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Agenda Design
July 31, 2025August 2025
bob@rchcae.com
Agenda Design
Bob Harris, CAE
The NonProfit Center
Ask a board why the agenda looks like it does, and the answer is, “It’s always been this way.” The purpose of an agenda is to facilitate the work of the board of directors.
It is the prerogative of the chief elected officer to create an agenda that will enable a high performing board. Design is a partnership with the board chair and executive director. Both have an interest in significant outcomes when the board meets.
Reports and Updates
Many agendas are simply a listing of committee, officer, and staff reports. Listening to or reading reports at a meeting is not governance. Move the reports and updates to a “consent agenda.”
A consent agenda groups the non-controversial reports requiring minimal or no discussion. Instead of addressing each report individually, the group of items on the consent agenda are voted on with a single motion, streamlining discussions and allowing time for more substantive discussion.
As fiduciaries, directors have a responsibility to read the reports before the meeting. At the start of the meeting, someone will make a motion to accept the reports as presented.
Oversite, Insight, Foresight
Maximize the value of the board by redirecting focus on what’s important. When a board meets, they should be adding value and growing the organization.
Keep the focus on the mission and goals. The organization’s strategic plan is the board’s roadmap. It should always be on the board table.
Include the mission statement on the agenda, expecting to hear, “How does this discussion advance our mission?” Integrate the goals from the plan into the agenda. That’s what the board should discuss at meetings.
It is easier to get through the agenda if it is sectionalized. Divide discussions this way:- Oversight – Details the board needs to be informed about, for example a new hire, an internal affair, current concerns, etc.
- Insight – A deeper dive into how the goals and strategies can be achieved. For example, if the goals are Business Support, Workforce Development, Advocacy, and Networking, list those on the agenda.
- Foresight – The board focuses on the future. A good director thinks beyond their term of office. The question always at hand is, “What will we look like by 2030?” Delve into influences on the organization such as sustainable and new revenue, member needs and behaviors, external challenges, market-share, opportunities, competition, and technology, for instance.
New Business
Many agendas have eliminated the call for “New Business,” usually positioned at the end of the agenda. If a director has new business, ask them to introduce it days before the meeting so it won’t be a surprise as people are getting ready to adjourn.
Make it a practice, “Directors who have new business, please present your idea to the board chair or executive director in advance of the meeting.” New ideas can be properly positioned or placed in a “parking lot” awaiting further details.
Disclosures
Another smart practice is to include the reminders that protect the board and organization. Include them as a footnote on the agenda. For example, “The Chair reminds everybody to disclose any conflicts of interest with today’s agenda, expects confidentiality of all discussions and documents, and avoidance of discussions that could violate state or federal antitrust laws.”
Note: Bob Harris, CAE, conducts strategic planning and board development. His website provides free resources at www.nonprofitcenter.com.
