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

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. 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 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. CONCLUSION Thank YouJason GeesuNorth QLD Region4799 7426 jason.geesu@communities.qld.gov.au