Page Comparison

Welcome!

Get the meeting started; review and understand the agenda

5

Xiaoli

Intros & Ice breaker

10

Xiaoli

1. Name, title, institution, what group you chair

2. If you weren’t doing your current job, what would you be doing?

Review group charge pp. 22-23

25

Xiaoli

https://libraries.universityofcalifornia.edu/groups/files/sils/docs/SILS_phase4_GovernanceStructurePackage_Endorsed.pdf (pages 2223-2324)

1. Basic questions to consider when looking at a deliverable:
   What is the deliverable?
   What will you do to achieve this deliverable?
   Who does the work?
   What are our working assumptions?

2. Deliverables:
   Is this an ongoing duty or is this a time-bound deliverable? Is this deliverable clear? Is there a handoff?
   Are any deliverables “hidden” in other areas of the charge?

3. Understand the timeline:
   Which deliverables come when?
   Which deliverables have to come first?
   What are the dependencies?

4. Interdependencies of groups:
   Know who you report to. How are you going to report?
   Know who you have to communicate with. How are you going to communicate with them?
   Which groups will you be working closely with?

5. When to escalate:
   No magic formula for escalating: you’ll know it when you get there.
   Per the SGTF instructions (p.29): Escalate when you need high-level consultation or are unable to reach a required consensus despite good-faith efforts When you are too uncomfortable to proceed, escalate.
   If you are in “deadlock” or “contentious discussion,” escalate.
   If it’s clear that it affects many other groups and more coordination is needed, escalate.
   If you need more resources to get through an issue, escalate.

Decision-making practices

Understand how best this group can make decisions

10

Caitlin

SGTF doc pp.9-12: supermajority, consent agenda, fist-of-five

Decision Types & Starter Mechanisms

Harmonization Principles review

• PPC as “triage” function: evaluating and moving issues to experts

• Other function requires some expertise around issues in order to answer - how much are we making decisions OR triaging.

“Pass it around as little as possible” → PPC handles all issues: trying to answer the question first, then assigns to FG if it needs deep review. Does this work?

PPC is the “vetting” group → all problems / questions / etc. come up to PPC first, who can then assign it back to the appropriate EL group.

Decision documenting process

Chairs understand about the decision pages

15

Caitlin

Review the Decision template (IC Decisions as example)

Understand expectations for PPC group, as a member of this group (as a chair of their own group, they will be creating these): As a member of the PPC, we review the decisions and approve them.

Understand which types of issues can be decided at the FG level (“little fish”) and which come up to the PPC (medium / big / whale).

FG recommends → PPC approves. Does this work?

Team Charter

15

Team

Team Charter

We can continue to think about how the group will work together for the first few weeks.

Tools

10

Neil

1. Confirm members have access to Slack, Shared Drive, Confluence. (See Resources for instructions)

2. Share Virtual meeting etiquette (see Resources)

3. Introduce Confluence for meeting notes and task tracking

4. Inform members Confluence will be “viewable” publicly starting in May.

5. Decision pages

•  Caitlin Nelson remove the Zoom link from the minutes.

Homework / Prep for next meeting

• PPC should review the Critical Issues (Phase 3) before their FG meetings.

• Contemplate: what is your vision for your functional area in the new SILS?

  • FG chairs and ELG chairs too - this is an opportunity to contemplate / envision.

Parking Lot

Save these issues for future discussion

TOTAL

90 / 90