AAHSL Committee and Task Force Manual

Transcription

1 AAHSL Committee and Task Force Manual Revised: October 2018

2 AAHSL Committee and Task Force Manual Table of Contents AAHSL Committee and Task Force Manual... 4 AAHSL Mission and Profile... 4 Strategic Plan, Vision... 5 Mission... 5 Values... 6 AAHSL Structure... 7 General Calendar for AAHSL Committees and Task Forces... 8 Committees and Task Forces Functions Activities Committee and Task Force Composition Committee / Task Force Chair Committee / Task Force Members Appointment Process Board Liaison Ex officio Members Observers at AAHSL Meetings Dissolution of Committees and Task Forces Mandated Standing Committees Other Standing Committees Task Forces and Ad Hoc Committees Disclosure of Conflicts of Interest Communications AAHSL Website Reports Discussion Lists Correspondence Archives Official Statements AAHSL Committee and Task Force Manual 2

3 Meeting Arrangements Budget Planning Association Year Budget Planning Process Seeking Outside Funding Committee Expenses Travel Expenses Transition Between Chairs: Ensuring Continuity Transfer of Files Welcoming New Members Helping the Incoming Chair Conducting Committee/Task Force Work Program Committee -- Matheson Lecture AAHSL Reception AAHSL Committee and Task Force Manual 3

4 AAHSL Committee and Task Force Manual The purpose of the AAHSL Committee and Task Force manual is to provide committee and task force chairs with basic information about AAHSL and its policies and procedures in order to support them in a successful leadership role. The manual will be sent to the chairs by the President-Elect when appointments are made. The manual will also be available on the AAHSL Website. Each year the Board of Directors will appoint a board member responsible for reviewing and updating the manual. The full Board will discuss necessary changes at the mid-winter meeting and the manual will be finalized by August so that it can be distributed to the incoming committee chairs. History AAHSL Mission and Profile The Association of Academic Health Sciences Libraries (AAHSL) was founded in 1977 and was incorporated in 1978 under the name Association of Academic Health Sciences Library Directors (AAHSLD). This new organization s purpose was to provide a medium for communication among directors of such libraries in order to foster their common concerns of planning, program and policy development, to extend their contacts nationally and to provide a forum for joint actions. (MLA News May 1978) The AAMC s Council of Academic Societies recommended that the name be changed to AAHSL to reflect that it was an association of institutions rather than individuals with the bylaws ensuring that only library directors would be represented. While this suggestion was not implemented at the time, in 1996 the name was adopted when a separate 501(C)(6) organization was formed in order to pursue more lobbying efforts as well as educational, and research projects. The new organization was named AAHSL the Association of Academic Health Sciences Libraries. A full history of the association can be found in the symposium issue of the Journal of the Medical Library Association 2003 April; 19(2) entitled The Association of Academic Health Sciences Libraries: twenty-five years of excellence. [ ] Organizational Identity Membership in the Association of Academic Health Sciences Libraries (AAHSL) is at the Full/Regular or Associate Member level. Libraries of U.S. or Canadian medical schools accredited by the Liaison Committee on Medical Education (LCME) at Full or Provisional status (charter class in year 3 & 4) are eligible for Full/Regular membership. All other libraries or other organizations are eligible for Associate membership. AAHSL Committee and Task Force Manual 4

5 AAHSL Strategic Plan Vision Academic health sciences libraries improve health through essential contributions to patient care, discovery, teaching, and learning. Mission AAHSL promotes the success of its members through professional development and leadership programs; imagining the future; promoting best practices; advocacy; strategic partnerships and collaborations; fostering a community of colleagues; and enabling a diverse and inclusive association. Goals and Objectives 1. Professional and Leadership Development As the preeminent association representing academic health sciences libraries, AAHSL will aggressively pursue its obligation to ensure the vitality and relevance of libraries well into the future by identifying and cultivating new leaders and informing its members of the profession s changing landscape. AAHSL initiatives to support this goal: Leadership Development Program (Fellows, New Directors Symposium, Scholarships) o Leverage content for whole membership o Based on membership feedback, review goals and objectives of program Evaluate the annual meeting based on member feedback o Investigate adopting new format(s) and/or time of year and/or who is invited to increase networking and education opportunities for members Continue to sponsor the Matheson Lecture and recruit nationally known, preeminent speakers on topics of mutual interest to AAHSL and the AAMC Group on Information Resources (GIR) Collaborate with other organizations on development of new educational programs based upon members needs 2. Imagining the Future The association will develop a shared vision of the future for academic health sciences libraries; one that reflects the changing nature of academic health centers and recognizes the emerging roles and activities among its member libraries. AAHSL will realize this goal through: Membership Surveys Strategic planning Trend Analysis Commission White Papers on Emerging Roles and Issues 3. Promoting Best Practices The association will provide its members with the tools to make a greater impact within their AAHSL Committee and Task Force Manual 7

6 institutions by employing quantitative and qualitative methods to identify best practices within health sciences libraries and promoting these practices through its media and programming. In pursuit of this goal, AAHSL will Establish a task force on the integration of Core Entrustable Professional Activities (EPAs) in the Medical Education Curriculum Identify and share qualitative assessment best practices which demonstrate to stakeholders the contribution of academic health sciences libraries to improved learning, research, and patient care outcomes Strengthen the statistics program by leveraging commercial options for data collection, reporting, analysis, and visualization Identify gaps in competency-based medical school curricula related to evidence-based practice and share best practices for curriculum integration Identify research support services provided by academic health sciences libraries and share best practices 4. Advocacy The association will continue to lend its voice to issues that directly impact its members, standing as an advocate for health sciences libraries and the idea that society benefits most when health information is freely and easily accessible. To meet its advocacy goals AAHSL will Increase funding for support of Joint MLA/AAHSL Legislative Task Force Continue to maintain awareness of issues relating to open access and open science among AAHSL leadership and members and to assist in conveying AAHSL s viewpoints on scholarly communication issues 5. Strategic Partnerships and Collaborations AAHSL will identify specific initiatives to embrace with our partner organizations that will substantially benefit AAHSL members as well as our partners. Specifically, AAHSL will seek to better leverage the following partnership opportunities: Formal meetings of AAHSL leadership and partner associations leadership on an annual basis in Washington, DC Partnership with AAMC Group on Information Resources on the Matheson Lecture Active participation in AAMC Council of Faculty and Academic Societies (CFAS) Membership in Interprofessional Education (IPEC) Collaborative 6. Fostering a Community of Colleagues Hearing from its members that a community of colleagues is one of the most valued benefits of AAHSL, the association will focus efforts on enhancing the opportunities for its member representatives to learn from one another. AAHSL Committee and Task Force Manual 8

7 AAHSL will address this goal through these activities and services: lists (AAHSL-all and AAHSL-directors) Website Networking opportunities at meetings Annual Fellows reunion Cornerstone Award Board/New Director/Member dinner Library reception at annual meeting New and Developing Academic Health Sciences Libraries Committee Job postings 7. Enabling a Diverse and Inclusive Association In pursuit of this goal, AAHSL will establish a task force on diversity, equity, and inclusion which will Survey AAHSL members about current policies, activities, and needs related to diversity Identify AAHSL libraries which have diversity initiatives Review diversity and inclusion policies and programs of partner associations Summary and report the current state of diversity in AAHSL libraries Recommend a long-term diversity strategy for the association Develop a list of initial actions AAHSL can take to meaningfully engage members in conversation and action around diversity, equity, inclusion, and social justice AAHSL Committee and Task Force Manual 9

8 AAHSL Structure AAHSL is a non-profit corporation, organized in 1995 and incorporated in 1996 under the laws of the District of Columbia. It is a 501c (6) entity under the Internal Revenue Code. Below is a brief overview of the structure of AAHSL. More detailed information is available in the AAHSL By-Laws. (See Appendix A; 09.pdf) AAHSL s eligible Full Members are the academic health sciences libraries of the institutions that are members of the Association of the American Medical Colleges. Canadian health sciences libraries may join as a Full member but pay the Associate member fee because they do not benefit from U.S. lobbying. Each Full Member is represented by its director, chief executive officer, or other similar designee and has the right to cast one vote in elections and on other business brought before the membership. The governance of the AAHSL is vested in the elected officers on the Board of Directors, which is composed of elected and appointed officers. Elected officers include a President, Presidentelect, Secretary-Treasurer, Immediate Past President, and three (3) directors-at-large. The Directors-at-large serve for staggered three-year terms. Appointed officers are determined and appointed by the Board. A list of current elected and appointed officers can be found on the AAHSL Web site, Terms begin and end at the close of the AAHSL Annual Meeting. The following standing Committees are defined in the By-Laws [Appendix A; ] and include: Executive Committee President, President-elect, Secretary-Treasurer and Immediate Past President which has full power and authority to act for the Board between Board meetings. Finance Committee of the Board - Immediate Past President, Secretary-Treasurer, and one (1) Board member (one-year term which prepares the annual budget and is responsible for the annual audit of the association s accounts.) Nominating Committee President-Elect and two other members who are not Board members which prepares a slate of candidates and conducts AAHSL s elections. Other standing committees, and task forces are appointed and charged by the Board. AAHSL is a member of the AAMC s Council of Faculty and Academic Societies (CFAS) and the Interprofessional Education Collaborative (IPEC) AAHSL Committee and Task Force Manual 1 0

9 General Calendar for AAHSL Committees and Task Forces New officers and chairs begin and end their terms at the close the annual meeting, which is usually in November and is held in conjunction with the AAMC annual meeting. The calendar below is presented with the deadlines starting at the time of the annual meeting and moving forward through the association year. The fiscal year for the AAHSL is January through December. The full version of the association calendar can be found in Appendix B. In this calendar, the first group of activities under each month applies to all committees and task forces. The second group, which appears in Italics, lists the deadlines for specific committees and task forces. Codes in Calendar: HQ: Headquarters ASE: Annual Statistics Editor PP: Past-President P: President PE: President-Elect ST: Secretary-Treasurer FLC: Future Leadership Committee LTF: Legislative Task Force Chair/Vice-Chair PC: Program Committee Chair FC: Finance Committee CFAS: Council of Faculty and Academic Societies IPEC Interprofessional Education Collaborative All: Involves most Board members and Chairs NOVEMBER 1) Meet at AAMC Annual Meeting, set objectives for coming year. (All) 2) Meeting of Board with committee chairs at the end of the annual meeting. 3) New committee/task force chairs take over at the end of the annual meeting. 4) Transfer files from past chair to new chair. 5) Send draft calendar to Board and Committee Chairs. (HQ) 6) November 30 th deadline for final version of Committee annual reports. 7) NLM/AAHSL Leadership Fellows orientation/other events at Annual Meeting (Future Leadership Committee) DECEMBER 1) President solicits agenda items for Board Planning Meeting: a) Chairs send motions or other discussion items to Board Liaisons b)president invites non-board members to attend when appropriate 2) Update committee reports (if needed) for Annual Report send to HQ AAHSL Committee and Task Force Manual 1 1

10 3) Complete conflict-of-interest disclosure form Officers, Board Members, Committee/Task Force Chairs -- and return to HQ by December 31 4) Annual Statistics salary data distributed electronically (ASE) 5) Mentoring/Fellows report due to NLM (FLC) JANUARY-MARCH 1) Board Retreat (January March) 2) At the conclusion of the Board Meeting at which the budget is finalized, Board Liaisons inform Committee/Task Force Chairs of their budgets. JANUARY 1) Invite selected non-board chairs to Board Retreat (P) 2) Finance Committee reports at Planning Retreat on investments 3) Attend IPEC meeting in Washington DC (P, PE and/or PP) FEBRUARY 1) MLA Joint Legislative Task Force Chair/Vice-Chair work out details of spring meeting (LTF) and coordinates with AAHSL officers re DC visits 2) Begin scheduling spring visits for AAHSL officers with library and health related associations based in DC (PP to coordinate meetings and HQ for travel/hotel) 3) Committee requests for meeting space at MLA due to HQ 4) Solicit nominations process for Cornerstone Award (add to agenda of Board Retreat) MARCH 1) Publication of previous year s President s Annual Report and Directory (HQ) 2) Notice of availability of updated online directory (HQ) 3) Education and Program Committee Chair contacts Board liaison regarding plans for Program (PC) 4) Fellow scholarship applications due April 1 st (FLC) 5) Nominations for Cornerstone Award solicited from Members. APRIL 1) AAHSL officers visit DC-based associations 2) CFAS Spring Meeting (CFAS reps) MAY 1) All meeting rooms reserved with HQ for Annual Meeting (All) 2) In advance of the June Virtual Meeting, committee chairs submit mid-year updates to Liaisons and then final version sent to HQ and President all Committee Chairs, Task Force Chairs, and CFAS representative/alternate to submit 3) NLM/AAHSL Leadership Fellows and mentors meeting at MLA (FLC) 4) President appoints members to Nominating Committee AAHSL Committee and Task Force Manual 1 2

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12 JUNE 1) Hold the Date for the Annual meeting prepared and distributed (PC, HQ) 2) President-Elect contacts Board and Committee Chairs to solicit recommendations for new members and chairs (PE) 3) Attend IPEC Spring Meeting (P, PE or PP) JULY 1) Educational program posted for Annual Meeting (HQ) 2) Annual Statistics questionnaire prepared (ASE) 3) Call for committee members sent to Directors list (PE) 4) Check on requirements for Annual Meeting (checks, rooms, etc.) (PC, HQ) AUGUST 1) President-Elect makes committee appointments and HQ sends new chairs the committee and task force manual. 2) Send welcome letter to new committee chairs and members (cc: board liaison) (PE) 3) Announce committee/task force appointments to membership (PE) SEPTEMBER 1) Treasurer asks Board, Committee and Task Force Chairs, Annual Statistics Editor, IPEC reps. and CFAS Representative for budget requirements (due Sept. 15) 2) President solicits preliminary annual reports from chairs and officers, due Oct. 15 President solicits Board meeting agenda items 3) Fellow scholarship applications due Oct. 1 st (HQ) OCTOBER 1) Budget requirements due (all) 2) Board meeting agenda items are due to President (start of month) (all) 3) Solicit changes to planning calendar from Board, committee chairs, etc. (P, HQ) October 15 th deadline for preliminary annual reports. 4) Send welcome/thank-you letters to Fellows (cc Mentors) (P) 5) Slate from Nominating Committee is posted to membership 30 days prior to meeting (Oct. 1) (PE) 6) Finance Committee audits financial reports (FC) 7) Annual Statistics salary surveys submitted Annual Statistics general surveys submitted AAHSL Committee and Task Force Manual 10

13 Committees and Task Forces Functions Committees and task forces constitute a vital part of the activity in each program area and exist to accomplish a wide variety of functions. There are two types of association work groups, Standing Committees and Task Forces Standing Committees are charged with a specific area of responsibility and continue to handle matters in that area until discharged. Task Forces are appointed to explore a particular issue or activity, make recommendations to the board of directors, and implement specific plans. The task force is appointed for a certain length of time, usually a few years, but can be extended by the Board. Activities A committee s or task force s charge defines the broad outline of its activity. The charge includes: 1. A description of the area of responsibility. 2. Specific tasks, if appropriate. 3. Composition of membership and rotation if appropriate. Charges for committees usually allow considerable latitude in selecting focus and procedures. In order to provide continuity within each program area, the chair and the committee develop the specifics of the year s activities in consultation with the Board liaison, who shares it with the Board. Task Forces are given more specific areas of responsibility, but also have latitude in process. Decisions about focus and annual activities should be made in consultation with the Board liaison to ensure that the task force s work remains consistent with the initial charge established by the Board. Committee charges are reviewed by the Board at its annual meeting and may be found on the AAHSL Website [ ]. A committee may request a review of its charge and/or specific changes. Requests for changes in the charge should include the reason for the change, suggested wording of the charge and should be coordinated with the board liaison to assure the continuity of program activity. Changes in charges must be submitted to the Board for review and approval. AAHSL Committee and Task Force Manual 11

14 Committee / Task Force Chair Committee and Task Force Composition Each committee and task force chair is one of several leaders who contribute to the overall activity of the program area. It is essential to know the scope of activity in each area, as well as how the committee s or task force s work fits into the total picture. Only the official institutional representatives from full AAHSL members may serve as committee/task force chairs. Most chairs find it useful to stay in communication with the Board liaison throughout the year and have them meet with the committee or task force during the annual meeting to be briefed on issues and trends in the program area and to discuss activities. Board liaisons should attend committee/task force meetings. The chair is also responsible for the committee/task force and its work representing the issues and general viewpoints of the AAHSL membership. If representing AAHSL when working with external groups, the chair should speak on behalf of the AAHSL membership, presenting the Association s or general membership s stance on an issue, even if it conflicts with a personal viewpoint. The chair can share their personal viewpoint in discussions, but should make it clear when the position is a personal one and not necessarily shared by the Association or its membership. The committee/task force chair is the presiding member of the committee and is responsible for: 1. The general organization of committee work including the formulation of objectives. 2. The assignment of specific responsibilities to committee/task force members. 3. Communication of activities and actions to the Board liaison. 4. Establishment of objectives and a timetable for the work within the association priorities. 5. Regular communication with committee/task force members to ensure that progress is being made on committee work and projects. 6. Preparation of reports and the annual budget. 7. Maintenance of records, including procedural documents, correspondence, and other files. 8. Orientation of new members to the activity of the program area and the committee or task force. Committee / Task Force Members Committee/Task Force members need not be the official representative of Full AAHSL member libraries. They can be drawn from the staff of AAHSL member libraries (whether Full, Associate, or New.) with the approval of the corresponding director/official representative. Committee/task force members also need to understand the broad scope of activity in a program area and the relationship of their work to that activity. In addition, they need to be knowledgeable about the work of the committee/task force so that they can participate fully in the decision process. AAHSL Committee and Task Force Manual 12

15 Appointment Process All the institutional representatives of AAHSL members are encouraged to serve on the association s committees and task forces. An annual call is made for volunteers the summer preceding the annual meeting. The president-elect appoints committee and task force chairs and members to serve during the following association year. The president-elect may consult with the committee/task force chair, Board liaison and other Board members about new members and new chairs of committees and task forces. Committee members are usually appointed for staggered three-year terms, unless they are being appointed to fulfill a term of a member who has resigned or retired from the committee. An exception to this is the MLA/AAHSL Joint Legislative Task Force, whose members are appointed for 4-year terms. The president-elect may also vary terms to ensure continuity on the committee, while allowing members to rotate off on a regular basis. Members may be reappointed to the same committee at the discretion of the president-elect or request by the chair. Committees are encouraged to recommend to the president-elect for consideration a chair-elect or co-chair who can take over the committee responsibilities when the current chair steps down. This ensures continuity for the committee s goals and projects and enables a smooth transition in leadership. Task Force members are usually appointed for the duration of the task, which is usually only 1 to 3 years. However, if the task force term is extended the president-elect may decide to vary the terms of the members and appoint new members if needed. When special expertise or skills are needed, the president-elect, in consultation with the Board liaison, and at the recommendation of a committee/task force chair, may appoint a staff member from an AAHSL institution to be a committee/task force member. The library director of the staff member s institution will be asked to approve the appointment as well as support for travel and time spent on AAHSL work. See the related note in the above section on Committee/Task Force Members. The president makes all appointments to fill vacancies or to create task forces. Lists of committee and task force members are available on the AAHSL Website. AAHSL Committee and Task Force Manual 13

16 Board Liaison The president-elect assigns a Board liaison to each AAHSL committee and task force to provide an effective communication link between that committee/task force and the Board. The Board liaison is an ex-officio non-voting member. Role of Board Liaison o Communication link from Board to committees and task forces o Communication link from committees and task forces to the Board o Advisory and information role, as well as a participant o Assure (along with headquarters staff) that reports, plans, budgets are submitted o Represent and support Board decisions to members o Report back to committee/task force Board decisions and discussions o Listen to members and present their needs and points of view o At AAHSL annual conference: a. Meet with committees and task forces b. Review role of liaison with new chairs o Forward mid-year update and annual report to Board and Headquarters Motions to the Board o Assist with preparation of motions; work with chair on proper format and content requirements o Be familiar with issues behind motions; be able to explain and answer questions. o Present motions on behalf of committees, councils o Report back action on motions o If committee wants to dissolve or a task force be disbanded, a motion can be made directly to the Board Ex officio Members Ex-officio members may be assigned to a committee by the President when there is an obvious overlap of responsibility among committees, task forces or other organizations, when the activities are mutually supportive, or when specific expertise is needed. Observers at AAHSL Meetings Observers are welcome to attend AAHSL committee, task force and Board meetings, with the exception of the Nominating Committee and the executive sessions of the Board. As a general rule, observers are not participants in the discussions unless called on specifically by the chair. This policy is not meant to exclude observers. However, observers usually have AAHSL Committee and Task Force Manual 14

17 not participated in the committee/task force activities throughout the year and are less likely to be fully informed on subjects under discussion. It is recommended that the chair defines the role of observers clearly, including: Welcoming them at the beginning of the meeting. Reserving time during or at the end of the meeting for observers comments. Ensuring that the room is large enough to accommodate anticipated observers. Outlining how observers can give input to committee/task force members. Members who wish to observe a meeting should contact the chair prior to the meeting for the reasons stated above. Dissolution of Committees and Task Forces Each type of committee requires a different procedure for its dissolution: Mandated Standing Committees A committee that is required by the bylaws can only be dissolved by amending the appropriate section of the bylaws. The Board must approve the dissolution and follow the established procedures for amending the bylaws. Other Standing Committees A standing committee, other than the one(s) mandated by the bylaws, may be dissolved by a majority vote of the Board at any of its regularly scheduled meetings whenever circumstances indicate that the committee s continuance is no longer relevant to or required by the association. A committee may request its own dissolution by forwarding to the Board through the Board liaison an appropriately worded motion. The motion should indicate why the committee is no longer needed. Task Forces Since task forces are established for distinct, limited purposes, their charges often include or imply the specifics of their dissolution. It is customary for the chair of the task force to include in the final report a request that the task force or ad hoc committee be discharged upon the Board s acceptance of the report. A task force may request that it becomes a standing committee by submitting a motion to the Board through the Board liaison. The Board may also decide at any time to change the status of these groups to a standing committee. AAHSL Committee and Task Force Manual 15

18 Disclosure of Conflicts of Interest To avoid conflict of interest or the appearance of such conflict, each volunteer leader and committee/task force member and the Association of Academic Health Sciences Libraries (AAHSL) staff shall disclose in writing to the President any existing or potential conflict of interest that might harm the Association. Each year, AAHSL board members, appointed officers, and committee or task force chairs and members will disclose any situations or areas of actual or potential conflicts of interest using the approved disclosure form (Appendix C) to disclose a perceived conflict of interest or to state that they have none to disclose. Conflicts or potential conflicts shall be evaluated thoroughly, when they arise, using the assistance of legal counsel if necessary, and resolved appropriately. Conflict of Interest disclosures should be returned to HQ by December 31. Special attention should be given to ensure that volunteers or contracted staff engaged as vendors provide full disclosure and avoid participation in related issues at AAHSL. Conflict of interest may involve financial ties such as working for a vendor or having a family member directly involved with a vendor with which AAHSL has business, but it can also involve serving on boards, accepting travel funds and speaking engagements, or other activities that may be in conflict with the policies or positions developed by the Association and the role served by that person as an officer or chair. AAHSL Headquarters will send out the policy and required form to leaders and committee/task force members. The signed disclosure statements are reviewed by the President and maintained on file in the AAHSL office. AAHSL Website [ ] Communications The AAHSL Website serves as an important communication link for information about the association and its activities for committee and task force members, as well as for general members and external groups. The membership portion of the site includes key documents including annual reports, board minutes, bylaws, lists of committee members and officers, committee charges, and the membership directory. Committees and task forces are encouraged to post interim or special reports and other documents that might be of interest to the general members and to other committees and task forces. Materials to be posted on the Web should be submitted by the committee chair to the Board liaison for review. The Board liaison is responsible for reviewing the materials and approving AAHSL Committee and Task Force Manual 16

19 the posting to the AAHSL Web site and will forward it to AAHSL headquarters staff. In addition to sending electronic versions of the materials to be posted, the chair and board liaison should indicate when the materials need to be made available on the Web site. Reports Committees and task forces communicate to the Board through regular reports. The reports should track to the group s objectives and activities. An interim report is due at the end of May and should be submitted to the Board liaison. The preliminary annual report is due October 15th. A draft should be submitted to the Board liaison for approval before the report is considered final. The final report should be sent to AAHSL HQ, with copies to all committee members, the Board liaison, and the President by November 30 th. Requests for action by the board should be submitted in the form of a motion. Motions should be formulated in conjunction with the Board liaison. Discussion Lists AAHSL maintains a discussion list for the Board, directors only, and the general membership and others as appropriate. Each committee and task force chair should establish a discussion list for their members (i.e., Basecamp), including the Board liaison. All lists subscriptions and deletions are administered by the HQ staff. Correspondence Since most committees and task forces meet in person only once a year, much of the committee s work is done through the mail, fax, and , and conference calls. Substantive correspondence, including minutes of meetings and conference calls, is retained at headquarters according to a schedule and may be sent for permanent retention to the archives. It is therefore important that the committee/task force chair submit copies of all major correspondence and minutes of committee meetings to the headquarters staff for retention or archival purposes. Copies of all correspondence should also be sent to: Committee members Ex-officio members Board liaisons AAHSL Committee and Task Force Manual 17

20 Copies of substantive correspondence should be sent for informational purposes to: Executive Director President-Elect President Archives AAHSL will maintain an archive of all substantive correspondence and documents relating to the organization and its committees and task forces. AAHSL Headquarters maintains files, electronic and hard copy, such as Board minutes, policies, secretarial and financial records and other documents, and keeps them readily available to members. Below is a full list of the items to be retained by AAHSL HQ. The AAHSL Website provides copies of the Document Retention Policy [ ] and Final Record Retention Policy [ Committee and task force chairs should send relevant (see those marked with an asterisk) electronic documents, whenever e-formats are available, to HQ for archiving. Electronic versions can be sent to AAHSL Office at aahsl@sbims.com. Annual meeting reports/programs Directories Financial records Minutes of business and committee meetings * Committee reports * Bylaws Procedure manuals * Correspondence relating to association policies and programs * Photographs * Awards Annual statistics Other publications * Newsletters Reports, position or white papers * AAHSL Committee and Task Force Manual 18

21 Official Statements Official publications and statements issued by committees/task forces and other AAHSL supported entities must be reviewed and approved by the board before being distributed, especially documents being published on the Web or distributed to external organizations. Similarly, it is important that committees do not speak for the association in an official policymaking capacity, unless clearly instructed to do so by the Board of Directors. All committees report to the board. Usually the president and board issue policy and PR statements, and send letters to legislators, national leaders, and other professional associations on behalf of members. Committees and task forces may recommend that the Board consider endorsing various statements, positions, or letters, by submitting their request to their Board liaison and the AAHSL president. All news releases and other AAHSL publicity items are cleared through the Board. Meeting Arrangements Committee meetings are normally limited to the time of the annual meeting. In order to minimize any meeting conflicts, headquarters is responsible for the final schedule of all committee meetings to be held during the annual meeting. The HQ meeting planner makes the room assignment and notifies the committee chairs well in advance of the annual meeting. Plans for meetings outside the annual meeting should be included in the committee/task force budget and be approved by the Board. Headquarters staff can assist with all committee meetings held outside of the annual meeting and will request information on committee meeting plans at the AAMC and MLA conference or other logical professional events. Association Year Budget Planning The association s year (annual meeting to annual meeting) and the fiscal year (January 1 to December 31) do not coincide. Thus, committee chairs will be preparing a budget in September for the next fiscal year, which may be implemented by a new incoming chair. Therefore, it is important to that budgets are submitted jointly by the current and incoming chairs and involve the Board liaisons. Initial budgets are submitted before the annual meeting in September and approved by the Board at its mid-winter planning meeting. AAHSL Committee and Task Force Manual 19

22 Any variances in the approved budget of $500 or more must be resubmitted to the Board for approval. Requests for changes in the budget can be made through if it fits within the strategic objectives for the year. The Board will approve all requests for changes. Budget Planning Process Budget request forms [Appendix D] are sent to chairs in August and should be returned to the AAHSL Office by September 15 th. Budgets should be clearly linked to association priorities and initiatives and provide enough detail to support the budget request. New chairs can gain insight as to the type and amount of expenses likely to be incurred by the committee/task force during the next fiscal year by: 1. Reviewing the previous year s budget request. 2. Reviewing association and committee/task force reports and calendar of events. 3. Consulting with the immediate past chair and the board liaison. 4. Consulting with the Secretary-Treasurer and AAHSL headquarters staff. Seeking Outside Funding The AAHSL Board of Directors oversees all fund-raising activities of the association. Committees and task force may not seek or accept outside funding unless Board approval is secured as described below. This is to insure coordination of fund raising activities among the various components of the association. Activities requiring outside funding should be submitted to the Board liaison for presentation to the Board for approval. The request must include the following: A description of the project or activity for which the funds are being sought or accepted, together with documentation of the importance and relevance of the project or activity to AAHSL and the potential results of not funding the proposal. Documentation concerning the sources of funding that will be approached or accepted. A statement concerning the amount of outside funding and the time period for collecting it. Evidence of the association s ability to carry out the activity or project if funding is received. If the purpose of funding is to initiate an activity, which will continue beyond the initial funding period, long-range plans and possible future financial support required should be described. AAHSL Committee and Task Force Manual 20

23 After approval is granted to seek or accept outside funding, committees/task forces may proceed. However, the Board liaison should be kept fully informed as negotiations go forward. All resulting contracts or other legal agreements are subject to Board approval and must be reviewed by AAHSL HQ as well. Committee Expenses When authorized by the current fiscal year s approved committee budget request, committee chairs may request reimbursement for committee expenses. For expenses to be charged against the current fiscal year, requests should be sent before December 31, to AAHSL Headquarters business office. Information on the request should include: Committee name Date expenses were incurred The type of expenses and receipts for them, (photocopies are acceptable) To whom the check should be made payable Signature of the committee chair Other supporting documentation as relevant Most committees and task forces will not need budget funds for meetings held at the AAHSL Annual Meeting because meeting spaces are routinely supplied by the association. Budget requests for lunch or refreshments as well as all equipment, such as flipcharts and LCD projectors, should be included in the annual budget requests and arranged through HQ staff. Travel Expenses AAHSL does not usually cover travel expenses (including lodging and food) to the AAHSL annual meeting. When AAHSL business requires additional travel time and expenses by members or authorized AAHSL representatives, the Association shall reimburse the individual(s) for reasonable travel costs. The AAHSL Travel Policy [Appendix E; ] delineates the types of cost that will be covered for AAHSL related business. AAHSL s standard travel expense form [Appendix F; ] should be used when requesting reimbursement of travel costs. AAHSL Committee and Task Force Manual 21

24 Transfer of Files Transition Between Chairs: Ensuring Continuity New chairs should receive from their predecessors all files necessary for them to assume their responsibility. These materials (in print or digital formats) should be transferred at the time of the annual meeting. Before the transfer, the outgoing chair should have weeded these files and sent materials which have archival value to headquarters. Files passed on to incoming chairs should include the following: 1. Copies of reports submitted to headquarters. 2. Any documents outlining procedures and timetables 3. Correspondence file. 4. Roster of members and their mailing address. 5. Significant documentation of activities. 6. Budget requests and financial records. Committee and task force reports and meeting minutes become a part of the committee files at headquarters and the association s archives. Additional correspondence should also be sent to headquarters for retention and archival purposes. It is the responsibility of the chairs to ensure that copies of such material have gone to AAHSL headquarters for filing. Welcoming New Members Chairs (including outgoing chairs) have the responsibility to invite the newly appointed committee/task force members to attend the meeting at the annual meeting and make them feel welcome. It is helpful to send them copies of the annual report and current correspondence prior to the meeting. Helping the Incoming Chair In addition to providing files, useful tips, etc., it may be helpful to either plan the committee s or task force s meeting with the incoming chair or to allow the incoming chair 45 minutes or so toward the end of the meeting to hold a meeting of the newly-constituted committee/task force. This would enable the incoming chair to start off the year with his/her committee/task force. This is very important since the committee may not meet again until the next annual meeting. Conducting Committee/Task Force Work Delegate the work to committee/task force members! There is a tendency for some chairs to assume an undue amount of responsibility and this can result in problems. By not taking advantage of valuable assistance and expertise, the chair can become overwhelmed and tasks may not be completed on time. When agreeing to work on a committee, committee members have taken on a commitment to share the work of the association. By sharing in the committee AAHSL Committee and Task Force Manual 22

25 activities, the members also understand and support the work being done. In addition to delegation, the chair also needs to monitor and track the progress on members assignments. The success of a meeting most often rests in the hand of the planner, the chair. The key to success is preparation prepare yourself and prepare your committee members. Know what the objective is, communicate this objective and involve the group in working on the objective. Program Committee -- Matheson Lecture The AAHSL membership approved an endowed lectureship in honor of Nina Matheson at its 1993 business meeting and the inaugural lecture was presented in In 1998 the AAMC Group on Information (GIR) became a co-sponsor of the Lecture. The Matheson Lecture honors AAHSL past-president Nina Matheson for her significant contributions to the fields of medical librarianship and medical informatics. Academic Information in the Academic Health Sciences Center which Nina co-authored with John Cooper and Physicians of the 21st Century (the GPEP Report) are recognized as seminal works on the integration of health sciences information systems. The AAHSL Program Committee selects the speaker in conjunction with the AAHSL Board. The Board provides advice and suggestions to the committee through the Board liaison. The Program Committee considers other potential speakers and themes as well. The Committee submits its recommended speaker to the Board for final approval. Prior to a few years ago, AAHSL and GIR shared the cost of the Matheson Lecture. (GIR had provided funding for the meeting room, audiovisuals, lodging, and other costs, up to about $3,000). With changes in the AAMC annual meeting, including less GIR participation in the November meeting and AAHSL experimenting with hosting the Lecture separate from the AAMC meeting, AAHSL has assumed full responsibility for the costs, including the plaque. AAHSL provides up to $5,000 of funding towards the honorarium, plus travel and other expenses. Arrangements for the speaker are coordinated with AAHSL Headquarters staff. Prior Nina Matheson Lecturers A list of past Matheson Lecturers can be found here: AAHSL Committee and Task Force Manual 23

26 AAHSL Reception The AAHSL Gerald J. Oppenheimer Cornerstone Award is presented at the reception by the AAHSL President. In 2011 in recognition of the possible conflict of interest, the AAHSL Board decided to stop seeking vendor support for this event. AAHSL Committee and Task Force Manual 26