Before doing anything else, I would attempt to discover why he is skipping these meetings. Solve for X, not for Y. It may be that he has a legitimate concern about these meetings, and is simply failing to properly voice that concern - instead opting to stealthily avoid them.
If he does have a legitimate reason for avoiding the meeting, then rather than focusing on how or what he's doing, you should focus on fixing the why. Of course, you should also look into improving his ability to bring such issues to your attention through more productive approaches. This may involve changes both in his own actions and in yours or in the process itself.
If he does not have a legitimate reason (ie. "I'm too lazy to walk that far." or "The meeting's not helpful for me personally and I don't care about others."), then what I would do is either:
A) Require him to come to the meetings. Failure to do so is to be considered dereliction of duty.
B) Require him to ensure you are notified whenever he discovers he is not going to be attending the meeting. Failure to do so is to be considered dereliction of duty.
Just make sure you approach the discussion from a perspective of open conversation, not one of blame. Otherwise you'll likely have much difficulty getting down to the crux and cause of the issue.