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IS A MOTION TO RECEIVE A REPORT NECESSARY?
By Eli Mina, M.Sc.

Councils and Boards often vote on unnecessary and confusing motions. They may have done so for years and continue to do it, out of force of habit, even if it makes no sense. There appears to be a fear of letting go and a concern that change will place the Council or Board in procedural jeopardy. One example of such unnecessary procedure is the motion to receive a report or a letter that is presented for information only.

The problem with voting on a motion to receive a report is that it is confusing, because it validates action that already took place, i.e.: A report is received by virtue of the fact that it was scheduled on the agenda and was presented. What is the purpose of voting to receive it after the fact? Yes, there may be no consequence if the motion to receive is adopted. But what if it is defeated? Would this mean that the report was not received? Can the Council or Board change history? Plus, what is the meaning of speaking or voting against the motion to receive?

If you are tempted to let go of this procedure but need reassurance that it’s OK to do so, here is a quote from Robert’s Rules of Order Newly Revised (10th edition, page 491): “In fact, this motion (to receive, EM) is meaningless since the report has already been received”.

Some Councils and Boards believe that it is necessary to formally acknowledge that a report was on the agenda. Others believe that a motion is needed on every proceeding or else it can be deemed to be invalid. Even if this concern was legitimate, there is a simpler way of addressing it:

Instead of moving that every report be received, one motion can be made at the start of the meeting that all agenda items, including reports and correspondence, be received, i.e.: scheduled on the agenda. Alternatively, using plain language, a motion to approve the agenda can be approved at the start of the meeting. The effect of this motion is to agree – before the fact – that all reports that are listed on the agenda will be presented and – if needed – considered. This approach will be clear and meaningful.



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Information about Eli Mina:

Eli Mina, M.Sc., PRP, is a Vancouver (Canada) based management consultant, executive coach, and Registered Parliamentarian. In business since 1984, Eli consults his clients on board effectiveness, chairing contentious meetings, preventing and dealing with disputes and dysfunctions, demystifying the rules of order, and minute taking standards. Eli's clients come from municipal government, school boards, regulatory bodies, credit unions, colleges and universities, native communities, businesses, and the non-profit sector.

Eli is the author of the newly published "101 Boardroom Problems and How to Solve Them." He is also the author of several other books and publications on meetings, shared decision-making and minute taking (see Eli Mina's Books at www.elimina.com ). Eli can be reached at 604-730-0377 or via e-mail at eli@elimina.com.


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