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NASJE Curriculum Design - Governance Entry Level - Faculty Resources

1.1.2.7 Meetings, Meetings, Meetings (3pg/.06MB)

National Association of State Judicial Educators (NASJE)

Notes:
Governance Entry-Level Faculty Resource Meetings, Meetings, Meetings

Description:

1.1.2.7 Meetings, Meetings, Meetings

Purpose of resource/document

This resource provides judicial branch educators with ideas about how to plan and conduct meetings for maximum effectiveness and efficiency. In planning they may work directly or in partnership with stakeholder-based governance leaders

Use of resource/document

This resource would be useful when discussing stakeholder-based governance entity meetings [see C, e, Planning and conducting meetings, pgs. 21 – 26 in the curriculum design].

NOTE:  Although faculty may choose to omit or only briefly discuss the content on meetings (based on the particular needs of the judicial branch education learners), meetings are the forums through which governance activities often occur.  Understanding how to effectively plan and implement meetings may be key to effective stakeholder-based governance.

Related documents or materials

Faculty Resources
1.1.2.4 Blended Governance and Judicial Branch Educators, pg. 40
1.1.2.6 Generalized Relationships with Stakeholder-Based Governance, pg. 46
1.1.2.8 An Effective Agenda, pg. 51

Participant activity
1.1.2.6 Necessary Components of Stakeholder-Based Governance, pg. 67

Meetings, Meetings, Meetings

Effective meetings depend on careful planning, time and people management, and thorough follow-up activity.  Effective meetings achieve established goals, take only the amount of time necessary, and provide participants with a sense of accomplishment.  Stakeholder-based governance meetings are generally prepared and implemented by the group’s chair and the judicial branch educator working in collaboration.  The following may be the responsibility of the chair or the educator, but those decisions need to be made prior to planning a meeting.

Careful Planning

• Determine the meeting goals
• What do you hope to accomplish? 
• What are the anticipated results of the meeting?
• What parties need to be consulted regarding goals?
• List the items or issues and prepare the agenda
• What items are necessary to achieve the goals? 
• What has priority for inclusion?
• What is a logical sequence for items?
• Are some items relevant or important to address first?
• Are some items perfunctory?
• Are some items likely to be controversial?
• Should easy or noncontroversial items be addressed first?
• What could be addressed in another way, without a meeting?
• Establish estimated time frames for each item
• What amount of time is really necessary?
• Is the item likely to generate significant discussion?
• Create or gather meeting materials, including the agenda
• What materials are truly necessary?
• Should they be distributed to participants before the meeting?
• Should they be shared in hard copy or electronically?
• Determine the date, time, location, and duration
• Invite participants
• Provide the agenda or goal
• Disseminate any materials that participants need to review

Time and People Management

• Begin the meeting on time to show respect for participants and visitors
• Provide an overview
• Does everyone understand the purpose of the meeting?
• Should you review the agenda?
• Are there any changes that might occur (such as reordering items based on the anticipated appearance of a relevant person)
• Document the meeting
• Do you need to record activity verbatim, or with abbreviated notes, or with action or decision items only?
• Would the agenda serve as a guide?
• What needs to be recorded for further activity?
• Who has post-meeting assignments for follow-up activity?
• What items need further discussion at a future time?
• What new items were generated for a future meeting?
• Observe the time routinely
• Do you need to redirect discussion?
• If more time is needed for an item, can you abbreviate something else in order to stay within the time parameter of the meeting?
• Should something be postponed or tabled until later?
• Observe non-verbal activity of participants
• Does anyone appear to have something to say?
• Does anyone appear to disagree with what is being said or done
• Protect and respect everyone’s opinion
• Is someone dominating the discussion?
• Could you engage others in a non-threatening manner?
• Who has not contributed to the discussion?
• Is someone being disrespectful or hurtful to another participant?
• If you have criticisms, can they wait until after the meeting?
• At the end of each agenda item, summarize the discussion and outcome
• Was there complete agreement?
• Were there differing opinions?
• What was the end result?
• At the end of the meeting summarize key outcomes and next steps
• End the meeting on time to show respect for participants and visitors

Thorough Follow-Up Activity

• Debrief with relevant individuals who were present
• Were your impressions of success accurate?
• Did you fail to notice something?
• Is there another approach to any remaining issues?
• What were their thoughts on the effectiveness of the meeting?
• Distribute minutes as soon as possible, highlighting decisions as well as items needing follow-up activity and the responsible individual or group
• Thank meeting participants for their time and efforts
• Begin to prepare for the next meeting
• Are there items from this meeting that need to be included in the next meeting agenda?
• How can you gather information on post-meeting assignments or activity to use as updates in the next meeting?