Your board’s agenda: The trusty trustee companion

Charity trustee meeting agendas are one of those things that can feel deceptively simple. It can be easy to fall into the trap of copy pasting the last one and perhaps adding an item or two.

But in reality, the agenda shapes the meeting and that in turn shapes the governance of the charity. So, it is kind of a big deal!

In fact, I honestly believe that a well thought through agenda is one of the most powerful governance tools a charity has. A weak one can leave trustees feeling frustrated, reactive, or unsure whether they are really doing their job properly. Here are my thoughts and top tips!

So, what makes a good trustee meeting agenda?

It is not one person’s responsibility

One of the biggest mistakes I see is the agenda sitting with one individual. Sometimes that is the Chair. Sometimes it is the CEO. But in reality, the best agendas are shaped collaboratively.

That does not mean everyone needs to be involved. It means there is a short, purposeful conversation ahead of the meeting about what requires trustee attention. It’s important to think about what decisions are coming up and what risks are emerging.

When I support charities with their governance this simple thing is something I always support charities with. I always recommend a meeting ahead of the trustees meeting. It helps ensure papers are sent out in good time, actions  are followed up on and the agenda is given proper thought and discussion.

Some things should appear regularly

There are items that most trustee boards should see frequently. Not because it is a tick box exercise, but because they protect the charity and the people it serves.

These often include:

• declarations of conflicts of interest

• safeguarding, even if there is nothing to report

• risk, reviewed meaningfully

• finance and fundraising/income generation

If these never appear on the agenda, that is a problem. If they appear but are consistently rushed or squeezed into the final five minutes, that is also an issue.

Copying the same agenda every time is a trap

It is tempting to reuse the last agenda and tweak the dates.

In practice, it can lead to complacency, and you may miss off some importance issues.

When agendas never change, boards can stop noticing what is missing. Important discussions get postponed because “we always do things this way”. Trustees can end up spending too much time looking backwards and not enough time looking ahead.

Before finalising each agenda, it is worth asking:

• what has changed since our last meeting?

• what decisions are coming up?

• what deserves deeper discussion now?

Sometimes it helps to think in themes: Strategy. People. Finance. Risk. Impact. You do not need to cover everything in depth every time, but over the course of a year the agenda should reflect the whole picture.

Build strategy into the agenda, not just the away day

Strategy should not live solely in an annual away day or a document that comes out once a year.

One of the most effective things boards can do is link agenda items back to strategic objectives. This might be a standing item on progress against strategy, but with a rotating focus so it stays meaningful rather than repetitive.

Another approach is to include one strategic question per meeting to truly give it time. This can help encourage trustees to think longer term. Over time, this builds confidence and keeps governance rooted in purpose rather than process.

Make space to reflect on board performance

Many boards never reflect on how they are functioning. Meetings end when the agenda runs out, not when the work is done.

Building in even five minutes at the end of a meeting to ask, “how did that go?” can be transformative. Are we spending time on the right things? Are the papers clear? Are we getting the information we need to make good decisions?

Occasionally, it can also be helpful to include a more formal reflection item. Not to criticise, but to support continuous improvement and stronger governance over time.

A few practical tips that make a big difference

Small changes can dramatically improve how meetings feel and function:

• clearly label items as for decision, discussion or information

• be realistic about timings and brave enough to defer items when needed

• make it clear which papers trustees must read in advance

• avoid overloading the agenda just to “get through everything”

A good agenda protects space for thinking, not just reporting.

A final thought

If your trustee meetings feel rushed, unfocused or unsatisfying, the agenda is often the place to start.

Sometimes all it takes is a fresh look and a different conversation before the meeting to change the whole tone of the boardroom.

And if you are not sure where to begin, that is exactly the kind of thing some external support can help with.