DUTIES AND RESPONSIBILITIES OF A MEMBER

Operatives.

    All Kabalikat members are required to advise 10-8 or check-in for the net in their respective chapter everyday, (a) All bases of member chapters shall report any unusual incidents including fire, vehicular accidents, crimes, emergencies and other events that may require assistance of the Organization, (b) All member chapter must have at least one emergency unit or equipment paramedic and task force group to be able to be able to respond and assist members in distress, (c) Any mass-based operations such as civic assistance involvement: rescue, medical-dental for charity-all members are required to participate and cooperate with the Organization; and, (d) Any member of this Organization who fail to do his obligation to the Kabalikat Civicom will automatically be brought to the attention of the Membership Committee for assessment and investigation. If found guilty, recommendation and proper action will be taken up by the Board of Directors, to suspend or dropped the member group based on the weight of their offense.

Base Station

    (a) A repeater system base station and its identification must be utilized by authorized member base station only; (b) To avoid overcrowding of the frequency and jamming of its authorized users, trafficking a first-call first-serve basis must be observed as a general rule by all base station members. However, emergencies should be given priority. Two 'breaks' shall mean priority call and three 'breaks' shall mean urgent emergencies; (c) Call to and from a base station must at all times be limited in terms of brevity and conciseness. It must likewise be limited to matters and messages material or pertinent to Kabalikat Civicom affair only. If no circumstances, should any business be allowed; (d) Except in emergency situations, no other persons are authorized to modulate or use the Kabalikat frequency provided that he/she identify himself/herself stating his or her callsign or base station callsign, then they will be acknowledge by our base station; (e) It shall be the responsibility of member chapter to train its members the proper use of radio transceiver and proper communication; (f) The use of TEN CODES and other authorized communication codes is encourage, for brevity and propriety. If difficulties are encountered short and plain language may be used; (g) Kabalikat station shall have the responsibility to monitor and assist all traveling members with its AOR's unless said members request 10-40; (h) All member chapter shall submit to the National Executive Council a monthly accomplishment report based on their activities. These reports will be the basis for granting incentives and awards to all outstanding groups for the whole year; and, (i) It is also the responsibility of the member chapter to encourage legalization using the VHF/UHF transceiver of their individual members. The Kabalikat Civicom shall assist its members to register with NTC.

Who Are Authorized To Use Kabalikat Frequency?

   An affiliated regular, temporary and probational members, their bases officers, Directors and authorized representatives to the Organization are allowed to modulate or use Kabalikat frequencies. No direct modulation from individual members shall be allowed except in extreme emergencies.

OPERATING GUIDELINES FOR OPERATIVES

1)   Tuning in the channel for the first time, one must always assume that the channel is busy and therefore must check by listening to be sure it's not. After checking, and sure that the channel is clear, only then can he start to transmit.

2)   Your first transmission must always be addressed to the BASE.

3)   Your presence in the air must always be known to the BASE, so make it a practice to inform the BASE of your 10-8 or 10-7 as the case may be.

4)   The broadcast of music over the channel is absolutely prohibited.

5)   Profane and obscene language is strictly prohibited over the radio.

6)   Official Kabalikat Ten Code Signal must always be used except during emergencies where plain and simple language is preferred.

7)   Identities of members should never be mentioned as well as the discussion of organizational and legal matters while on the Air is strictly prohibited/forbidden.

8)   Calls. Calling station may call effectively by calling the CALLSIGN of the station called for two (2) times, pause for two (2) seconds, followed by one's own station call two (2) times. (Short calls with frequent "Breaks" to listen have proved to be the best method.)

    Example : An operative ____ calling the BASE

    Operative-Kabalikat (Base) Kabalikat (Base)____,

The calling operative should expect the base to answer only after the lapse of two (2) seconds to give a chance to any "Breaker" who may want to come in. If after the lapse of four (4) seconds the BASE have not answered, the Operative may repeat his call for the second time in the manner and fashion as his first call. If after the second call the operative still get negative results, he may, for him- self judge whether to proceed to make it on latter time. But before making such a decision, he must try to evaluate the following: (a) Can his signal be heard from his present location; (b) His distance from the BASE:

( c) The possible signal obstructions around him, or (d) Could the BASE be closed or momentarily unmanned.

9)   Answering a Call . The station called for should answer after a lapse of two (2) seconds by identifying the station and instruct the calling station to go ahead and talk by saying the word "Go". (Go ahead)

        Example: Operative ___: calling BASE

       Base answering ____, this is (Kabalikat), Go ahead (Go).

10)   Emergency or Distress Call. Call of such nature must be addressed to the BASE (The call must be followed by the word ___) unless there is a strong reason to do otherwise. The BASE in general is in a better position to handle such situation. Before making such a call, it will be better to jot down briefly the key point that you would like to transmit. Also bear in mind the possibility that the emergency that you may have on hand may only rank second in priority to others that may have come up the channel for communication. Under such an emergency situation, it is imperative that one has to listen first to the channel, think straight, talk in plain and simple language, keep down the usage of the channel to minimum by talking clearly and quickly. All other stations not involved should clear the channel. (11) An operative wants to call a fellow operative. One must refrain from calling his fellow operative directly or not passing through the BASE. It is a sign of good order if we course all our calls through the BASE or ask its permission to contact a fellow operative. (12) Proper way to "Break-in". Avoid "Breaking-in" between going on conversations and if one has to do it because of its urgency, one must listen first and understand the nature of the on-going conversation. Only then can one break in by saying the word "BREAK" just once, immediately followed by one's call sign. The first transmission must always be addressed to the BASE. When the BASE acknowledges your presence, he may ask you to stand by or go ahead, in which case you inform him of the purpose of your "breaking-in". (It could be looking for someone, making some inquiries, or just going on service.)

OPERATING A RADIO STATION

The Golden Rules of Operating a Radio Station

1. Listen: The first rule states, "If you don't hear 'em, you wont work with them". Therefore, you must listen on the band you propose to transmit on. The strongest reason for listening is so that you don't interfere with someone already using the frequency. The second reason for listening is that it can tell you a great deal about the state of the bands. Although a band may be dead by popular consent at a particular time, frequent openings will occur, which you can take advantage of, if you are around at the time. The third reason for listening is that the good operator takes after the elephant ("big ear, little mouth" rather than the alligator "little ears, big mouth"). Several short calls interspersed with listening spells will net you more contacts than a single long call. If you are running low power especially, you will find more fruitful to reply to someone - else's call than to call BREAK yourself.

2. Keep It Short: Of course, if we all listened and never called, the bands will be even deader than they are now. So, if after listening you have not made contact, BREAK.

Rules for calling BREAK are: (a) Use your callsign frequently; (b) Keep your call short, listen often. If replying to someone else's BREAK, the rules are: (a) Use your callsign frequently. The one you're calling knows his callsign--he wants to know yours; (b) Keep it short. Either he has heard you or he hasn't. Either way, it's a waste of time giving a long call. If conditions are bad, use phonetics but keep it short. A very bad practice can be observed in the pileups of the calling stations carrying out what amounts to an endurance exercise the station who gives the longest call gets the contact, purely because he is the one the DX station can hear clearly. This is definitely alligator behavior, and should not be considered-wait your turn in the pileups. When you made the contact, again keep it short. Condition can change very rapidly, and long overs become tedious to the listener. When operating via repeater, this rule is very important.

3. "Do Unto Others As You Want Them to Do Unto You":

 

This rule, if faithfully applied, would make the crowded bands far more bearable, (a) Don't interfere with another station for any reason whatever (exception dire emergency); (b) Don't use full power to tune your aerial to resonance-don't tune the transmitter on the air at all; (c) Keep your power down on the minimum requirement to make contact; (d) Don't overmodulate. These are the main points to be observed when transmitting. If there are other amateurs in the neighborhood, it is courteous to make yourself known to them when you first begin transmitting, and check for things like cross-modulation problems. If you are causing another ham interference in this manner which is unrelated to any equipment defect; then you will have to come to an agreement with him as to transmitting hours, etc.

MISCONDUCT AND NONFEASANCE OF MEMBERS AND/OR OFFICERS

     Any member of the Organization who, after trial, shall be found guilty of the conduct specified in the subdivisions following shall be fined, suspended or expelled as set forth wherein to wit:

ˇ Malversation of  Funds

   Malversation of any of the funds of the organization = expulsion.

ˇ Conviction of  Crime

    Conviction of a crime by a court of competent authority = expulsion.

ˇ Insubordination

    Willful  insubordination,  contempt  or  disobedience  of  the lawful orders of superior authority = fine, suspension or expulsion.

ˇ Giving Scandal                                               

     Scandalous conduct or practice unbecoming of a member of the organization like using profane language against the organization or co-members = suspension or expulsion.

ˇ Refusal to Testify                                                        

    Failing, neglecting or refusing to give testimony or appear as a witness when required by a competent government authority during investigation or hearing conducted by the Board of Directors, Membership Committee = suspension or expulsion.

ˇ Publishing Detrimental Matter

    Speaking, writing, printing or publishing any matter or statement which is deemed to be detrimental to the harmony and good order of the organization, or tending to create discord and dissension among the members or create public scandal or causing the same to be done = expulsion.

    Sending to officers or group members or to individual members written or printed matters or statements tending to defame or bring into disrepute to the organization, officers or directors decision's ruling or actions of the officers of the organizations or its policies without the permission of the Board of Officers  = suspension or expulsion.

ˇ Athletic Activities                                                                   

    Knowingly participating in any form of athletic activities with any person not a member of the organization under the laws and rules of the organization. = Fine, suspension or expulsion.

ˇDrugs and Alcoholic Excesses

     Using drugs and alcoholic or intoxicating beverages to such excess as to give scandal to the organization or impairment to health = suspension or expulsion.

ˇFalse Charges

    Proffering charges against a member when such charges proved to be false or malicious = suspension or expulsion

ˇSlander

     Making unjust or false statements, accusations or personal verification of or against a member of the organization in his official capacity = suspension or expulsion.

ˇ    Appeals for Political Support (other than Kabalikat Party List)

        Issuing appeals for or soliciting by virtue of his membership in the Organization, aid, assistance or support by or in behalf of or announcing candidates for public office, or candidates for office in other organization = suspension or expulsion.

        Any officer of the Organization or others having duties to perform under the laws may be removed from office in the manner thereinafter provided for the following causes, viz:

- Failure to Comply with Laws

    Failure, inability or refusal to comply with the requirements of the laws.

- Giving Privileges, etc.

        Admitting to privileges of membership persons who have been expelled for the Organization = Misfeasance / Nonfeasance in Office.

 

PLANS OF ACTION

Operation of Kabalikat

(a)    Assist and coordinate with Government agencies and other social welfare agencies of the government in times of national calamities and emergencies;

(b)     it shall encourage the participation of all radio clubs and enthusiasts to the importance of civilian participation especially on times of emergencies, accidents and public assistance of national interest by tuning in at the standby frequencies of the Kabalikat Civicom;

(c)     It shall solicit suggestions and courses of actions from different chapters and other radio organizations;

(d)    Assist the National Police and Military authorities in its drive against all forms of criminality:

(e)    Assist the government in its developmental projects;

(f)    It shall awaken the heart and mind of radio enthusiasts/chapters among members, the spirit of fellowship, brotherhood and camaraderie and establish rapport among the members of its chapters by meeting every ___ of the month;

(g)    It shall assist members and groups/organizations as well as the National Telecommunications Commission in the registration, legalization, licensure of all its members by giving them the guidelines and procedures on how to take the exams and seminars and submit the necessary requirements

(h)    It shall integrate and unite all civic action groups and organizations in the Association by admitting them as members under the Kabalikat Civicom;

(i)    Finally,  to perform such  other lawful  acts and to engage such activities and projects incidental or related to the purpose and objective indicated above and to exercise such powers as conferred upon to the Organization.

Membership

 

1.    Regular membership. A regular membership is a bonafide member who is a potential holder of a radio station license of the organization and has specific type of radio transceiver as prescribed the by the Board of Directors of the National Executive Council and/or the NTC for his/her operational activities.

2.    All registered individual members of the Organization are considered regular member entitled to the benefits that the Organization will secure as part of their protection and incentives.

3.     All past Officers, Directors who have served their full terms shall be entitled to all the rights and privileges thereto and may participate in any official activities of the Organization.

OFFICERS

 

1.    Should have an Officer's meeting before the scheduled General Membership meeting at least once a week before.

2.    Agenda should be prepared before the meeting. Previous minutes of the meeting should be approved during the meeting (If possible should be sent to the members).

3.    Officers should be present before the start of the meeting and shall perform their duties and responsibilities.

4.    Officers who could not be present should send notice. Somebody should be named to represent him in case of discussion/submission of reports.

5.    Roll call of officers at the start of the meeting is a must. They have to stand to be recognized.
  

6.    Officers  should  be  a  model  in  promptness  during meetings, to serve as an example. Officers should see to it that all members have respective assignments in committees or operations.

TEN COMMANDMENTS OF HUMAN RELATION

1. Speak to people. There is nothing as nice as a cheerful word of greetings.

2. Smile at people. It takes 65 muscles to frown, only 15 to smile.

3. Call people by name. The sweetest music to anyone's ear is the sound of his own name.

4. Be friendly and helpful. If you could have friends, be friendly.

5. Be cordial. Speak and act as if everything you do were a genuine pleasure.

6. Be genuinely interested in people. You can like everybody only if you like.

7. Be generous with praise, cautious with criticism.

8. Be considerate with the feelings of others, it will be appreciated.

9. Be thoughtful of the opinion of others. There are three sides to a controversy - yours,
   the other fellow's and the right one.

10. Be alert to give service. What count most in life is what we do to others.

A SHORT COURSE IN HUMAN RELATIONS

Six most Important Words: "I Admit I Made A Mistake."

Five Most Important Words: "You Did A Good Job."

Four Most Important Words: "What Is Your Opinion. "

Three Most Important Words: "If You Please. "

Two Most Important Words: 'Thank You.

One Most Important Word: "We."

Least Important Word: "I".

KEY PRINCIPLES IN INTERACTING WITH PEOPLE

1. Maintain or enhance self esteem (be specific and be sincere)

2. Listen and respond with empathy (Respond to feelings and content)

3. Ask for help in solving the problem (seek and develop ideas, provide support
    without removing responsibility)

 

HOW TO FILE A REPORT

To file a report, you have to know the network contact phone numbers: (Name of Radio Station/Newsroom, Telephone numbers and Name of Contact persons). If you work at the outskirts of Metro Manila, you may have to call long distance. In placing a long distance call, say the call is for (Name of Radio-TV Station) State your name, then say any of the contact phone numbers specified and don't forget to say that the call is a "PRESS CALL."

    In making a report, your call may either be answered by a technician on board or by a production assistant who will ask the following:

 

   (1) your name--the production assistant will then verify your name if it exists in the list of accredited news correspondents.
 

  (2) your location

   (3) the subject of your report

REPORTING. In reporting or filing a report, here are some pointers:

*Ako po si (your name) Kabalikat news correspondent para sa (Name of Radio/TV station).  (Report Proper)... lto si Kabalikat si (your name) ng Kabalikat ...chapter reporting on the spot para sa (Name of Radio/TV station).

Interview/Report Proper should always be concise and should always answer the questions

 

WHO, WHAT, WHEN, WHERE AND HOW.

TOPICS OF REPORT should always be of human and/or national interest. In case you are to report a controversial expose of a well-known political figure, you are advised to take both sides of the issue and maintain a solid background to support your story. It is the policy of this Organization to maintain good name before the public. Should any public service volunteer use his ID to accept bribes or to extort, to get a free ride in any vehicle, to excuse himself if he violated the law (traffic or otherwise), or use it in any perverted way, the Organization will be forced to revoke his volunteer's ID and disown him in the Organization.

 

 

FOUR LEVELS OF PRINCIPLED LEADERSHIP

 

(1) Personal - My relation with one's self,

(2) Interpersonal - My relationship and interaction with others.

(3) Managerial - My responsibility to get a job done with others.

(4) Organizational - My need to organize  people (to recruit, train, reward, built teams, solve problem, create strategy and system).

CHARACTERISTICS OF A SUCCESSFUL LEADER

 

(1) They are continually learning.

(2) They are service oriented.

(3) They radiate positive energy.

(4) They believe in other people.

(5) They live balance life.

(6) They see life as an adventure.

(7) They are synergetic.

(8) They exercise self renewal.

SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE

 

(1) Be proactive - To see right response on a right time.

(2) Begin with the end in mind.

(3) Put first thing first - One thing at the time.

(4) Think win/win - Always think of what is good for thy self.

(5) Seek to understand, then to be understood

(6) Synergies - Do not manipulate things, solicit information.

(7) Sharpen the saw - Self renewal by means of reading, studying etc.,

HOW TO INFLUENCE THE LIVES OF OTHER PEOPLE

 

(1) Refrain from saying the unkind or negative thing.

(2) Exercise patience with others.

(3) Distinguish between the person and the behavior or performance.

(4) Perform anonymous service.

(5) Choose the proactive response.

(6) Keep the promises you make to others.

(7) Focus on the circle of influence.

(8) Involve your people in meaningful project.

(9) Assume the best of others.

(10) If offended take the initiative.

(11) Admit your mistake, apologize and ask for forgiveness.

(12) Go one on one.

(13) Avoid fight or flight, talk through differences.

(14) Delegate responsibility effectively.

(15) Live with the law of love.

EFFECTIVE LEADERSHIP

An effective leader is a prerequisite to an effective organization. Leadership is a quality that defines who a person is and a skill that projects what he/she can do. It is a lifelong challenge. It is both a journey and a destination.

A leader must be ethical. His/her leadership must be principle centered as characterized by love of God, selfless and noble servitude, moral integrity in personal and public dealings, competence and discipline. A principle-centered life-style enhances personal and interpersonal effectiveness which is needed for a leader to perform his/her duty with professionalism through the dedication and practice of excellence.

An Effective Leader is:

 

1. Fair, just and sincere. Objective in dealing with people, promotes equal opportunity for everybody and is sincere in dealing with his/her constituency.

2. Flexible rather than rigid. "A bad leader reacts to change, a good leader responds." Flexibility means the readiness to respond and to adapt to changes that may occur.

3. Visionary and results-oriented creates a vision and has the capability to attain the best result-to-effort, outcome-to-task and output-to-input ratios.

 

4. Strong commitment to the ideals of the organization. Uphold and protect the principle that the group stand for.

5. Honest and responsible. Sacrifice personal agenda for the common good.

6. Motivates and unites. Promotes cooperation, volunteerism and teamwork among members.

7. Transparent and accountable. Discloses all transactions and activities of the organization and is answerable to the organization.

8. Creative. Resourceful and innovative in managing the organization and not bounded by traditional means, exploring other possibilities in pursuit of the organization's objective.

Patterns Of Leadership Behavior

 

The experienced leader uses many complex and subtle means to exercise his influence and stimulate those he leads to creative  and productive efforts. The scope of leadership behavior is complex, ranging from highly leader-centered to highly group-centered.

1. TELLING. The leader identifies a problem, considers alternative solutions, chooses one of them, and then tell his followers what they are to do. He may or may not consider what he believes the group members will think or feel about the decision, but they clearly do not participate directly in the decision-making. Coercion may or may not be used or implied.

2. SELLING. The Leader, as before, makes the decision without consulting his group. However, instead of simply announcing his decisions, he tries to persuade the group members to accept it. He points out how he has considered organization goals and the interest of the group members and he states how the members will benefit from carrying out the decision.

3. TESTING. The leader identifies a problem and proposes a tentative solution. Before finalizing it, however, he gets the reaction of those who will implement it. He says, in effect, "I'd like your frank reactions to this proposal, and I will make then the final decision."

4. CONSULTATIVE. The leader here gives the group members a chance to influence the decision from the beginning. He presents a problem and the relevant background information, then ask the members for their ideas on how to solve it. In effect, the group is invited to increase the number of alternative actions to be considered. The leader then selects the solution he regard is the most promising.

5. JOINING. The leader here participated in the discussion as "just another member"--and agree in advance to carry out whatever the decision the group makes. The only limits placed on the group are those given to the leader by his superiors.

    When you are the recognized leader of a group, you have certain prerogatives and powers. This is true whether you are the president of a corporation, the supervisor of a department, or the chair of a voluntary committee. How you use the power will affect both the productivity of the group and the freedom of the subordinates or group members. As you, the leader, use less of your authority and power, the group members gain greater freedom in making decisions; as you use more of your power, the group's freedom decreases.

PLANNING AND ITS IMPORTANCE IN THE ORGANIZATION

Planning is the primary requisite of all management functions. Without planning, the organization will not be able to cope adequately with its future needs. In the midst of a rapidly changing environment, the survival of the organization is uncertain if you will not plan today. Its development can not be ensured, it can only be predicted.

 

Sound planning has many benefits: (1) It eliminates unnecessary waste of organization's resources including time, money and effort; (2) Crisis is less likely to occur as most eventualities will have been thought out in advance; and, (3) It provides the map which serves as a guide for you and for other members of the organization in the pursuit of your objective.

TIPS IN PLANNING. When planning, consider the following steps: Make a forecast. Take full account of the organization's environment. A plan involves the future. It is determining what is to be done and its effects; Clarify you goals and objectives. What do you really need to do? What does the organization want to have? Where does it want to go? (a) Determine the activities needed to carry out your objectives. Sequence them according to order of importance and immediacy; (b) Assess probable problems. Determine the obstacles that stand in the way of your goals; (c) Determine what will be required in the way of personnel and facilities including money. Assign the responsibilities. Who is going to do what and how?; and, (d) Set up measures for determining the progress and results. How will I know the plan is being adhered to? In a nutshell, the best of a good plan has: Clear objectives; Clear activity steps; Activities properly arranged in sequence; Suitable progress, checkpoints identified; and, Layout time schedule. (When is the work to be done.)

WHAT PLANNING IS ALL ABOUT?

 

Planning is deciding in advance what is to be done, when it should be done, by whom, and in  the what sequence they should be done to attain the organization's objective.

    Thus a plan is a statement containing a series of things to be done called activities and an identification of person/s who shall be responsible for handling its activity arranged in order of priority. It identifies what is seen as the best route toward achieving the organization's objective.

    Planning is not the doing of the work, it is getting ready to do it. It is an intellectual process.

    Planning takes form as the future conditions are estimated or predicted and as provisions are made to deal with these conditions in a way that will carry out the objectives. It completes its cycle with the establishment of controls that will tell management how well it is doing and where replacing is needed.

    However, if your plan does not lead to the attainment of the organization's objective, either the plan or its implementation is faulty. At the year-end review of the attainment of objectives, it is useful to review the plan of activities itself.

    Plans fail for three reasons, either something was left out, something was unnecessarily put in, or other factors have not been anticipated.

    As you gain experience in planning, partly through some of your failures, you will learn to think more clearly and be reminded of these three things which arise from poor planning and which lead to failure.

PLAN IMPLEMENTATION

After the implementation of the plan, efforts should be done towards translating it to actual accomplishments.

       The implementation of the plan should also be subjected to periodic monitoring and evaluation. Substantive changes may occur during the process of  implementation and may result to deviations from original targets.

    Monitoring is the routinary collection of information regarding various aspects of program implementation. This includes monitoring on whether the implementation corresponds to the project design.

    In evaluation the project, factors such as output, effects and impacts are taken into account. Outputs may be measured in terms of the physical structure or the measurement of the services. Effects connote the immediate consequences of the project output. Impact refers to the long terms effect of the project.

    Finding in the monitoring and evaluation of project implementation can be used as basis for project redesign, thus, making the planning process a continuing cycle.

PLANS OF ACTION OF AN EFFECTIVE KABALIKAT LEADER

Every Kabalikat Leader, in order to be effective must undertake the following program of activities:

January

    (1) Assessment of Plans of Activities/Operation for 12-months period

   (2) Orientation and screening of applicants which includes:

   History of Kabalikat (a) National; (b) Local

   Highlights of the Constitution and ByLaws

   Credo, Panalangin ng Kabalikat, Panunumpa

   Accomplish the Inventory Assessment Questionnaires

  (Furnish Accomplished IAQcopy to the National President)

February

Feb 14 - Valentines Day

Conduct an outreach program on Valentines Day.

      Visit the Homes for the Aged and Orphanages

March

Seminar Workshop Training

Conduct Continuing Education Program for the Members

        and related courses on SUMVAC operations

Conduct First Provincial Council Assembly

April

SUMVAC Operations

May

Operations: Rites of May (Circumcision/Processions)

Summer Conference

Awards Ceremony

June

Conduct Seminar and Training on Rescue and First Aid

2nd Quarterly Assembly (Provincial Council)

July

Orientation and Acceptance of Applicants

August

Tree Planting

September

3rd Quarter Provincial Assembly

October

Orientation and Planning on Lakbay-Alaala Operations

Install Kabalikat Billboards on strategic landmarks

November

Lakbay Alaala Operations (All Saints Day)

December

Papasko ng Kabalikat sa Batang Mahihirap

(a Kabalikat way of celebrating Christmas)

Additional Projects: Install organization's headquarter and landmak signs to inform the public that kabalikat is always ready to assist  the community especially in case of emergency. coordinate with various government agencies and ngos and inform these establishments the services kabalikat can render to the people. distribute callcard hotline numbers bearing the telephone or contact numbers, websites and radio frequencies of kabalikat chapters.

BASICS OF PARLIAMENTARY PROCEDURE

1. What is Parliamentary Procedure?

Parliamentary Procedure is a set of rules and precedents governing formal proceedings of a deliberative body or assemble as in the case of the provincial, city or municipal council.

 2. What is the objective of the parliamentary procedure?

It aims to ensure an orderly and smooth conduct of deliberations  which depends to a large measure on the skills of the presiding officer, (also referred to as "The Chair" who controls all the discussion).

3. What are the "SESSIONS OF THE COUNCIL?"

There are two (2) kinds: (1) "Regular Sessions'  which are convened at scheduled times and deal with both the general and usual business of the Council, and, (2) "Special Sessions" which are called as the need arises to tackle specific item(s) or issue(s) : when no other business is in order.

4. How to address the presiding officer?

During sessions of the council, members address the presiding officer as Mr. or Madam Chairman/Chairperson; the chairperson refers to himself of herself of the third person.

(Examples: (1) The chair rules that... (2) The Chair disagrees)

5. How to address the members?

Individual members of the body in session are referred to in the third person.

(Examples: (1)  The Kabalikat Gentlemen/Lady from the district of ...

                  (2) Will The Kabalikat Gentlemen/Lady yield to a few questions?)

Note: A  member "talks" to a fellow member through the Chairperson. I would like to               explain to the Kabalikat Gentlemen from the First District...)

6. How can someone be recognized?

A member who wishes to speak must raise his/her hand or rise and request the Chair for recognition.

(Example: "Mr Chairperson may I be recognized, please") If recognized, the Chair says so (e.g. "Yes, the Gentlemen/Lady from ... you are recognized. Please proceed") Or the chair may ask the member: "What Is the pleasure of the Gentlemen/Lady?" To which the member may respond: "Mr Chairperson I would like to bring up a point...

     7. How to present a motion?

A motion is a means by which an action is attained. Informal discussion helps develop opinions,  but to get action a motion must be introduced, then seconded by another member (except for nominations), and restated by the Chair. All motions should be expressed in the affirmative.

    The Chair has the authority to close the general discussion and call for specific motion. (e.g. "The Chair will entertain a motion to ... ), Only one motion can be entertained at a time. After motion is seconded, the Chair may explain or give information concerning the effect of the motion. The question is then up for concentrated debate by the membership.

    8. What are the procedures?

Normally, presenting a motion calls for: (1) Member rises and addresses the Chair; (2) Member is recognized by the Chair. If the Chair does not know the member he says: Will the member please register his name?" and then recognizes him/her; (3)  Member states his/her proposal: Mr. Chairman, I move that ..."; (4) The Chair calls for a second and if no member seconds the motion, the Chair repeats his requests: "Is there a second for the motion?" If the motion is not seconded or a second motion is not forthcoming, the Chair announces: "The motion is lost for want of a second."; (5) If seconded, the motion is restated by the chair: "It was moved and seconded that ..."; (6) The Chair conducts the discussion or debate; (7) The Chair puts the questions to a vote; (8) The Chair announces the result.

    In recognizing members, the chair also considers the order in which members raise their hands. 

    9. How to preside a session/meeting?

The presiding officer follows a general order of business which normally starts with the call to order and ends with the official adjournment. The order of business is a means to provide a logical system for group considerations and the procedure by which the Chair tackles one time after another. The order of business can be revised anytime by a 2/3 vote of the members.

    10. Call to order.

To open the session, the Chairperson rises, raps the gavel and declares: "The session may please come to order." He may then proceed with the other opening rites or numbers, or directly inquire from the Secretary if a quorum is present.

    If there is a quorum, the Chair proceeds with the agenda or order of business. If there is no quorum he says: "As there are no quorum, a motion to adjourn is in order." A motion has to be made by a member, then duly seconded, and then the Chair declares the session adjourned, In special cases, the Chair may conduct the session without quorum. However, actions and decisions promulgated  during such a session (or more appropriately, caucus) shall be subject to approval at the next duly constituted session/meeting.

    However, in the case of Kabalikat  regular/special assembly which call for immediate action which could mean to save lives of many, the quorum or adjournment of important agenda is waived, therefor, the observance of quorum does not apply.

    The Chair usually decides to forego the calling of the roll except in instances where there is a question as to whether there is a quorum, or to identify all individuals present and those not present.

    If the session starts with a quorum but loses it later in the session, only those items taken up or for which votes were taken while the quorum while the quorum exists shall be considered officially acted upon.

    For all others, discussion may continue but no vote can be taken.

11. Conducting Debate/Discussion on a Motion.

A debate is in order if a motion is classified as debatable.

    There are few rules, however, to observe during the process and they are as follows: (1) No member should speak without first being recognized by the Chair; (2) The Chair should first recognize the original mover of the motion; and, (3) No member shall speak the second time until all members who need to speak have had the chance.

    12. How to terminate a debate?

    To terminate the debate, the presiding officer may signal this intention by asking the members: "Is the membership ready to act on the questions?

    If there should be opposition, he may call for a vote or show of hands. The Chair should see to it that the question has been adequately deliberated upon before the Chair's final action.

On the other hand, a member may initiate to terminate the debate by saying: "I move the previous question." This motion cannot be debated and must be put to vote immediately which requires a 2/3 vote of the members.