Meetings Management
Implementing effective meeting procedures is the responsibility of various individuals (usually the Chair). However, it is the board’s responsibility to establish what those procedures are.
Regular Meetings
Volunteers have many demands on their time. If an organization persists in a pattern of unproductive, listless, unclear or dreary meetings, it will soon begin to lose its volunteers. It is important that meetings be as effective as possible and that they incorporate the social needs of those involved in the meeting. Humour, time for informal discussion and opportunities to get to know one another will ensure that meetings are fun as well as efficient and effective. Successful meeting results are determined not only by what happens during a meeting but by events before and after the meeting as well.
Before - Advance Preparation for Meetings
It is important to ask yourself certain questions while planning a meeting:
What?
What is the purpose of the meeting? What are the desired outcomes of the meeting?
Why?
Is the meeting necessary or is there another way to achieve the purpose? To answer this question, visit the Meetings Option Matrix. It is estimated that over 50% of meetings could be replaced by other forms of communication such as memos, letters, conference calls, face-to-face discussion, and e-mail.
Most of the time, a board meeting should be held for the purposes of:
- Decision-making
- Problem-solving
- Planning at the organizational level
- Evaluation
Other purposes (idea generation, data-gathering, sharing, planning for specific events and projects, etc.) are best done by committees or in other ways.
Who?
Who are the people responsible for each item? Who are the decision-makers and who is knowledgeable when it comes to discussing the items on the agenda?
When?
When is the most appropriate time for the meeting? Keep in mind participant schedules and deadline dates for action.
Where?
Select a facility that is both convenient and appropriate. What type of support services or equipment will be required? (e.g. flip charts, equipment for power point presentations, conference call capability, etc.).
How?
Usually prepared by the Chair of the meeting, the written agenda will guide the discussions and decisions of the meeting. Its distribution prior to the meeting with the minutes from the previous meeting is a critical factor in ensuring that participants arrive prepared and ready to contribute in a meaningful way.
A good agenda meets the following requirements:
- All items should relate to the mandate of the board – make sure the board is not spending time on tasks that are really the responsibility of staff, committees, or volunteers.
- Most items should focus on an action or a decision.
- The purpose of each item should be clearly indicated on the agenda.
- A realistic time period should be set for each item.
Preparing for an effective board meeting involves two types of tasks:
1. Preparing an agenda
- Review past minutes and consider items to come forward
- Confer with Executive Director and the committee Chairs or staff liaison
- Ask members if there are any other items that need to be on the agenda
- Allocate a period of time to each item
- Ensure that the person responsible for each item will attend the meeting
- Circulate agenda prior to the meeting
2. Providing background material
The board must establish what information it wants to receive from staff and committees. Which items are reported to the board and which are not? How detailed does the information need to be? What format is most helpful? In considering these questions, keep in mind the purpose of board meetings- make sure that the information relates to the purpose.
Ensure that there is sufficient relevant information to allow a full discussion of each item, but not excessive information that drowns the board in detail – experiment a little to find the right balance for your board.
The person responsible for each agenda item normally prepares the background material.
The Role of Participants in Meetings
Participants share responsibility for the success of a meeting. Judy Kent in Effective Organizations outlines a number of responsibilities of participants:
- Review the agenda and all available information before the meeting;
- Attend all board meetings and inform the Chair in advance if you are unable to attend;
- Arrive on time for the meeting and remain until the scheduled time for adjournment;
- Participate fully in discussions;
- Listen with an open mind to the opinions of others, and seek common ground and shared solutions;
- Encourage others to participate in the discussions;
- Volunteer for tasks where help is requested and where you can make a contribution;
- Follow through on any responsibilities assigned at the meeting.
Minutes
Because the board has legal responsibilities and liabilities, it is important that a formal record of its decisions be kept. In some cases, a decision can be recorded in the minutes as a consensus, without a mover, seconder and vote. However, in other cases, especially where financial and legal issues are involved, a formal motion may be better to use. In all cases, the decision must be clearly stated in the minutes and the wording approved by the board. Some boards include both decisions and discussion in the minutes. This is helpful for board members who have missed meetings or for the convenience of future boards who wish to understand the reasoning behind decisions. However, this can also become onerous and should not be regarded as the only way to convey information.
In order to provide an accurate and useful record of the meeting the person responsible for the minutes needs to:
- Record the decisions of the meeting indicating the decision process (by consensus or by formal vote on a motion which is moved/seconded/carried, etc.);
- Record follow-up actions and indicate who is responsible for each;
- Create a summary highlighting the topics discussed during the meeting.
Boards assign responsibility for taking minutes in various ways. Options include:
- A staff person (e.g. administrative assistant) prepares draft minutes which are checked by the board Secretary;
- The Board has a Recording Secretary;
- Responsibility rotates among board members.
Motions
To propose a motion:
1. A member addresses the Chair.
2. The Chair recognizes the speaker.
3. The speaker says, “I move that...” and delivers or reads the motion.
4. Another member raises a hand to be identified by the Chair and secretary and says, “I second the motion,” ensuring the motion has the support of more than one member.
5. The Chair says, “It has been moved by ______________ and seconded by ______________ that _______________. Is there any discussion?”
6. The mover usually speaks first. Then an opportunity to speak must be given to anyone wishing to support or oppose the motion.
7. At the end of the discussion, the Chair says, “If there is no further discussion (pause), the motion is that_______________. All in favour?” The Chair pauses while a count is taken. “Opposed?” Again, a pause, and then, “The motion is carried (or defeated/ lost).”
Explanation of Motions
|
Type of Motion |
Purpose of Motion |
Requires Seconder |
Requires Discussion |
Can be Amended |
Vote Required
|
|
To table |
To clear floor for more urgent business/ set aside |
Yes |
No |
No |
Majority |
|
To amend |
To improve motion |
Yes |
Yes |
Yes |
Majority |
|
To refer to |
To allow more careful committee consideration |
Yes |
Yes |
Yes |
Majority |
|
To limit or extend discussion to certain time |
To provide more or less time for discussion |
Yes |
No |
No |
2/3 |
|
To call for the vote |
To end discussion immediately and vote |
Yes |
No |
No |
2/3 |
|
To raise a question or privilege |
To bring up an urgent matter due to undesirable conditions |
No |
No |
No |
Majority |
|
To recess |
To secure a rest |
Yes |
Yes |
Yes |
Majority |
|
To adjourn |
To end the meeting |
Yes |
No |
Yes |
Majority |
|
To rise to a point of order |
To enforce rules or call attention to rule violation |
No |
No |
No |
Majority |
|
To appeal ruling made by Chair |
To determine attitude of assembly on ruling made by Chair |
Yes |
Yes |
No |
Majority |
|
To suspend rules temporarily |
To allow special action not possible within the rules |
Yes |
No |
No |
2/3 |
|
To withdraw motion |
To prevent vote or inclusion in minutes |
No |
No |
No |
Majority |
|
To object to consideration of a motion |
To prevent wasting time on an unimportant decision |
No |
No |
No |
2/3 |
|
To rescind |
To repeal motion discussion |
Yes |
Yes |
Yes |
Majority |
|
To ratify |
To approve previous action taken |
Yes |
Yes |
Yes |
2/3 |
After the Meeting - Evaluation and Follow-Up
Everything does not end once the meeting is over. The end of one meeting is really the beginning of the next one. Undoubtedly, some items will be finished or completed at a meeting while others will require action to be taken between meetings to sustain momentum and achieve goals.
Evaluation
Opportunities for constructive feedback reduce the likelihood of repeating ineffective procedures time after time, increase the likelihood of skill development, and provide an occasion to celebrate success.
Follow-up
Before the meeting adjourns, the Chair must ensure that items for action are clearly stated and delegated. Between meetings the Chair monitors progress on the action items with the individuals to whom they were designated.
Minutes
Timely circulation of the minutes acts as a valuable reminder about tasks that need to be completed, especially to individuals who are responsible for action items. Circulation of the minutes can be timed to occur at the most helpful point in the organization’s meeting cycle.
Process Monitoring
Some boards are very serious about ensuring that meeting processes are participatory and open. These boards designate one person to monitor how well people are participating. This person often reviews the evaluations of each meeting and offers suggestions for improving the process.