CHAPTER MANAGEMENT HANDBOOK - iecep …CHAPTER MANAGEMENT HANDBOOK March 28, 2015 2 | Table of...

CHAPTER MANAGEMENT HANDBOOK March 28, 2015

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C H A P T E R

M A N A G E M E N T

H A N D B O O K

V 0.1

Dennis Anthony D. Empuerto


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Table of Contents Section Title Page

Foreword 3

1.0 Local Chapter Organization 4

2.0 Officer Roles 5

2.01 Governor 5

2.02 Vice Governor- Internal 5

2.03 Vice Governor- External 6

2.04 Vice Governor- Education 6

2.05 General Secretary 6

2.06 Treasurer 7

2.07 Auditor 7

2.08 Public Information Officer 7

2.09 Director/s 8

2.10 Past Immediate Governor 8

3.0 Program of Work 8

3.1 Suggested Committees 8

3.1.1 Registry 9

3.1.2 Treasury 9

3.1.3 Evaluation 10

3.1.4 Marketing 10

3.1.5 Community 10

3.1.6 Historian 11

3.1.7 Oversight 11

3.2 Planning Process 11

3.3 Chapter Activities 12

3.3.1 5 Month Plan 13

3.3.2 Quarter Plans 13

3.4 Monthly Points of Interest 13

4.0 Chapter Meetings 13

4.1 The Agenda 14

4.2 Sample Meeting Agenda 14

4.3 Minutes 15

4.4 Parliamentary Procedure 15

4.5 Parliamentarian 15

4.6 Twelve General Rules 15

4.7 Classification of Motions 16

4.8 Making a Motion 17

4.9 Glossary of Basic Parliamentary Terms 18

5.0 Sample Minutes of Meeting 19

6.0 Sample Program of Work 20

7.0 Seminar Work Procedure 21

8.0 Financial Statements 24

8.1 Statement of Financial Position 24

8.1.1 The Propose Budget 25

8.2 Statement of Functional Expenses 26

8.3 Statement of Activity 27

8.4 Statement of Receipts and Disbursements 28

8.5 Program Income Report 29

8.6 Reporting Essentials 29


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Foreword

The contents of this handbook are the result of a compilation of information based on experience to be use

by any chapter which is interested in establishing or improving its organization.

It should be understood that each chapter is self-governing and solely responsible for its day-to-day,

monthly or quarterly operation and nothing herein is intended as or should be deemed as supervision,

direction, monitoring, and oversight or as an effort to control the local chapter.

This handbook is an educational guideline only which contains suggestions and recommendations

developed by IECEP Iligan Bay chapter which were able to develop and used such programs. It is published

and available to any chapter as a form of advice for whatever use one wants to make of it.

All ideas herein are optional and nothing is mandatory. Participation is by the voluntary choice of each

chapter and each member with the understanding that one generally gets out of something what one is

willing to put into it. Thus, any language contained herein which could possibly be construed as

“mandatory” such as “do this” or “do that” is only in the form of a recommendation that if one wishes to

get the most benefit out of using the suggestions in the handbook, then the suggestions can be utilized

with the understanding that any handbook is, at most, a guide and that the users should substitute their

own experience and judgment to use, adapt or modify the suggestions and recommendations contained

herein. In other words, the handbook is a guide from which the users can use to establish, improve or

build their own programs, using their own knowledge, common sense, ideas and experience and to assist

the users from time to time as a reference for ideas and suggestions. In turn, each chapter is encouraged

to share good ideas with other chapters.


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Section 1.0 Local Chapter Organization


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Section 2.0 Officer Roles

The Governor, Vice Governor’s, General Secretary and Treasurer are officers of the board of directors in an

organization with the function of representing all members in the board in managing the business affairs of

the organization. To be effective, officers must focus their attention on items of critical importance, rather

than trivial matters. They are expected to understand the organization and their roles, to perform with a

strategic plan at the organization's expectations.

Section 2.01 Governor

One of the most important members of any organization is the Governor. The Governor’s duty is to preside

over all meetings and events, including some for the general public. For the latter, the Governor will ensure

all events run smoothly so the organization maintains a good image. The Governor may also be in charge of

overseeing all other member activities and is the one to whom all the other officers must report. The

Governor maintains frequent contact with the organization adviser.

The Governor in cooperation with the Treasurer shall ensure that no Executive or agent of an Executive

shall make any purchase, except for a purpose and in the sum authorized in the budget, conforming at all

times to any prevailing purchasing policies as approved by the Officers and Board of Directors.

Section 2.02 Vice Governor- Internal

The Governor may appoint the Vice Governor-Internal as Acting Governor who shall act during absences of

the Governor, and shall have the authority to perform the duties of such office.

a. If the Vice Governor-Internal is unable or unwilling to serve, the Vice Governor External may be

appointed by the Governor.

b. If the Governor becomes incapacitated or is unable to appoint an Acting Governor, the Vice

Governor-Internal shall assume the duties of the Governor. If the Vice Governor-Internal is

unwilling or unable to serve, the Vice Governor-External shall assume the duties of the Governor. If

neither Vice Governor is willing or able to serve, the Acting Governor shall be appointed in a

manner determined by the officers and Board of Directors.

c. The term of an Acting Governor may not exceed four (4) consecutive weeks without a resolution of

the officers and the Board of Directors approved by a 2/3 vote. Without a resolution to extend the

term, the office shall be deemed vacant at the end of four (4) consecutive weeks.

Summary of duties of Vice Governor-Internal:

Assume and carry out the rights, duties and obligation of the Governor during her or his

absence or in the event that she or he should resign, be impeached or abandon office.

Coordinate the compilation of the Accomplishment and Annual Report of the organization for

submission to the national and for consideration at General Meeting.

Coordinate and facilitate activities and services for the members of the organization.

Undertake all other duties and responsibilities the Board may delegate to the Vice Governor-

Internal from time to time.

He or She may also serve as the chapter’s information and communication technology

specialist.


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Section 2.03 Vice Governor-External

The Vice Governor-External is a position to advocate for the society, and chairs the Community-Service

Committee. The Vice Governor-External runs campaigns, such as the ECE week campaign, communicates

with JIECEP in various schools, and other convergent student groups, and also maintains contact with

outside organizations including direct contact with the government and also networking with other

universities and student societies around the country. This position is not involved in the administration of

the Society as much as in public relations, and involves some flexibility in the projects the Vice Governor-

External chooses to undertake.

Summary of duties of Vice Governor-External:

Be responsible for keeping the Board informed of plans or actions of external

organizations, within the reach of its local chapter, and cities and provincial governments

that have a direct bearing on the organization or its members.

Be responsible for the organization business related to, and organize the organization

representation at conferences held by external organizations, other than IECEP, in which the

organization may have membership or interest.

Responsible for fundraising and developing other resources necessary to support IECEP’s mission.

Act as a liaison between the organization, JIECEP and other convergent groups.

Undertake all other duties and responsibilities the Board may delegate to the Vice-President

External Relations from time to time.

Section 2.04 Vice Governor- Education

The Vice Governor-Education is the liaison between the organization and the Academe. He or She must be

well acquainted with School leaders, such as the President, Vice-Presidents, Board of Directors, and

Senate, etc. The Vice Governor-Education will chair the Evaluation Committee. This position involves

frequent communication to coordinate programs such as the Continuing Program Development, and the

Vice Governor-Education is expected to keep track of the progress of the organization to facilitate

communication.

Summary of duties of Vice Governor-Education:

Act as a liaison between the Board and the Academe.

Coordinate both professional and student representation on all academic committees to which the

organization nominates or appoints.

Coordinate both professional and student involvement in academic community affairs and

activities.

Undertake all other duties and responsibilities as the Board may delegate to the Vice Governor-

Education.

Section 2.05 General Secretary

The General Secretary is in charge of keeping the membership rolls. In addition, the secretary may plan or

distribute scheduling information for meetings and other activities (calendar of events), as well as accept

payment of dues from members and forward them to the treasurer. One important secretarial duty is

taking minutes at board meetings, covering the discussion of each agenda item. Then it is a matter of

transcribing and filling the notes, making them available as necessary.


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The General Secretary enjoys being at the heart of the action. He keeps records of the minutes of the

minutes of the organization and prepares the certificates of good standing. He is one of the officers

required to sign checks and drafts of the organization. He attends to all correspondence of the

organization. He organizes meetings including booking meeting rooms, issuing notices of meetings,

preparing the agenda and other documents as well as background material.

Section 2.06 Treasurer

The treasurer is in charge of all financial aspects, accepting payments from members directly or through

the General Secretary. The treasurer also prepares and provides financial statements to the organization

and tracks all deposits, expenses and other financial dealings. The treasurer is often in charge of

administrating the cash when the organization holds a special event for the public. The treasurer often

handles or oversees financial reports filings and maintains the organization's non-profit status.

The treasurer establishes the accounts of the organization as approved and directed by the board of

directors. She not only establishes procedures for the deposit of funds and property maintenance, she also

receives and disburses all funds of the organization as authorized by the board of directors. She maintains

and reports records of financial transactions, when requested, to the board of directors and to the

organization on any event or meetings.

Section 2.07 Auditor

The auditor assures that proper financial management is in place. The auditor will sit on the Treasury

Committee, which might hire, evaluate, and interact with the independent auditor(s) and counsel. IECEP is

a non-profit which is focus to achieve a philosophical vision, mission and an obligation to the society rather

than to gain profit. Treasury Committee and Board members should have the fiduciary duty, benchmark to

meet, and to exercise the level of care.

Summary of duties of Auditor:

Responsible for the fiscal integrity of the organization, to include submission to the Board of a

proposed annual budget and monthly financial statements, which accurately reflect the financial

condition of the organization;

Responsible for fiscal management that generally anticipates operating within the approved

budget, ensures maximum resource utilization, and maintenance of the organization in a positive

financial position;

Any other appropriate duties as may be defined from time to time by the board of directors.

Section 2.08 Public Information Officer

Public Information Officer is responsible of providing information to the media and public according to the

standards of ECE profession, chairs the Marketing Committee.


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Summary of duties of Public Information Officer:

Responsible for issuing press releases, answering queries from the media and arranging

interviews.

Distribute printed and video material about the organization for dissemination to the public.

Organize CPD seminars and special events such as news conferences and awards ceremonies.

Maintains a social media presence and updates the organization website.

Coordinate with Vice Governor-Internal with regards to ICT.

Section 2.09 Director/s

Directors provide strategic guidance, valuable contacts and resources to the organization. While the board

of directors is responsible for making a range of vital organization decisions, it is not involved in making

day-to-day operational decisions. It acts as a liaison between the board of directors and the organization. It

meet with the Board regularly to keep them informed on operational issues and work with them to come up

with strategic solutions to complex challenges.

Section 2.10 Past Immediate Governor

The success of an organization rests on the shoulders of its members. However, without the guidance of

the former Governor(s), no success would be possible. Former Governor(s) are advisers and is instrumental

in organizing and stimulating the organization development. They gain the support of both academe and

community leadership.

Section 3.0 Program of Work

Successful organization could not operate without careful planning. They must develop effective plans that

incorporate well-defined goals and objectives with the necessary action steps and costs; they must then

follow effective operational plans to maintain success. The successful IECEP chapter imitates the

successful business by taking the time and effort to develop a written plan of action. This plan becomes

the chapter’s Program of Work.

The program of work consists of all the activities planned by the chapter’s standing committees (the

number of committees is decided by the local chapter.) Since “members support what they (help) create”,

each chapter member should serve on at least one standing committee and assist in the program of work

development.

Section 3.1 Suggested Committees

Each committee chair is equally important to the smooth and effective functioning of an organization.

Members of the committee function as a team, helping each other and contributing to the overall

accomplishments and climate of the organization. Don't forget the importance of each of the members, "A

chain is only as strong as its weakest link."

The Committee Chairman should complete a project activity report for every project upon its completion. A

report form can be found at the iecep-iligan.org at resources section.


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Section 3.1.1 Registry Committee

This is the place to go for both the applicant and member. The General Secretary will sit as its chair and

members are the Treasurer, Governor and part of its team the Evaluation Committee. This committee keep

the list for everyone and keen on correcting errors on the list of participants or any other forms.

This Committee duty includes:

Release of certificates of good standing.

Submission of updated membership database to IECEP national

Submission of new officers and board of directors every year ends to IECEP national

Section 3.1.2 Treasury Committee

This committee comprise of Treasurer and the Auditor. This committee’s focus is to help the organization

meet their accountability goal. To enable organization to meet their objectives better and improve their

financials through the use of simple and cost effective tools. The benefits to the organization also include:

1. Improved financial practices and reporting,

2. Better deterrents to fraud, and

3. Enhanced external and internal audit functions.

At least one member of this committee should be financially literate. The criteria to consider regarding that

member is that he or she must:

Understand financial statements,

Understand financial risks,

Understand the impact of business decisions on the financial statements,

Be able to identify balance sheet risks, and

Understand revenue recognition issues on the financial statements.

If that type of person is not part of the committee, then an outside consultant should be retained to fill the

void. This member must be independent to ensure an objective and impartial committee and to ensure

that there are no conflicts of interest.


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Submission of program income report for every CPD program.

Remittance of monthly local sharing of membership dues to IECEP national.

Submission of all used and un-used official receipt to IECEP national.

Payment of CPE dues and other financial obligations.

Section 3.1.3 Evaluation Committee

This committee comprise of Vice Governor-Education as its chair. It is tasks at screening applicant/s and

may exercise discretion on any application. It evaluates resource speaker(s) for its continuing program

development and also recommends other academic endeavour to the Board. It also serves as the research

and development for the organization and report to the Board its findings.


Recommends to the Board the candidates for most outstanding ECE.

Accommodate engineering practitioner Call for undergraduate thesis papers for submission to

IECEP national.

Section 3.1.4 Marketing Committee

This committee comprise of Public Information Officer as its chair. It is responsible for all facets of

marketing, including public relations, media relations, promotions, advertising, and research.

The committee's principal responsibilities are as follows:

Develop, implement, and evaluate the marketing plan in support of the organization strategic plan.

Develop a budget with the help of the treasury committee to support the marketing plan.

Depending on the organization needs, this may include expenses for newsletters, annual reports,

research, professional services, audio-visuals, literature, and recruitment materials.

Determine which marketing methods are most effective in communicating the local chapter’s

mission and goals.

Takes an active role in supporting an organization's fundraising efforts. A marketing committee's

purpose lies in deciding how to get the word out and how to combine a cause with a marketing

message that resonates with its patrons.

Section 3.1.5 Community-Service Committee

This committee comprise of Vice Governor-External as its chair. The Community-Service Chairman is

responsible for creating an environment within the chapter that fosters a commitment to benefiting others.

He is responsible for promoting, planning and executing events and projects related to serving the

community.

The committee's responsibilities are as follows:

• Develop committee goals to achieve chapter’s service project goals for the coming year.

• Conduct service projects that include needs assessments, planning, and evaluation.

• Identify opportunities for projects that will increase chapter’s recognition in the community.

• Work with other organizations, volunteers, and committee members to maximize the impact of

projects.

• Lead efforts to raise funds for projects.


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Section 3.1.6 Historian Committee

This committee comprise of an officer of the Board as its chair. The Historian is the memory keeper for the

chapter. This officer position may seem less important than the Governor, but the Historian plays a very

significant role. The Historian preserves the chapter’s history so that from year- to-year there is record of

the chapter’s activities. Maintaining this information also makes it easier for chapter planning and to

submit awards applications. In addition, these materials provide future officers a way to look back on what

their chapter has accomplished and use this information for chapter celebrations.

Roles and responsibilities of Historians:

Take photographs or videos of all chapter activities;

Keep a portfolio of chapter officers, activities, and programs;

Submit noteworthy items to IECEP national to be included in the chapter website;

Furnish reports of chapter activities and submit award applications for consideration and

publication to IECEP national;

Assist the General Secretary in the preservation of the chapter documents and historical records

of the chapter.

Assist the Public Information Officers in providing information about the chapter’s history and

prepare a historical display of the chapter for special events.

Section 3.1.7 Oversight Committee

This committee comprise of Past Immediate Governor as its chair. The purpose of Oversight Committee is

to oversee operations and activities of specific committees. This committee perform an important role in

gathering information on the functioning of committees and ensuring, through their oversight and

questioning during Board meetings, so that malpractices do not take place. This committee can be used to

provide advice on simplification of administrative procedures.

Oversight committee fulfil the following main functions:

To oversee the operations/activities of specific development committees

To ensure proper and more efficient use of resources while maximising benefits for achieving the

intended goals or services of the local chapter.

Section 3.2 Planning Process

Establishing an effective program of work requires planning. Planning activities and the achievement of

goals requires thoughtful consideration, time, and an orderly process. The following steps are one

approach that chapters can apply to their process.

1. Project/Activity Purpose. What is the intended goal or outcome of the project or activity? What do you

want to achieve? For instance, if you want to do a seminar, why are you doing a seminar? The answer is

based on the objectives of that seminar. Similarly, if you want to do something for ECE Week, your goal is

to build greater awareness for electronics technology in your school, community, etc. Make your goals

specific. Quantify them where appropriate.

2. Project Definition. Once you have a goal, you need a project – a strategy – that will accomplish it. Sit

down with your group and brainstorm. Share, define, and refine your ideas. Think of ways you can meet

your goal, no matter how unlikely the ideas initially appear. During this brainstorming session, do not try to

discuss the workability of the individual ideas; just get them all down. Later, you’ll pick which one(s) will

work.


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Often, when you begin by defining your goal, you end up with a somewhat different project than you initially

intended. This is good: it means that your original strategy would not have met your objective.

3. Resource Identification. What resources do you have available, or could you make available, to help you

do your project? These resources include people, money, time, supplies, materials, facilities, etc. Think

through your project carefully and make a list of all the things you have – and all the things you will need.

Guiding questions:

How much money will it take?

Who can help – inside and outside the chapter?

Are any experts needed or available?

Do you need any special facilities or supplies?

Do we need to donate resources, or purchased it?

4. Task Assignment. Any project looks “big and scary” until it has been broken into its smaller, manageable

component tasks. Use these questions to separate the tasks in your project:

What jobs need to be done to meet the goal?

In what order do things need to happen?

What are the interim and deadlines for goal achievement?

Write down the tasks that need to be finished. Divide the larger ones into several smaller pieces. Next,

assign committees or individuals to each task. Don’t leave any unassigned, thinking you’ll get to them

later.

There is no “LATER” in planning.

5. Deadlines. Give each task a date for completion. You can – and probably will – modify these dates later;

but get them down for now, so people will have something to work toward.

6. Follow-up. Check with each individual or committee regularly to determine their status and progress.

Identify potential problems early and they will be easier to address and overcome. Don’t wait for the due

date to find out that something isn’t going to get done. Stay in touch.

7. Evaluation. Evaluation, like planning itself, is a tool to use in improving your performance and your

projects. It should be tied directly to your goals.

Make sure your evaluation is detailed enough to capture all aspects of your project. If your goal was

quantifiable, simply determining that the end number was greater than your goal does not suffice.

Evaluation of the project should also address the processes and intermediate steps as well.

Section 3.3 Chapter Activities

Activities should reinforce the IECEP’s vision, mission and goals. They should also be tailored to each local

chapter. These activities are in line with continuing program development which meant to facilitate

intelligent career choices, enhance business and engineering skills, teach the value of community

responsibility, and develop individuals. Chapter activities fall into five functional areas: professional

development, civic, service, social, and financial. Chapters should strive for an appropriate balance

between these categories in their activities.

In planning each chapter can choose between quarterly plans (QP) or 5 month plan (5MP) on its activities.


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Section 3.3.1 5 Month Plan (5MP)

Jan Feb Mar Apr May Jun

Jul Aug Sep Oct Nov Dec

In 5MP chapter can begin major activities on either month of Jan, Mar, May, Jul, Sep or Feb, Apr, Jun, Aug

and Oct - while Nov and Dec are used as buffer month.

Section 3.3.2 Quarter Plans (QP)

Jan Feb Mar 1st Quarter

Apr May Jun 2nd Quarter

Jul Aug Sep 3rd Quarter

Oct Nov Dec 4th Quarter

In QP any activity may fall within a quarter thus can give a chapter ample time to plan for the event.

Section 3.4 Monthly Points of Interest

It is important to consider official and special events on your chapter’s annual plan.

ECE & ECT Board Examinations

Start and End of Semester

Government Elections

City or Municipal fiesta

ECE week, School Sport fest, foundation, etc.

Industry day related to ECE profession

Section 4.0 Chapter Meetings

Meetings are held to conduct business or to present a specific program; they are not for information only,

but offer opportunities for members to become involved and to share their ideas. It is where ideas are

brainstormed, decisions are made, and events planned. On every meeting always have clear objectives.

Well planned and regularly scheduled meetings maintain member’s interest, ensure participation, and

promote the general welfare of the local chapter.

Meeting checklist:

Do we hold regular meetings?

Do we have a written agenda for our meeting?

Are minutes recorded and read at our meetings?

Do we allow adequate time for our meetings?

Do we make assignments during meetings?

Do we follow through with our assignments?

Do all participants at our meetings have equal opportunity?

Do we encourage new members or members of our group to participate?

Do we teach and demonstrate correct leadership principles?

Do we assume our full responsibility?

Do we conduct progress reviews to check our accomplishments?

Do we accept the responsibility for our failures?

Do we make a sincere effort to understand members’ needs?


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Do we recognize and compliment others for their efforts?

Do we do adequate advanced planning?

Do we delegate responsibility and authority?

Do we set worthwhile goals?

Do we actively seek the general membership opinion?

Do we communicate our goals and activities to the membership?

Do we enjoy our assignments?

Do we start and end our meetings on time?

Do we hold an executive meeting before every general meeting?

Do we prepare in advance of the meeting any motions that are known to be necessary?

Section 4.1 The Agenda

An agenda should be prepared for every meeting and distributed to all in attendance. It provides a

framework for discussion. First, determine an overall objective for the meeting. If there is no purpose there

should not be a meeting. Then, brainstorm specific items of business that need to be covered. Referring to

the previous meeting’s agenda, minutes, and suggested order of business is an organized way of

determining those specifics. Clarify, combine, and prioritize, keeping in mind the element of a time limit.

Follow a set order of business in determining the placement of each of the items on the agenda.

Near the end, review important dates and decisions made. Always remember to thank those present for

attending and participating and tell them that you look forward to seeing them at the next meeting.

A sample agenda follows below:

Section 4.2 Meeting Agenda

Call to order – by the Governor – signals the meeting will begin. It is followed by one rap of the gavel.

Opening Ceremony (a short prayer is good and brief word of welcome)

Roll Call of members

Approval of Previous Meeting’s Minutes – by the General Secretary

o Distribute minutes before the meeting members to review

o Read minutes to group

o The Governor will ask for corrections or additions and the General Secretary will note the

necessary corrections.

Read financial report – by the Treasurer

Officers’ Reports – given by the officers.

Committee Reports – given by its chair or its representative

Note: Committee chairman gives the report and may make a recommendation or motion on behalf of the

committee.

Unfinished Business and General Orders

Pending questions from the last meeting.

Questions postponed to this meeting.

New Business (Itemize – new topics brought up for the first time.)

Announcements – anyone with any announcements may make them.

Adjournment – signal by the presiding officer that the meeting is over, followed by final rap of the gavel.


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Section 4.03 Minutes

The record of the proceedings in a regular business meeting is called the minutes. The General Secretary

should always record what was done at the meetings and what was said.

The following should be included:

The wording of each motion

The disposition of each motion.

The name of the mover.

Points of order and appeals sustained or lost (including the reasons given by the chair for the ruling)

See the sample minutes on the last section below for reference.

Section 4.4 Parliamentary Procedure

Parliamentary procedure is a formal system of rules and practices that balances the rights of individuals

and subgroups with an organization’s membership. Application of parliamentary procedure enables

organizations to accomplish the following:

Maintain orderly meetings

Protect the rights of the absentee, individual, minority, and majority

Allow every opinion to be heard and considered

Enable the majority to rule

Determine the general will on a maximum of questioning the minimum of time.

Section 4.5 Parliamentarian

The Parliamentarian position is transient, he or she will act as a coach and referee until the Board gets

used to the parliamentary procedure.

Parliamentarian basic roles:

Assists chapter members in understanding the basic purpose of parliamentary procedure.

Is prepared to advise the Governor and other chapter members on parliamentary procedure.

Has referenced materials pertaining to parliamentary procedure available for each meeting.

Watches for significant irregularities in parliamentary procedure and calls them to the attention of

the chair.

Section 4.6 Twelve General Rules

1. The presiding official must recognize a member before he or she may speak.

2. A member should rise to be recognized and remain standing while speaking.

3. All remarks made from the floor should be addressed to the presiding official instead of to another

member.

Note: Do not use a previous speaker’s name but refer to him or her as the “previous speaker.”

4. Only one motion may be made on the floor at one time. It must be disposed of before another main

motion is made.


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5. A main motion must be seconded and stated by the presiding official before it may be discussed.

6. The maker of the motion has the first right to debate.

7. In debate, each member has the right to speak twice on the same motion, but cannot make a second

speech on the same motion as long as any member who has not spoken on that motion desires to speak.

8. Debate must be limited to the immediately pending motion. If an amendment is pending, the main

motion cannot be discussed; all discussion must be about the amendment.

9. In case of a tie vote, the motion is lost.

10. The presiding official may vote to break a tie. The presiding official always votes in case of a ballot vote.

11. A majority is over half of the members present and voting.

12. A plurality is the largest number of votes to be given any candidate or proposition when three or more

choices are possible.

Section 4.7 Classification of Motions

The word motion refers to a formal proposal by a member suggesting that the assembly take a certain

action.

Motions are classified into the following five groups:

1. Main motions

– Original main motions

– Incidental main motions

2. Subsidiary motions

3. Privileged motions

4. Incidental motions

5. Restorative motions that bring a question again before the assembly

Main motion – is a motion whose introduction brings business before the assembly.

Subsidiary motions – assists the assembly in treating or disposing of a main motion.

They have the following characteristics:

1) They are applied to another motion;

2) They can be applied to any main motion; and

3) They fit into an order of precedence.

Privileged motions – are concern matters of immediate and overriding importance that without

debate should be allowed to interrupt the consideration of anything else.


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Incidental motions – relate in different ways to the pending business or the business otherwise at

hand.

They commonly arise out of 1) another pending motion; or 2) sometimes, another motion or item of

business.

Motions that bring a question again – either by their introduction or by their adoption, serve the

function of their name.

Section 4.8 Making a Motion

1. The member rises and addresses the presiding official by the title “Mr. (Madam) President” or “Mr.

(Madam) Chairman.”

2. The presiding officer recognizes the member. The chair may recognize a member by name, or by a nod

to him. After receiving formal recognition from the chair, a member is then said to “have the floor” and is

the only member who may present or discuss a motion.

3. The member makes the motion. Always introduce a motion in the form, “I move that...” followed by a

statement of the motion.

4. Another member seconds the motion. Without recognition from the presiding official, another member

may say, “I second the motion.” If the motion is not seconded, it “dies for lack of a second.”

5. The presiding official states the motion to the assembly. The chair repeats or “states the motion” to the

assembly. Once it has been formally stated to the assembly, it may be referred to as “the question.”

6. The members discuss or debate the motion. After the motion has been stated by the chair, it is open for

debate. Any speaker may be recognized by the chair.

Several members may rise simultaneously, and then the chair should use the following guidelines when

deciding which member should be recognized.

– Preference should always be given to the proposer of the motion.

– No member may speak more than twice on the same question each day.

– All remarks must be germane (pertinent) to the pending question.

– All remarks are addressed to and through the chair.

– A member may speak no longer than 10 minutes per speech without the consent of the

assembly.

– Rights in regard to debate are not transferable.

– To participate in debate, the presiding official must relinquish the chair.

7. Members vote on the motion. When debate appears to have closed, the chair “puts the question to a

vote.”

First he may inquire, “Is there any further discussion?” or “Are you ready for the question?” If no one rises,

the chair presumes that discussion is closed. The chair will then take the vote by saying, “All in favor (state

the motion) say ‘Aye.’” Following the assembly’s response, he says “Those opposed say ‘No.’” If the vote

cannot be determined by the volume of voices, “The chair is in doubt. Those in favor of the motion, please


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rise.” After counting he says, “Be seated. Those opposed please rise.” After counting, “Be seated.” Or the

vote may similarly be taken by a show of hands. The chair must always call for the negative vote, no matter

how nearly unanimous the affirmative vote may appear to be.

8. The presiding official announces the result of the vote. The chair formally announces the outcome of the

vote to the assembly. As may be appropriate the chair will say, “The ayes have it and the motion is

adopted” (or “carried.”) Or “The noes have it and the motion is lost.” For a rising vote or a vote by show of

hands: “The affirmative has it and the motion is adopted” or “The negative has it and the motion is lost.”

After the vote has been announced by the chair, another motion may be considered.

Section 4.9 Glossary of Basic Parliamentary Terms

Adjourn -To close the meeting when no motion is pending and there is no further business.

Amend- A motion to modify the wording – and within certain limits the meaning – of a pending motion

before the pending motion itself is acted upon.

Appeal- is made to determine the assembly’s attitude toward a ruling made by the chair.

Call for the Orders of the Day- A privileged motion by which a member can require the assembly (1) to

conform to its agenda, program, or order of business, or (2) to take up a general or special order that is

due to come up at that time.

Chair- Applies both to the person presiding and the station in the hall from which he or she presides.

Commit- Generally used to send a pending question to a relatively small group of selected persons – a

committee – so the question can be carefully investigated and put into better condition for the assembly to

consider.

Debate- Discussion of the merits of a motion.

Division of the Assembly- When a member doubts the result of a voice vote or a vote by show of hands, the

member can call for a Division of the Assembly, thereby requiring the vote to be taken again by rising.

Division of a Question- is made to divide a motion so that the parts of it may be considered separately.

Lay on the Table- To enable the assembly to lay the pending question aside temporarily when something

else of immediate urgency has arisen.

Limit or Extend Debate- To limit debate by reducing number of length of speeches or requiring that at a

certain time debate shall be closed or to extend the limits of debate by allowing more and longer speeches.

Obtain the Floor- To obtain the floor, the member rise and addresses the chair. When the chair calls on the

member, he or she can now speak.

Parliamentary Inquiry- A question directed to the presiding official to obtain information on parliamentary

law or the rules of the organization bearing on the business at hand.

Point of Information- A request directed at the chair, or through the chair to another officer or member, for

information relevant to the business at hand but not related to parliamentary procedure.

Point of Order- is made to call attention to a violation of parliamentary procedure.


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Postpone Definitely or to a Certain Time- The motion by which action on a pending question can be put off,

within limits, to a definite day, meeting, or hour, or until after a certain event.

Postpone Indefinitely- A motion that the assembly decline to take a position on the main question. Its

adoption kills the main motion and avoids a direct vote on the question.

Previous Question- it is a motion to bring an immediate vote on one or more pending questions, thereby

ending debate.

Raising a Question of Privilege- this permits a request or main motion relating to the rights and privileges of

the assembly or any of its members to be brought up for possible immediate consideration because of its

urgency.

Recess- A short intermission in the assembly’s proceedings which does not close the meeting, and after

which business will immediately be resumed at exactly the point it was interrupted.

Reconsider- To bring back for further consideration a motion that has already been voted on. The member

moving to reconsider must have voted on the prevailing side of the question to be considered. The making

of this motion is subject to time limits.

Rescind- To cancel or countermand a previous action.

Suspend the Rules- When an assembly wishes to do something it cannot do without violating one or more

of its regular rules; it can adopt a motion to suspend the rules.

Take from the Table- To make pending again a motion or series of adhering motions that previously had

been laid on the table.

Section 5.0 Sample Minutes of Meeting

Iligan Bay Local Chapter Regular Meeting: Minutes

Call to Order

The first regular meeting of the Iligan Bay Chapter of IECEP was held on January 24, 2015, at 5:30 p.m. in

School of Computer Studies, function room, MSU-IIT, Iligan City, outgoing Governor Dennis A.D. Empuerto

was in the chair and the secretary was present.

Minutes

The minutes of the previous meeting were approved as read.

Officer Reports

The treasurer reported a balance of ₱ 23,568.35. The report was placed on file.

Committee Reports

Evaluation Committee Chairman Angiline L. Teatro reported findings of last year evaluation report and

advises on to push on through ECE board exam awareness seminar. The seminar is targeted on instructor

and students for board examination. The Vice Governor-External was asked to coordinate with the JIECEP.

Marketing Committee chair Noli P. Cornel was asked to start with the promotion campaign and to distribute

invitation to distance schools.


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It was suggested that the seminar be held on the last month of March and not when students are going

home for vacation.

Unfinished Business

There was no unfinished business.

New Business

Vice Governor-Internal moved and it was seconded, that we will proceed with the seminar on March. The

motion was adopted.

Vice Governor-External moved, and it was seconded, that we get sponsor for the seminar. Nieva M. Mapula

moved, and it was seconded, to refer this to the marketing committee. The motion was adopted.

Announcements

Vice Governor-Internal announced that the chapter will assume office at the School of Computer Studies,

MSU-IIT, so we could have one place our official business.

Adjournment

There being no further business, the meeting was adjourned at 8:30 p.m.

Ma. Annabelle L. Navarrosa

General Secretary

Section 6.0 Sample Program of Work

January 1Q February 1Q

New Governor file the accountability form

National Planning

Updated membership database

submission to national

Submission of new officers to national

March 1Q April 2Q

1st Quarter Seminar ECE & ECT Board Examinations

Start of Summer

May 2Q June 2Q

End of Summer

2nd Quarter Seminar

Start of Semester (some school)

July 3Q August 3Q

Start of Semester

3rd Quarter Seminar

September 3Q October 4Q

City Fiesta

Mid-Year Convention

ECE & ECT Board Examinations

Chapter Election and turn-over

4th Quarter Seminar

November 4Q December 4Q

National Convention

JIECEP Summit

Chapter gathering and end-of-year report

Next year planning

All financial obligation will be settled


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Section 7.0 Seminar Work Procedure

At this point a general meeting is called to discuss the details of the program.

2. Budget

We will ask the Treasury Committee on how much money do we have, is it enough to fund for the event or

do we need to raise some money? If so we ask the Marketing Committee to do it for us.

3. Program Accreditation

In IECEP-IBC we usually start with little things, each committee focus on assigned areas. We use all

available channel to communicate (Facebook, Texting, etc.) sharing solutions rather than problems.

We ask the Treasury and Marketing committee for their solutions then afterwards Treasury will give the

propose budget for the program. The propose budget contains the breakdown of expenses for the conduct

of the program.

The General Secretary will coordinate with the Marketing committee to prepare the following:

Program of Activities (showing time/duration of topics/workshop)

Individual and summary of evaluation form for each speaker.

The Evaluation committee will prepare the following:

Resume of speakers, lecturers, discussion leaders, panellists, reactors, moderators, and

facilitators including the qualifications and photo copy of current PRC license (if they are members

of the regulated profession).

Content /Outline (Topics of Seminar) and number of hours.

Specific course objectives stating competencies to be gained from the program.

1. Theme

In this example we are going to plan-execute an event on a quarter. We

will ask the Public Information Officer / Vice Governor-External to give us a

theme for this event.

Note: Base your theme on that special day, school, industry, etc.

The Evaluation Committee will look for possible resource speaker from

their records or will evaluate speaker(s) who submitted their curriculum

vitae (CV).

Note: Resource speaker must be at least an ECE with valid license.

Event Title: IECEP-IBC 1st Quarter Seminar 2015 – Your theme line here.

Hint: You may use 1Q-2015 for titles with a long theme. With a theme you

can have lots of speakers and file it as a group in the application for

accreditation of CPD program. But a chapter could opt to apply for each

topic if they want to re-conduct the program(s) for a year.


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The Governor fill up the CPD form no. 02 – application form for accreditation of CPD program. Now the

General Secretary will collect everything and SCAN the documents and email to IECEP national.

Note:

Application/s should be submitted to IECEP National within sixty days (60) prior to the

conduct of program, activity, or source.

Application with incomplete documents will not be accepted.

The General Secretary will follow up the CPD application then inform the Board on updates.

4. Preparation

Most likely the proposed program will be accredited and the General Secretary will inform the respective

committees for the updates which include the approved CPE points.

The Registry committee will do the printing of the following:

Program of Activities

Attendance Sheet

Individual Evaluation and Summary of Evaluation form for each speaker

List of Lecturers, Recourse Speakers, etc.

Seminar Certificates, Plaques of Appreciation, etc.

Other print media to be used in the program

The Marketing committee will commence promoting the program. This includes the following:

Invitation letter

Advertising program(s)

5. Logistics, Security and Contingency

Though we plan and agreed on things, we need to be flexible on every situation. The Vice Governor-Internal

is responsible for change of venue, security, direction and transportation. But this might not be the case

for every chapter. Make sure contingency plan is in place.

6. The Seminar

Each committee has its own way in doing things. The Vice Governor-External with its influence to the

students to reinforce every little bit of work to be done or sponsors that could make the program financially

possible. Everything is already programmed but remember to be prepared if something unexpected

happens.

Hint: Your guide is the program of activities – “Plan your work, and work your plan”.


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7. Accomplishment Report

Note:

The completion reports should be submitted to IECEP national office within ten (10) days after the

conduct of training / program.

After the program we will ask the Treasury committee for the program income report. Then the General

Secretary will collect the following:

Original list of participants (with complete name, PRC license no., validity, and signature)

List of Lecturers, Recourse Speakers, etc. (Name and PRC license no.)

Summary of evaluation for each speaker

Individual evaluation forms for each speaker

We will ask our Public Information Officer for the write up of activity with pictures and captions.

To fill up the CPD completion report the Governor will coordinate with the Evaluation committee for

information about the program to help him or her write the executive summary.

The General Secretary will collect the documents, with CPD completion report duly notarized, and then

mail it to IECEP national office.

8. Chapter Synthesis

On each endeavour, successful and inspirational, always make it a habit to thank your team. Say a little

prayer to make a more memorable and a stronger chapter. It’s good to have lunch or dinner together with

the Board - this is the time where the Oversight committee will discuss some actions to improve or to fix.


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Section 8 Financial Statements

IECEP is a non-profit organization and operate in the same manner as for-profit businesses when it comes

to finances. The main difference is that for a non-profit organization we reinvest the income into the

programs and services we offer. Financial statements for non-profit organizations must show all incoming

and outgoing funding to demonstrate how the non-profit operates. Since a non-profit’s primary purpose is

to provide programs that meet certain societal needs, example in our case is to conduct seminars for

continuing program development.

Section 8.1 Statement of Financial Position

A non-profit’s statement of financial position or statement of financial condition (similar to a business's

balance sheet) reports the organization's assets and liabilities in some order of when the assets will turn to

cash and when the liabilities need to be paid. This is usually prepared at the end of a month, quarter, or

year. Since a non-profit organization does not have owners, the third section of the statement of financial

position is known as net assets (instead of owner's equity or stockholders' equity).

A non-profit’s statement of financial position is represented by the following accounting equation:

Assets = Liabilities + Net Assets

Assets are what your organization has, what is owed to you, what you have invested in, and what you have

deposited with others. Liabilities are what your organization owes to others or holds on behalf of others.

Net assets (what’s left over) can be liquid (comprising cash and short-term receivables), or fixed (furniture,

fixtures, equipment, inventories, and land & buildings net of long-term debt), or long-term.

The assets are listed in order of their liquidity, i.e. their ability to be converted into cash. The most common

assets for non-profits include:

Cash and cash equivalents: These are the funds on deposit in the bank or in highly liquid and

secure securities.

Account Receivable: This represents amounts that have been committed to the organization.

Rather than the full or gross amount that is due, these receivables are carried at net realizable

value, i.e. the amount that the non-profit expects to receive.

Fixed Assets: This account is also called Property, Plant and Equipment. This amount includes the

historical cost of land as well as the net book value of other long-lived physical assets. The net

book value is the historical cost of long-lived assets less accumulated depreciation. The value of

fixed assets on the balance sheet does not reflect fair market value or the cost of replacement,

since these assets are not generally intended to be sold.

The most common liabilities include:

Accounts Payable: Amounts owed to vendors or creditors for goods or services rendered; unpaid

bills. Unpaid wages, taxes or grants can be included in this account or reported separately if

significantly large.

Grants Payable: Grant amounts promised to individuals or other organizations.

Refundable Advances: Also known as deferred revenue. Grants received from donors that have

not been recognized as revenue because the conditions of the grant have not been met.


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The net assets are divided into three categories:

Unrestricted: If a donor does not specify a restriction on his or her contribution.

Temporarily Restricted: These are funds that are limited by donor stipulations that either expire

with time or can be fulfilled by actions of the organization.

Permanently Restricted: These funds are similar to temporarily restricted funds, but the donor

stipulations do not expire over time or by the actions of an organization. An endowment is an

example of permanently restricted funds.

The Statement of Financial Position (shown below) shows us the financial condition on each year to guide

us on what needs to be done. This is the data which will be presented to the Board on the general meeting.

IECEP-IBC Comparative Statement of Financial Position

For the Years Ended December 31 2014 and 2015

ASSETS Dec 2015 Dec 2014

Cash and Cash equivalents 145,819 35,644

Accounts Receivable 19,478 9,014

Fixed Assets (net) 58,000 138

Total Current Assets 223,297 44,796

LIABILITIES AND NET ASSETS

Liabilities

Accounts Payable 3,725 946

Grants Payable 0 0

Refundable Advances 12,536 8,081

Total Liabilities 16,262 9,026

Net Assets

Unrestricted 45,107 26,916

Temporarily Restricted 162,453 9,147

Permanently Restricted 0 0

Total Net Assets 207,560 36,063

Total Liabilities and Net Assets 223,821 45,090

The assets always balance the liabilities and net assets since each asset must be funded by resources

provided by others or by the organization itself.

Section 8.1.1 The Propose budget

With the Statement of Financial Position we can now have an idea how much do we ask and how big the

seminar will be for an activity. The activity is usually attracted on its impact towards the participants and

how much it cost is very important.

On the next page depicts a table for a propose budget of 30 participants, an estimate which usually

includes ECTs, ECEs and PECEs.


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Money Inflow

Expected number of attendees 30 participants

Registration Fee 1,200.00

Expected Income 36,000.00

Money Outflow

Honorarium of Speaker 1,000.00

Food (Speaker, Facilitator) 250.00

Materials:

Certificate Paper 420.00

Ink Cartridge 320.00

Certificate Holder 175.00

Tarp/Streamer 1,000.00

Snacks (Participants) 5,400.00

Operational Cost 500.00

Venue 6,000.00

Electricity

Expected Expenses 15,065.00

Total Income 36,000.00

Expected Income 29,555.00

Expected Expenses 15,065.00

Note: Income is influence by two factors, the Fee and Expenses. Make an allowance to cover the expenses

but still with an affordable fee.

Section 8.2 Statement of Functional Expenses

The term Expenses could be termed Functional Expenses since expenses are reported according to three

functional areas. Statement of Functional Expenses is represented by the following accounting equation:

Total Expenses = Program Expenses + Fundraising Expenses + Administrative Expenses

We could change this to CPD, Marketing and Administrative Expenses entered in columns shown below:

IECEP-IBC Statement of Functional Expenses

As of March 28 2015

Expenses CPD Marketing Administrative

Advertising 25,600

Accommodations 8,750

Equipment rental 2,950 3,500

Maintenance 1,250 2,700

Miscellaneous 800 950 3,255

Office Expenses 16,550 1,250

Operating Supplies 3,800 2,630

Sub-Total 29,900 30,750 13335

Total functional expenses 73,985.00


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Using a spread sheet program we can have each area (or each committee) on a sheet then consolidate

everything like on the previous table. We can insert specific entry on a row, shown below:

IECEP-IBC Statement of Functional Expenses

As of March 28 2015

Expenses Marketing

Price Quantity O.R.# Total

Advertising

Tarpaulin (2x3) 25/sq. m 2 205654 600.00

Streamer 450.0 1 560125 450.00

. . .

Sub-Total

Total functional expenses

Section 8.3 Statement of Activity

Also known as Income Statement, Operating Statement is a description of how the organization’s net

assets or operations have changed over time. This change in net assets is expressed through this

equation:

Revenues – Expenses = Change in Net Assets

Essentially, Net Assets increase when revenues are recorded and decrease when expenses are recorded.

This change in net assets reflects either a surplus or a deficit. The statement measures activities as

resources received and spent but it may not fully capture the program service inputs, short-term outputs,

or long term outcomes.

IECEP-IBC Statement of Activities

January 1 2015 to December 31 2015

Support and Revenue

Membership Dues 58,180

Conference / Training Programs 79,201

Program Fees 14,368

Other sources 17,336

Net assets (unrestricted) 0

Total Support and Revenue 369,916

Expenses

Payroll Expenses 113,898

Contracted Services 40,842

Travel 8,344

Occupancy 7,513

All other expenses 27,823

Total Expenses 198,420

Increase (decrease) in net assets 171,496

Net assets at beginning of year 36,063

Net assets at end of year 207,560


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Section 8.4 Statement of Receipts and Disbursements

This is the most popular in organization because of its simplicity. But it does not project everything.

The Quarter Ending March 31 2015

Beginning Cash Balance (MSU-IIT Coop S/A) 19,250.00

ADD: Receipts

Membership Dues 21,350.00

Seminar / Trainings 78,200.00

Fundraisings 88,500.00

Interest earned 13.34

188,050.00

Sub-Total 207,300.00

LESS: Disbursements

Operating Expenses 27,984.00

Marketing Expenses 33,270.00

Sub-Total 61,254.00

Ending Cash Balance (Surplus) 146,046.00

Prepared by: Noted by:

Name Name

Treasurer Governor

Section 8.5 Program Income Report

We are also required to submit an income report on every program. If your chapter is doing a fundraising

during the seminar, like selling polo shirt, or accepting membership dues then that should be included in

the monthly or quarterly statement of activities or statement of receipts and disbursements.

Next page show a sample of income report.


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March 28 2015

Income

Current Assets

Cash 19,745

Sponsorship 10,000

Sub-Total 29,745

Participants

Professionals 17,400

Students 27,440

Officers 960

Sub-Total 45,800

Total Assets 75,545

Expenses

Advertising 1,100

Accommodation 1,550

Communication 500

Miscellaneous 70

Office Expenses 4,391

Postage and Shipping 239

Professional Fees 3,000

Travel 250

Venue and Meals 32,223

Total Expenses 43,323

Net Income 32,222

Section 8.6 Reporting Essentials

Always give your sponsors the sense that you are embracing them as partners in bringing about all of the

year’s accomplishments. Always include them in your stories and that your overall tone to convey how

important their support is to your organization’s success.

Financial statements can be easily misinterpreted, especially on a large one. So instead choose a graphical

presentation with a short description of how your organization raised and spent the money. Write a

conclusions section that explains how your organization will spend these funds. This will help the reader

understand the organization's goals and priorities. But still include a note that full financial documents are

available upon request.

An annual report should be a summary of what your organization accomplished by doing those activities.

We don’t just talk about technology but explain how it inspires people using it and how their behaviours

changed as a result.

Tell everyone exactly how they can support your chapter.

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