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Committee Structure

Purpose:
This paper documents the implementation of the committee reorganization approved by the 2007-08 CSCA Board of Directors.

Background:
The CSCA Board of Directors approved a new committee structure for the club to reduce the span of control from 27 committees to 7 committees. This was accomplished by consolidating committees falling under a common category into one new committee with the "old&quot committees becoming subcommittees of the new committee. For example, a new Performance committee was comprised of the "old" Agility, Hunting, Obedience/Rally and Tracking committees which then became subcommittees. Each new committee was staffed with a committee chair and each was provided with a committee charter approved by the CSCA Board.

Implementation of the new committee structure:
Reducing the span of control means that the CSCA has seven standing committees that do the work assigned by the Board of Directors. These committees are run by a committee chair who fulfills the traditional role of a committee chair. The committee chairs report to the Board of Directors and manage their committees (including their subcommittees) in a way to accomplish the work assigned by the Board of Directors through the committee charter. Each committee has an assigned club director as its liaison to the CSCA Board.

Role of the committee chair:  The committee chair is responsible to the Board of Directors for accomplishing work assigned to the committee. The committee chair oversees the work of the subcommittees and the chairs of the subcommittees report to the committee chair, rather than to the Board of Directors as was the case under the old committee structure. This allows the reduction in span of control that was the object of the reorganization. The committee chair is responsible for preparing a consolidated report of committee activities to be presented at the National Specialty Show Board meeting and at the Board Interim meeting.

Role of the Board Liaison:  The Director assigned as the liaison between the Board of Directors and committee provides an identified conduit for communications with the Board of Directors and serves as a champion for the committee with the Board of Directors. The Board Liaison serves as the Board “expert” for matters pertaining to its committee. The Board Liaison does not run nor manage the committee, but works closely with the committee chair to ensure the wishes of the Board are carried out and that the resource needs of the committee are made known and understood by the Board of Directors.

Role of the subcommittee chair:  The subcommittee chair manages the work of the subcommittee as defined by the committee chair. The committee chair and the subcommittee chair work closely together to ensure that the work assigned by the committee chair is being accomplished. The subcommittee chair communicates resource needs to the committee chair. A subcommittee report is provided to the committee chair as required.

Role of the committee charter:  The committee charter is provided to the committee chair by the Board of Directors. This document outlines the responsibilities of the committee, the reporting requirements, the budgetary requirements, communications requirements, and the authority boundaries of the committee. This document provides the framework within which no additional approvals of the Board of Directors are required for committee activities. Importantly, this allows a degree of autonomy for the committee not previously provided under the old structure.

Conclusion:
The implementation of the new committee structure reduces the span of control problem to a more manageable level with only seven committee chairs reporting to the Board of Directors. Committee charters approved by the Board of Directors provide the direction and authority from which the committees operate, thus further reducing the need by the Board of Directors to insert itself in the operation and work of the committees. The goal is to have committees operate the club while the Board of Directors focus on policies and strategic issues.