decision-making by tni committees and boards requirements and guidance
TRANSCRIPT
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Decision-Making by TNI Committees and Boards
Requirements and Guidance
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Policy Committee Mission
Develops general policies and procedures for TNI. Resource for developing policies and SOPs Reviews existing policies and SOPs for
consistency and conformity with TNI mission
Provides recommendations for endorsement by TNI Board
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Developers -- Reviewers
DEVELOP Policies and SOPs
Affecting more than one TNI Program
Administrative When directed by
TNI Board When requested by
a program or committee
REVIEW All policies and
SOPs Consistency among
each other Conformance to TNI
Mission Recommend
endorsement by TNI Board
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Committee Profile
Administrative Committee Under direction of TNI Board Members are representatives of TNI
Programs and committees One member from the TNI Board One at-large member
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Member -- Representing
Alfredo Sotomayor* Jerry Parr JoAnn Boyd RaeAnn Haynes Silky Labie Carol Schrenkel Steve Stubbs Bob Wyeth*Chair
TNI Board Ex-Officio LASC Proficiency Testing Consensus
Standards Technical Assistance NELAP Advocacy
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Hierarchy of Normative Documents
Articles of Incorporation Bylaws General TNI Policies
General TNI SOPs General TNI Guidance
Program Policies Program SOPs
General TNI Guidance Need to look at all to completely
understand process
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Document Process
Draft, finalize, and approve policies and SOPs Refer to other programs when needed for
concurrent approval Send to Policy Committee for consistency
review Send to TNI Board
Organizational impact Final endorsement
Post on TNI Website
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Ownership
Charter guides creation of product Drafter owns product Reviewer suggests changes Drafter responds to suggested
changes All can review, suggest Only drafter can change product
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General Policies and SOPs
Creating General Policies for TNI
Conflicts of Interest Ethical Conduct of
TNI Member Use of TNI Logos
and Marks Management of
Records
Format Guidelines for SOPs of TNI
Operations of TNI Committees and Program Boards
Decision-Making Rules for TNI Committees and Boards
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Why Tackle Decision-Making?
Global issue Outcome of all deliberations Prelude to committee products Policy Committee felt guidance would
be useful We are all concerned about “voting” Integral to ensuring mission
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The SOP
SOP 1 – 102: Decision-Making Rules for TNI Committees and Boards
Endorsed: TNI Board: December 12, 2007
Effective: January 31, 2008 Implementation: May 1, 2008 Applicability: All TNI Programs and
Committees
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Requirements
Declare type of rule used to make a specific decision
Establish clear decision points Establish quorum requirements
No fewer than three Committee Members or Directors
Record in the minutes all decisions made For motions, record text, originator, and
member who seconds
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Options to Requirements
Consider allowing absent members to register a vote
Change rule for making a decision following an established rule
Document votes cast by each member
Record a minority or dissenting opinion
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Foundation for Decision-Making
Participatory decision-making leads to sustainable agreements
Clear decision points mark the moment and allow proceeding with implementation
Decision-making by clear rules promotes accountability and ownership
All decisions made should follow established rules.
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Types of Decisions
High-stakes Long lasting results Not easily reversible Can be complex or contentious Affect many Require ownership by many
Low-stakes Simple, routine
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High or Low?
Where will the committee have dinner? Who will be a committee member? How are minutes approved? When is an SOP revised? How often does the program board
meet? How is the committee’s charter
approved? Who will be the Chair of TNI Board?
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Types of Decision-Making Rules
Flip a coin Person-in-charge decides without
discussion Person-in-charge decides after
discussion Majority vote* Enthusiastic support* Unanimous agreement**Rules that can involve consensus, a participatory process of
deliberation to make a decision
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“Flip a Coin”
Arbitrary, random Picking numbers from a hat, lottery
Not appropriate for high-stakes decisions
Good for quick low-stakes decisions Will the minutes be printed on blue or
white paper? Will the Chair buy dinner for committee
members?
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Person-in-Charge Decides
Without Discussion Good for low-stakes decisions For high-stakes decisions:
Connects authority with accountability Can create blind spots By delegation of a group to a leader In times of crisis
Example Chair cancels scheduled meeting Executive Director chooses sweatshirt
color
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Person-in-Charge Decides
After Discussion Combines authority with advice
Can promote giving false advice Works well using devil’s advocate thinking
May seem wasteful for low-stakes decision
Example Executive Director chooses meeting
locale after considering advice of planning committee
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Majority Vote
Most commonly used rule Group can decide on majority level
Simple, 51% Two-thirds
Creates winners and losers Works well for quick low-stakes
decisions
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Enthusiastic Support
Strives for unanimity, but recognizes it is not always possible
Very good for high-stakes decisions Support is registered on a scale Characterizes degree of support more
accurately Can lead to alternative decision-making
rule Group decides on scale and level of
support to use
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Gradients of Agreement
Endorse Agree with reservation Mixed feelings Don’t like, but won’t block Veto
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Rule in Action
Can use colors Green = complete agreement Red = VETO
Can use numbers 5 = Complete agreement 1 = VETO
Key is to decide before you are considering a proposal
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Example
To elect a Chair, a Board requires: That 8 out 10 members register
agreement on first three levels, but a veto does not defeat proposal
To remove a member, a committee requires: That 7 out of 10 members register
agreement on the first two levels, that all members vote, and veto defeats proposal
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Unanimous Agreement
Most involved Takes time and understanding All have veto power Effort is rewarded with sustainability Example
To recognize an accreditation body, a board requires unanimity
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Reaching Closure
Last phase of decision-making Essential and crucial, yet often
omitted If you don’t close it, it remains open Reach closure via a meta-decision
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“Meta-Decision”
A decision made by a group or person-in-charge that determines whether a decision on a proposal under discussion can or cannot be made. You are deciding whether you can
decide
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Example
To approve SOP Policy Committee requires: RULE: Enthusiastic support SUPPORT LEVEL*: All votes in top three
levels, no vetoes, all members vote IF NO SUPPORT (IMPASSE): Redraft and
reconsider FINAL CONSIDERATION*: If no support
again, simple majority will decide*Meta-decision points: Chair decides when to end
discussion
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Roadmap to Your Decision-Making
Tabulate the types of decisions you make
Assign a rule to each type of decision Establish how to change an assigned rule
What to do if there is an impasse Approve the decision-making scheme
By an appropriate rule Consider the meta-decisions
Document all decisions made
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Conformance to TNI Mission
Promotes openness Upfront decisions
Creates transparency Documents crucial transactions
Ensures inclusiveness All accounted, all participate
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In Other Words
Read it Understand it Walk it
Implement by May 1, 2008