NATIONAL ASSOCIATION OF WOMEN IN CONSTRUCTION

CHAPTER PRESIDENT’S HANDBOOK

THIS HANDBOOK IS THE PROPERTY OF YOUR NAWIC CHAPTER. PLEASE PASS IT ON TO THE APPROPRIATE PERSON WHEN YOUR TERM OF OFFICE IS OVER. Rev.11/2008

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TABLE OF CONTENTS

Introduction .................................................................................................. 3 (1) Duties and Organization ......................................................................... 4

(a) Code of Professionalism.................................................................... 5 (b) Bylaws and Standing Rules............................................................... 6 (c) Tips for the Successful President ...................................................... 7 (d) Files .................................................................................................. 8 (e) Records Retention............................................................................. 9 (f) Deadlines & Calendar.......................................................................11 (g) Listing of Forms................................................................................12

(2) Leadership (a) Delegation .......................................................................................13 (b) Appointments ..................................................................................14 (c) Committees .....................................................................................14 (d) Special Meetings.............................................................................14 (e) Written Communications .................................................................15 (f) Listening..........................................................................................15

(3) Meetings (a) Board of Directors ...........................................................................16 (b) Membership ...................................................................................16 (c) Elections and Voting

(i) Election of Officers ...................................................................18 (ii) Election of Delegates and Alternates........................................19 (iii) Motions.....................................................................................19 (d) Protocol ...........................................................................................19 (i) Precedence ..............................................................................19

(ii) Guest Welfare ..........................................................................20 (iii) Guest Speaker..........................................................................20 (iv) Seating Arrangements..............................................................20 (v) Introductions.............................................................................21 (vi) Membership Pin........................................................................21

(4) Legal and Insurance Information (a) Legal Information ............................................................................22 (b) Insurance ........................................................................................28

(i) Insurance Certificate Request Form.........................................29 (5) Strategic Planning..................................................................................30 (6) Officer Transition....................................................................................33 (7) Reference Section .................................................................................34

(a) Parliamentary Procedure ...............................................................34 (b) Meeting Agendas and Scripts

Sample Agenda – Board of Directors’ Meeting.............................36 Sample Agenda – General Business Meeting ..............................37 General Meeting Script.................................................................38 Election and Voting Scripts...........................................................42 Election of Delegates and Alternates Script .................................48

Business Meeting Vocabulary ....................................................................49

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Madam President You have been elected to serve your chapter and lead it to its destiny this year. Yours is the office with the greatest responsibility and honor. Your chapter is placing their trust and confidence in you. You are responsible for ensuring that standards are upheld, policies observed, and the object of the National Association of Women in Construction is correctly communicated to the chapter and community. You are charged with ensuring that your chapter’s primary focus is consistent with NAWIC’s Mission Statement. You will strive for unity and coordinated efforts so your chapter can flourish with growth and benefit the Association and its members. As President of your chapter you will wear many hats: ...Planning Officer who establishes the goals for your term and provides positive guidance for chapter members. ...Chief Spokesperson who interprets the desires and needs of your chapter to the highest levels of the Association and relates NAWIC policies and procedures to your members and to the community. ...Chief Hostess who establishes a friendly, congenial climate in which all members may benefit and an atmosphere that encourages guests to join our unique Association. This is your opportunity to display and practice the qualities of leadership necessary to influence the actions of others. In accepting the office of President, you obligated yourself to devote the necessary time and effort to fulfill the duties of your office promptly, systematically, and efficiently. You are a vital link in the process of education and communication. You are the person who can block or advance the progress of your chapter and its members. To fulfill your responsibility successfully will require advance preparation, systematic study, constant practice, self-evaluation, and the flexibility to adjust to the circumstances. Now that you are ready to tackle the details of your office, this handbook has been prepared as a reference source and to offer basic information during your term. If you are unable to find an answer here, or in your NAWIC Operations Manual, it is suggested that you contact your NAWIC Director. Each President has her own style and her own ideas of what works best for her chapter. Yes, there are requirements that you must follow for certain policies and procedures, but you are encouraged to bring new ideas to the table and should encourage your members to do the same. Look at what works best for your chapter and focus on those programs. Change, add, or even eliminate things that are not working. Just because “it has always been done that way” does not mean it is “required.” Just because “it did not work in the past,” does not mean it will not work “now.” If you are not “sure” about changing something, get input from your members; use the resources that are available to you, including your past chapter Presidents. Talk with your Director as she is there to guide and assist you in making your chapter the very best it can be.

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(1) Duties

A general statement of your duties is contained in the Standard Bylaws for Affiliated Chapters, Article XI, Section 1:

The President shall preside at all meetings and serve as Chairman of the Board of Directors. She shall call regular monthly meetings of the Board of Directors and such special meetings of the Board of Directors as may be necessary. She shall be authorized to create Special Committees and shall appoint members to all Standing and Special Committees (with the exception of the Nominating Committee) and shall designate the Chairmen thereof. She shall be one of 3 officers authorized to countersign all checks. She shall not be a member of the Nominating Committee. She shall in a timely manner prepare and file all documents necessary (990 IRS form) to protect the chapter’s non-profit status for the fiscal year in which she serves as President.

With the enlistment of the support of the Chapter Board of Directors, the President shall: 1. Preside at each meeting of the Board of Directors and at each membership and special meetings. 2. Exercise general supervision over all chapter activities. 3. Serve as an ex-officio member of all committees except the nominating committee. 4. Prepare a written agenda for each meeting of the Board of Directors and for each chapter meeting, which is

recommended to be shared prior to the meeting with the Chapter Vice President and Chapter Secretary. It is recommended that you forward a copy to the Chapter Parliamentarian.

5. Serve as a role model. (refer to the Code of Professionalism below) 6. Serve as custodian of the charter, gavel, president's pin (if appropriate) and any awards or accolades presented

to the chapter before or during your term of office. 7. Ensure the Chapter complies with all legal, insurance and fiduciary requirements to protect the Chapter and

member’s liability. Refer to Sections (7) Legal and Insurance As previously mentioned, you are the communication link with your NAWIC Director, NAWIC Board, NAWIC Office and - through your committee chairmen - any NAWIC committee. Don't let the chain break - share all applicable communications you receive. Any Association is only as good as its ability to communicate. At various times you may be requested to provide a report of the activities of your chapter. This report may vary depending on the time of the year and where it is to be presented. Reports at planning conferences and Forum may include notices and/or information of workshops, seminars or other items of interest to members in your region, as well as special functions and general activities to date. Annual reports should include programs presented at meetings, educational or industry projects, scholarships presented, special awards received by the chapter and/or members or special appointments, etc. They should not contain information about rummage sales, fashion shows, etc., since these are not a focus of NAWIC’s Mission Statement.

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(1)(a)

NATIONAL ASSOCIATION OF WOMEN IN CONSTRUCTION

CODE OF PROFESSIONALISM WHEREAS, the NATIONAL ASSOCIATION OF WOMEN IN CONSTRUCTION, hereinafter referred to as NAWIC, is an international association dedicated to the advancement of women in the construction industry, and WHEREAS, integrity, professionalism, respect and courtesy are all fundamental values of NAWIC, and WHEREAS, NAWIC’s officers, directors, staff and members represent the Association to others within and outside of the construction industry, and WHEREAS, NAWIC and its members wish to set out in writing the code of professionalism by which they strive to implement their fundamental values in all their actions, for both internal and external activities, NOW, THEREFORE, the following is adopted as the CODE OF PROFESSIONALISM of the National Association of Women in Construction:

• NAWIC members will act at all times in conformance with the following Association Policy – NAWIC

is self-governing, non-profit, non-partisan and non-sectarian. • NAWIC members will use their best efforts to ensure that the statements made and positions taken

fairly represent the view of the entire group on behalf of which they are authorized to speak. • NAWIC members, when representing members of the Association, will take steps to hear and

consider the views of all their constituents and make those members feel that their views are important, even if the position taken is in disagreement with any member’s particular views.

• NAWIC members, when representing the Association, its Committees, Regions, Councils or

Chapters shall give those positions their full support. • NAWIC members shall treat as confidential any information to which they are given access by virtue

of being an officer or director, candidate for office, or director-elect. • NAWIC members shall conduct themselves professionally in the course of any activities affecting the

Association, including campaigning for office. I, the undersigned, have read the foregoing “NAWIC Code of Professionalism”, and agree to abide by the rules set forth therein, and have signed this document as a free and voluntary act.

______________________________________ Signature _____________________________________ _______________________________________ Date NAWIC Office Held *NOTE: The signature is an optional feature

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(1)(b) Bylaws and Standing Rules You should become familiar with the NAWIC Bylaws, the Standard Bylaws for Affiliated Chapters and your Chapter’s Standing Rules and Guidelines. Know whether they are being reflected in the current practices and procedures of your chapter. Bylaws are changed as it becomes necessary to address the changing times and needs of the Association. The Standard Bylaws for Affiliated Chapters require revision in order to comply with the National changes and the Chapter Standing Rules need to take into account a balance of updating with tradition, which should not always be so easily discounted. National Bylaws and Standard Bylaws For Affiliated Chapters can only be changed by the National NAWIC Board of Directors. According to parliamentary authority, the Bylaws: 1. Define the primary characteristics of the organization. 2. Describe how the group functions. 3. Include all rules that membership considers so important that changes cannot be made without (a) previous notice

to the membership and (b) the vote of a specified large majority (such as 2/3rds) of a specified body. 4. Cannot be suspended except for clauses that provide for their own suspension under specified conditions, or

clauses in the nature of rules of order. Bylaws have an important bearing on the rights and duties of members - whether they are present or absent - and on the degree to which the general membership is to retain control of, or be relieved of, business details. Except as provided in the bylaws, the voting body has full and sole power to act for the entire group and does so by majority vote. Bylaws may be changed either by revision or by amendment. (The authority of revision or amendment lies ONLY with the NAWIC National Board of Directors) When they are revised, any portion is open to amendment at the time they are adopted. They are presented as a substitute for the existing Bylaws. When they are amended, only that portion proposed for change may be amended at the time the changes are presented for action, and such proposed amendment must not contain a more drastic change than the original proposal. This restriction prevents proposal of a slight change to take advantage of previous notice to move a greater change as an amendment to the proposal. Each Chapter shall adopt Standing Rules stating its dues, fees and charges, meeting date and stating whether the Chapter will elect Officers to the positions of Corresponding Secretary and President-Elect, and such other rules as long as they are not in conflict with the Charter of the National Association of Women in Construction; the Chapter's Corporate Charter; or the Bylaws, Standing Rules or Policies of the National Association of Women in Construction. Amendment or revision of Chapter Standing Rules requires 30 days prior notice or “publishing” of the amendment or revision to the chapter members, and a two-thirds vote of the Board of Directors. All Standing Rules must be reviewed for compliance, and approved, by the Association's Bylaws Chairperson, which should be done before distribution of “previous notice”. Suggest creating a committee, possibly of past Chapter presidents, to review the chapter standing rules annually. Chapter Standing Rules may be changed by a vote of the Chapter Board of Directors (excluding Standing Rules #1, #2, #3 and #4 which can only be changed by the NAWIC Board of Directors) after 30 days prior circulation to the Chapter Members. When an amendment or revision to the Chapter Standing Rules is proposed consideration should be given to its impact. If they are too specific, they may limit unduly the actions of the Chapter; on the other hand, if they are too general, they may not serve the purpose for which they are intended. Wording of Standing Rules must provide the least possible chance for misinterpretation. Understandability rather than readability is the desired end. Punctuation is vitally important. For example, future leadership should be able to have a clear understanding of the intent to continue to apply appropriately, without requiring continual amending or revision, and there should be no negative effect or impact on future boards to act.

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(1)(c) TIPS FOR PRESIDENT

1. Communicate regional and national information to your members! Through email, newsletter, phone….. Don’t forget those members who are not “internet and email” savvy or don’t have it available.

2. The word “flexible” should be in the President’s vocabulary. Expect the unexpected and be willing to accommodate the chapter as a whole.

3. As president, you should never complain. It is an honor for you to serve your chapter. You never know who is watching or listening. Remember the walls have ears.

4. Be friendly and gracious at all times. You are representing your chapter and the association. Be pleasant in voice and manner, even in the face of antagonism or discourtesy.

5. Know our Association, how it functions and what it is. Use the NAWIC website as a resource when you are unsure on a topic. Refer to the NAWIC Manual. You will be the called upon to be the “expert” in your chapter. If you don’t know the answer, ask the person if you can get back with them and do the proper research before you answer the question.

6. Even if you have a Parliamentarian, the president should also have a general knowledge of Roberts Rules of Order. Rely on your Parliamentarian to guide, not to perform the duties of the President. The Complete Idiots Guide to Roberts Rules is a great resource.

7. Make decisions that will stand the test of time. Weigh the actions to be taken by your chapter with the values of the association. If the actions aren’t in line with the association values, then the chapter should not take that action and you are responsible to stop it.

8. Set up files of your chapter prior to the beginning of the year. Include files for the standing and special committees. Using a crate with individual files for the Board and Chapter Members to distribute handouts is a great time saver.

9. Be calm, cool and collected. Prepare well in advance so that there will be no last minute decisions to be made in haste after arriving at a meeting. Never do things in a rush. Being ill-prepared and taking shortcuts will always show. The chapter deserves your very best effort.

10. Arrive at meetings early to meet and greet members, guests and prospective members. This also allows you to be relaxed and at ease when it is time to call the meeting to order. Encourage other board and senior members to meet and greet and spread out in your seating, so no guests or newer members sit alone.

11. Prepare a script for every meeting. Go over script with your Parliamentarian if you are not comfortable with calling for votes, etc. Each month you can overwrite the script from the previous month so you are not “recreating the wheel” each time.

12. Providing a copy of the script to the secretary for note taking will save time on preparing minutes. 13. Send the script and agenda to the Vice President prior to the meeting. If you are unable to attend at

the last minute, or are running late, the Vice President can chair the meeting and know what is going on.

14. Lead by example. Set high standards of performance. 15. Be consistent and fair in all actions. Refrain from imposing personal opinion on the chapter. Listen to

ideas before giving a personal opinion to avoid stifling dialogue. 16. Phrase all remarks tactfully, especially when an adverse ruling may be necessary. (This is an

interesting challenge to the president's ability to lead rather than dictate.) 17. Take opinions and suggestions of others seriously, but never take them personally. Remember, the

president is expected to carry out the wishes of the chapter graciously, even when those wishes are contrary to hers.

18. Strive for cooperation among members by giving ample opportunity for suggestions for the successful functioning of the chapter.

19. Do not let discussions on an item turn into a “committee meeting”. If there are lots of questions, comments, etc., on an issue, ask the committee chair to schedule a meeting right then and there so the appropriate committee can address the issue, with a report due at the following meeting.

20. Remind all members of the chapter that they can join in a committee meeting, even if they aren’t “on” that particular committee.

21. Review procedures with committee chairmen to ensure that they know what they are supposed to do and how to do it. Make certain your chapter chairs have the contact information for their corresponding national chairs and encourage them to keep in touch with them.

22. Give clear and concise instructions. Encourage members to ask questions if they do not understand, and provide information as quickly as possible. Again, don’t hesitate to tell them you will have to research the situation, if you are not sure. But, be sure to get back to them with the information they need!!

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23. Keep your word - be sure that members can depend on what you say. 24. Help members to develop their abilities. Recognition is a great tool for building self-confidence in

members. Encourage their involvement in regional and national events. 25. Build a solid chapter. Promote teamwork and joint effort in the chapter. Give each member some

responsibility for making the chapter a success, and then recognize the results publicly. 26. If for any reason you feel you are either temporarily or permanently unable to fulfill the duties of

president due to pressing personal issues, illness, or any other reason, immediately notify your vice president and turn the reins of the chapter over to her. This will allow the chapter to continue to function smoothly and ensure the continuity of all chapter business and viability.

27. As president, you should assume no other positions in the chapter or chair any committee. Delegate committee work to others! Too often presidents overwork themselves by taking on jobs no one else wants to do such as being Bulletin Editor, Scholarship Chairman, etc. Don't volunteer even if no one else does!

Take it easy, do your best, and enjoy the moment. This is a volunteer association; strive to make it enjoyable for everyone, including you!

(1)(d) Files

One of your first tasks will be to review the president's files; do this as soon as you receive them from your predecessor. “Clean” out unnecessary information and paperwork, taking care that the Chapter records required are properly maintained (See Retention List below), and ensuring those Board Officers are maintaining their applicable records. Insert any missing items and destroy any items that have no further use. President’s Files The President's files should contain: 1. Current Operations Manual and Bylaws of the National Association of Women in Construction; Standard Bylaws

for Affiliated Chapters; Policies of the National Association of Women in Construction; Chapter Standing Rules and Policies. As President, you should take the time before your term of office begins and familiarize yourself with these by-laws. You are not required to memorize them, but know what information is available so it can be referred back to when needed. Current bylaws and changes are available for download in the Operations Manual on the NAWIC website. The Operations Manual is normally updated in April and October. Always make sure that you have the current information by checking the website.

2. Chapter Roster (with addresses and telephone numbers). This can be downloaded from the NAWIC website. 3. Leadership Directory. A current directory of the Chapter Board Members, the Committee Chairs, as well as

Regional Committee Chairs, current Presidents and contacts within your Region and the National Officers and Directors. This is also available on the National website.

4. Chapter Charter and incorporation documents (even if they are copies). It is a good idea for the President to also have the Chapter Federal ID# (FIN).

5. Chapter Gavel, including podium banners, flags, etc. (The Chapter may want to invest in a small, compact American Flag for use when one is not available)

6. Copies of Minutes for the current and immediate past fiscal year for Board and General Meetings. (The Secretary maintains the complete and official file of all Minutes). These are helpful when making decisions and knowing the history or actions and approved expenses taken before, it is not required but you may want to also keep a copy of your monthly meeting scripts until the end of your term.

7. Correspondence sent and received during the year. This portion of the file should be purged at the end of the year to remove all except items of value, as noted in the Retention File List below.

8. Retain these files: President's Handbook – this is reviewed annually at the NAWIC Mid-.Year Board Meeting NAWIC Operations Manual – Reviewed at the NAWIC Mid-Year and Annual Meetings NAWIC Ceremonial Handbook

9. Chapter’s strategic plan (if applicable) 10. Your Chapter Goals (What is your vision, passion and focus? Outline your goals to accomplish them. Work with

the Region Director to incorporate her goals into yours)

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(1)(e) Records Retention Requirements

Types of Records Period of Retention

• Accident reports and claims (settled cases) 7 years

• Accounts payable ledgers and schedules 7 years • Accounts receivable ledgers and schedules 7 years • Audit reports of accountants Permanently • Bank reconciliations 2 years • Capital stock and bond records; ledgers; transfer registers;

stubs showing issues; record of interest coupons; options; etc Permanently • Cash books Permanently • Charts of accounts Permanently • Checks (canceled, but see exception below) 7 years • Checks (canceled for important payments, i.e., taxes; purchases of

property; special contracts; etc. Checks should be filed with the papers pertaining to the underlying transaction.) Permanently

• Contracts and leases (expired) 7 years • Contracts and leases still in effect Permanently • Correspondence (routine) with members, customers, or vendors 1 year • Correspondence (general) 3 years • Correspondence (legal and important matters only) Permanently • Deeds, mortgages and bills of sale Permanently • Depreciation schedules Permanently • Duplicate deposit slips 2 years • Employee personnel records (after termination) 3 years • Employment applications 3 years • Expense analyses and expense distribution schedules 7 years • Financial statements (end-of-year, other months optional) Permanently • General and private ledgers (and end-of-year trial balances) Permanently • Insurance policies (expired) 3 years • Insurance records, current accident reports, claims, policies, etc Permanently • Internal audit reports (in some situations, longer retention periods

may be desirable) 3 years • Inventories of products, materials and supplies 7 years • Invoices to members and customers 7 years • Invoices from vendors 7 years • Journals Permanently • Membership applications 3 years • Minutes of directors and committees, including by-laws and charter Permanently • Notes receivable ledgers and schedules 7 years • Option records (expired) 7 years • Payroll records and summaries, including payments to pensioners 7 years • Petty cash vouchers 3 years • Physical inventory tags 3 years • Plant cost ledgers 7 years • Property appraisals by outside appraisers Permanently

Property records, including: costs; depreciation reserves; end of year trials balances; depreciation schedules; blueprints and plans Permanently

• Purchase orders (except purchasing department copy) 2 years • Receiving sheets 2 years • Requisitions 2 years • Sales records 7 years • Savings bond registration records of employees 3 years

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• Scrap and salvage records (inventories, sales, etc.) 7 years • Stock and bond certificates (canceled) 7 years • Stockroom withdrawal forms 2 years • Subsidiary ledgers 7 years • Tax returns and worksheets; revenue agents’ reports and other

documents relating to determination of income tax liability Permanently • Time books 7 years • Trade mark registrations Permanently • Voucher register and schedules 7 years • Vouchers for payments to vendors, employees, etc. (Includes:

allowances and reimbursement of employees, officers, etc., for travel and entertainment expenses.) 7 years

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(1)(f) Deadlines and Calendar As a professional association, NAWIC’s business requires adherence to certain deadlines. As President, you are responsible for ensuring those deadlines are met. Some preparation will be necessary in order to meet certain deadlines, look at the months ahead and plan for those deadlines so you will be ready to meet them. Review additional deadlines with your Director, and add those along with your Chapter activity deadlines. October

1 Beginning of NAWIC Fiscal Year 1 NAWIC Dues are due to the NAWIC Office after this date a penalty is imposed __ Officers and Chairs should complete forwarding all files to their successor __ Add new NAWIC Officers, Director, and Regional Chairs to your newsletter/mailing list __ Submit Chapter Budget to Chapter Board of Directors for Approval __ Obtain Chapter Roster from the NAWIC Website __ Audit Committee meeting __ Chapter Standing Rules and Guidelines to be reviewed by Chapter Board of Directors.

November

__ Review Membership Roster available on the NAWIC Website. Distribute to Members who do not have web access.

__ Review your membership retention, contact all those who have not renewed December __ Review your membership retention, contact all those who have not renewed January

31 IRS I-990 Certification form due TO NAWIC OFFICE (not to IRS), cc: Director February

1 NAWIC Officer Candidate Forms/paperwork must be postmarked by this date __ Director Candidates must send paperwork to Director and NAWIC EVP six weeks before Forum ___ E-Postcards are Due _________ March __ WIC Week (first full week in March)

__ Review your projected goals and Budget at your Board Meeting, make necessary adjustments __ Nominating Committee must be elected by the March meeting, if not already done __ Elect Delegate and Alternate to Forum, if not already done. This will only be required during the year of an election for Director in your Region. April

__ Region Forums May

__ Region Forums June

1 NAWIC Officer Ballots mailed to all members in good standing as of May 1 (must be mailed prior to June 1)

15 Chapter Dues information/ verification due to NAWIC Office __ NAWIC Chapter Elections to be held, if not already done __ Election of Annual Meeting Delegates and Alternates, if not already done 21 NAWIC Officer ballots must be postmarked by this date, mailed to Independent Auditor, and received

by June 30 (do not mail to NAWIC Office) __ Report results of Chapter Elections to the NAWIC Office

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July 1 Credentials certification to NAWIC Office for convention Delegates & Alternates

8 Final date for NAWIC Officer Election results posting on NAWIC Website __ Registration Due for NAWIC Annual Meeting August

31 Dues Renewal Statements should be received by all members prior to August 31 32 Final address and phone contact changes for Leadership Directory for coming year due to NAWIC

Office __ Officer and Committee Chair Annual Reports due for Chapter files __ Begin transfer of Officer and Chair files to their successors

September

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(1)(g) Forms

The following NAWIC forms can be found on the NAWIC Website.

• IRS Compliance Form (this form is sent to the NAWIC Office, NOT to the IRS; it is internal form) • Member Change of Contact Information Form • Chapter Transfer Form • Memorial Information Form (sent to Region Director only) • NAWIC Sponsorship Request Form • NAWIC Image – Chapter Highlights Form • NAWIC Image – Story Idea Form

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(2) LEADERSHIP

(2)(a) Delegation Your role as President depends upon your ability to learn delegation of duties. You have conferred your confidence in your Committee Chairs and Board of Directors with their duties to perform on behalf of the Chapter. Part of your role as leader of your Chapter is to grow other leaders. This can be done, in part, by delegating duties so others can learn. This can be done by: 1. Asking your Vice President to be the Committee Coordinator. She can keep you informed as to the status of

various committees. She can also encourage the committee chairs. 2. Asking someone to keep all of the permanent records of the chapter. They could be responsible for all record-

keeping other than those duties of the Chapter Secretary. 3. Delegating someone to be in charge of operation problems. They could report the need to change Standing

Rules and keep you informed of problems before they get too large. They could suggest new procedures perhaps.

4. Asking someone who has planning experience to lead the planning for a particular event. 5. Asking several people who are willing to be substitutes, to stand ready if and when you might need them.

Perhaps they could give a public speech or talk if you were not available. You would be the only one who could call them when in need.

6. Asking any potential chapter leader to help any time they are needed. This helps others understand the gravity of the situation and the need to be responsible for actions.

Do not delegate the correction of members; praise or reward of members; or group leadership. Since delegation is frequently used as a training technique, you may want to give certain members a chance to try a challenging new task - especially if the individual has expressed an interest in that particular area. The more widely you delegate, the more you will broaden the capabilities of your members, giving them valuable opportunities to advance in leadership roles, and the more efficiently your chapter will run. If someone is ideally suited for a particular task, you will, more than likely, want to delegate the task to that individual, regardless of other involvement. However, take care not to overload one or two members and neglect others. When a member is working on a committee, check with the chairperson of that committee before delegating additional tasks to the member. Delegation is an effective way of showing a member and the rest of the chapter that an individual has your confidence and approval. Give newer members opportunities to try new things by assigning them co-chair positions. Ordinarily a new member should master the fundamentals before being given delegated responsibilities, but a new member with demonstrated ability may be able to assume some responsibility quickly. While delegating, watch for "burnout". Evaluate what a person has been doing, especially if she has served in a particular capacity for several consecutive terms. Regardless of intentions or abilities, this person is a candidate for non-performance. Sometimes, she needs a rest to recharge and gain new energies, and possibly desires to take on other areas of responsibility, allowing a chance for others to take on that member’s old responsibilities. Allow your members the opportunities to broaden their experience by working on different tasks and/or committees. Always be on the lookout for new blood in your leadership roles. When you delegate, follow these procedures: 1. Set your objectives, and make sure that they are stated clearly. If you provide in writing what your objectives and

expectations are, there are less misunderstandings of what your hopes of accomplishment are. Clearly define the budgetary items

2. Clarify the area of authority and select the degree of control needed -- this is a must! Be ready to modify your control constructively, but let them exercise their judgment and authority.

3. Set deadlines for reporting and completing the assignments. 4. Acknowledge and praise efforts and/or accomplishments.

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Once you delegate, keep hands off. Direct any questions to the person or persons in authority for that task. Most important, do not interfere; you have assigned a task, let the assignee perform. BUT, be available, and encourage them to come to you if they want someone to “bounce” ideas off. Be sure to occasionally offer your reassurance and support, and assure them it’s OK to ask for help. The best way to motivate people is to allow them to achieve their fullest potential.

(2)(b)Appointments As soon as you are elected, get a commitment from all of your appointed committee chairmen. In making these appointments, the needs of the chapter and individual members should be considered, as well as your own need for members who will expand and enhance chapter and Association activities during your term. You may want to request Volunteers that have a desire to work on any committee. Take that into consideration as you make your appointments. Be sure you have contacted and gained the support of those you have selected before announcing their appointment. Before you make any contact, however, keep in mind the duties of each committee and any special requirements, such as freedom to receive telephone calls during the day. Recognize those who have difficulty saying “no”, and attempt to not put them into a position where they may fail at achieving the results you desire to accomplish. A committee should include both experienced and new members. In the informal atmosphere of a committee meeting, new members will feel comfortable in asking questions about procedures which may be bothering them. Remember, this is the training ground for all members, but especially for newer members. It is suggested that members should serve at least one term on a committee before being charged with the responsibility of its chairpersonship. From time to time as the need arises, you may authorize the appointment of a special committee to handle certain specific business. Members of a special committee may be appointed by the chair. Duties and responsibilities are stated by the chair at the time of appointment, or may be part of the criteria establishing the committee. If the establishment of a special committee is in the form of a motion, without naming its members, the chair should appoint the members before the meeting is adjourned. If a motion designates members without naming the chairperson, you may name the chairperson, or allow the appointed committee members to name their own chair, with a designated time frame for doing so.

(2)(c) Committees

There are four (4) Standing Committees listed in the current Standard Bylaws for Affiliated Chapters: Construction Profession and Education, Finance and Membership. The duties of the committees are written in the Standard Bylaws. The President may create such other committees as she deems necessary for the better execution of her duties and the goals of the Chapter. Special Committees with National and Regional Representatives include NEF (Block Kids, CADD/Drafting), P/R Marketing, WIC Week, Tradeswomen, Safety & Health Awareness, and Strategic Plan. These and others may be added or dropped as deemed necessary to carry out the important function of NAWIC. While planning for your term, you will want to determine what activities your Chapter will be participating in, and appoint your committee chairs accordingly. For example, if your Chapter does not intend to participate in a Block Kids event during the year, you will not need to appoint a Block Kids chair. Bylaws provide that you are an ex-officio member of all committees except the nominating committee. By attending committee meetings, you will be able to keep informed of the committee's activities and accomplishments. When you are unable to attend, ask your chair for a copy of the meeting minutes. Or, appoint a Committee Coordinator to help you with this function. While you should never dictate committee action, you may be asked to offer suggestions based on experience. As President, you should refrain from becoming a chairperson of any specific committee.

(2)(d) Special Meetings Interspersed with the regular meetings, it may be necessary from time to time for your chapter to hold various special meetings. The specific type of special meeting will depend on the occasion and the circumstances and on just what the members want to accomplish. For example, you are encouraged to schedule special activities during WIC Week

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or Founders' Month (September 11 is Founders’ Day). Meetings for this purpose may be in conjunction with public relations or membership recruitment.

(2)(e) Written Communications

As Chapter President, you will receive various communications periodically from all levels of NAWIC, i.e., regional and national as well as construction and community information. Most of this communication is intended for all chapter members, not just for you personally. This information may be distributed through your chapter newsletter, website, meeting announcements, emails, etc. Whatever means works best for you and your Chapter members. Do not forget you may have members who do not have access to daily internet and email, and it is your responsibility to share this information and keep all of your members informed. During your term, you will write letters to members and non-members. Remember, when using official NAWIC stationery, it is for official NAWIC business only. It is to be used with discretion by officers and committee chairmen and definitely not for personal correspondence. Please direct correspondence through the proper channels. (Chapter→ regional→national is the proper flow. If you have a question, send it to your NAWIC Region Director who will forward it to the national president or board, if appropriate.) Care should be taken to copy the proper persons. It is important for your Region Director to be aware of what is happening within her region, therefore, she should be copied on all applicable correspondence and forms concerning your Chapter (with the exception of personal "thank you's" to speakers, internal chapter communication, etc). Content can determine how effective your communication is. Make sure your committees include the pertinent When, Where, Why and How on their flyers and the information is visible and eye catching. When writing other communication, i.e. letter or email, be sure to think carefully how you word the information. The reader will not be able to “hear your tone”, and something meant in a light hearted manner could be taken in another context. If you are writing or responding emotionally, be sure to wait until you have thought things through, and possibly have a trusted friend or associate read it, before you actually send it.

(2)(f) Listening

During your term, one of your most important activities will be to listen to what others are saying. Listen to your chapter officers, your committee chairs, and your chapter members. However, listening does not stop with your chapter because you will need to listen to what other members and people in the community are saying. You listen to 1) gain information; 2) understand the thinking, feelings, and opinions of others; and 3) retain, remember, and recall; in other words to store up facts to be used at some future time. Your attitude is exceedingly important in developing your listening ability. Regard listening as a positive and active process. Make up your mind that you want to get all you can from the message. Open your mind to new ideas.

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(3) MEETINGS

(3)(a) Board of Directors

Your duties as President include presiding at all meetings of the Board of Directors. The board consists of the chapter’s elected officers, the immediate past president and elected Directors. Powers of the board are stated in the Standard Bylaws for Affiliated Chapters; in general, to conduct any business and to formulate recommendations for presentation to the members. General business activities are also discussed and dispatched so as not to waste time during regular meetings. The secretary will take minutes of the board meetings as well as regular meetings, and will report to the membership for the board. The board report should include date, time, and place of meeting, establishes that a quorum was present, and should list recommendations from the board to the membership. Board minutes are never read at a regular meeting but any recommendations by the board shall be read and the secretary can move their adoption by the membership. (A recommendation of the Board of Directors serves as a motion and does not require a second.) If no recommendations are forthcoming from a board meeting, the members should be informed nevertheless that a board meeting was held. It is acceptable and encouraged to provide a summary of any actions taken by the Board at the regular meeting. For example it should be noted that the Board approved bills to be paid, itemizing each, approved the monthly Treasurers Report, and taking note of any other “actions” of the Board that has an effect on the membership, i.e. the Board appointed a new officer or director, etc. If a Summary of Actions is provided, keep it brief and to the point (not all Board Actions need to be noted), and do not include discussion, only the outcome of any vote. As a member of the Board of Directors, regardless of the member’s position on any matter, once an action has been decided, it is an action of the entire Board and incumbent on all members of the Board to now support it as their own.

(3)(b) Membership Meetings Regularly scheduled meetings are usually held once a month. The regular chapter meeting is where many members form their impression of our Association. (Some members never venture beyond the chapter level. Therefore, the object of the Association, and the image projected and perceived, is generated at the chapter level.) Consistent with purpose(s) of the meeting the following structure is recommended:

1. Opening exercises 2. Program: speaker, workshop, field trip, etc. 3. Closing exercises (if custom)

Announcements regarding non-business related items should (or could) be made during a business recess, i.e. during meal or a break. This will assist in conducting a business meeting in the proper atmosphere and will keep your meeting within a prescribed time limit. As President, you have the responsibility of leading your chapter and setting a professional example. Before each meeting you should:

1. Confer with your officers and committee chairmen to determine whether they have reports to present. 2. Check your Bylaws and Standing Rules to insure compliance in all matters. 3. Review parliamentary procedure applicable to business to come before the members, such as elections

and special appointments. Your parliamentarian can advise you prior to the meeting on most questions. 4. Prepare an agenda, using the minutes of the last meeting (minutes should be sent by the secretary well

in advance of the meeting), program information from the program chairperson, communications received, and any other information you may have in your possession. The agenda should cover the entire meeting from the call to order to adjournment. (Sample agendas are included in this workbook.) Your Agenda and your script should be provided to the following prior to the meeting time: (1) your Parliamentarian for the purpose of reviewing and assisting with any needed procedures or guidance you may require; (2) your Secretary to allow her to more easily and effectively take accurate minutes; (3) your Vice President so she will be prepared to start the meeting on time and act on your behalf in the event something precludes your timely attendance.

At each meeting you will conduct all business in a formal and professional manner. You should give the appearance of impartiality at all times. As a voting member of the chapter, you are entitled to vote on any question; however, it is

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better not to vote on any question put to voice vote except to break or make a tie (a tie vote defeats the motion). Your vote makes the members aware of your feelings on the question negating your position of impartiality. As the chairperson conducting a meeting, you may not speak to a question unless you relinquish the chair and do not assume it again until the matter at hand has been disposed of. While conducting a meeting, set an example for your chapter members by using correct terminology. Certain parliamentary terms have been provided in this handbook for your reference. This will help you with your terminology to be used during the business meeting. In a small group, members may know each other quite well and there may be a tendency to discuss an item of business informally across the room. It is your job as President to maintain control of discussions, to ensure that all discussion is directed to the chair in a professional manner, and that all comments are pertinent to the subject under discussion. If a member brings up another subject before the subject being handled has been disposed of, you can indicate that the speaker's remarks are not germane to the question but that the speaker may bring up the question after the current business is finished (and don't forget to call on that individual at the appropriate time).

Membership Meeting

Every chapter should adopt an "Order of Business" that prescribes the order in which the different classes of subjects shall be considered at any regular meeting. Without an adopted Order of Business, the Chapter would be at the mercy of any member who secured the floor and introduced a subject that was beyond the scope of the Chapter's objectives; there might never be time for legitimate important reports and action. The following Order of Business is regarded as standard for one-meeting sessions, i.e., regular business meeting: A. Call to Order: The presiding officer should call a meeting to order promptly at the hour fixed by rapping the gavel once and saying, "The meeting will please come to order.” B. Optional: Invocation, Inspiration and/or Pledge of Allegiance: "The invocation/inspiration will be given by ." Followed by a Welcome by the presiding officer and introduction of guests. C. Program: If there is to be a Program, it may be presented either before or after the business portion, depending upon the Order adopted by the Chapter. In either event, when the time arrives for the regular scheduled business, the Chair announces the fact by saying, "We will now have our regular order of business." D. Roll Call: Silent or oral. Before any business can be transacted, the presence of a quorum must be determined. Your Chapter Secretary can advise the presence of a quorum by simply stating how many members are in attendance and that a quorum is established. E. Approval of Minutes: Approval of previous minutes by the attending body is not required if there has been a committee appointed for such approval. It is acceptable and encouraged that a spokesperson for the Approval Committee advises that the minutes were approved, are available for anyone requesting a copy, and that other comments or questions may be brought to them after the meeting.

F. Reports of Officers: Only from those known to have a report. It should be discouraged to request reports from anyone not in the position to provide one at that time. Not only does this waste time, you are putting a member who may or may not even have a need to present a report on the spot. 1) President 2) Vice President 3) President-Elect 4) Secretary - May advise the “committee approval” of previous Meeting Minutes

5) Treasurer – May advise the “Board approval” of Budget and previous Treasurer’s Reports G. Correspondence: The Chair states, “The next business in order is the reading of the correspondence." The Corresponding Secretary (or Recording if no Corresponding Secretary) will read the correspondence (A brief summary is suggested, with an announcement that the information can be made available or copies provided after the meeting).

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H. Report of the Board: Read by the Recording Secretary and should be limited to a Summary of pertinent Board Actions. Board Actions should not include discussion or information on individual opinions. If the board has a report to make or recommendations to offer, the Chair says, "The next business in order is the report of the Board of Directors." If recommendations are made, the Secretary should move adoption of the recommendation by saying, "Madam President, by direction of the Board, I move adoption of the recommendation as presented." (No second is required because a majority of the Board who approved it has, in effect, seconded it.) I. Reports of Standing Committees: The President should check, if possible, before the meeting so that only committees with reports need be called upon thus saving time and the intimation that those without reports were unprepared. The President asks of those already determined to have one, "Does the Committee have a report?" No action is taken on a report that contains only an account of what the committee has done. If the committee recommends action, its report should be followed by a recommendation presented by the reporting committee member. No second is necessary for the same reason as in Board Report in Item H. Committee chairs should be reminded that Reports given during a meeting should be concise and to the point, and summarized where possible. Lengthy discourse is not required, recommended or usually appreciated. J. Reports of Special Committees (if any): If a special committee has been appointed to consider a certain subject referred to them, the Chair says, "The next business in order is the reports of Special Committees." These reports are presented in the same manner as the Standing Committees above. K. Special Orders: Applies only to the following items:

1) Bylaws specify a time or date: election of nominating committee, election of officers, delegates to convention, etc.

2) There has been a motion to postpone a subject to a definite time; this is the place in the agenda for such a subject to be disposed of.

L. Unfinished Business: The Chair should never ask if there is unfinished business, she should know. This includes business not concluded at the previous meeting. The Chair says, "The next business in order is....", or acknowledgement that there is no unfinished business. M. New Business: The Chair states, "New business is now in order.” This provides time for introduction of main motions presenting new ideas to the membership. N. Announcements: These are made merely for reminders or information. Keep announcements brief and to the point with mention that further information is available after the meeting for those interested in specific items. O. Adjournment: The Chair states, “If there is no further business or announcements, the meeting is adjourned.” General consent is usually used.

(3)(c) Elections and Voting

(i)Election of Chapter Officers

Before the end of June during your term, you will conduct the election of new officers. The election may be handled in any of several ways; however, it is your responsibility to see that the election is conducted in accordance with the Bylaws and it is accomplished in such a manner that each member recognizes the absolute fairness of the election. Voting must be done by ballot. If a single slate is presented, and no nominations are made from the floor, the secretary may be instructed to cast a unanimous ballot for an individual for slate. (See Elections and Voting Scripts section below) Two common ways of handling an election by ballot are: 1. Complete nominations for all offices before any balloting is done. 2. Ballot for each office immediately after nominations for that office are closed. In this method, ballots are counted and election results announced before proceeding to nominations for the next office.

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3. If you are voting by mail ballot, ensure that ballots are mailed out and deadlines determined to account for enough time to re-mail for any tie elections that may occur. 4. Voting for Elections or motions by email is not an acceptable method of this Association. Because of the importance of conducting an election as fairly as possible, appropriate wording that the chair may use in the election of officers is contained in the Robert's Rules of Order Newly Revised. You should review the provisions regarding nominations before you conduct an election. If the secretary of the chapter is not present at the meeting and voting is done at the meeting, vs. using a mail ballot, the members must elect a secretary pro tem. Usually this can be done by general consent, but if there is an objection, a vote must be taken. Neither the President nor the Board of Directors has the right to appoint anyone to serve even temporarily in an elected office.

(ii) Delegates and Alternates

a. Voting for Delegates and Alternates is much the same as Election of Officers, excluding a nominating committee.

b. You are allowed 1 Delegate per chapter for voting at Annual Forum for a new director. c. You are allowed 1 Delegate for every 10 members of your Chapter, or majority thereof (i.e. 15 members is 1

Delegate, 16 members is 2 Delegates) for voting at the Annual Meeting/ Convention. The number of chapter members is based on the NAWIC Office’s record of paid and processed members sixty (60) days prior to the Annual Meeting/Convention.

d. You should elect 1 Alternate for each Delegate elected. e. Proxy - Annual Meeting/Convention: A chapter having at least one half (1/2) of its authorized Delegates

voting in person may cast proxy votes on behalf of its absent members in accordance with rules and procedures adopted by the NAWIC Board of Directors.

(iii) Motions

Voting on motions shall be in accordance with voting regulations (see Elections and Voting Reference Scripts in the reference section) Remember that no motion is placed before the assembly, even though properly seconded, until that motion is stated by the chair.

(3)(d) Protocol Protocol may be defined as the rules, custom, procedures, and practices built up in an Association over a period of time, to give correct recognition to offices and to show proper respect to guests and program participants. It promotes orderly procedure and good relations. When speaking of protocol, we are usually referring to seating and introduction of current incumbents in office, past officers, guests, and program participants. Other customs and courtesies extended to VIP's may be referred to as “amenities". Some of the basic items of protocol are guest welfare, guest speaker and seating arrangement. As President you have the final word on protocol arrangements for all regular and special meetings of your chapter. If a question arises which does not appear to be within established rules and procedures, courtesy should always be the first consideration. You are the official representative of your chapter within the Association. As such, it is “customary” that you be elected a delegate to Forum, as well as one of the elected delegates to Annual Meeting.

(3)(d)(i) Precedence 1. Honor is accorded the office - not the individual. 2. Always begin with the highest level, i.e., national, region and then chapter. 3. Non-members usually outrank members. Government officials (federal, state, then local), and guests of honor take precedence over any other dignitary. (If present, your national president or national representative for the occasion is considered the highest ranking guest.)

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4. When VIP's are equal in rank, the VIP with the greater length of service takes precedence. If two VIP's of equal rank and equal length of service are present, the VIP coming the greatest distance takes precedence. In the case of past presidents, the one with the most recent date of service takes precedence. 5. An individual entitled to VIP treatment for more than one reason is honored for the highest office and is introduced as incumbent in that office. Exception: If the individual is reporting as committee chairperson, the committee chairmanship should be named. 6. At public relations meetings and other meetings when prominent citizens (honored, but not participating) are present, they rank immediately after NAWIC board members.

(3)(d)(ii) Guest Welfare

1. Advise visiting dignitaries of their hotel accommodations. (If applicable). 2. Meet dignitaries at plane or train, escort to all meetings, and to their plane or train on departing. Advise them in advance of the name(s) of the party meeting them or if special arrangements have been made. 3. (This information is in Forum Guidelines, and should not necessarily be a part of this handbook.) If you have invited a NAWIC Director to attend your meeting or function, it is appropriate that the Chapter make arrangements for and/or reimburse the Director for meals, transportation and accommodation (if required). Special arrangements can be made with your Director should a Chapter have budgetary concerns about a visit. Do not let this preclude you from inviting your Director, call and discuss possible National budget assistance that may be available to the Director for visiting.

(3)(d)(iii) Guest Speaker (Customarily handled by your Construction Profession and Industry Chair)

1. Send written (which in many cases can be done by email) invitations to all honored guests advising them they will be a guest of the hostess chapter. 2. Advise guest speaker, by note, the hour you wish them to speak and for how long. Also, advise of the theme of the meeting or activity. This can be done via phone or email. 3. Provide guest speaker with information about the Association, nationally and locally. 4. Advise speaker if they will be your guest for lunch or dinner. 5. Send guest speakers thank-you notes immediately after function for helping make your meeting a success.

(3)(d)(iv) Seating Arrangements 1. Advise guests, in advance, of their seating arrangements for the entire business section and the banquet if

applicable. Before a meeting begins, a hostess should show each honored guest or VIP where to be seated. 2. If you do not use a head table, but podium only, reserve a table for yourself and Guest Speaker close to the

podium. If a NAWIC dignitary is attending, ask their preference for seating. 3. Those speaking during the meeting should always stand and address the assembly. 4. If using a head table, the presiding officer is always seated in the center or first place to the right off center. The

guest of honor is always seated at right of the presiding officer and takes precedence over any other dignitary. The NAWIC President or a NAWIC Representative for the occasion is considered highest ranking guest.

3. Seating arrangements may be (1) Straight line/left and right, with higher ranking members seated to the right of the presiding officer and lower ranking members to the left; or (2) Alternate seating, with the highest to the left of the presiding officer, third highest next to the right, and so forth.

4. If there is an even number at the head table, the presiding officer sits to the left of center (as the head table is viewed from the audience). If there is an uneven number to be seated at the head table, the presiding officer sits in the center.

5. The length of the table should be in proportion to the size of the audience. If the head table cannot accommodate all those who should be accorded special consideration, a second head table may be used. Another alternative is those not seated at the head table may be seated at a table close to the head table and seating at the head table changed to accommodate the program.

6. When the flag is displayed, it should be to the speaker's right as they face the audience. Other flags, such as state, will be to the left. (Suggest your Chapter invest in a portable flag, if you don’t have one, then there will always be one available wherever you are.)

7. If room is available and a head table is being used, the following persons are usually seated at the head table during a business meeting:

a. Presiding Officer b. Parliamentarian (to left of presiding officer)

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c. Secretary (to right of presiding officer) d. Treasurer e. Vice President f. President-Elect (if the chapter has this office)

(3)(d)(v) Introductions

1. The presiding officer introduces “those seated at the head table” (DO NOT say: ...introduce the head table) and

any other guests present. 2. Ranking officers are introduced from the highest to the lowest regardless of where they may be seated. Do not

introduce down one side of the table and then down the other side if honor guests have been alternated. 3. Valuable time may be saved by curtailing lengthy applause. The presiding officer should ask all guests to remain

standing and request the audience to withhold applause until all have been presented. 4. Other guests and potential members may be introduced by the presiding officer, the person who brought the guest

or the Membership Committee Chairperson. 5. A guest who is not known by the group is introduced; a guest who is known is presented. 6. While a member of the chapter is an officer or committee chairperson at a higher level is not, as a rule, entitled to

special treatment in chapter meetings, that member should be introduced when many guests are present (as at public relations or other special events).

(3)(d)(vi) Pin 1. The NAWIC membership pin represents the chapter and National Association. It is not to be overshadowed by

the guard representing the office. In other words, the guard is not fastened above the pin at any time. You should not wear any other pins or jewelry above your pin.

2. The NAWIC membership pin, with guard as applicable, should be worn on the left side, over the heart. It is not to be used as a fastener, collar design or decoration.

3. A member should only wear one pin and one guard. The guard worn should be the one representing the office held at present. If the member is no longer in office, she will wear a membership pin only, or if having attained the office of Chapter President, NAWIC Director or National Board, she shall wear the Past Officer’s pin of the highest office attained.

4. Presidents guards are worn with the gavel facing away from the pin when in office and toward the pin when out of office.

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(4)Legal and Insurance

(4)(a) Legal

TAX QUESTIONS -- What is NAWIC’s Tax Status, and What Does It Mean? NAWIC qualifies under IRC S501(c)(6) as a Business League exempt from paying federal income tax. This means that NAWIC does not have to pay income tax on the money it takes in from its exempt purpose, such as dues and convention income. A. What does it mean to be tax-exempt?

1. Most organizations become incorporated under their states’ not-for-profit, corporate laws. They are known as “non profit” or “not for profit” corporations. There is a common misconception that this means they are tax-exempt. Non-profit organizations are not automatically exempt from paying taxes. The tests for becoming exempt from Federal income taxes are set out in 26 U.S.C. S501. There are over 20 different categories set out in S501(c) of reasons an organization can be deemed “tax exempt.” To officially qualify for exempt status, the organization must properly apply to the Treasury Department for, and subsequently receive, a “Determination Letter,” indicating the IRS’ recognition of the organization as exempt.

2. S501(c)(6) allows tax exempt status for the kind of group which is “an association of persons with some

common business interest, the purpose of which association is to promote such common interest and not to engage in a regular business of a kind of ordinarily carried on for profit.” NAWIC’s specific exempt purpose is set out in its “Object.” The NAWIC national association applied for and received proper exempt status for itself and all affiliated chapters which agreed to abide by NAWIC’s bylaws and methods of doing business (to preserve the exemption). To insure continued good standing under S501(c)(6) as tax exempt, NAWIC must retain the power to control, examine, and supervise all chartered chapters, to insure that they are not violating the IRS requirements.

B. What are the benefits of 501(c)(6) status?

1. On NAWIC itself: To make its own income non-taxable. Any income received by the exempt business league (NAWIC) which is “substantially related” to the carrying on of the purpose for which the association got its tax exempt status, is not taxable to the organization under the Federal Income Tax Code. Note, however, that the income producing activities themselves (not just the need for the income raised) must in some way further the organization’s goals. Examples: membership dues, convention income, trade show proceeds, dictionary proceeds, tuition for construction classes taught, honorariums earned by members and then donated to the NAWIC organization. Examples of non-exempt income: sales of goods, advertising, credit card rebates, most “ways and means” projects. As will be explained below, not only is the unrelated income taxed, but if a disproportionate amount of the time of NAWIC’s members is spent earning it, it could jeopardize the entire tax exempt status.

2. On the individual Contributor to NAWIC:

a. Generally, no effect. A member of the construction industry who pays dues money to NAWIC as part of her ongoing business education, etc. may be able to deduct those expenditures from her federal income tax as a “business expense.”

b. Any other individuals or business paying money to NAWIC will not be able to claim a

deduction from her, his or its income for those amounts under Section 501(c)(3). (They can, of course, claim them as business deductions, if appropriate.) Payments to NAWIC are not considered charitable contributions.

3. What limitations are imposed on NAWIC because of its S501(c)(6) status?

a. NAWIC must be careful how it spends its money. Any expenditure of NAWIC or NAWIC

chapter funds for the “benefit” of any member will jeopardize the 501(c)(6) status of the organization. A member is held to “benefit” from a payment if the payment relieves the member of a financial obligation she otherwise would have. This broad definition clearly includes paying the tuition of a member’s child (in the

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form of a scholarship), and may encompass payments to a relative or close friend of a member. Therefore, NAWIC policy requires that no scholarship, grant or other financial support may be given to any NAWIC member, or member of the immediate family of a member. (Member of immediate family shall mean child, brother, sister or parent, or spouse of any of them.) [NOTE, though, that this policy does not prohibit individual chapters from using funds for legitimate chapter purposes, such as reimbursing members for chapter expenses, which could include asking members to attend meetings, at the chapters’ expense, for the chapters’ benefit. This requires the representative to give a formal report in writing of the meeting attended for the benefit of all the other members.—See Standing Rule #4 of Affiliated Chapters)] Also, please refer to NAWIC Founders Scholarship Foundation for scholarship opportunities that NAWIC members may apply for since it is a separate 509 (a)(3) Trust.

b. NAWIC has to be careful about the types of programs it operates. It is limited to projects

which are “Substantially Related to [its] Tax Exempt Purpose.” This means that to retain tax exempt status, the overall income generated by NAWIC must be “substantially” related to the purpose for which it received its exemption. What amounts to a “substantial” relation is not specifically defined in the law. In published cases, the types of organizations which have suffered under this limitation are the ones which receive 50% or more of their revenue from public, non-member activities and purchases. (See Revenues, 2(b)-(c)). However, there is no safe “minimum.”

c. NAWIC and its chapters must make sure they file all appropriate Form 990’s. Form 990,

Form 990 EZ and Form 990N (e-postcard) are forms used by 501(c)(6) organizations to report income and tax exemption to the IRS. Failure to file this informational return may jeopardize the organization’s exempt status.

Where NAWIC’s Revenues Can Come From The IRS has developed specific rules about what kind of activities tax-exempt organizations may perform. Their purpose is to encourage organizations to concentrate on performing the worthwhile services for which they were granted tax-exempt status, and to discourage them from going into profit-making, competitive business. A. Where Money Can Come From:

1. Generally, from activities related to the exempt purpose. The IRS grants an organization 501(c)(6) status specifically to aid and promote the organization’s exempt purposes. Clearly then, revenue raised by activity directly related to that purpose (and not purely for profit) will be tax exempt. Included in this would be:

membership dues trade show revenues convention income dictionary proceeds tuition from construction classes taught

2. Exception: Income Received from Members. Members can pay their own money to the chapter, for nearly any purpose they want. If, in lieu of specific dues, members cover their chapter’s expenses through purchases at bake sales, car washes, raffles or other unrelated activities, to the IRS this revenue merely displaces or reduces the amount of membership dues needed to operate a chapter. This is allowed because the members are covering their own chapter expenses either way. Using “ways and means” projects, they are merely shifting the burden among the members of the group. Still, though, none of the funds may be used for the particular benefit of any one member as this would violate NAWIC’s 501(c)(6) exempt status.

3. __ Caution: Separation of Funds. Prudence and caution may require that all nonmember income be kept separate from the general NAWIC or chapter funds. If the funds are raised through non-exempt activities, and are substantial, public, potentially profitable and regular (such as ongoing Bingo games), the chapter may have to pay income tax on these activities as unrelated business income. The chapter cannot report to the IRS whether it actually realized any income to pay tax on unless it keeps separate books on the activities.

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B. Where Money Cannot Come From:

1. Too Much Unrelated Business Income: Revenue derived from activities which do not contribute to the accomplishment of the chapters’ objectives and purposes (other than to provide money) may be treated as “unrelated business income” and, therefore taxable.

2. Definition: What is “unrelated business income?” When an organization applies for tax-exempt status with the IRS, it must state its purposes. Only if those purposes are deemed worthy of exempt status under IRS regulations will the exemption be granted. IRS isn’t interested in encouraging tax exempt organizations to spend time on non-exempt activities, so it discourages them by taxing those, which are called “Unrelated Business Income.” The tax on them is known as the “UBIT” (Unrelated Business Income Tax). “Unrelated Business Income” is defined as: (i) income from trade or business; (ii) which is regularly carried on by the organization; and (iii) is not substantially related to the organization’s performance of its tax exempt functions. I.R.C. Reg. S1.513-1(a). However, “income producing or fund raising activities lasting only a short period of time will not ordinarily be treated as regularly carried on, if they recur only occasionally or sporadically, I.R.S. Reg, S1.513-1(c)(iii).

3. When is Unrelated Business Income Not Taxed? While the IRS does not want to encourage organizations to generate a lot of unrelated business income, it does not necessarily tax all of it. The tax regulations specifically exempt the following unrelated business incomes:

a. The first $1,000.00 of unrelated business income (S501)(b)(12)).

b. Income from a business in which substantially all the work is performed without compensation (S513)(a)(1)).

c. Income from a convention or trade show (S513)(d)(1)).

d. Bingo not carried out on a commercial basis and not in violation of state/local law (S513)(f).

e. Dividends, interest, royalties, rent from real property and other “passive” income (S513)(b)(1)-(3).

4. Limits on amount of non-taxable unrelated business income: Unrelated business income, whether generally taxed or not, and regardless of what it is used for, will nonetheless jeopardize an organization’s tax-exempt status when it reaches the point of being “substantial” and “regular.” The cut-off between “substantial” and insubstantial amounts of unrelated business income generally falls at the 30-50% mark.

5. Segregation of Funds: Once it is determined that an organization has an unrelated trade or business, then the gross income from such trade or business must be segregated from general organization funds, along with relevant deductions. If an organization has more than one unrelated trade or business, all gross income and deductions among the unrelated business can be aggregated.

6. Trend:The court decisions on the tax consequences of unrelated business activities on tax exempt activities are conflicting. The latest book in the field, The Law of Tax Exempt Organizations, 5th Ed., by Brice R. Hopkins (J. Wiley & Sons, 1987) confirms that the future tax treatment of unrelated business income is “unclear,” so don’t assume that you are safe.

7. Related Business Income: Even if the income comes from an approved activity (i.e., publishing a construction book), it may still be prohibited if the profit is so great that the members no longer have to support their own expenses. To avoid such a problem (which could result in losing tax exempt status altogether), such income should be kept separate and be used for non-member purposes, such as grants, scholarships or community project.

Where Money Can and Cannot Be Spent

Only money raised from members can be used for operating expenses: Income received from non-members should not be used for operating expenses to any “significant” extent. Isolated ways and means which raise a small portion of the overall operating budget are not a problem. Contributions toward the chapter budget to defray costs of newsletters postage and committee functions are not encouraged because these are the kind of expenditures members are supposed to pay themselves. (This means contributions AFTER they exceed the cost of the newsletter.) The organizations which

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regularly and intentionally utilize public, non-member funds to subsidize their own private purposes by keeping their dues down are the entities the IRS is concerned about.

None of it can be used to “benefit” individual members: 501(c)(6) organizations are prohibited from allowing their income to inure (work) to the benefit of individual members. Thus, revenue which generally comes to the tax exempt organization from non-members has been ruled to benefit members since it permits the club to assess lower dues than would otherwise be required to support the club’s facilities and operations. Nevertheless, this “benefit” does not jeopardize the tax-exempt status of an organization until the dollar amount, percent of overall receipts represented by the non-member income, the frequency and the profitability of the fund raisers is “substantial.”

A member can be paid for services rendered: If a member performs services in connection with NAWIC sponsored activities, the member is entitled to be paid the value of her services (which payment she can keep or donate back to the chapter). Compensation for services rendered is not a “benefit”. Compensation must be fair market value and not exceed what would normally be paid. Still, though, compensation in excess of the value of the services rendered or where no service is rendered, is a “benefit” to the member, and may jeopardize NAWIC’s 501(c)(6) exemption. NAWIC DOES NOT ENCOURAGE THIS PRACTICE.

A chapter should not keep excess revenue from non-members. In order to preserve their tax-exempt status, NAWIC chapters must use any excess non-member revenue in a manner which does not individually benefit the members. Donations to bona fide charities (such as NEF), universities, civic projects and art contests, etc. are all permissible. One year’s budget can be kept in reserve without penalty.

Surplus Revenues at Year End. Any funds remaining in a chapter’s treasury at the end of the fiscal year should be transferred to surplus accounts (reserves) in accordance with good accounting procedures. The funds may be invested in a savings account or they may be used for any legitimate purposes of the Association. However, if accumulating surplus reserves result in a consistent yearly increase in the reserve account amount, it is quite possible the IRS would raise questions as to whether or not the chapter is operating for purposes for which tax exempt status was granted, or for profit.

Business League 501(c)(6) vs. Public Charity 501(c)(3) Status: What’s the Difference?

A. Business Leagues -- may obtain tax exempt status under IRC S501(c)(6). This classification allows a federal income tax exemption to the league itself. However, donations to the league are not deductible to the donor except when qualified as a proper business expense. NAWIC is a 501(c)(6) Business League.

1. Tax Filing of 501(c)(6) Organizations

a. Form 990/990 EZ - If a NAWIC chapter’s gross receipts total $25,000 or less, IRS only requires the chapter to file a 990 or 990 EZ its first year. Any subsequent year when receipts total more than $25,000, a 990 or 990 EZ must be filed. Failure to file results in a fine of $20.00 per day up to a maximum of $10,000.00 (IRC S6682(c)). It is NAWIC policy that all chapters must file an IRS Compliance Form (an internal form) with the NAWIC Office each and every year. This form simply states that a 990 is or is not required and, if required, the date it was filed.

b. The IRS requires a newly chartered chapter to file a 990 or 990EZ in its first year of operation regardless of its income.

c. Form 990T - (“Unrelated Business Income” (defined and discussed in “Revenues, above) must be reported on Form 990T. Generally, profits derived from activities which are unrelated to the accomplishment of the organization’s objectives and purposes (other than to provide money) constitute unrelated business income.

B. Charitable Organizations -- under S501(c)(3), charitable or educational organizations may obtain tax exempt status similar to business leagues, but with an additional benefit. Not only is the income of a 501(c)(3) organization exempt from federal tax, but any contributions to the organization may also be deducted by the donor as a charitable contribution. NAWIC, as a business league, does not have this additional benefit. However, the NAWIC Education Foundation (NEF) is a tax exempt entity as a “public charity” under IRC S501(c)(3).The NAWIC

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Founders’ Scholarship Foundation (NFSF) is a trust operated exclusively as a not for profit supporting organization with the sole purpose of serving the Association in awarding educational scholarships under IRC S509(a)(3).

1. How to Gain 501(c)(3) Tax Status: As with the Business League classification, a charitable organization must apply for tax exempt status. To obtain a 501(c)(3) exemption, an organization must complete a Form 1023 and submit it to the IRS District where the organization has its principal office. If the IRS requirements are satisfied, it will issue a “determination letter” to the organization indicating that charitable donations made to the organization will be tax deductible. A Form 1023 application must be filed with the IRS within 15 months of the organization’s start up. Thereafter, the IRS must either approve or disapprove the application within 270 days, or the organization can go to court for a determination ruling. As a qualified “affiliate” of NAWIC, it is not necessary for NAWIC chapters to go through this process. The IRS will require NAWIC to report the identity of its “affiliates,” and should match up the new chapter with NAWIC.

2. Tax Reporting for a 501(c)(3): Once the 501(c)(3) status is granted, the organization must file its own 990 form annually just as the S501(c)(6) chapter files, and keep its own books and records as well. Expenses for exempt and non-exempt items (i.e., two organizations hiring one employee to do both chapter and charity work) may be split, and probably a written agreement should be prepared to set out the sharing arrangement. It is very important that the NAWIC chapter and the exempt fund stay “at arms length” from each other so that no exempt funds end up being used for non-exempt purposes. This could jeopardize the exemption.

C. Excise Tax on “Wagers”

Many NAWIC Chapters raise money through raffles, Las Vegas or Monte Carlo nights, etc. 28 U.S.C. S4401(a) imposes a 2% excise tax (over, above and separate from all other taxes) on all “wagers.” However, “wagers” are defined in S4421 in such a way that most raffles or lotteries conducted by NAWIC chapters would not be included and thus, not taxed. (They may or may not be legal in your state, however, so be sure to check!)

1. What is “Wagering?”

The Federal statute defines “wagering” to include “lotteries”, which, in turn, is generally defined to exempt the kinds of drawings NAWIC might conduct:

S4421. Definitions: For purposes of this Chapter --

Lottery. The term “lottery” includes the numbers game, policy, and similar types of wagering. The term does NOT include --

Any drawing conducted by an organization exempt from tax under sections 501 and 521, if no part of the net proceeds derived from such drawing inures to the benefit of any private shareholder or individual. Thus, raffles, door prizes, etc. that NAWIC or a chapter may conduct to increase attendance at their functions are generally exempt from tax. If, however, the Chapter raises substantial funds from non-members, this money will be viewed as benefiting individual members, by allowing them to keep their dues down making it non-exempt and taxable. If the raffle is restricted to members only, this isn’t a concern because they are paying all the needed Chapter support one way or the other. (Once again, if the amount of money raised is “substantial,” it could cause the Chapter to lose its tax-exempt status. But these are two different questions -- 501(c)(6) versus non-501(c)(6), and wagering taxed versus wagering not taxed -- and IRS and courts would be looking at them under different guidelines.)

Chapter Scholarships

A. Establishing a Scholarship Fund as Part of a NAWIC Chapter. There has in the past been much confusion over how chapters may organize and operate scholarship programs. The chapters’ 501(c)(6) tax status, discussed above, puts some severe limitations on such programs.

1. A chapter may set up a fund, or bank account, out of which it awards scholarships. If a chapter wishes to do so, it may set up a separate bank account, funded by dues or earned income, but with no tax-deductible

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donations involved. The bank account would use the Chapter’s EIN and would be reflected on Form 990 and scholarships awarded will show as a separate line item.

2. No member or relative may be considered for such a scholarship. As discussed above, one of the most strict limitations on 501(c)(6) organizations is the requirement that no part of the net earnings “. . .inure to the benefit of any private. . .individual [member].” This law has been held to mean that no close member of the member’s family may benefit, either. Hence, no member, or member of a member’s family, is eligible to receive any scholarship granted by NAWIC or one of its affiliated chapters. Rev. Ruling 67-251, I.R.B. 1967 -- 33,11, illustrates the importance of this requirement. The ruling involved a business league that extended financial aid to its unemployed members. As a result, the business league lost its non-exempt status. The court looked to the specific code provision and also held that even extensions of financial aid would violate the requirements for tax exempt status.

3. Donors cannot take a charitable deduction for donations to such a scholarship fund. Because NAWIC is not a “charitable” organization with 501(c)(3) status, contributions to any NAWIC fund are NOT tax deductible as charitable contributions. NAWIC Chapters have 501(c)(6) status just as National does.

4. What to do with the revenue if a scholarship is not given. Since the fund would not involve tax deductible donations, the IRS will not be too concerned with what the chapter uses the scholarship funds for upon termination of the fund. Assuming all revenue came from NAWIC members, the chapter may properly use the funds for any other authorized, legitimate purpose within the scope of its 501(c)(6) tax exemption. For non-tax reasons, though, the chapter may not want to deposit money raised for a scholarship fund into the chapter’s general treasury. Primarily, it may offend donors, who gave the money with the understanding that it would go to a scholarship, if the money was really being used for general administrative expenses. To prevent such feelings, the chapter could donate the money to another scholarship fund (e.g. NFSF) in the event the local fund itself was unable to use the money for scholarship purposes.

5. Recommended chapter scholarship committee guidelines: Unless a chapter scholarship fund is separately incorporated in the state where the chapter is located, it is simply another chapter committee. When a NAWIC chapter is chartered, it accepts the standard bylaws for affiliated chapters and agrees to comply with the terms and conditions in those bylaws. As a committee, the chapter scholarship committee must comply with the committee requirements in the bylaws. The scholarship committee guidelines for each chapter should be set out in writing to include criteria for making awards, duties of the committee, etc. Since the guidelines may be quite lengthy, they should not be included as one of the standing rules, but as a separate statement titled chapter scholarship committee guidelines.

B. Establishing a Separate Corporation or Trust for a Scholarship Fund with 501(c)(3) status. A NAWIC chapter may set up a Scholarship Foundation or Trust through which to attain 501(c)(3) status independent of NAWIC. However, as a separate entity, the Scholarship Foundation or Trust will encounter additional legal requirements and limitations.

1. It must establish affiliation with NAWIC. – If the new entity wishes to be affiliated in any way with NAWIC, such as using NAWIC’s name or emblem, it must respect the fact that NAWIC has protected its name and marks under the U.S. Trademark Laws. For these reasons, the National Board of Directors has outlined a specific affiliation agreement for the use of its name or logo in order to protect NAWIC’s interests. (see Section V, below).

2. It must spend the costs of incorporation or setting up a trust. -- The “organization” can be a trust or a corporation. It must be formally set up with a separate Employer Identification Number (EIN). Incorporation involves the drafting of a corporate charter, articles of incorporation and corporate By-laws, all of which requires the services of a legal counsel. Additionally, a Form 1023, Application for Tax Exemption, must be completed with all pertinent information, which may cost several hundred dollars as well. The corporation must then be maintained in good standing from year to year. Similar expenses would have to be incurred to set up a trust, but would not give as much legal protection to the trustees as would incorporation.

3. Note about officers and directors. It is not a good idea to have common officers and directors between a scholarship corporation and the local NAWIC chapter. It gives the appearance that the new organization is “controlled” by the chapter, which in turn will make it difficult to avoid taxes and other onerous procedures assessed against private foundations (as opposed to public charities).

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4. It must keep separate books and records. For the liability reasons stated above, the corporation’s scholarship funds will need to be kept separate from the chapter funds with current and accurate record keeping.

5. It must obtain S501(c)(3) exempt status. To get S501(c)(3) exemption, an organization must fill out a Form 1023 and file it with the IRS district where the organization has its principle office. This can be very complicated process, and consultation with an attorney is recommended. If the IRS is satisfied that the organization meets the necessary standards, it will issue a letter to the organization saying it will allow contributions to the organization to be tax deductible.

C. Funding a Local Scholarship in the Chapter’s Name Through the NFSF -- A donation made to a NAWIC 501(c)(6) scholarship fund may not be taken as a tax deduction by the donor, thus NAWIC may not solicit contributions to those funds under the guise of receiving a tax deduction. Furthermore, the chapter also cannot award scholarships to members. However, this does not mean that NAWIC chapters totally lose out on this donor incentive.

The NFSF -- NAWIC’s Founders’ Scholarship Foundation does enjoy 509(a)(3) status as a scholarship trust for the association. Any contributions made to it are tax deductible. (Chapter fund-raisers can be set up so that all the net proceeds go to NFSF, so that they are tax deductible.) A chapter could utilize the deduction incentive to amass contributions in its area, passing the funds on to NFSF, which would, in turn, grant scholarships to worthy recipients in the chapter area equivalent (minus an administrative fee) to what the chapters donated. The system poses no legal problem as long as no one who made a contribution (and took a tax deduction) controls the selection of the scholarship recipient. The benefit is that a 509(a)(3) organization is not automatically prohibited from granting a scholarship to anyone who is related to a member of its Board of Directors or who made a contribution to it, or members of the chapter, or their relatives. It also avoids legal and reporting costs of a separate corporation.

INCORPORATION OF LOCAL NAWIC CHAPTERS

NAWIC has set out specimen articles of incorporation for local NAWIC chapters to model their individual articles after. A copy of the model articles may be found in the NAWIC Manual. This form is suitable for use in most states. Nonetheless, legal counsel should always be consulted to determine what modification of the model form may be required to comply with local laws. There are good reasons for recommending that chapters should incorporate:

Incorporation offers protection to individual members against personal liability for debts and obligations of the chapter, or for claims asserted against it. Also, should a party sue an unincorporated chapter for any reason and recover a judgment against the chapter, the members could be personally liable for satisfying such judgment, whereas, a judgment against an incorporated chapter is valid only against the corporation, not its individual members.

NAWIC’s legal counsel recommends that local NAWIC Chapters be incorporated. Once incorporated, it is recommended that a copy of the Incorporation Papers be sent to the NAWIC Office for placement in the Chapter’s permanent file.

(4)(b) Insurance

NAWIC carries Insurance for the purposes of protection from liability for NAWIC events and activities. Chapters holding events (typically other than general or board meetings) should notify NAWIC and provide the proper Insurance coverage. For coverage information, contact the National office, and use the Insurance Request Form (sample below), which is available from the National office and on the NAWIC website. Certificates required should be requested several weeks in advance (if not sooner) of event to ensure time to verify applicable coverage and to have the certificates ordered and sent in time for your event. Coverage may vary from year to year depending on the available coverage afforded under the current NAWIC policies. Early confirmation that the appropriate coverage is available for your event can alleviate the need to “scramble” for other options too close to the event or activity. Sometimes there is an additional fee for an event covered under the National policy. Sometimes it may become necessary for a Chapter to provide insurance not available through the NAWIC policies. Check with local insurance agents for “event coverage” should this be required. Other options are looking to a partner you may have for the event to determine if they have available coverage before buying an additional policy.

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REQUEST FOR CERTIFICATE OF INSURANCE FORM*CHAPTER LIABILITY INSURANCE* THIS FORM MUST BE RECEIVED BY THE NAWIC OFFICE AT LEAST TWO (2) WEEKS PRIOR TO THE EVENT

IN ORDER TO BE PROCESSED. THIS FORM MUST BE FILLED OUT COMPLETELY. TYPE OR PRINT LEGIBLY.

Chapter Name: _______________________________________Chapter #:_____________Region #:__________

Name of Member Requesting Certificate: __________________________________________________________ Company:____________________________________________________________________________________ Address:_____________________________________________________________________________________ City, State, Zip:________________________________________________________________________________

Daytime Phone Number: ( ____)__________________________________________________________________

Fax Number: (______)__________________________________________________________________________

Email Address:________________________________________________________________________________

Does Chapter Sponsor this Event? _________________Yes __________________No

Name of Event: _______________________________________________________________________________

Description of Event / Chapter Function_____________________________________________________________

_____________________________________________________________________________________________

Location of Event:______________________________________________________________________________

Address:_____________________________________________________________________________________

City, State, Zip:________________________________________________________________________________

Date of Event:___________________________________Estimated Attendance:__________________________

If Sold or Served provide details: _______________________________________________________________________

Facility Requesting Proof of Liability:____________________________________________________________________

Address:____________________________________________________________________________________

City, State, Zip:________________________________________________________________________________ Is facility requesting to be named as additional insured? Yes _________ No________ Special wording or other additional insured to be listed* Yes _________ No ________ *This could lead to an additional cost that would be assessed to the chapter.(List Below)

____________________________________________________________________________________________

Is certificate to be sent to member or facility? Member___________ Facility____________ Signature _______________________________________________________ Date ______________

Submit Request Form to:

The NAWIC Office 327 South Adams Street - Fort Worth, Texas 76104-1081

Fax (817) 877-0324

Admission Charge or Donation:

Charge

Donation

Is Food or Beverage Sold or Served by Chapter?

Served

No

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(5) STRATEGIC PLANNING

The material below was taken from Principles of Association Management by Henry L. Ernstthal, CAE and Bob Jones IV.

Change – how to anticipate, manage, and survive it – tops the priority list at virtually every association and raises numerous questions: How can an association maintain a steady course in a rapidly changing environment when its elected leadership turns over every year or two? How can an organization structure itself to be fast, flexible, and effective in decision making so opportunities aren’t lost? What skills must leaders and staffs develop to function effectively in an environment where change is the rule, not the exception?

Associations constantly strive to balance the need for time-consuming participation in the decision-making process with the growing necessity to react quickly and be flexible to changing conditions. The strategic planning process – first embraced by businesses and nonprofits in the 1980’s – serves as a useful tool for achieving this balance.

Why Plan Strategically? Many associations represent industries or professions in a state of flux – take healthcare associations, for

example, or those that represent the telecommunications or computer industries. Strategic planning can help them establish a reasonable framework for making short-term tactical decision in an uncertain environment.

KEY POINTS • Strategic planning enables an association to establish a reasonable framework for making short-term tactical

decisions in an uncertain environment. • The planning process can bring a sense of identity and priority back to association’s activities and help leaders

achieve consensus. • The paradox inherent in strategic planning is that an association must work the plan – yet remain flexible and

open to change.

But the process also proves valuable in situations where change is less earth-shattering, where existing plans must simply be modified or updated – perhaps a controversy forces an association to focus more resources on government relations or public relations, areas that previously had been taken for granted. As conditions in the external environment change, internal adaptations follow as the organization tentatively enters into new relationships and programs. If a strategic plan existed before, the association must adapt it to fit the new reality.

Other benefits of strategic planning include: • Providing focus. A problem common to many associations is the desire to be all things to all categories and sub-

categories of members. Every idea or project has its champion, and the organization may be reluctant to say no or to set priorities. As a result, many projects and programs are undertaken without sufficient staffing or financing because resources are simply spread too thin. Strategic planning can bring a sense of identity and priority back to the associations’ activities.

• Achieving consensus. Even if the strategic planning process doesn’t change the organization’s goals, the agreement achieved can help both staff and elected leaders implement existing plans more efficiently. It can also re-energize a bored or complacent leadership corps.

Steps in the Process While a step-by-step process applies in most instances, each organization must decide how to execute those steps to balance participation with time and resources. For instance, the planning process can range from two-year project requiring multiple meetings of many members to an intensive one or two-day retreat exclusively for key leaders and staff. While it’s desirable for associations to implement a process with broad participation, short time frames, and low cost, the best they can realistically hope is for two out of the three characteristics. The most common steps in the strategic planning process are:

1. Assign Roles. A small group of people usually has the task of shepherding the organization

through the strategic planning process.

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2. Review the core purpose. This step is among the most crucial. Either stay in line with the statement of make changes if needed.

3. Collect data. Before the planning process gets underway, committee members should know

everything possible about the needs and nature of members and prospective members.

4. Scan the Environment. An environment scan is an evaluation of the threats and opportunities presented by the “outside world.”

5. Assess the strengths and weaknesses. Once the committee has identified external threats and

opportunities, it turns its focus to the nature of the organization itself.

6. Agree on the core purpose. Crafting the core purpose requires answering strategic questions that will shape the future:

• Who should our core members be? • What are their essential needs that we are uniquely positioned to provide? • What must we do to adapt to major changes in our environment? • How might our relationships with suppliers change? • What other methods might be used to deliver products and services?

7. Set general objectives. Goals tend to fall into the following categories: new services, attracting new

members, representing the interests of the trade or profession, improving the image, improving the quality of goods and services produced by the trade or profession, increasing educational outreaches and increasing researching efforts.

8. Identify measurable activities. Identify the specific projects, programs, or activities that will lead to

achievement of the general objectives. The key here is measurability. Each project or program should include a clear statement of how much and by when.

9. Set priorities. At this point, it usually becomes apparent that the association has the resources to carry

out only about one-quarter of the activities outlined in the previous step. The solution is at once simple and excruciatingly difficult: determining which activities take precedence over others. The priority-setting exercise will tend to reflect support for those activities most closely tied to the association mission. Although desirable, this outcome overlooks activities that aren’t closely related to the mission but might generate resources.

10. Allocate resources. The planning group starts at the top of the priority list and budgets the financial

resources, staff time, and volunteer time needed for each activity. Once any one of these resources has been used up, the remaining projects are dropped from the list.

Elements of Good Planning

Some of the top-priority projects, programs, and activities will stretch over multiple calendar or fiscal years. Unfortunately, too many multi-year plans merely incorporate fixed assumptions about the rates of change in costs – postage will go up an average of 7 percent for the next three years while paper costs will increase 3 percent, and so forth. Although such assumptions are necessary, the real challenge is to assess the effect of changes in what the organization will be doing – not just change the costs of doing the same thing.

Good planning also makes clear that the role of the association’s leaders is to execute the plan, even if those leaders weren’t in office when the plan was formulated. Of course, should external circumstances change significantly, the leaders must be able to respond. That’s why a strategic plan needs to be regularly reviewed and revised to remain viable.

While planning is better than not planning, it’s necessary for associations to recognize and adjust to new and unexpected realities. In other words, plan – but stay alert!

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Big Picture vs. Close-ups

Is strategic planning an oxymoron? In his book, The Rise and Fall of Strategic Planning, Henry Mintzberg argues that it is. At the core of his argument is the assumption that strategy is an intuitive process of synthesis. On the other hand, planning is de-constructive – it breaks things down into their components.

True, strategy relates to major goals, objectives, and organization’s mission. Planning focuses on how to get there – the detailed steps and implementation. If Mintzberg is correct, association leaders should focus their time on the big picture, on aligning the organization with the trends they believe will shape the future. The planning steps – specific projects, programs, and activities – need to be developed by committees and staff, consistent with the mission.

This isn’t to say that leaders can ignore practical realities or that the planners can overlook changes in the environment over which no one has control. Instead, the leaders must look to the planners and executors of current programs for clues about how the future is developing. Mintzberg also says that real strategic change frequently takes place at the margins of the organization, where the services are being delivered. That means planners must remain aware of changes in the larger environment as well.

Note: This material was written to give you an understanding of the Strategic Planning Process. Facilitators may use some or all of these techniques during meetings. There is no “best” process but you now have a better understanding of what will take place during Strategic Planning meeting.

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(6) Officer Transition

Upon your starting your term as President, provide a copy of this manual to your newly elected President-Elect and/or Vice President. When your term is over, you and other outgoing officers will be stepping into an advisory capacity. Your term has been served and now it is the new officers’ opportunity to implement their goals. While the new officers should acknowledge the natural "withdrawal" symptoms sometimes experienced by their predecessors, wisdom gained from experience should be offered - not forced - and accepted as assistance - not an attempt to maintain control. Keep your chapter momentums going? As soon as new officers have been elected they should plan brainstorming sessions, contact prospective committee chairs, research program topics and be ready to step to the helm on October 1st fully operational. Outgoing officers should start sharing the activities of office as soon as their successor has been elected. Keep her informed but don't be offended if she does not plan to “do things the way you did". Remember, you had new ideas when you took office - that’s progress building on the foundation of the past and adding the freshness of the future. It is helpful for the new Board to attend the final Board of Directors’ meeting of the retiring Board in an audit capacity only. This provides a time to discuss policies and procedures, and for you to outline tactfully the duties of the officers and the type of cooperation you want during your term. Enthusiasm, sincerity, consideration, and an invitation for all to share ideas can set the stage for a strong and united team. . TEAMWORK IS ALWAYS THE KEY...be a part of the team and encourages others to join.

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(7) Reference Section

(7)(a) Parliamentary Procedure In matters not covered by Bylaws, Robert's Rule of Order Newly Revised is recognized as parliamentary authority. Parliamentary procedure is designed to facilitate the orderly transaction of business and to accomplish that business so the results are satisfactory to all concerned, or at least to the majority of those concerned. Impress this fact upon your chapter. Before your term began, hopefully you learned certain basic parliamentary procedures such as how to make and amend a motion. In order to preside confidently and competently, you will need some additional knowledge (the more you know, the easier your task will be). The use of parliamentary procedure guarantees the rights of members whether they are present or absent. The underlying principles are: ORDER Handle one item at a time. EQUALITY Before the law or rule. JUSTICE Courtesy to all, partiality to none. RIGHT TO THE MINORITY To be heard. RIGHT TO THE MAJORITY To rule.

PARLIAMENTARY PROCEDURE REFERENCES (ROBERT'S RULES OF ORDER NEWLY REVISED)

2000 Edition – 10th Edition revised 1. CALLING MEETING TO ORDER - CUSTOMS OBSERVED BY MEMBERS AND PRESIDING OFFICERS 2. ORDER OF BUSINESS 3. CONTENTS OF MINUTES 4. REPORTS OF BOARDS, OFFICERS AND STANDING COMMITTEES PROCEDURES IN SMALL BOARD STANDING AND SPECIAL COMMITTEES CONTENTS OF A COMMITTEE REPORT 5. SPECIAL ORDERS 6. UNFINISHED BUSINESS AND SPECIAL ORDERS 7. NEW BUSINESS 8. MAKING A MOTION 9. CONSIDERATION OF A MAIN MOTION 10. HOW TO AMEND A MOTION 11. ADJOURNMENT OF A MEETING As presiding officer, you should: 1. Insist on a motion and a second before allowing discussion. (The member who seconds a motion need

not be in favor of it; the act of seconding a motion merely indicates that there is more than one member who would like to hear the motion discussed.)

2. Allow only one main motion before the assembly at a time and take up motions in proper order. 3. If possible, motions should be presented in writing by the maker prior to consideration. At the time a

motion is made, a written copy is to be given to the Secretary.

a. See ‘Elections and Voting’ for procedure b. After the motion is made and seconded; then ask for discussion (if discussion is in order). c. Just before taking a vote, be certain that everyone knows exactly what is being voted on, i.e., if the

previous question has been moved, be sure that the members know that they are voting on whether to stop debate, not the question to which the subsidiary motion is applied

d. After the voting is completed; restate the motion, announce the results of the voting and direct any action necessary to implement it i.e., if a motion authorizes an action, name the person(s) to handle it.

4. If you find it necessary to re-word a motion, ask the maker: "Is this the intent of your motion?" 5. Insist that all remarks be addressed to the chair and limited to the question under discussion. 6. Be ready to assist members by suggesting the proper motion for what they want to accomplish:

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TO MODIFY: Amend it. Refer it to a committee. TO DEFER ACTION: Make a special order (specify when). Lay on the table (temporary delay). Postpone definitely (time or day). TO SUPPRESS DEBATE: Limit debate (as to time). Previous question (stops debate). TO SUPPRESS THE QUESTION: Object to consideration. Previous question (and reject motion). Postpone indefinitely (kills the motion). Lay on the table. TO CONSIDER A SECOND TIME: Take from the table (brings motion back). Reconsider (renews to time of vote). Rescind (wipes out action). TO PREVENT FINAL ACTION AT THAT MEETING: Reconsider and have entered in the minutes.

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(7)(b) Meeting Agendas and Scripts

CHAPTER NO. _________ BOARD OF DIRECTORS’ MEETING

AGENDA

__________________ (Date)

CALL TO ORDER (Time ___________________)

MINUTES OF PREVIOUS MEETING _______________________________________

REPORTS OF OFFICERS:

PRESIDENT_____________________________________________________

VICE PRESIDENT________________________________________________

PRESIDENT-ELECT______________________________________________

RECORDING SECRETARY_________________________________________

CORRESPONDING SECRETARY____________________________________

TREASURER ____________________________________________________

Bills to be paid: ______________________________________________

__________________________________________________________

STANDING COMMITTEE REPORTS

CONSTRUCTION INDUSTRY______________________________________

FINANCE ______________________________________________________

MEMBERSHIP PROMOTION________________________________________

PROFESSIONAL EDUCATION ______________________________________

SPECIAL COMMITTEE REPORTS _________________________________________

UNFINISHED BUSINESS ________________________________________________

NEW BUSINESS ______________________________________________________

ANNOUNCEMENTS____________________________________________________

ADJOURNMENT (Time ____________________)

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___________#______ GENERAL MEETING AGENDA

Date

CALL TO ORDER PLEDGE/INSPIRATION INTRODUCTIONS PROGRAM REPORTS OF OFFICERS

Minutes of the Previous Meeting

Treasurer’s Report (and Budget if beginning of year or Mid-Year)

Correspondence COMMITTEE REPORTS

Standing Committees Special Committees UNFINISHED BUSINESS NEW BUSINESS ANNOUNCEMENTS ADJOURNMENT

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“Sample” GENERAL MEMBERSHIP MEETING CHAPTER ________ Script

Call to Order: The date General Membership meeting of NAWIC Chapter 1012 will please come to order.

Inspiration/Pledges Member 1 will now provide an inspiration and lead us in our Pledge of Allegiance and

NAWIC Pledge. Member 1 Thank you Member 1 Introductions It is my pleasure to introduce our officers who are seated in the assembly. As your

name is announced, please stand and remain standing until all are introduced. Member Name – Vice President Member Name – Secretary Member Name, CIT – Treasurer Directors – Donna Director, CDS, and Member Name, CIT Parliamentarian – Member Name and I am Member Name – Chapter President.

We have several guests with us, would the greeters please introduce them and tell us a little about them. Greeters to introduce the guests.

Thank you. We are pleased to have you with us today. Please join me in welcoming these guests.

At this time we would call for self-introductions of our members – but we’re going to improvise and ask you each to introduce yourself to the person on your right. Give them your name, company and chapter. If you’re the last person in your row, turn around and introduce yourself to the last person in the row behind you. Another guest has just joined us. Greeter Member, would you please introduce our newest guest. Welcome Guest Name, we are very glad that you could join us and we hope you will benefit from our meeting.

Program Program chairman Member, CIT will now introduce our speaker. Program Chair Thank you Guest Speaker that was great and very inspirational. On behalf of our

chapter, I would like to present you with a Certificate of our Appreciation. Roll Call Member (Registration Chair) will present our attendance report. Thank you Member. With ____ members present, a quorum is established. Changes to the Agenda Are there any changes to the Agenda? Example: A member asks to have an item removed from New Business Thank you Member. Please delete Item 1 – Meeting Location from the Agenda. Are there any other changes to the Agenda?

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Minutes of the Previous Meeting It is acceptable (and preferred in order to move forward with the meeting and lessen the time for what can be considered unnecessary business) to have a committee approve prior meeting minutes before the meeting. In this event, the following should be noted during the meeting:

Jane Secretary, would you please present the minutes of the previous meeting. Jane announces that the meeting minutes were approved by the Committee, and that copies are available for those interested, see her at a break or after the meeting.

In the event the Chapter wishes to continue to approve minutes during the meeting, the following is the accepted protocol:

Jane Secretary, would you please present the minutes of the previous meeting. Jane provides minutes or states that they were distributed Are there any corrections to the minutes as prepared and circulated?

Example: A Member states that her name is misspelled. This should be housekeeping and not a part of the chapter business

Thank you, the secretary will make that note. If there are any other editorial revisions, please advise the secretary after the meeting.

Are there any corrections affecting the content of the minutes or actions reported?

Hearing none, the minutes are approved as written and will be circulated with editorial items noted. REPORTS OF OFFICERS – our next order of business are the reports of officers. President Treasurer by name will you present the Treasurers report. Treasurer The Treasurer’s report has been approved by the Board and distributed, (or state that

copies are available for those interested, during a break or after the meeting.

Example: A Member asks a question about the report President Member, thank you for your question. As per NAWIC Bylaws for Affiliated Chapters,

the board handles financial matters of the chapter and has reviewed this report. However, you are welcome as a chapter member to obtain a copy of the report from the Treasurer and discuss any matter with her.

This report having been previously approved and unchanged will be filed for audit.

Correspondence Corresponding Secretary, is there any correspondence? Secretary to give correspondence – KEEPING IT BRIEF AND SUMMARIZED (not read in its entirety), WITH COPIES AND INFORMATION AVAILABLE TO THOSE INTERESTED AT A BREAK OR AFTER THE MEETING. Standing Committees– our next order of business are reports of standing committees. Membership Committee Membership Chair will you please present the Membership Committee report? Reminder – Committee Chairs should have a brief, summarized report ready before the meeting. Do not call on them if they are not prepared to speak. Dragging out reports is onerous and boring to guests and members.

Thank you Membership Chair. Does anyone have any questions or comments?

At this time President would call on any other Standing Committee Chairs with a report

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SPECIAL COMMITTEES – our next order of business are reports of special committees. Ways & Means Chair will you please present the report of the Ways & Means committee? Thank you Chair. Does anyone have any questions or comments? At this time President would call on any other Special Committee Chairs with a report to give UNFINISHED BUSINESS Member will tell us about the recent _______ event. Thank you Member. Does anyone have anything to add? At this time President, who would already be aware of any Unfinished Business that needs to come before the body, would address any other items of Unfinished Business – while maintaining order and keeping discussion pertinent NEW BUSINESS Example: Member to ask to speak about the item earlier removed from the Agenda. Thank you for your input, but that item was removed from the Agenda and will be

addressed at next months meeting. Could you contact Member Chair between now and then and give her your ideas?

Item 2 – Election of Officers. See Special Section “Election of Officers” for scripts in the event there is only one

candidate for a office, or if there are more candidates. It will also address candidates nominated from the floor.

Item 3 – Election of Delegates to Annual Meeting/Convention.

See Special Section “Election of Delegates and Alternates” Item 4 – Purchase of Whatever (or other Item of Business that requires a vote of the membership

any“budgeted” item has already been approved, expenditures only need to be voted on if it is not a reviously budgeted item). At it’s (date) meeting, the board of directors considered the purchase of _____ to be used by the chapter for _____. The secretary will now read the recommendation:

Secretary to read board recommendation Board or committee recommendations are motions that do not require seconds. (If a motion is made by a member for an action of the body, a second is required, and the same procedure is followed)

Is there any discussion? Allow members to speak to the motion Member to move to call the question (This is in order to stop discussion and vote on the question. First a vote is taken to stop discussion. Only if affirmed does discussion stop and a vote taken on the Board Recommendation)

To move or call the question stops all discussion and requires a 2/3 rising vote. All those in favor of calling the question, please stand. Those opposed please stand. The majority being in the affirmative, discussion is stopped and we will vote on the motion.

All those in favor of purchasing a portable podium for the sum of $100.00, please say AYE. Those opposed, No. The majority being in the affirmative, we will purchase a portable podium for the sum of $100.00. The board will determine details about who will have access to it and responsibility for it.

ANNOUNCEMENTS Our next meeting will be _______, and the Program is_________.

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Regional Conference will be ________, have you made your plans? How many are planning to attend?

Are there any other announcements? ADJOURNMENT

There being no further business or announcements, this meeting is adjourned.

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Election of Board of Directors Script

Date of Election ________________ Need Quorum of 1/3 of membership to hold election and to win an office you must have a majority (1/2 of members present + 1). Number of Members _________ Number of Members Present _______________ Majority =____________________ Tellers (2) ___________________&____________________ If ballots are required, need 1/2 of members present plus 1 to win. (Example: If you have 33 members, you need 11 present to vote. Of that 11, 6 is a majority. If you have 36 members, 12 must be present to vote and 7 is a majority.) This could matter if there are three or more for an office. If three or more are running and no one has the majority, the one with the least amount of votes is dropped and balloting is repeated until majority is reached. (Refer to Bylaws for voting procedure and mail voting – Email voting is not an acceptable method of election in NAWIC) President Announce the teller and introduce the Nominating Committee Chair

_____________________. Nominating Chair Review Voting Procedures.

1. The First office will be announced 2. Nominations will be taken from the floor 3. Nomination for that officer will be closed 4. Nominees will stand and introduce themselves 5. Voting will take place 6. An unsuccessful candidate for an office may be added to the slate for a Director.

According to Robert’s Rules of Order, each nomination from the floor precedes the election of each office. If a candidate is not elected, a nomination from the floor could add anyone that is not a successful candidate to subsequent positions.

7. The Second office will be announced, etc.

Are there any questions? President At this time the Nominating committee presents the slate for President-Elect. IF your Chapter has a President-Elect position, there is no election or vote needed for the office of President. IF your Chapter DOES NOT have a President-Elect position, you will need to have present the slate of candidates, and proceed as follows. Nominating Chair At this time the Nominating Committee presents for President Elect--- President Nominations are now open for the office of President Elect.

Do we have any nominations for President Elect? Do we have any nominations for President Elect? Do we have any nominations for President Elect?

If there are no more nominations (or if there are no nominations) President I declare the nominations for President Elect closed.

Would the nominee (s) for President Elect please stand and introduce yourself (selves)?

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Procedure 1- If there is only one Nominee President In as much as there is only one nominee for the office of President Elect

I move that the Recording Secretary cast the written vote for ____________ for the office of President Elect. Do we have a second? Congratulation to _____________ in being elected President Elect.

Procedure 2- If there are multiple Nominees Balloting will take place and when a majority is reached the President will announce the winner Nominating Chair At this time the Nominating Committee presents for President Elect__________- President Nominations are now open for the office of President Elect.

Do we have any nominations for President Elect? Do we have any nominations for President Elect? Do we have any nominations for President Elect?

If there are no more nominations (or if there are no nominations) President I declare the nominations for President Elect closed.

Would the nominee (s) for President Elect please stand and introduce yourself (selves)? Procedure 1- If there is only one Nominee President In as much as there is only one nominee for the office of Vice President. I move that the Recording Secretary cast the written vote for ____________ for the office of

Vice President. Do we have a second? Congratulation to _____________ in being elected Vice President.

Procedure 2 - If there are multiple Nominees Balloting will take place and when a majority is reached the President will announce the winner. (Repeat Procedure 2 stated above for multiple nominees)

Nominating Chair At this time the Nominating Committee presents for Recording Secretary,

________________________ IF your Chapter has only one Secretary, vs. Corresponding AND Recording, you will only present nominations for “Secretary” President Nominations are now open for the office of Recording Secretary.

Do we have any nominations for Recording Secretary? Do we have any nominations for Recording Secretary? Do we have any nominations for Recording Secretary?

If there are no more nominations (or if there are no nominations) President I declare the nominations for Recording Secretary closed.

Would the nominee (s) for Recording Secretary please stand and introduce yourself (selves)? Procedure 1 - If there is only one Nominee President In as much as there is only one nominee for the office of Recording Secretary.

I move that the Recording Secretary cast the written vote for ____________ for the office of Recording Secretary. Do we have a second? Congratulations _______________ on being elected Recording Secretary.

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Procedure 2 - If there are multiple Nominees Balloting will take place and when a majority is reached the President will announce the winner (repeat Procedure 2 stated above for multiple nominees).

Nominating Chair At this time the Nominating Committee presents for Corresponding Secretary,

________________________ President Nominations are now open for the office of Corresponding Secretary.

Do we have any nominations for Corresponding Secretary? Do we have any nominations for Corresponding Secretary? Do we have any nominations for Corresponding Secretary?

If there are no more nominations (or if there are no nominations) President I declare the nominations for Corresponding Secretary closed.

Would the nominee (s) for Corresponding Secretary please stand and introduce yourself (selves)?

Procedure 1- If there is only one Nominee President In as much as there is only one nominee for the office of Corresponding Secretary.

I move that the Recording Secretary cast the written vote for ____________ for the office of Corresponding Secretary. Do we have a second? Congratulations to __________ for being elected Corresponding Secretary.

Procedure 2- If there are multiple Nominees Balloting will take place and when a majority is reached the President will announce the winner (Repeat Procedure 2 above for multiple nominees). Nominating Chair At this time the Nominating Committee presents for Treasurer,

________________________ President Nominations are now open for the office of Treasurer.

Do we have any nominations for Treasurer? Do we have any nominations for Treasurer? Do we have any nominations for Treasurer?

If there are no more nominations (or if there are no nominations) President I declare the nominations for Treasurer closed.

Would the nominee (s) for Treasurer please stand and introduce yourself (selves)? Procedure 1- If there is only one Nominee President In as much as there is only one nominee for the office of Treasurer.

I move that the Recording Secretary cast the written vote for ____________ for the office of Treasurer. Do we have a second? Congratulations to ________________on being elected Treasurer.

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Procedure 2- If there are multiple Nominees Balloting will take place and when a majority is reached the President will announce the winner (Repeat Procedure 2 states above for multiple nomiees).

Nominating Chair At this time the Nominating Committee presents for Directors, ________________________

President Nominations are now open for the office of Directors.

Do we have any nominations for Directors? Do we have any nominations for Directors? Do we have any nominations for Directors?

If there are no more nominations (or if there are no nominations: President I declare the nominations for Directors closed.

Would the nominee (s) for Directors please stand and introduce yourself (selves)? Procedure 2 - If there are multiple Nominees Balloting will take place and when a majority is reached the President will announce the winner(s).

Add any nominees from above that were not elected & any nominees for Board. The ____ with the most votes win. If there is a tie, drop the name with the least amount of votes and vote by ballot again until the number of Directors to be elected are voted in. Someone needs to make a motion that the ballots be destroyed. Requires a second. President All in favor YES-All opposed NO President Would the Tellers please destroy the ballots. Note: The Teller’s report is attached to the meeting minutes.

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Sample TELLERS REPORT

NATIONAL ASSOCIATION OF WOMEN IN CONSTRUCTION Region ______ Forum Date _____________________ TELLERS REPORT

OFFICE OF NAWIC DIRECTOR-ELECT (MAJORITY ONLY)

Number of Votes Cast Necessary for Election

Candidate Votes Received

ELECTED

SIGNED:___________________________________________________________ Head Teller _________________________ __________________________ Teller Teller

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Sample TELLERS REPORT

NATIONAL ASSOCIATION OF WOMEN IN CONSTRUCTION Region _________ Forum Date__________________ TELLERS REPORT

BIDS FOR FORUM SITE (PREFERENTIAL)

Chapter Votes Received

SELECTED SIGNED:_________________________________________________________________________ Head Teller _________________________________ _________________________________ Teller Teller

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ELECTION OF DELEGATES AND ALTERNATES

Delegates and Alternates shall be elected for the Annual Meeting by plurality vote no later than (60) days prior to the Annual Meeting/Convention. Only voting members in good standing may be elected as a delegate. President Our chapter is entitled to # Quantity of delegates at the Annual Meeting/Convention (or

one delegate to Forum) and we can also have one alternate for each delegate. When making your nominations, keep in mind that all delegates and alternates for convention must be registered by the cut off date as noted on the convention registration forms. Nominations are now open for delegate.

Based upon our membership as of 60 days prior to the Annual

Meeting/Convention we are allowed _____ (#) of Delegate(s). Take nominations for members to serve as Delegate(s) President Member, Member, Member, Member and Member have been nominated as

delegates. Are there any other nominations? Obtain a motion and second that nominations be closed President It has been moved and seconded that nominations be closed. All those in favor of

closing nominations please say Aye. Those opposed, No. The majority being in the affirmative, nominations are closed and the secretary is instructed to cast a unanimous ballot for Member, Member, Member, Member and Member as delegates to the Annual Meeting/Convention.

IF there are only the same numbers of nominations as there are positions available, the President shall direct the Secretary to cast a unanimous ballot. If there are more nominees than positions available, an election shall be held. President Nominations are now open for alternates. Again, we may elect as many Alternates as

we have elected delegates. Take nominations for members to serve as Alternate(s) ____ (#) members will be nominated for alternate

President Member, Member, Member, Member and Member have been nominated as

Alternates. Are there any other nominations for Alternates? Obtain a motion and second that nominations be closed President It has been moved and seconded that nominations be closed. All those in favor of

closing nominations please say Aye. Those opposed, No. The majority being in the affirmative, nominations are closed and the secretary is instructed to cast a unanimous ballot for Member, Member, Member, Member and Member as alternates.

IF there is only the same number of nominations as there are positions available, the President shall direct the Secretary to cast a unanimous ballot. If there are more nominees than positions available, an election shall be held. Refer to Bylaws for Proxy voting should the Chapter be entitled to more Delegates than there are members attending Annual Meeting.

Insert sample teller’s report

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Business Meeting Vocabulary

Accept a Report Same as Adopt a Report. Adjourn Close the Meeting (motion to adjourn not in order when assembly is voting or verifying a vote). Amend Change the wording of a motion. Announces the Vote No vote is complete until results are announced. Appeal Any voting member may appeal the decision of the chair at the time the decision is made, chair then puts question to

the assembly whether to sustain chair's decision or change it. Apply Refers to what is in order at a meeting. Assembly Members actually assembled at a meeting. Aye and No Voice vote. Board Group authorized to act between meetings. Business Motion, resolution, topic, question, subject matter or order. Carried Adopted. Chair Term designating presiding officer while in the chair. Chairperson Temporary presiding officer (other than vice-president), head of committee. Chairperson Pro Any person who acts as chairperson in place of the regular Tempore presiding officer. Classes of Motions Ranking motions - main, privileged, and subsidiary. Non-ranking motions -- incidental, and classified. Commit Refer to a committee. Courtesy Resolution A resolution of approbation for services rendered, a negative vote is never taken on a courtesy resolution. Division of the Assembly A call or verification of an uncounted vote, always taken by Assembly a rising vote -- a single member may order this. Division of the Question A call for taking separate votes on the separate portions of a Question main question. Exofficio By virtue of office held. Floor, Obtaining the Receiving permission from the chair to speak. General Consent No objection. General Orders Subjects without privilege of interruption. Germane Pertinent to. Honorary A title carrying privilege of attending meetings and speaking. Immediately pending Last stated motion. Incidental Motion Motion relating to pending business or to business otherwise at hand, but which does not possess all the

characteristics of subsidiary motions. Incidental Main Motion Relates to the Business of the Assembly, or its past or future action. Main Motion Formal proposal, by a member, that the assembly take certain action. Majority More than one-half. Mass Meeting Public meeting called for a specific purpose.

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Meeting An assembly of members. Minutes Official record of proceedings. Motion Proposal that something be done. Notice Announcement of a proposal to be brought before the assembly. Orders of the Day The agenda or program. Outrank Take precedence over. Pending Motion stated but not yet acted upon. Plurality Vote Most votes received when several alternatives are proposed. Point of Order Question raised by a member when rules are possibly being violated. Polls Location or time for casting votes. Preamble Reasons or background information incorporated as the first part of a resolution. Precedence Rank of motions or officers. Present Members who are actually present. Present and Voting Those who vote. Previous Question Motion used to stop debate - must be seconded and voted upon before vote on main

question is taken Privilege Motion Motion pertaining to the personal safety or general safety and integrity of the members, observance of orderly

procedure, or respect for law and order. Proxy Vote One cast for an absent member by someone authorized to do so. Quorum Number of members required to be present at a meeting so that the Assembly may transact business. Receive and Report Hear the report - no motion is necessary to receive. Recess A short intermission taken by the Assembly. Region Level of NAWIC between chapter and national - covers a specific geographic area. Reporting member Member of the committee that submits the committee's report. It may or may not be the chairperson. Rescind To repeal something already adopted. Resolution Basically a motion with a preamble setting forth reasons or conditions leading to the motion. Secondary Amendment An amendment of an amendment. Session Complete proceedings from official opening of a meeting to official closing - differs from "meeting" in that several

meetings may be held during any one session. Sine Die Literally "without day." When an Assembly adjourns sine die, it is dissolved and ceases to exist. Speaker One who has the floor. Standing Rules Rules of continuing procedures - may be amended or suspended as provided by bylaws and parliamentary authority. Stating the Question As soon as a motion is made and seconded, the Chair states the question on its adoption. Subsidiary Motion A motion which assists in disposing of another motion, characteristics are (1) always applies to another motion, while it

is pending, (2) can be applied to any main motion, (3) fits into an order of precedence, (4) time at which a subsidiary

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motion is in order extends from moment question on a motion to which it can be applied is stated by the chair until the chair begins to take the vote on the motion. (For further information, consult parliamentary authority.)

Substitute A form of primary amendment whereby entirely new wording is proposed to replace wording of a motion under

consideration. Table Postpone temporarily. Tellers Committee appointed to count and report number of votes cast. Tie Vote Equal aye and no votes - motion is lost, except on appeal. Two-thirds Two-thirds (2/3) of actual votes cast. Unanimous Without dissenting vote. Vote Formal expression of preference. Yeas and Nays Roll call vote by voice. Yield Give way to another.

The President Handbook will be reviewed by the Executive Committee annually at the Mid-Year Board of Directors meeting.