the help of "concerned" citizens to work for their cause relying not on their expertise for input, but rather as "workers" to get the issue passed.

The following are nine guidelines for the best use of advisory committees. They all emphasize the key role which honest communication plays.

1. Before forming any advisory group, determine what are its anticipated tasks. If your ideas of what a group will do are nebulous and unstructured, an organization of busy individuals might spend needless time thrashing around with little guidance from the initiators. This could result in the embarrassing question: "Why are we here?" On the other hand, decisions may be so firm and direction so structured that a group feels ineffectual and even manipulated.

2. Be thorough in considering five warnings related to selecting those to serve on a committee. In general, any advisory group should be capable of delivering or performing the tasks set out by its initiator, maintaining a high level of objectivity in deliberations, and sustaining credibility in their community. To achieve that lofty but desirable state, the following caveats or guidelines should be kept in mind:

First, a number of different perspectives should be included from the larger population which the program intends to serve. The conflict of diverse ideas may result in desirable new directions which may evolve; from a compromise or synthesis of opinions.

Second, individuals should be selected because of their ability and not as representatives of one or a number of organizations because choice by this means may lock the selectors into a group whose quality may vary dramatically from year to year.

Third, there should be an awareness of "too eager" individuals or those whose agendas for participation may be in conflict with the basic purposes of an advisory group. Representation may be sought not because of a desire to be useful but because of a desire to influence the program's direction, establish a reputation for the representative's organization, or to increase the prestige of a participating individual.

Fourth, different advice from reputable individuals within a community concerning who should serve on advisory boards is a useful approach.

Fifth, seeking out a highly esteemed member of the local community through conversations with a wide variety of individuals and encouraging that person to be chairperson of an advisory group with an opportunity to suggest or even select other participants mays increase group credibility.

3. The third guideline for use of advisory committees is be clear about staff expectations of advisory group accomplishments before work starts. Remember that if the committee will really be capable of delivering recommendations at meetings, the amount of time which can possibly be spent in thought and action before meetings will be rather short and any work to be done in advance must be squeezed into an abbreviated period.

4. Be careful about what reading material is sent to the group members in advance. The printed word to most groups is very sacred and there will be a distinct reluctance to criticize position papers or routes of action which come neatly prepared. If these well done items come from outside of the group in a highly articulate form, the tendency to make any adjustments is far less.

5. Plan the amount of items to be discussed at each meeting, with the idea that at least 15 to 25 minutes will be required for the group to deal with pleasantries and begin focusing on the prepared agenda. While the initiators (full time staff) are steeped in the program and very anxious to get down to tasks, the advisory group members are bringing all of their full-time concerns and may want to, use this opportunity to talk over business with other group members. Be patient in these situations and tactful in getting the individuals started. Too much pressure on slower starting persons to move ahead can cause resentment or a feeling that they are being manipulated. Don't wait too long, however, as the group may think the meeting is purely social. Two proven strategies worth considering are: first, observing an announced starting time religiously; and second, having a social period prior to starting, a coffee hour, cocktails or a full dinner.

6. Make a sincere effort to minimize the egos of initiators and full-time program staff, especially the tendency to overwhelm the advisory board with an intimate knowledge of details. Use of effective listening skills is an important element. When talking is done, make it in the form of questions related to points made by individuals BUT be sure those are positive inquisitive questions rather than judgmental or threat-laden ones. Listening and questioning are two ways of impressing upon an advisory group that they are being honestly utilized and that opinions offered will be heard and respected.

7. Full-time program staff attending advisory committee meetings must be aware of how their actions can affect what a group does. Too many staff in attendance can be intimidating and overwhelming. Reinforcement of advisory board members provided at the meetings and following them is also significant. Most important will be evidence to the group members that their ideas have been used through their participation in testimonial activities or receipt of a report or publication where their efforts have been mentioned or included.

Illinois Parks and Recreation 30 January/February 1981

8. Be sure to differentiate clearly between staff and advisory group member roles. A non-threatening one for staff is to serve as recorders or a secretary to the committee. In this capacity, staff members can legitimately pick up on points made by quiet and reluctant members.

If it happens that quiet people are being drowned by more verbal ones, concentrate on the former group by seeking out their opinions before the entire group or separately, with an emphasis on making them more comfortable as participants. One of the background facts you should know about members of the group is which ones tend to be quiet or verbal in these meetings, and your actions as a listener and questioner should be geared to that knowledge.

9. The final guideline in effective use of advisory groups is be flexible concerning how the entire advisory body is utilized. It is not always necessary for the entire group to convene, as selected subgroups may be assigned special tasks, or you may want to use the telephone as a means of discussing short items with the entire group.

If this is a group that has limited time, they will appreciate being called in when there are substantial matters to be discussed, rather than meeting regularly to discuss trivia. The trap here is to rely on one or a few able or willing souls, to the exclusion of others. Be comprehensive about having tasks assigned and be sure all members of the group know what individuals or subgroups are doing.¹

Above all else, remember that the committee is advisory. Make that point clear before you appoint the group. Thank them regularly for their advice and say how much it will "help" you in decisions. Unless you want your advisory group to be decisive, studiously avoid giving them that impression. Just as its name implies, this body is only advisory to the governing body of the public jurisdiction that appoints it, and, although it works closely with the recreation and park agency, it acts in a passive and advisory role. Consequently, these advisory recreation bodies do not play an important part in the affairs of the organization unless the administrator through his personal leadership provides a role for the group that gives them a feeling of contributing to the work of the agency.

Advisory groups can enhance park and recreation agencies that are determined to remain fluid to keep pace with changing needs of its constituents. This can be accomplished in an orderly and, indeed, progressive direction if one adheres to the nine steps as outlined.

1 Kazall, Charles E. "Advisory Group Involvement: Some Guides for Action." Paper prepared for Corporation for Public Broadcasting, 1972.

Illinois Parks and Recreation 31 January/February 1981