Donate

why - Mission - Where - MWT Team - Policies - Well Being - MWT Model - MWT Constitution 

 Why Women Matter?

We believe that the contribution of women to a society is transformative and effective!

We value women’s role and potential in becoming champion change agents and leaders of their communities and environments.

Why Women?

Women and girls are crucial contributors and potent agents of change to a society. Real change can only be achieved when all genders are included, working hand in hand to foster an environment that is inspiring to everyone. Despite the fact that they’re not always recognized - women’s contributions have changed the world in every imaginable way possible and continue to do so.

At Melanesian Women Today, we value women’s role and potential in becoming champion change agents and leaders of their communities and environments. We believe that the contribution of women to a society's transition from preliterate to literate and from a relatively autonomous community to a member of a nation contributing to the world’s economy, and having equality is crucial in creating inclusive, open and prosperous societies in order to have lasting change. As a consequence, families who can adjust to new conditions or changes will fare the best when the economy and political landscape of a country and society changes. For women are the primary caretakers of young children and the environment. They play a pivotal role in encouraging or hindering change in family life and in society as a whole.

What about men?

We believe that engaging men as agents of change is imperative in advancing gender equality. Gender equality can only be achieved if men and boys are part of working together with women and girls, to amend the dynamics that prohibits progress. The idea of engaging men and boys for gender equality is based on the belief that achieving gender equality is about altering unequal power relations between men and women. This involves challenging the status quo - the notions of masculinity and traditional perceptions of manhood. It means men have to take the responsibility to change by questioning the power dynamics in regards to their actions or their words on a personal, interpersonal, and on a societal level.

Melanesian Women Today supports and encourages working with men as gender advocates - speaking out as active agents for change and stakeholders who can change social norms, behaviors, and gender stereotypes that promote discrimination and inequality.

Our Mission 

STRONG MIND, STRONG HEALTH, STRONG VOICE

Melanesian Women Today is an Indigenous International Non-Profit that works with women and girls in the Melanesian region of the South Pacific to become leaders and conscious key agents of change in areas of education, health and entrepreneurship.

Our programs are designed and contextualized from a Melanesian approach by the women and girls from the rural communities. The women retain full ownership of all programs and operate autonomously. Their solutions to local issues are designed to be innovative, sustainable, and impactful at the systemic and root levels of social and cultural issues.

Like anywhere in the world, women in Melanesia are crucial contributors to society and perceived as those who hold families and communities together. As protectors, practitioners, and nurturers of Melanesian cultures, we view their role in relation to their families and communities and to the environment as adding value to the work that we do. That work is to retain the integrity of the social, cultural, economic, and political characteristics that are distinct to each of the Melanesian countries that we work within. We do this without adding or taking away what is inherently theirs.

At MWT, we see the enormous potential of women to become leaders of their environments and community's betterment. MWT works to create a safe environment where all women and girls have the chance to pursue their own dreams and aspirations and turn them into something impactful in their own community.

THE CHALLENGE

While there is a strong emphasis on women’s empowerment and an increase in the number of women entering the formal economic sphere throughout Melanesia, they continue to face gender disparities on many levels - institutional, legal, and a regulatory environment that continues to disadvantage them. Despite the fact that women are considered protectors, practitioners, nurturers, and guardians of traditional knowledge, they are regularly excluded from decision-making, and rarely engaged for training, development, or economic opportunities and politics.

VISION

A Pacific region where every Woman, Girl and Child in their respective communities in Melanesia leads a productive, healthy, and fulfilling life.

MISSION

To improve the well-being and quality of life and also to promote leadership in Women and Girls in their communities.

THREE CORE VALUES:

In the attempt to improve the well-being and quality of life of women, girls, and families wherever we work, all our programs have at their foundation 3 essential pillars.

  • Empower Women and Girls as Key change agents.

  • Empower Women and Girls as Key agents to activate and mobilize individuals in their communities to build self reliance.

  • Empower women and girls as key agents to engage and forge effective partnerships with their local government and community leaders.

OUR APPROACH

Our projects throughout Melanesia are based on innovative holistic approaches, which empower women and girls living in rural villages to become the agents of change to achieve productive, healthy, and fulfilling lives through access to Education, Health, and Entrepreneurship.

  • EDUCATION

    • Literacy

    • Library

  • STEM (Science Technology Engineering and Math)

  • HEALTH

    • Improving the quality of Rural Health Care

    • Preventative care for women and children

    • HIV and AIDS

    • Climate Change

  • ENTREPRENEURSHIP

    • Empowering women through social entrepreneurship

    • Community Development

 Well-Being Indicators

At Melanesian Women Today, our utmost priority is the well-being and empowerment of women. This is the yardstick by which we measure our success and progress. We firmly believe that true well-being extends beyond conventional metrics, encompassing various aspects of a woman's life in the Melanesian region. To capture the essence of well-being, we have meticulously crafted a comprehensive set of indicators based on Melanesian values and principles. These indicators span crucial areas that we focused on such as education, health, and economic opportunities. They reflect the unique challenges and aspirations faced by Melanesian women.

Our inspiration stems from the groundbreaking Vanuatu development framework, which has pioneered the concept of holistic well-being through innovative progress indicators. This framework acknowledges the pivotal role of indigenous Melanesian cultures, values, and traditions in shaping well-being. Importantly, the indicators utilized in Vanuatu resonate with other Pacific Island countries and communities, attesting to their relevance, adaptability and resilience. Preserving and acquiring indigenous and traditional knowledge lie at the core of our mission. We deeply value the rich cultural heritage of Melanesia, aiming to safeguard it for future generations. We actively support initiatives that promote the preservation and transmission of such knowledge, while empowering women to acquire new skills and knowledge in our rapidly changing world.

We recognize that physical health and access to healthcare are fundamental components of well-being. Consequently, we advocate for improved healthcare infrastructure and services, with a specific focus on addressing the unique health challenges faced by Melanesian women.Every woman and girl deserves good health as a basic right. Therefore, our goal is to make sure that every woman can access good healthcare and the necessary information to make informed decisions regarding their well-being. Furthermore, we firmly believe in the power of social resilience and community support for the empowerment of Melanesian women. Through our programs and initiatives, we cultivate strong networks and support systems that empower women to overcome challenges and lead fulfilling lives. Collaboration and cooperation among women, communities, and stakeholders are key drivers of positive change.

By leveraging our well-being indicators toolkit, Melanesian Women Today effectively evaluates and monitors the progress and impact of our initiatives. These indicators provide a comprehensive framework to comprehend and address the unique needs and aspirations of Melanesian women in the region. They guide our organization in assessing our impact, ensuring that our programs and interventions effectively tackle the specific challenges faced by women in the Melanesian region. Moreover, these indicators play a vital role in redefining well-being within the Melanesian context, acknowledging the significance of cultural heritage, traditional knowledge, and social resilience. By emphasizing happiness, access, knowledge, health, and social resilience, we foster a more inclusive and holistic understanding of well-being, empowering women in the Melanesian region to lead fulfilling lives while embracing their cultural heritage.

Furthermore, by employing these well-being indicators, we identify areas for improvement, allocate resources effectively, and collaborate with stakeholders to address gender inequalities and promote the well-being of women. These indicators empower us to advocate for policies and programs tailored to the specific needs and aspirations of Melanesian women, fostering positive and sustainable change throughout the region. These indicators are also backed by years of research by the Vanuatu government through and our own research in and off the field. Through the utilization of this well-being indicators toolkit, Melanesian Women Today ensures that our efforts are guided by a comprehensive and inclusive understanding of well-being indicators. We prioritize the values, traditions, cultures, and aspirations of the Melanesian women, communities, and groups we work with.

Our goal is to create a future where every Melanesian woman can achieve her greatest potential, live a life of respect and empowerment, and make meaningful contributions to her community. We sincerely appreciate your involvement in this transformative journey of promoting well-being and empowerment in Melanesia. Together, let's shape a brighter future where women thrive and communities flourish.

Category Well-Being Indicators Description
Access Indigenous Lands Measures unrestricted access to ancestral lands, allowing engagement in cultural practices and livelihoods without barriers.
Forest and Marine Resources Assesses freedom to utilize forest and marine resources for sustenance, economic activities, and cultural practices without limitations.
Traditional Wealth Items Focuses on the ability to obtain and utilize traditional wealth items, such as artifacts and heirlooms, which hold cultural, social, and economic significance.
Employment and Income Examines access to employment opportunities that provide fair wages, decent working conditions, and economic empowerment.
Financial Services Measures availability and accessibility of financial services, such as banking and credit, to promote economic empowerment and inclusion.
Services and Infrastructure Evaluates availability and accessibility of essential services and infrastructure, such as education, healthcare, and transportation.
Satisfaction and Trust Reflects level of satisfaction and trust in services provided and service providers, indicating effectiveness and responsiveness of delivery systems.
Knowledge Language Assesses preservation and use of Melanesian languages, acknowledging their cultural importance and role in identity and communication.
Traditional Knowledge Measures extent to which Melanesian women possess and can pass on traditional knowledge, including indigenous practices, rituals, healing methods, and ecological wisdom.
Production Skills Examines proficiency and continuity of traditional production skills among Melanesian women, such as weaving, pottery, carving, or other crafts that contribute to cultural heritage and economic activities.
Academic Participation and Attainment Focuses on enrollment, participation, and educational achievements of Melanesian women in formal academic settings, promoting equal access to quality education and skill development.
Literacy Measures level of literacy among Melanesian women, emphasizing their ability to read, write, and comprehend information in their native language and other relevant languages.
Physical Health Food Security Assesses availability, accessibility, and affordability of nutritious food to ensure consistent access to an adequate and balanced diet.
Participation in Organized Sport Measures engagement of Melanesian women in organized sports activities, contributing to physical fitness, well-being, and social interaction.
Substance Use Focuses on the consumption patterns and potential impacts of substances like kava, alcohol, tobacco, and betel nut on the health and well-being of Melanesian women.
Immunization Tracks immunization coverage of Melanesian women, particularly for preventable diseases such as diphtheria, pertussis (whooping cough), and tetanus.
Illness Examines the prevalence and incidence of illnesses, diseases, and health conditions affecting Melanesian women, with a focus on healthcare access and treatment options.
Disability Addresses the well-being of Melanesian women living with disabilities, emphasizing their rights, inclusion, and access to support services and opportunities.
Social Resilience Social Connections Acknowledges the importance of social connections and networks in promoting well-being, focusing on inclusion and integration of Melanesian women within their communities.
Social Support Measures availability and strength of social support networks for Melanesian women, including family, friends, and community, which contribute to their emotional, psychological, and material well-being.
Reciprocity and Exchange Evaluates presence and effectiveness of reciprocal relationships and exchange systems within Melanesian communities, promoting social cohesion, cooperation, and mutual assistance.
Gender Equality Addresses level of gender equality and empowerment of Melanesian women, emphasizing their rights, opportunities, and access to decision-making processes.
Trust Measures the level of trust among Melanesian women and their communities, indicating social cohesion, safety, and cooperation within the social fabric.
Safety and Security Assesses the safety and security of Melanesian women, focusing on protection from violence, abuse, discrimination, and other threats to their well-being.
Traditional Governance Recognizes the importance of traditional governance structures in Melanesian societies, assessing their support for the well-being, rights, and participation of women.
Ceremonial Participation Measures the involvement of Melanesian women in cultural ceremonies, rituals, and traditional practices, acknowledging their role in preserving cultural heritage and enhancing well-being.

Taken from Vanuatu National Statistics Office: Well Being Report

 Where We Work

These countries and their residents are the main focus of the work done by Melanesian Women Today: Papua New Guinea, Solomon Islands, Vanuatu, New Caledonia, and Fiji

 Our Program Partnership Policies

ALL PROGRAMS UNDER MELANESIAN WOMEN TODAY MUST ADHERE TO THE EIGHT CORE PRINCIPLES:

AGENT OF CHANGE:

MWT supports the right of women, girls/youth in Melanesia and recognize their efforts to become key agents of change and opportunities of being stewards of resources in their own respective communities and country.

SOLIDARITY:

We practice solidarity with the women and girls in Melanesia by ensuring anatomy and assisting with their right to self-determination based on their needs, priorities and visions for the future.

RECIPROCITY:

We heed to the Melanesian value of reciprocity that everything and everyone is interconnected, interdependent and interrelated. We believe that identity comes from connections, therefore putting an emphasis on “we” and “us”, and less on”I” and “me”.

Our work with the women and girls is strongly rooted in the Melanesian value of reciprocity. Thus building relationships is important to MWT and is the foundation of our work, governed by an understanding of mutual respect; honest exchange, recognition of different roles and the shared responsibility of strengths and benefits.

SELF-DETERMINATION:

MWT values the rights of women and girls to self-determination as well as their right to determine their livelihood from a political, socially, culturally, and economic standpoint.

Self-determination in our work in Melanesia is valued by working with the women and girl youth to determine their own economic, social, and cultural development as an agent of change and leaders in their communities. We provide a platform for them to exercise their rights and allow them to have full autonomy over their programs and provide resources to help them be successful.

INCLUSIVENESS:

We embrace diversity, equity and inclusion in our nonprofit’s operations, as well as model our three core values as we advance our mission. We believe that embracing diversity, equity, and inclusion in our work is a way to intentionally make room for positive outcomes to thrive, whether in the nonprofit capacity building or public policy spheres.

We adopt practices that promote inclusiveness, diversity, and equity for all and by being transparent in our internal dialogue and encouraging our staff and board members to reflect, listen to each other, and learn from each other’s experiences.

NETWORKS, COLLABORATION AND ALLIANCES:

At MWT, we believe in the power of strategic alliances; we advocate for healthy and effective inter-cultural collaborations, and encourage meaningful networks between the women, youth, island nations, other NGOs, and affiliated individuals and groups to be a force for change in enabling the women and girls of Melanesia to lead a productive, healthy, and fulfilling life in these three areas:

  • Empower Women and Girls as Key change agents.

  • Empower Women and Girls as Key agents to activate and mobilize individuals in their communities to build self reliance.

  • Empower women and girls as key agents to engage and forge effective partnerships with their local government and community leaders.

We do networking, collaboration, and alliances in our work by taking on the responsibility of being a grant driven organization. We host networks and spaces that embody cross cultural, supportive connections between Melanesian women, youth, and their potential allies.

TRUST:

We work to build positive, respectful relationships with the women and girls in Melanesia and their local communities as well as allies by investing in processes that foster lifetime relationships.

Trust in our work is exhibited by entrusting the women and youth as the key agent of change in having full autonomy of the programs that are under the organization.

TRANSPARENCY:

We commit to being transparent to our values and programs by promising accountability and demonstrating excellence in our actions.

Transparency in our work is practiced through self evaluation, continuous learning, and being strategic in our planning and collaboration on a regular basis while sharing our outcomes.


Our Program Model

Melanesian Women Today seeks out existing programs in communities that want to grow into an organization but do not know how to formally create a non profit organization. Programs can take advantage of being part of Melanesian Women today by receiving fundraising and grant help, banking, accounting and record keeping, legal advice, reporting, and consulting as well as professional development which are all offered because of MWT’s non profit status.

All programs are designed and contextualized from a Melanesian approach. The programs retain full ownership and operate autonomously. Program solutions to local issues need to be innovative, sustainable, and impactful at the systemic and root levels of social and cultural issues.

 

1. What is your Program About?

Tell us what your program is about and how long it has existed.


2. Do you have 10-20 Members?

All programs have to have at least 10 or more members to be considered a program under MWT.

3. Do you have a Committee and a Chairperson?

Each program needs to have a committee and a chairperson.


4. What is your Mission and Goals?

Tell us your program’s mission and goals.


5. How Do We Work Together?

Each program will have an MOU (memorandum of understanding) which is a formal agreement for how the program and Melanesian Women Today can work together.

Interested in bringing your program to Melanesian Women Today?


CONSTITUTION OF THE MELANESIAN WOMEN TODAY ASSOCIATION INCORPORATION

PART 1        PRELIMINARY MATTERS

1        Interpretation

In these Rules, unless a contrary intention appears:

2        Name of the Association

The Association shall be called the Melanesian Women Today Association Incorporation

3        Objectives of the Association

The objectives of the Commission are:

(a)        to provide information for the purpose of educating women throughout the Melanesian Countries in the South Pacific via the association’s website and conferences; and applications for mobile phones.

(b)        To coordinate efforts aimed at improving women’s lives across the Melanesian Countries.


PART 2        MELANESIAN WOMEN ASSOCIATION INCORPORATION

4        Establishment of the Association

(1)        The Melanesian Women Association Incorporation is established.

(2)        The Association is:

(a)        a body corporate with perpetual succession; and

(b)        to have a common seal; and

(c)        capable of suing and being sued.

5        Composition of the Association

The Association consist of the following persons:

(a)        a Committee Executive Officer; and

(b)        a committee consisting of six members

        (c)        Open membership to citizens of Vanuatu


PART 3        MELANESIAN WOMEN ASSOCIATION INCORPORATION

6. Power of the Committee

Subject to the Act and these Rules and to any resolution passed by the Association in general meeting the committee:

  1. Is to control and manage the affairs of the Association; and
  2. May exercise all such functions as may be exercised by the Association, other than those functions that are required by this constitution to be exercised by the general meeting of members of the Association; and
  3. Has power to perform all such acts and do all such things as appear to the committee to be necessary or desirable for the proper management of the affairs of the Association.

7. Composition and Membership of Committee

        a. The committee shall consist of the office bearers of the Association each of whom is to be elected at the annual general meeting of the Association under clause ##

        b. The office bearers of the Association are as follows:

                i. 6 Advisory Members

c. Each advisory member of the committee is, subject to these rules, to hold office until the conclusion of the annual general meeting following the date of the member’s election, but is eligible for re-election.

        d. in the event of a casual vacancy occurring in the membership  of the committee, the committee may appoint a member of the association to fill the vacancy and the member so appointed shall hold office, subject to the Rule, until the conclusion of the annual general meeting next following the appointment.

8. Election of Committee Members

        a. Nomination of candidate for election as committee members of the Association:

                i. Nominations for committee members shall be made verbally during the Annual General Meeting.

        b. The ballot for the election of committee members is to be conducted at the annual general meeting is such usual and proper manner as the committee may direct.

9. Casual Vacancies

        a. A casual vacancy in the office of a member of the committee occurs if the member:

                i. dies, or

                ii. Resigns  office by notice in writing given to the director; or

                iii. Becomes a mentally incapacitated person; or

                iv. is absent without the consent of the committee from 1 consecutive meetings.

                v. is convicted of an offence involving fraud or dishonesty.

10. Removal of Committee Members

        a. The association in general meeting may by resolution remove any member of the committee from the office of member before the expiration of the member’s term of office and may by resolution appoint another person to hold office until the expiration of the term of office of the member so removed.

11. Committee meetings and quorum

        a. The committee must meet at least  1 time in each period of 12 months at such place and time as the committee may determine.

        .b. Additional meetings of the committee may be convened by the director or by any member of the committee.

  1. Oral or written notice of a meeting of the committee must be given by the director to each member of the committee at least 48 hours before the time appointed for the folding of the meeting.
  2. Notice of a meeting given under subclause c must specifiy the genral nature of the business to be transacted at the meeting and no business other than that business is to be transacted at the meeting, except business which the committee members present  at the meeting unanimously agree to treat as urgent business.
  3. Any 5 members of the committee constitute a quorum for the transaction of the business of a meeting of the committee.
  4. No business is to be transacted by the committee unless a quorum is present and if within half an hour of the time appointed for the meeting, a quorum is not present, the meeting is to stand until the director chooses an appropriate date.

12. VOTING AND DECISIONS

  1. Questions arising at a meeting of the committee are to be determined by a majority of the votes of members of the committee present at the meeting.

  1. Each member present at a meeting of the committee (including the person presiding at the meeting) is entitled to one vote but, in the event of an equality of votes on any question, the person presiding may exercise a second or casting vote.

  1. Subject to clause 11.f, the committee may act despite any vacancy on the committee.

  1. Any act or thing done or suffered, or purporting to have been done or suffered, by committee, is valid and effectual despite any defect that may afterwards be discovered in the appointment or qualification of any member of the committee.

PART 4 – GENERAL MEETINGS

13. ANNUAL GENERAL MEETINGS – HOLDING OF

  1. The Association must hold its first annual general meeting within 18 months after its registration under the Act.

  1. With the exception of the first annual general meeting of the Association, the Association must at least once in each calendar year and within the period of 12 months after the close of the Association’s financial year, convene an annual general meeting.

14. ANNUAL GENERAL MEETINGS – CALLING OF AND BUSINESS AT

  1. The annual general meeting of the Association is, subject to the Act and to clause 13, to be convened on such date and at such place and time as the committee thinks fit.

  1. In addition to any other business which may be transacted at an annual general meeting, the business of an annual general meeting is to include the following:

  1. To confirm the minutes of the last preceding annual general meeting and of any special general meeting held since that meeting;

  1. To receive from the committee reports on the activities of the Association during the last preceding financial year;

  1. To elect committee members of the Association;

  1. To receive and consider any financial statement or report required to be submitted to members under the Act.

  1. An annual general meeting must be specified as such in the notice convening it.

15. SPECIAL GENERAL MEETINGS – CALLING OF

  1. The committee may, whenever it thinks fit, convene a special general meeting of the Association.
  2. The committee must, on the requisition in writing of at least 5 per cent of the total number of members, convene a special general meeting of the Association.

  1. A requisition of members for a special general meeting:

  1. Must state the purpose or purposes of the meeting; and

  1. Must be signed by the members making the requisition; and

  1. Must be lodged with the directory; and

  1. May consist of several documents in a similar form, each signed by one or more of the members making the requisition.

  1. If the committee fails to convene a special general meeting to be held within 1 month after that date on which a requisition of members for the meeting is lodged with the director, any one or more of the members who made the requisition may convene a special general meeting to be held not later than 3 months after that date.

  1. A special general meeting convened by a member or members as referred to in subclause d must be convened as nearly as is practicable in the same manner as general meetings are convened by the committee.

16. NOTICE

  1. Except if the nature of the business proposed to be dealt with at a general meeting requires a special resolution of the Association, the director must, at least 14 days before the date fixed for the holding of the general meeting, give notice to members specifying the place, date and time of the meeting and the nature of the business proposed to be transacted at the meeting.

  1. If the nature of the business proposed to be dealt with at a general meeting requires a special resolution of the Association,  the director must, at least 21 days before the date fixed for the holding of the general meeting, cause notice to be given to members specifying, ir. Addition to the matter required under subclause a, the intention to propose the resolution as a special resolution.

  1. No business other than that specified in the notice convening a general meeting is to be transacted at the meeting except, in the case of an annual general meeting, business which may be transacted under clause 25.b.

  1. A member desiring to bring any business before a general meeting may give notice in writing of that business to the director who must include that business in the next notice calling a general meeting given after receipt of the notice from the member.

17. QUORUM FOR GENERAL MEETINGS.

  1. No item of business is to be transacted at a general meeting unless a quorum of members entitled under this constitution to vote is present during the time the meeting is considering that item.

  1. Five members present (being members entitled under this constitution to vote at a general meeting) constitute a quorum for the transaction of the business of a general meeting.

  1. If within half an hour after the appointed time for the commencement of a general meeting a quorum is not present, the meeting:

  1. If convened on the requisition of members, is to be dissolved; and

  1. In any other case, is to stand adjourned to the same day in the following week at the same time and (unless another place is specified at the time of the adjournment by the person presiding at the meeting or communicated by written notice to members given before the day to which the meeting is adjourned) at the same place.

  1. If at the adjourned meeting a quorum is not present within half an hour after the time appointed for the commencement of the meeting. The members present (being at least 3) are to constitute a quorum.

18. PRESIDING MEMBER

  1. The director or, in the director’s absence, the vice – director, is to preside as chairperson at each general meeting of the Association.

  1. If the director are absent or unwilling to act, the members present must elect one of their number to preside as chairperson at the meeting.

19. ADJOURNMENT

  1. The chairperson of a general meeting at which a quorum is present may, with the consent of the majority of members present at the meeting, adjourn the meeting from time to time and place to place, but no business is to be transacted at an adjourned meeting other than the business left unfinished at the meeting at which the adjournment took place.

  1. If a general meeting is adjourned for 14days or more, the director must give written or oral notice of the adjourned meeting to each member of the Association stating the place, date and time of the meeting and the nature of the business to be transacted at the meeting.

  1. Except as provided in sub clauses a and b, notice of an adjournment of a general meeting or of the business to be transacted at an adjourned meeting is not required to be given.

20. MAKING OF DECISIONS

  1. A question arising at a general meeting of the Association is to be determined by either:

  1. A show of hands; or

  1. If on the motion of the chairperson or if 5 or more members present at the meeting decide that the question should be determined by a written ballot – a written ballot.

  1. If the question is to be determined by a show of hands, a declaration by the chairperson that a resolution has, on a show of hands, been carried or carried unanimously or carried by a particular majority or lost, or an entry to that effect in the minute book of the Association, is evidence of the fact without proof of the number proportion of the votes recorded in favor of or against that resolution.

  1. If the question is to be determined by a written ballot, the ballot is to be conducted in accordance with the directions of the chairperson.

21. SPECIAL RESOLUTION

  1. A resolution of the Association is a special resolution if it is passed by a majority which comprises not less than three-quarters of such members of the Association as, being entitled under these Rules so to do, vote in person or by proxy at a general meeting of which not less than 21 days written notice specifying the intention to propose the resolution as a special as a special resolution was given in accordance with these Rules.

22. VOTING

  1. On any question arising at a general meeting of the Association a member has one vote only.

  1. In the case of equality of votes on a question at a general meeting, the chairperson of the meeting is entitled to exercise a second or casting vote.

23. PROXY VOTES

  1. No proxy votes

PART 5 – MISCELLANEOUS

24. FUNDS – SOURCE

  1. The funds of the Association are to be derived from donations and, subject to any resolution passed by the Association in general meeting, such other sources as the committee determines.

  1. All money received by the Association must be deposited as soon as practicable and without deduction to the credit of the Association’s bank or other authorized deposit taking institution account.

25. FUNDS – MANAGEMENT

  1. Subject to any resolution passed by the Association in general meeting, the funds of the Association are to be used in pursuance of the objects of the Association in such manner as the committee determines.

  1. All cheques, drafts, bills of exchange, promissory notes and other negotiable instruments must be signed by any 2 members of the committee or employees of the Association, being members or employees authorized to do so by the committee.

26. ALTERATION OF OBJECTS AND RULES

  1. The statement of objects and these Rules may be altered, rescinded or added to only by a special resolution of the Association.

27. CUSTODY OF BOOKS

  1. Except as otherwise provided by this constitution, the director must keep in his or her custody or under his or her control all records, books and other documents relating to the Association.

28. INSPECTION OF BOOKS

  1. The records, books and other documents of the Association shall be open for inspection, free of charge, by any member of the committee at any reasonable hour.

29. COMMON SEAL

  1. The common seal of the Association shall include the name of the Association with the addition of the words “common seal” and shall be kept in the custody of the director.

  1. The common seal shall not be affixed to any instrument except by the authority if the committee and the affixing of the common seal shall be attested by the signatures of either of 2 members of the committee or of a member of the committee and the Director or director.

30. SERVICE OF NOTICES

        a. For the purpose of these Rules, a notice may be served on or given to a person:

  1. by delivering it to the person personally; or

  1. By sending it electronically to the member

  1. For the purpose of these Rules, a notice is taken, unless the contrary is proved, to have been given or served:

  1. In the case of a notice given or served personally, on the date on which it is received by the addressee; or

  1. In the case of a notice sent electronically, at the time at which the letter would have been delivered in the ordinary course of post.

31. FINANCIAL YEAR

      a. The financial year of the Association is:

  1. The period of time commencing on the date of incorporation of the Association and ending on the 31st day of December; and

  1. Each period of 12 months after the expiration of the previous financial year of the Association, commencing on 1 January and ending on the following 31 December.

32. DESSOLUTION

  1. The Association may be dissolved by a resolution carried at a general meeting or a special general meeting of members.

  1. The Association shall be dissolved if the number of member falls below the quorum or the school to which the Association is attached is closed.

33. DISPOSAL OF ASSETS ON DISSOLUTION OR CANCELATION

  1. In the event of cancellation under section 10 of the Act or dissolution of the Association:
  1. The assets and funds of the Association shall be used to pay all expenses and outstanding liabilities of the Association;

  1. The assets and funds on hand after payment of all expenses and liabilities of the Association shall not be distributed to members; and

  1. The minute books, accounts and other records, together with the residue of funds, shall be given to a charity or association with similar objects to the Association.