Chapter Tools

Running a Chapter Meeting

Best practices for running effective local chapter meetings:

Planning and Preparation

• Define clear objectives for each meeting to ensure it has purpose and direction
• Create and distribute a detailed agenda at least 3-5 days before the meeting
• Assign specific time slots for each agenda item to maintain focus
• Select an appropriate meeting space with necessary amenities (technology, seating arrangement, etc.)
• Prepare and distribute any pre-reading materials well in advance

Meeting Structure

• Set meeting “NORMS” – expectations of respect and dialog at today’s meeting
• Start on time and end on time to respect everyone’s schedules
• Begin with brief welcome and introductions, especially for new members
• Address administrative announcements efficiently
• Focus the majority of time on substantive discussion or activities
• End with clear action items and next steps

Facilitation Techniques

• Designate a strong facilitator to help guide discussion and keep things on track
• Use different facilitation methods based on meeting goals (brainstorming, decision-making, information sharing)
• Actively involve all participants and manage dominant voices
• Employ effective questioning techniques to deepen engagement
• Capture key points and decisions in meeting notes

Building Community

• Include time for networking and relationship building
• Recognize member contributions and achievements
• Create opportunities for leadership development
• Foster an inclusive culture where diverse perspectives are valued
• Follow up with absent members to maintain connection

Continuous Improvement

• Collect feedback regularly about meeting effectiveness
• Experiment with different formats and approaches
• Evaluate meetings against objectives
• Train new facilitators to develop leadership pipeline
• Document processes to ensure continuity

Parliamentary Procedure

How to participate in a meeting and accomplish your goals:

• Member Obtains The Floor – member (when no one else has the floor) rises, raises his hand or stands at a microphone and awaits recognition.
• Chair Recognizes Member – Chair calls member’s name, points or nods to member or identifies microphone giving permission to speak.
• Member Makes Motion – Member makes the motion by saying “I move that…” – NOT “I make the motion that…” (Do not say “I so move.” The assembly needs to hear the proposed motion).
• Another Member Seconds The Motion – Another member without seeking permission to speak seconds the motion by saying “I second the motion” or “Second.”

A second means that more than one person agrees that the motion should come before the meeting. The seconder need not favor the motion. He may speak against it and vote against it.

A motion that does not receive a second is not considered. The chair can ask “Is there a second to the motion?” If none is forthcoming, the chair proceeds to the next item of business.

• Chair States The Motion – The chair states the motion and calls for debate (discussion). “It is moved and seconded that… are you ready for the question (is there any discussion)?”

The motion may be changed or withdrawn by the maker only before it is stated by the chair or withdrawn only after permission of the assembly.

• Assembly Discusses Motion – Members wishing to speak must first obtain the floor (Steps 1 and 2).

The maker, if he claims the right, may speak first. He cannot speak against the motion, but he may vote against it.

Remarks must be addressed to the chair and confined to the motion being discussed. Avoid using a member’s name – use title or say “the previous speaker” or “the speaker who…”

Time limits to observe if previous limits have not been established are:

• Ten minutes per speech
• Nor more than two speeches per member per motion on the same day
• No second speech if another member is seeking to give his first one

The motion may be postponed indefinitely (killed), amended (changed), committed (sent to a committee), postponed to another time, or tabled (set aside temporarily while other necessary business is considered).

Discussion is stopped by use of the motion Previous Question. This motion requires recognition, a second and a 2/3 vote to adopt. A member calling out “question” does not stop discussion.

• Chair Calls For The Vote – When discussion has been stopped or no member is seeking to speak, the chair calls for the vote. “Are you ready for the question? The question is on the adoption of the motion that… (repeat the motion). Those in favor say ‘Aye’ (pause). Those opposed say ‘No’.”

If two-thirds vote is needed, the chair must take a standing vote. “Those in favor will stand. (pause) Be seated. Those opposed will stand. (pause) Be seated.”

• Chair Announces The Results Of The Vote – The chair announces the results. “The ayes (noes) have it, the motion is adopted (lost), and… (state the outcome –what was decided).”

If there is doubt, a standing vote may be demanded by calling out “Division.”

A member who is dissatisfied with the announcement of a standing vote may move to have the vote counted.

A tie vote rejects the motion. The chair may vote (if he has not already voted) when his vote will make a difference.

Chapter Finances – Best Practices*

As a board member, it is your responsibility to keep tight oversight on chapter funds — even if you aren’t the treasurer. By understanding and implementing some of the following recommendations, you can greatly decrease your exposure to misappropriation of chapter funds and other problems.

Best practices work only if you use them! Problems occur when board members simply don’t take the time to review accounts.

Income and Expense Best Practices

• Avoid large cash balances in the operating account; initiate a reserves or investment account with a higher level of restricted access.
• Require two signatures on all checks. Designate another officer/board member or two as online banking administrator(s) to routinely review the account(s).
• Circumstances may dictate that only one person, the treasurer, sign the check, but having a separate online banking administrator or two is still highly recommended.
• Require officer approval of any expenditure over $50; board approval of any expenditure over $100 (or spending levels your chapter leadership deems appropriate).
• All expenditures must have a receipt or paper to explain what the check was for, and to whom it was paid. Staple the check stub or write the check number on all receipts.
• Income and expenditures should remain separate in your records. If you receive $100 for a pizza party and spend $50, you received $100 and spent $50, not received a net of $50.
• Avoid credit/debit cards; they are too easily abused.
• If a card is necessary, check with your bank to see if you can restrict the card’s use for large expenses only. For example, more than $100 but not more than $500 or only for bills above $500.
• If using PayPal, have the treasurer transfer funds from the chapter PayPal account to the chapter’s general checking account after each event for which the PayPal account is used. Have a separate person monitor the PayPal account.
• If the board votes on a money matter directly affecting a board member, that board member should recuse themselves, even leave the room to allow a full and frank discussion.
• When depositing funds in the chapter bank account, use a “For Deposit Only” rubber stamp on the back of checks. No individual should sign a check made out to the chapter.
• One person should fill out a deposit slip. Someone else should actually make the deposit and return the receipt to the person who filled it out.

The Treasurer’s Duties

The treasurer maintains the following financial records:

• A record of all sources of incoming funds.
• A paper check stub for each check written, or copy of self-duplicating check.
• A computer record (Excel or Quicken) of each check written, with a detailed breakdown of specific amounts for various purposes.
• Electronic and printed copy of each monthly bank statement.
• A file of receipts, each notated with the check number for payment.
• Information needed for financial section of the annual chapter report to the state association.

The treasurer prepares and/or files these reports:

• Monthly report to the chapter board, detailing income and expenses.
• Financial section of annual report to the state association.
• All monthly reports generated are to be reviewed as part of the official record and accepted in the same manner as meeting minutes.

We recommend keeping critical records in a single three-ring binder as well as on your computer. Financial records must be kept for seven (7) years.

Budgeting

• Create a budget, using the last 5 years of expenses as a guide. Plan for the worst year.
• Examine whether you’re on budget each quarter. Spending/fundraising over or under?
• Monthly treasurer’s report should discuss the state of the budget. Do you need to host a fundraiser or cut back on spending?

*Adapted from Society of Professional Journalists

Planning a Workshop**

Anyone who has ever planned a workshop will tell you that it’s a big job. And planning a good one? Well, that takes organization, focus, and a lot of creativity. So how do you prepare for a workshop that will be not only relevant and productive, but memorable?

Some people hate going to workshops. Done wrong, they can be a huge waste of time and money. However, if they’re planned well, they can be incredibly valuable for everyone involved. Workshops are great for brainstorming, interactive learning, building relationships, and problem solving. This is why advance planning is critical.

Before the Workshop

Follow these steps to make sure your workshop is a valuable experience for everyone:

1. Define the Goals

Every workshop must have a goal. Do you need to improve your cleaning procedures? Do you want to teach managers how to be better organizers? Do you need to create an energy efficiency plan?

Many workshops are a waste of time because there’s no clear goal kept at the center of the discussion. Without this clear goal, there’s really no point in getting people together.

2. Decide Who Will Attend

Knowing who will attend directly relates to your objective. For example, if your workshop’s goal is to develop a detailed solution to a problem, then you probably want 10 or fewer key attendees. If your goal is centered on education, then you might be happy with a much larger group, which divides into smaller groups for discussion.

Make a list of who needs to be there. Try to be as specific as possible, but leave a few openings for last-minute additions.

3. Choose the Right Location

If you have 10 attendees, then the conference room down the hall will probably be just fine. But if you have 50 people, you may have to find an outside location that’s large enough.

Think about the logistics and practical details of your workshop when you choose the location. Will everyone be able to see your visual aids? If you need a certain technology, like teleconferencing, will the location support it? Are there appropriate facilities for breakout sessions? Will everyone be able to reach the venue? Will you need to organize accommodation for people who are coming from a long way away? And what catering facilities does the venue provide?

4. Create an Agenda

Now that you know your primary objective and who will attend, you can start to develop an outline of how you’ll achieve the workshop’s goal.

• Main points – Create a list of main points to discuss, and then break down each larger point into details that you want to communicate to your audience.
• Visual aids – List the visual aids, if any, you’ll use for each point. If you need technical support, this helps the people providing it to determine where they need to focus their efforts.
• Discussions and activities – Take time to list exactly which group discussions and activities you’ll have at which point in the workshop. How much time will you allow for each exercise? Make sure your activities are appropriate for the size of the group, and ensure that your venue has the resources (for example, seminar rooms) needed to run sessions.

Remember, the more detailed your plan, the more you’ll ensure that your workshop will run to schedule – and be successful.

5. Develop a Follow-up Plan

The only way to find out if your workshop was a success is to have an effective follow-up plan. Create a questionnaire to give to all participants at the end of the event, and give them plenty of opportunity to share their opinions on how well it went. Although this can be a bit scary, it’s the only way to learn – and improve – for the next time.

It’s also important to have a plan to communicate the decisions that were reached during the workshop. Will you send out a mass email to everyone with the details? Will you put it on your company’s intranet? People need to know that their hard work actually resulted in a decision or action, so keep them informed about what’s happening after the workshop has ended.

During the Workshop – Getting People Involved

Once you have a solid advance plan, figure out how to bring some excitement into your event. You know the topics that you want to cover, but how will you make the information fun and memorable for your team?

Getting everyone involved is key to a successful workshop. If you stand up and talk for three hours, you’re just giving a lecture – not facilitating a workshop. Everyone needs to participate.

Creating group exercises is different for each workshop. Keep these tips in mind:

• Many people are nervous about speaking in public, or in an unfamiliar group. If you plan group exercises, keep the size of each group small, so people are more comfortable talking and interacting.
• Mix up different types of people in each group. For example, if several districts participate in your workshop, don’t put members of the same district in the same group. By encouraging people to interact with other districts, they can learn to look at things from different perspectives.
• Determine how you’ll record the ideas from each group. Will participants shout them out while you write them down? Or will they write down their own ideas and then give them to you? This is a small, but important, detail that’s often overlooked.
• If you have five or fewer groups, spend time allowing the entire team to evaluate the ideas from each smaller group. This is a great way to narrow down your list of ideas, and let the good ones really shine.

Remember, spend as much time as you can creating fun and interesting group exercises. These will likely keep everyone interested and participating.

**Adapted from https://www.mindtools.com/pages/article/PlanningAWorkshop.htm