They provide advice where none is wanted, and they get involved in affairs that should be left for program directors, staff, or faculty. Effective advisory committees avoid both extremes. Even within this definition of effectiveness, however, can be a broad range of activity. Some advisory committees serve mostly as boosters, raising funds, providing connections to outside resources, promoting public relations, and, in general, providing important support and service while offering little or no advice. Committees that do provide advice range from those whose focus and direction are carefully directed by the staff, administration, or faculty to those with significant independence whose advice covers a wide scope and range of topics.
Some committees provide service as well as advice.
Determining how many advisory committees are effective is difficult for two reasons. First, not everyone agrees on the definition of effectiveness. Some deans or program directors, for instance, might be happy with a ceremonial committee comprised of high-profile individuals in the community who meet once a year and say nice things about the program. Other administrators, who reluctantly establish an advisory group because of an external mandate, might be pleased to have it exist solely on paper. Some deans might be very happy to have a committee of advisers to call on for individual consultation and advice.