ventureportland.org 503.477.9648 | 503.477.9641 fax 240 N. Broadway, Suite 127 Portland, OR 97227

The Buck Stops Here:

Minutes, Motions and Money

June 13, 2012

Wilfs Restaurant & Bar 800 NW 6th Avenue

12-1:30 pm

Ever wondered when you need a formal motion? Or how to provide a financial report to your business district? Meet other business district Secretaries/Treasurers and learn the ins and outs of your legal responsibilities as a business district officer.

12 PM Lunch and Welcome

12:15 PM Legal Responsibilities of Officers - Matthew Lowe, O’Donnell Clark & Crew LLP

12:30 PM Bylaws, Motions and Minutes

12:45 PM Balancing the Books: Accounting and Reporting - Lori Hoffman, ebs Associates

1:00 PM Annual Financial Filings and Oversight - Richard Winkel, CPA; Max McGuire, CPA

1:15 PM Q&A

1:30PM Adjourn

Our Panel

Lori Hoffman Senior Advisor/Financial Controller, ebs Associates, Inc. Lori Hoffman is a skilled Financial Controller with more than twenty years of experience in bookkeeping and accounting. She works extensively with non-profit organizations, mid-sized technology corporations and entrepreneurs. Lori is a Senior Advisor at ebs Associates and an expert in all versions of QuickBooks including QuickBooks Point of Sale. Lori brings detail and accuracy to her work on clients’ diverse financial needs. Lori is Venture Portland’s bookkeeper.

Matthew Lowe Attorney, O’Donnell Clark & Crew LLP If you’re a charitable or non-charitable tax-exempt organization, a trade association, a charter school or a small business in need of legal help, you can rely on the expertise of attorney Matthew Lowe. He can succinctly and successfully guide you through the maze of legal and organizational issues that frequently arise in the management and operation of a non-profit entity. He also specializes in the representation of small businesses of all types, with a focus on hospitality industry businesses, such as hotels, motels, vacation rental companies and restaurants. From start to finish, Matthew brings a dynamic skill set to each case, ready to take on your challenge and provide the professional and passionate representation you count on. Matt is Venture Portland’s attorney.

Max McGuire, CPA Owner, MaxCPA Max McGuire is the owner of MaxCPA, a sole practitioner public accounting firm in Portland, Oregon. Before forming MaxCPA, Max performed audit and attest services for a large international accounting firm and a top regional firm. Max has extensive experience auditing privately held companies of various sizes and in a variety of industries, including, but not limited to: manufacturing, distribution, hi-tech/software, services and retail. In addition, Max has expertise in Employee Benefit Plan Audits and has audited plans for public companies with thousands of employees. Max is a licensed CPA and a member of the American Institute of Certified Public Accountants and the Oregon Society of CPAs.

Richard Winkel, CPA Owner, Winkel CPA Richard’s professional experience includes providing assurance services to both private and public companies in a variety of industries, such as non-profits, municipals, manufacturing, distribution, employee benefit plans and technology. Richard started his own CPA practice with the goal to provide quality service to clients in a more efficient manner than a firm with partners and staff can provide. Prior to starting his own CPA practice he worked for two of the largest international CPA firms and a regional CPA firm. Rich is Venture Portland’s CPA.

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The Top 10 Things to Know and DoThe Top 10 Things to Know and Do When Serving as the Secretary or 

Treasurer of a Nonprofit Corporation

Matthew D LoweMatthew D. LoweVenture Portland The Buck Stops Here Training

June 13, 2012

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Why does nonprofit corporationneed a Secretary?

• 65.371 Required officers.– (1) A corporation shall have a president, a secretary and ( ) p p , ysuch other officers as are elected or appointed by the board or by any other person as may be authorized in the articles or bylaws, provided that the articles of incorporation or bylaws may designate other titles in lieu of president and secretary.

– (2) The bylaws or the board shall delegate to one of the officers responsibility for preparing minutes of the directors’ and members’ meetings and for authenticatingdirectors  and members  meetings and for authenticating records of the corporation.

– (3) The same individual may simultaneously hold more than one office in a corporation.

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What is the scope ofthe Secretary or Treasurer’s authority?

• 65.374 Duties and authority of officers. Each officer has the authority and shall perform theofficer has the authority and shall perform the duties set forth in the bylaws or, to the extent consistent with the bylaws, the duties and authority prescribed by the board of directors or by direction of an officer authorized by the board of directors to prescribe the duties of other officers.

• Note that officers have no inherent authority to do anything without being delegated authority.

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What are “fiduciary duties?”

• 65.377 Standards of conduct for officers.– (1) An officer shall discharge the officer’s duties:

• (a) In good faith;• (b) With the care an ordinarily prudent person in a like position would exercise under similar 

circumstances; and• (c) In a manner the officer reasonably believes to be in the best interests of the corporation.

– (2) In discharging the duties of an officer, an officer is entitled to rely on information, opinions, reports or statements, including financial statements and other financial data, if prepared or presented by:

• (a) One or more officers or employees of the corporation whom the officer reasonably believes to be reliable and competent in the matters presented;

• (b) Legal counsel, public accountants or other persons as to matters the officer reasonably believes are within the person’s professional or expert competence; or

• (c) In the case of religious corporations, religious authorities and ministers, priests, rabbis or other persons whose position or duties in the religious organization the officer believes justify reliance and confidence and whom the officer believes to be reliable and competent in the matters presentedconfidence and whom the officer believes to be reliable and competent in the matters presented.

– (3) An officer is not acting in good faith if the officer has knowledge concerning the matter in question that makes reliance otherwise permitted by subsection (2) of this section unwarranted.

– (4) An officer is not liable to the corporation, any member or other person for any action taken or not taken as an officer if the officer acted in compliance with this section. The liability of the officer for monetary damages to the corporation and its members may be eliminated or limited in the corporation’s articles to the extent provided in ORS 65.047 (2)(c). 

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Common responsibilities of a Nonprofit Secretary

• Taking the minutes of the meetings of the organization – Membership meetings/Board Meetings– Minutes are more of an art than a science– Minutes are more of an art than a science– Minutes should record date, time, place, participants, and the official actions 

of the organization.– Content of minutes regarding discussions of issues before the organization 

may vary depending upon the issue, practices of the organization and expectations of the board and staff.

– Minutes represent the historical record of the organization and must be clear, precise, accurate and consistent with the understanding of the meeting’s participants.

– Nonessential details may confuse the record, and, in the worst case, create y , , ,legal difficulties.

– Minutes from the prior Board meeting are typically circulated to Board members prior to the next regularly scheduled Board meeting and then approved during that meeting.

– Avoid treating review and approval of meeting minutes as routine matters – It is critical that they be accurate!

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Common responsibilities of a Nonprofit Secretary

• Maintaining the official records of the organization and certifying the accuracy of the organi ation and certifying the accuracy of therecords– Follow the organization’s policies and procedures for maintaining records (i.e., Articles of Incorporation, Bylaws, Minutes, Resolutions, Membership Lists, Voting Results, etc.).  

– Take the lead on implementing appropriate record keeping policies and procedures if such policies arekeeping policies and procedures if such policies are not in place.

– Secretaries often certify records for third parties (banks, governmental entities, etc.)

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Common responsibilities of a Nonprofit Secretary

• Ensuring the proper conduct of the organization’s official meetings– Scheduling and providing notice of the time, place, and agenda 

of the particular meeting to the participants of the meeting, consistent with the bylaws.

– Planning and managing meeting logistics.– Working with the Board Chair/President and the Executive 

Director to prepare and disseminate the agenda.

• The Secretary can help board members meet their fiduciary duties to the organization through these actionsduties to the organization through these actions.

• The Secretary’s duties for membership meetings include ensuring an up‐to‐date record of the members entitled to vote, preparing proper ballots, tallying /validating the votes, and arranging for proxies (if allowed).

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Sample Bylaws Provision for the Duties of the Secretary

• Secretary. The secretary shall:  (a) prepare the minutes of the board of directors' meetings and keep them in one or more books provided for that purpose; (b) authenticate such records of theprovided for that purpose; (b) authenticate such records of the corporation as shall from time to time be required; (c) see that all notices are duly given in accordance with the provisions of these bylaws or as required by law; (d) be custodian of the corporate records and of the seal of the corporation, if any, and see that the seal of the corporation, if any, is affixed to all documents the execution of which on behalf of the corporation under its seal is duly authorized; (e) keep a register of the post office address of each director; and (f) in general, perform all duties incident to the ( ) g poffice of secretary and such other duties as from time to time may be assigned to him/her by the president or the board of directors. 

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Common responsibilities of a Nonprofit Treasurer

• Understanding the organization’s financial condition (Financial Statements)

• Monitoring the organization’s financial reporting (Form 990).

• Helping the Board meet is fiduciary duty of care to the organization by providing  regular, accurate and understandable financial reports to the Board.

• Overseeing the financial aspects of the organization (i.e., payments to vendors, authorizing the expenditure of funds, p y , g p ,monitoring receipts).

• Working with staff and the President to prepare the budget, and then monitoring finances and variances relating to the same.

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Common responsibilities of a Nonprofit Treasurer

• Ensuring proper financial controls are in place t i i i th i k f fi i l lfto minimize the risk of financial malfeasance.

– Establish co‐signers on checks over a certain amount

– Limit access to bank accounts

– Regular review of bank account activity

– Reconcile bank statements

• Collecting dues!

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Sample Bylaws Provision for the Duties of the Treasurer

• Treasurer. If required by the board of directors, the treasurer shall give a bond for the faithful discharge of his/her duties, in such sum and with such surety or securities as the board of directors shalland with such surety or securities as the board of directors shall determine.  He/she shall:  (a) have charge and custody of and be responsible for all funds and securities of the corporation; receive and give receipts for money due and payable to the corporation from any source whatsoever, and deposit all such money in the name of the corporation in such banks, trust companies or other depositories as shall be selected in accordance with the provisions of Article V of these bylaws; and (b) in general perform all of the duties incident to the office of treasurer and such other duties as from time to time may be assigned to him/her by the president or the board of directors.

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10. Your duty is to the organization and not your own self interestyour own self interest.

From the largest trade association, to a large g , gcharitable entity, to your child’s soccer league, you must always remember to act in the best interest of the entire 

organization.

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9. Familiarize yourself with the i ti ’ d t dorganization’s governance documents and 

practices and adhere to them.

Bylaws, in particular, should serve as guide to the management and oversight of the organization, including the roles of the g , gofficers of the organization.  

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8. Engage in a board‐level review of the organization’s policies at least once per year.

Confidentiality PolicyConflict of Interest PolicyWhistleblower PolicyRecords Retention/Destruction

Periodic review of these policies, and others, can serve as a useful reminder of their contents for all Board members.

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7. Distribute the organization’s Directors d Offi Li bilit P li t h B dand Officers Liability Policy to each Board 

member and review it.

This is your insurance policy.  

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6. Review the organization’s periodic financial statements and the annual Form 990 prior to filing.

You do not need to be a financial expert, but you do need to understand the organization’s finances generally and to ensure that such finances are being handled appropriately.Treasurers should have adeeper understanding of Form 990.

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5. Ensure that the Board gets advice, opinions and recommendations on issues opinions and recommendations on issues presented to the Board for a vote from persons qualified to render such advice, opinions or recommendations.

It is each Board member’s right, and duty, to be properly informed on all issues thatto be properly informed on all issues that come before the Board for a vote.  Secretaries play an important role to facilitate the delivery of this information.

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4. Do not act as the organization’s spokesperson unless you are expresslyspokesperson unless you are expressly authorized to do so.

No officer, by virtue of his or her status as an officer alone, has the authority to speak 

b h lf f th i ti lon behalf of the organization unless specifically delegated to do so by the Board.

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3. Remember to keep Board confidences.

Directors often need to have frank and open discussions about organizational matters.  Tweets, blogs, and posts on FaceBook about confidential Board matters constitute a breach of a Board member’s fiduciary duties.  While these duties apply to all Directors officers often will be privyapply to all Directors, officers often will be privy to more confidential information than other Directors and need to be sensitive to the same and to lead by example.

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2. Support the majority decision of the B d f Di t if diBoard of Directors, even if you disagree.

There is a time and place for dissension.

Emails ranting about a decision of the Board in which you disagree are not thatBoard in which you disagree are not that place.  

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1. Actively participate!

Show up at meetings.

Read the minutes.

Engage in debate.

Ask questionsAsk questions.

Demand answers.

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Matthew D. Lowe

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Got (Good) Bylaws?

• Are your Bylaws up-to-date with your Articles of Incorporation, operations and current technology?

• Are your bylaws consistent with Oregon law?

• Are you in compliance with your bylaws? • Do you know what your bylaws say?

If you said “no” or “I don’t know” to any of the above questions, we can help.

Call Venture portland’s bylaws helpline

Before you call a lawyer. Heather and Laura are here to help!

503.477.9648

Nonprofit Bylaws – The Dos and Don’ts

Bring up the subject of a nonprofit’s bylaws and you are sure to get an interesting response. For many nonprofit’s, their bylaws are just some forgotten document, full of legalese, gathering dust in a file cabinet somewhere. No one on the current board of directors knows who prepared them, nor what any of the provisions mean. They certainly are not referring back to them for any reason. For a nonprofit that actively uses its bylaws, the bylaws can be an interesting glimpse into the organization’s governing psyche. Are they control freaks…or just the opposite? One fact is sure: a nonprofit’s bylaws are considered a legal document that dictates how the organization must be governed. Failure by a board to follow the stipulations outlined in the bylaws can have devastating consequences to the organization…and potentially even to the board members themselves. Since bylaws are such a big deal, it stands to reason that what they contain and how they are used should be taken extremely seriously. But what about that? Let’s take a look at some Dos and Don’ts regarding nonprofit bylaws.

DO: Get assistance in drafting or amending your bylaws from an expert experienced in nonprofit matters. This could be an attorney or a professional services. Two words of caution here: 1) Ensure your attorney understands nonprofit issues, and 2) Bylaws are a legal document, so using a non-attorney professional means you are getting self-help assistance. It is still the board’s responsibility to have input into the provisions and to vote to adopt the final product.

DO: Stick to the basics. It is a good practice to think of your bylaws much like the US Constitution. Like the Constitution, your bylaws should deal with only the highest level of governing issues such as: Organizational purpose, board structure, officer position descriptions and responsibilities, terms of board service, officer/board member succession and removal, official meeting requirements, membership provisions, voting rights, conflict-of-interest policy and any other non-negotiables that your governing body deems necessary. One critical element often erroneously omitted is the provision for amending the bylaws in the future.

DO: Know what is in your bylaws. As a board member, you have a duty to understand what each and every provision means. If there are provisions you do not understand, ask another board member or consult a professional.

DO: Follow the provisions religiously. You not only have a duty to understand your bylaws, you are legally accountable for following them. This is not optional. A court of law will side with your bylaws in any dispute brought by another board member, an employee, volunteer or recipient of services who may have a grievance.

DO: Keep your bylaws relevant. Times and circumstances change…and your governing document should reflect those changes. If your bylaws need to be amended to reflect current realities, do it. Make sure the changes make long-term sense (see below) and follow the amendment procedures as outlined.

DON’T: Treat your bylaws as a policy and procedure manual. We have seen bylaws that contain everything from employee vacation rules to the organization’s anti-smoking policy. These are totally inappropriate for bylaws. Create a separate policy manual for management purposes. Again, think Constitution vs. US Code (laws).

DON’T: Include provisions that tie the hands of future boards. (Example: Outdated bylaws state that all businesses within the district, regardless of if they pay dues or are in anyway involved with the business association, are defined as members. However amending the bylaws requires a 2/3 approval of all members. This would mean several hundred businesses would be required to amend the bylaws.)Think long and hard about the downstream consequences to all provisions.

DON’T: Fail to review the bylaws. At least annually, all board members should re-familiarize themselves with the provisions. This will go a long way toward preventing costly errors. New board members should be provided with a copy immediately upon installation.

Proper use of an organization’s bylaws not only provides the necessary structure to effective governance, it eliminates the willy-nilly guesswork so common among ineffective nonprofits. Good governance establishes a foundation for good work.

By Greg McRay, Adapted from Foundation Group - www.501c3.org

Checklist for Effective Board Meetings and Corporate Minutes With proper preparation, organization, and follow through, a board of directors meeting can function efficiently and productively. The following checklist will assist you with your meetings: Before the meeting Check Your Bylaws. Most of the requirements for board meetings can be found in your bylaws. Follow closely these requirements and state statutory requirements governing your corporation. To the extent these requirements are not followed, such as not having a proper quorum for the meeting, actions taken at the board meetings could be invalid. Send Notices. There are two types of board meetings: regular and special. Regular meetings are those held at a fixed time, such as on a specified day of each month. Special meetings are those held in addition to regular meetings, often in response to an unanticipated event. Sending written notices of meetings to directors is usually required for special meetings, but not for regular meetings. However, as a matter of practice and to improve attendance, many boards send notices for all meetings. Notices should state the date, time and location of the meeting, and, if required by the bylaws, the purpose of the meeting. Confirm Attendance. Prior to the meeting, confirm attendance to be sure there will be a quorum. A quorum is the minimum number of directors whose presence is required to transact business at a meeting. The number is usually stated in the bylaws. For many corporations, a quorum is a majority of all the directors. Confirm whether attendance by teleconference is permitted and whether any directors will be attending in that manner. Without a quorum, the board cannot meet or officially take any action. Prepare Agenda. There is no one correct way to prepare an agenda. However, most corporations have established a custom of the types of items and level of detail required for their agenda. At a minimum, an agenda should contain a start and end time for the meeting and each item of business. Other topics for an agenda may include the following:

Approval of previous minutes Review of programs, operations, and financials Annual personnel evaluation Nomination and election of officers Periodic review of policies and insurance Old business/new business

Prepare Resolutions. In many situations, it is helpful to draft in advance the resolutions to be considered by the board. This should reduce the problem of drafting complex resolutions during the meeting. It has the added benefit of helping the corporate secretary prepare accurate minutes. Send Meeting Materials. A board meeting will probably be more efficient and productive if directors receive meeting materials before the meeting. Directors should be given sufficient time to fully review the materials prior to the meeting. The materials may contain: • Minutes of prior meetings, summary of important developments since the last meeting • Agenda for the upcoming meeting • Copies of agreements, documents and resolutions to be discussed • Copies of financial and special reports Make Arrangements. You should handle details for the meeting, such as seating arrangements, equipment for teleconferencing and PowerPoint, notaries, staff or guest presentations and any other special items, before it starts. At the meeting Bring Proper Materials. Have the following at the meeting:

Sign-in sheet Agenda Meeting materials including prior minutes, financial statements, program reports, etc. Ballot forms for any elections, if needed

Items to distribute including event posters, flyers, etc. Call to Order. The President or Board Chair should start the meeting and confirm attendance and a quorum. Confirm that the secretary or other appropriate individual will take minutes. Follow the Agenda. Stick to the times stated in the agenda. The President or Board Chair should effectively facilitate the meeting by encouraging open communication and constructive debate, building consensus, discouraging inflammatory and irrelevant dialogue, bringing matters to a vote when appropriate and allowing for more discussion at a future meeting before actions are taken when necessary. See Venture Portland sample agenda. Follow Parliamentary Rules. Most boards use a formal voting procedure, which includes motions, seconds, and votes. These formal procedures help directors delineate between board discussion and board action. In addition, they can lead to more clearly articulated decisions, avoiding the problem of providing vague directions to officers and/or staff. See Parliamentary Procedures overview. Follow Proper Voting Procedures. The number of votes required to make a decision is usually stated in the bylaws. Most corporations require the vote of a majority of directors present at that meeting, as opposed to a majority of the total number of directors. For example, on a board of nine directors, only five need to attend to make a quorum. Of those five, only three need to vote on any action to bind the corporation. After the meeting Prepare the Minutes. Minutes of the board meeting serve a number of useful functions. They remind directors of the business transacted at the meeting; they advise absent directors of the actions taken at the meeting; and they serve as a historical record of corporate actions. What to include in Minutes. They typically contain the following items:

The date, time, and place of the meeting The names of all present A statement as to whether the minutes of the last meeting were approved or amended The actions taken at the meeting Elections of officers and directors Date, time, and place of next meeting

See Venture Portland Annual Check-up for annual activity and actions of a board of directors What Not to include in Minutes.

No day to day decisions No more detail than that required to demonstrate care and consideration by the Board No dialogue in addition to motions No personal observations by Board Members No inaccurate or inflammatory statements

Distribute the Minutes. The minutes should be distributed in advance of the next meeting. A best practice is to distribute them to the attendees as soon as possible after the meeting to confirm their accuracy and assure that any mistakes are promptly identified and corrected. And to notify the relevant officers and directors of board decisions so they can implement them. Draft minutes should not be publicly distributed until they are approved. Minute Books/Corporate Records. They should typically contain:

Approved Minutes Documents and reports presented at meetings, financial statements, tax returns Documents related to purchased or leased property, insurance, contracts Articles of Incorporation, Bylaws, Annual Reports

See Annual Check-up for other corporate documents

Retrieved from Office of Neighborhood Involvement

Parliamentary Procedure for Meetings Robert's Rules of Order is the standard for facilitating discussions and group decision-making. Copies of the rules are available at most bookstores. Although they may seem long and involved, having an agreed upon set of rules makes meetings run easier. Robert's Rules will help your group have better meetings, not make them more difficult. Your group is free to modify them or find another suitable process that encourages fairness and participation, unless your bylaws state otherwise. Here are the basic elements of Robert's Rules, used by most organizations:

1. Motion: To introduce a new piece of business or propose a decision or action, a motion must be made by a group member ("I move that......") A second motion must then also be made (raise your hand and say, "I second it.") After limited discussion the group then votes on the motion. A majority vote is required for the motion to pass (or quorum as specified in your bylaws.)

2. Postpone Indefinitely: This tactic is used to kill a motion. When passed, the motion cannot be reintroduced at that meeting. It may be brought up again at a later date. This is made as a motion ("I move to postpone indefinitely..."). A second is required. A majority vote is required to postpone the motion under consideration.

3. Amend: This is the process used to change a motion under consideration. Perhaps you like the idea proposed but not exactly as offered. Raise your hand and make the following motion: "I move to amend the motion on the floor." This also requires a second. After the motion to amend is seconded, a majority vote is needed to decide whether the amendment is accepted. Then a vote is taken on the amended motion. In some organizations, a "friendly amendment" is made. If the person who made the original motion agrees with the suggested changes, the amended motion may be voted on without a separate vote to approve the amendment.

4. Commit: This is used to place a motion in committee. It requires a second. A majority vote must rule to carry it. At the next meeting the committee is required to prepare a report on the motion committed. If an appropriate committee exists, the motion goes to that committee. If not, a new committee is established.

5. Question: To end a debate immediately, the question is called (say "I call the question") and needs a second. A vote is held immediately (no further discussion is allowed). A two-thirds vote is required for passage. If it is passed, the motion on the floor is voted on immediately.

6. Table: To table a discussion is to lay aside the business at hand in such a manner that it will be considered later in the meeting or at another time ("I make a motion to table this discussion until the next meeting. In the meantime, we will get more information so

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we can better discuss the issue.") A second is needed and a majority vote required to table the item being discussed.

Note: If more than one motion is proposed, the most recent takes precedence over the ones preceding it. For example if #6, a motion to table the discussion, is proposed, it must be voted on before #3, a motion to amend, can be decided. In a smaller meeting, like a committee or board meeting, often only four motions are used:

• To introduce (motion.) • To change a motion (amend.) • To adopt (accept a report without discussion.)

Remember, these processes are designed to ensure that everyone has a chance to participate and to share ideas in an orderly manner. Parliamentary procedure should not be used to prevent discussion of important issues. Board and committee chairpersons and other leaders may want to get some training in meeting facilitation and in using parliamentary procedure. Additional information on meeting processes, dealing with difficult people, and using Robert's Rules is available from district office staff and community resources such as the League of Women Voters, United Way and other technical assistance providers. “Parliamentary Procedure at a Glance,” by O. Garfield Jones, is a useful guide

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Tips in Parliamentary Procedure

The following summary will help you determine when to use the actions described in Robert's Rules.

• A main motion must be moved, seconded, and stated by the chair before it can be discussed.

• If you approve the motion as is, vote for it. • If you disapprove the motion, vote against it. • If you approve the idea of the motion but want to change it, amend it or submit a

substitute for it. • If you want advice or information to help you make your decision, move to refer the

motion to an appropriate quorum or committee with instructions to report back. • If you feel they can handle it better than the assembly, move to refer the motion to a

quorum or committee with power to act. • If you feel that there the pending question(s) should be delayed so more urgent

business can be considered, move to lay the motion on the table. • If you want time to think the motion over, move that consideration be deferred to a

certain time. • If you think that the assembly should give further consideration to a motion referred

to a quorum or committee, move the motion be recalled. • If you think that the assembly should give further consideration to a matter already

voted upon, move that it be reconsidered. • If you do not agree with a decision rendered by the chair, appeal the decision to the

assembly. • If you think that a matter introduced is not germane to the matter at hand, a point of

order may be raised. • If you think that too much time is being consumed by speakers, you can move a time

limit on such speeches. • If a motion has several parts, and you wish to vote differently on these parts, move to

divide the motion.