The Committee Room

The committee knows the Constitution isn't working anymore. It describes an organisation they no longer are. Changing it feels too hard, too expensive, too complicated and too uncertain — so they work around it, work through it, ignore the bits that don't suit them, and keep going. Until one day they can't ignore it anymore. And by then, the problem they've been avoiding for years has become a constitutional crisis. The good news is that the process doesn't have to be as hard as people think. And already knowing what needs to change is half the job. In the second episode of the Documents Done Right series, Kate H and Kate M cover what happens when the Constitution needs to change — and the companion documents that mean it needs to change far less often than most committees think. In this episode: The difference between what the Act requires and what your organisation can choose — and why this changes everything The dot point method for working out what you want to change before touching any legal language How the amendment process actually works — notice period, approval threshold and registration Why 75% is the default but not the only option — and why you get to choose The four companion documents: Committee Charter, Code of Conduct, By-laws and Policies Document architecture — why getting this right means the committee can update operational detail by resolution, not by general meeting Future-proofing: how one sentence can cover video calls, phone-ins and whatever technology comes next Five husbands and what they have to do with change management — unlike husbands, constitutions can be improved without dividing up the furniture Free companion documents overview from the Committee Companion in the show notes. Full show notes and free download at thecommitteeroom.com.au

Does our Constitution allow us to do that? The room goes quiet. The Secretary looks at the President. The President looks at the Secretary. Eventually they find the Constitution in the shared drive — and there's nothing in it about employees at all. Your Constitution is binding on every member of your organisation whether they've read it or not. Ignorance is not a defence. And most committees are navigating on much shakier ground than they realise. In the first episode of the Documents Done Right series, Kate H and Kate M cover everything a committee needs to know about the most important document their organisation has. In this episode: Why incorporation gives members real protection — and what the Constitution has to do with it Why ignorance of your own Constitution is not a defence — and what the Duty of Obedience actually requires The three layers of what goes in a Constitution: mandatory elements, best practice and your own choices Why one size does not fit all — and why the model Constitution is a starting point, not a solution The mandatory elements every Constitution must cover — and the traps hiding in plain sight Membership and voting rights: why calling someone a Member gives them rights and obligations the Constitution must be clear about The amendment threshold: why 75% isn't actually required by law The plain English test — and a practical technique for rewriting your Constitution without getting overwhelmed by the legalese Free Essential Elements Checklist from the Committee Companion in the show notes. Full show notes and free download at thecommitteeroom.com.au

The questions keep coming — and so do the Kates. In this second Your Questions Answered special, Kate H and Kate M work through eight more real situations from committee members across Australia. Questions covered in this episode: A committee member has been sharing confidential information outside the committee room — what are the committee's options? The AGM has only enough nominees to fill the committee positions with no contested election — is that a valid AGM? The manager has been signing contracts with suppliers without committee approval, and the chairperson says he's seen them and that's enough — should the rest of the committee be concerned? A committee member was elected through a disputed process, hardly ever turns up and contributes nothing — what can the committee do? f a vote of no confidence is carried, do committee members have to resign? The paid manager wants committee members to sign a non-disclosure agreement — can they refuse? Members want to amend a proposed new constitution at the AGM — but the amendment wasn't in the notice of motion How do you decide whether a committee role is right for you? Plus: Kate H and Kate M announce the Constitution Composer — a new tool from Fresh Allsorts for associations that need to review or replace their constitution. Five simple steps, from questionnaire to registration. Find out more at freshallsorts.com.au . Full show notes at thecommitteeroom.com.au

The AGM was three weeks ago. A requisition arrives on the Secretary's desk — twenty-two financial members requesting a Special General Meeting to discuss financial management, a cancelled program, and the future of the current committee. The President's first instinct is to ignore it. The Secretary's first instinct is to panic. Neither is the right move. An SGM called by members is uncomfortable. It is not the end of the world. How the committee responds in the next twenty-one days will determine whether it stays uncomfortable or becomes something much worse. In this episode Kate H and Kate M cover everything committees need to know about Special General Meetings — using the Widget Traders Federation as a case study in exactly what not to do. In this episode: What an SGM actually is — and when a committee should call one itself When members can requisition an SGM and what the rules are Why you can't ignore a valid requisition — and what happens if you try How to respond well when an SGM lands on your desk — tone, process and preparation What a motion of no confidence actually means — and what it doesn't How to handle the meeting itself with transparency and dignity Full show notes at thecommitteeroom.com.au

The curtain goes up. The Secretary pulls out the only known copy of the constitution and blows off the dust. There is a long pause, then a shoulder shrug. Nominations are taken from the floor and twenty minutes later they're still trying to find someone willing to be Treasurer. Other Business opens. The questions start. And go on. And on. Two and a half hours after the curtain went up, the audience files out. Quietly. Nobody's smiling. Nobody's clapping. Every organisation gets one grand performance a year. This one bombed. But it didn't have to. In this episode Kate H and Kate M use the theatrical metaphor to walk through everything that needs to happen before Show Night — and on it. The governance content is completely serious. The framing is a lot of fun. In this episode: The production schedule — why five months goes faster than you think and why great AGMs start the moment the financial year closes The Production Manager (your Treasurer) — prescribed association status, mandatory audit thresholds and why the AGM is not where the hard questions get asked for the first time The Stage Manager (your Secretary) — the constitution as production bible, and what happens when the legal logistics go wrong The Programme (your Annual Report) — the centrepiece the audience takes home and why it deserves better than two pages of dense text Nominations from the floor — why they're a recipe for chaos and how to close the loophole Other Business — not an agenda item, not a thing, and a good chair doesn't put it on the agenda, ask for it, or allow it What a five-star review looks like — and why bad reviews last Free AGM Preparation Checklist from the Committee Companion in the show notes — a production schedule you can work backwards from your AGM date. Full show notes and free download at thecommitteeroom.com.au

It's three months after the meeting. There's disagreement about what was actually decided. Half the committee remembers it one way, half remember it another way. Someone pulls out the minutes. They say: "The committee discussed the matter and a decision was reached." That's it. That's the whole entry. The minutes are the legal record of your organisation's decisions. If they're not good enough to settle a disagreement three months later, they're not good enough. Full stop. In this episode Kate H and Kate M cover everything committees need to know about writing minutes that actually do their job — and a brief but important clarification on Iced Vovos and what it means to have "a Bex and a lie down." In this episode: What minutes actually are — a legal record, not a summary, not a newsletter, not a transcript Why "if it's not in the minutes, it didn't happen" is the most fundamental rule in the room The proper header every set of minutes needs — and why apologies and absences are not the same thing What the right level of detail looks like — with a good example and a bad example side by side What not to include — and why individual attribution chills debate The action list that turns good minutes into good governance Free minutes template in the show notes. Full show notes and free download at thecommitteeroom.com.au

The committee has been discussing the same issue for three months. Someone suggests leaving it for the next committee to decide. Someone else wants to table it until there's more information. Staff are frustrated. Members are confused. And the committee is going around in circles. Deferring is a decision too. It's usually the worst one available. In this episode Kate H and Kate M go deeper into decision-making — not the mechanics of motions and votes (that was Episode 13) but the harder questions: why committees avoid making decisions at all, and how to make good ones when they finally get there. In this episode: Why the committee keeps having the same discussion without reaching a resolution — and what's really driving it The difference between legitimate deferral and avoidance — and the one thing that separates them The five principles of good decision-making — and why answering yes to all five protects every committee member, even when a decision doesn't go according to plan Why documenting your decision-making process is your protection — not a perfect outcome Plus a decision-making checklist from the Committee Companion in the show notes. Full show notes and free download at thecommitteeroom.com.au

The meeting has been going for ninety minutes. The same three people have spoken on every agenda item. One of them is on his fourth lap of the same point. Two committee members have said nothing the entire meeting. One of them is the person with the most relevant expertise on the biggest item of the night. A well-chaired meeting is one of the most underrated governance tools there is — and in this episode Kate H and Kate M get into what good chairing actually looks like in practice. In this episode: Starting and finishing on time — why it's a form of respect, not just a preference The Chair's three jobs: drawing out the quiet voices, redirecting the loud ones, keeping focus on the issue not the personalities Purpose, process and pace — and why the Chair should never be focused on the content When to invoke the formal rules of debate — and why just knowing they exist is usually enough What makes a committee decision stick — and what happens when you miss one of the five steps Free plain-language rules of debate guide in the show notes. Full show notes at thecommitteeroom.com.au

The papers went out two hours before the meeting. Nobody's read them. The treasurer is explaining the budget while everyone scrolls their phone. And then there's Dave. Dave hasn't read anything, has very strong opinions, and is not afraid to share them at length. Two and a half hours later, no decisions have been made. A great meeting is almost entirely built before anyone even sits down. In the first episode of the Smarter Meetings series, Kate H and Kate M cover the four-section agenda that puts important things where they belong, why general business needs to be deleted from your vocabulary, how reports should be structured so they're actually useful, and what every committee member needs to do before they walk in the room. Free agenda and report templates in the show notes. Show notes and free downloads at thecommitteeroom.com.au

It's 1789. The committee has been in power for generations. No succession plan. No performance review. Louis XVI has been in the top job since he was 19. The membership hasn't been consulted on anything. The budget is a disaster. And when the members finally lose confidence in the committee, the feedback mechanism is extremely robust. In this Bastille Day special — recorded live from Central France — Kate M and Kate H use the French Revolution as a case study in what happens when an organisation completely fails at succession planning and performance review. They cover the skills matrix, the cautionary tale of Robespierre, how subcommittees work as a talent pipeline, and a simple three-part performance review process that any committee can use. The governance content is completely serious. The framing is not. Also covered in this episode: What succession planning is — and what it is absolutely not L'État, c'est moi — the fastest route to a committee that has lost touch with its members The Committee of Public Safety: 12 members, enormous powers, zero accountability — and what followed The question every long-serving committee member needs to ask themselves honestly And the compelling case for recruiting firefighters onto your committee 🚒

Biased minutes. A chair ignoring a committee decision he disagrees with. A treasurer who resigned with no notice and took everything with them. A president who's been in the job for eleven years and nothing ever changes. Real questions from real committee members — and in this first Your Questions Answered special, Kate H and Kate M work through eleven of them in plain English. With the occasional Iced VoVo. Questions covered in this episode: Taking accurate minutes when the secretary is also the most argumentative person in the room? Whether you can require committee members to prepare for meetings? What happens when a chair refuses to act on a decision he disagrees with? Whether decisions made without a quorum are legally valid? What to do when a nominee won't supply a candidate statement? Handling a committee member who's breaching confidentiality? Whether your fundraising raffle needs a licence? Whether the committee can reject a nomination for personal reasons? What to do first when your treasurer resigns without notice and takes everything with them? How to move a club forward without offending the past? How to move on a long-serving president without causing a war? Got a question of your own? Submit it at thecommitteeroom.com.au — your question might shape a future episode. Full show notes and free downloads at The Committee Room

One subcommittee signs a two-year venue contract nobody authorised. Another finds the perfect venue, waits for committee sign-off, and loses it while they're waiting. Both end badly. Both have the same cause: nobody wrote down who was actually allowed to do what. In this episode Kate H and Kate M make the case for the delegations register — not as dry governance paperwork but as one of the most practically useful documents a committee can have. They cover decision-making authority by role and function, how tiered financial authorities work in practice, who can enter binding contracts and under what circumstances, why listing what can't be delegated matters just as much as listing what can, and how to start from scratch if your committee has nothing written down. Full show notes and free download at The Committee Room .

Seven people trying to run every aspect of their organisation by themselves. Three-hour meetings. The same three people doing all the actual work. Burnout setting in. And meanwhile a significant chunk of the membership — talented, interested, willing to contribute — has never once been asked. In this episode Kate H and Kate M introduce three structures that fix this: portfolios, subcommittees and working groups. They cover how each one works, how to set them up properly, why delegation is not the same as abdication, how terms of reference protect everyone involved, and how to find the hidden gems in your membership who've been waiting to be asked. Free terms of reference template in the show notes. Show notes and free download at The Committee Room .

You've just been elected to the committee. Someone slides a 100-page manual across the table and says, read through this when you get a chance. Three months later you're still not sure what your role is, who does what, or why half the things you're voting on are even necessary. In this episode Kate H and Kate M make the case that induction is a process, not a document — and that it starts well before anyone's been elected. They cover what goes in the manual and why each item is there, the nomination checklist that sets expectations before the election, the personal welcome letter that sets the tone, the pre-meeting coffee where induction really comes alive, and the dedicated induction meeting that gives the whole committee a useful annual reset. Free induction checklist and manual contents list in the show notes. Full show notes and free downloads at The Committee Room .

A $14,362 line item in miscellaneous expenses. Budget was $2,000. No explanation. Two committee members noticed it. Nobody said a word. The reports were approved and the meeting moved on. Six months later, the organisation discovered where the money had gone — and the paper trail led straight back to that meeting. In this episode Kate H and Kate M get into why people don't ask the hard questions — and why that silence is never neutral. They cover the four forces that keep committee members quiet, the baseline questions every committee member should feel comfortable asking across finance, risk and strategy, how to frame questions that get you information rather than defensiveness, and why the quiet meeting where nothing is questioned is a warning sign, not an efficiency win. Plus the elephant in the room, the good chairperson, and a free Questions Are Gold checklist in the show notes. Show notes and free download at The Committee Room .

It's AGM night. Four usual suspects nominate each other. A hand shoots up from someone nobody's seen in two years. Another from the member who's complained loudly at every event for the past twelve months. Seven people are declared elected to stilted applause. Six months later, everyone's wondering why everything has gone sideways. In this episode Kate H and Kate M make the case for ditching nominations from the floor forever — and walk through the eight-step election process that gets the right people in the room. They cover informed candidates, proper voting, returning officers, staggered terms, term limits, and the uncomfortable truth about past presidents who don't know when to let go. Free election checklist and candidate statement template in the show notes. Show notes and free downloads at The Committee Room .

Every committee member carries three legal duties from the moment they're elected — whether anyone told them about it or not. Care, Loyalty and Obedience. They sound like an old-fashioned wedding vow, and it turns out they're very serious indeed. In this episode Kate H and Kate M explain what each duty actually means in plain English — the duty of care and why 'I assumed someone else had checked it' is not a defence, the duty of loyalty and how to handle conflicts of interest properly, the duty of obedience and what happens when the committee ignores its own rules. Plus the reasonable person test: the standard you're held to, and why it's more reassuring than it sounds. Free three duties summary card in the show notes. Show notes and free resources at The Committee Room

Someone has just been elected to the committee. They turn up to their first meeting excited and ready to contribute. Nobody introduces them. Nobody explains what they're supposed to do. Three months later they're still not sure what their role is or whether they've made any difference at all. In this episode Kate H and Kate M unpack the three dimensions of committee responsibility — organisational, cultural and group dynamics — explain why confidentiality matters more than most people realise, and make the case for job descriptions and a code of conduct that's actually worth having. Plus a free role description template in the show notes. Full show notes and free download at The Committee Room

Before you can govern well, you need the right people around the table. But most committees are structured the way they are because that's what the constitution says, or because that's how it's always been done. Neither is a good enough reason. In this episode Kate H and Kate M tackle committee composition from the ground up — the three committee models and when each one makes sense, why seven to nine members is the sweet spot, why odd numbers matter, what genuine diversity of perspective actually looks like, and why a committee where everyone agrees is a warning sign, not a success. Show notes and free resources at The Committee Room

It's 8pm on a Tuesday. You're in a community hall that smells of burned coffee and the meeting was supposed to start an hour ago. If that sounds familiar, this podcast is for you. Kate Hartwig and Kate McPhee are governance consultants who've spent decades helping volunteer committees stop doing things the hard way. In this first episode they explain what governance actually is, why it matters, and why it doesn't have to be as painful as it usually is. Six words that change everything: doing the right things, and doing things right. Full show notes at The Committee Room