Transcript Grey PowerPoint Template - Volunteering North Queensland

CONDUCTING
EFFECTIVE COMMITTEE
MEETINGS
Jason Geesu
Principal Project Officer
SINGO
North QLD Region
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
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
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 Basic Elements to ensure Effective Meetings
1. Clear purpose (why are we here?)
2. Good Procedures
3. Appropriate Content (what is the meeting about?)
4. Effective Chairing
5. A clear decision making process
PURPOSE OF MEETINGS
1. Decision making
2. Identifying problems
3. Planning for the future
4. Motivation and encouragement
5. Sharing of ideas
6. Allocation of tasks
7. Regular updates on relevant issues
8. Getting to know each other
GOOD MEETING PROCEDURES
1. Everyone arrives early – the meeting starts on time
2. The meeting Agenda, Minutes of previous meeting, Reports and
any associated documentation has been circulated and read in
advance
3. A well structured Agenda (items presented in logical order)
4. Chair familiar with meeting rules and effective in enforcing
(neutral)
5. Committee members familiar with rules and respectful of the
Chair (and each other)
6. Business is conducted neither too quickly or too slowly
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)
MEETING MINUTES
• Before the meeting:
•
•
Decide how you will take notes (pen/paper, laptop, recording
device)
Use the Meeting Agenda to formulate an outline
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
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
MINUTES CHECKLIST
1. Name of your organisation
2. Date, time and place of meeting
3. Names of those attending
4. Names of apologies provided and absentees
5. Time meeting actually opened
6. Topics of business (in reference to the Agenda)
7. Summary of the result of the discussion for each item of business
8. Accurate wording for each motion
9. Name of Mover and Seconder for each motion
10. Result of each vote
11. Name of person responsible for following up each action
12. Time the meeting actually closed
13. Date, time and place of next meeting
14. Chairperson sign the Minutes (each archival page?) after they have been
approved.
REPORTS
1. In writing (verbal – difficult to record, vital information may be forgotten)
1. - Paid Staff
2. - Chairperson
3. - Sub-Committee convenors
4. - Program/Project Coordinators
2. Strategic – closely aligned to the Strategic and Business Plans and to KPI’s
(funding or position description)
3. 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
4. Attached to the Archival Minutes
5. Circulated with the Agenda
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
THE ROLE OF THE CHAIR (cont)
6. Is fully informed and informs fully – ensures all members have
the information they need to make informed decisions and take
part in discussions
7. Ensures decisions are make according to the policies of the
organisation (conflict of interest and code of conduct etc)
8. Has the respect and trust of his/her committee colleagues – can
keep a confidence and ensures fair discussion of the issues
9. Has a deep commitment to the organisation
10.Has an eye to her/her eventual departure
NON-ATTENDANCE
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?
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
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?
CONCLUSION
Thank You
Jason Geesu
North QLD Region
4799 7426
[email protected]