Committees and Meetings - some thoughts, observations and reflections from Ginny Graham
It is a truth universally recognised that an organisation, once it grows beyond the initial vision of its founders, needs a governing committee. Such committees vary in nature, size and legal status. Guidance on the nature, composition and legalities of committees can be found on the website of bodies such as the Charity Commission, Wales Council for Voluntary Action or Voluntary Arts Network. These give sound, practical advice, and should be referred to for detailed information. However, there are things outside the legal frameworks which all committees, and all meetings, have in common, and this is a very general reflection on what (in my experience) makes for an effective, happy committee, with sound outcomes - whatever their function or context.
The following ideas may seem very obvious, but it's surprising how often the obvious can be overlooked.
The basics can be worth remembering ...
WHAT MAKES AN EFFECTIVE AND ENERGETIC COMMITTEE?
A committee is a team. All committee members should bring expertise and objectivity to their role. They should be clear and confident about the nature and function of the organisation, and their own role as committee members. A new committee needs to set out its protocols on how it will work; the regularity and location of full committee meetings; the use of sub-committees; responsibility for distribution of information; and, most important, the areas of the work of the organisation on which the whole committee (or individual officers) must be consulted before action is taken. A new committee must set its own parameters, and check these constantly to ensure that its systems are appropriate to the evolving needs of the organisation.
If the committee has observers, probably from umbrella or grant-giving bodies, they are not part of the decision-making process. They can, however, be very useful in giving requested information, and sometimes advice, especially to a new organisation which has not yet built up a body of expertise.
Staff, like observers, have an advisory/information provision role. A paid director or administrator is likely to work closely with the Chair and other officers, but ultimate responsibility for major decisions lies with the governing body.
WHAT MAKES FOR PURPOSEFUL AND CONSTRUCTIVE MEETINGS?
Committees, in all their variety, are only as good as the meetings they attend and the decisions they reach. Much has been written about how meetings work, and in this very brief space it's impossible to give more than a few very general ideas - from a personal perspective - about some of the elements which make up an effective meeting.
THE AGENDA
A good agenda cannot ensure a good meeting, but a poor one can ruin it. Decisions must be made (probably by the Chair working in conjunction with officers and staff) about major areas of discussion. The length of the agenda must be appropriate to the time available. If only two hours are available, don't put in four major items each of which needs at least 30 minutes discussion. Either defer some items, give them to a sub-committee for detailed exploration, or arrange for a longer meeting. The Chair should allocate a certain amount of time to each item on the agenda, and let everyone know how long that is. Once discussion starts, it must be controlled and not dominated by one or two people.
PREPARATION AND BRIEFING
Committee members need to come to meetings having some some background information. It's no use asking people to make decisions, or informed contributions to debate, if matters are sprung on them in an agenda which arrives on their doorstep, or in their inbox, the morning of the meeting. It is courtesy, as well as efficiency, to ensure that committee members are empowered by regular, up-dated information, so that they can come to meetings well-prepared to participate.
INCLUSIVITY AND EXPERTISE
The energies and expertise of each member of the committee can be directed towards specific tasks, sub-committees and working groups. They can expedite the work of the committee, and benefit the organisation through their specific knowledge and skills.
REPORTING AND DECISION-MAKING
Sub-committees and working groups may be short- or long-term; they are mandated to carry out specific tasks, and the results they achieve should be accepted, except in exceptional circumstances. Written and verbal reports to the main committee need to give the heads of information and the conclusion, or options, for their decisions to be endorsed. How major decisions are made may be indicated by the constitution, but - for the future happiness of the committee - in practice the consensus decision generally seems to be the right course to take. If everyone can have their say, and no-one is allowed to take the floor for too long, a decision which everyone can assent to usually makes for a positive way forward.
In conclusion, most organisations find the committees and meeting structures which they need, which serve their purposes efficiently. Outside the legal parameters, it can sometimes be a question of trial and error before smooth and effective operation is achieved: the dynamic of different groups is always a factor, offering challenges as well as opportunities. But a few agreed ground rules between sensible adults can help to smooth the path and help to ensure a vibrant, viable, well-governed organisation.
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