1. CONDUCTING EFFECTIVE COMMITTEE MEETINGS
Jason Geesu
Principal Project Officer
SINGO
North QLD Region

2. Overview Basic Steps for ensuring effective meetings
The ideal meeting Agenda
How to prepare your Minutes and reports
The role of the Chairperson
Common committee ills

3. TYPES OF MEETINGS Annual General Meeting recap on the years progress
chart a direction for the future
elect new members or office bearers
Extraordinary Meetings
for urgent decision making between general meetings
Committee Meetings
held regularly to discuss particular issues
Sub-committees
Retreats

4. Formal – adhering to strictly defined rules/ Informal
MEETING STRUCTURE
Formal – adhering to strictly defined rules/ Informal
Held in:
Committee room/member’s house or local restaurant
Decisions:
Formal voting
Show of hands
Consensus – discussion until general agreement is reached
Majority rules processes – refer to your constitution
Meetings can be:
Held behind closed doors (subject to strict rules of confidentiality)
Fully open to the public
Open with confidential modes for discussion of sensitive issues

5. 5 Basic Elements to ensure Effective Meetings
Clear purpose (why are we here?)
Good Procedures
Appropriate Content (what is the meeting about?)
Effective Chairing
A clear decision making process

6. PURPOSE OF MEETINGS Decision making Identifying problems
Planning for the future
Motivation and encouragement
Sharing of ideas
Allocation of tasks
Regular updates on relevant issues
Getting to know each other

7. GOOD MEETING PROCEDURES
Everyone arrives early – the meeting starts on time
The meeting Agenda, Minutes of previous meeting, Reports and any associated documentation has been circulated and read in advance
A 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 hand
9. Everyone has opportunity to have their views heard (no one person dominates the debate)
10. Decisions are clarified
11. Individual responsibilities and actions are clarified
12. Meeting finishes on time (or early)

9. MEETING MINUTES Before the meeting:
Decide how you will take notes (pen/paper, laptop, recording
device)
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 upon
Note any follow up decisions to be voted on at future meetings
Decisions taken should address the: what, who, when, how and how much
List action items in the body of the Minutes & highlight when distributed
Note 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 possible
Proof read before sending
Circulate prior to the next meeting
Minutes – 7 days after – allow time for action items to be undertaken
Agenda & Reports (Financial, CEO etc) 3-7 days before next meeting

12. MINUTES CHECKLIST Name of your organisation
Date, time and place of meeting
Names of those attending
Names of apologies provided and absentees
Time meeting actually opened
Topics of business (in reference to the Agenda)
Summary of the result of the discussion for each item of business
Accurate wording for each motion
Name of Mover and Seconder for each motion
Result of each vote
Name of person responsible for following up each action
Time the meeting actually closed
Date, time and place of next meeting
Chairperson sign the Minutes (each archival page?) after they have been approved.

13. REPORTS
In writing (verbal – difficult to record, vital information may be forgotten)
- Paid Staff
- Chairperson
- Sub-Committee convenors
- Program/Project Coordinators
Strategic – 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 TOR
Attached to the Archival Minutes
Circulated with the Agenda

14. THE ROLE OF THE CHAIR The Ideal chair
Leads by example – ensures meetings start and finish on time
Conducts meetings skillfully – knows the rules and can steer members through the Agenda keeping discussion and debate on track and to a reasonable timeframe
Is a team builder – everyone gets a chance to speak
Ensures discussion is courteous at all times
Is 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 discussions
Ensures 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 issues
Has a deep commitment to the organisation
Has an eye to her/her eventual departure

16. NON-ATTENDANCE Vacancies The right time for the meeting?
Issues to be considered:
Vacancies
The right time for the meeting?
Exploring other communication options
Lack of information and support (mentoring)
Unsure of role and responsibilities
Lack of recognition (remember the committee member)
Under utilisation of specific skills and experiences
Self examination – why am I here?

17. SUB COMMITTEE
Is set up as a smaller group who takes responsibility for managing
a specific aspect of the committees responsibilities such as
fundraising or managing a specific project like a music event.
Advantages could be:
Cuts down on the workload and meeting time of the Management Committee
Allows members with specific skills and interests to be involved
Ensuring that the best possible skills and knowledge are being used to govern the organisation
Initial 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 incorrect
What 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
CONCLUSION
Thank You Jason Geesu North QLD Region