Department of Commerce Listing of Federal Advisory Committees

Total Page:16

File Type:pdf, Size:1020Kb

Department of Commerce Listing of Federal Advisory Committees Department of Commerce Listing of Federal Advisory Committees Bureau Committee Name Committee Fiscal No Year DOC--Bureau of Economic Analysis Bureau of Economic Analysis Advisory Committee 5290 2016 DOC--Bureau of Export Administration Emerging Technology and Research Advisory Committee 34750 2016 DOC--Bureau of Export Administration Information Systems Technical Advisory Committee 2075 2016 DOC--Bureau of Export Administration Materials Processing Equipment Technical Advisory Committee 361 2016 DOC--Bureau of Export Administration Materials Technical Advisory Committee 360 2016 DOC--Bureau of Export Administration President's Export Council Subcommittee on Export Administration 367 2016 DOC--Bureau of Export Administration Regulations and Procedures Technical Advisory Committee 189 2016 DOC--Bureau of Export Administration Sensors and Instrumentation Technical Advisory Committee 370 2016 DOC--Bureau of Export Administration Transportation and Related Equipment Technical Advisory Committee 181 2016 DOC--Bureau of the Census Bureau of the Census Scientific Advisory Committee 1892 2016 DOC--Bureau of the Census Census Bureau National Advisory Committee on Racial, Ethnic, Other Populations 79615 2016 DOC--Industrial Consultations Committee of Chairs of the Industry Trade Advisory Committees 21421 2016 DOC--Industrial Consultations Industry Trade Advisory Committee on Aerospace Equipment 21403 2016 DOC--Industrial Consultations Industry Trade Advisory Committee on Automotive Equipment and Capital Goods 21404 2016 Industry Trade Advisory Committee on Building Materials, Construction, and Nonferrous DOC--Industrial Consultations 21413 2016 Metals Industry Trade Advisory Committee on Chemicals, Pharmaceuticals, Health Science DOC--Industrial Consultations 21406 2016 Products and Services DOC--Industrial Consultations Industry Trade Advisory Committee on Consumer Goods 21407 2016 DOC--Industrial Consultations Industry Trade Advisory Committee on Customs Matters and Trade Facilitation 21418 2016 DOC--Industrial Consultations Industry Trade Advisory Committee on Distribution Services 21408 2016 DOC--Industrial Consultations Industry Trade Advisory Committee on Energy and Energy Services 21409 2016 DOC--Industrial Consultations Industry Trade Advisory Committee on Forest Products 21410 2016 Industry Trade Advisory Committee on Information and Communications Technologies, DOC--Industrial Consultations 21412 2016 Services, and Electronic Commerce DOC--Industrial Consultations Industry Trade Advisory Committee on Intellectual Property Rights 21419 2016 DOC--Industrial Consultations Industry Trade Advisory Committee on Services and Finance 21414 2016 DOC--Industrial Consultations Industry Trade Advisory Committee on Small and Minority Business 21415 2016 DOC--Industrial Consultations Industry Trade Advisory Committee on Standards and Technical Trade Barriers 21420 2016 DOC--Industrial Consultations Industry Trade Advisory Committee on Steel 21416 2016 DOC--Industrial Consultations Industry Trade Advisory Committee on Textiles and Clothing 21417 2016 DOC--International Trade Administration Civil Nuclear Trade Advisory Committee 34762 2016 Page 1 of 4 Department of Commerce Listing of Federal Advisory Committees Bureau Committee Name Committee Fiscal No Year DOC--International Trade Administration Committee of Chairs of the Industry Trade Advisory Committees 21421 2016 DOC-International Trade Administration Department of Commerce Trade Finance Advisory Council 2575 2016 DOC--International Trade Administration Environmental Technologies Trade Advisory Committee 1893 2016 DOC--International Trade Administration Industry Trade Advisory Committee on Aerospace Equipment 21403 2016 DOC--International Trade Administration Industry Trade Advisory Committee on Automotive Equipment and Capital Goods 21404 2016 Industry Trade Advisory Committee on Building Materials, Construction, and Nonferrous DOC--International Trade Administration 21413 2016 Metals Industry Trade Advisory Committee on Chemicals, Pharmaceuticals, Health Science DOC--International Trade Administration 21406 2016 Products and Services DOC--International Trade Administration Industry Trade Advisory Committee on Consumer Goods 21407 2016 DOC--International Trade Administration Industry Trade Advisory Committee on Customs Matters and Trade Facilitation 21418 2016 DOC--International Trade Administration Industry Trade Advisory Committee on Distribution Services 21408 2016 DOC--International Trade Administration Industry Trade Advisory Committee on Energy and Energy Services 21409 2016 DOC--International Trade Administration Industry Trade Advisory Committee on Forest Products 21410 2016 Industry Trade Advisory Committee on Information and Communications Technologies, DOC--International Trade Administration 21412 2016 Services, and Electronic Commerce DOC--International Trade Administration Industry Trade Advisory Committee on Intellectual Property Rights 21419 2016 DOC--International Trade Administration Industry Trade Advisory Committee on Services and Finance 21414 2016 DOC--International Trade Administration Industry Trade Advisory Committee on Small and Minority Business 21415 2016 DOC--International Trade Administration Industry Trade Advisory Committee on Standards and Technical Trade Barriers 21420 2016 DOC--International Trade Administration Industry Trade Advisory Committee on Steel 21416 2016 DOC--International Trade Administration Industry Trade Advisory Committee on Textiles and Clothing 21417 2016 DOC--International Trade Administration President's Export Council 366 2016 DOC--International Trade Administration Renewable Energy and Energy Efficiency Advisory Committee 73620 2016 DOC--International Trade Administration United States Investment Advisory Council 2563 2016 DOC--International Trade Administration United States Manufacturing Council 21498 2016 DOC--International Trade Administration United States Travel and Tourism Advisory Board 25137 2016 DOC--National Institute of Standards and Advisory Committee on Earthquake Hazards Reduction 29142 2016 Technology DOC--National Institute of Standards and Board of Overseers of the Malcolm Baldrige National Quality Award 317 2016 Technology DOC--National Institute of Standards and Commission on Enhancing National Cybersecurity 2565 2016 Technology Page 2 of 4 Department of Commerce Listing of Federal Advisory Committees Bureau Committee Name Committee Fiscal No Year DOC--National Institute of Standards and Information Security and Privacy Advisory Board 324 2016 Technology DOC--National Institute of Standards and Judges Panel of the Malcolm Baldrige National Quality Award 356 2016 Technology DOC--National Institute of Standards and Manufacturing Extension Partnership Advisory Board 2013 2016 Technology DOC--National Institute of Standards and National Construction Safety Team Advisory Committee 15122 2016 Technology DOC--National Institute of Standards and National Advisory Committee on Windstorm Impact Reduction 2568 2016 Technology DOC--National Institute of Standards and NIST Smart Grid Advisory Committee 72230 2016 Technology DOC--National Institute of Standards and Technology Innovation Program Advisory Board (Terminated 9/30/12) 33509 2016 Technology DOC--National Institute of Standards and Visiting Committee on Advanced Technology 377 2016 Technology DOC--National Oceanic Atmospheric Advisory Committee for the Sustained National Climate Assessment 2544 2016 Administration DOC--National Oceanic Atmospheric Advisory Committee on Commercial Remote Sensing 12150 2016 Administration DOC--National Oceanic Atmospheric Hydrographic Services Review Panel 16608 2016 Administration DOC--National Oceanic Atmospheric Marine Fisheries Advisory Committee 359 2016 Administration DOC--National Oceanic Atmospheric Marine Protected Areas Federal Advisory Committee 10804 2016 Administration DOC--National Oceanic Atmospheric National Sea Grant Advisory Board 100 2016 Administration DOC--National Oceanic Atmospheric NOAA Science Advisory Board 2203 2016 Administration DOC--National Oceanic Atmospheric Ocean Exploration Advisory Board 80491 2016 Administration DOC--National Oceanic Atmospheric United States Integrated Ocean Observing System Advisory Committee 75341 2016 Administration DOC--National Technical Information Service National Technical Information Service Advisory Board 364 2016 Page 3 of 4 Department of Commerce Listing of Federal Advisory Committees Bureau Committee Name Committee Fiscal No Year DOC--National Telecommunications and Advisory Council on Children's Educational Television (Inactive) 315 2016 Information Admin. DOC--National Telecommunications and Commerce Spectrum Management Advisory Committee 25109 2016 Information Admin. DOC--National Telecommunications and Digital Economy Board of Advisors 2558 2016 Information Admin. DOC—USPTO National Medal of Technology and Innovation Nomination Evaluation Committee 363 2016 Page 4 of 4 .
Recommended publications
  • The Advisory Board Company
    THE ADVISORY BOARD COMPANY ANNUAL REPORT THE ADVISORY BOARD COMPANY 2445 M Street, NW • Washington, DC 20037 Telephone: 202.266.5600 • Fax: 202.266.5700 www.advisoryboardcompany.com Washington, DC • Portland, Oregon • Austin, Texas • Nashville, Tennessee Vernon Hills, Illinois • San Francisco, California • Chennai, India BOARD OF DIRECTORS Frank J. Williams Peter J. Grua † ‡ Robert W. Musslewhite Leon D. Shapiro †‡ Executive Chairman Director Director Director The Advisory Board Company Partner, Chief Executive Offi cer, Senior Vice President, HLM Venture Partners The Advisory Board Company Warner Music Group Sanju K. Bansal ‡ Kelt Kindick* † ‡ Mark R. Neaman* ‡ LeAnne M. Zumwalt* ‡ Director Lead Director Director Director Vice Chairman, Chief Financial Offi cer, President and Chief Executive Vice President, Executive Vice President and Bain & Company Offi cer, North Shore University DaVita, Inc. Chief Operating Offi cer, Health System MicroStrategy Incorporated * Member of the Audit Committee of the Board of Directors † Member of the Compensation Committee of the Board of Directors ‡ Member of the Governance Committee of the Board of Directors EXECUTIVE OFFICERS AND SENIOR MANAGEMENT Robert W. Musslewhite Frank J. Williams David L. Felsenthal Chief Executive Offi cer Executive Chairman President Seth B. Blackley Martin D. Coulter John A. Deane Executive Director Executive Director Chief Executive Offi cer, Southwind Christopher B. Denby Evan R. Farber Scott M. Fassbach Executive Director General Counsel and Chief Research Offi cer Corporate Secretary James L. Field Michael T. Kirshbaum Matthew S. Klinger Executive Director Chief Financial Offi cer Vice President, Finance Nicole D. Latimer Cormac F. Miller Charles W. Roades Executive Director Executive Director Chief Research Offi cer, Health Care Scott A.
    [Show full text]
  • Achieving Return on Specialty Investment
    Post-Acute Care Collaborative Achieving Return on Specialty Investment Enhancing Post-Acute Providers' Core Value Proposition Through Specialization ©2015 The Advisory Board Company • advisory.com LEGAL CAVEAT The Advisory Board Company has made efforts to verify the accuracy of the information it provides to members. This report relies on data obtained from many sources, however, and The Advisory Board Company cannot guarantee the accuracy of the information provided or any analysis based thereon. In addition, The Advisory Board Company is not in the business of giving legal, Post-Acute Care Collaborative medical, accounting, or other professional advice, and its reports should not be construed as professional advice. In particular, members should not rely on any legal commentary in this report as a basis for action, or assume that any tactics described herein would be permitted by applicable law or appropriate for a given member’s situation. Members are advised to consult with appropriate professionals concerning legal, medical, tax, or accounting issues, before implementing any of these tactics. Neither The Advisory Board Company nor its officers, directors, trustees, employees and agents shall be liable for any claims, Project Director liabilities, or expenses relating to (a) any errors or omissions in this report, whether caused by The Advisory Board Company or any of Monica Westhead its employees or agents, or sources or other third parties, (b) any recommendation or graded ranking by The Advisory Board Company, or (c) failure of member and its employees and agents to abide by the terms set forth herein. The Advisory Board is a registered trademark of The Advisory Contributing Consultant Board Company in the United States and other countries.
    [Show full text]
  • The Abcs of Forming an Advisory Board Some Ceos and Company Owners Don’T Think They Need Any Outside Advice, but Most Do
    ADVISORY BOARDS The ABCs of forming an advisory board Some CEOs and company owners don’t think they need any outside advice, but most do. An advisory board can make a business leader look very smart when used effectively. By Dennis Cagan D96N’H7JH>C:HH8A>B6I: is more If you are required to have directors, you could also challenging than at any time in history. add an advisory board. One of the byproducts of the informa- An important step is to be able to clearly articu- tion revolution in general, and mobile late the charter, or role, of either board. Establish communications and the Internet in clear objectives, standards, goals and tasks for Tparticular, is the compression of time and the ubiq- the members. An important consideration is the uity of information. There is more competition in bandwidth required of management to organize every field, both domestically and especially inter- and manage the advisors. They need frequent at- nationally. There are more regulations governing tention to update them on company activities and every aspect of industry, and in virtually every field solicit their contributions. Another consideration there are multiple facets requiring increasingly spe- is the resources to compensate them — fees and/or cific experience and knowledge. The granularity of equity. Also, does your company have the person- issues, business models, and management special- nel and infrastructure to follow through on what- ties is overwhelming. ever advice, guidance, or introductions an advisory As the owner or CEO of any company, private board member provides? or public, whether you already have a board of directors or not, an advisory board is an increas- The key difference ingly popular option for getting in-depth advice Although the differences between advisors and di- from a number of experts.
    [Show full text]
  • Function and Value of Advisory Boards for Academic Programs
    Function and Value of Advisory Boards for Academic Programs Types and Functions of Advisory Boards John McElroy, PhD, CFLE and Linda Dove, MS, ZA, Western Michigan University [email protected], [email protected] Creating and Maintaining a Family Studies Advisory Board Bryce Dickey, MS, CFLE, Western Michigan University [email protected] The Role of Advisory Boards in Assessment Karen Blaisure, PhD, LMFT, CFLE, Western Michigan University [email protected] Benefits of Advisory Boards for Students, Faculty and Board Members Linda Dove, MS, ZA, Western Michigan University [email protected] Faculty and administrators at colleges and universities are accountable to stakeholders for the relevancy and quality of academic programs. Advisory boards can support academic program accountability by providing guidance and feedback and serving as partners in research and community collaborations. This symposium will address the roles of advisory boards in academic programs. In four presentations, we will examine: 1) various types and functions of boards; 2) effective board construction and functioning; 3) examples of how a board participates in assessment; and 4) benefits of an advisory board. We will weave lessons learned throughout the symposium and will allow for 30 minutes of discussion with audience members. Participants in the symposium will receive a packet of information that includes a summary of the points covered in the presentation, a graphic display of how an advisory board fits within an assessment plan, and a resource list. The first presentation will define the types and functions of advisory boards, with further description of those in use in departments of family studies and family and consumer education.
    [Show full text]
  • Global Business Analysis Group Advisory Board
    Global Business Analysis Group Advisory Board ALYSON CRAFTON has a B.S degree in psychology and an MBA in finance, both from the University of Oregon. She has almost 20 years of experience in a variety of supply chain roles at Intel Corp. She is currently the general manager of Intel Information Technology’s Cross Enterprise Services organization and is responsible for the development and support of all IT systems for finance, human resources, and law and policy, as well as the IT-wide team for user experience and business process excellence. Alyson is also the executive sponsor of Intel’s Women at Intel Network for the Oregon locations. DOUG KEMPER is director of International Banking Services of Washington Trust Bank. president and CEO of the Export Finance Assistance Center of Washington. He has many years of commercial banking and trade finance experience with regional and community banks based in Seattle, Portland and Los Angeles including Rainier/ Security Pacific Bank, KeyBank, Washington Mutual Bank and Commerce Bank of Washington. He commenced his financial services career as a U.S. Treasury Department/OCC ational bank examiner based in Seattle and London. He has served on the board of directors of several international business and educational organizations including as chairman of the Trade Development Alliance of Greater Seattle and the World Trade Center Tacoma. Doug is a graduate of Oregon State University (’69) with a B.S. degree in international business and the Pacific Coast Banking School. DAVID KRATOCHVIL is the managing director of Quandary Business Solutions, an operations, logistics and acquisition consulting business, and a consultant for ChinaWest LLC, a business and operations facilitations advisory group.
    [Show full text]
  • Consumer Advisory Board Manual
    Consumer Advisory Board Manual FOR HEALTH CARE FOR THE HOMELESS PROJECTS National Consumer Advisory Board May 2009 38 The National Consumer Advisory Board (NCAB) is comprised of individuals who have experienced homelessness and who serve on Consumer Advisory Boards or in similar capacities as advisors to local Health Care for the Homeless projects. The original manual was written by the late Ellen Dailey, Chair of the National Consumer Advisory Board and Vice President of the Board of Directors of the Boston Health Care for the Homeless Program. This May 2009 revision is dedicated to her memory. Gratitude is also due to Reginald Hamilton and National Health Care for the Homeless Council staff and interns who contributed to this edition. Except where otherwise noted, all photographs were taken by Sharon Morrison, an HCH Nurse and Council Trainer from Boston. Health Care for the Homeless projects are community-based organizations funded by the Bureau of Primary Health Care within the Health Resources and Services Administration, U.S. Dept. of Health and Human Services. This manual is published on behalf of the National Consumer Advisory Board by the National Health Care for the Homeless Council P.O. Box 60427 Nashville TN 37206-0427 615/226-2292 www.nhchc.org This project was supported by a grant from the Health Resources and Services Administration, U.S. Dept. of Health and Human Services, to the National Health Care for the Homeless Council, Inc. 2 3 TABLE OF CONTENTS Introduction ......................................................................................................................................................4
    [Show full text]
  • MEPPA Advisory Board
    MEPPA's Advisory Board What the Law Requires and How to Build the Board Introduction The Nita M. Lowey Middle East Partnership for Peace Act of 2020, Pub. L. No. 116-260, Title VII (MEPPA) requires that the USAID “Administrator shall establish an advisory board” of outside advisors (the “Board”). MEPPA § 8004(d)(1). What should this Board look like, and how will it function? Based on the language, structure, and purpose of MEPPA, below are some key questions and answers, as USAID and other agencies consider implementation. Highlights ● The People-to-People Partnership for Peace Fund (PFP) Advisory Board is required by law and has 13-15 seats. ● The USAID Administrator appoints one to three seats. Specified congressional leaders in both parties appoint the remainder. ● Foreign nationals could occupy any seat, but two seats are reserved for foreign representatives. ● Many Board functions remain to be determined. They include at least: (1) advising on types of projects to fund, and (2) consulting with State/USAID to inform reports to Congress. ● Qualifications include regional, conflict mitigation, and people-to-people expertise/experience. ● International participation on the Board furthers MEPPA’s preferences for international partnership and leverage. The Board is thus an ideal forum to explore creating a larger, centralized international fund and can advise on U.S. involvement in such a fund. Who sits on the Advisory Board, and who appoints them? The Act defines Board members more by how they are appointed than by who they are. Under the Act, the Board “shall” have at least 13 members. Id. § 8004(e)(2)(A).
    [Show full text]
  • How to Develop a Successful Board of Advisors (...And Why You Should!)
    How to Develop a Successful Board of Advisors (...and Why You Should!) By Er ic Graham In today’s rapidly changing and highly competitive markets, many privately held companies are cr eating outside advisory boards to give ow ners and CEOs fresh, knowledgeable advice. Even for small businesses, setting up an advisory board can give you a significant advantage over competitors that ar e rely ing solely on inter nal talent. An exper ienced and w ell-connected board of advis ors can help your business grow and prosper in w ays you’v e never imagined. What is a Board of Advisors? An advis ory board is an outside group that is infor mally organiz ed to prov ide business ow ners and cor porate leaders w ith support, advice and ass istance. While formal boar ds of dir ectors have legally defined res ponsibilities and fiduciary duties, advisory boar ds have no for mal pow er or binding legal authority. They serve at the pleasur e of the business ow ner or CEO. Be ne fits of an Advis ory Bo ar d There are several adv antages that companies w ith adv isory boar ds have over th eir c ompe t itio n. A bo ar d of f er s yo ur bus i nes s : An unbiased outside pers pective. Incr eased corporate accountability and discipline. Enhanced CEO and management effectiveness. Gr eater credibility w ith inv estors, vendors and customers . Help in avoiding costly mistakes. Rounding out s kills and ex per tis e lacking in current management team.
    [Show full text]
  • ITIL Business Relationship Management Explained
    ITIL Business Relationship Management Explained Business Relationship Management (BRM) is the part of the ITIL framework that deals with anticipating current and future customer needs. It is primarily defined in theService strategy phase which contains the following major processes, aside from BRM: Service portfolio management Financial management for IT services Demand management Strategy management for IT services In short, with BRM, the value of service delivery is optimized for the customer, strengthening the relationship between client and organization. Download Now: ITIL 4 Best Practice e- Books These all-new for 2020 ITIL e-books highlight important elements of ITIL 4 best practices. Quickly understand key changes and actionable concepts, written by ITIL 4 contributors. Free Download › Free Download › In addition to Service Strategy, BRM impacts other parts of the lifecycle in a number of ways. Service design Due to the close relationship between Service Strategy and Service Design (which includes Service Level Management or SLMs), a few processes require the principles of BRM. However, the line between SLM and BRM is sometimes poorly defined. SLM proactively ensures that service levels are delivered consistently to clients, which requires the Business Relationship Manager to be continuously involved in the process. Other functions closely related to SLM such as availability and capacity are also impacted by BRM involvement. Service operation The Service operation part of the ITIL lifecycle offers opportunities for the Business Relationship Manager to participate in Incident Management and Problem Management. He or she is responsible for liaising between the client and the organization regarding incidents as well as collecting customer feedback.
    [Show full text]
  • Treasury and Trade Solutions Client Advisory Board Brochure
    Treasury and Trade Solutions Client Advisory Board Advisory.Insights.Solutions. CITI’S TREASURY AND TRADE SOLUTIONS CLIENT ADVISORY BOARD MEMBERS ARE CITI’S MOST VALUED AND TRUSTED PARTNERS. YOUR INPUT DIRECTLY ENRICHES OUR THINKING AND HELPS US WITH THE DEVELOPMENT OF BETTER SOLUTIONS FOR YOU. GETTING TO KNOW CITI’S TREASURY AND TRADE SOLUTIONS CLIENT ADVISORY BOARD The Citi Treasury and Trade Solutions (TTS) Client Advisory Board (CAB) is a forum that has brought our most valued, strategic clients together with Citi’s innovation experts and business seniors to discuss industry developments and changing trends for the past 12 years. The Board is composed of an exclusive group of senior treasury professionals from our top clients around Michael Guralnick the world. Global Head, Corporate and Public Sector Sales & Global Marketing THEIR FEEDBACK IS CRITICAL IN Treasury and Trade Solutions, CRAFTING OUR STRATEGIES AND Citi INNOVATIONS GOING FORWARD. As part of the CAB agenda, Citi introduced the Treasury Leadership Forum. The Treasury Leadership Forum is an innovative professional development program designed exclusively for our CAB members. Most recently the Treasury Leadership Forums were developed and presented in partnership with New York University, Wharton School of Business, INSEAD and Imperial College London. CAB at a Glance Benefits • Dynamic, in-person meetings 15+ Countries • Exclusive, board member-only webinars covering latest trends and hot topics • Access to the secure CAB website with timely news, events, white papers 39% and videos Industrials • Peer networking opportunities • Priority access to Citi Seniors 5% Energy 18% Consumer 100% satisfaction with CAB event 9% Healthcare 17% More than 100 Technology sessions held since CAB established 10% Communications More than 22 EVENTS held since CAB established 1% Power A Sample of our CAB Agendas: Spring 2019 Client Advisory Board 11:00 a.m.
    [Show full text]
  • What Kind of Board Are You?
    What Kind of Board Are You? By E. Grant MacDonald Non -profit organizations, government agencies and many businesses operate with boards of directors or trustees.1 Different terms are often used to describe or capture the basic work or role of such boards. They may be accurately used or not. In the non-profit context board members are expected to serve in a voluntary capacity. Recognizing that some boards operate as “hybrids”, here are the main kinds of boards: Advisory Board An advisory board is a body that exists primarily to provide advice or counsel to an organization or to study a situation and make recommendations for action. Typically advisory board members have no legal responsibilities, are usually appointed rather than elected, and sometimes serve at the pleasure of a higher authority. Advisory boards may give direction to staff but typically have no formal authority over them. Occasionally one sees non-profit organizations with governing boards that meet regularly and advisory boards or councils to the governing board that meet less often. Governing Board A governing board is a group of people who are legally accountable for providing the leadership and oversight of an incorporated organization. The founding members usually make up the first board of directors. A governing board is usually elected at the organization’s annual general meeting from a larger group of members or shareholders. The board’s officers typically include a chair or president, a treasurer and a secretary. The term governing board usually refers to organizations large enough to employ executive or administrative staff. Usually the term governing board is synonymous with a policy or policy- making board.
    [Show full text]
  • Principles in the Governance of an Industry Advisory Board RESEARCH –TO–PRACTICE BRIEF
    1 // Research-to-Practice Brief // Lessons in Collaboration: Principles in the Governance of an Industry Advisory Board RESEARCH –TO–PRACTICE BRIEF Lessons in Collaboration: Principles in the Governance of an Industry Advisory Board By Cara DiMattina Understanding the organizational reating an industry advisory board (IAB)—also known as a business or industry advisory group, council or committee—to support the development of career and components of effective industry technical education (CTE) programs can have a multitude of benefits. An IAB advisory boards (IABs) helps all is defined as “a selected group of individuals who are not part of the education parties better reach their goals. system, but who meet together on a regular basis to advise or guide the development of an This paper will: educational program, project or initiative” (Pawlowski & Meeder, 2012, pg. 3). The purpose of such a relationship between local businesses and education institutions or programs is to provide a current resource of informed perspectives on the trends occurring within industry • review the research on and the workforce that would otherwise not be represented (Schwartz, 1999). IABs have a long IABs and on organizational history of supporting and fostering CTE programs by bringing together employer and industry development and representatives, educators, administrators and other stakeholders such as labor and economic development representatives. However, there are a number of challenges in establishing these collaboration partnerships, making them difficult to effectively create and maintain over time (Hightower, • provide tips on applying 2006). Challenges may include goals that are too narrow or too complex, or competing ideas, these lessons in your CTE personalities and motivations of stakeholders and board members.
    [Show full text]