Preparing the perfect agenda

Every meeting needs to have an agenda that sets out what is to be discussed and what needs to be decided.

It is the responsibility of the secretary to prepare the agenda. The secretary needs to discuss the agenda with the chair to identify agenda items - matters that must be decided by the board.

It's not just a mechanical process of repeating all last meeting's general headings. The agenda should be a fluid document that drives the meeting, allowing the chair to shape debate and development in the way they think will give most impetus to the organisation.

Firstly, the agenda must include some formal provisions:

1. Apologies

This item records the names of members who have sought permission to be absent from the meeting. If the apologies are accepted then provisions, if any, that remove members from the board following their absence from meetings without authorisation will not be triggered.

2. Minutes

The minutes of the previous meeting must be accepted by the current meeting. They should be circulated well before the meeting, and members should be encouraged to read them when they are circulated rather than reading them in the meeting.

The agenda normally then includes:

3. Matters arising from the minutes

This provides an opportunity for members to follow the progress of continuing matters that are not covered elsewhere in the agenda.

4. Treasurer's report

A report on the progress of the finances, giving the board an overview of the position of the organisation.

The meeting should receive a report from the treasurer, accompanied by documentation, such as:

• Statement of financial performance
• Statement of financial position
• Comparison of budget vs. actual
• Forecast to the end of the financial year
• Commentary on variances and other assumptions
• Cash flow statement
• An up-to-date download of current bank account balances.

All this, again, should be circulated well in advance of the meeting.

If there are any other reports, they will appear below.

5. CEO's report

An update, as required, on relevant operational matters and developments.

6. Finance committee report

The meeting receives reports from sub-committees on committee matters, including any decisions that need to be approved. These items will be standard and appear on every agenda.

Now we come to the affairs that have justified calling the meeting. These will be different for every organisation and every meeting. There is no point having an item for 'general business' or 'correspondence'; this is only a sign that you have given insufficient thought to what the board actually needs to consider. Concentrate your attention on what needs to be done.

7. Proposed new project

Should this go ahead?

Any major decision should be accompanied by supporting documentation, which should, again, be circulated well in advance.

8. Projected budget shortfall

What steps need to be taken?

9. Annual review of CEO performance

To be considered from a report prepared by an ad hoc sub-committee.

The agenda will normally finish with:

10. Date of the next meeting

Ideally, meeting dates should be decided at the beginning of the year, but it never hurts to remind people.