A GUIDE TO ESTABLISHING AN AFFILIATE OF THE NATIONAL ALLIANCE OF BLIND STUDENTS Published by: National Alliance of Blind Students 1155 15th Street, NW, Suite 720 Washington, DC 20005 (202) 467-5081 (800) 424-8666 TABLE OF CONTENTS Introduction....................................................1 Basic Guidelines................................................2 What Do You Need to Start? What Do You Need to Do to Apply for Affiliation? Some Things to Consider Membership Guidelines...........................................9 Model Membership Application Model Brochure Ideas for Recruiting New Members Essential Tips for Membership Retention Sample Membership Renewal Letter Communication Guidelines.......................................18 Importance of Newsletters Media Relations: Telling Your Own Story Crafting a Press Release That Gets Noticed How to Hold a Successful Meeting...............................32 Sample Agenda A Beginners Guide to Robert's Rules of Order Fundraising Guidelines.........................................43 Where Is the Cash? Finding Your Share & Using It to Make Your Affiliate a Success Basics of Advocacy.............................................50 Communication is Key Two Important Tips for Advocates Conclusion.....................................................56 Appendix INTRODUCTION The National Alliance of Blind Students (NABS) was founded as an affiliate of the American Council of the Blind (ACB) in 1974. A group of students who were blind and visually impaired sought a voice in the decisions being made regarding such things as reader services, services provided by the Department of Rehabilitation, and other student concerns. To date, NABS members have helped to create and support legislation and product development that meets the needs and concerns of its members. The purpose of this guidebook is to provide the necessary information for individuals interested in creating a strong and successful voice of blind and visually impaired students at the state and local level. The leadership of NABS and ACB encourage and support your efforts in creating a state affiliate of NABS. With this partnership, blind and visually impaired students throughout the nation will have the unity and support to promote equal opportunity for educational programs, communicate and provide constructive feedback to service organizations, and to identify and clarify the specific needs and concerns of blind and visually impaired students. This guidebook was written with the guidance and knowledge of Rob Cook, Jessica Beach, the 1995-96 NABS Board of Directors, and the ACB leaders and staff. Many thanks for the countless hours of assistance and dedication put forth in completing this project. BASIC GUIDELINES WHAT DO YOU NEED TO START? All organizations need a clear set of objectives or goals as the basis of their affiliation. First of all, you and your organizing group or committee should have developed a realistic set of purposes and goals for your new affiliate. Remember, if you are asked at any time to state the objectives of your group, you must be able to clearly explain the purposes of your association and address issues and problems with those purposes or goals in mind. As you near the time when you want to approach NABS with your request for affiliation, you should have previously read a current NABS Constitution in order to be aware of the things that may involve the NABS organization, and therefore, your new state affiliate. A recent copy of the NABS Constitution is included in the appendix of this guidebook. If you would like additional information regarding NABS, contact the American Council of the Blind national office at 800-424-8666. Generally, the purposes and constructs of state student affiliates closely parallel those of the National Alliance of Blind Students. Knowing the NABS Constitution plays a very important role in organizing an affiliate which is in accord with NABS. It makes good sense then, to spend a few moments reviewing the NABS and NABS affiliate constitutions in this guidebook prior to actually starting the process of forming a student group. While working on these preliminary organizational efforts, it may be good to start developing a working relationship with an established NABS or ACB leader. Explore your group's ideas and potential purposes with a NABS Officer, the NABS Liaison, or an ACB state affiliate leader that you may know. It would be most efficient, however, to start with either the NABS Liaison or the current NABS President if you really want to get things off the ground in an informed and positive manner. WHAT DO YOU NEED TO DO TO APPLY FOR AFFILIATION WITH NABS? It is fairly simple to organize the necessities for your group's application to NABS. To be considered for affiliation, you will need to submit the following three things: 1. A constitution or a formal draft of your constitution; 2. A roster of no less than five members and their respective NABS dues and; 3. A cover letter that states your organization's intent to gain admission to NABS as a chartered affiliate. YOUR CONSTITUTION ARTICLE VIII of the NABS Constitution states that an applying affiliate must have concerns or purposes similar to NABS stated within its constitution. Since any group's constitution is to be considered the organization's governing or ruling document, your constitution will exemplify to the NABS Board the philosophy, purposes, and guidelines of your new affiliate. Therefore, drafting a constitution for your affiliate is an essential first step. Do not feel intimidated by the idea of writing or drafting such a document -- the NABS Liaison or the current NABS President will be glad to assist you in any way possible. If you desire the challenge of starting mostly on your own, help may come in the form of reviewing the NABS affiliate constitutions that are provided in this guidebook. Use them as examples, reviewing sections for appropriate language or, after contemplating your constitutional draft, listen to suggestions from the NABS Liaison or NABS President. In any event, do not fear -- a formal proposal or draft of a new affiliate's constitution will suffice for the NABS application process. Accepting a draft of a proposed constitution is often the only way that the NABS Board can facilitate the chartering of an affiliate. Frequently, a new student affiliate may have been unable to meet during their state convention due to the timing of that convention and therefore could not ratify their constitution prior to the NABS convention. By the NABS Board accepting a draft of the proposed constitution, the applying affiliate is allowed to work out such difficulties in an appropriate manner. In short, develop a constitution and put it in a reasonable form as soon as possible. NECESSARY MEMBERSHIP ROSTER AND DUES Of major importance in the application process is the required affiliate membership roster and the submission of the appropriate per capita annual NABS dues for your new membership. According to the NABS Constitution, any applying affiliate needs to have at least five dues paying members listed on their membership roster at the time of application. The affiliate is expected to submit five dollars for each member listed on that roster, submitting the dues to the NABS Board no later than the day of the NABS convention business meeting, at which affiliation is to be voted upon. The per capita annual dues amount which goes to NABS also pays for an ACB membership for each new member. Three dollars of each per capita dues payment of five dollars goes to ACB; the remaining two dollars is reserved for NABS. All ACB affiliates are required to pay this three dollar per capita dues, as is stated in the ACB Constitution. Failure to pay the per capita dues directly to NABS might affect the number of representative votes your affiliate may cast at the convention meetings and elections. APPLICATION AND COVER LETTER When you make your application to the NABS Board, it is best to send a copy of your request for affiliation to the NABS Officers and the NABS Liaison. To each, send a simple cover letter at least two weeks in advance of the NABS convention business meeting which explains your intention to apply for NABS affiliation. Be sure to include in this cover letter your new affiliate's name as stated in your constitution, the next NABS convention at which you hope to be considered, and the names of your elected officers if elections have been held. If your organization has not yet elected a board of directors, then list the names of your organizing committee, with the chairperson listed first. Try to list all committee members' addresses and phone numbers in case any questions arise from the NABS Board. Put the cover letter at the beginning of your correspondence, then follow with the constitution, your affiliate membership roster, and, if possible, include a check to NABS for your total per capita annual dues. If the dues have not been collected by the time the cover letter and roster are sent, the appropriate amount may be submitted at the time of the NABS convention business meeting at which the affiliate is to be voted on for admission. SOME THINGS TO CONSIDER Constitutional Considerations The membership categories for your affiliate and how they are stated within the constitution can cause real headaches if they are not clear or if they seem exclusive in nature. The terms of membership are up to the members, but make an attempt to gain as much public support from all sectors of the public by allowing as many individuals and organizations as possible to join. Success for a group or association that is devoted to enhancing the lives of visually impaired students will not do well if membership is restrictive or exclusively for blind and visually impaired students. (Review other student affiliate constitutions, noting their membership categories and their respective eligibilities.) Affiliation With Your State ACB Chapter Prior to the NABS national convention at which you hope to become affiliated, try to establish an affiliation with your ACB state affiliate. This is something to consult your state leadership about and if possible, should be included in your new student constitution. A new student chapter within a state affiliate usually will gain a tremendous level of support from the state group if they are consulted. A new student affiliate in any state cannot possibly manage what the state or national level offices can. Generally, state presidents and their boards will open the door for newly organized chapters and allow them to use many of their resources including their office equipment and staff time. It is often very easy to increase your student chapter membership if you offer and advertise membership in your student chapter and NABS through a combined publication with the state affiliate. Let the entire state membership know that it is possible to join your NABS state chapter and thereby join the state affiliate and ACB all at one reasonable dues amount. Consult with your state affiliate leadership to pursue this offer to members; this is presently the way several NABS affiliates are growing at a rapid pace and it surely can help any ACB chapter to grow. Give NABS Notice! Usually, an applying affiliate's president or chairperson will come to the NABS convention business meeting to present the application materials. This officer may submit all the necessary materials and turn over the dues amount at this time, but PLEASE -- do not just show up at the convention without prior notice! Try to notify the NABS Officers and the NABS Liaison prior to the convention so that the meetings required to assure your acceptance will be scheduled in a manner convenient for everyone. Who Should Go to the Convention? After you have submitted the appropriate materials and information, a representative of the new affiliate must be present at the first NABS business meeting of the convention. At this time, the NABS Board may ask your representative any questions that will enable the affiliation process to be completed during the convention. The affiliation and chartering can only be approved by the board at the first NABS convention business meeting and only with the approval of the membership present. Come Prepared Remember to review your new affiliate's constitution, as well as the NABS Constitution, prior to your application appearance at the NABS convention business meeting. This reacquaintance with your organization's purposes and governing guidelines should insure a positive representation of your new affiliate and assist in the process of affiliation with NABS. Please feel free to ask any questions that concern the building and affiliation of a new NABS organization by contacting the NABS Liaison at 800-424-8666 (3:00 to 5:30 PM Eastern time). The NABS Liaison may also answer many difficult questions if the NABS Officers cannot do so. Continuing communication with the NABS Liaison and the NABS President has been the hallmark of successful affiliation with NABS. With a little help and a growing knowledge of the NABS organization, anyone can initiate a strong student affiliate, draft a viable constitution and form a NABS affiliate that will endure to enhance the lives of students with visual impairments. GOOD LUCK!!! MODEL MEMBERSHIP APPLICATION This is only a model application, and each student chapter may have different goals and needs involved with their new affiliate. Choose the most appropriate application format by getting a consensus within your formation committee. After building an appropriate application, send them to high school offices and counselors and to the disabled student services offices at junior, community, public and private colleges and universities throughout your state. Do not miss the opportunity to send your materials to the itinerant special educators that service both urban and rural students who are visually impaired. Often the state Department of Education will have a list of names and addresses of all secondary and post secondary schools within the state and should be able to give you an extensive list of schools to send the application and introductory letter or brochure to. Give it a try and be sure to include a good solid contact number for the phone calls you will surely get. [Title Of Affiliate] Membership Application NAME: ____________________________________________________ HOME ADDRESS: _________________________________________ __________________________________________________________ HOME PHONE: ____________________________________________ SCHOOL & MAJOR: _______________________________________ EXTENT OF VISUAL IMPAIRMENT: _____ Totally Blind _____ Low Vision _____ Sighted PLEASE INDICATE YOUR PREFERENCE FOR RECEIVING ORGANIZATIONAL CORRESPONDENCE: _____ Large Print _____ Braille _____ Cassette IBM computer disk: _____ 3.5-inch _____ 5.25-inch COMMITTEE INTERESTS: __________________________________ SIGNATURE: ___________________________ DATE:____________ Send your application for membership along with your check for $_______ to: [Affiliate Name and Address] MODEL BROCHURE As you develop your student affiliate brochure, try to appeal to the broader interests of students as individuals with visual impairments, rather than centering on just the academic advocacy aspects alone. Again, it all depends on the basic goals within your affiliate; check your mission statement or constitutional article which states the purposes of your chapter. Sometimes this triggers a better opening than just a popular appeal, but work within your chapter for positive input. [NAME OF AFFILIATE AFFILIATE CONTACT ADDRESS] Start with your affiliated ACB state chapter's name, as the state's leading consumer and advocacy organization of people who are blind or visually impaired. Bring in the NABS aspect as soon as you identify your affiliation with your state chapter and ACB. It is important to mention the connections to national, state and local issues and services as well as the academic direction of your student affiliate. 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 student 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. NABS/ACB members and committees work to influence change in many vital areas, including academic support and advocacy, academic and cross cultural communication, 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 student affiliate, who are taking advantage of these exciting activities and programs. Publications: Free newsletters, [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; ACB Reports, a monthly news feature program on the statewide radio reading service; and The Student Advocate, the National Alliance of Blind Students' quarterly magazine published in large print and cassette. Mention your state affiliate's newsletters and the rate at which they are sent to members; and do not forget to really talk up the student newsletter and the opportunities it may hold for academically concerned individuals in all walks of life. 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 users rights, and more. Legislation: Membership in the student affiliate provides access to the latest concerns of students with visual impairments through the NABS List Internet bulletin board, as well as current Capitol Hill news via ACB's "Washington Connection" toll free hotline. Information and Referral: The affiliate's network of members delivers the answers to your questions about people, products, services, and issues important to students and individuals with impaired vision. 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 other students and people who are blind or visually impaired from near and far. YES, I WOULD LIKE TO JOIN THE AFFILIATE _____ Member dues $____ amount for combined student affiliate, state, NABS, and ACB membership. Make check payable to the student affiliate. Name: ____________________________________________________ Address: __________________________________________________ City/State/Zip: ____________________________________________ Phone: ____________________________________________________ Send to: [Affiliate Name and Address] For more information, call: [Telephone] IT'S YOUR TURN..... A potential member has contacted the national office for general ACB information and has been referred to you for a follow-up. WHAT DO YOU DO NOW?? STEP ONE: Inform the prospective member of your organization -- what you are, what you do, how to become involved, and what benefits there are to being a part of your organization. Possible ways to do this include: ùA personalized letter which should include a membership brochure and your newsletter ùA personalized invitation to your next meeting and/or special event ùA personal telephone call introducing your affiliate STEP TWO: Establish events and programs specifically designed for new and prospective members. Possible programs include: ùSend a welcome letter to all new members ùAssign greeters at each meeting to introduce new and prospective members to the group ùConduct a brief orientation session for new and prospective members before the regular meetings ùPublish short bios of new members in your newsletter ùEstablish a "buddy system" with first year members to attend and participate in activities with long standing members ùPublicize volunteer needs for projects, events, and committees in your newsletter ùAssign someone to follow-up with new and prospective members and to encourage future involvement If you have any questions or need assistance with your affiliate's membership program, please call the ACB Coordinator of Affiliate and Membership Services, 800-424-8666 or 202-467-5081 ESSENTIAL TIPS FOR MEMBERSHIP RETENTION "Dues remind your own members every year of the value and importance of the organization." (The Grassroots Fundraising Book, Joan Flanagan) ASK! ASK! ASK! ùEstablish a step-by-step membership renewal plan STEP 1: Send a renewal letter to all members, also include a renewal form, and a return addressed envelope. STEP 2: Send a follow-up letter to all members who did not respond to the first request. STEP 3: Make personal telephone calls to all members who have not responded to either letter. Ask them to renew! STEP 4: Either call or send a letter and brief survey to all members who did not renew to find out why. Make sure to review the results! STEP 5: Acknowledge every membership renewal with a thank you note. ùPublicize a membership renewal announcement in your newsletter ùSend personalized renewal letters to first year members ùWelcome new members and recognize renewing members in your newsletter ùKeep a record of all members who did not renew, add a notation as to why, and contact them again to renew or to participate in your activities ùKeep your membership lists up-to-date and report any changes to the national office immediately If you have any questions or need assistance with your affiliate's membership program, please call the ACB Coordinator of Affiliate and Membership Services, 800-424-8666 or 202-467-5081. SAMPLE MEMBERSHIP RENEWAL LETTER January 19, 1996 Dear NABS Member: The National Alliance of Blind Students has started off the year with renewed spirit and hope for our future goals. It is also that time when we ask our members to renew their membership by paying dues. The deadline to be an active, voting member of NABS is March 15, 1996. Membership in NABS means: ù Friendship with students who have similar interests and concerns ù Attendance at informative ANNUAL SEMINARS and WORKSHOPS ù Receiving The Student Advocate, a newsletter that addresses scholarships, computer equipment, internships and much more ù Access to CAREER INFORMATION and CONTACTS with professionals in careers paralleling your own interests ù LEADERSHIP SKILL development as NABS officers, in program coordination and advocacy ù Membership in the American Council of the Blind and a subscription to the monthly magazine, The Braille Forum Send in your dues today! We look forward to working with you this year! Sincerely, Jessica L. Beach NABS Liaison COMMUNICATION IS ESSENTIAL Good internal and external communication is vital to an active organization. Internal communication can take the form of newsletters, telephone calls, and "word of mouth" at meetings and other gatherings of members. The sense of belonging to the student affiliate chapter will be enhanced through regular communication. One way to keep this interest alive and to keep the information flowing is through the publication of a newsletter. Depending on the availability of funds and the abilities and willingness of your publications committee members, the newsletter can range from one to many pages and can include items about individual members, committee action, new products and services, scholarships and internships, state and national news affecting blind and visually impaired students and much more. You will also need to decide on the frequency of publication, whether monthly, bimonthly, or quarterly. Newsletters are a great way of letting prospective members know what your organization is all about. Also, don't overlook the opportunity to let the "disability community" know about your student chapter by sending your publication to rehabilitation agencies, libraries for the blind, radio reading services, disabled student service offices of colleges and universities, etc. The NABS Liaison and the NABS President will be happy to assist you in beginning a newsletter. THE IMPORTANCE OF NEWSLETTERS ùNewsletters are the ONLY way to communicate with members who cannot attend the state, regional, or national meetings. ùNewsletters can be customized to meet the needs of special interests of your membership. ùNewsletters are economical to produce. ùNewsletters can be accessed via the Internet. MEDIA RELATIONS: TELLING YOUR OWN STORY 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 information 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: Let's assume you're working on the 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 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, 1996" or any other date. D. 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: NABS 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. HOW TO HOLD A SUCCESSFUL MEETING A successful chapter meets regularly and frequently, as often as ten to twelve times a year. These organizations hold business meetings and social activities on a regular basis... and their members know when to expect them. As a statewide student chapter, it may be difficult to hold frequent and regular meetings. However, events should be planned periodically throughout the year. The chapter meeting serves a number of purposes. It is a forum for information exchange, a time to motivate persons into participating in chapter projects and activities and a great place to discuss and set the group's goals and objectives. The image of the organization is determined by the tone of the meeting. It is here that prospective members and guests form those important first impressions. For members, the meeting provides opportunities for them to discuss proposed activities and allows them to lend direction and suggestions to the organization's leaders. The key to effective meetings is through planning long before the gavel sounds. Valuable time and effort is lost when the presiding officer, committee chairpersons, and other participants are poorly prepared for their portion of the meeting. Set an agenda prior to the meeting, and distribute copies to key participants, if possible. Otherwise, at least let these people know when their time will come on the agenda. Purposes and formats may vary, but the following is a rough outline of the typical elements of a meeting. A. Conduct necessary business; B. Publicize local, state, and national activities of NABS and ACB; C. Motivate members to participate in chapter projects and activities; D. Inform members of relevant issues through speakers and programs and; E. Provide time for fellowship and informal exchange. It's a good idea to remind members of chapter meetings a few days before the event, even though the time, place and day of the week may remain the same from month to month. Written notes in the newsletter are good... but telephone calls may be more effective. Set up a telephone committee or "telephone tree." A sample meeting agenda with valuable information is included in this guidebook. Next to content, time is the most important factor in an effective meeting. This means always starting on time, establishing a reasonably consistent time for adjournment and keeping extraneous comments to a minimum. This will allow for a thorough discussion of salient points while promoting smooth progress through the agenda items. Members will become disgusted with the organization if the meetings always begin late and drag on forever. Introductions of members and guests is a much better way to allow persons to be acquainted with each other than using a roll call. The presiding officer should be especially careful to welcome visitors and allow prospective members the opportunity to give the group a bit of personal or professional background about himself/herself. Valuable new members can be won or lost by the treatment they receive at initial meetings. If a speaker is planned for the meeting, arrange the agenda to allow him or her to speak as early in the meeting as possible. It is inconsiderate to expect the guest to sit through reports and other chapter business. After the presentation, thank the speaker and invite him/her to stay for the rest of the meeting. The presiding officer is responsible for moving the meeting along. This means making sure the participants do not ramble. The agenda should be followed as closely as possible so that spur of the moment motions will not confuse or delay the meeting. The presiding officer should be familiar with the rules of parlimentary procedure, or someone with this knowledge should be appointed to serve as parlimentarian. A basic review of Robert's Rules of Order is provided in this guidebook. The secretary should have a definite procedure and timetable for the preparation of minutes, especially if the minutes are to be mailed out in advance of the next meeting or published in the newsletter. For accurate note-taking, the secretary may wish to tape record the meeting. Memory is fickle -- no secretary should rely on it as the sole basis for the minutes. Giving members an opportunity to develop friendships within your chapter will strengthen interest and improve attendance at meetings. So, some time should be allotted before or after the business meeting for informal socializing, even though more formal and organized social activities may be planned periodically. The meeting is the chapter's primary forum for information sharing and decision making, but most of the essential work of the organization is done between meetings. It is the president's responsibility to see that all assignments originating from the meeting are carried out promptly. The chapter is a living organization... it cannot be allowed to hibernate between meetings! SAMPLE AGENDA (With Explanatory Comments and Suggestions) 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 BEGINNERS GUIDE TO ROBERT'S RULES OF ORDER 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. FUNDRAISING WHERE IS THE CASH? FINDING YOUR SHARE AND USING IT TO MAKE YOUR AFFILIATE A SUCCESS 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 nonprofit 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 nonprofits are required by law to acknowledge donations of $250 or more. 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. BASICS OF ADVOCACY It is up to you and your peers to address your access issues and obtain your goals or desires by addressing a system that may at times seem to be completely inaccessible. Remember to read this piece with a student's open mind and take charge of your own advocacy and then further your efforts for your chapter's benefit. Have you ever spoken or heard others speak in these terms? "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 policy makers. 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 act, then "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 policy makers are: ù letters ù telephone calls ù 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: 1. Include the writer's name, address and telephone number; 2. Arrive at the right time, like when an issue is being considered; 3. Be concise, polite and short (1-2 pages); 4. Have the purpose of the letter stated in the first paragraph. Try to be informative yet direct and brief; cite the bill or policy by name or number, if you know it. Say whether you want the legislator to support, oppose or change a policy and note within the letter why you desire their action in that regard. Be factual and speak from your own experience or knowledge. 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. Do not forget to use 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 are to take place. Make sure your legislator 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. Be sure to 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 or a specific action on a proposal). Making the Most of a Meeting With Your Legislator The absolute best way to get a policy maker 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. In such a meeting, 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. Policy makers 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: ùDecide who will attend the meeting, and plan carefully what will be discussed and who will say what. ùDetermine in advance who will serve as lead spokesperson, introducing everyone and keeping the discussion moving. ùBe sure to state who you are and the group, or groups, you represent. ùEnsure that you and your colleagues are thoroughly prepared to discuss the issue of concern. ùBe clear, direct and tactful about what you want (support for a bill, a budget request, policy revisions). ùTry 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. ùConsider asking the policymaker for a quote so that you can use it in your newsletter. ùAnticipate 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. ùThank them for their time (or any of their recent actions of which you approve). ùDon't overstay your welcome. ùAlways 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 and as well, a leader within an organization that takes the legislator's actions seriously. 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. CONCLUSION The information provided in this guidebook may seem a bit overwhelming as you begin to establish a NABS affiliate. However, keep in mind that establishing a successful student organization takes time and patience. Remember... one step at a time! As you begin this endeavor, remember that the NABS Officers, liaison, and your ACB state affiliate leaders are at your service to provide guidance and assistance during the establishment of your student organization. If you have any questions or need additional information regarding this guidebook, please feel free to contact the ACB national office at: American Council of the Blind 1155 15th Street, NW, Suite 720 Washington, DC 20005 202-467-5081 800-424-8666 (3:00-5:30 PM EST) Email: HTTP://WWW.ACB.ORG Thank you for your interest in the National Alliance of Blind Students! NATIONAL ALLIANCE OF BLIND STUDENTS CONSTITUTION AND BYLAWS AS LAST AMENDED JULY 4, 1996 1155 15TH STREET, NW SUITE 720 WASHINGTON, DC 20005 (202) 467-5081 (800) 424-8666 NATIONAL ALLIANCE OF BLIND STUDENTS CONSTITUTION AND BYLAWS Adopted July 1984 (As last amended July 4, 1996) ARTICLE I: NAME The name of this organization shall be the National Alliance of Blind Students. ARTICLE II: PURPOSE The purpose of this organization shall be: A. To encourage educational equity and excellence; B. To seek opportunity and worldwide accessibility; C. To promote participation in this mission; D. To provide a forum for blind and visually impaired students to discuss issues of concern to them; E. To hold annual meetings to focus on topics of interest to blind and visually impaired students throughout the United States; F. To participate in and create meetings with professional organizations of interest to blind and visually impaired students; and G. To provide the means by which the National Alliance of Blind Students and its constituency may achieve these goals. ARTICLE III: MEMBERSHIP The membership of the National Alliance of Blind Students shall consist of four (4) groups: A. General Members: This membership shall consist of blind or visually impaired persons who are presently enrolled in a post-secondary program of study and/or training which will prepare them for a career. Membership in this category entitles the individual to voting privileges in NABS unless prohibited elsewhere in this Constitution. B. Sustaining Members: This membership shall consist of any persons who have an interest in this Alliance. The number of persons in this group shall not exceed the number of General Members. Membership in this category entitles the individual to voting privileges in NABS unless prohibited elsewhere in this Constitution. C. Patron Membership: This membership shall consist of organizations and institutions which work toward the betterment of blind and visually impaired students in compliance to Article II of this Constitution. Membership in this category does not entitle the individual to voting privileges in NABS. D. Junior Members: This membership shall consist of blind and visually impaired students under the age of eighteen (18). Any member of this group may convert his or her membership to the General Member category upon attaining the age of eighteen (18). ARTICLE IV: TERMS OF MEMBERSHIP AND DUES The terms of membership and dues of this organization shall be contained in the bylaws. ARTICLE V: VOTING A. Voting shall take place in the course of the annual convention, or at a duly scheduled meeting of the Officers, Governors and any other appropriate membership of the Alliance. A vote for any member of the Board of Directors shall only take place at the annual convention. Special meetings may be called between conventions when a need arises for them. When a vote is taken at a special meeting, it must be ratified via mail ballot or telephone conference call, and ratification shall consist of a majority of those who respond. All ballots and special meetings may be initiated by the President of the National Alliance of Blind Students or a majority vote by the Board of Directors. All voting at meetings, via mail ballot or telephone conference calls is restricted to members in good standing of the organization. B. For purposes of voting, a quorum shall be a majority of those members present and registered. C. Patrons are non-voting members. ARTICLE VI: BOARD OF DIRECTORS There shall be a Board of Directors which shall oversee the affairs of the National Alliance of Blind Students. This Board shall consist of: A. Officers: Officers of the National Alliance of Blind Students shall consist solely from the General Members of the organization. They shall be elected annually by the voting membership as prescribed elsewhere in this Constitution. The Officers shall consist of a President, a Vice President, a Secretary and a Treasurer. B. Governors: There shall be three (3) Governors, one of whom shall be elected from either the General or Sustaining Membership. Two Governors shall be appointed by the President of the American Council of the Blind in consultation with the current Board of Directors of the National Alliance of Blind Students. The Governors shall act in an advisory role to the Officers of the National Alliance of Blind Students. Appointed and elected governors will be non-voting board members and are not required to be students. The appointed governors are not required to be members of NABS, but the elected governor must be either a general or a sustaining member. C. The Editor of the newsletter of the National Alliance of Blind Students shall be an appointee of the President in consultation with the NABS Board. This person shall serve on the Board of Directors as a non-voting member. In general elections, the Editor's voting status shall depend on the category of his or her membership. D. The American Council of the Blind shall appoint a liaison who shall serve as a voting member of the Board of Directors. This person shall have the same voting rights as a General Member. E. Terms and Elections: All terms of elected Officers and Governor shall be for one (1) year. The two appointed Governors shall serve for terms of two (2) years each. The terms shall run August 1 to July 31. The month of July shall be the designated transition period from the current elected Board Members to the newly elected Board Members. There shall be no designated term for the liaison. F. Limitation of Terms: No Officer or elected Governor may serve more than three (3) consecutive terms in the same office. This restriction shall not apply to the ACB Liaison and the two Governors appointed by the American Council of the Blind. ARTICLE VII: DUTIES OF THE BOARD OF DIRECTORS The Officers and Governors of this organization shall perform the usual duties of their offices as prescribed in Robert's Rules of Order, Newly Revised, unless otherwise provided herein or in the bylaws. The duties of the ACB NABS liaison shall be to facilitate the functioning of the National Alliance of Blind Students as he/she and the National Alliance of Blind Students deems proper. ARTICLE VIII: AFFILIATES Any organization with concerns, philosophy and structure similar to those espoused by this Alliance through its Constitution or its programs may apply to the Board of Directors to become an affiliate of this Alliance. The application shall consist of a written request provided by the organization seeking charter asking for membership with the Alliance. The application must be accompanied by a membership roster of the applying organization. The President of the National Alliance of Blind Students may appoint a NABS representative to assist the applying organization in the application process. Additionally, the applicant must have at least five (5) dues paying members at the time of application. Applications for affiliation may be considered by the Board of Directors during the course of the annual meeting or special meeting of the Alliance. All members of any chartered affiliate will have the rights and responsibilities of the category of membership in which they are placed by the Board of Directors. In addition, the affiliate shall be granted one (1) vote for every ten (10) of its members in good standing or major fraction thereof. Each affiliate will act in accordance with all other portions of this Constitution as if it were an "Individual Member of the Alliance." ARTICLE IX: SUSPENSION AND EXPULSION Any affiliate or member-at-large may be expelled or suspended by a two-thirds vote of the membership present and registered at an annual convention after a hearing as prescribed by Robert's Rules of Order, Newly Revised. In the proceedings to expel or suspend a member or an affiliate, the affiliate or member shall have the right to vote. ARTICLE X: AMENDMENTS This Constitution may be amended at any regular meeting of this organization by a two-thirds vote of those present and voting according to the voting procedure contained herein, provided that such amendment shall be read from the floor of the meeting not later than two (2) hours prior to the time of final action, and provided further that such proposed amendment shall be presented in writing to the Board of Directors on or before the first day of the annual meeting. Bylaws shall be amended by a simple majority of those present and voting. ARTICLE XI: PROCEDURE In the absence of provisions contained herein or in the bylaws, all proceedings of this organization shall be governed by Robert's Rules of Order, Newly Revised. NATIONAL ALLIANCE OF BLIND STUDENTS BYLAWS (As last amended July 4, 1996) BYLAW I: DUES AND TERMS OF MEMBERSHIP A. General Members shall pay dues in the amount of $10 per year. B. Sustaining Members shall pay dues in the amount of $15 per year. C. Junior Members shall pay dues in the amount of $5 per year. D. Patron members shall pay dues in the amount of $25 per year. E. Affiliates shall pay dues in the amount of $5 per year per person. F. The amount chargeable as dues may be changed by amendment to this Constitution. G. General, Sustaining and Junior Members may join the Alliance on an annual basis in order to remain in good standing with their organization. In order for a member to vote in the annual American Council of the Blind convention, he or she must register by sending an up to date name and address along with the required dues to the Alliance at least 120 days prior to the opening of the annual meeting. Voting privileges in the National Alliance of Blind Students shall be extended immediately upon the receipt of dues. H. Allocation of these funds shall be as follows according to the revised 1991 American Council of the Blind Constitution: 1. Three dollars ($3) from each monetary category shall be submitted to the American Council of the Blind. 2. At Large General Members: The remaining seven dollars ($7) shall be allocated to the National Alliance of Blind Students. 3. At Large Sustaining Members, At Large Junior Members, and Affiliates: All monies except the three dollars ($3) contribution to the American Council of the Blind shall be allocated to the National Alliance of Blind students. 4. Patrons: All monies shall be allocated to the National Alliance of Blind Students. BYLAW II: NEWSLETTER A. The National Alliance of Blind Students' newsletter shall be known as "The Student Advocate." B. Any updates or changes in the format of this newsletter shall be made by a simple majority of those present and voting. CONSTITUTION AND BYLAWS OF THE BLIND AND VISUALLY IMPAIRED STUDENTS OF ALASKA As Ratified September 14, 1995 CONSTITUTION ARTICLE I -- NAME SEC. A The name of the organization shall be the "Blind and Visually Impaired Students of Alaska." SEC. B The organization may be referred to as "B V I S A." ARTICLE II -- PURPOSE The purpose of this organizations shall be: SEC. A To foster educational opportunity and equality for all blind and visually impaired students and individuals; SEC. B To increase accessibility and employment opportunities for all blind and visually impaired students and individuals; SEC. C To promote an understanding of the needs of blind and visually impaired students and individuals; SEC. D To inform blind and visually impaired students and individuals of the services and technologies available; SEC. E And to work with the American Council of the Blind (ACB), the National Alliance of Blind Students (NABS), the Alaska Independent Blind (AIB) and with any other organizations or individuals to provide a means by which these goals can be achieved. ARTICLE III -- MEMBERSHIP SEC. A General Membership The minimum age for general membership shall be 18 years of age. Upon payment of the stated dues, general members shall have all the rights and privileges of making motions, nominations and speaking from the floor, serving on committees, holding offices and voting. A simple majority of the total general membership shall be visually impaired students. SEC. B Associate Membership Any individual who supports the purposes of the organization and pays the required dues shall be considered an Associate member. Associate members shall not hold the rights or privileges of making motions or nominations from the floor, holding office or voting. SEC. C Organizational Members Organizational members shall be those organizations, agencies or groups who upon the payment of the required dues, show their support for the purposes of the Blind and Visually Impaired Students of Alaska. Organizational members shall not hold the rights and privileges of making motions or nominating from the floor, the holding of office or voting. SEC. D Junior Members Junior members shall be at least 14 years of age and not in excess of 17 years of age. Junior members shall have all the rights and privileges of general members, except that of holding office. A simple majority of the total junior membership shall be visually impaired students. SEC. E Any interested person or group that supports the goals stated within Article II of the Constitution may join this organization, contingent upon the payment of the appropriate annual dues. ARTICLE IV -- MEETINGS SEC. A The organization shall hold its regular meeting in conjunction with the annual state convention of the Alaska Independent Blind. SEC. B The President or no less than two members of the Executive Committee may call special meetings of the organization as needed to conduct necessary business. Special meetings may be held in person or by tele-conference. SEC. C A quorum at any regular or special meeting shall consist of a simple majority of voting members that are present. ARTICLE V -- GOVERNMENT SEC. A Officers The officers of this organization shall consist of a President, Vice-President, Secretary, Treasurer, Governor and Advisor. All officers except Governor and Advisor shall be elected annually at the regular business meeting to be held at the State Convention. Officers terms shall not exceed three consecutive terms of one (1) year, for a total of three (3) years in office at any one time. The office of Governor shall be filled by the most current past President in good standing, who shall assume the office of Governor as a new President is elected. An Advisor to the organization shall be appointed by the AIB President in consultation and with the approval of the BVISA Executive Board. All terms of office shall begin at the conclusion of the regular business meeting at which the elections were held. SEC. B Restrictions All Officers must be students at the time of their election, at least eighteen (18) years of age and a member in good standing. The President and Vice President shall be visually impaired. No Officer shall hold more than one (1) elected Officer's position on the Executive Board at any one time. SEC. C No officer shall receive compensation for any service rendered in his/her official capacity with exception of reimbursement of expenditures incurred with the prior approval of the Executive Board. SEC. D Duties 1. President -- The President shall preside over regular business or special meetings, meetings of the Executive Board, issue the call for regular and special meetings; appoint standing committees and cooperate with the chairpersons thereof; and will be responsible for conducting regular elections. The President shall be in charge of the management of the BVISA daily affairs in consultation with the members of the Executive Board. The funds of the organization shall be deposited in any bank or investment firm chosen by the President and the Treasurer and approved by the Executive Board. 2. Vice-President -- in the absence of the President-- will perform the duties of that office. 3. Secretary -- under the supervision of the President and Vice-President, is responsible for all minutes and reports required of the Executive Board and is responsible for maintaining the general records of the organization. 4. Treasurer -- maintains accurate records of all deposits and withdrawals. All checks are to be signed by the treasurer or the President upon the approval of the Executive Board. 5. Governor -- The Governor shall act as a consultant to the President and Executive Board, advising the Officers or any member at large as to the policies and conventions of the organization. 6. Advisor -- The Advisor shall provide an opportunity for the understanding and continuity necessary between the BVISA and the ACB and AIB organizations. The Advisor shall have all the rights and privileges of a general member except the right to hold other offices or vote in any Executive session. SEC. E Executive Board 1. The Executive Board of this organization shall consist of the President, Vice-President, Secretary, Treasurer and Governor. Three (3) members of the Executive Board in attendance at any meeting constitute a quorum. The President or at least three (3) members of the Executive Board may call a meeting with at least three (3) days prior verbal or written notice. Ordinarily, the President shall Chair any meeting of the Executive Board, though the President may request the Vice-President to Chair a meeting in his/her absence. SEC. F Committees The President shall make all committee appointments with the consent and approval of the Executive Board. The formation of committees and committee members may be voted upon by the membership. SEC. G Vacancies 1. If there is a vacancy in the office of President, the Vice-President shall assume the office for the unexpired term; the new President shall appoint a member to fill the office of Vice-President for the unexpired term of Vice-President. 2. If there are any vacancies in the offices of Vice-President, Secretary, or Treasurer, the President shall appoint a successor for the office for the duration of the unexpired term. SEC. H Delegates The President with the approval of the Executive Board and the membership shall appoint one (1) Delegate and one (1) Alternate for the purpose of insuring representation at any state or national function; the Delegate and Alternate shall be appointed at the regular business meeting of the organization which is to be held at the annual state Convention of the AIB. The Delegate and Alternate shall be students and members in good standing. The Delegate shall have the primary responsibility of casting the vote as the membership shall decide; the Alternate shall only cast the vote in the absence of the Delegate. If possible, the Delegate and Alternate shall receive a token fee for representing the organization at State or National meetings. SEC. I No provision of this constitution shall be construed so as to diminish the authority of the membership act as the supreme authority of the BVISA. SEC. J Decisions made at the State convention shall be the supreme authority in forming the policies of the organization. ARTICLE VI -- AFFILIATION SEC. A This organization shall be affiliated with the National Alliance of Blind Students (NABS), the American Council of the Blind (ACB) and the Alaska Independent Blind (AIB). ARTICLE VII -- AMENDMENTS SEC. A Constitutional Amendments The constitution may be amended by a two-thirds vote of those individual members present and of voting status. A proposed amendment to the Constitution must be submitted to the Secretary no later than thirty (30) days prior to a regular meeting. The Secretary shall make a copy of the proposed amendment available to members at the commencement of the convention during which the amendment may be voted upon. All Constitutional amendments shall voted upon only at the state AIB Convention and during the regular meeting of the BVISA organization. SEC. B Amendments To Bylaws The bylaws of this organization may be amended by a majority vote of those individual members present and of voting status at the regular annual business meeting. A proposed amendment to the bylaws may be presented and voted upon at the same meeting. Article VIII -- DISSOLUTION A vote of seventy-five percent (75%) of the total individual members of this organization shall be required for dissolution. In the event of dissolution, the Treasury of this organization shall revert to the Alaska Independent Blind. ARTICLE IX -- PROCEDURES SEC. A In the absence of provisions contained herein or in the Bylaws of this organization, all proceedings of this organization shall be governed by the most current edition of Robert's Rules of Order. BYLAWS ARTICLE I -- DUES SEC. A The dues of this organization shall be eight dollars ($8) per year for general members, eight dollars ($8) for junior members, eight dollars ($8) for Associate members and twenty dollars ($20) for Organizational membership. SEC. B Annual dues shall be due on January 31st of each year and shall be considered delinquent if not paid by March 1st of the same year. ARTICLE II -- FINANCIAL OBLIGATIONS SEC. A The Treasury and all funds of this organization shall be kept in a bank or investment firm chosen by the President and Treasurer and approved by the Executive Board. SEC. B The Treasurer shall issue all disbursements upon the written order of the President or as voted upon by either the Executive Board or the membership. SEC. C Either the President or Treasurer may sign checks. BLIND STUDENTS OF CALIFORNIA CONSTITUTION AND BYLAWS (As Amended November 11, 1995) CONSTITUTION ARTICLE I -- NAME Section 1. The name of this organization shall be "Blind Students of California". Section 2. The organization may also be referred to as "the BSC". ARTICLE II -- PURPOSE The purpose of this organization shall be to encourage educational equity and excellence, to seek opportunity and world-wide accessibility, to stimulate remunerative employment, to promote participation in this mission and to work with the California Council of the Blind and the National Alliance of Blind Students, to provide a means by which these goals may be achieved. ARTICLE III -- MEMBERSHIP Section 1. General Membership The minimum age for general members shall coincide with the age designated for CCB membership in the CCB constitution. At least a majority of the total general membership must be legally blind. At least a majority of the general membership must be students. General members shall have all rights and privileges of making motions, speaking from the floor, serving on committees, voting, and except as provided in Article 5, Holding of Office. Section 2. Organizational Membership Organizational members shall be those entities that consist of more than one individual and which shall have all privileges except of those of voting and holding office. Section 3. Junior Members Junior members shall be at least fourteen (14) years of age but not yet attained the age of general membership. At least a majority of the total junior membership must be legally blind. At least a majority of the total junior membership must be students. Junior members shall have all rights and privileges of general members except that of holding of office. ARTICLE IV -- MEETINGS Section 1. The Organization shall hold its regular meetings at the semi-annual conventions of the California Council of the Blind. Section 2. The president may call special meetings as he/she deems necessary upon giving a minimum of three (3) days oral notice to the Executive Board. Section 3. A quorum at any regular or special meeting shall be constituted by the majority of individual members who are present and of voting status. Section 4. No person shall be eligible to vote at any meeting unless the person has paid his or her dues prior to commencement of that meeting. ARTICLE V -- GOVERNMENT Section 1. Officers A. Officers: The officers of this organization shall be President, Vice- President, Secretary, Treasurer, Governor, Editor and Advisor. Officers shall serve a one-year term commencing thirty (30) days after their election. The thirty days from election to commencement of term of office shall serve as the designated transition period. No person shall serve more than three (3) consecutive full terms in any one office. The Vice-President and Treasurer shall be elected at the Spring Convention. The President and Secretary shall be elected at the Fall Convention. As the new President is elected, the most current past President in good standing will assume the office of Governor. The President and the Vice-President must be current students at the time of election and must be legally blind. The Editor will be added to the Executive Board by a consensus of that Board. The Editor may be recalled by either a recall vote of the Executive Board or by a two-thirds (2/3) vote of the membership present at a regular business meeting. No person shall run for office unless, he/she is at least eighteen (18) years of age and a general member. B. Duties: 1. The duties of each office referred to in this sub-section shall be those usually ascribed to that office. 2. The Governor shall act as a consultant to the current President and the Executive Board; he/she shall vote as an Executive Board member. 3. The Editor assumes responsibility for producing the BSC newsletter; he/she shall be a non-voting member of the Executive Board. 4. The Advisor shall be appointed during the transition period following the Fall Convention; the appointment shall be made by the CCB President upon the request of the current BSC President. The Advisor shall be a member of the Board of Directors of the CCB. The Advisor shall not have the right to vote but shall assist the organization in the conduct of its business and act as a liaison between the BSC and the CCB. Section 2. Executive Board A. The Executive Board of this organization shall consist of five constitutional officers; the President, Vice-President, Secretary, Treasurer and Governor. B. A meeting of three (3) members of the Executive Board constitute a quorum. C. The President may call meetings of the Executive Board and must give members of the Board at least three (3) days oral notice; a letter signed by three Committee members is also sufficient to call a meeting of the Executive Board. D. Ordinarily the President shall be the chairman of all meetings of the Executive Board; The Vice-President may assume the Chair at the request of or in the absence of the President. E. The Board may be polled by telephone or mail ballot. F. The President along with the other Executive Board members shall handle the daily affairs of the organization between regular meetings of the BSC. The President shall be the chief administrative officer, handling the daily affairs of the organization. Section 3. Committees The President shall appoint all committees as he/she deems necessary or as are voted upon by the membership. Section 4. Vacancies A. If there is a vacancy in the office of the President, the Vice-President shall succeed to the Presidency and appoint a new Vice-President to fill the remainder of the unexpired term of Vice-President. B. If there is a vacancy in either the office of the Vice-President, Secretary, Treasurer or Editor, the President may fill the vacancy and the successor shall serve the balance of the unexpired term or until the next regular BSC business meeting when an election may be held. C. If there is a vacancy in the positions of delegate or alternate delegate, the Executive Board shall appoint the new delegate or alternate delegate. ARTICLE VI -- AFFILIATION Section 1. This organization shall be affiliated with the National Alliance of Blind Students (NABS) and the California Council of the Blind (CCB). In affiliating with NABS and CCB, this organization shall also be affiliated with the American Council of the Blind (ACB). ARTICLE VII -- DELEGATES Section 1. CCB Convention Delegates A. A delegate and an alternate delegate shall be appointed by the President in consultation with the Executive Board to represent this organization at the conventions of the California Council of the Blind. B. The delegate and alternate delegate must be legally blind. C. The delegate and alternate delegate may be Executive Board members. D. The delegate and alternate delegate shall be appointed at each regular meeting of the organization; they shall serve only at the following convention of the California Council of the Blind. E. A token fee shall be paid to the delegate and to the alternate delegate. Section 2. NABS Convention Delegates A. The current President shall represent the organization as BSC delegate to the ACB National NABS Convention. B. An alternate may be selected from those BSC members attending the NABS Convention by the President, to assume the responsibilities of BSC representative or delegate. ARTICLE VIII -- AMENDMENTS Section 1. Constitutional Amendments A. The constitution may be amended by a two-thirds vote of those individual members present and of voting status. B. A proposed amendment to the Constitution must be submitted to the Secretary no later than thirty (30) days prior to a regular meeting. C. The Secretary shall make a copy of the proposed amendment available to members at the commencement of the regular semi-annual Convention business meeting during which the amendment may be voted upon. Section 2. Amendments To Bylaws A. The bylaws of this organization may be amended by a majority vote of those individual members present and of voting status. B. A proposed amendment to the bylaws may be presented and voted upon at the same meeting. Article IX -- DISSOLUTION A vote of eighty-five percent (85%) of the total individual members of this organization shall be required for dissolution. In the event of dissolution, the Treasury of this organization shall revert to the California Council of the Blind. BYLAWS ARTICLE I -- DUES Section 1. The dues of this organization shall be ten dollars ($10) per year for general members, ten dollars ($10) for junior members, and $25 for organizational members. Section 2. Dues for the following year are due after November 1 and become delinquent if not paid by March 1 of the following year. ARTICLE II -- MEMBERSHIP Any interested person or group may join this organization contingent upon the payment of the appropriate annual dues. ARTICLE III -- FINANCIAL OBLIGATIONS Section 1. The Treasury of this organization shall be kept in a bank chosen by the President and Treasurer. Section 2. The Treasurer shall issue all disbursements upon the written order of the President or as voted upon by the membership. Section 3. Either the President or Treasurer may sign checks. ARTICLE IV -- NEWSLETTER Section 1. The newsletter of the Blind Students of California shall be named "The Advantage." Section 2. The Editor shall reserve the right to select and edit all non-copyrighted materials submitted for publication