CIVIC LEAGUE DEVELOPMENT GUIDE. Bureau of Community Programs Neighborhood Coordination Division

Transcription

1 CIVIC LEAGUE DEVELOPMENT GUIDE Bureau of Community Programs Neighborhood Coordination Division

2 Bureau of Community Programs 306 Cedar Road, 5 th Floor Chesapeake, Virginia Tel. (757) Fax (757) Dear Citizen: Thank you for your interest in starting a civic league or neighborhood association. This guide contains information about the following: Organizing Your Neighborhood Purpose of a Civic League Checklist for Forming a Civic League Mission, Vision, and Code of Ethics Sample Constitution and Bylaws Sample Oath of Office Introduction to Robert s Rules of Order Glossary of Parliamentary Terms Sample Meeting Agenda and Minutes What Makes an Ideal Meeting Useful Resources and Readings for Civic Leagues 501 (c) Organizations Neighborhood Association Member Roles Neighborhood Leadership Program Brochure Registration Form Chesapeake Council of Civic Organizations (CCCO) For additional information, please contact Neighborhood Services Coordination at (757) or visit us on the City s web Mission The Chesapeake Neighborhood Coordination Department coordinates revitalization efforts and connects residents to services and information to enhance the quality of life in the City of Chesapeake, Virginia. 1

3 CONTENTS Organizing Your Neighborhood. 3 Purpose of a Civic League.. 4 Checklist for Forming a Civic League. 5 Mission, Vision, and Code of Ethics 6 Sample Constitution and Bylaws. 12 Sample Oath of Office.. 16 Introduction to Robert s Rules of Order. 17 Glossary of Parliamentary Terms. 20 Sample Meeting Agenda and Minutes 22 What Makes an Ideal Meeting Neighborhood Association Member Roles. 27 Useful Resources and Readings for Civic Leagues (c) Organizations Chesapeake Council of Civic Organizations (CCCO). 40 Neighborhood Leadership Program Brochure. 42 Registration Form. 43 2

4 Organizing Your Neighborhood Chesapeake is only as strong as its neighborhoods. Throughout Chesapeake, civic leagues help to develop, revitalize, and sustain healthy neighborhoods. If you live in an area without a civic league and would like to start one, we are here to help. Here are some steps to get you started: 1. Recruit a core group of people in the neighborhood interested in organizing. 2. Identify neighborhood boundaries. 3. Establish a mission and goal(s) reflective of the needs and wants of the neighborhood. 4. Research and identify what resources and assets exist in your neighborhood. a. Identify other neighborhood organizations in close proximity and/or with similar goals. i. Learn what worked and did not work for them. ii. Choose one as a mentor. b. Determine which government agencies and departments will be most beneficial to you and your cause. c. How much money, if any, is at your disposal? How much can you access? 5. Recruit others in the neighborhood. a. There is power in numbers. b. They can bring fresh ideas to the table. 6. Devise a plan or strategy (depends on the mission and goal(s) of your neighborhood organization). a. How do you plan on tackling issues (if any)? b. Does the plan and strategy address the issue? c. Have all available resources been identified? d. What actions and changes will occur; who will carry them out; when and where will they take place; how do you plan on disseminating the information (i.e. who should know what)? For more information please contact: Chesapeake Neighborhood Coordination (757)

5 WHAT IS THE PURPOSE OF A CIVIC LEAGUE? Answer: To be the voice of the community act to involve as many citizens as possible in the affairs of the community educate citizens on community standards To become aware of events affecting the community early enough to effect those events To facilitate community volunteer programs To educate citizens on how to access City services To communicate recommendations, suggestions, and/or modifications to senators and congressmen; to introduce legislation/referenda, which will improve the quality of life in the community To identify a list of needs, which will progress the community and communicate them to appropriate City agencies To represent the community and its wishes at meetings and public hearings To participate with the City in improving the City s role in the community To resolve problems at the community level and when unsuccessful, access City Hall To recognize outstanding and exemplary work performance of city employees and community volunteers Source: VOLUNTEER Hampton Roads 4

6 CHECKLIST FOR FORMING A CIVIC LEAGUE Find a group of like minded citizens that wish to improve the quality of life in the community Decide on neighborhood boundaries for your civic league Prepare a map of your civic league area Write bylaws that will govern your civic league o Determine the name of your civic league o Determine officers and committees needed o Establish amount of dues for members Determine meeting place, dates and frequency Write description of duties of officers and committee chairpersons Elect officers Contact IRS for tax I.D. number Establish a checking account Complete the Registration of Civic League form & mail to Neighborhood Services Coordination. After establishment, contact Chesapeake Council of Civic Organizations for possible membership Never doubt that a small group of thoughtful citizens can change the world. Indeed, it is the only thing that ever has." Margaret Mead American Anthropologist Source: VOLUNTEER Hampton Roads 5

7 VISION, MISSION, AND CODE OF ETHICS A group s mission, vision, and code of ethics are the road map to success. Here is a sample of the City of Chesapeake s mission, vision, and code of ethics. Vision Statement From the Chesapeake 2026 Comprehensive Plan (next page) Mission Statement The employees of the City of Chesapeake are committed to providing quality service to all Citizens equitably, in a responsive and caring manner. Code of Ethics We, the employees of the City of Chesapeake, are committed to the highest standards of ethical conduct that reflect: Responsibility Provide quality services. Deliver results that make a positive difference. Accountable for the decisions we make. Fulfill personal commitments to others. Honesty Be open and truthful with ourselves. Be open and truthful in our relationships with our co-workers and customers. Exercise care to not misrepresent the City. Respect Regard for the environment, policies, rules, diversity and citizens. Consider all points of view when resolving conflict. Treat everyone with courtesy and dignity. Fairness Make decisions that consider all sides of an issue. Respect and follow the City s rules and regulations. Conduct ourselves in a manner that reflects well upon the City. Treat all citizens equitably. Provide equitable access to the resources of the City. Source: VOLUNTEER Hampton Roads 6

8 Compassion Internalize and promote the Chesapeake, Virginia: The City That Cares campaign. Understand and be sensitive to the needs of others. Integrity Hold as confidential all information accepted in trust. Exhibit conduct that inspires public confidence. Seek no favor or personal gain. Avoid conflicts of interest. Avoid improper influence. Make decisions and take actions in the best interest of the community. Loyalty Embrace and support the mission of the City through daily behavior. Serve as an ambassador of the City. Assure that leadership has sufficient information to make informed and ethical decisions. Fully support decisions of leadership once made. Process without closure does not equal progress. Dr. Clarence V. Cuffee Chesapeake City Manager 7

9 A Vision for Chesapeake The Vision for the future of Chesapeake consists of both a philosophical and physical element. During the summer of 2002, the Plan Advisory Team worked to develop a philosophical vision for The City which was later endorsed by the Planning Commission and City Council. This vision statement represents a consensus of the Chesapeake City Council, Planning Commission and Plan Advisory Team and provided the foundation on which the Forward Chesapeake 2026 Comprehensive Plan was developed. Vision Statement Chesapeake will be a City with vision, diversity, balance, vitality and pride. As the City continues to grow, it will be a progressive community of vibrant residential and commercial neighborhoods - some new and some old - each with their own identity yet interconnected culturally, economically, politically, and physically. Neighborhoods will be linked to each other, to businesses, to the natural environment and to recreational and cultural centers, through efficient and sustainable multi-modal transportation system and open space corridors. The City will manage growth to achieve a balance between employment opportunity, an expanding tax base, housing that meets the needs of a diverse population, and healthy natural environmental assets. The City will make the best use of land resources so that growth will include revitalization and redevelopment as well as development of new areas, in a manner that will preserve rural, historic and environmental assets. The City will provide opportunities and stimulate citizens to be involved in governance and civic activities. The City will honor that involvement by achieving and optimum balance in providing government services, with reasonable tax levels and high quality, efficient public services that meet the changing needs of the full population, including excellent public education and safety systems. Public facilities will be strategically located for efficiency and all infrastructure systems will be developed to sustain planned levels of growth. Chesapeake will be culturally diverse, economically strong, and environmentally healthy with a quality of life that defines the unique identity of Chesapeake as a destination and a place to live, work and play. The citizens of Chesapeake will prize the City s strengths and act constructively to address its challenges and will use its resources to plan and create and unparalleled city where residents and businesses meet their full potential. Source: Forward Chesapeake 2026 Comprehensive Plan (pg 12) Endorsed by the Chesapeake City Council and Planning Commission on August 17,

10 MISSION AND VISION STATEMENT EXAMPLES Mission To serve as a catalyst in the East Mims community, promoting the civic responsibilities and duties of government and community members Vision To establish and improve a family oriented community that provides excellency in every aspect of life s supporting systems. SOURCE: East Mims Progressive Civic League, Mims, Florida Mission In the City of West Lafayette there is a particular area physically defined by Cherry Lane, Northwestern Avenue, Lindberg Road, and the new Purdue championship golf course. It contains richly varied domestic architecture, all set along generous streets, with individually landscaped gardens, all canopied with magnificent indigenous trees. The resident families, many of whom have lived here for many years, are involved in the professional and academic activities which contribute to the particular character of West Lafayette. This Neighborhood is a very real and lovely expression of our society and culture; indeed it represents the true values of America. The fundamental purpose of this association is to assist the neighborhood to continue to flourish, while preserving its present environmental and social values. Its main function is to create a continuing liaison with the local authorities, and to inform the membership of matters which pertain to the neighborhood. SOURCE: Northwestern Heights Neighborhood Association, West Lafayette, Indiana 9

11 THE NATIONAL CIVIC LEAGUE VISION America's Challenge As our country enters a new and more complex century, we Americans are convinced that citizens need to act in partnership with each other and our government in order to have more control over our common future. Yet, many citizens are deeply frustrated because they often find their democratic institutions unresponsive to this need. They see political systems undermined by entrenched power, money and special interests. NCL's Vision The National Civic League, the United States' oldest organization advocating for the issues of community democracy, envisions a country where citizens are actively engaged in the process of self-governance and work in partnership with the public, private and non-profit sectors of society, and where citizens are creating active civic culture reflective of the diversity of community voices. NCL's Strategies NCL assists communities engaged in civic renewal by strengthening their capacity for collaborative problem solving. Through the Community Services program, NCL is providing technical assistance, training and diagnostic tools for citizens to assess the civic health of their community. Technical assistance includes strategic planning, visioning, and facilitation. Tools include the Civic Index: Measuring Your Community's Civic Health, the Community Collaborative Wellness Tool, and Building Civic Capital. NCL aligns communities involved in civic renewal in order for them to learn from and support each other. The 107th National Conference on Governance held in November 2002 explored civic engagement and technology. NCL's Alliance for National Renewal supports more than 200 national and local partners as they promote cross-sector collaboration. NCL's web page, publications and products provide resources and research spotlighting cutting-edge innovation and trends. NCL works with federal and state agencies, as well as foundations, to convene multi-site community building initiatives. NCL fosters innovation in community building and political reform by identifying best practices and conducting applied research. NCL's New Politics Program is documenting reform happening at the local level and assisting grassroots leaders with information and convenings. NCL is exploring the means to overcome voter anger, impediments to voter participation and disincentives to voting. NCL advocates re-examining the entire political system and considering all serious reform. NCL assists state and local government to increase their effectiveness by developing responsive partnerships with citizens. Through training, technical assistance, historically important publications, such as the Model City Charter, the Model County Charter, the National Civic Review, and newer publications-the Civic Index and the Civic Capital Assessment Tool-NCL is helping government work better with citizens and other sectors. NCL recognizes and celebrates communities that cooperatively tackle challenges, bring together diverse voices, and achieve results. The All-America City Award since 1949 has annually recognized 10 communities for their cross sector collaboration and achievements. For more information on applying to become an All-America City, please visit the AAC homepage. Mission Statement The National Civic League's mission is to strengthen citizen democracy by transforming democratic institutions. Copyright 2005, National Civic League Source: National Civic League 10

12 DETERMINING THE DIRECTION WORKSHEET MISSION, VALUES AND VISION Mission (What we do/why we exist) Write your current Mission Statement here: Owners: Customers: Outcomes: Reputation: Summary: Whom does our organization work for? Whom do we serve? Why does our organization exist? What do we want to be known for? Write a few words used to quickly identify our organization. Values (What we believe in) Identify ten values important to this organization; define what they mean, then discuss which ones are important. Identify the top three. Vision (What we want to be) What will be different in the world in three to five years because we exist? What role will our organization play in creating that difference? Source: VOLUNTEER Hampton Roads 1 11

13 ARTICLE I NAME The name of this organization shall be the Example Civic League. ARTICLE II OBJECT The object of the Example Civic League shall be to promote the principle of good citizenship among the residents, property owners and proprietors or representatives of business establishments in this section of the City of Chesapeake as defined by the Board of Directors; to unite for cooperation and interchange of idea in the best interest of this section towards beautification, recreation, the safety of its residents and the protection of their property investments; and to cooperate with the organizations for the best interest of this section in particular and the City in general. ARTICLE III OPERATING YEAR The operating year of this League shall be from July first through June thirtieth. ARTICLE IV MEMBERSHIP Any resident, property owner, or proprietor or representative of a business establishment in this section of the City of Chesapeake or residents of adjoining neighborhoods in which an effective civic league does not exist shall be eligible for membership upon payment of the annual dues. Every member who has paid his current dues shall be entitled to one vote on any issue before the league provided they were a member in good standing at the time of the previous meeting date. A member may hold office only after he has been a paid member in good standing for at least six months of the current League year and has attended 50% of meetings held during the current year. (Modified by Amendment 2 adopted April 11, 1995) ARTICLE VIII FINANCE Constitution and By-Laws of the Example Civic League The annual dues of the league shall be $3.00 per member, payable to the Example Civic League. Honorary members shall not be required to pay annual dues. The Treasurer shall receive and disburse the funds of the League upon approval of the membership or authorization of the Board of Directors. Source: VOLUNTEER Hampton Roads 12

14 The Treasurer s Books shall be audited annually in the month following the close of the operating year by a committee of three members; the Chairman to be appointed by the President and the other two to be elected from the floor. In the event the Treasurer vacates the position prior to the annual election, the Treasurer s books will be audited by a committee of three members appointed by the president prior to the new Treasurer taking office. ARTICLE IX MEETINGS AND QUORUM The regular meeting of the Example Civic League shall be held on the second Tuesday of SEPTEMBER, OCTOBER, NOVEMBER, JANUARY, FEBRUARY, MARCH, APRIL, MAY and JUNE. Special meetings may be called at the discretion of the President or by submission of a petition of ten or more members. Ten members in person including at least two officers shall constitute a quorum. ARTICLE X - ELECTIONS AND VOTING A Nominating Committee shall be appointed at the April meeting, the President to appoint two (one designated as Chairperson) and the membership to elect three. It shall be the duty of the Nominating Committee to recommend candidates at the May meeting, a slate consisting of one nominee for each elective office. Nomination may be made from the floor at this time. The elections and installation of officers shall take places at the June meeting. (Modified by Amendment 1 Adopted November 12, 1993) ARTICLE XI PROCEDURE Roberts Rules of Order shall apply in all cases except where said rules are not consistent with the existing Constitution and By Laws of the Example Civic League. DESCRIPTION OF COMMITTEES STANDING COMMITTEES AREA PRESERVATION AND IMPROVEMENT This committee is responsible for monitoring the condition of area infrastructure, (streets, gutters, curbs and sidewalks), facilities, businesses, and residences to determine if deteriorating symptoms appear and making recommendations to the membership to ensure neighborhood standards are maintained. This includes review of applicability of existing ordinances, reporting violations to the President for presentation to the appropriate authorities for action. Source: VOLUNTEER Hampton Roads 13

15 Duties include investigation of complaints from the general membership, notifying appropriate authorities of these problems, and monitoring and following up to ensure proper action is being taken. This committee along with league volunteers shall conduct a quarterly Walk the Streets effort to identify deteriorating conditions and maintain a street-by-street record of areas requiring attentions. Recommendations of the committee shall be discussed with the board prior to presentation to the general membership. Special sub-committees shall be appointed by the President in conjunction with the aims of the Chesapeake Master Plan for the following areas of responsibility: S1. Code Enforcement S2. Infrastructure Repair S3. Landscaping S4. Street Lighting and Signage S5. Zoning The Chairman of the Area Preservation and Improvement Committee shall designate subcommittee duties. Sub committee chairpersons shall attend all Civic league Board of Directors meetings in a non - voting capacity. Block Security This committee shall be responsible for the administration and development of the Block Security Program within the ten designated areas of the Chesapeake community. Duties includes necessary communication with the Crime Prevention Division of the Chesapeake Police Department, recruitment and training of Area Coordinators and Block Captains, provision of printed material and engraving tools, maintenances of appropriate records and development of a telephone warning network. Youth and recreation This committee shall be responsible for liaison with the Chesapeake Recreation Center Advisory Committee and other organizations whose primary purpose is to provide healthy, organized and directed recreational activities for the youth and other citizens of the community. The Chairperson shall additionally serve as the Civic league representative on the Chesapeake Recreation center Advisory Committee. The Chairperson or his/her representative shall provide reports of activities conducted or planned along with recommendations for Civic League involvement. Source: VOLUNTEER Hampton Roads 14

16 SPECIAL COMMITTEES NEWSLETTER-CHESAPEAKE BYLINES This committee is responsible for the publishing and distribution of a Civic League newsletter, obtaining funds from advertisers and ensuring the newsletter, is a self supporting venture not requiring Civic League funds. The Editor shall exercise full editorial authority and be responsible for the content and layout of the newsletter. The Editor will include a disclaimer notice in each issue absolving the league and advertisers of legal responsibility for content. The newsletter shall include broad areas of general information not limited to the City of Chesapeake. A special mailing list of the Chesapeake Bylines (newsletter) distribution shall be maintained by the Corresponding Secretary Committee chairpersons shall, when appropriate, prepare monthly articles for publication on a space available basis. REFRESHMENTS This committee is responsible for obtaining donations of various types including refreshments and conducting the social aspects of each general meeting. Volunteers as required shall be recruited at each general membership meeting. This committee is exempt from the 3 member general rule. SUNSHINE This committee is responsible for communicating the leagues concern for the welfare and health of our membership. Duties include sending get-well cards and gifts, condolence and sympathy cards and others as deemed appropriate upon notification of an existing situation by any member of the league. Necessary information for personal contact and visits by members will be promulgated when known. The Chairperson shall submit receipts for expenditures in connection with committee functions for reimbursement as required. This committee is exempt from the 3 member general rule. Source: VOLUNTEER Hampton Roads 15

17 EXAMPLE CIVIC LEAGUE OATH OF OFFICE Do you (Name) promise to execute the duties of the Office of (state office) in accordance with the By-Laws of the Example Civic League and the established procedures thereof? (Oath taker responds: I will) Do you swear and affirm that you will support the decisions of the General Membership and the Board of Directors in matters associated with the operation of League affairs once those decisions have been legally made? (Oath taker responds: I will) Do you all promise to fully support the President of the Example Civic League in carrying out the implementation of all legally made decisions? (Oath taker responds: I will) (Oath giver states: Repeat after me) I, (state name) do swear and affirm that I will do my best to serve the Example Civic League for the greater benefit of the Chesapeake Community and the City of Chesapeake, Virginia. Source: VOLUNTEER Hampton Roads 16

18 INTRODUCTION TO: ROBERT S RULES OF ORDER What Is Parliamentary Procedure? It is a set of rules for conduct at meetings that allows everyone to be heard and to make decisions without confusion. Why is Parliamentary Procedure important? Because it is a time tested method of conducting business at meetings and public gatherings. It can be adapted to fit the needs of any organization. Today, Robert's Rules of Order newly revised is the basic handbook of operation for most clubs, organizations and other groups. So it is important that everyone know these basic rules. Organizations using parliamentary procedure usually follow a fixed order of business. Below is a typical example: 1. Call to order 2. Roll call of members present 3. Reading of minutes of last meeting 4. Officers' reports 5. Committee reports 6. Special orders - Important business previously designated for consideration at this meeting 7. Unfinished business 8. New business 9. Announcements 10. Adjournment Moving motions is the method used by members to express themselves. A motion is a proposal on which the entire membership takes action or a stand on an issue. Individual members can: 1. Call to order 2. Make motions 3. Second motions 4. Debate motions 5. Vote on motions Source: VOLUNTEER Hampton Roads 17

19 There are four types of motions: 1. Main Motions: The purpose of a main motion is to introduce items to the membership for its consideration. They cannot be made when any other motion is on the floor and yield to privileged, subsidiary, and incidental motions. 2. Subsidiary Motions: Their purpose is to change how a main motion is handled, and is voted on before a main motion. 3. Privileged Motions: Their purpose is to bring up items that are urgent about special or important matters unrelated to pending business. 4. Incidental Motions: Their purpose is to provide a means of questioning procedure concerning other motions and must be considered before the other motion. How are Motions Presented? 1. Obtaining the floor a. Wait until the last speaker has finished. b. Rise and address the Chairman by saying, "Mr. Chairman" or "Madam President." c. Wait until the Chairman recognizes you. 2. Make your motion a. Speak in a clear and concise manner. b. Always state a motion affirmatively. Say, "I move that we..." rather than, "I move that we do not..." c. Avoid personalities and stay on your subject. 3. Wait for someone to second your motion a. Another member will second your motion or the Chairman will call for a second. b. If there is no second to your motion it is lost. 4. The chairman states your motion a. The Chairman will say, "It has been moved and seconded that we..." thus placing your motion before the membership for consideration and action. b. The membership then either debates your motion or may move directly to a vote. c. Once the chairman presents your motion to the membership it becomes "assembly property", and cannot be changed by you without the consent of the members. 5. Expanding on Your Motion a. The time for you to speak in favor of your motion is here rather than at the time you present it. b. The mover is always allowed to speak first. c. All comments and debate must be directed to the chairman. d. Keep to the time limit for speaking that has been established. e. The mover may speak again only after other speakers are finished, unless called upon by the Chairman. 6. Putting the question to the membership a. The Chairman asks, "Are you ready to vote on the question?" b. If there is no more discussion, a vote is taken. c. On a motion to move the previous question may be adapted. Source: VOLUNTEER Hampton Roads 18

20 Voting on a Motion: The method of vote on any motion depends on the situation and the bylaws of your organization. There are five methods used to vote by most organizations, they are: 1. By Voice - The Chairman asks those in favor to say "aye" those opposed to say "no." Any member may move for an exact count. 2. By Roll Call- Each member answers "yes" or "no" as his name is called. This method is used when a record of each person's vote is required. 3. By General Consent - When a motion is not likely to be opposed, the Chairman says, "If there is no objection..." The membership shows agreement by their silence, however if one member says, "I object," the item must be put to a vote. 4. By Division - This is a slight verification of a voice vote. It does not require a count unless the chairman so desires. Members raise their hands or stand. 5. By Ballot - Members write their vote on a slip of paper; this method is used when secrecy is desired. Two other motions commonly used that relate to voting are: 1. Motion to Table - This motion often is used in the attempt to "kill" a motion. The option is always present, however, to "take from the table", for reconsideration by the membership. 2. Motion to Postpone Indefinitely - This often is used as a means of parliamentary strategy and allows opponents of motion to test their strength without an actual vote being taken. Also, debate is once again open on the main motion. Parliamentary Procedure is the best way to get things done at your meetings. But, it will only work if you use it properly. 1. Allow motions that are in order. 2. Have members obtain the floor properly. 3. Speak clearly and concisely. 4. Obey the rules of debate. 5. Most importantly, be courteous. Taken from Source: VOLUNTEER Hampton Roads 19

21 A Glossary of Parliamentary Terms Abstain: To refrain from voting Ad-Hoc Committee: A special committee Adjourn: To end a meeting Adopt: To act in favor of a motion Agenda: A list of items to be taken up at a meeting Amend: To change a pending motion Amendment: A motion that changes a motion Appoint: To assign to a committee or office Ballot Vote: A secret vote, written on a piece of paper Bylaws: The written rules for governing an organization Carried: To adopt a motion Chair: The presiding officer Debate: The formal discussion of a motion Debatable: A motion that is open for discussion Division: To call for a recount of the vote Ex-Officio: A member of a committee because of the office held Executive Session: A secret session of members only Floor (as in have the floor): To be given permission to speak at a meeting Germane: Closely related to and having a direct bearing upon Illegal Ballot: A ballot that cannot be counted because it does not conform to the balloting rules Incidental Motion: A motion that deals with questions of procedures In Order: Correct parliamentary procedure Legal Vote: A vote cast by a member in good standing at a meeting where a quorum is present Lost Motion: A motion that has been defeated Main Motion: A motion that introduces a subject to the group for discussion and action Majority Vote: One more than half the votes cast Minority: Any number that is less than half the number of members present Minutes: The official written record of a meeting Motion: A proposal that some action be taken or an opinion be expressed by the group Negative Vote: A vote against the motion on the floor New Business: New matter brought for consideration Nomination: The formality of naming a person as a candidate for election to an office Ordered: Directed by vote of the organization Order of Business: The schedule of business to be considered Out of Order: Not correct from a parliamentary standpoint Pending: The question(s) that are under consideration Pending Question: The last motion stated by the Chair Plurality Vote: The largest number of votes when there are three or more choices Precedence: The rank of priority of consideration of a motion Prevailing Side: The winning side Primary Amendment: The first amendment to a motion Pro Tem: Temporary Source: VOLUNTEER Hampton Roads 20

22 Putting the Question: Placing the motion before the group for a vote Previous Notice: A written notice before a meeting that a motion will be introduced Question: A motion Quorum: The number of members that must be present for the legal transaction of business Rank: The order in which one motions to a small group for consideration Refer: To send the motion to a small group for consideration Report: A written or oral account of the work conducted by an officer or a committee Resolution: A formal written notice Revision of Bylaws: Rewriting the entire bylaw document Ruling: A decision made by the presiding officer Second: A second person agrees to have the motion considered Secondary Amendment: An amendment to an amendment Seriatim: Consideration by paragraphs Session: A meeting or series of connected meetings, as in a convention Subsidiary Motion: A class of motions that helps to dispose of the main motion Tellers: Members officially designated to count ballots Tie Vote: The same number of votes on each side Two-Thirds Vote: Two thirds of the votes cast must be cast in the affirmative to adopt Unanimous Vote: No dissenting vote Unbeatable Motion: A motion on which discussion is not allowed Unfinished Business: Matter from previous meeting postponed or brought over to the next meeting Vote: A formal decision, ether positive or negative, made by members of a group in regard to a matter brought before it Yield: To give way when you have been assigned the floor Source: VOLUNTEER Hampton Roads 21

23 Agenda The Neighborhood Civic League Wednesday, November 12, 2003 Neighborhood Community Center I. Welcome 7:00 p.m. II. Review of Minutes 7:05 p.m. III. Guest Speaker: a. Sue Smith, VOLUNTEER Hampton Roads 7:10 p.m. IV. President s Report 7:25 p.m. V. Board Report 7:30 p.m. VI. Committee Report 7:35 p.m. a. Hospitality b. Membership c. Neighborhood Watch VII. Announcements 7:50 p.m. a. Lark Lane Residents b. Veteran s Day flags VIII. Old/New Business 7:55 p.m. IX. Adjourn 8:10 p.m. Source: VOLUNTEER Hampton Roads 22

24 The Neighborhood Civic League Meeting Minutes March 19, 2012 Neighborhood Community Center Attendance: 24 Board Members Present: John Doe, Sue Smith, Charley Parker, Donna Jones, Paul Miller, Mike Brown Board Members Absent: Joe Camp Meeting Called to Order: 7:05p.m. I. Welcome II. Minutes February minutes approved III. Guest Speaker Sue Smith of VOLUNTEER Hampton Roads presented information about volunteer opportunities in the community. Volunteers are helping to solve many issues facing the community. VOLUNTEER Hampton Roads is the region s nonprofit resource center and is available to connect residents to hundreds of volunteer opportunities. For information, call Sue at IV. President s Report President Doe reported that membership in the Neighborhood Civic League has declined. President Doe proposed that the league host a neighborhood function to recruit members. The motion was seconded and approved. The Board will select a date and the Hospitality and Membership Committees will work together to coordinate refreshments, invitations and entertainment. V. Board Report The Executive Board met on November 2 and approved releasing funds in the amount of $100 to landscape the entrance to the neighborhood. VI. VII. Committee Reports a. Hospitality Committee no report. b. Membership Committee as reflected in the President s Report, Membership is down. Members are asked to be proactive and invite neighbors to upcoming meetings. c. Neighborhood Watch six new households have joined the Neighborhood Watch. An attempted vandalism by adolescents was reported to the police and prevented. Announcements a. Lark Lane residents will meet at 10:00 on Saturday, November 21 to clean debris and leaves along the street. b. Residents are encouraged to fly American flags on Veteran s Day. VIII. Old/New Business No business was reported. The meeting was adjourned at 8:10 p.m. Source: VOLUNTEER Hampton Roads 23

25 What Makes an Ideal Meeting? Planning and Facilitating Group Meetings, by D. Seibold and D. Krikorian, The purpose of the meeting is clear. 2. To achieve the purpose, the members must meet. 3. Everyone at the meeting understands and agrees on the meeting purpose. 4. The agenda is organized to move the group toward the purpose. 5. The agenda and any review materials have been distributed before the meeting. 6. Members know their roles at the meeting. 7. Everyone is present who needs to be present; no extra people are involved in the meeting. 8. A meeting leader or facilitator role has been assigned. 9. Needed equipment is available and operational. 10. Members leave the meeting with a clear idea of what was agreed upon and their action items. 11. The meeting process is evaluated for improvement. Source: VOLUNTEER Hampton Roads 24

26 Program Planning Meeting Guide Name of Program: Meeting Date: Meeting Attendees: 1. Define the community problem you want to solve. 2. Describe the people affected by the problem (who, how many) and what is currently being done to address the problem (if anything). 3. Describe what you would like to achieve (program goal) in this program over the next year. 4. Describe specific, measurable objectives it will take to achieve the goal over the next year. 5. Describe the activities you will employ to achieve the program goals over the next year. List what will take place, who will administer it, when will each activity be completed, and how much the activity will cost? 6. List other resources needed for the program. 7. List fundraising ideas for the program. 8. Describe how the program meets the Civic League s mission. 9. How will you know when you are successful? Be specific. 10. What will happen if you don t do the program? 11. How important is the program to the community? (1 = not important, 5 = very important) By: The skilled Facilitator, Scribner and Associates, Source: VOLUNTEER Hampton Roads 25

27 Potential Pitfalls of Meetings LONG-WINDED SPEAKER OR LONG COMMITTEE REPORTS Written reports preferably sent out in advance Time limits on speaking Use a strictly adhered to agenda Enforce the culture of getting things done in a timely manner. UNEQUAL INVOLVEMENT OF MEMBERS OR BURNOUT Determine the source and type of problem. If apathy driven review the person s expectations for the group Interview the individual---- correct any mismatches in work assignments. Communicate Troubleshoot early in the problem Ask people to become involved Offer a sabbatical Help people say no. FOUNDING MEMBER SYNDROME Term limits Advisory member find another role for them and enforce it Peer - to - peer counseling Board member/past member in same generation Stay mission focused avoid personalities Set new goals. NAY SAYERS AND YES BUTS Anticipate and present first alternative Bring in outside person to present alternatives Time limit Prepare board prior to meeting if expecting disagreement Press for a decision Move to committee present pros and cons there. Source: VOLUNTEER Hampton Roads 26

28 In order for a Neighborhood Association or any organized group, to be effective, members roles should be clearly defined. While each Neighborhood Association is responsible for determining which committees and executive positions it will have, there are certain positions which are commonly held in Neighborhood Associations. This section provides ideas and guidelines to help Neighborhood Associations clearly define the roles and responsibilities of these positions. Which hat will you wear? Source: Oregon State University Extension Service 27

29 NEIGHBORHOOD ASSOCIATION POSITIONS B1 EXECUTIVE BOARD Any resident, property owner, or business within the Neighborhood Association boundaries can participate in the association meetings. Those who will commit to regular attendance at the meetings (usually once or twice a month) can be elected to an executive board to work on items of interest to the neighborhood. Each Association has bylaws that specify how many people can serve in a formal capacity, but anyone can attend meetings and work on projects. OFFICERS Each Neighborhood Association s bylaws outline the duties of their officers. Suggested general duties are listed below. CHAIRPERSON Responsible for the general supervisory and directional powers of the activities of the executive board and association; Responsible for writing and submitting meeting agendas; Presides at all meetings of the executive board and general membership; Generally an ex-officio member of all committees VICE CHAIRPERSON Assists the chairperson; in the absence of the chairperson, the vice chairperson conducts the meetings and exercises all the usual duties of the chairperson. SECRETARY Records the minutes of the meetings of the executive board and delivers a copy to the City s Department of Community Services, Community Resources Division. City staff then provides copies of the minutes and agendas to all the executive board members. (See B3) TREASURER Has access to the funds of the Neighborhood Association. Most boards do not require anything but an occasional status report from the treasurer. (Note: This is an optional position since some executive boards do not have a treasury. The treasurer position could also be added to the secretary position as secretary/treasurer.) (See B4) NEIGHBORHOOD COMMITTEES Many Neighborhood Associations organize their work through committees. Each Association s executive board decides which committees are needed and what their relationship is to the board. Some standing committees may be described in and Association s bylaws. Neighborhood committees generally operate under the following two criteria: 1. All recommendations of the committee are approved by the Association s board, or 2. The committee may make recommendations on behalf of the Neighborhood Association and executive board within adopted policies of the Neighborhood Association (e.g., neighborhood plan, special neighborhood study, specific land use policies). Recommendations that do not fall within adopted policies must be approved by the executive board. Source: Oregon State University Extension Service 28

30 Examples of Neighborhood Association Committees: LAND USE COMMITTEE Reviews land use proposals, including specific cases filed with the City, land use policies such as the comprehensive plan, zone code revisions, etc., and makes land use recommendations to the Neighborhood Association. The position of land use chairperson can be very demanding. Each week, he or she receives a packet that contains summaries of land use matters affecting the neighborhood and the city as a whole. TRAFFIC/TRANSPORTATION COMMITTEE Reviews proposals for changes in traffic patterns (stop signs, parking, signals) and transportation proposals (major street improvements, studies, policies), and recommends traffic/transportation policies or changes to the Neighborhood Association. This committee might also review transit proposals or make recommendations on transit and advocate on behalf of the Association. The position of traffic chairperson can be time consuming. The traffic chairperson often presents testimony to the Citizens Advisory Traffic Commission (CATC) or City Council on the Neighborhood Association s behalf. SOCIAL CONCERNS COMMITTEE Reviews social needs in the neighborhood to make recommendations to the Neighborhood Association on social issues and to advocate on behalf of the Neighborhood Association with the appropriate community resource to get the needs met. PARK COMMITTEE Reviews proposals for park development projects and/or organizes a park project; works with Parks Operations Division on Park Partnerships. POLICE-NEIGHBORHOOD LIAISON COMMITTEE/NEIGHBORHOOD WATCH Neighborhood Watch Coordinator plans, organizes, and carries out the Neighborhood Watch Program for the Association. Each Association is also invited to have a representative on the Police Neighborhood Liaison Committee, which meets the first Wednesday of each month at 12:00 noon. Crime statistics are presented for each neighborhood, and there is general discussion of police-related concerns. NEWSLETTER EDITOR/COMMITTEE Oversees production of the annual neighborhood Association newsletter; the committee chair or editor signs articles to be written by others in the group as well as writes, collects and reviews articles, and gives them to the City s Neighborhood Newsletter Coordinator. The editor assists with layout and proofs the newsletter draft. SCHOOL COMMITTEE Reviews proposal affecting the school and makes recommendations to the executive board on policies or programs concerning schools that the Neighborhood Association should follow. Lobbies on behalf of the Neighborhood Association for those policies, and serves as a liaison with the Local School Advisory Committee (LSAC). BUDGET/C.I.P. (CAPITAL IMPROVEMENT PROGRAM) Reviews proposed budget and C. I. P. s, reports back to the Neighborhood Association, and makes sure that the Neighborhood Association s interest is represented in budget and C.I.P. processes. Source: Oregon State University Extension Service 29

31 AD HOC COMMITTEE When and issue or project arises of such magnitude that it seems prudent to have a special committee assigned to work on that one item, the executive board may choose to appoint and ad hoc committee with one charge only and which will disband when the issue/project is completed. Examples of such committees are Neighborhood Plan Committee, Zone Code Revisions Committee, and CIP Committee. OTHER COMMITTEE/ LIAISONS Other committees that exist or have existed in some Neighborhood Associations: Community Services Committee City/Civic Affairs Committee Historic Preservation Committee Housing Committee Police Community Support Committee Watershed Council Representative State Fair Representative Fall Leaf Haul Salem Neighborhoods Inc. (SNI) NEIGHBORHOOD AND COMMITTEE CHAIRPERSON B2 Every group needs leadership. Someone needs to keep the group organized and on track. Outside of meetings, this means the leader (usually a chairperson) needs to spend time making phone calls, following up on decisions, and making sure the group is effective. At meetings, a chairperson helps determine the ultimate success of the group by making sure meetings are run well. It is important that a chairperson be an impartial bystander, and NEVER monopolizes the floor or dominates discussions. He/she is also the person whom makes sure that people keep to the agenda both in content and timing. HOW TO RUN AN EFFECTIVE MEETING Introduce Yourself: Do not assume people know who you are. If there is time and the group is of a reasonable size; have others introduce themselves as well. Prepare for the Meeting: Create an organized agenda and submit it to your Neighborhood Services Counselor by the Monday of the week before the meeting. Complete other preparations. Follow the Agenda: Keep discussion to the topic and time allotted. When it is time to end a discussion, announce that time is almost up. Select the final speakers and their order from those still indicating a desire to speak. When those people finish speaking, the discussion is over. Direct the Discussion: When issues are brought up that are irrelevant, remind them that there will be a time for new business. If people are repetitive, recap the information that has already been shared. If a decision needs to be made, inform members. Limit your own opinions. Facilitate Voting and Decision Making: Bring issues to a vote as needed. Never assume there is agreement until it is put to a vote. Mediate Arguments When They Arise: Remain impartial and fair. Give each side a chance to state their point of view. Source: Oregon State University Extension Service 30

32 Review What Has To Be Done: Review all discussions, decisions made, and tasks to be assigned. Make sure people leave the meeting with a clear understanding of what decisions have been made and which tasks are to be done by whom. Follow Up On Decisions: Encourage members to get things done and help them when necessary. Encourage Participation From All: Recognize that people respond differently, based on their background (gender, ethnicity, physical disability) and try to allow for these differences. Act as a Chairperson, Not a Dictator: Do not ignore those who want to speak, or monopolize the floor because you are the chair. A chairperson facilitates discussion and does not dictate decisions. A chairperson should remain neutral. If you want to speak, you may call on yourself, temporarily step out of your role as the chair, and then say your piece. Return to your role as the chairperson. DO NOT continue to speak when your turn is finished. OTHER DUTIES OF A CHAIRPERSON The work of a chairperson is not just the facilitator of a meeting. A good chairperson undertakes the following responsibilities. Sorts through your chair s packet to determine which materials are of interest to your association or committee. Understands, promotes, supports, and interprets the overall goals of the association as well as the committee. Consults the executive board and past committee chairperson in choosing members for committees. Asks members to serve. Outlines committee responsibilities clearly. Schedules and conducts meetings. Notifies all members, guests, and key people well in advance of the meeting. Observes correct procedure for corresponding with residents. (i.e., Does the Neighborhood Association require prior board approval? Letterhead?) Sees that meeting proceedings are recorded. (See B3 for details.) Delegates and divides responsibilities among members. Gives credit and recognition for accomplishment. Sees that work gets done. Welcomes the police officer attending your meeting and make sure he/she understands how much time he/she has on the agenda. Before the meeting, calls the officer if there is a particular incident or topic you want him/her to be prepared to speak about. Maintains a meeting climate which is respectful to all guest speakers and meeting attendees. Talks with you Neighborhood Liaison regularly. assistance. Provides information and ask for Attends or sends a representative to any citywide network meeting. (i.e., Land Use Network, Police-Liaison Committee, Salem Neighborhoods Inc.) Source: Oregon State University Extension Service 31