Literacy Basics - Community Literacy of Ontario

Agendas and reports

One of the best ways to hold effective meetings is to put thought into the agenda, distribute it prior to the meeting, and then stick closely to it during the meeting.  Ideally agendas should note:

• Topics/issues to be covered at the meeting
• Action required for each topic/issue (i.e., information only, discussion, decision)
• The person responsible for leading the discussion or providing information
• A timeline associated with each item

Some organizations, in keeping with their governance structure, have standing items that appear on the agenda such as a report from the governance or nominating committee. Some organizations ensure there is time at every meeting to discuss the organization's strategic plan and succession plan, especially in relation to goals achieved related to the plans. It can also be helpful to include the organization's mission statement on the agenda as a constant reference and focus.

Boards that work under a policy-governance model have clearly laid out rules about what appears on an agenda that often link to the organizations ‘ends’—in other words the goals of the organization and the results it hopes to achieve through its existence and work (see Policy Governance.com The Authoritative Website for the Carver Policy Governance® Model. However, all boards can borrow from the policy-governance model when it comes to setting an agenda by asking a simple question: “whose issue is this---the board's or staff?” If the answer is the board then the item should be added to the board meeting agenda; if the answer is staff then it is better left for the Executive Director to deal with.

A sample agenda that represents the typical format and content of a board meeting can be viewed at Free Management Library at http://managementhelp.org/boards/agenda.htm.

Most boards in an effort to be effective and efficient will avoid one-way communication, i.e., having someone read a report or present information that requires no discussion or action. An Executive Director who reads through a list of activities that have occurred since the last meeting or a fundraising committee representative who reads committee meeting's minutes is not only inefficient but can be tedious and boring. It's more appropriate to include the reports and any updates in the board package and have members read it beforehand. The chair should acknowledge the reports during the meeting and ask for any specific questions, concerns or further discussion; otherwise reports should receive no further attention at the meeting.

The same can apply to correspondence. Many organizations receive a large quantity of information between board meetings. The board package sent prior to the meeting can include a list of the correspondence and copies (if feasible and warranted). Members who want to look at the information can do so prior to or after the meeting, but time is not devoted to correspondence at the meeting unless board input is needed.

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