ATP-5-0-2-1 Staff Reference Guide Volume 1 Download
Page 168 of 440
Chapter 4 152 ATP 5-0.2-1 07 December 2020 MEETING BASICS 4-54. Efficient meetings help build and maintain shared understanding, facilitate decision-making, and coordinate action. To ensure meetings are organized well and achieve what is intended, staff leads develop instructions for each meeting to include the following: Purpose. Frequency, duration, and location. Medium (face-to-face, video teleconference, and others). Expected participants (staff lead, chairperson, and members). Required inputs (for example, updated collection plan). Expected outputs (for example, approved target nominations). Agenda. 4-55. Clearly defining the purpose and desired outputs of each meeting helps determine required inputs, meeting membership, and outputs expected. One technique is for the COS or XO to bring the staff together to discuss, modify, and approve the instruction for each meeting as part of battle rhythm development. Following approval by the COS or XO, meeting instructions become parts of the unit's SOP. MEETING NOTES 4-56. Recording and sharing the results of each meeting helps maintain shared understanding internal and external to the headquarters. Staff leads capture relevant information at the conclusion of each meeting to include issues, recommendations, decisions, guidance, and tasking. The unit's knowledge management plan should provide a standard format for meeting notes and provide instructions on where to place and how to access meeting notes on the unit's web portal. An example format for meeting minutes includes— Meeting title. Date and time group. Attendees. Meeting summary to include— Issues raised. Recommendations determined. Decisions made. Guidance offered. Taskings or due-outs. BOARDS AND WORKING GROUPS 4-57. The commander establishes boards and working groups to bring together cross-functional expertise to coordinate action, solve problems, and make decisions. The primary difference between boards and working groups is the level of authority granted to boards by the commander. Commanders chair boards or grant decision-making authority to boards within a specific functional area. Working groups coordinate action and develop recommendations for approval by the commander or a board. Boards and working groups conduct meetings that are scheduled on the unit's battle rhythm. Boards 4-58. Commanders establish boards and assign responsibilities and decision-making authority for each board. The output of a board is a decision. The commander or a senior leader chairs boards with members of the boards consisting of staff elements, subordinate commands, and other organization representatives as required. Typical boards found on the unit's battle rhythm include— Operations assessment board. Plans synchronization board. Sustainment board. Targeting board.