NNeeiigghhbboorrhhooooddAAssssoocciiaattiioonnHHooww TToo’’ssAAddvviiccee oonn ssttaarrttiinngg aanndd mmaaiinnttaaiinniinngg aanneeiigghhbboorrhhoooodd aassssoocciiaattiioonn,, wwiitthh ssoommeeddeettaaiillss ssppeecciiffiicc ttoo LLiinnccoollnn,, NNeebbrraasskkaa

TTaabbllee ooff CCoonntteennttssIInnttrroodduuccttiioonn.. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 11

What is a Neighborhood Association? . . . . . . . .1

Existing Neighborhood Associations . . . . . . . . . .1

FFiirrsstt SStteeppss.. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. ..22

OOrrggaanniizzaattiioonnaall SSttrruuccttuurree OOppttiioonnss.. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. ..33

BByyllaawwss .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. ..33

SSeettttiinngg GGooaallss aanndd MMaakkiinngg PPllaannss .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 44

Goal-Setting is a Process . . . . . . . . . . . . . . . . . . . . .4

A Neighborhood Plan . . . . . . . . . . . . . . . . . . . . . . .4

MMeemmbbeerrsshhiipp .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. ..66

Recruiting Members . . . . . . . . . . . . . . . . . . . . . . . . .4

VVoolluunntteeeerrss .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. ..88

NNeeww LLeeaaddeerrss .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. ..99

Leadership Training . . . . . . . . . . . . . . . . . . . . . . . . .4

MMeeeettiinnggss .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. ..1100

Six Rules for Meetings . . . . . . . . . . . . . . . . . . . . . .10

Meeting Mechanics . . . . . . . . . . . . . . . . . . . . . . . .11

Basic Parlimentary Procedures . . . . . . . . . . . . . .13

Reports & Records . . . . . . . . . . . . . . . . . . . . . . . . .13

Three Types of Meetings . . . . . . . . . . . . . . . . . . .14

More Meeting Tips . . . . . . . . . . . . . . . . . . . . . . . . .15

FFuunndd--RRaaiissiinngg .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .... 1166

Elements of Fund-Raising . . . . . . . . . . . . . . . . . . .16

““JJoobb”” DDeessccrriippttiioonnss .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. ..1177

Board Member . . . . . . . . . . . . . . . . . . . . . . . . . . . .17

President or Chairperson . . . . . . . . . . . . . . . . . . .17

Vice President . . . . . . . . . . . . . . . . . . . . . . . . . . . . .18

Secretary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .18

Treasurer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .19

OOtthheerr KKeeyy PPooiinnttss .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. ..2200

Ways to Kill Any Organization . . . . . . . . . . . . . .20

Why Boards Fail . . . . . . . . . . . . . . . . . . . . . . . . . . .20

Urban Development Department (402) 441-7606, urbandev@lincoln.ne.gov Originally Published: December 2002 Revised & Republished via Web: August 2014Photo Credits: Pat Anderson, NeighborWorks®Lincoln

Maurice Baker, Clinton Neighborhood Organization Opal Doerr, Urban Development Department

CCoonncclluussiioonn .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. ..2211

AAppppeennddiixx AA:: OOrrggaanniizzaattiioonnaall OOppttiioonnss .. .. .. .. .. .. .. .. .. .. ..2222

Charitable Organization . . . . . . . . . . . . . . . . . . . .22

Non-Profit Incorporated Organization . . . . . . .22

Tax Exempt Organization – 501(c)(3) . . . . . . . .22

AAppppeennddiixx BB:: BByyllaawwss .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. ..2244

Example 1: Bylaws Outline . . . . . . . . . . . . . . . . .24

Example 2: Generic Bylaws . . . . . . . . . . . . . . . .24

UNL Big Event volunteer workingwith Everett Neighborhood

Association clean-up

IntroductionEExxiissttiinngg NNeeiigghhbboorrhhooooddAAssssoocciiaattiioonnssBefore you start a new neighborhoodassociation, check to see if there’s already onein your area. To find out where Lincoln’s activeneighborhood associations are, you can:

� Check the City’s website:www.lincoln.ne.gov, keyword:neighborhood or

� Call the City Urban DevelopmentDepartment at 402-441-7606.

If there’s already an active neighborhoodassociation in your area, consider joining it. Newmembers with an active interest are greatlyappreciated! If the neighborhood associationisn’t currently focused on your concern, raise thesubject and get discussion rolling. Listen to otherconcerns, get involved in neighborhoodactivities, and get your neighbors involved. Theresult will be a stronger neighborhoodassociation.

If you’re located in an inactive neighborhoodassociation, you have some options. If contactinformation is available for past leaders, youcould contact them for their insights. Then, youcan choose to re-activate the “old” organizationor start over.

You are convinced that your neighborhoodneeds to be organized. Now what? There’s noneed to completely reinvent the wheel!Research how other neighborhoods got started– search the Internet and books, talk withmembers of other neighborhood associationsand read this booklet.

WWhhaatt iiss aa NNeeiigghhbboorrhhooooddAAssssoocciiaattiioonn??A neighborhood association is a group ofneighbors who get together, share ideas andwork cooperatively to make theirneighborhood a better place to live. For thepurposes of this document, membership in aneighborhood association is voluntary andopen to anyone who lives in theneighborhood.

Voluntary, open membership makesneighborhood associations different fromhomeowner assocations. Homeownerassociations require homeowners to bemembers as a part of a covenant included intheir purchase agreement. Non-homeowners(renters or leasers, for example) are excludedfrom homeowner associations. Usually ahomeowners association is incorporated andrequires dues to pay for maintenance ofcommons areas. No matter what anorganization is named, its function is whatdetermines what it is.

This document focuses primarily onneighborhood associations, but some of thematerial may also be useful to homeownersassociations.

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FFiirrsstt SStteeppss� Scouting group leaders

� Lodges and fraternal organizations

� Local business people (including home-based businesses)

� Labor organizations

� Local professionals (doctors, CPA’s, realestate agents, etc.)

� Cultural centers and organizations

� Local government leaders

� Long-time residents (people with a sense ofthe area’s history)

� Parents of your children’s friends

� Child care providers

� Next door neighbors

� Newspaper editors

Invite everyone you contact to an openmeeting to discuss the idea of a neighborhoodassociation. Have a picnic in a park, meet at alibrary or school, or share conversation over acup at a local coffee shop. The location willdepend on how many are invited to attend.Just by getting to know each other better, theneighborhood benefits.

If there is support for starting a neighborhoodassociation, the next step is to figure out whatits general purpose will be. Will it mainlycoordinate existing neighborhood activities?Will it be an action group dealing with urgentissues? Or both? And how will theorganization work? The purpose of yourneighborhood association will help shape itsstructure.

2

You’ve checked and there isn’t a neighborhoodassociation in your area. You still think it wouldbe a good idea to have one. As you thinkabout starting a neighborhood association,discuss it with other people who might want tobe involved. Recruit a handful of people – atemporary committee – to get the word outabout the idea of having a neighborhoodassociation. Besides personal contacts, reachout to the broader community using anythingfrom social media to yard signs. Considerincluding people from the following list andany organizations, groups, or places that makeyour neighborhood unique.

� Schools (elementary, middle and high) –the parent teacher organization andschool staff

� Churches – pastors, boards, activity groups

“Great Neighborhoods!”leadership training

workshop

3

OOrrggaanniizzaattiioonnaall SSttrruuccttuurree OOppttiioonnssThere’s a spectrum of possibilities for how yourneighborhood association can be organized.The structure that will work best will depend onthe purpose of the group and the resourcesavailable. There are three basic organizationalmodels to choose from:

CChhaarriittaabbllee OOrrggaanniizzaattiioonn:: This is the simplest andleast structured model and there is a range ofpossibilities within it. For example, a charitableorganization can choose to have bylaws to helpwith continuity and process, even thoughbylaws aren’t a necessary part of this model.

NNoonn--PPrrooffiitt IInnccoorrppoorraatteedd OOrrggaanniizzaattiioonn:: Thisoption involves more structure and paperwork,but that may be necessary if yourneighborhood association will need to berecognized as a legal entity which can signcontracts or own property.

TTaaxx--EExxeemmpptt OOrrggaanniizzaattiioonn:: This is the moststructured organizational model. If yourneighborhood association expects to havesignificant earnings that may be taxable or ifyou want donations to the neighborhoodassociation to be tax exempt, this will be howyou will want to organize.

More information about each of these optionsis available in Appendix A, which is a summarydrawn from “How to Create a NonprofitOrganization in Nebraska” by the Funders’Group of Lincoln and Lancaster County.

It’s also worth remembering that theorganizational structure that works for yourneighborhood now may change in the future.Over time, neighborhood organizations canchange as they respond to the needs anddesires of their members.

BByyllaawwssShould your neighborhood association havebylaws? What are bylaws, anyway? Basically,bylaws tell you who should do what and how.They establish the structure of yourneighborhood association “in black and white”and provide consistent, ongoing guidelinesthrough changing leadership over time. Bylawsshould be firm enough to give guidance whena question arises, but flexible enough so yourhands are not tied. By-laws can and should beamended if there are problems living withthem.

If you choose to have bylaws, they should beshaped and written specifically for your group.Using the outline and “generic” example inAppendix B, you can create a rough frameworkand then fill in your own details. You may evenwant to review them with a lawyer.

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SSeettttiinngg GGooaallss && MMaakkiinngg PPllaannssSetting goals and making plans aren’t just forstartup neighborhood associations. Periodicgoal-setting keeps an organization responsiveto changing needs and a neighborhood plancan help accomplish goals.

GGooaall--SSeettttiinngg iiss aa PPrroocceessssThe goal-setting process that yourneighborhood association uses will be uniquebecause your group is unique. In its most basicform, goal-setting is a discussion among peoplerepresentative of your neighborhood (ethnic,occupational, age, etc.) about yourneighborhood’s needs and ideas on how toaddress those needs. Whatever the processused, it should enhance participation and buildconsensus while providing enough structurethat effective discussion occurs.

Most goal-setting processes start with the “bigpicture” and work down to the details. Acommon type of goal-setting process isdescribed below. It uses small groups toencourage a high level of participation, somebasic rules, referees, and a facilitator. Thereferees primarily keep discussion from boggingdown in details too early in the process andprevent domination of the discussion by a fewindividuals. The facilitator ensures an open flowof ideas, helps clarify and summarize points,and generally keeps the group on track. Theprocess occurs in stages, each building on theprevious stage.

SSeett YYoouurr TTaarrggeettss:: The group identifies broadareas of community concern such as education,land use, safety, etc. It helps to post these soeveryone can see them - use a chalk board, flipchart, or digital projection.

PPrriioorriittiizzee:: Next, the group names urgentcommunity issues that fall within the broadconcerns. Now the group can narrow theirfocus to just a few issues. Sometimes it helps topoint out how issues are inter-connected (i.e.,housing stock might suffer because of a schoolclosing or a street widening).

DDeeffiinnee:: Before setting goals, define thedifferences between goals, objectives and tasks.Goals are broad statements of purpose andobjectives are more specific statements ofpurpose. It’s helpful if both goals and objectivescan be measured. Tasks are the actionsundertaken to achieve the goals and objectives.For example, a goal could be improvement oflandscaping in the local park, an objectivecould be replacement of old landscapingaround the playground in the park, and a taskcould be planting perennial flowers around thesouth side of the playground.

LLiissttiinngg GGooaallss:: Next, break into small groups,each appointing a moderator and a referee.Each small group will list two or three goals foreach broad concern. To be sure to hear fromeveryone, each person should write down theirideas and then all ideas should be shared fordiscussion.

PPrriioorriittiizzee GGrroouuppss’’ GGooaallss:: Then the moderatorpresents his/her small group’s goals to thelarger group. The facilitator helps clarify asnecessary and the larger group selects the topthree or four goals for each broad concern.

4 Neighbors training toparticipate in a survey of

neighborhood conditions

5

DDeevveellooppiinngg OObbjjeeccttiivveess:: The facilitator assignseach small group to a broad concern(education, zoning, etc.) with its top three orfour goals. Each member of the small groupcan present objectives relating to the goals andjustify them. After discussion, the small groupshould end up with no more than two or threeobjectives per goal.

PPrriioorriittiizzee GGrroouuppss’’ OObbjjeeccttiivveess:: Each small groupmoderator presents the objectives developed tothe assembled, larger group. The facilitatorhelps clarify the objectives as needed. Theassembled large group assigns priority levels tothe suggested objectives, ranging from high(critical) to low (nonessential). For the higherpriority objectives, the small group process isused again to develop and list group tasks thatwill lead to accomplishment of the group’sgoals and objectives.

DDeevveellooppiinngg aanndd PPrriioorriittiizziinngg TTaasskkss:: Once againthe small groups and the group as a wholework together to identify and prioritize tasksthat will accomplish the goals and objectives.When deciding what to do and when, thegroup needs to evaluate the resources available– time, money, and energy.

Whatever goal-setting process yourneighborhood uses, it is important to stayflexible. Issues, resources and membership canand will change. To be a responsiveneighborhood association, you will need toreflect those changes in your tasks, objectivesand goals.

AA NNeeiigghhbboorrhhoooodd PPllaannA neighborhood plan is not required and itinvolves some work. However, if yourneighborhood has already spent the time andeffort to identify the neighborhood association’sgoals and objectives, that’s essentially what aneighborhood plan is – just in written form. Onthe plus side, as a written resource, aneighborhood plan can help focus the group’sactivities — from board-level decision making tothe specific job assignments given tovolunteers. By providing clear milestones on theway towards achieving the group’s goals, aplan can also help the neighborhoodassociation persevere.

To keep a plan relevant and flexible, it shouldbe revisited regularly – perhaps every otheryear or so. If neighborhood goals andobjectives change, the plan should change aswell. Neighborhood association leaders canevaluate progress toward completing the planquarterly and seasonally. Based on thatevaluation, a calendar of activities can beprojected for the next three or four months.

Conference participants learnabout resources available toneighborhood associations

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MMeemmbbeerrsshhiippHHaavvee aa PPuurrppoossee: Have clear goals andobjectives or a cause of immediate interest topotential members. Knowing what tasks orprojects are planned helps new volunteersknow exactly what is expected of them.Initially, the purpose could even be a survey ofthe neighborhood to identify needs.

BBee VViissiibbllee:: Have a website, Facebook page,blog, and/or newsletter. Publically brag aboutneighborhood association accomplishmentsand recognize volunteers. Write press releasesfor the media or develop a good relationshipwith a reporter. Develop a group identity thathelps your efforts be recognized.

Whatever means you use to gain visibility, try toconsistently provide or make available:

� the name of the organization,

� its basic mission,

� its boundaries,

� any membership requirements or dues,

� meeting schedule and location,

� full contact information of a designated“first contact person,”

� a very brief list of activities and/orcommittees, and

� your source of funds – memberships,donations, and/or grants

BBuuiilldd oonn CCoonnnneeccttiioonnss:: Build workingrelationships with other neighborhood areagroups such as Neighborhood Crime Watch, alocal business group, or the local parent teacherorganization.

KKnnooww WWhhoo BBeenneeffiittss:: Collect the names ofresidents who have benefited from yourneighborhood’s efforts. Who has had alleys

Okay, your neighborhood association hasworked out some goals and objectives. Asactivities begin, one of your neighborhoodassociation’s most valuable resources is itsmembership. How many members does aneighborhood association really need?

Neighborhood associations don’t need 100% ofthe area’s population to be members. Mostgroups have learned from experience thatmembers will fall into four categories:

WWoorrkkeerrss contribute their time and energy inaddition to paying their dues. Not everyoneneeds to be a worker, but the number ofworkers will shape your planned activities.

SSuuppppoorrtteerrss pay their dues and maybecontribute a little more, but they may notnormally attend meetings or contribute theirtime. They may occasionally help with anactivity that interests them.

BBeenneeffiicciiaarriieess don’t pay dues and don’t getinvolved. However, they do reap the benefits ofthe association’s good works. Remember, it’spossible for them to become involved in thefuture.

DDeettrraaccttoorrss don’t like the neighborhood group.Sometimes they will actively opposeneighborhood association activities.Unfortunately, every volunteer group has atleast a few of these as well.

RReeccrruuiittiinngg MMeemmbbeerrssRecruiting – and keeping – members is anongoing concern for all volunteer organizationsand neighborhood associations are noexception. How can a neighborhoodassociation recruit and keep active members,especially workers and supporters?

“Streets Alive,” sponsored by theHealth Department, has many

neighborhood connections

7

graveled, homes painted, sidewalks repaired,garbage hauled away, or a new street treeplanted? If you remind them what was done forthem, they may want to “pass it on” to others.

BBee PPeerrssoonnaall:: Make personal contact withresidents through block captains or recruitmentcommittee members. Have a person that newrecruits can easily contact, someone easy to talkto. Your own enthusiasm and pride will helpconvey the advantages of joining. When newpeople move in, welcome them and give theminformation about the neighborhoodassociation, other neighborhood activities, andperhaps even coupons to local businesses.

LLiisstteenn:: There really are people who want to bepart of a team, serve their community, or usetalents not otherwise expressed. Few peoplewill come right out and say, “I’d feel reallyfulfilled it I could do ___.” Try to listen betweenthe lines and hear what triggers theirenthusiasm. When your neighborhoodassociation can offer something that is in syncwith what an individual needs, everyonebenefits.

BBee AAcccceessssiibbllee:: Make it easy to become amember. Have membership informationavailable on an up-to-date neighborhoodassociation website or Facebook page, and atcommunity events in your area — fairs andfestivals, parades and picnics, sidewalk sales,local church events, flea markets and garagesales, and PTO/school events. Distribute or maila membership brochure to all neighborhoodresidents. Provide membership forms andinformation in your newsletter. Keepmembership dues low.

HHaavvee FFuunn:: Be enthusiastic about what you’redoing. Have a party and invite the wholeneighborhood. Have interesting and livelymeetings. Socialize and have snacks aftermeetings. Do hands-on projects and invite non-members to participate. Have a good-naturedcontest to see who can recruit the most newmembers.

BBee AApppprreecciiaattiivvee:: Thank people for whateverthey contribute – time, funds, or materials.Being appreciated will keep people involvedand active even when their own “goodfeelings” aren’t enough. A personal thank you– a heart-felt hand shake or a hand writtennote – is probably the most effective form ofappreciation. Public acknowledgement – at theannual meeting, in the newsletter, on thewebsite – is also good. Other options includearranging for discounts at local stores orhanding out freebies (group t-shirts, mugs,pens).

HawleyNeighborhood’sHome & Garden Tour

Volunteers33.. WWhhaatt ddoo II tteellll tthheemm??

� MMaakkee cclleeaarr wwhhaatt jjoobb yyoouu aarree aasskkiinngg tthheemmttoo ddoo.. What do you want the volunteer todo? When? Where? How long will it take?Will they need to bring their own toolsand/or equipment? The task should have adefinite beginning and ending. Peopledon’t want to sign up for life, so don’t askthem to over-commit themselves.

� AAsskk ppeeooppllee ttoo ddoo tthhiinnggss tthheeyy ccaann ddoo wweellll..People are more willing to begin thingsthey know how to do. After sharing a listof the tasks that need to be done, ask whatthey would like to do. If they eventuallybecome part of your group, they may bemore willing to try new things.

� TTeellll eeaacchh ppeerrssoonn hhooww tthheeiirr jjoobb ffiittss iinn wwiitthhtthhee rreesstt.. People want to understand thingsthat they are a part of, and they work bestwhen they know that others are dependingon them. Tell people how the project willbenefit them and the entire community.

� LLeett eeaacchh ppeerrssoonn kknnooww tthhaatt tthheeiirr hheellpp iissnneeeeddeedd.. If she or he feels that you are“looking for people” she or he will also feeleasily replaceable and less responsible fordoing a job.

� DDiissccuussss tthheeiirr ppeerrssoonnaall ggooaallss aanndd hhoowwtthheeyy ffiitt iinnttoo tthhoossee ooff tthhee oorrggaanniizzaattiioonn..People have their own reasons forvolunteering. Knowing what those are willhelp you lead effectively. If possible,encourage people to keep theirexpectations realistic. If their expectationsof the neighborhood association can’t bemet, your group will become a source ofdisappointment rather than fulfillment.

� AAsskk wwhhaatt tthheeyy wwoouulldd lliikkee ttoo kknnooww,, aannddggiivvee tthheemm pplleennttyy ooff ttiimmee aanndd hheellpp iinnaasskkiinngg qquueessttiioonnss.. Many people arereluctant to ask questions, but they will bebetter volunteers after they have done so.

� DDoo tthheessee tthhiinnggss iinn ppeerrssoonn.. Do not rely onprinted circulars, letters, phone calls, email,Facebook, or Twitter. There is no substitutefor talking face-to-face. It tells the personthat you consider the discussion important,and it gives you a chance to getacquainted with them.

8

Volunteers are the life blood of anyneighborhood association. And even whenpeople are dues-paying members, it’s oftendifficult to get them to volunteer their time aswell. To commit time, the value of the result hasto be very important to the potential volunteer.That’s one important reason to stay in touchwith the interests and needs of neighborhoodresidents. Of course, volunteers don’t have tobe members to participate, so don’t limitvolunteer recruitment to dues-paying members.

11.. HHooww ddoo II ggeett ppeeooppllee ttoo ddoo aa jjoobb??

Ask them. Few people will volunteer theirservices. This does not mean that they don’twant to be active, however. People wait to beasked. Asking builds activity.

22.. WWhhoo sshhoouulldd aasskk tthheemm??

If possible, someone they know and trust; afriend, a neighbor, a co-worker. If you can’tarrange that, do it yourself. Remember that theact of asking is itself important. After this has beendone, be sure that the leader of the groupwelcomes the new recruit she or he will workwith.

Union College volunteersassist with a

neighborhood clean-up

9

NNeeww LLeeaaddeerrss� Why did you join the neighborhood

association?

� What projects might you want toparticipate in?

� Would you ever be interested in serving onthe board of directors or as an officer?

LLeeaaddeerrsshhiipp TTrraaiinniinnggJust like any volunteers, new leaders need toknow as much about their “jobs” as possible.One-on-one sessions with outgoing andincoming officers will certainly help. Writtendescriptions of the duties of officers or boardmembers are also useful. Many organizationshave a vice-president elect, allowing that officerto observe the president for a year – a kind of“on the job training.”

In addition, some community organizationsoffer leadership training classes or workshops —sometimes for a fee, sometimes free. AnInternet search will usually find any availablelocal classes or workshops.

Once your neighborhood association has beenup and running for a while, the group shouldthink about how to find and encourage newleadership within the organization. If the groupstays with the same leadership year after year,there is a very real risk of “burning out.” This ishard on both the people and the organization.Although nurturing new leaders takes time andeffort, the results are worth it – a healthyorganization with leaders who are fresh andenthusiastic.

The first place to look for names of potentialofficers and/or board members is within yourassociation’s membership. To do that, thegroup needs to know something about themembers, especially those who are alsovolunteers. For example, it would be useful toknow a member’s name, address, phone(home, cell, and/or work), email address, thefirst year active, neighborhood interests andconcerns, and current and past projects. Thistakes someone who will need to consistently:

� Collect new and updated information – forexample, using a sign-up sheet at eachneighborhood association activity and

� Record and organize the information –using a computer spreadsheet or data baseor index cards – whatever technologyworks best for the person collectinginformation.

Another way to recruit new leadership is todirectly ask the paid membership. Members of a“leadership committee” can divide up themembership list, directly contact all themembers, and ask them:

Neighbors attend a class to learn aboutrain barrels and water conservation

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Meetingsopposite – a program of meetings, not action.

If your bylaws say one meeting a month, thenyou need to include an activity at least once everytwo months or people will stop coming to yourmeetings.

If you substitute educational programs at yourmeetings for planning action, you will attract adifferent kind of membership (which will make ithard for the organization to get back into action).

Sometimes meetings are combined with action aswith candidates’ nights, meetings at which publicofficials respond to the organization’s demands,and mass community protest meetings.

#3 PPrree--ppllaann tthhee MMeeeettiinngg aass CCaarreeffuullllyy aass YYoouuWWoouulldd IIff YYoouu WWeerree PPuuttttiinngg oonn aa PPllaayy

Remind people to come. Don’t rely on mailingsor a phone call a week or two before. Call,email, or tweet all active members starting threenights before the meeting. Have as manypeople as possible send out the reminders —

the people sending the messages will also bemore likely to come.

Remind each member of the date, time, andplace. Tell them why the meeting is importantin terms of the issue the group is working on,and mention the main decision that will bemade at the meeting.

Determine who needs help with transportation.Ask each person directly, “Can you come?”Then say, “Good, I will look forward to seeingyou there.”

Always plan for fewer people than you expect.Empty chairs are demoralizing. Having to getmore chairs is a victory in itself.

Consult with as many participants as possiblebeforehand. Find out their concerns. Let themknow what fits or does not fit into the purposeof the meeting. Prepare them. Organize themand get opinions.

Delegate meeting tasks beforehand. Thisincludes everything from making reports tomaking coffee. This helps to guarantee theattendance of the people with assignments andmakes you, the organizer, more available torespond to anything unexpected.

Have assignments in mind to give to specificparticipants at the meeting. Ask thembeforehand if they will accept.

#4 HHaavvee aa PPrriinntteedd//PPoosstteedd AAggeennddaa

Limit the number of items to four or five.

Limit the total length of the meeting to twohours –- tops.

Put a suggested time limit on the agenda foreach item.

Decide beforehand what agenda item willgenerate the most enthusiasm and use its placein the agenda effectively.

10

Successful meetings can build an organization;poor meetings can erode even the bestorganization. This section is full of good ideasfor holding great meetings.

SSiixx RRuulleess ffoorr MMeeeettiinnggss#1 TTiimmee IIss EEvveerryyoonnee’’ss MMoosstt VVaalluuaabbllee

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If you waste people’s time with dull, extended,unnecessary, and unproductive meetings, theywill resent you doubly: first for wasting theirtime; second, for taking them away from whatthey now wish they had done instead ofcoming to the meeting.

Always ask yourself: Is this meeting necessary?Is this topic necessary?

#2 TThhee RReeaassoonn ttoo HHoolldd aa MMeeeettiinngg IIss ttoo PPllaannAAccttiioonn

The program of your meeting should consist ofaction, not meetings. It is very easy to slip into the

Neighborhood landlordsmeeting with

NeighborWorks®Lincolnand City staff about

changes in regulations

Have proposals for each part of the meetingthought out in advance. Never pose a questionto the group if you have no idea what theanswer is.

Have a period for open discussion at the end ofthe meeting. This is the time for announcementsand items that are not central to the point of themeeting. Limit this time so that the meetingdoes not dribble away at the end. After thediscussion period, the chair should revieweverything decided at the meeting and thenformally close the meeting.

#5 HHaavvee aa CChhaaiirrppeerrssoonn

The chair is the leader for the meeting. Morethan just a moderator, the chair has theresponsibility for moving the meeting along,encouraging participation, and getting theagenda accomplished.

The chair should be briefed on each agendaitem, and what kind of decision needs to bemade.

#6 HHaavvee WWeellll--TThhoouugghhtt OOuutt AAlltteerrnnaattiivveess ffoorrtthhee MMeemmbbeerrsshhiipp ttoo CChhoooossee FFrroomm

It is more effective to develop alternatives towhich a group can respond. In the discussionphase, it is easier to revise an existingalternative than to create one from nothing.

In a democratically run meeting, both themajority and the minority have rights on anyparticular issue. The minority has the right tomake their views heard. The majority has theright to end the debate and move along to adecision, provided that they have enoughsupport as stated in the bylaws – often two-thirds of the group.

Once all views have been heard, vote. Do notto let the meeting drag on.

If a small majority makes a major decision, itwas probably the wrong decision and will splitthe group. It is often wise for the majority to saythat unity is more important than winning on aparticular point.

It is helpful to have some minimal rules (such asRobert’s Rules of Order) for the conduct ofregular business meetings. These should bedistributed to all. They help new people figureout how to participate.

MMeeeettiinngg MMeecchhaanniiccssTThhiinnggss ttoo BBee AAccccoommpplliisshheedd aatt aa MMeeeettiinngg::�Make decisions to start an action program.

�Disseminate information. This can also be doneoutside a meeting using whatevercommunication tools are available.

� Identify willing volunteers and divide thegroup’s workload.

�Develop new ideas and insights.

�Build organizational morale by demonstratingmutual support.

CCoonndduuccttiinngg tthhee MMeeeettiinngg::

�Review the purpose of the meeting afterintroducing and welcoming new people.Remind the members what has happenedsince the last meeting and what decisions haveto be considered at this one. This short unifyingkeynote can be made by the chair or anotherofficer.

�Distribute the agenda and ask for suggestionsor changes.

�Where there are different points of view onwhat the group should be doing, set aside fiveor ten minutes of open discussion duringwhich no motions are made and no votes aretaken.

11

Participants in the 11thStreet design process

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�Keep the tone upbeat. If differences can’t besettled in a positive way, put off deciding andwork things out later.

�Thank everyone who worked for theorganization since the last meeting.

�Everyone should leave the meeting withsomething to do, even if it is only a leaflet togive out or a sign to put in a store window.

�At the end of the meeting the chairsummarizes the major points and reviews theassignments which have been made.

RRoollee ooff tthhee PPllaannnniinngg CCoommmmiitttteeee oorr FFlloooorr TTeeaamm::

The floor team is a group of three or four people,usually the other officers of the organization, whohave special responsibility during the meetings.Responsibilities of the floor team include:

�Supporting the chair.

�Providing enthusiasm – starting applause

where appropriate, giving support to goodideas, etc.

�Continually assessing what needs to be doneto move things along, provoking discussion,drawing out members, helping the chair, etc.

�Participating in discussion.

�Calling for votes when the meeting drags.

�Responding to off-the-wall remarks (but don’tdwell on them–avoid overkill).

�Assessing how people are feeling and beingprepared to intervene to clarify issues, callingfor more discussion if necessary.

�Meeting new members and making them feelwelcome.

�Helping with physical arrangements, beingprepared to get more chairs, open windows,answer the phone, etc.

�Circulating afterward to get opinions on themeeting.

�Going out after the meeting with newmembers or people who need to socialize ordiscuss a topic.

AAfftteerr tthhee MMeeeettiinngg::�The officers and staff should follow up on all

assignments before the next meeting. At thenext meeting, a report should be made on theoutcome of the decisions and assignments ofthe previous meeting.

�Contact active members who missed themeeting and fill them in.

�Call the chair and other people who played amajor role and congratulate them.

AA SSuuggggeesstteedd BBaassiicc AAggeennddaa�Call to order.

�Roll call (if any).

�Greetings from the president (opening remarks,welcome, welcome to special guests, etc.).

�Approval of minutes.

�Reports of officers (Treasurer’s report, etc.).

�Communications not requiring action (letters,thank-you notes, etc.).

�Reports of any associate organizations (“YourNeighborhood” Housing Corporation, “YourNeighborhood” Council, etc.).

�Reports of special committees.

�Old business (business unfinished at close oflast meeting).

�New business (motions, announcements, etc.).

�Programs (program chair introduces guestspeakers, etc.).

�Adjournment.

Street tree planting in theClinton neighborhood

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BBaassiicc PPaarrlliiaammeennttaarryy PPrroocceedduurreessFor a complete description of parliamentaryprocedures, you can refer to a copy of RRoobbeerrtt’’ssRRuulleess ooff OOrrddeerr. It is available at libraries,bookstores, or via the Internet. A summary isavailable at www.robertsrules.org. Thefollowing summary covers three of the mostcommonly used procedures — main motions,basic rules for debate, and voting.

BBaassiicc PPrroocceessss ffoorr aa MMaaiinn MMoottiioonn oorr RReessoolluuttiioonn::

�A member secures the floor. Member rises,addresses the chair, (gives name in largeassembly) and is recognized by the chair.

�A member introduces business. Membermakes a motion (“I move”), another memberseconds the motion, and the chair (presidingofficer) states the motion, which opens thequestion presented to discussion.

�The chair puts the question. Chair takes theaffirmative vote and the negative vote, andmust announce the result (carried or lost).

BBaassiicc RRuulleess ooff DDeebbaattee::

�Each member is entitled to speak once to aquestion, sometimes twice or more often, ifthere is no objection.

�Members indulge no personalities, avoidreference by name.

�Members always make inquiries through thechair.

�Maker of motion has privilege of opening andclosing debate.

�Chair must remain strictly neutral and mustleave the chair (calling the vice president topreside) to debate and does not return to thechair until the pending question is votedupon.

VVoottiinngg –– TTyyppeess::

�Majority – a number greater than half thevotes cast.

�Plurality – in a contest of more than twoalternatives, the number of votes cast for thewinning alternative if it is not a simplemajority.

�2/3 Vote – 2/3 of the votes cast. Todetermine a 2/3 vote quickly, double thenegative vote cast, and if equal to or less theaffirmative vote cast, a 2/3 vote has beencast.

�Tie Vote – same number for and against,motion is lost.

VVoottiinngg –– MMeetthhooddss::�Voice Vote: “Aye and No” – for majority vote.

�Show of Hands: “Affirmative and Negative”for small groups.

�Rising Vote: “Affirmative and Negative” for2/3 vote.

�Roll Call – checks attendance as well as vote

�Ballot – assures each voter’s secrecy.

�Secretary to cast on ballot – only if authorizedin by laws

�By Mail or Proxy – only if authorized inbylaws

�By General Consent – for routine decisions,for example, the Chair states, “If there is noobjection, we will . . , etc.”

RReeppoorrttss && RReeccoorrddssReports are a necessary part of any meeting.Through reports an organization knows if it isfunctioning properly and being informed aboutall progress and activity. A report is a concisestatement of activities done during a givenperiod. A good report should include:

�Name of activity

�Summary of accomplishments

�Description of methods, if useful -- and thenonly briefly and in general terms

�Announcements of future activities -- projectideas for next period, etc.

�Any special information that a committeefeels is of interest to the chairperson, but isnot part of the body of a report, should bewritten on a separate sheet of paper andgiven to the chairperson.

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Remember: Good Reports are limited toessential information and are brief and factual.Bad Reports take extra time, give a personalopinion, or deliver a “homily.”

A record is an itemized list of your activities,meetings you have attended, groups you haveaddressed, letters written, etc. These are notpart of the report. However, it is proper to listthem, if you care to, on the reverse side of yourreport or on a separate sheet, showing that it isa record. Records are not read at the meeting,but are filed for future reference so thatinformation of the organization’s activities maybe complete. In organizations with a changingleadership and membership, recording who acontact person was or detailing a process thatwas followed can help prevent the need to“reinvent the wheel.”

�Encourage and bring about a free andcomplete discussion of matters brought beforethe meeting.

�Act as a consensus builder when debatewaxes a little too warm.

�Summarize, clarify, and restate motions madeand considered by the group before voting.

RRoouunndd TTaabbllee DDiissccuussssiioonnThe Leader or Facilitator will:

�Help the group get acquainted.

�State the problem or helps the group state it.

�Stimulate and direct the discussion.

�Promote participation by all members.

�Encourage the timid soul; discourage themonopolizer.

�Summarize when necessary.

�Bring the group to a conclusion and to a planof action.

BBrraaiinnssttoorrmmiinnggThe conduct of this kind of meeting is verysimple. The leader must be sure that theground rules are understood; that the problemis stated; that those present are conditioned topresent ideas; that the session is a freewheeling,fast-moving succession of ideas, despite howfoolish; that no one criticizes or comments; thatall ideas are accepted as stated, or as improvedupon by a subsequent speaker, that a record iskept of all; and that, finally, the suggestionsmade in this session are evaluated and thegrain is separated from the chaff.

Five steps to follow in brainstorming:1. What is the problem?2. What is the cause of the problem?3. What are the possible solutions?

TThhrreeee TTyyppeess ooff MMeeeettiinnggssBBuussiinneessss MMeeeettiinngg:: As the leader of themeeting, the chairperson or president should:

� Initiate items or proposals for the members toconsider; to bring up matters on which thegroup may wish to take action. Frequently, ifmembers are informed ahead of time of thetentative agenda and proposals they will bemore equipped to intelligently participate.

�Facilitate the deliberations and actions of thegroup; to make it easier for them to conductbusiness.

�Follow an agenda.

�Know your parliamentary procedure.

�Use the secretary as a resource.

�Orient and guide the group in the conduct oftheir business.

Graffiti removal in theClinton neighborhood

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4. What are the best possible solutions?5. How is it to be accomplished?

MMoorree MMeeeettiinngg TTiippssPPaarraalllleell AAggeennddaaWhat can group leaders do when a groupmember digresses from the topic to an entirelydifferent issue? Especially when several othersshow interest in the side issue and discuss italso? Is the purpose of your meeting derailed?No, not if you use a “parallel agenda.”

A parallel agenda is a list of topics that yourgroup does not have time to discuss at thecurrent meeting, but plans to discuss at anupcoming meeting. If you use a parallel agendaat your meeting, meeting leaders can tactfullyovercome digressions with: “That topic isn’t onour agenda today, but let’s put it on theagenda for our next meeting.”

Using a parallel agenda allows you toacknowledge creative ideas without side-tracking the group away from the previouslyagreed upon agenda. Your group members willknow that the topic will be on the next meetingagenda and can prepare for that discussion.

DDeelleeggaattiioonnEver notice how the busiest person you know isalso a great leader? What makes him or her sospecial? It may be delegation. Busy people areforced to delegate tasks to others. Delegationmay be one of the most important skills anygroup leader can learn and practice. Effectivedelegation develops new skills in the personsharing the task and the person taking theassignment.

The “delegator” needs to think through what isneeded to accomplish the task. Then, matchingthe task with a person’s interests and abilities,the delegator asks that person to help. After the“delegatee” agrees to help, the delegator andthe delegatee discuss the task, the reason forthe task, the expected results and any materialsneeded to complete the task. After the task isfinished, delegator and delegatee shoulddiscuss what worked well and what could havebeen improved – on both sides of thedelegation equation.

The “delegatee” gains familiarity with theneighborhood association, its purpose and thepeople in it. Because of their involvement andcommitment, the delegatee will be morerespected and appreciated by neighborhoodassociation members. And, from taking on anew task and succeeding, the delegatee gainsconfidence in their abilities.

EEnnvviirroonnmmeennttaall CCoonncceerrnnssDon’t forget the physical environment wheremeetings are held. Is the meeting room airconditioned or heated appropriately? Is thereenough lighting? Are there enough chairs (butnot too many) and are they arranged in a waythat will facilitate the meeting? Can latecomersenter quietly without disrupting the meeting? Ifyou have a special guest, is there a placedesignated for them to sit? Will someone meetthe guest and show them where to sit? If therewill be an audio-visual presentation, displaymaterials, or speakers’ materials, plan to setthings up before the meeting starts.

City staffer presenting neighborhoodstatistics at a neighborhood leadershiptraining session

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FFuunndd--RRaaiissiinnggcan send a more detailed statement as agrant proposal to larger foundations andcorporate foundations.

�DDoonnoorrss:: Make a list of prospective donors –residents, adjacent neighborhood residents,local businesses, churches, service clubs, localgovernment programs, sympatheticbusinesses and corporations, banks andlenders, civic organizations, etc.

�VVoolluunntteeeerrss:: The board members will need torecruit volunteers who can help with thefundraising. Assign volunteers to prospectivedonors, taking into account a volunteer’sabilities, talents or interests that may be moreeffective with particular donors. Each fundraiser should know the Case Statement sowell that they can easily respond to donorquestions.

�MMeetthhooddss ooff AApppprrooaacchh:: Explore the methodsof approaching prospective donors and selectthe method that will work best for yourgroup. Besides the methods alreadymentioned, consider these: telethons, directmail appeals, door-to door campaigns, andsales (i.e., Honey Sunday or Girl ScoutCookies).

�SScchheedduullee:: Set a kick off date and acompletion date for the fund-raising effort.

�IImmpplleemmeennttaattiioonn:: Using the method(s) youselected, go raise funds.

�AApppprreecciiaattiioonn:: Thank the donors and thevolunteers.

�EEvvaalluuaattiioonn:: How well did it work? Whatworked well, what could be improved?

�AAnnnnoouunncceemmeenntt:: After accomplishing theproject’s objectives, be sure to publicize whatyou did with the money you raised.

this project?” In other words, it might savetime and money to test the waters beforejumping in.

�SSttrroonngg CCoommmmiittmmeenntt:: The neighborhoodassociation needs to be strongly committedto the project/program being undertaken.The board organizes the fund-raising effortand recruits volunteers.

�CCaassee SSttaatteemmeenntt:: Develop a one to two pagesummary of the purpose of your organizationand its credentials, what the problem is andhow it can be solved, and how muchvolunteer time is needed to accomplish thetask(s). The group can use this case statementwhen soliciting donations from businesses,individuals, churches, and corporations. They

When you get right down to it, yourneighborhood association will need money.How much will depend completely on what thefunds are needed for. There are a variety ofmethods for raising funds: grant writing,membership drives, admission to special events,mail solicitation, and annual campaigns askingfor donations. Whichever method(s) you use,you will need to have a clear understanding ofwhat the funds will be used for and how muchneeds to be raised. The following list identifieselements of the fund-raising “experience.”

EElleemmeennttss ooff FFuunndd--RRaaiissiinngg�FFeeaassiibbiilliittyy SSttuuddyy:: Your group may want to do

a feasibility study that asks businesses andindividuals “Would you be willing to give to

Bi-annual Near Southhome tour is an

association fundraiser

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““JJoobb”” DDeessccrriippttiioonnssBeing a board member involves a timecommitment, on the average, of about fivehours per month. This is based on time neededfor monthly board and committee meetingsand participation in one neighborhood project.The benefits of being a board member includemeeting new friends, gaining new skills, andinfluencing the future of your neighborhood.

PPrreessiiddeenntt oorr CChhaaiirrppeerrssoonnThe president of any organization has a specialrole. The strength of the organization will be areflection of the president/chair’s abilities as anadministrator. The spirit of the organization willbe a reflection of the president’s clarity andunderstanding. Meetings and proceedings willreflect his or her organizational ability.The duties and responsibilities of aneighborhood association president or chairperson include:

�Knowing the constitution and/or by laws ofthe organization.

�Preparation, in advance, of an agenda forevery meeting to insure a smoothly run, on-schedule meeting. The president/chair shouldconsult with the board/officers beforemeeting, so that all necessary agenda itemsare included.

�Presiding at all meetings. If it is necessary forthe president/chair to be absent, the vice-president or other designated person shouldbe notified in advance.

�Knowing basic parliamentary procedure andprotocol, bearing in mind that tact andgraciousness are important at all times and inall situations.

While there will be some variation fromorganization to organization, the following“job” descriptions can give people an idea ofwhat might be expected of them.

BBooaarrdd MMeemmbbeerrA neighborhood association board memberhelps with the administration of theneighborhood association. Generally, a boardmember should:

�Attend regular meetings.

�With other board members, set policy, goals,and priorities.

�Plan projects and events.

�Participate in committee work (i.e., housing,fund-raising, etc.).

�Represent the neighborhood on city advisorycommittees.

�Represent the neighborhood at civic activities,testifying at public hearings.

�Recruit volunteers.In addition, a board member must:

�Be committed to the betterment of theneighborhood.

�Work well with others and respect theiropinions.

�Listen attentively to other people’s ideas andconcerns.

�Communicate ideas and concerns clearly toothers.

�Follow through on commitment.

�Be assertive and friendly when representingthe neighborhood association.

Elementary school students helped create abuilding mural in Everett neighborhood

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�Appointment of leadership for specialcommittees, carefully selecting them accordingto their talents and capabilities.

�With the board/other officers, planning andimplementation of the neighborhoodassociation’s long-range and intermediateactivities.

�Timely communication of any pertinentinformation that is intended for theorganization.

�Delegation of tasks and responsibilities amongboard members/officers to fairly distribute theworkload whenever possible.

�Representation of the neighborhoodassociation, both officially when requested atcommunity or local government functions,and unofficially, as a good example of aresponsible member of the community andneighborhood.

� In addition to the “official” job description, hereare some “unofficial” items suggested by pastneighborhood leaders:

�Be yourself – your style of leadership will bedifferent from your predecessor and that’sokay.

�Know your strengths and weaknesses – usethe strengths and draw upon other membersto bolster the weaknesses.

�Seek out the opinions of others and listen – ifyou are too forceful about your own opinions,you may never hear from that quiet memberin the corner.

�Respect all points of view.

�Lead with a friendly smile and a positiveattitude.

�Face problems as they arise – carefulconsideration is good but avoidance often justmakes things worse.

�Accept a few “emotional bruises” – we getbruises while learning to ride a bicycle andlearning to lead is at least as complicated.

�A sense of humor can keep it all in perspective.

VViiccee PPrreessiiddeennttIf the president is present, the vice presidentassists the president. If the president is absent, thevice president does the president’s job – presidingat the meetings and otherwise performing theduties set forth in the constitution and/or bylawsof the organization. In case of resignation ordeath of the president, the vice-president, unlessotherwise provided for in the bylaws, becomespresident for the unexpired part of the term.

SSeeccrreettaarryySome organizations have two secretaries –recording and corresponding. A recordingsecretary should:

�Keep a record of the business proceedings ofthe organization.

�Keeping an accurate, up-to-date list of theofficers, chairpersons, and members.

�Have available, at all times, a copy of the rulesthe association has adopted or agreed to use(bylaws, neighborhood plan, Roberts’ Rules ofOrder, etc.).

� If requested, assist the chair with preparationof the agenda; for example, by providing arecord of any unfinished or postponedbusiness.

�Cooperate with and assist all officers.

�Write the minutes of the meetings.

When writing the minutes, the recordingsecretary should remember that adjectives areunnecessary. Minutes should report what wasdone – not what was said. Individual reportsshould not be elaborated upon – simply statethat the reports were read and filed with thesecretary.

“Our Street” on KZUM public radio station focuses onissues of interest to neighborhoods

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The corresponding secretary should:

�Send notification of all meetings to the officers,affiliated organizations, and other interestedpersons.

�Notify officers and chairs of planning meetingsscheduled.

�Prepare any official organizationcorrespondence at the chair’s request.

�Report at the meeting on correspondencesent by the organization and correspondencereceived since the last meeting.

For those organizations with only one secretary,that one officer handles both recording andcorrespondence duties.

TTrreeaassuurreerrThe treasurer is the keeper of all funds. Thetreasurer should:

�Pay all bills approved at the meeting.

�Maintain an itemized account of all receiptsand disbursements.

�Report such receipts and disbursements ateach meeting.

�Submit records for audit annually.

�Submit a written report (properly audited) atthe annual meeting.

Meeting Minutes Check List� Name of organization

� Date and place of meeting

� Nature of meeting — regular or special

� Name of person presiding (if asubstitute presides, the name shouldbe given as acting in the place of theregular officer)

� Results of roll call or a list of attendeesand absentees — not always required,but should usually indicate whichofficers and board members werepresent

� Approval of minutes, along with anychanges approved

� Treasurer’s report

� Names of officers and chairs who gavereports

� Name of any presenter and title of theirpresentation (further details not needed),

� All motions as stated by the chair, themotion maker’s names, and the results ofthe motions

� Motion to adjourn

� Adjournment time

� Signature of the recording secretary

Conference participants learnabout resources available toneighborhood associaitons

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OOtthheerr KKeeyy PPooiinnttss�The next day, find fault with the officers and

other members.

�Take no part in the organization’s activities.

�Sit in the back of the room and talk freely toothers.

�Get all the organization can give you, but don’tgive the organization anything.

�Never ask anyone to join the organization.

�At every opportunity, threaten to resign, andencourage others to do the same.

�Talk cooperation, but don’t cooperate.

�When asked to help, say you don’t have thetime.

�Never learn anything about the organization.

�Never accept an office – it is easier to criticizethan to do things.

� If appointed to a committee, never give anytime or service to it.

� If there are dues to pay, don’t pay them.

�Don’t do anything more than you have to, andwhen others willingly and unselfishly usetheir ability to help the cause along, complainthat the organization is being run by a clique.

WWhhyy BBooaarrddss FFaaiillBased on David Long’s book, How to Organizeand Raise Funds for Small NonprofitOrganizations, here’s a list of why boards fail:

�An ineffective nominating committee.

�Members do not have a good understandingof the organization and what their role is.

�The same people serve year after year withno concerted effort to recruit and nurturenew members.

�No effective way of eliminating non-productive members.

�No committees established and/or no non-board members participating in thecommittees.

�No orientation for new members ordebriefing for out-going members.

�No annual plan, short-term and long-rangegoals, and objectives – no focus.

The following lists contain many things thathave already been covered, but from a differentperspective which may be helpful.

WWaayyss ttoo KKiillll AAnnyy OOrrggaanniizzaattiioonn�Don’t attend meetings, but if you do, arrive

late.

�Leave early, before the meeting is closed.

�Never say anything at the meeting – wait untilyou get outside.

�While at the meeting, vote to do everything,then go home and do nothing.

The audience enjoying“home grown”

entertainment at the EverettNeighborhood festival

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CCoonncclluussiioonnHopefully the ideas covered here have you wellon the way to starting or maintaining a healthy,active neighborhood association. There aremany other concepts and strategies “out there”that can help your neighborhood associationgrow and continue to prosper. By far theeasiest way to search for information is theWeb. There are many, many websites andpublications that can help keep the flame ofenthusiasm burning in your group.

When local, real life resources are needed,NeighborWorks®Lincoln should be your firststop (nwlincoln.org). NeighborWorks®Lincolnis a non-profit organization dedicated tocommunity revitalization through an activepartnership of resident leaders, privatebusinesses and public officials. Part of theirmission is to open doors for people who desirea safe and attractive neighborhood.

If you tried to start a neighborhood associationand it just didn’t work, don’t lose hope. Thetime may not be right for your neighborhood.Neighborhoods, like every community ofpeople, change and grow. Wait a year or two,watch for an issue that is important toneighborhood residents and then try again!

Good luck and happy neighborhoods to you!

22

AAppppeennddiixx AA:: OOrrggaanniizzaattiioonnaall OOppttiioonnssCChhaarriittaabbllee OOrrggaanniizzaattiioonnPPuurrppoossee:: To serve the public good

OOffffiicceerrss:: Not required to install officers or holdregular meetings unless the organization’smembers want to.

LLiiaabbiilliittyy:: There is no liability imposed on theorganization except for those taken on by theindividual members personally.

TTaaxx DDeedduuccttiioonnss:: Individuals and corporationscannot take tax deductions for their donations tothe organization.

GGrraannttss:: Ineligible to receive grants directly fromgovernmental agencies or most foundations. Theorganization may have to work with anothernon-profit incorporated organization that canserve as a fiscal agent.

SSttrruuccttuurree:: Not required to install officers or holdregular meetings, so the organization may lackcontinuity and structure. Organization may bemore susceptible to failure because of possiblelack of support from members.

FFeeeess:: Little or no fees involved since theorganization will not have to completepaperwork that is necessary to become a non-profit corporation or a tax exempt organization.

NNoonn--PPrrooffiitt IInnccoorrppoorraatteeddOOrrggaanniizzaattiioonnPPuurrppoossee:: To serve a public or mutual benefitpurpose – a purpose other than the pursuit oraccumulation of profits.

OOffffiicceerrss:: Must hold regular meetings, elect aboard of directors, write and observe bylaws,and give notice of any changes to its articles ofincorporation and bylaws to its members.

LLiiaabbiilliittyy:: Members of the organization’s boardmay have some insulation from legal liability inrelation to the organization’s debts.

TTaaxx DDeedduuccttiioonnss:: Individuals and corporationsmay not be able to take full tax deductions fortheir donations to the organization.

GGrraannttss:: Eligible to receive grants that require theorganization to be a legal entity.

SSttrruuccttuurree:: Incorporation may give theorganization some continuity and structure dueto the requirements for a board of directors,regular meetings and incorporation documents.

FFeeeess:: The organization pays a $20 fee plus $3per page (one side) to file Articles ofIncorporation with the Nebraska Secretary ofState’s Office. In addition, the names andaddresses of members and officers must bereported every two years to the Secretary ofState. Additional fees must be paid if changes aremade to the Articles 29 of Incorporation (otherthan the address of their registered office, or thename of their registered agent) after thedocument has been filed.

OOtthheerr:: The organization can sign contracts, ownreal estate and other large assets and apply forloans. It cannot sell shares of stock or otherwisedistribute its income to members or other privateentities. Payment to individuals can only bemade for services rendered. Income can only beused to finance the organization, or given toanother non-profit organization. For moreinformation about how to become a non-profitcorporation, you can check the NebraskaDepartment of Economic Development websiteat: http://assist.neded.org/npincorp.html

TTaaxx EExxeemmpptt OOrrggaanniizzaattiioonn ––550011((cc))((33))PPuurrppoossee:: To serve a public or mutual benefitpurpose; a purpose other than the pursuit oraccumulation of profits. See the IRS website fora complete list: www.irs.gov/exempt/

OOffffiicceerrss:: Must hold regular meetings, elect aboard of directors, write and observe bylaws,record official minutes, and give notice ofmeetings and changes to its Articles ofIncorporation and bylaws to its members.

LLiiaabbiilliittyy:: Organization is not liable for federalincome tax on its earnings unless theorganization brings in substantial earnings notrelated to its tax-exempt purpose.

TTaaxx DDeedduuccttiioonnss:: Donors may take a taxdeduction for donations made to yourorganization to the extent allowed by law.

GGrraannttss:: May be able to apply for government,corporate and private grants limited to501(c)(3) organizations.

SSttrruuccttuurree:: The pre-requisite tax exemptincorporation may give the organization somecontinuity and structure due to therequirements for a board of directors, regularmeetings, and incorporation documents.

FFeeeess:: Fees must be paid to the InternalRevenue Service to file for tax-exempt status.This fee is in addition to the fees paid to theNebraska Secretary of State’s Office for filingArticles of Incorporation. In addition, the namesand addresses of members and officers must bereported every two years to the Secretary ofState. If changes are made to the Articles of

Incorporation (other than the address of theirregistered office, or the name of their registeredagent), additional fees must be paid after thedocument has been filed.

OOtthheerr:: The tax-exempt application may requirea lot of time to complete, especially with regardto budget matters – the organization will needto complete a two-year budget. Theorganization must keep detailed financialrecords. If the organization’s annual receipts are$25,000 or more or its total assets are morethan $250,000, it will need to complete a Form990 Income Tax Return. However, if theorganization earned less than $25,000 in ayear, the form is very simple. The IRS monitorsorganizational expenditures by requiring areport on how earnings were spent at the endof the first two years of exemption. Using thisinformation they then decide if theorganization is qualified to continue as a taxexempt organization.

The organization cannot lobby for legislation orendorse any candidate for public office. Thisrestriction does not, of course, affect actionsthat members of the organization take asindividuals. Some exceptions are made to thisprohibition when officials request theorganization’s input, for example, at publichearings. If the organization dissolves, it mustgive its money to another 501(c)(3)organization of its choice. Reduced postal ratesmay be available to the organization.

In addition to 501(c)(3) status, there is anothertax-exempt status that your organization may

want to consider – 501(c)(4) status. In IRS terms,this tax exempt status is for “social welfareorganizations.” There are some key differences:donations to a 501(c)(4) organization are nottax deductible, but a 501(c)(4) organization canlobby for legislation on the basis of issues (stillcan’t endorse candidates). For further details,check out the IRS website:www.irs.gov/exempt/.

The same site also has everything fromapplications to requirements. You can alsodownload PPuubblliiccaattiioonn 555577:: TTaaxx EExxeemmpptt SSttaattuussffoorr YYoouurr OOrrggaanniizzaattiioonn from this site.

It is also worth noting that neither a 501(c)(3)nor a 501(c)(4) status makes a neighborhoodassociation exempt from state sales tax.According to the Nebraska Department ofRevenue, neighborhood organizations are noteligible to receive a sales tax exemptionnumber.

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AAppppeennddiixx BB:: BByyllaawwssEExxaammppllee 11:: BByyllaawwss OOuuttlliinneeAArrttiiccllee II.. NNaammee aanndd LLooccaattiioonn

AArrttiiccllee IIII.. PPuurrppoossee

AArrttiiccllee IIIIII.. MMeemmbbeerrsshhiipp

Sec. 1 Definition of Membership

Sec. 2 Removal from Membership

Sec. 3 Withdrawal from Membership

Sec. 4 Termination of Association by Non-Member

AArrttiiccllee IIVV.. GGoovveerrnnmmeenntt

Sec. 1 Annual Meeting

Sec. 2 Special Meeting

Sec. 3 Notice of Meetings

Sec. 4 Quorum at Membership Meetings

Sec. 5 Voting Methods

AArrttiiccllee VV.. AAnnnnuuaall MMeeeettiinngg

Sec. 1 Purpose

Sec. 2 Quorum

Sec. 3 Voting

AArrttiiccllee VVII.. BBooaarrdd ooff DDiirreeccttoorrss

Sec. 1 Elections

Sec. 2 Eligibility for Office

Sec. 3 Removal from Office

Sec. 4 Vacancies on the Board

Sec. 5 Meetings of the Board

Sec. 6 Rights and Duties of the Board

AArrttiiccllee VVIIII.. RRiigghhttss aanndd DDuuttiieess ooff tthhee OOffffiicceerrss

Sec. 1 President

Sec. 2 Vice President

Sec. 3 Secretary

Sec. 4 Treasurer

AArrttiiccllee VVIIIIII.. FFiinnaannccee

Sec. 1 Membership

Sec. 2 Loan Capital

Sec. 3 The Right to Borrow

Sec. 4 Investment in Other Cooperatives

Sec. 5 Subsidiary Corporations

Sec. 6 Partnership

AArrttiiccllee IIXX.. EEaarrnniinnggss

Sec. 1 Distribution of Earnings

AArrttiiccllee XX.. AAmmeennddmmeennttss

AArrttiiccllee XXII.. DDiissssoolluuttiioonn

EExxaammppllee 22:: GGeenneerriicc BByyllaawwssAArrttiicclleess ooff OOrrggaanniizzaattiioonn ooff [State name ofNeighborhood Association].

AArrttiiccllee II.. NNaammee

The name of this organization shall be the[Name of Neighborhood Association].

AArrttiiccllee IIII.. AArreeaa ooff OOppeerraattiioonn

This neighborhood organization shall limit itsactivities to the area within these boundaries:

[describe boundaries]

AArrttiiccllee IIIIII.. PPuurrppoossee

The general purpose shall be to_____________________________

[State whatever purpose that is agreed upon,see some examples below.]

Make the area a better community in which tolive and raise a family

Encourage the residential character of theneighborhood and quality of life throughcompatible land use and housing preservation.

Achieve better facilities and services to meet theneeds of the residents of the area.

Maintain a pleasing aesthetic character for theneighborhood.

Develop local leadership and resourceseffectively to deal with neighborhood issues.

Promote an increased awareness of the benefitsand problems of living in the neighborhood.

Inform the residents of the neighborhood ofevents concerning this area.

Meet community needs so that all who live inthe area will feel a part of the community.

Provide a vehicle through which group unitymay be directed when needed.

AArrttiiccllee IIVV.. MMeemmbbeerrsshhiipp

Membership is open to anyone interested in theorganization. Special efforts will be made to seethat all segments of the community are includedin the membership of the group. Each adultmember (19 years or above) with dues currentwill be allowed to vote [or state whatevermembership policy is agreed upon].

AArrttiiccllee VV.. DDuueess

Annual dues will be $2 per regular membership.Senior citizen memberships will be $1. Dues shallbe paid on or before the date of each annualmeeting [or whatever is agreed upon].

AArrttiiccllee VVII.. MMeeeettiinnggss

The annual meeting of the organization will beheld during the month of ________. Specialgeneral meetings can be called by a quorum ofthe Board. The membership shall be notified atleast two weeks before scheduled meetings andwhen possible before special meetings.Procedures at general meetings shall follow“Robert’s Rules of Order” [or whatever is agreedupon].

AArrttiiccllee VVIIII.. BBooaarrdd

Functions of this organization shall beadministered by a twelve (12) member boardwhich the general membership will elect. Boardmembers will be elected for a three-year tenure.Four (4) board members will be elected annually(except the first election at which four three-yearmembers, four two-year members and four one-year members are elected). Members may bereelected. The Board will meet once a month oras often as necessary. The Board meetings willbe open to the public. As much as possible, theBoard shall represent all areas of theneighborhood.

The Board will select among themselves thepresiding officers of the Board. If a vacancyoccurs, a replacement shall be appointed by theBoard to fill out the remainder of the term.

The Board shall appoint committees as needed.Chairs of the committees can attend Boardmeetings. Any issues involving financialresources or capital improvements shall bebrought before a meeting of the generalmembership. [Or state whatever definition isagreed upon.]

AArrttiiccllee VVIIIIII.. AAmmeennddmmeennttss

These Bylaws may be amended, altered, orrepealed. A majority of members present mayadopt New Bylaws at either an annual meetingor a special meeting called for that purpose. [Orstate whatever wording is agreed upon.]

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