Goldy Locke and the Three Committees

A variation of a common fairy tale has some relevant lessons for Boards and Committees

by Jak Carroll, Strategic Sport Solutions

Once upon a time there was a successful business owner named Goldy Locke*. She was at a point in her life where things were going smoothly for her business, so she decided that she wanted to give back to the local community. 

Goldy had regulary received offers to join the committees of local community groups and this year chose to accept three of those committee offers.

This is the story of her experience with each committee.

Committee 1: The Save the Bears Foundation

Before her first committee meeting, Goldy was sent a long email outlining the charter of the committee, the meeting schedule and the expectations of committee members. Additionally, the latest annual report, the bylaws of the foundation, and a copy of “Robert’s Rules” were attached to the email.

This committee met fortnightly and the Chair was noted for their efficiency. While meetings started on time, it seemed to Goldy that they raced through the agenda with a lack of substantive discussion or debate on any issues. Any item of contention was quickly put to a vote which invariably veered toward the least risky option.

The Chair was particularly proud of what were known as the “zoom, zoom” meetings. These were meetings held using Zoom video communication that were rapid fire and completed very quickly.

Goldy noted that the meetings always finished ahead of time and soon realised that she never had to do anything between meetings. She was disappointed that there was very little interaction between the members and she found the overall experience unsatisfying.

Committee 2: The Bareback Horseriders Association

Before her first meeting, Goldy was invited to lunch with the Chair and Deputy Chair of the committee. They spent most  of the lunch outlining their key roles in the history of the organisation and filling Goldy in on the personalities and quirks of the other committee members. The lunch went for three hours and Goldy felt tired but happy afterwards.

The committee met every two months and the meetings were more like social events than planning and decision-making forums. Meetings often went for hours (with a meal break always incorporated) but the committee members were extremely amiable and made Goldy feel very welcome. One of the members even took to mentoring Goldy in order that she understood “how we do things around here”.

After a few meetings, Goldy could see that the organisation was struggling financially, but the committee seemed to think that things would change for the better soon.

While there was little practical discussion of how to improve the financial situation, there was animated debate over many other issues including: the design of the A-grade team shirts, the venue for the annual general meeting and ideas for social media posts.

Committee 3: Bear Park Community Wellness Board

This committee had a disciplined orientation process for new members that included an on-line learning module (about the organisation and the the role of committee members), a discussion with the Chair and a designated mentor for the first six months.

During their initial discussion, the Chair was both professional and welcoming. They explained to Goldy why the committee was so important and clearly outlined  the expectations and obligations of committee members. Goldy left this initial discussion feeling that the work of the organisation was valuable and that she had a responsibility to both protect and guide the organisation.

Committee meetings were held monthly with the agenda and relevant background papers available 10 days before each meeting date. Members were encouraged to prepare for meetings and, where necessary, to seek clarification about agenda items prior to the meeting.

During the meetings the Chair encouraged discussion, often asking individual members for their opinion on issues. Decisions were not always unanimous but all committee members understood the basis on which each decision had been made.

Every second meeting a guest presenter was invited for a 30-minute workshop that was part of the professional development of committee members. The presentation was usually followed by an informal snacks session where committee members discussed issues and got to know each other better.

As well as the monthly meetings, committee members were encouraged to attend the organisation’s quarterly volunteer forums. This was an opportunity to meet key volunteers and hear about the practical work and activities that the organisation was undertaking. 

* * *

Goldy only lasted for one year on the first two committees, which were accustomed to a regular turnover of members. However, she had really enjoyed her time with this third committee and spent many years as a member.

When once asked why she stayed on the third committee but not the others, Goldy simply replied: “This one felt just right”.

* Names of people and organisations have been changed in order to preserve anonymity. Any resemblance to people or committees past or present is purely coincidental.

Does your organisation need some help with planning or governance? Jak Carroll has extensive experience in the sport and nonprofit sectors, including consulting to organisations and conducting training sessions. If you are interested in some quick advice or having Jak work with you on your next project, please click here