Presentation on theme: "CONDUCTING EFFECTIVE COMMITTEE MEETINGS"— Presentation transcript:
1 CONDUCTING EFFECTIVE COMMITTEE MEETINGS Jason GeesuPrincipal Project OfficerSINGONorth QLD Region
2 Overview Basic Steps for ensuring effective meetings The ideal meeting AgendaHow to prepare your Minutes and reportsThe role of the ChairpersonCommon committee ills
3 TYPES OF MEETINGS Annual General Meeting recap on the years progress chart a direction for the futureelect new members or office bearersExtraordinary Meetingsfor urgent decision making between general meetingsCommittee Meetingsheld regularly to discuss particular issuesSub-committeesRetreats
4 Formal – adhering to strictly defined rules/ Informal MEETING STRUCTUREFormal – adhering to strictly defined rules/ InformalHeld in:Committee room/member’s house or local restaurantDecisions:Formal votingShow of handsConsensus – discussion until general agreement is reachedMajority rules processes – refer to your constitutionMeetings can be:Held behind closed doors (subject to strict rules of confidentiality)Fully open to the publicOpen with confidential modes for discussion of sensitive issues
5 5 Basic Elements to ensure Effective Meetings Clear purpose (why are we here?)Good ProceduresAppropriate Content (what is the meeting about?)Effective ChairingA clear decision making process
6 PURPOSE OF MEETINGS Decision making Identifying problems Planning for the futureMotivation and encouragementSharing of ideasAllocation of tasksRegular updates on relevant issuesGetting to know each other
7 GOOD MEETING PROCEDURES Everyone arrives early – the meeting starts on timeThe meeting Agenda, Minutes of previous meeting, Reports and any associated documentation has been circulated and read in advanceA well structured Agenda (items presented in logical order)Chair familiar with meeting rules and effective in enforcing (neutral)Committee members familiar with rules and respectful of the Chair (and each other)Business is conducted neither too quickly or too slowly
8 GOOD MEETING PROCEDURES (cont) 7. Everyone contributes to the discussion (sensitivity to all participants)8. Discuss only the issues or topics at hand9. Everyone has opportunity to have their views heard (no one person dominates the debate)10. Decisions are clarified11. Individual responsibilities and actions are clarified12. Meeting finishes on time (or early)
9 MEETING MINUTES Before the meeting: Decide how you will take notes (pen/paper, laptop, recordingdevice)Use the Meeting Agenda to formulate an outline
10 MEETING MINUTES During the meeting: Record the issues discussed, major points raised, decisions taken and actions agreed uponNote any follow up decisions to be voted on at future meetingsDecisions taken should address the: what, who, when, how and how muchList action items in the body of the Minutes & highlight when distributedNote any follow up or decisions to be voted on at future meetings.Coding system for document control
11 MEETING MINUTES After the meeting: Type up the Minutes as soon as possibleProof read before sendingCirculate prior to the next meetingMinutes – 7 days after – allow time for action items to be undertakenAgenda & Reports (Financial, CEO etc) 3-7 days before next meeting
12 MINUTES CHECKLIST Name of your organisation Date, time and place of meetingNames of those attendingNames of apologies provided and absenteesTime meeting actually openedTopics of business (in reference to the Agenda)Summary of the result of the discussion for each item of businessAccurate wording for each motionName of Mover and Seconder for each motionResult of each voteName of person responsible for following up each actionTime the meeting actually closedDate, time and place of next meetingChairperson sign the Minutes (each archival page?) after they have been approved.
13 REPORTSIn writing (verbal – difficult to record, vital information may be forgotten)- Paid Staff- Chairperson- Sub-Committee convenors- Program/Project CoordinatorsStrategic – closely aligned to the Strategic and Business Plans and to KPI’s (funding or position description)In template form- a list of headings that will help capture the essential information the committee requires- Sub-committees format aligned to purpose and TORAttached to the Archival MinutesCirculated with the Agenda
14 THE ROLE OF THE CHAIR The Ideal chair Leads by example – ensures meetings start and finish on timeConducts meetings skillfully – knows the rules and can steer members through the Agenda keeping discussion and debate on track and to a reasonable timeframeIs a team builder – everyone gets a chance to speakEnsures discussion is courteous at all timesIs a consensus builder – aims to bring everyone along
15 THE ROLE OF THE CHAIR (cont) Is fully informed and informs fully – ensures all members have the information they need to make informed decisions and take part in discussionsEnsures decisions are make according to the policies of the organisation (conflict of interest and code of conduct etc)Has the respect and trust of his/her committee colleagues – can keep a confidence and ensures fair discussion of the issuesHas a deep commitment to the organisationHas an eye to her/her eventual departure
16 NON-ATTENDANCE Vacancies The right time for the meeting? Issues to be considered:VacanciesThe right time for the meeting?Exploring other communication optionsLack of information and support (mentoring)Unsure of role and responsibilitiesLack of recognition (remember the committee member)Under utilisation of specific skills and experiencesSelf examination – why am I here?
17 SUB COMMITTEEIs set up as a smaller group who takes responsibility for managinga specific aspect of the committees responsibilities such asfundraising or managing a specific project like a music event.Advantages could be:Cuts down on the workload and meeting time of the Management CommitteeAllows members with specific skills and interests to be involvedEnsuring that the best possible skills and knowledge are being used to govern the organisationInitial step to involving people more fully in the Management Committee
18 COMMON COMMITTEE ILLS The Dilemma: A decision was made at a Management Committee meeting when one member was unable to attend. That person now feels that the decision was not in the best interests of the organisation. They have been telling group members as well as other groups and funding bodies that they believe the decision is incorrectWhat is the problem for the Management Committee?What solutions are possible?Which course of action will you advise?
19 Thank You Jason Geesu North QLD Region 4799 7426 CONCLUSIONThank You Jason Geesu North QLD Region