AMERICAN COUNCIL OF THE BLIND 1155 15TH STREET, NW, SUITE 720 WASHINGTON, DC 20005 (202) 467-5081 (800) 424-8666 NORTHWEST LEADERSHIP TRAINING SEMINAR NOVEMBER 18 - 20, 1994 HOLIDAY INN SEATAC SEATTLE, WASHINGTON FACILITATED BY: JOBY WINANS PO BOX 6042 OLYMPIA, WA 98502-0042 (206) 753-9684 ---------- TABLE OF CONTENTS SECTION I. Planning for Success. . . . . . . . . . . . . . . 1 SECTION II. A Guide for Organizing a State or Special Interest Chapter . . . . . . . . . . . 5 Model Documents for Use by Affiliates . . . . . .11 Model Brochure. . . . . . . . . . . . . . . . . .13 Model Sample Letter . . . . . . . . . . . . . . .17 Model Membership Application. . . . . . . . . . .19 SECTION III. Media Relations: Telling Your Own Story. . . . . . . . . . . . . . . . . .21 Crafting a Press Release That Gets Noticed . . . . . . . . . . . . . . . .29 SECTION IV. Affiliate Organization and Operation. . . . . . .35 Sample Agenda . . . . . . . . . . . . . . . . . .41 A Beginner's Guide to Robert's Rules of Order . . . . . . . . . . . . .45 ---------- SECTION V. Basics of Advocacy. . . . . . . . . . . . . . . .49 Creating an Advocacy Network. . . . . . . . . . .55 From Idea to Implementation: How a Bill Becomes Law. . . . . . . . . . . . . .57 Getting Attention . . . . . . . . . . . . . . . .63 Writing Resolutions . . . . . . . . . . . . . . .67 SECTION VI. Fundraising: Where is the Cash? Finding Your Share and Using It to Make Your Affiliate a Success . . . . . . . . . .73 SECTION VII. Leadership Bibliography . . . . . . . . . . . . .81 ---------- PLANNING FOR SUCCESS Prepared by Paul Edwards The American Council of the Blind (ACB) is engaged in a process of self-examination and goal setting. This process will lead to the development of a series of proposals about how we can best work as an organization over the next several years. Every affiliate must engage in this kind of exercise if that affiliate is to be really successful. You can make your own decisions about how to accomplish the process of setting goals and priorities for your affiliate. The model described here is simple and works. Fundraising, membership development, and legislative activities will all work better if you have spent the time it takes to work on a plan for the future. The time when people and corporations will give to an organization because the people it serves are blind is past. If you can point to a particular project on which you are working, you are more likely to receive support. Some affiliates have formed long range planning committees, which have spent a weekend establishing goals. Others have brought their membership together or have held a special board retreat to develop goals and plans. You know which approach will work best for your affiliate. The first step in planning for the future involves setting a series of goals. These goals should be specific and achievable. ACB affiliates are powerful, but we probably cannot guarantee that, for example, every blind person will earn $2,000 a month. Saying we want to improve the "lot" of every blind person over the age of 55 is equally pointless because it is too vague. Formulate your goals by starting with a desirable outcome and following it with specific ways that this can be accomplished. The second part of your goal statement actually becomes the basis for the strategies you will use to carry out the goal. Each of these "strategies" must be subdivided. A strategy will almost always require several different actions or steps before it is complete. These action steps should be specific, small, and arranged chronologically. Just deciding what you need to do first is a big step forward. All ACB affiliates are run by volunteers. It is easy to develop goals, strategies, and even action steps that never get accomplished because somebody "drops the ball." An important part of the planning process must be deciding who will do what and when. You should build into your plans ways of cross-checking activities. One proven approach is to appoint a coordinator for each action step. Set deadlines. Build progress checks into your planning process. Some affiliates have assigned people, such as the president of the affiliate, whose sole job is to monitor the coordinator's progress and suggest ways of speeding up the process. ù Try to schedule big steps so that they coincide with your convention or a Board meeting. This planning allows you to update members regularly. ù If a particular action step is "hung up," use a conference call of the planning group to alter the approach to that action step. You may even have to change leaders midstream if nothing is happening. Try to give the former coordinator a new role so he or she can continue to participate in the organization. ù Even though it may be difficult, put your plans in writing and be very specific about who is to do what, when. See that everyone involved gets a copy in accessible format and build reporting on progress into your Board meetings and convention. ù Communication is crucial! If there is a good paper trail, someone else can be assigned to do a task; the replacement cannot do a good job, if his or her predecessor has nothing written down. To summarize, then: 1. Develop a process for arriving at a set of goals toward which your affiliate will work. 2. Develop goals including the strategies that will be used to achieve them. 3. Divide strategies into action steps with timelines. 4. Build progress reports, evaluation, and written information into the planning process. GOOD LUCK! ---------- A GUIDE FOR ORGANIZING A STATE OR SPECIAL INTEREST CHAPTER Prepared by Patricia Price Copyright 1993 I. The beginning A. Brainstorm with two or three leaders in the parent organization. Determine such things as: 1. Why a chapter should be formed 2. Where interested people might be found 3. Projects that would attract attention, be feasible, and be practical II. Reaffirm the organization's purposes and goals State as concisely as possible in an information flyer or brochure the purposes of the parent organization. Usually, this information will be found in the Constitution and/or Bylaws of the parent organization. Be certain to make them "understandable;" avoid legal jargon. III. Recruitment A. Determine targeted areas: 1. Friends and relatives 2. Organizations of visually impaired persons 3. Ophthalmologists and optometrists 4. Senior centers and meal sites 5. Centers for independent living 6. Retirement villages and retirement homes B. Determine most appropriate method to reach each area 1. Radio and TV public service announcements 2. Item in newspaper 3. Library for the blind and physically handicapped 4. Public libraries, especially those with large print book collections 5. State services for the blind 6. Newsletters of various agencies--Department of Social Service, Red Cross, etc. IV. The first meeting A. Keep it small--10 to 12 people B. Allow time for those present to introduce themselves, tell about their vision, problems, etc. C. Share information about the parent organization-- goals, activities--show copies of information flyer, brochure and newsletter D. Discuss some projects the new chapter could carry out in the community E. Choose a temporary chairperson and secretary F. Set time and place for the next meeting V. Selecting the leadership If possible, choose leaders from different age groups. Select people who are warm, outgoing, enthusiastic, and who have time to devote to the organization. VI. Getting the chapter going A. When to Meet: depends on whether majority of group are working or retired; Saturday afternoon or late afternoon of other days works well for some groups B. Where to meet 1. Centrally located place, other than members' homes, is preferable 2. Senior center 3. Retirement village club house 4. Community room at shopping malls 5. Hospital or clinic 6. Church 7. Library 8. Agency for the blind C. Transportation 1. If possible, arrange so members can use public transportation 2. Arrange car pooling among members 3. Use Dial-A-Ride or other paratransit systems 4. Obtain help from service organizations--Red Cross, Lions Clubs, churches, lodges, service clubs, etc. 5. Subsidize part of taxi fares VII. Forward look A. Keeping interest alive 1. Have interesting programs 2. Keep meetings moving 3. Have interesting projects, the results of which make a difference in members' lives 4. Plan some social events--pot luck dinners, a restaurant meal, bowling, trips, etc. B. Marketing your organization's benefits and opportunities 1. A meaningful house organ in accessible format 2. Frequent communication with members 3. Attractive information flyer and/or brochure 4. Frequent news releases via all media possible a. Newspapers b. Television c. Radio reading services d. Bulletin boards e. Health care facilities and physicians serving people who are vision impaired f. Senior centers g. Retirement villages h. Public libraries i. Appropriate publications of other groups or organizations j. Vocational rehabilitation offices, etc. 5. Listing organization in appropriate directories and trade journals a. State, regional, national and international b. Occupational, if appropriate c. Health care d. Scholarships, if appropriate C. Quality programs 1. Speakers on various topics of interest to the group such as low vision specialists, blind rehabilitation counselors and teachers, mobility instructors, representatives from Social Security, the library for the blind, the post office, etc. 2. Panel discussions of members on their experiences and problems 3. Speakers or discussions on the psychological and social implications of vision loss 4. Visits to facilities serving the visually impaired, to the library, to art galleries or museums with hands-on displays 5. Open mike programs D. Show concern for members 1. Telephone network 2. Support group for those who are losing vision 3. Check on members who do not attend meetings E. Try to develop leadership by having members serve on a variety of committees F. Maintain good public relations G. Network with other handicapped organizations in the community ---------- MODEL DOCUMENTS FOR USE BY AFFILIATES The following documents, including a brochure, a sample letter, and a membership application are provided as models which may be adapted by affiliates to meet their needs. The language in these documents is generic. Phrases in brackets indicate language that must be adapted to make the materials specific to YOUR affiliate's activities and goals. Your material should have a theme which may be based on your organizational philosophy. In addition, consider including information such as: ùThe benefits of membership ùThe goals achieved by the affiliate ùA brief history describing the affiliate's establishment ùA sense of the size and growth of your organization If you are operating with limited funds, you will want to be careful about the wording you use. Strike a balance between being specific enough to make the document come alive while remaining vague enough to ensure that you do not have to constantly revise the information. This material will assist you in recruiting new members and educating the public at large about your organization. These documents must stand alone as a representation of your affiliate. You must make a good first impression! To do so, you should produce the documents neatly, format them for easy reading by people with low vision, and make them appear as professional looking as possible. If you would like to see some "real" samples, please request them directly from other affiliates or contact the ACB national office for assistance. Thanks to several ACB affiliates, particularly the Bay State Council of the Blind, for providing information to be included in this manual. ---------- MODEL BROCHURE NAME OF AFFILIATE AFFILIATE CONTACT ADDRESS [name of state]'s Leading Consumer and Advocacy Organization of People Who Are Blind or Visually Impaired The affiliate is a membership organization of blind, visually impaired and sighted individuals committed to an enhanced quality of life for the state's blind and visually impaired residents. The affiliate offers publications, regional and special interest chapters, informative meetings, and leisure activities for people who want to be aware, and active members of their communities and the world around them. Members and committees work to influence change in many vital areas, including employment, library services, rehabilitation, transportation, civil rights, benefits, and leisure. You are invited to join the growing number of independent and knowledgeable members of the affiliate taking advantage of these exciting activities and programs. Publications Free quarterly newsletter, [mention the name], bringing timely news and features in large print and cassette; The Braille Forum, the American Council of the Blind's (ACB) magazine published monthly in braille, large print, cassette, and IBM compatible computer disk; and ACB Reports, which is a monthly news feature program on the statewide radio reading service. Meetings and Conferences Affiliate chapters, including [mention specific chapter and special interest affiliate names] meet regularly for programs and socializing, plus the Convention, which is packed full of provocative presentations, fun, and fellowship. Advocacy The [affiliate name] holds an impressive track record of valuable representation on boards and working with local institutions like [mention specific organizations, such as the rehabilitation agency with which you work closely] to provide essential consumer input on quality services, braille literacy, guide dog rights, and more. Leisure and Recreation The affiliate is at the forefront of enabling people who are blind or visually impaired to appreciate the rich cultural fabric of the state. [list examples] are examples of services on which the affiliate collaborates to enrich the leisure hours. Legislation Through cooperation with elected officials, the affiliate has successfully sponsored and monitored laws effecting blind people. The organization is respected and called on often to testify at public hearings on such important regulations as the Braille Literacy Act and the Americans with Disabilities Act. Membership in the affiliate provides access to the latest Capitol Hill news via ACB's "Washington Connection" toll free hotline. Information and Referral The affiliate's network of members deliver the answers to your questions about people, products, services, and issues important to individuals with impaired vision. The affiliate is affiliated with the American Council of the Blind and the World Blind Union. It has a board of [indicate number] blind and visually impaired directors and attracts members from all walks of life. Whether you are totally blind, partially sighted, or a friend or relative of a person who is visually impaired, affiliate membership will enrich your life. Through membership or support, you will keep up to date with developments, new products and services, career opportunities, recreational and travel possibilities, benefits, and much more. So join us today, and start receiving opportunities to shape the future, publications with information you cannot get anywhere else, and the chance to meet people who are blind or visually impaired from near and far. YES, I WOULD LIKE TO JOIN THE AFFILIATE _____ Member-At-Large . . . . . . . . . . . . . . . . . . . . $10 Make check payable to the affiliate. _____ Member in Chapter [mention names and locations] You will be contacted with specific dues information. Format preference: _____ large print _____cassette _____ braille IBM computer disk _____ 3.5-inch disk _____ 5.25-inch disk Name: ___________________________________________________ Address: ________________________________________________ City/State/Zip: _________________________________________ Phone: __________________________________________________ Send to: [affiliate name and address] For more information, call: [telephone] ---------- MODEL SAMPLE LETTER Thank you for your recent interest in the state affiliate, the state affiliate of the American Council of the Blind (ACB). The affiliate is a statewide organization of people who are blind or visually impaired. We are interested in improving the educational, economic, and social lives of blind and visually impaired people throughout the state. Three times a year, we publish a newsletter filled with entertaining articles, informative reports and interesting announcements. Published in large print and on cassette, the newsletter will keep you in the know and on the move. Once a year, the affiliate holds a convention, at which members gather to learn of new programs for people who are blind and changes in existing programs. We debate issues with wide ranging impact on our lives. We also enjoy one another's company and conversation. Once a month, local chapters of the affiliate meet to share ideas, views and experiences, as well as to hear from speakers about issues of concern. Chapters meet in [include locations of chapter meetings]. I have included a membership application and brochure for the affiliate and a large print copy of The Braille Forum, the American Council of the Blind's national monthly magazine [optional]. I would be pleased to hear from you regarding the affiliate, ACB or to speak with you about any blindness related problems you may be having. Again, thank you for your interest. Sincerely, The Affiliate President ---------- MODEL MEMBERSHIP APPLICATION NAME: _______________________________________________ HOME ADDRESS: ______________________________________ ______________________________________ HOME PHONE: ______________________________________ OCCUPATION: ______________________________________ BUSINESS PHONE: _________________________________ EXTENT OF VISUAL IMPAIRMENT: _____ totally blind _____ partially sighted _____ sighted PLEASE INDICATE YOUR PREFERENCE FOR RECEIVING ORGANIZATIONAL CORRESPONDENCE: _____ large print _____ braille _____ cassette IBM computer disk: _____ 3.5-inch _____ 5.25-inch COMMITTEE INTERESTS: _____ fundraising _____ public education _____ arts and leisure _____ newsletter _____ transportation concerns _____ membership _____ employment concerns _____ legislative SIGNATURE: ___________________________________________ DATE: __________________ Send your application for membership, along with your check for $_______, to: [affiliate name and address] ---------- MEDIA RELATIONS: TELLING YOUR OWN STORY Prepared by Nolan Crabb There are a variety of ways in which you can tell your affiliate's story to the news media. Some of them are expensive and ineffective while others are inexpensive and effective. Finally, some of them are both expensive and effective. Chances are you want to be able to tell your affiliate's story to the press with minimum expense and maximum effectiveness. The following checklist and supplementary explanations will help you to do just that--get the most public relations bang for your time/money. This checklist assumes you're interested in doing the public relations project as an affiliate rather than hiring a consultant. Believe you can do the job yourself. At this point, you may decide to throw down this handout in disgust--but don't. You'd be surprised how many of us assume that only public relations consultants or Pulitzer Prize-winning writers can tell our story. All too often, we assume that because we don't have hundreds of thousands of dollars in the bank, we can do nothing to interest the media in our activities. Actually, nothing could be farther from the truth. With the sounds of construction of the information superhighway ringing in our ears, it's obvious that more and more alternative media outlets will be looking for information they can publish. And as more and more alternative media outlets join the information-gathering fray, they will be looking for increasingly targeted information on an ever more local level. That translates to greater opportunities for all of us to get the kind of exposure we need and deserve. Evaluate what you know about the media, and learn what you need to know. The two most important things you need to know in order to effectively tell your affiliate's story are the nature of your story and the structure of the media outlet you want to publish it. Begin by answering these questions: A. Is the story in question a feature or hard news? An example of a feature might be a story about two affiliate members who volunteer at a children's hospital and who have completed reading their 500th print/braille book to a parade of preschool-aged patients over a period of two years. An example of hard news might be a story about your affiliate's efforts to secure a separate rehabilitation agency for the blind. Either way, determining what kind of story you have will affect both how the story is told and the media gatekeeper to whom it will be targeted. B. How many and what type of media outlets are available in your state or community? The best story in the world will go nowhere fast if it isn't targeted to the right media outlet in the right community. Chances are the small weekly paper 600 miles from your state capital won't be all that interested in problems your affiliate members have with transportation in the state capital. You should compile a list of all the media outlets in your state. This is a perfect project for even the busiest affiliate member or that member who doesn't want to do much, but is willing to get names and addresses. Fan out the responsibility throughout the state, and you'll have your list in no time. Don't be too sloppy in your list compilation, however. Remember that not every radio or TV station has a news department. The last thing you want to do is send your finely crafted and timely press releases to nonexistent news departments. C. How does the newspaper, TV station, radio station or public access cable channel work? Do specific reporters cover specific subjects or beats? This is usually the case. Is there an assignment editor or someone else through whom your story must pass before it is assigned to a reporter? Often, the names you need to mount a successful media campaign are broadcast or written as part of the publication or production. Learning about media structure and getting names of reporters who cover subjects relevant to your affiliate is vital to your success. D. How important is timing for the media outlet you want to target? Unfortunately, we generally forget that a morning paper has a mid- or late afternoon deadline. If you want to make a real pitch for your story, a pitch that will take some reporter or editor's time, don't show up at 3:45 PM and expect to impress anyone at a morning daily. They'll more than likely impress you with their proficiency at brushing you off. It's a well- known fact in journalistic circles that some of the more unpleasant announcements that emanate from the White House are released on evenings or weekends after the deadlines for many major morning daily papers and TV news organizations have expired. That's true regardless of who's in power. With that in mind, plan events that might involve the media in such a way as to help them facilitate their deadlines. Get all the mileage you can. Once you know your story and the structure of the various media outlets who will cover it, you've placed yourself in an inestimably advantageous position. For example, if a staff member from a Congressman's office will address your convention, you can get more mileage from the story because you now know who the political editor is at your local paper, and you can directly address your information to that person. You can inadvertently pass a quick death sentence on your story by sending it to the wrong reporter or editor. To make sure you get the most mileage you can from your story, answer these questions: A. Who at the news organization will be most interested in my story? B. How does my story affect the state and its residents? This is arguably the most important question you'll ask when it comes to getting mileage out of a story. If you don't know the answer, chances are the story's fuel gauge has passed the E and is well into the red, meaning that your story is about to sputter and stall. Here's an example of what I mean: Let's assume you're working on passage of a bill that would enhance the use of braille in schools in your state. You can write a quick matter-of-fact review of your efforts and submit it in the form of a press release (do you hear that fuel gauge needle bending as it hits bottom?). Or you could tell the press and the people of your state just how braille illiteracy affects them. Instead of a matter-of-fact review of your efforts, you might tell the reporter or editor that 15 blind children in your state may find it difficult to enter college because of poor braille skills. Try to emphasize the importance of education on employment and employment on tax savings. In other words, find a way in which braille literacy affects every reading or viewing member of the state. C. How can I target the story to the news organization? This one's easier than you might initially think. In fact, it's rather obvious. A local radio station won't generally be interested in that part of your convention's exhibit room that includes the CCTV's. But that same radio reporter will become downright animated about audio description or synthetic-voiced reading machines. D. Is there a way I can keep the story alive longer? It's the one-year anniversary of passage of your state's braille bill. You can either ignore it or use that anniversary as a way to highlight progress being made in schools around the state relating to the bill. You might also use that anniversary to present a special award to a school district administrator who has worked extra hard to implement provisions of the bill. Become creative and sincere in presenting awards to various public officials and private citizens in the community who have assisted blind and visually impaired people in some way. Such anniversary celebrations and award presentations may never make the front page, but they will very often make the paper. Don't leave out the little guys. It's very easy to overlook some of the most productive ways to tell your story if you concentrate only on the major newspapers and radio/TV stations which regularly broadcast local news. In many communities, universities offer solid journalism programs that include regular TV newscasts and a daily paper. Don't exclude these possibilities just because they may be students, and don't assume the readership or viewership is somehow inferior or not worth your effort. There are cities in the United States where the college paper is a commercial enterprise that goes head to head with the community's other paper. You should answer these questions when you think of including every possible media outlet: A. Are there radio stations in my state/community which provide Sunday morning public affairs programs? These weekly programs are perfect forums for your affiliate to talk about issues of interest. Even if you ultimately share the program with other disability groups in your community, you can more than adequately tell your story. B. Are there local talk shows where the affiliate can gain exposure? Talk radio is still on the grow, and regardless of what you may think of it, its influence is significant. If you land a spot on a talk show, be sure members of your affiliate are ready to call with pertinent questions about your activities that will allow you to emphasize those activities on the air. C. Is there a cable television company which offers public access channels? The standard joke is that only one or two people ever watch public access TV, but that continues to change as public access channels become more sophisticated and offer more valuable programs. Some public access channels will provide training and give your affiliate the opportunity to do its own programming. D. Would the university or college newspaper be of value in helping tell the affiliate's story? E. Does the agency for the blind in the state/community publish a newsletter in which an announcement about your story could appear? F. Does the local radio reading service make announcements about upcoming events of interest to blind and visually impaired people in the community? G. Do any agencies or organizations in the state/community have telephone information services? Take time to say thanks. If you've answered all the questions in the above steps and acted based on those answers, chances are you've produced a solidly successful public relations experience for your affiliate. Now there's just one thing left to do-- recognize the efforts of the media outlets who disseminated your story. A quick letter to a reporter or editor that just says "thanks" can make a significant difference the next time you approach that reporter or editor with another story. Ultimately, that's what you want to do. Don't focus on building some kind of long-range cozy relationship with a reporter or editor; rather, do what you can in a reasonable manner to make sure your affiliate's name is known among several reporters or editors at the news organization. That's best done with consistent followthrough and a short letter of appreciation. Even if the journalist got a few things wrong, you should write to express your appreciation, focusing on the positive aspects of the story. It's rare indeed when a reporter or editor gets a letter from a story subject. Your letter could well be a press pass of a different sort--the kind that gives you access to the press. ---------- CRAFTING A PRESS RELEASE THAT GETS NOTICED Prepared by Nolan Crabb An integral part of getting news organizations to pay attention to your affiliate lies in your ability to produce a press release that convinces the editorial gatekeepers that your story is important. Frequently, we adopt the mistaken notion that the individual who writes the release must have already won three Pulitzer Prizes and had six books published. The world is awash with public relations consultants who would convince you that press coverage is impossible without big bucks. In reality, excellent press releases can be created by members of your affiliate who are somewhat interested in writing and who are willing to follow a few simple rules. Components of a Press Release None of the suggestions here on press release writing are absolute. They can be adapted to fit your needs. While you have some flexibility, you should try to incorporate the following components into your press releases. A. The date: that's obvious enough; it needs little explanation. The date on which you wrote the release helps the assignment editors determine the timeliness of the release. B. List a contact person or persons: This, too, is obvious, but your release will sail right into the garbage without it. The contact person isn't necessarily someone who wrote the release. It is the person from whom the reporter can glean additional information. C. The phone number of the contact person--both daytime and evening. When should the information be available for release? This is important, especially if the information is date/time sensitive. Most releases say For Immediate Release, but it is possible that you could send a release in which you might say For Release After April 6, 1994 or any other date. E. A headline: While it's not absolutely necessary to headline your release, it's not a bad idea. A good headline gives the assignment editor some idea of what the release is about, and speed and time are essential. Remember, the best headlines contain action verbs. Your headline might read: "Consumer Group Demands Safer Subways" or "Support Group for Newly Blind Expands, Includes Family Members." A headline that's big on action and small on words can make a difference. A Top Flight Appearance What you lack in funding and writing talent, you can make up for in conscientiousness. The degree to which you will be taken seriously is directly related to the number of typographical and grammatical errors you allow into your press release. Don't assume that you can preserve your credibility with an editor by sending in something that's badly typed just because you represent an organization of blind and partially sighted people. If your release looks bad, so do you. Ask the following questions about the appearance of your release. If you can answer "yes" to all of them, chances are you'll get noticed. A. Does my first paragraph get the editor's attention? Don't say "The So-and-so State Affiliate of the American Council of the Blind will hold its convention here Thursday." You might try: "More than 175 blind and visually impaired people will converge on So-and-so Thursday for the statewide convention of the --- Council of the Blind. The convention will feature the largest technology trade show in the state of products designed for use by people who are blind or partially sighted...." You only have a few seconds with that editor to read only a few words before a decision is made about your release. Make sure that first paragraph counts! B. Are all my paragraphs relatively short? Remember, you're not writing a term paper. Say exactly what you mean, be accurate, and keep your paragraphs to no more than two sentences per paragraph. Short paragraphs give the reader the notion that he's reading something short that won't take much time. That's how they think when they write your story for the paper, and that's how you must think when you draft your release. C. Is my press release no longer than two pages? If it's longer than two pages, you've passed the prime time reading window that's opened to you when the editor pulls your release out of the envelope. If you can't tell your story in two pages or less, you'd better rethink the story or rethink the way it's being told. The release is not the story; it's the foot in the door that gives you the opportunity to tell the story in person. D. Is the main body of the release double spaced? It's okay to single space the heading--date, contact person, etc.--but the body of the release should be double spaced. E. If I'm using more than one page, did I number the second page and give an appropriate heading? The top of page two might look like this: Bay State Convention Page -2- You can change that example, of course, but try to keep in a brief heading and page number. Chances are if you staple the release, the staples will be pulled apart for copying. It's best to number and head your second page. Releasing The Release Once you've crafted your release, you have to think about distribution. Ask these questions: A. Can I leave it with a receptionist? Don't do that unless you like life on the edge, unless you're an inveterate gambler. If the receptionist is a real bear who won't let you cross the imaginary boundary, your only choice is to leave it. But make sure you know the name of the assignment editor. It's best to get the release in the hands of its intended recipient in person if you plan to deliver it. But don't disregard the mail. B. Is my list of names and addresses updated? Your public information coordinator in your affiliate should maintain a current list of names of assignment editors for various news organizations in your state. If you haven't used that list in six months, call the news organization and make sure that the name you have is still accurate. The news business is always changing and so are the people who work in it. It's not uncommon for someone to hold a job with a news organization for a year or less before moving on. C. It's been four days since I mailed the release. Should I call the assignment person to make sure it arrived? Absolutely. This is your prime opportunity to find out who covers the issue that deals with your story. It's your chance to make sure the release got there, and it's your opportunity to make a personal contact with the assignment editor or reporter. Failure to make that one call could mean your release gets buried or lost. D. Can I fax the press release even though I've already sent it? The fax machine is one of the best attention- getters you'll ever use. The editor got your release on the governor's pending speech at your convention 10 days ago. This is convention day, and you must get the editor's attention again. Fax the same release you mailed 10 days ago. Update it somewhat so it says "today" instead of April 6. Make whatever grammatical changes are necessary to increase the immediacy of the release, but use the fax machine. No matter how small your affiliate is, you can always find a fax machine, even if you have to go to a store and pay a dollar or two to fax your release, it's worth every penny. While all this may sound involved and overwhelming, remember that a press release can be written in virtually minutes. The actual mine fields are few, and the successes can be many and rewarding indeed. ---------- AFFILIATE ORGANIZATION AND OPERATION Prepared by Patricia Price and Oral Miller Formation, Incorporation and Tax Exemption All important documents regarding the formation of the organization and other documents should be assembled and placed in one central location--such as the organization's office or a security box--for safekeeping. Such records would include, among other things: the corporate certificate (if incorporated), an up-to-date copy of the constitution and/or bylaws, copies of required registration documents, minutes of meetings and copies of federal and/or state tax exemption documents. The maintenance of and preparation of documents required periodically by governmental or regulating bodies should be centralized in one office or with one person, especially if positions such as treasurer or secretary change frequently. Regarding recordkeeping and visibility, we believe that, if possible, an affiliate should not only select and use a permanent records storage location but should also select a fixed address for official communication, financial and public education purposes. This location should be at least a post office box that is checked frequently and reliably, although it should be more complete by including at least a publicly listed telephone number and address. If an affiliate cannot maintain at least a minimally staffed office, the telephone could be connected to an answering machine with an appropriately updated message encouraging people to leave messages that can be responded to promptly and reliably. A permanent address and telephone number would increase the visibility of the organization, make it possible for it to be contacted easily and add to its status as a permanent organization, not simply a collection of blind people who meet from time to time around the state. The usefulness of a telephone number could be enhanced by the use of a statewide toll free system which would hopefully include listings in telephone directories in the major cities of the state. Obtaining state or federal tax exempt status requires a separate application process; adoption of non-profit objectives and charitable purposes does not in itself make the organization tax exempt. Maintenance of such status usually requires the periodic filing of reporting documents and payment of fees to appropriate government officials. Constitution, Bylaws and Other Operating Rules Affiliates should examine their governing rules in order to eliminate unnecessary conflicts with the few requirements of the American Council of the Blind (regarding such matters as minimum age of members, membership records and dues) and in order to interface more efficiently with those requirements. Those rules should be reviewed to ascertain whether they reflect current practice of the organization and should be updated if they do not. They should be sufficiently specific to avoid jurisdictional conflicts, without attempting to foresee every possible situation, and should spell out the duties of officials and standing committees adequately to avoid confusion. Although changes in governing rules will be necessary from time to time, they should serve as the governing foundation of the organization and should not be "tinkered with" frequently. Planning and Conduct of Meetings Although some meeting dates and places may be by tradition or custom, written notices of meetings should be sent out to all expected attendees or published in a publication which most attendees usually read within a reasonable time before each meeting. An agenda also should be prepared and distributed for review and possible revision. There should be a real reason for each meeting and there should be an understanding beforehand as to what is to be accomplished. Each meeting, regardless of its size, should be conducted in an orderly and timely manner. This discussion is followed by a sample meeting agenda (with clarifying suggestions and explanations) and a beginner's guide to parliamentary procedure for the conduct of meetings. Although an organization may choose to use a basic authority such as Robert's Rules of Order, Newly Revised as its primary source of authority, it may also adopt separate rules in appropriate cases, and those rules should be clearly spelled out. On the other hand, when different rules or policies are adopted, efforts should be made to prevent them from being so drastically different from the rules of their organizations as to make cooperation with those organizations difficult or impossible. Records and Record Keeping Systems Among other types of records that should be maintained are financial records, resolutions approved by the membership or board of directors, relevant correspondence, membership lists (current and former members), lists of contributors and supporters, and lists of volunteers. If feasible, a comprehensive database or easily retrievable information file should be established to include the names, addresses and phone numbers of all officers, directors and committee members, past and current members, past and current donors/contributors, volunteers, newspapers, television and radio stations, agencies, senior centers, libraries, state and national legislators, etc. This file or database should also indicate whether each member is blind or sighted. This database or information file will serve as the basis for membership retention and recruitment, fundraising appeals, public relations activities and dissemination of information about the affiliate. If such information is retained as a computerized database, it should be backed up frequently. A set of backup materials should be held in another location and there should be a hard copy document of the data. Transfer and Storage of Records As financial and other records are transferred from one elected official to another, there should be a periodic examination of the records for purposes of purging them or preparing them for separate storage. If records are stored separately (such as in a commercial storage facility), sufficiently specific records should be kept as to what is stored in order to facilitate retrieval if necessary. Likewise, it will be necessary to transfer computerized records from one official to another and, at that time, care should be taken not to lose any important information. If computerized information is stored separately on disk, there should be sufficiently specific information on hard copy as to the content of the stored information to make retrieval possible. Conduct of Regular, Repeated or Intermittent Business Transactions The affiliate should develop a system for the timely payment of regular and intermittent bills, for the billing of present members for dues and for the transmission to the ACB national office of information regarding current affiliate officers, key committee chairpersons, convention dates, etc. There should be a clear understanding as to which affiliate official is responsible for submitting the annual membership update information to ACB and, if the membership list is to be sent to another affiliate official for informational reasons, that official should transmit the membership list promptly to the person responsible for updating and returning it to ACB. Likewise, any affiliate officer or director who receives information from ACB for dissemination to other affiliate members should distribute it promptly and, if appropriate, follow up to see that any requested actions (such as the writing of grassroots letters to Congress) are taken. Membership Recruitment and Fundraising Steps that are recommended for membership recruitment are contained elsewhere in this book. Fundraising recommendations, based on the recommendations of an experienced non-profit fundraising consultant and recommendations made at training workshops conducted by Independent Charities of America, will be discussed elsewhere in this manual and at a separate session of this workshop. ---------- SAMPLE AGENDA (With Explanatory Comments and Suggestions) Prepared by Brian Charlson and Oral Miller I. Call to Order A. If the announcement of a meeting mentions a starting time, the meeting should start at that time. Consistently adhering to this rule will cause your members to anticipate the need to arrive on time. B. The chair should review the agenda and ask for any additions or deletions. II. Roll Call A. A roll call of the voting and non-voting members of the organization may be conducted by the secretary from a prepared list; or those present may be asked to introduce themselves (unless a roll call or list of introductions would be wasteful of time due to the number of people involved). B. If a roll call is conducted, visitors should be requested to introduce themselves as well. C. The chair should explain the absence of any member who took the time and effort to apprise the chair that they would be absent. III. Approval of Minutes A. The secretary should present the minutes of the previous meeting for adoption by the membership, either by reading them aloud or by calling for them to be adopted as distributed, if they were mailed to members prior to the meeting. B. If the minutes are not ready or are not available for any reason, a motion to postpone their adoption should be made and passed. IV. Treasurer's Report A. The treasurer should give the balance of the organization's accounts as of the last meeting, indicate the expenditures and receipts since that time and give the new balances for each account. B. If any changes in the budget of the organization are being recommended, the treasurer, in cooperation with the chair of the budget committee (if there is a separate chair), should outline them and then turn the meeting over to the chair for any discussion and voting. V. Officers' Reports A. The president may give a report on any activities undertaken since the last meeting and should take this time to announce any committee appointments. B. If the organization has assigned specific duties to other officers other than those assigned under Robert's Rules or the organization's constitution and/or bylaws, they should make their reports in order of the office they hold: vice president, secretary, treasurer and so forth. VI. Committee Reports A. Chairs of standing committees mentioned in the organization's constitution and bylaws should make their reports first. B. Although the chair may choose to allow the committee chairs to run the discussion of any recommendations from the committee, the chair should preside over all voting. VII. Old Business A. Any item left unfinished or postponed from the last meeting may be placed on the agenda under Old Business. B. Items either "tabled" or "continued" by a motion at previous meetings should be brought before the membership first. C. Items requiring immediate action may be placed after "tabled" and "continued" items. VIII. New Business A. Items under New Business may be placed in any order. B. Upon the discretion of the chair, items may be discussed without a motion being on the floor. C. Any item not disposed of under other agenda items, with the exception of adjournment, may be discussed under New Business. IX. Adjournment A. A time and place for the next meeting should be the final order of business before adjournment. B. Any general announcements may be made at this time prior to adjournment. ---------- A BEGINNER'S GUIDE TO ROBERT'S RULES OF ORDER Prepared by Brian Charlson and Oral Miller Motion to Adopt (Main Motion): Whenever a member of an organization wishes to have the organization adopt a position or undertake an action, the member may "move" that the organization do so. This kind of motion requires another person to "second" the motion and a simple majority vote to be adopted. This kind of motion is debatable, but the length of the debate may be set by either the membership or the chair. Motion to Amend: If the member agrees with the intent of a "main motion," but wishes to change something about the motion without changing its general intent, the member may "move to amend" the motion and offer substitute or additional clarifying language. This kind of motion requires another person to "second" the motion and a 51% majority vote to make the language a part of the "main motion." If the maker and seconder of the "main motion" both agree to the language of a "motion to amend," they may accept the language as a "friendly amendment," and it will immediately become part of the "main motion." This kind of motion is debatable under the same time restrictions as a "main motion." Motion to Refer: If a member wishes to have a matter considered by a committee of the organization before the membership votes on its adoption, the member can "move to refer to committee." This motion requires a "second" and a simple majority vote of the membership. Such a referral may not postpone the "main motion" past the time during which it is effective. This kind of motion is debatable under the same time restrictions as a "main motion." Motion to Table: If a member wishes to defer the debate of a "main motion" and the vote thereon, they may "move to table" the motion until a time specific or until the next meeting of the organization. Unlike most other motions, this motion is not debatable and requires a 67% or two- thirds majority vote. Motion to Vote Immediately (Move the Previous Question): If a member wishes to bring the debate on a "main motion" or any other debatable motion to a close and to vote on the motion on the floor immediately, the member may "move the previous question." This motion is not debatable, requires a "second" and a 67% or two-thirds majority vote. This motion is not to be confused with a "call the question" by a member of the organization from the floor. Such a statement is only advisory and does not have the standing of a motion. Point of Information: If a member wishes to state a point of fact during a debate or ask for specific information on the subject of the motion, the member may "rise to a point of information." The member may then state his/her point or ask his/her question. The member may not debate the motion on the floor. Point of Parliamentary Inquiry: If a member wishes to ask about the appropriateness of a motion or order of business, the member may "rise to a point of parliamentary inquiry." The member must then ask his/her question of the chair or parliamentarian. The member may not debate the motion on the floor. Point of Order: If a member believes the parliamentary rules are being violated, the member may "rise to a point of order." The member must then state his/her point and either abide by the ruling of the chair or "move to overturn the ruling of the chair." If the "motion to overrule" is seconded and adopted by a 51% majority vote, the ruling is overturned. Motion to Adjourn: If a member wishes to bring the meeting to a close, the member may "move adjournment." This motion is not debatable, needs to be seconded and requires a simple majority vote. ---------- BASICS OF ADVOCACY Prepared by Paul W. Schroeder "Our lobbyist in Washington (or the state capital) will get what we want." Right? WRONG!!! Lobbyists, whether professional or volunteer, are able to get a politician to act only when that politician believes that real people--his or her constituents--want something. This is the essence of effective legislative advocacy: our power lies in our membership's ability to deliver clear, consistent messages to policymakers. ACB's effectiveness in improving the lives of people who are blind or visually impaired depends entirely on the willingness and ability of our members to "advocate." Grassroots advocacy, where legislators are confronted by their own constituents, is the most effective lobbying of all, particularly when it is coordinated and complementary to the efforts of the Council's professional lobbying staff. Politicians are extremely sensitive to the interests of their constituents from their federal or state legislative districts. In addition to your role as a constituent, ACB members are an expert information source about the issues important to ACB and blind people. There are a variety of ways to be an effective advocate. Some are very basic; some are more creative. Some require limited work to organize and execute, while others require significant effort. COMMUNICATION IS KEY The three primary ways to communicate your message to policymakers are: þ letters þ telephone calls þ visits Writing Your Legislator Politicians and other decision makers pay attention to their mail. Responding to concerned citizens is good politics and crucial to survival. Every letter counts, especially personal letters. Although most members of Congress receive thousands of letters on many subjects, even a small handful of knowledgeable letters on issues affecting blind people will stand out. Effective letters must: þ Include the writer's name, address and telephone number; þ Arrive at the right time (when an issue is being considered); þ Be concise, polite and short (1-2 pages); þ Have purpose stated in the first paragraph; þ Cite bill or policy by name or number, if you know it; þ Say whether you want a legislator to support, oppose, or change a policy and why; þ Be factual and speak from your own experience or knowledge; þ Never make threats. To increase the impact of your letters, they should be handwritten or typed on plain paper. Form letters or letters which appear to be written by a lobbyist are not as effective as letters which are written by a concerned individual in his or her own words and style. Using the Telephone to Contact Your Legislator Politicians and decision makers also pay attention when citizens take the trouble to call and convey their views. Calls are most effective just before a vote or other action on a proposal so that the policymaker understands that the issue is important to constituents back home. You can call the local office (which is known as the district office) of the Congressperson or the office in the Capitol (if the Legislature is in session). Communicate concisely: who you are (and, if appropriate, the organization you represent), what you are calling about, and what you want (e.g., support for a bill, opposition to a budget cut, action on a proposal). Making the Most of a Meeting With Your Legislator The absolute best way to get a policymaker to hear your concerns is in a face-to-face meeting. It is especially important to meet with your elected official at home in the district. You have more time to meet and your impact as a constituent is magnified while talking with him or her in the familiar surroundings of the district. Policymakers spend the majority of their time at home in their districts. They are conditioned by activities, events and news in their areas. They are attuned to new developments and what is on their constituents' minds. Whenever possible, schedule an appointment in advance. Only meet with the policymaker when you have some business to conduct. It is generally a good idea to enlist a few other ACB members to attend this meeting with you. Consider the following steps before a visit to a policymaker: þ Decide who will attend the meeting, and plan carefully what will be discussed and who will say what. þ Determine in advance who will serve as lead spokesperson, introducing everyone and keeping the discussion moving. þ Be sure to state who you are and the group, or groups, you represent. þ Ensure that you and your colleagues are thoroughly prepared to discuss the issue of concern. þ Be clear, direct and tactful about what you want (support for a bill, a budget request, policy revisions). þ Try to "package" your information in a way that will be remembered. For example, an anecdote about one individual will be more powerful than a page of statistics. þ Consider asking the policymaker for a quote so that you can use it in your newsletter. þ Anticipate questions from the legislator or the staff member. If you don't know the answer to any question, say "I don't know that answer, but I'll be sure to get the information for you." Let the ACB staff know so we can follow up with you or with the policymaker. þ Thank them for their time (or any of their recent actions of which you approve). þ Don't overstay your welcome. þ Always send a thank you note reaffirming your conversation. If you are unable to get a meeting scheduled, you should try to attend town meetings or other events where the legislator plans to speak. You may be able to ask questions at these events. Your continued appearances at public events where politicians are present will increase your visibility and credibility as a concerned citizen. TWO IMPORTANT TIPS FOR ADVOCATES However you go about advocacy, remember two points: One: Say what you want! Policymakers won't think you are rude for stating what you want, and may think it odd if you don't. Part of their job is to be asked, and part of your job is to ask. Two: You can't be persuasive if you are not understood. Avoid jargon, technical terms or initials (unless you are very certain they are being understood), and be prepared to go over the basics, if necessary. ---------- CREATING AN ADVOCACY NETWORK Prepared by Paul W. Schroeder The key to creating effective grassroots advocacy is to develop a network of locally based volunteers. The rules and guidelines for developing this network are fairly simple. þ Leadership. An effective statewide advocacy network depends on strong leadership by a reliable ACB member who will serve as a liaison between the national office and the ACB affiliate and local chapters. þ Organize by district. The network should be organized according to legislative districts. The ACB national office can help you identify the key Congressional districts in your state. þ District leaders. Each district must have a Volunteer District Coordinator who can respond to initiatives, organize and involve as many ACB members as possible and be willing to devote time and energy to making our presence felt in the district and with the Congressperson. þ District contact team. A district contact team comprised of the coordinator and at least two other members must tackle the job of conducting local advocacy activities. þ Create a telephone tree. An effective telephone tree is essential because it is the quickest way to mobilize members to take legislative action. The telephone tree should link the state liaison to the district coordinator who will then call the contact team members. They in turn must call other ACB members who live in the district. A simple action message must be transmitted consistently throughout this telephone tree. ---------- FROM IDEA TO IMPLEMENTATION How a Bill Becomes Law Prepared by Paul W. Schroeder Although this brief explanation is based on the federal lawmaking process, most states follow a fairly similar process. Legislation In each Congress approximately 10,000 legislative proposals (known as "bills") are introduced in the House or Senate, but only several hundred become law. Most proposed legislation amends a set of laws known as the United States Code. Consequently, many citizens find legislation difficult to read and understand. However, with patience and a little experience, you will find that it is really not so difficult to understand a piece of legislation. In addition, your representative or senators should be able to provide you with an understandable summary of most proposed legislation. Also, don't forget about The Braille Forum as another source of information about legislation of importance to blind and visually impaired persons. All bills must be introduced or "sponsored" by a member of Congress, but members may get ideas for bills from a variety of sources: Congressional staff, special interest groups, constituents and constituent groups, and the executive branch. When a bill is introduced it is assigned a number. House bills are assigned the prefix "H.R.," Senate bills are assigned the prefix "S." After a bill is introduced, it is assigned to one or more committees with jurisdiction over the bill's subject areas. The committee will then send the bill to a specialized subcommittee which will study the bill. Because subcommittees are allowed to focus on specific areas of legislation, bills will receive the most scrutiny and will be most easily influenced while they are being considered by the subcommittee. Your letters, phone calls and legislative visits are particularly important at this point. The subcommittee will conduct hearings on the bill and request comments from federal agencies, special interest groups, and experts in the field. The subcommittee will then hold a "mark-up" session where the bill will be revised or amended. The subcommittee will then vote on whether to approve the bill. After the vote, the subcommittee returns the bill to the full committee. The full committee will conduct separate hearings, make additional revisions, and vote on the bill. The committee may take one of four actions: þ "report" (approve) the bill with a recommendation for passage; þ approve the bill with an unfavorable report; þ reject it; or þ refuse to consider it. If the committee votes to reject the bill or refuses to consider the bill, then the bill "dies in committee" and does not proceed to the full membership of the House or the Senate. If the committee reports the bill, whether favorably or unfavorably, the bill proceeds to the full House or Senate. The full committee also has the power to issue a report to accompany a bill. The committee report describes the purpose and scope of the bill, estimates the costs of the proposed programs, and often includes instructions on how agencies should implement and enforce the law. Committee reports that accompany appropriations bills may include guidelines for how the money should be spent. Ensuring that the right language is included in a committee report can be just about as important as the actual bill language. Much less time is dedicated to the bill once it reaches the floor of the House or Senate. Members are allowed to debate the bill, amend the bill, and then vote to pass or defeat the bill. If a bill is approved, it goes to the other chamber and repeats the committee process. Often this step is omitted because the other chamber is already considering a similar or "companion" bill. It is extremely difficult to convince Congress to make many changes in legislation once the bill has reached the floor. Once both chambers have passed similar bills, a conference committee is formed to work out the differences and draft a comprehensive version of the legislation. The conference committee is made up of members appointed by both the House and the Senate. Conference committee members are almost always members of the committees that originally considered the bill. Once the conference committee agrees on a compromise version, the bill is sent to each chamber for final approval. Certain provisions in the legislation can sometimes be removed by the conference committee, but language which was not in either chamber's bill generally cannot be added by the conference committee. When both chambers have approved the bill, it is sent to the President. The President can sign the bill into law or veto the bill. If the President vetoes the bill, Congress can override the veto with a two-thirds majority vote in the House and Senate. The bill then becomes law without the President's approval. It should be noted that at the end of a Congressional session, any bill which does not reach full vote by a chamber of Congress "dies," and faces the full legislative process the next session--that is, reintroduction, committee assignment, a vote, and then Presidential signing (or overriding a veto)--for it to become law. Implementation After the bill becomes a law, it becomes the responsibility of one or more federal agencies to determine how to implement the law. The agencies draft regulations and define the management of the program. During this process, the agencies are subject to "Congressional oversight." Congress may determine whether agencies are implementing the legislation promptly and abiding by Congress's intentions. This final step in the lawmaking process is often overlooked. However, because Congress usually passes vague laws, the regulations designed to implement a law are often more important than the law itself. In general, federal agencies must follow fairly rigorous procedures in establishing regulations. The agency must first write a draft of the regulations which is known as a "Notice of Proposed Rulemaking (NPRM)." The NPRM is published in the Federal Register and is accompanied with an invitation to the public to send comments on the NPRM to the agency within a set period of time--usually 30, 60 or 90 days. (It is just as important for ACB members to send comments on these NPRMs as it is to send letters to Congress.) The agency must then analyze these comments and eventually publish a "Final Rule" in the Federal Register. This Final Rule includes an explanation of the agency's response to public comments along with the actual final regulations implementing a law. Contacting Your Member of Congress To assure that the legislation that is important to you becomes law, you must exercise your power as a constituent by contacting your representative and senators. To contact your representative, write: The Honorable (name of representative), United States House of Representatives, Washington, DC 20515, or telephone (202) 225-3121. To contact your senators, write: The Honorable (name of senator), United States Senate, Washington, DC 20510, or telephone (202) 224-3121. To find out who your representative and senators are, contact your local library, Board of Elections, or the League of Women Voters. What is a Bill? Here is a brief description of the content of a typical piece of Congressional legislation. A bill is a proposed piece of legislation introduced by either a senator or a representative, and is always subject to change until finally voted upon by both chambers of Congress. A bill usually contains the following: a number (in Congress the number is sequential and is usually preceded by H.R. or S.); a sponsor (the name of a senator or a representative who introduced the bill) often accompanied by one or more cosponsors (other senators or representatives who support the bill); the official title (a brief designation of the bill's intent); status dates (which outline the actions taken on the bill from introduction to whatever stage it has reached in the legislative process); and the text (the body of the bill)-- usually divided into titles (which reflect the scope addressed by the bill). The first title of the bill, title 1, usually contains a short title such as "The Communications Act of 1994." The title usually includes a Table of Contents. It also contains the findings of Congress, and purposes (a description of the reasons for, as well as the intent, of the legislation). Other titles describe the details of the legislation. The titles are divided into sections, usually abbreviated "Sec.," and those sections are further divided into paragraphs designated by letters and numbers. GETTING ATTENTION Prepared by Paul W. Schroeder Legislators generally like people or they would not seek public office. They also like to be appreciated for what they do. Use this to your advantage. Remember to use tact, cleverness, and above all, care and finesse when designing a strategy to seek attention. Try some of these strategies. Invite the legislator to a meeting or, even better, to a ceremony where the media will be present. For example, if your chapter has raised funds to donate technology to a school, an audio described video to a library, or to award a scholarship, ask a legislator to help make the presentation. Develop a relationship with an individual whom your legislator trusts. Most legislators rely upon certain trusted or influential "opinion leaders" in their district. If you are not able to establish yourself as one of those individuals, establish a relationship with someone who is. Generally, you can learn who such individuals are from the local party headquarters, local officials or the local media. Become familiar with the legislator's religious affiliation, club memberships, and favorite "local hangouts." Each of these could be an excellent source of contacts and influence in your advocacy campaign. Establish a working relationship with a member of the legislator's local district staff and capital staff. You can be an excellent resource for an information-hungry staff; if you do not become a "pest," they will appreciate your interest in their boss's work. Create opportunities. Organize a house party for a legislator to meet you and your neighbors; or, organize a disability community meeting or some other meeting of individuals. Such meetings will give you an opportunity to demonstrate the capabilities of blind persons and get your point across at the same time. Use special events to attract attention and make your point. Organize a demonstration of products relating to braille, adaptive computer technology, low vision devices or orientation and mobility. Keeping Interest Few things are more exciting and rewarding than to be a member of a team of individuals battling to enact legislation which they passionately believe is necessary. Legislative advocacy--walking the halls of the Capitol, meeting with legislators, plotting strategy and being quoted in the media--is exciting and fun. What motivates your membership? The first step in advocacy is getting your members interested in the issue. Accomplishing this sounds easier than it is. Try these tips. Communicate a simple, direct and clear message and be sure that your members understand the message. Think of this step as developing a slogan. Describe the negative consequences of inaction and the positive outcomes expected from action. Praise members who take action, even if the action seems trivial. For example, congratulate a member who takes the time to write or call. Consider special advocacy awards. Avoid criticism of "deadbeats." You reap what you sow. Emphasize perspective. Members must understand that legislative advocacy can sometimes seem like one step forward, two steps back. It is a long process, sometimes it can take more than five years to pass a bill. You may lose some battles along the way. Try to encourage your members to learn from a loss. For example, if your proposal lost a committee vote, you now know more about which legislators are really on your side. Since legislation must usually go through two chambers, you can always refocus your efforts on the other chamber for a while, then try the first chamber again later. ---------- WRITING RESOLUTIONS Prepared by Paul Edwards WHEREAS, the writing of resolutions is an excellent way of organizing and summarizing a group's position on an issue; and WHEREAS, writing resolutions is not nearly as difficult or mysterious as it sometimes seems; NOW, THEREFORE, BE IT RESOLVED, by the current Chair of the Resolutions Committee of the American Council of the Blind, on a 727 flying toward Chicago, on this the 16th day of September, that this individual believes that every affiliate should encourage their members to read this article; and BE IT FURTHER RESOLVED, that everyone write at least three resolutions for submission to the American Council of the Blind's national convention each year; and BE IT FURTHER RESOLVED, that the current Chair of Resolutions herewith resigns. Copies of this resolution shall be sent to the President of the American Council of the Blind and shall be graven on the tombstone of the current Chairperson of the Resolutions Committee. Obviously, the resolution that you have just read is a tongue-in-cheek version of the real thing. However, it is written in the correct form and, in spite of its triviality, contains all the elements of a typical resolution. A resolution is intended to explain and justify a position that the writer of the resolution wants the organization, for whom it is being written, to adopt. Typically, a resolution has three to four "WHEREAS" clauses and three to four "RESOLVED" clauses. In my opinion, the shorter the resolution, the stronger it is. If you only need one of each kind of clause, that is all you need to use. "WHEREAS" Clauses The "WHEREAS" clauses are the places where you explain why it is important for the people to whom you are sending the resolution to take some specific actions. These actions are recommended in your "RESOLVED" clauses. The word whereas might be paraphrased as since, because or inasmuch as. You should try to organize these reasons in a logical order. Either organize the reasons chronologically or from the general to the specific or in some other way that you, as the writer, believe is appropriate. Remember, your "WHEREAS" clauses are your justification for what you are asking. They need to be persuasive, and they need to flow toward a clear ending place that will leave people completely understanding why you want something done. Another way to look at the "WHEREAS" clauses is that they are where you state the problem, while the "RESOLVED" clauses are where you propose a solution. One method of approaching this process involves making a short list of the reasons why an action should be taken. Once you have your list, sort it out into the order that seems to be most effective; you are ready to actually start to write your resolution. However, writing the resolution will now take very little time. You may find that you just have to put the word "WHEREAS" in front of each reason. "RESOLVED" Clauses Now that you have identified a problem or outlined an issue, it is time to answer the question: "What do you want to do about it?" Before you can do that, there is some boiler plate language that has become traditional in putting together resolutions. After the "NOW, THEREFORE, BE IT RESOLVED," you need to say by whom, in what kind of meeting, when and where. Once you have gotten past all that, you're ready to write down what it is that you actually want to happen that will affect the problem you have already described. Be sure that you include somewhere in your "RESOLVED" clauses what you expect to be done, who you expect to do it and how you expect them to know about what you want. Sometimes organizations have adopted wonderful resolutions, but because there was no clear indication of who was responsible for sending it out or of who was to receive it, nothing happened. Your "RESOLVED" clauses can be done just the way you did your whereas clauses. List the things that you want done and then put them in the most logical order. Always state last where you want the resolution to be sent. Some Last Hints Really that is about all there is to writing resolutions! It does not mean that you will always write wonderful resolutions. Like everything else that is worth doing, writing resolutions takes work. Your first resolution will not be nearly as good as your fifth or your tenth. Writing resolutions is also sort of an art. After you have been doing it for a while, you get a feel for how clauses should be organized. Remember, you are trying to be persuasive. Do not be gratuitously insulting unless you are sure that this is the best approach. By the same token, don't dilute your concerns so much with qualifications that people don't believe you are serious. The language and structure of resolutions convinces people that resolution writing is difficult. In fact, it is not that hard. If you follow the steps outlined here, you will soon be writing resolutions that can stand with those written by anyone. The hardest part of resolution writing is the thought that must take place beforehand. Your reasons must be good, and your proposed actions ought to be appropriate and easy to understand. Some of the best resolutions I have ever read have been simple, direct and short. Resolutions are extremely important. This is because they express a position in an organized, reasoned and, usually, succinct way. They also outline the position taken by an entire organization, not just the wild notion of one person. A good resolution is hard for the recipient to ignore! It goes to the recipient as the unanimous position of a whole organization even if it only passed by one vote. Although this section concentrates on writing resolutions, keep in mind that it is not enough just to write and distribute your resolutions. You must use all of your skills as a leader to ensure that the changes you seek actually become a reality. Good luck. Happy resolution writing. Congratulations on mastering a technique that can transform your organization into a powerful, dangerous force because you have learned this simple means of conveying the will of your whole organization to those who need to change! ---------- FUNDRAISING: WHERE IS THE CASH? FINDING YOUR SHARE AND USING IT TO MAKE YOUR AFFILIATE A SUCCESS Prepared by Oral Miller Fundraising is an area which often is not addressed by the leadership of an affiliate or chapter. Leaders may not have skill in fundraising or they may feel uncomfortable asking members to take on the role of fundraisers. But a lack of funds can seriously hamper an affiliate's growth and ability to accomplish its goals. One of the key elements in making a fundraiser a success is to firmly establish a reason for making money. Have a clear idea of why you wish to raise money and attempt to make that reason appealing to those from whom you are seeking the funds. For example, do you wish to start a scholarship program for blind students in your state, are you interested in passing a braille bill to ensure that children have the opportunity to learn braille in school, or do you want to establish a paratransit system to serve blind people in your community? Your activities in public relations are frequently tied closely to your ability to raise funds. You must analyze the community's perceptions and awareness of your organization. For example, consider that who you think you are in the community may not be how you are perceived. You may either need to change your reputation or tap into the community's perceptions of your organization and its goals. Make sure that you create a positive image in the public's eyes. For example, if you borrow a room in a church, community center, or school in which to hold your meetings, inform them of who you are and what your activities are. They may be able to assist you with fundraisers. You may wish to form mutually beneficial partnerships with other groups in the community. You can foster a positive image of blind people by establishing a speakers' bureau in conjunction with their organization, and in exchange, they might be able to sponsor an activity with you. Be careful to protect your good name and reputation since that is your primary asset. Consider cautiously who you endorse and where your name is used. Establishing Your Fundraising Strategy Three basic important questions to consider as you develop a fundraising plan include: 1. From whom will you seek donations of money and/or time? 2. How many man hours are available from the members of your affiliate and chapter? 3. What is your purpose for seeking funds? In establishing your fundraising strategy, you must have the backing of the Board of Directors and other recognized leaders. Leaders must have an appreciation and/or interest in raising funds. Appoint a committee and identify a chairperson. You must have a group of individuals who are willing to examine the logistics of each fundraising project and take responsibility for it from beginning to end. As You Develop Your Fundraising Strategy, Keep in Mind the Five Principal Factors Which Motivate People to Donate: 1. Self-fulfilling Prophecy: People tend to give to organizations that reflect who they are or who they want to be. 2. Guilt: A significant portion of all giving goes to churches, so keep in mind with whom you are competing for funds. Religious giving represents 60% of all giving. 3. Self Interest: People want the organization and its excellent quality to be there for them or others in the future. 4. Pride in the organization. 5. Hope for the future. Most giving is a result of a combination of these motivating factors. Consider which ones you can tap. Fundraising Activities Fall into Seven Major and Several Minor but Important Areas: 1. Special Events: These activities tend to be very labor intensive and expensive. Examples of such events include black tie dinners, garage sales, concerts, etc. 2. Corporate, Community, and Foundation Funding: Undertaking such a project involves writing a grant proposal which meets their charitable giving program. You may obtain the guidelines for such programs by writing to companies which employ significant numbers of people in your community. Since this kind of project often involves a substantial investment of time, consider employing a college student as an intern either for pay or credit to facilitate this process. Soliciting funds in this manner is competitive, but tapping such a source has the advantage that funds are frequently restricted to local areas. In exchange for the funds, your organization can give the company valuable recognition. 3. Direct Mail Campaign: Such an effort can be expensive to undertake, but an organization can gauge its merits and value. 4. Sponsorships: An organization might be willing to sell an item or provide a service to benefit you. By serving as a source of information about blindness in general or issues of specific interest to them such as employment or accessibility, you can make the arrangement mutually beneficial. You can also demonstrate the capabilities of blind people by participating in the fundraiser alongside the sponsoring organization. 5. Planned Giving: Such a fundraiser involves leaving funds to your organization in a will. You should start with your Board of Directors and other individuals who are perceived as leaders. 6. Quasi-For Profit Ventures: This kind of fundraising activity would involve the provision of a service in the community for a fee. People who work on such a project must be an entrepreneur with a good business sense. 7. Contractual Arrangement with a For Profit Company: In such an arrangement an affiliate earns a percentage of the profits from an event such as a variety show or a concert. In exchange, the for profit company uses the affiliate's name and mission to sell the tickets. Be sure to protect your name if you enter into such an agreement. Have the ability to review the script used by telemarketers to ensure that you are being represented properly. 8. Worksite Campaigns: Perhaps the best known such campaign is conducted by the United Way, which operates through local chapters or divisions and generally imposes operational and fundraising restrictions which many consumer organizations find difficult to meet. Nevertheless this possibility should be explored, especially now that public pressure and competition from other worksite fundraising programs are forcing traditional United Way chapters to offer more options to their donors. A second worksite campaign that might be fruitful is a state employee annual appeal. Not all states conduct such appeals, so inquiries about their possible existence and requirements should be directed to the state office of personnel management in each state capital. Consideration may also be given to application for admission as a local charity in a local campaign of the annual Combined Federal Campaign. The requirements for such admission may be obtained by contacting the Office of Personnel Management in Washington, DC. Technical assistance in connection with this campaign may also be obtained from the ACB national office. One of the extremely important benefits from participation in a worksite campaign is the increased recognition which the organization receives--visibility which, coupled with other actions, could result in long term benefits such as the receipt of bequests. 9. Possible Games of Chance: In some states non-profit organizations are allowed to conduct games of chance such as bingo or to sell lottery-type items such as "pull tabs," but usually under very regulated and restricted conditions. Also, such activities, if permitted must generally be conducted on an ongoing versus intermittent basis--and always under very regulated conditions. After You Have Raised the Funds Once you have raised the funds, be sure to spend them for the purpose for which they were raised. You can spend unrestricted funds for any activity undertaken by your organization, but restricted funds MUST be spent on the activity, such as a scholarship program, for which you said they would be used. Thank the volunteers, the donors who contributed, and any other individuals who made the fundraiser a success. Capture the names and addresses of these people and maintain the list. Mailing lists customarily go out of date at a rate of approximately 20% per year. You may be able to solicit their donations and/or assistance in the future. Be sure to thank people in your newsletter--not necessarily each person in each newsletter, but a general paragraph of thanks is beneficial. If you are unable to write individual thank you letters and you prefer to send people their check as their receipt, at least purchase a thank you stamp and stamp each check. People can never be thanked too much. All non-profits are required to acknowledge donations of $250 or more by law. Individuals who donate money must receive this acknowledgement before they file their taxes, and the acknowledgement must state that they received no goods or services for the money. Send your donors and volunteers your newsletter along with special invitations to events. It is important that people perceive you as busy, important, and active. Remember that how a donor is acquired is likely to be the way that he or she will continue to support you. Usually, the organization that benefits from the funds is secondary. ---------- LEADERSHIP BIBLIOGRAPHY Prepared by Kim Charlson Leadership, Meetings, and Parliamentary Procedure GETTING BETTER RESULTS FROM THE MEETINGS YOU RUN by Michael Renton. BR7828 & RC28972. Designed to help leaders do a better job of conducting meetings and group discussions. This manual offers advice on such topics as group involvement, clarifying problems to be resolved, obtaining necessary facts, drawing on experienced individuals, and making sure everyone is in agreement and knows their assignments. GUIDE TO GOOD LEADERSHIP by Kenneth Wells. BRA997. Discusses types of groups--social, study groups, service organizations--and explains the role of the individual as a member and as a leader. The qualities of leadership, likely problems, and conducting meetings are covered. MEETINGS, MEETINGS: HOW TO MANIPULATE THEM AND MAKE THEM MORE FUN by Winston Fletcher. BR5789. An amusing handbook by a London ad executive who offers psychological discoveries, tricks and techniques, and ploys and strategies for harried meeting-goers. The witty advice covers body language, brainstorming sessions, games to relieve your boredom, and the seven deadly skills of meeting makers. SO YOU WERE ELECTED? by Virginia Bailard. BR538 & cassette through interlibrary loan CBT 1902. A guide to parliamentary procedures and the duties and qualifications of club officers, with ideas and practical advice for the organization of social events. ROBERT'S RULES OF ORDER, NEWLY REVISED by Henry Robert. BR1862 & RC18558. The second complete revision of the parliamentary procedure manual written in simpler terms. Includes some new material and an expanded index. COMO CONDUCIR JUNTAS by Alberto Diaz Ramirez. RC25744. (Spanish language) The author, a specialist in business administration, analyzes the nature, composition, and internal processes of meetings. He also presents a variety of techniques and secrets for planning and directing meetings, including ways to deal with participants who may be hostile, apathetic, loquacious, negative, or otherwise disruptive. Public Speaking and Presentations THE ART OF PUBLIC SPEAKING by Ed McMahon. BR6595. Guide on making a successful speech by the familiar television announcer. Offers reassurances that audience members are with--not against--the speaker. The main thrust is that a speech takes lots of careful planning and that speakers should research information about the audience, the location and the purpose of the event. Also included are tips on using vocabulary and humor. I HATE TO MAKE SPEECHES: HELP FOR PEOPLE WHO MUST by John Quick. RC8544. How to make your words and ideas count in effective speech making. Deals with stage fright and handling group discussions. POWERSPEAK: THE COMPLETE GUIDE TO PERSUASIVE PUBLIC SPEAKING AND PRESENTING by Dorothy Leeds. BR8058 & RC30707. A guide for those interested in improving their ability to speak in public. Topics include overcoming fear, six major speaking faults, how to begin, and a checklist for evaluating performance. OSGOOD ON SPEAKING: HOW TO THINK ON YOUR FEET WITHOUT FALLING ON YOUR FACE by Charles Osgood. BR7305. CBS correspondent Charles Osgood offers folksy, witty advice on overcoming the fear of public speaking, and becoming a good public speaker. He offers suggestions on preparing for your speech, putting yourself and your audience at ease, and ending your presentation. SPEAK UP WITH CONFIDENCE: HOW TO PREPARE, LEARN AND DELIVER EFFECTIVE SPEECHES by Jack Valenti. Cassette through interlibrary loan (CL BRL CBB- 533) The popular and well known president of the Motion Picture Association of America, and one-time speech writer for President Johnson, taps his experience to offer advice on all aspects of the planning, writing, memorizing, and delivering a speech. Particular emphasis is put on length, content and the importance of knowing to whom one is speaking. Fundraising THE ART OF FUNDRAISING by Irving R. Warner. RC16308. Provides clearly stated and frequently blunt advice for anyone involved with raising money for a worthy cause. The emphasis is on organizational aspects, especially the selection of leaders, and on money-raising events and techniques. FUNDRAISING EVENTS: STRATEGIES AND PROGRAMS FOR SUCCESS by Ralph Brody. BR7713. Written for professionals as well as volunteers, this book discusses fundraising events such as fairs, sports tournaments, auctions, tours, dinners, and raffles. The author explains how to select the appropriate event and to plan, budget, promote, and implement it. THE GIFT OF WINNING FOUNDATION GRANTS by Howard Hillman. RC17171. Describes ten steps for the grant seeker, including how to identify the best foundations to approach and how to write a formal proposal. Analyzes the differences among foundations, lists services and publications available to the grant seeker, and provides a sample proposal. THE GRASSROOTS FUNDRAISING BOOK: HOW TO RAISE MONEY IN YOUR COMMUNITY by Joan Flanagan. Cassette through interlibrary loan (NJ-B C1489A) An introduction to methods of raising money for organizations within the local community, describing step-by-step activities from organizing committees to banking the profits. HOW TO SHAKE THE NEW MONEY TREE: CREATIVE FUNDRAISING FOR TODAY'S NON-PROFIT ORGANIZATIONS by Thomas G. Dunn. BR7490. The author describes dozens of innovative, alternative methods of fundraising, particularly the "show us" techniques in which donors receive something tangible, such as a membership, record album, or button, in return for their donations. NOTE: Recording for the Blind (RFB) also has a number of leadership-related books in its collection. A one time membership fee of $25 is required to access RFB's holdings. To inquire about a reference search, please contact RFB at (609) 452-0606 and ask for the reference section. You may inquire about a specific book if you are a registered borrower by calling (800) 221-4792 and providing your customer identification number