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Organization of a Guidance Program
Formation of Advisory Council
and Steering Committee
What is an
Advisory Council?
What is a Steering
Committee?
What are their
similarities?
What are their
differences?
Functions of an Advisory Council and a Steering
Committee
What is an Advisory Council?
An Advisory Board is a collection of individuals who bring unique
knowledge and skills whichcomplement the knowledge and
skills of the formal Board members in order to more
effectivelygovern the organization.
The Advisory Council does not have formal authority to govern the
organization, that is, the Advisory Council cannot issue directives that
must be followed as in the case with a governing Board. Rather, the
Advisory Council serves to make recommendations and/or provide
key information and materialsto the formal Board of Directors.
The Advisory Board can be standing (or ongoing) or ad hoc
(one-time) in nature. It can have a“personality” like governing
Boards.
What is a Steering Committee?
At its core, a steering committee is a "governing device" used to
organize a certain group of stakeholders and empower them to "steer" a project (or group of
projects) to successful conclusion.
Steering is not just managing. Managing gets the job
done only, but steering determines what the
job is. We all know that every project must be led by an
underlying purpose and a vision. To deliver required results,
that purpose and vision must be clearly defined, it must be monitored and it must be
maintained.
And that's the role of a steering committee - to
deliberate, make decisions, advise, provide strategic
oversight, and to serve as the primary “leader” for all the
assigned initiatives.
Similarities and Differences
All organizations are required to have a governing body, usually a
board of directors, that is responsible for the overall well-
being of the organization.
The committee hires, fires, and evaluates the executive director;
establish the organization’s vision, mission, and values; set strategic direction and monitor progress,
and ensure the fiscal health of the group. Committee members take on specific tasks on behalf of the group from time to time, but in
general they are not involved in the day-to-day implementation of
services.
Many organizations also create one or more advisory groups that can provide support and guidance
to boththe board and staff . Advisory
groups are usually more flexible in what roles they take on than most
the boards ofDirectors.
They do not have fiscal oversight and are not ultimately
responsible for the health and well-being of the organization,
but they often take an active role in helping
the organization implement its goals and objectives.
Why do we need an Advisory Council and a Steering Committee?
Functions of an Advisory Council and a Steering
Committee
An advisory council:
• Provides an independent source of information and advice to the directors on strategic issues or risks
confronting the organization• Create a “learning forum”
Each organization will need to determine the roles and
responsibilities of its advisory board to best suit its particular
circumstances and needs.
• Suggested roles and responsibilities for advisory
board members include:-Develop an understanding of
the business, market and industry trends
- Provide “wise counsel” on issues raised by the directors or management
- Provide the directors and management with insights and ideas which can only come with distance from the day-to-day operations
- Encourage and support the exploration of new ideas
- Act as a resource for directors - Encourage the development of
a governance framework that enables continued growth,
whilst not stifling the spirit or vision of the founders
- Monitor performance and challenge the directors & management
A Steering Committee:
• takes on responsibility for the project's feasibility, plan and
achievement of outcomes • ensure the project's scope
aligns with the agreed requirements of the Directors and key stakeholder groups
• provide those directly involved in the project with guidance on project issues
• ensure effort and expenditure are appropriate to
stakeholders’ expectations
• ensure that strategies to address potential threats to the project’s success have been identified, costed and approved, and that the threats are regularly re-assessed
• address any issue which has major implications for the project
• keep the project scope under control as emergent issues force changes to be considered
• reconcile differences in opinion and approach and resolve disputes arising from them
• report on project progress to those responsible at a high level, such as agency executive management groups, Heads of Agency, or Cabinet
• depending on the nature of the project, take on responsibility for progressing any issues associated with the project
Workshop: