Guidelines for Conducting Effective Meetings Effective meetings are those in which the goals of the meeting are met and where the level of participation is high. Components essential to conducting effective meetings include adequate preparation, good facilitation, and the ability to develop and follow an agenda.

Preparation requires:

• selecting a time and location convenient for most people;
• publicizing the meeting;
• arranging for a facilitator and note taker in advance;
• clearly defining the goals of the meeting:
• preparing a written agenda outlining the goals of the meeting and the items of business to be covered;
• distributing the agenda and specifying a contact name.;

The role of the meeting facilitator is to:

• provide leadership to the meeting;
• remain neutral and ensure that the group accomplishes its goals in a democratic manner;
• keep the meeting moving, on track, and on time; encourage meaningful discussion help everyone to participate;
• prevent and deal with disruptive behavior;

An agenda is a list of items of business to be covered in a meeting. It should be distributed to meeting participants ahead of time if possible. The agenda:

• reminds participants of the meeting;
• assists participants to identify important items and come to the meeting prepared to discuss them;
• helps a meeting remain focused;
• reduces the possibility of items of business being overlooked or forgotten;

Adapted from Conducting Effective Meetings, factsheet published by the Co-operatives Directorate, Saskatchewan Economic and Co-operative Development.

Hold an information meeting for people
who may be interested in forming a co-op.

The purpose of this meeting is to determine whether or not there is enough interest to start and support the ongoing operation of a co-op business.

Plan for an effective meeting by preparing an agenda and arranging for a meeting facilitator. Select a time and location that will be convenient for most people. Consider holding the meeting in conjunction with an existing producer assembly or conference. Publicize the meeting date, time and place via association newsletters and magazines, newspapers, telephone, letter or word of mouth.

Primary agenda items should include:

• a description of the perceived problem or opportunity and a summary of how a co-op might solve the problem or allow producers to take advantage of the opportunity.
• discussion around the following questions: What is the economic goal to be achieved through the formation of a co-operative? Do we share this goal? Does a co-operative make
  sense as a way of achieving this goal?
• a vote on whether or not to continue to research the idea of a co-op. If interest is positive, select a steering committee which is capable and willing to continue researching the co-op idea.

Allow plenty of time for discussion and encourage prospective members to express their views and ask questions. All issues raised should be addressed, although the answers to some questions may be delayed until more information becomes available.

Decision Question: Is there enough interest in the project to warrant continuing?

Select a steering committee.

The steering committee is responsible for guiding the group through the development process.
Specific responsibilities include:

• informing potential members of the group's
  progress and coordinating further meetings;
• surveying producers regarding their needs;
• collecting market and financial information;
• assessing the feasibility of the business;
• overseeing the preparation and implementation
  of the co-op's business plan.

The steering committee may undertake these tasks with other potential members or with the assistance of external advisors. When external advisors are consulted, the committee will need to act as a liaison between potential members and the advisors.

Obtain funding.

The development of a new co-operative can be quite costly. Money is needed to cover the costs associated with conducting a thorough feasibility study, developing a detailed business plan and hiring professional advisors and consultants.

Options for raising funds include:

• asking potential members to contribute directly. This can be done at the end of the first informational meeting. For example, potential members may be asked to sign a pre-membership agreement. The signer agrees to join, patronize, and furnish a specific amount of initial risk capital. The initial investment may be made in proportion to the intended use of the co-op or through a flat fee.
• asking producer associations or other industry organizations to fund all or portions of the co-op development process. Many associations have a mandate to undertake research which can serve to stabilize the industry.
• applying for government funding. A number of provincial and federal funding programs exist to help in the start-up of new businesses. Some of these programs are listed in the final section of this booklet. Most require some level of matching funds from the applicant group.

The investment of money or time involved in fundraising is often an excellent way to test the level of producer commitment to project. All money collected must be managed in a manner that assures members of security and fiscal responsibility. Make a plan to address how unused development funds will be used or redistributed if the co-op isn't formed.