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Registry of Interpreters for the Deaf, Inc. Affiliate Chapter Relations Committee

Affiliate Chapter Handbook Third Edition Section 1

RID History: The Bridge to the Future

© Copyright 2006, 2004, 2003 Registry of Interpreters for the Deaf. Written/Compiled by the Affiliate Chapter Relations Committee

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RID History It is always beneficial to review the history of an organization. Such a review helps members learn from the past and prepare for the future. George Santayana said it best when he said, “Those who are ignorant of their past are doomed to repeat it...” With that in mind, this brief history of the Registry of Interpreters for the Deaf, Inc. (RID) is presented. In 1964 a group of people met in Muncie, Indiana, and established what is now known as RID. The composition of this group reflected the entities that were currently providing interpreting services – adults who had deaf parents, deaf consumers, educators of the deaf, and religious workers. During the next eight years a board was established, Interpreting for Deaf People was published, a code of ethics was developed, and issues related to the skills and/or quality of interpreting were discussed. The1970’s brought about more growth and change. Part of this growth was reflected in the establishment of a home office – first on the campus of Gallaudet University and later in the National Association of the Deaf’s (NAD) Halex House. Quality assurance continued to be the major concern; the “solution” was the establishment of a National Evaluation System often referred to as certification. Certification was a tiered system and ultimately 18 different certificates were in some stage of development during this period. Early attempts were made to address the need to establish certification maintenance programs as well as grievance procedures. However, none of the attempts were successful and the concept was ultimately put on hold. The period from 1980 – 1989 can be thought of as a time of assertiveness among the membership and society in general. People pushed for what they wanted and our membership was no exception. Thus we saw a change in how we conducted business. We were no longer top-down; instead we were a membership driven organization. Revisions to the bylaws established a regional structure. The code of ethics was revised and was supported with guidelines; however, this lead to confusion so the guidelines were later eliminated. Certification was changed into a National Testing System and the CI and CT were born. Dual membership also became the standard, stipulating that in order to vote, a person must be a member of both an affiliate chapter and the national organization. From 1990 – 2003 the organization has experienced tremendous growth and development. A number of accomplishments are noted: • A certification maintenance program (CMP) was established; in fact, passage of the CMP was the first unanimous vote in RID’s history • The rule making process was initiated to strengthen the membership driven structure • RID joined with the National Association of the Deaf (NAD) to establish a joint task force to address issues of common interest. This task force was subsequently changed to the National Council on Interpreting (NAD-RID NCI) and later expanded to

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• • • • • • • • •

include the American Sign Language Teachers Association (ASLTA) and the Conference of Interpreter Trainers (CIT) Two generalist tests were completed in 1999 and one specialty test was revised in 2000 (Oral Transliteration Certificate, Certified Deaf Interpreter, and Special Certificate: Legal) An ethical practices system (EPS) was established which includes a mediation program component The RID Code of Ethics was translated into Spanish The NAD-RID NCI issued a comprehensive state cooperation plan designed to encourage NAD and RID state/affiliate chapters to work collaboratively The membership of RID increased from less than 3,000 to over 10,000 A mentoring grant program was initiated to outreach to minorities and to rural populations RID purchased an office building in March 2001. Through this purchase, RID increased its assets and became owners instead of renters July 2002 RID hosted the very first World Symposium on Sign Language Interpreting January 2003 NAD interpreters merge with RID’s CMP and EPS

These are exciting times for RID. We continue to look toward the work of the NAD-RID NCI. We also look forward to having one unified test, and one unified code of ethics; then our profession will no longer be divided. It has become clear we cannot work in a vacuum, but must network with numerous national and international organizations and agencies. Our organization must reflect the face of America as we grow new leaders and train behind. We must continue to build fiscal strength and stability as we strive to pay off the mortgage while still planning for the future and addressing the pressures of a changing economy. As the interpreting profession changes, so must RID.

References: B. Hall (personal communication), January 15, 2003. Burch, D. (2002). RID. Paper presented at the 2002 RID Region II Summit. Charleston, SC.

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Registry of Interpreters for the Deaf, Inc. Affiliate Chapter Relations Committee

Affiliate Chapter Handbook Third Edition Section 2

RID Structure: Where am “I” in RID?

© Copyright 2006, 2004, 2003 Registry of Interpreters for the Deaf. Written/Compiled by the Affiliate Chapter Relations Committee, 2001-2007.

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RID Structure RID has a four part structure which consists of the affiliate chapter structure, national committee structure, the National Office, and the Board of Directors.

RID Affiliate Chapters Affiliate chapters are one part of the overall organizational structure of RID. For the most part, there is one chapter per state. However, some states have multiple affiliate chapters and some affiliate chapters have local chapters. Chapters initiate local programs and activities as well as work to accomplish national and regional goals. Affiliate chapters may act together cooperatively, often as a region, for example, in sponsoring a regional conference, or in passing state legislation. While the affiliate chapters are autonomous entities, their memberships overlap with national membership. Under the dual membership agreement between the national organization and the affiliate chapters, a voting member of the affiliate chapter must be a member at the national level; equally, a voting member of the national organization must be a member of an affiliate chapter. Because they are affiliated with the national organization and are part of that organization, affiliate chapters agree to certain standards and accept specific responsibilities within the organization. The affiliate chapters provide input to and accept direction from region representatives. National Committees Committees accomplish specific tasks assigned by the Board of Directors, often as the result of motions passed by the membership. While committee members may work directly with individual RID members and affiliate chapter leadership, they do not govern chapter business or activities. A national committee can also be a resource to affiliate

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chapters. For example: an affiliate chapter sometimes calls upon the bylaws committee for advice. Committees focus on national level projects and report to the Board of Directors. The RID president appoints committee chairs and members based upon letters of interest and recommendations from members. National Office The National Office conducts the day-to-day business of the organization under the leadership of the RID executive director. The National Office is an instrument of the Board of Directors. Through the Executive Director the employees take direction from the Board of Directors and implement Board policy. The National Office serves as a resource to individual RID members, national committees, and the affiliate chapter structure. The National Office establishes policies and procedures which allow it to effectively complete its tasks. Board of Directors The Board of Directors is the governing body of the RID. The members of the Board are elected by the RID membership in national and regional elections. The Board consists of executive officers and region representatives. The Board of Directors is answerable to the membership. This group implements policy and directs the business of the organization through the National Office, appointed committees and the affiliate chapter organizations.

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Registry of Interpreters for the Deaf, Inc. Affiliate Chapter Relations Committee

Affiliate Chapter Handbook Third Edition Section 3

RID CMP & ACET: Loving Lifelong Learning

© Copyright 2006, 2004, 2003 Registry of Interpreters for the Deaf. Written/Compiled by the Affiliate Chapter Relations Committee, 2001-2007.

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CMP and ACET The Professional Development Committee (PDC) wishes to thank Katrina Jarman, certification maintenance program coordinator for Washington State Registry of Interpreters for the Deaf (WSRID), for the original development of this section of the handbook. Her long hours of hard work have assisted the PDC in disseminating this information to the membership in a clear, concise manner. This section of the handbook is designed to help you understand the basics of the Certification Maintenance Program (CMP) and the Associate Continuing Education Tracking program (ACET). It is based on the RID website, the current Standards and Criteria for approved sponsors, and past publications. It is not complete in its scope, and changes to the program will continue. Check the RID website (www.rid.org) and VIEWS regularly for more current information. Please contact an approved sponsor before embarking on a new continuing education unit (CEU) project. It is your professional responsibility to stay current with this information in order to earn the number and type of credits you need to maintain your certification. Each member has different goals, timelines and interests. Please contact the RID National Office CMP coordinator or any PDC committee member with any questions relating to your specific circumstances. (See current committee contact info at www.rid.org) Philosophy and Background “Excellence in the delivery of interpreting services is contingent upon the pursuit of lifelong learning...The integrity of RID certification requires this commitment.” This is the underlying philosophy of the CMP. The CMP is the vehicle through which the continued skill development of interpreters is encouraged and monitored. It is a way for practitioners to maintain their skill, stay abreast of new developments in the profession of interpretation/transliteration, and assure consumers that a “certified interpreter” means “quality interpreting” services. RID’s CMP began operation on July 1, 1994 and relies on approved sponsors to provide appropriate educational activities for participants and manage the approval and submission of all corresponding paperwork. A current listing of approved sponsors is listed at www.rid.org. Certified interpreters must earn eight (8) CEUs (80 hours) in their four-year cycle. These eight CEUs are divided into two content areas: professional studies and general studies. At least six (6) CEUs (60 hours) must be in the professional studies area. Interpreters holding specialty certificates must earn two (2) CEUs (20 hours) within their field of specialization. These two CEUs are counted toward the six in professional studies.

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Professional Studies includes: General Studies includes: Linguistics (Language) Human service Culture Leadership Theory General knowledge Skill development Community resources Specialization Business practices (Legal; Deaf-Blind; Medical...) Teaching workshops There are four (4) ways to earn CEUs or have ACET activities noted: 1.

Attend a workshop given by an approved sponsor (full listing of sponsors and searchable event database at www.rid.org website)

2.

Complete academic coursework at an accredited institution

3.

Attend a “participant initiated non-RID activity” (PINRA) (a conference, class or training event of another organization)

4.

Fulfill requirements for an independent study (with a plan drafted by you)

Important Details This handbook has a section on each of the four types of CEU activities. The following conventions are used to describe the process for each: •

Paperwork you need to submit is noted in bold print.



Numbered circles with a white background ➀ indicate paperwork that needs to be sent before beginning the activity.



Dark circles with white numbers ➋ indicate paperwork done at the time of the activity or after the completion of the activity.



Items underlined show limitations, deadlines, or rules.

There may be fees involved for processing CMP/ACET academic coursework, participant initiated activities (PINRA) and independent studies (IS). Contact an approved sponsor for details as to what fees may be charged, as they will vary. You are not required to stay within your state for an approved sponsor. Feel free to “shop around” with various sponsors for the best supervision and the lowest fee for your project.

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Send this fee along with the appropriate hard copy of the form, completed, dated and signed, and your RID member number. (Social Security numbers are no longer used.) Include an email address (if regularly used) and indicate the best way to contact you. Allow enough time for getting a photocopy for yourself, double-checking with the approved sponsor, and travel by mail services. Please remember that TIMING IS CRITICAL and you need to plan in advance. Submissions after due dates will not be accepted and you will not receive CEUs. The most important concept to keep in mind is that all CEU activities must “exceed the participant’s routine employment responsibilities.” All activities must have valid educational outcomes, measurable and observable learning objectives, and be appropriate to one of the two content areas of professional studies or general studies. Sponsor Initiated Activities These are the easiest CEUs for you to earn—just find a workshop approved to offer CEUs and attend! RID CMP sponsors (organizations, schools, or individuals) may present their own workshops. Get that information by checking the database at www.rid.org. What do you need to look for before attending? Make sure the topic is really something you want to pursue. And, to maximize your learning, ask these questions: Is this workshop planned with you in mind as the target audience? Is the presenter someone you want to learn from? Is the format best suited to the topic and your learning preferences? Be a smart shopper and know before you go. Make sure the following information is provided on the flyer: • Does it have the CMP and/or ACET logo? • Does it say, “___ is approved by the RID CMP sponsor.”? • Is there clear information about: target audience, content area, content knowledge level, number of possible CEUs, whether partial CEU credit is allowed, refunds/cancellations, accommodations? • Is it clear how to register and do you have a contact person? • Are objectives listed? If everything looks good to you, go for it! ➊ Be sure to bring your RID membership card with you. There is a new scantron-style sign-up sheet and you MUST have your RID member number with you to sign in. ➋ & ➌ Attend the workshop, fill out any evaluation, and obtain proof of attendance for your records (such as a certificate). Keep the agenda, handouts, or other proof until you

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are sure the workshop shows up with all the correct information on your official RID transcript that is sent once each year in August. You may need documentation if it is necessary to submit your discrepancy report form to the RID CMP office. If you are interested in organizing a workshop, please contact an approved sponsor to begin planning. Contact a sponsor to understand the requirements for offering CEUs at the event and the timeline for submitting paperwork for approval. Events MUST BE APPROVED by the Sponsor before any publicity is released regarding CEUs. Academic Coursework CEUs may be awarded for academic coursework taken from an accredited institution of higher learning any time during your current cycle. Your cycle date is on the RID transcript you should receive annually in August, or you may contact the National Office or check the RID website to double check. For courses taken on the quarter system: One (1) CEU credit, representing ten (10) contact hours, per college credit hour Three (3) credit quarter class would equal three (3.0) CEUs For courses taken on the semester system: 1.5 CEU credit, representing fifteen (15) contact hours, per college credit hour Three (3) credit hour class would equal 4.5 CEUs Classes of a more informal nature (one-day seminars, workshops, community or continuing education, and possibly audited classes) are processed as a participant initiated non-RID activity. All paperwork MUST be submitted prior to taking the training. (See appropriate section for more detail.) ➊ To receive CEUs for your college coursework, contact an approved sponsor to obtain an academic coursework activity plan and report. ➋ Complete the form and send a copy of the syllabus or a copy of the course description from the college catalog to the sponsor. This will aid the sponsor in classifying the CEUs under professional studies or general studies. (A statement of accreditation from the catalog may be required to establish the credentials of the institution.) ➌ At the end of the course, send a copy of your grade report or transcript. You must receive a letter grade of “C” or a 2.0 grade point average or higher to receive CEU credit.

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Paperwork may be done any time within your cycle for coursework taken and completed within that cycle; however, it is recommended that you complete the paperwork each quarter or at least once a year to make sure it is regularly added to your RID transcript. Teaching an academic course as part of your regular job duty does not qualify for CEUs. Participant Initiated Non-RID Activities Participant Initiated Non-RID Activities are educational activities that are offered by a known organization, but for which there is not an RID sponsor. The conference, seminar, workshop, or in-service must have a specific format, educational objectives, and purpose. Examples might be: • Attending a organizational convention • Attending a school district in-service • Attending a community education class • Auditing college level classes • Attending non-credit courses at an educational institution • Attending corporate trainings ➀ You must complete and submit the PINRA form and supporting paperwork to the approved sponsor. It is recommended this be done at least three weeks in advance of the activity. This gives the sponsor time to review and discuss with you if any additional information is needed before the activity can be approved. You and the sponsor will also agree on the number of CEUs to be awarded. Generally, one hour of instruction equals .1 CEUs. ➁ Submit a brochure, program booklet, flyer, etc. which shows the topic, goals, structure, and number of hours of the training. ➂ Include a photocopy of your registration form. ➍ After completion of the workshop, promptly send proof of attendance (such as a certificate of participation, handouts, an agenda, or other as determined by the approved sponsor). This paperwork must be submitted to the sponsor within one week of the completion of the activity. Independent Study Independent study is defined by the CMP as “self-designed educational experiences for the enhancement of skill and knowledge in a specific area” related to your professional interpreting activities.

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By designing the plan yourself, you can: • Allow for the kind of learning which is best for you • Do it in a time frame that suits your schedule • Keep costs and driving time under control Activities include but are not limited to: • Original research or a literature review • Writing for publication • Participation in a study group • Developing a curriculum (one time per curriculum) • Teaching a course/workshop (once per cycle if it is the same class) • Skill development with videos, partner, etc. • Reading pertinent material • Mentorship (the relationship has to have pre-approved goals and learning outcomes / the mentor may charge an equitable fee for the service) Activities which are not allowed include but are not limited to: • Functions of your job or professional service delivery (This would include interpreter preparation alone or in coordination with a team member) • Social activities • Any organizational meetings • Service on professional boards and committees The step-by-step directions below are not comprehensive. Please contact the approved sponsor early in your planning if you want to pursue independent study. ➀ Formulate an idea for your activity. Develop a plan that is valid and a verifiable continuing education experience. ➁ Contact an approved sponsor, who is authorized to oversee independent studies to discuss your ideas and obtain an independent study plan form. ➂ Complete the independent study plan form and submit it to the approved sponsor. You will be asked to respond in writing to these questions: 1.

What do I want to do? Briefly describe the activity you want to do for CEUs. What skills and knowledge will you gain?

2.

Why do I want to do it? How will this benefit you in your work as an interpreter?

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3.

What are my specific goals? These must be measurable and observable outcomes.

4.

How will I accomplish my goals? Describe your action plan and timeline.

5.

How will I show what I learned? Describe your evaluation process and what documentation you will provide to show that you have met your originally stated goals.

6.

How much time will it take? How many CEUs is it worth? You have a one-year time limit from acceptance of the plan to submit final paperwork. Two CEUs is the maximum possible credits per plan. The exact CEU value awarded will be based on the educational objectives involved, the complexity of the plan, the anticipated time commitment put in and the mastery of knowledge gained.

If there is agreement on all points, the sponsor will approve your written plan and send you a signed copy to keep. If there is not agreement, you have the option of adjusting your plan or negotiating with another sponsor. A sponsor may decline to approve any activity at the sponsor’s sole discretion. ➍ Begin work on your independent study. Any work completed prior to sponsor approval cannot earn CEUs. ➎ Document your time and effort as you work on your activity and keep all supporting documentation. The sponsor may check with you at intervals to review your progress. ➏ Send completed documentation and any materials agreed to in your independent study plan promptly to the approved sponsor. (The recommendation is within a week of work completion) If all documentation is in order and the goals and standards agreed to in your activity plan are met, the sponsor will file the appropriate paperwork with the National Office.

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Transcripts If you have questions about your transcript or cycle time line contact: CMP Coordinator Pam Jones Registry of Interpreters for the Deaf, Inc. 333 Commerce Street Alexandria, VA 22314 703-838-0030, ext. 212 v / 703-838-0459 tty 703-838-0409 fax [email protected] You may order additional copies of your transcript for $15.00 each or download a copy of your own transcript from the RID website. Information For further information or explanation of CMP standards and/or to appeal any CMP related decision, you may contact the national Professional Development Committee. (See current committee contact information at www.rid.org)

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Registry of Interpreters for the Deaf, Inc. Affiliate Chapter Relations Committee

Affiliate Chapter Handbook Third Edition Section 4

How to Coordinate and Host a Successful Workshop or, How NOT to Get Lost in the Details!

© Copyright 2006, 2004, 2003 Registry of Interpreters for the Deaf. Written/Compiled by the Affiliate Chapter Relations Committee, 2001-2007.

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How to Coordinate and Host a Successful Workshop or, How NOT to Get Lost in the Details! Developed by Julie Simon, Ph.D., CI, CT Region X Interpreter Education Center Western Oregon University This document is designed for individuals who coordinate and host workshops and other training activities for interpreters and interpreter educators, and is intended as a set of guidelines that can be used when setting up a workshop so that the planned activity meets the needs of the intended audience. There are pre- and post-event details that must be handled, in addition to details that must be handled on-site. This document is designed to provide the user with an outline. It will cover most situations but possibly not all. If you have suggestions or comments that would be beneficial to other coordinators, please contact us and we will consider your comments for inclusion in this document. FORMAT: This document is organized into four content areas: A) Logistical Considerations, B) Financial Considerations, C) Interpreting Considerations, and D) Miscellaneous Considerations. Each section includes information about Pre-event, On-site, and Postevent tasks. There will be a list of tasks under each section along with sample questions you’ll need to answer in order to determine how best to achieve your intended outcome. The order of the tasks may vary from the way they are presented in this document. There may be some overlap of tasks across the content areas. Additionally, not all areas may be needed for each workshop, but it helps to consider them, even if only briefly. Examples will be used whenever possible. Several people can work on one event at the same time, but there MUST be good communication between committee members. The most important thing to remember is that there are many details that must be addressed in order to have a successful event. Planning and preparation will contribute to the event’s success.

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TABLE OF CONTENTS A. Logistical considerations 1. Pre-event considerations 2. On-site considerations 3. Post-event considerations B. Financial considerations 1. Pre-event considerations 2. On-site considerations 3. Post-event considerations C. Interpreting considerations 1. Pre-event considerations 2. On-site considerations 3. Post-event considerations D. Miscellaneous considerations 1. Pre-event considerations 2. On-site considerations 3. Post-event considerations

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A. Logistical Considerations PRE-EVENT The Pre-event items are the foundation for a successful workshop. These events are not necessarily listed in the order that they need to be completed. For example, the location may be selected first even though it is listed as number X on this list. Additionally, several of these steps may be done simultaneously by different members of the organizing committee. The workshop coordinator or organizing committee members should be familiar with all these steps before moving forward. I.

Determining the audience

A task is to define the target audience. • • • • • • II.

Is this event geared toward interpreters who work in community settings? In educational settings? In specialized settings such as legal, medical, performing arts or with Deaf-blind interpreters? Is it for Deaf interpreters? What is the desired skill level of the intended audience: beginning, intermediate, advanced? Is it for certified or pre-certified interpreters? Is it appropriate for interpreting students? Or for ASL students? Or for the Deaf community? Is the workshop for novice interpreters or for experienced interpreters? Determining the topic

Another task is to select the topic. Asking the local interpreting community what kind of training they’d like to attend can generate ideas for workshops. This information can be obtained from evaluation forms distributed during events, or by polling the membership of the local RID chapter via mail, email or telephone. Sometimes the presenter will determine the topic. For example, an interpreter may request a particular presenter who has a specialty area. III.

Determining the presenter

Selecting the presenter is another task. This may be done before the topic is selected or simultaneously. Sometimes the presenter will be determined by the topic. For example, an interpreter may request a particular topic, which is known to be taught by a particular person.

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If a presenter is unknown to you, check with other interpreters to see if they know of this person’s work and presentation style. Find out where this person works, whether as a freelance interpreter, as an instructor in a training program, or as an in-service provider. Ask the person to send you a copy of his/her resume and a list of previous workshops that he/she has taught. IV.

Determining the dates and times

Selecting the date(s) and times for the workshop is another task. Sometimes this information is pre-determined, such as by a school district or organization. When selecting dates be careful not to conflict with holidays (Easter, Passover, Memorial Day, etc.) or school breaks (three-day weekends, winter or spring break, etc.). Check more than one calendar to be sure, especially if you plan to draw participants from a wide geographical area. Consider seasonal factors such as snow, rain, or heat. V.

Determining the language of the presentation

Another task is to determine the language of the presentation. Will it be taught in ASL or English? The coordinator, the presenter or the audience may determine this. For example, if the workshop is for both Deaf and hearing interpreters at an advanced level, the workshop will probably be taught in ASL. This needs to be conveyed to the presenter to make sure he/she can accommodate this need. Determining which language will be used may impact the need to hire interpreters. These issues are discussed in the section on interpreting considerations. VI.

Negotiating with the presenter

When selecting a presenter, the coordinator will need to negotiate with the presenter about fees and expenses. Fees may be determined based on an hourly rate or on a flat rate. Some presenters have pre-determined fees so check with the selected presenter when making initial contact. Sometimes the coordinator of the event will have a pre-determined fee in mind and will offer this to the presenter. Both the presenter and the coordinator have the right to negotiate on the fee. If an agreement can not be reached, the coordinator may decide to select a different presenter. The first presenter should be thanked for his/her time and consideration. In addition to the presenter’s fees, he/she may need to be reimbursed for expenses such as transportation, lodging, meals, and miscellaneous expenses. Transportation expenses may include air transportation, and/or ground transportation, i.e. shuttles, rental cars, taxis, parking at the home airport, etc. Lodging may be provided at a hotel/motel, conference center, or private home. Meals may be provided by the workshop or may need to be obtained on one’s own. Miscellaneous expenses include photocopy or transparency costs.

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The workshop coordinator should determine if the presenter needs to submit receipts for reimbursement of expenses, or if the sponsoring organization will be billed directly by the hotel, airline, etc. VII.

Arranging transportation and lodging

Sometimes the presenter will make his/her own arrangements and will submit receipts to be reimbursed for these expenses. Other times, a member of the sponsoring organization will facilitate these arrangements. It is often helpful for a local person to make the lodging arrangements since the presenter may not be familiar with the area. VIII.

Estimating the number of participants

The number of participants may be determined by the presenter, the size of the selected space, the audience, or by the topic. For example, a limit on the number of participants may be set for a workshop that is geared toward interpreters working in a highly specialized setting, i.e. legal or medical. IX.

Determining the prerequisites

The coordinator(s), the presenter, or the topic may determine this. Is certification required to attend the workshop? Are the participants required to have a certain number of years of experience? Is the workshop part of a series where attendance at the beginning of the sequence is required for participation at later sessions? Are the prerequisites different for Deaf and hearing interpreters? X.

Finding a location

The following settings can be considered when selecting a site: colleges, schools, retreat centers, community centers, agencies, hotels, hospital community rooms, etc. Find out if a particular location charges a usage fee for the space. If so, the coordinator will need to decide if this cost is within the budget guidelines. (Budget information will be discussed under Financial Considerations.) Go and see the space before deciding if it will meet your needs. Make sure that lighting is adequate and that there are clear sight lines, especially if the workshop will be conducted in ASL. Make sure the size and shape of the room are adequate. A long, narrow room may not work for some events. Make sure that there is appropriate heating and/or air conditioning for the event. Check to see if there are any visual distractions in the room, such as striped wall paper, patterned carpeting, or windows that produce a lot of glare.

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XI.

Checking the sound and lighting

If you are using a sound system provided by the location, make sure the equipment is in working order and that someone on-site is available on the day of the event in case of problems. Make sure the lighting is sufficient for the event. Many locations have general room lighting, but not spot lighting. Is the lighting bright enough for a signed event? XII.

Determining audio/visual needs

The presenter usually determines this so ask him/her what is needed. Equipment needs might include a TV/VCR combination, an overhead projector and screen, flip charts or a white board and pens, a microphone or a closed-loop system, and/or a display projector for PowerPoint. XIII.

Arranging for the equipment

Once you’ve determined what the presenter needs, make sure you can get it and that all the equipment will be in working order for the event. Find out if you will need to provide the equipment, or if equipment is available at the site you selected. If the site provides the equipment, find out if there are any additional costs for using the equipment. If you need to contract with an outside source for the equipment, make sure that a contact person and/or technician will be available on the day of the event. Make sure that all equipment and parts (i.e. cables, cords) are delivered as ordered. XIV. Developing a flyer Make sure the information is easily accessible and understandable. Use plenty of white space on the flyer so it doesn’t look cluttered. If the flyer includes a cut-off registration form, make sure make sure there isn’t any pertinent information on the other side of the form. If the registration form is separate from the flyer, make sure it includes identifying information in case it gets separated from the flyer, such as the name and dates of the event and the name and phone number for the contact person. The flyer should include the following information: Dates Times Title of workshop Description of workshop Presenter’s name and a short biographical sketch Location, including name of the facility, address and local phone number if appropriate Information about CEUs Costs, including pre-registration and/or at-the-door prices Information about cancellation policy

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Contact information if someone has questions, i.e. name, phone number, email address Registration form and payment information (checks payable to whom?) Address for sending in the registration form and fees XV.

Publicizing the event

In general, six (6) weeks notice for most workshops or an event is usually adequate. However, for workshops that may have pre-readings or other prerequisites, more advance notice may be necessary. For workshops that are highly specialized or that are geared toward a specific audience, i.e. educators or legal interpreters, it may be helpful to send out “Save the Date” notices three to four months prior to the event so that participants have time to plan their schedules. There are several venues in which to publicize the event, including mass mailings, email distribution lists or list-serves, and organization newsletters or bulletin boards. The type of advertising will vary depending on the event and the target audience. Even when most of the publicity is handled on-line via email or list-serves, it is helpful to have a paper copy of the flyer for distribution. XVI. Collecting Registration One person should be designated to collect registrations that are sent via mail. This person will be responsible for compiling a list of names of registrants and for processing the funds. This person may also be responsible for handling on-site registration. Make sure that the organization or agency has a system for handling all incoming and outgoing funds. The sponsoring organization will need to determine acceptable forms of payment. Possible forms of payment include cash, checks, credit cards, and money orders. This information should be included on the flyer. Example: “Make check or money order payable to…”, or “Visa and MC payments accepted”. Determine, too, if purchase orders (POs) are acceptable. POs tend to be used by school districts. XVII. Arranging for refreshments The committee should determine if refreshments will be served, and if so, what kind and how much. It may be necessary to estimate the number of participants, particularly if people are allowed to register at the door. Items that require no cooking or other preparation are easier to provide. For example, supplying bottles of water, juice, or soda requires less on-site work than providing coffee or tea. Pre-wrapped food items such as granola bars and candy, or no-preparation foods such as fruit or cookies, are easier to provide than vegetable or cheese trays.

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Paper items such as plates, napkins, plastic ware and cups will also need to be provided. The need for these items will be determined by the kind of refreshments served. One or more committee members will need to be responsible for shopping for the refreshments. The committee will need to allocate funds for these items, and the shoppers will need to know if they will receive a cash advance to cover these items, or if they will be reimbursed after the fact. In either case, it is a good idea to require receipts for all purchases. A. Logistical Considerations ON-SITE I.

Setting up the registration area

Tables, chairs and signs will need to be set up so that participants will know where to sign in and/or register upon arrival at the event. For large groups, it is helpful to break down the alphabet into smaller groups to eliminate long lines on-site (for example: A-F, G-L, M-R, S-Z). II.

Setting up the workshop area

Prior to the event, the committee member in contact with the presenter should find out if the presenter has specific requirements for seating. Tables and chairs will need to be arranged on-site prior to the beginning of the workshop, depending on the specifications, such as in a U-shape, in rows, etc. Audiovisual equipment also needs to be set up according to the presenter’s needs. Make sure that participants can see the overhead screen and TV/VCR. If interpreters have been hired to work the event, make sure there is a place for them to sit or stand as needed. It may be necessary to get a platform for the speaker or interpreters. (Information about hiring interpreters is discussed in section C.) III.

Coordinating volunteers

The planning committee should determine if they will need extra assistance on-site, and if so, what kind. Volunteers can be recruited to help with registration and/or with room arrangement. ASL and/or interpreting students are often willing to assist at workshops so check with your local college or university to recruit volunteers if the workshop is appropriate for them to attend. In some situations it may be helpful to waive the registration fee for volunteers, particularly for students. If you use students to assist with registration, make sure the person handling on-site reservations is trustworthy, as they will be handling funds, both checks and cash.

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IV.

Handling the registration process

The person who has been collecting the pre-registration materials should compile a list of names of all pre-paid participants and have this list ready on-site. Name tags should be provided; these can either be pre-written by the committee so that participants only need to pick up their tag upon arrival, or they can write their own name tags upon arrival. For some events that require pre-registration so that all participants are known ahead of time, the committee may decide to use name tents, which should be prepared prior to the event. For on-site registration, one or two people should be designated to collect registration forms and funds. A receipt book, pens, and tape should also be available on-site as needed. One person should be designated to handle problems that may arise, such as comments that “the check is in the mail”, or “my school/employer sent it in already.” V.

Providing refreshments

The committee members in charge of refreshments will need to set up all items in an easy-to-reach, yet unobtrusive location. Trash cans should be located nearby. Tables may need to be relocated for this use. VI.

Making announcements and acknowledgements

One committee member should be designated to make housekeeping announcements (i.e. bathrooms, smoking outside, CEU process, and parking) and to introduce and/or thank the co-sponsors of the event. This person, or another designee, will also be needed to introduce the presenter and the topic, and the working interpreters if any. A. Logistical Considerations POST-EVENT I.

Thanking the people involved

One committee member should be designated to thank the following people: the presenter(s), interpreters, co-sponsors, committee members, volunteers, participants. II.

Cleaning up

The committee members should make sure the room looks the same after the event as it did prior to the event. The refreshment area should be cleaned up and all trash put in the garbage can. The tables and chairs will need to be arranged as they were found, or put away in the designated locations. All equipment will need to be turned off and returned to its proper place in working condition.

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B. Financial Considerations PRE-EVENT I.

Developing a budget

It is important to know what expenses and income are associated with the event. If the planning committee is unfamiliar with how to estimate expenses, they can contact an organization or agency that has coordinated past events. Some line items under estimated expenses are set figures, such as the presenter or interpreter fees. Other expenses will require educated guesses, such as photocopying or refreshment costs, or presenter or interpreter expenses. It is always safer to estimate high and to have fewer expenses at the end of the event rather than to estimate low and have outstanding bills. II.

Determining registration fees

The base fee for registration should be based on anticipated expenses minus the anticipated income from other sources divided by the number of participants. The committee will need to determine the ‘break even’ point so that if registration is lower than expected, or if anticipated income from outside sources is lower than expected, they will know at which point they may need to cancel or postpone the event. III.

Finding co-sponsors and other funding sources

There are several sources of funding available for interpreting workshops. Possible sources include RSA regional grants, the Gallaudet University Regional Centers, Department of Vocational Rehabilitation, school districts, non-profit organizations and agencies, and businesses with deaf employees. For a list of GURC sites, visit Gallaudet University’s web site at www.gallaudet.edu. Some businesses or organizations may be willing to donate services or products rather than funds. These in-kind donations can be used toward refreshments, or as door prizes or raffle prizes. It is also possible for two or more organizations to set up simultaneous events at the same location and to publicize these events together to make them more cost effective. IV.

Raising funds (raffles, silent auctions)

Another way to raise funds for an event is to hold a raffle or silent auction. This will require additional coordination including deciding upon what items to raffle or sell, procuring the items, and setting up the sale area.

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If the item(s) selected will be raffled off, the committee will need to purchase raffle tickets, decide upon the cost of the tickets (for example $1 each or 6 for $5), organize the selling of tickets and collecting the funds. They will also need to designate when the raffle will be conducted and select someone to draw the winning ticket. For a silent auction, items will need to be collected either by asking members to donate them, or by asking businesses to donate goods and/or services. The silent auction forms will need to be developed and organized on site at the event. Someone will need to be responsible for overseeing the bidding process and for collecting the money and distributing the items at the end of the auction. V.

Developing a refund policy

The planning committee should develop a refund policy and list this policy on all promotional materials. This will alleviate some problems that may arise when a registrant is unable to attend. There are several ways to provide refunds, including the following. This list is not exhaustive. EX: Cancellation received in writing by September 27, 2002 Cancellations received in writing after September 28, 2002

Amt. less $50 fee 0% refund

EX: Cancellation received in writing by 9/27/02 Cancellations received in writing between 9/28–10/31/02 Cancellations received in writing after 11/1/02

50%refund 25% refund 0% refund

EX: No cancellations after 9/27/02 unless a replacement participant is found. EX: Refunds will not be given but payment can be applied toward a future workshop with this organization.

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B. Financial Considerations ON-SITE I.

Determining expenses

The planning committee will need to determine if there will be any on-site expenses such as lunch or photocopy costs. Providing lunch will allow people to relax during the break without having to worry about going out to eat, particularly for the presenter and the working interpreters. A member of the committee will need to get their lunch orders and go out to purchase the meals. If the committee decides to provide lunch for all the participants, this expense will increase but the fees can be calculated into the registration costs. A need for additional photocopies may cause the committee to incur extra costs. II.

Having funds available

If the committee members anticipate needing cash at the event, they will need to determine where the funds will come from, and who will be responsible for keeping them. Will they need to pay for items out-of-pocket and then get reimbursed? Will petty cash be available, possibly from on-site registration income? B. Financial Considerations POST-EVENT I.

Paying the bills

The planning committee members need to determine who will handle paying all expenses after the event. This is often handled by the organization’s treasurer, but not always. The committee members will also need to determine if an invoice or receipt is needed prior to payment. Payments should be made in a timely manner, usually within 30 days of completion of the event. II.

Depositing Funds

One person will need to be responsible for depositing all income generated by the event, whether from registration, raffles or silent auctions, or other revenue sources. All deposits, particularly of checks, should be made in a timely manner, preferably within a week of the event.

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C. Interpreting Considerations PRE-EVENT I.

Determining the need for interpreters

The planning committee members need to determine if interpreters will be hired for the event. This decision is often based on the language of the workshop, the presenter’s preference, the target audience, and the purpose of the event. For example, if the workshop with a Deaf presenter is informational in nature and the goal is for people to understand the information rather than to work on their language skills, then the committee may want to hire sign-to-voice interpreters. If the workshop with a Deaf presenter is on language skills development, the committee may decide not to hire interpreters. This information should be made clear on the flyer. If interpreters are needed for an event, the committee will need to know if sign-to-voice or voice-to-sign interpreting is required, or both. This will have an impact on who gets hired for the job. Additional considerations include whether or not to hire a Deaf interpreter, or whether or not to hire interpreters for Deaf-Blind participants. Once the committee has decided to hire interpreters, they will need to decide the following issues: How many interpreters are needed? What special skills are required, if any? Is certification required to work this event and what kind? Which interpreters work well together as a team? Which interpreters will work well with this presenter and/or topic? II.

Determining interpreters’ fees

Once the committee has decided to hire interpreters, they will need to decide how much they will pay them, using either an hourly rate or a flat rate. The amount will be influenced by the event and the requirements on the interpreters, as well as by the market rates for that geographic area. III.

Determining interpreters’ expenses

Additional expenses that may be incurred by the interpreters include transportation (i.e. air fair or mileage), meals, lodging, or parking. For some events, the interpreters may also be paid for preparation time. IV.

Negotiating and hiring the interpreters

One person on the committee should be responsible for hiring the interpreters, and for negotiating with them for fees and/or expenses.

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V.

Processing contracts

This person who negotiates with the interpreters should also be responsible for providing contracts if required by the organization, or for obtaining invoices from the interpreters after the event. C. Interpreting Considerations ON-SITE I.

Preparing with the interpreters

The committee will need to check with the presenter to see how much time he/she wants to meet with the interpreters prior to the event. If possible, get a copy of all handouts and/or overhead materials (i.e. PowerPoint slides) and send these to the interpreters prior to the meeting. This will give them a chance to become familiar with the materials and write down any questions they may have. II.

Placing the interpreters

The placement of the interpreters will be determined using several factors including, but not limited to, the type of interpreting, the type of presentation, the presenter’s style, the placement of the consumers, the needs of the audience, and/or the configuration of the room. C. Interpreting Considerations POST-EVENT I.

Paying the interpreters

The committee should pay the interpreters in a timely manner, preferably on-site, but no later than 30 days after the event or after receiving an invoice. If the interpreter incurred any expenses, these should also be paid in a timely manner after receipt of any required receipts. The committee should determine if the interpreter’s fees and expenses will be paid together with one check, or separately with two checks.

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II.

Debriefing with the interpreters

Check with the presenter to see if he/she wants to debrief with the interpreters after the event. The coordinator should also debrief with the interpreters to make sure everything went smoothly and to clarify any issues such as payment. D. Miscellaneous Considerations PRE-EVENT I.

Processing Continuing Education Units (CEUs)

Contact an approved RID CMP and ACET sponsor to obtain the necessary paper work to process your event for RID CEUs. NOTE: The approved sponsor must submit Activity Forms to the RID National Office 30 days PRIOR to the event, which means the Sponsor will need the forms 35-40 days prior to the event to ensure enough time for processing. Other organizations will have different timelines so check with the appropriate person to make sure you understand the deadlines for submitting paperwork. II.

Developing an evaluation form

Check with the presenter to see if he/she has a specific evaluation form that he/she likes to use. If not, the planning committee should provide a form at the workshop. III.

Recruiting volunteers

The committee members need to determine how many volunteers are needed for the event and for what jobs. For example, volunteers may be recruited to help with one or more of the following jobs: bulk mailing of flyers, on-site registration, refreshment set up and clean up, chairs and/or tables set up and clean up. Consider recruiting ASL or interpreting students when appropriate in exchange for a fee waiver to the event. If students aren’t available, offer a couple of the workshop participants a fee waiver in exchange for helping on-site.

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D. Miscellaneous Considerations ON-SITE I.

Providing CEU sign-up sheets

Make sure the appropriate forms are available at the workshop. The RID CEU sign-up scantron form should be provided by the RID approved sponsor who processed the CEU paper work. If this form isn’t received a week prior to the event, check with the sponsor. II.

Distributing and collecting evaluation forms

One or two volunteers should be designated to distribute the evaluation forms at the end of the event and to collect them after they’ve been filled out. Make sure there are enough copies for all participants. If several events are occurring simultaneously, consider using a different color for each event or session. D. Miscellaneous Considerations POST-EVENT I.

Compiling the evaluation forms

One or two committee members should be designated to tally the information on the evaluation forms. A copy of the results should be sent to the presenter, preferably within 30 days of the event. When typing participants’ comments, copy them “as written.” Do not edit them for spelling, grammar, punctuation, etc. II.

Providing verification of attendance

Some form of verification of attendance should be provided at the end of the event. This can take the form of a letter on the organization’s letterhead or a certificate of completion. III.

Sending thank you letters or notes

The committee should formally thank in writing the people who worked on the event including, but not limited to, the following people: the presenter, the interpreters, and the

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location liaison if any. Volunteers should also be thanked, either en masse (for example if a group of students helped as part of their class), or individually if there are only a few.

References: Simon, J. (2003). Manual: How to coordinate and host a successful workshop. Retrieved April 13, 2003 from Western Oregon University, Region X Interpreter Education Center Web site: http://www.wou.edu/education/sped/iec/host.pdf

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Registry of Interpreters for the Deaf, Inc. Affiliate Chapter Relations Committee

Affiliate Chapter Handbook Third Edition Section 5

Tools and Strategies for Conflict Management: I’m Okay, You’re Okay – How to be Different Together

© Copyright 2006, 2004, 2003 Registry of Interpreters for the Deaf. Written/Compiled by the Affiliate Chapter Relations Committee, 2001-2007.

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Tools and Strategies for Conflict Management By Paula Gajewski Mickelson Conflict happens. It happens any time two or more people come together with differing thoughts, ideas, life experiences, world-views and/or approaches to the world at hand. It is also experienced anytime incompatible activities occur – that is when one activity blocks, prevents or interferes with the completion of another activity. Such incompatible activities may originate with one person, between two or more people, or between two or more groups. Conflict, and the resulting consequences, can be as serious as that which is seen during a war, or as “seemingly” trivial as that which occurs when answering the age old question: should you put the toothpaste on your brush by squeezing the tube in the middle, or by rolling the end of the tube? In our culture here in the United States, conflict generally is something to be avoided. When thinking of the term, few people identify positive attributes or benefits of conflict. In fact, when looking in Webster’s dictionary for the definition of conflict, words like “antagonistic”, “incompatible” and “sharp disagreement” are only a few that are listed. It is clearly not a term that generates warm and comforting feelings. Just like there is good cholesterol and bad cholesterol, there is also a positive side to conflict. There is, in fact, research that has demonstrated that groups which embrace a conflict of ideas in problem-solving activities produce more creative solutions, and that members of groups which successfully resolve conflict and produce creative solutions are more satisfied with the group's decisions. It has also been shown that groups engaging in conflict in problem-solving dig into a problem, raise issues, and settle them in ways that demonstrate the value of a wide range of ideas, a high degree of involvement in the group's decisions, and a high degree of commitment to those decisions. In groups that are effective in solution-building/problem-solving, conflict retains its substantive quality without degenerating into a power-struggle or an "us-them" / "I'm right, you're wrong" kind of dynamic. (DHS Diversity Training: “Improving Our Business Practices”, 1997) David Johnson, the author of several books and articles on group theory and skills says, “It is not the presence of conflict which causes chaos and disaster, but the harmful and ineffective way in which it was managed.” When considering this notion of managing conflict, timing is crucial. The best time to manage a conflict is before it occurs. It is extremely difficult to manage a conflict, particularly in a respectful manner, when the people engaged in the conflict are in the heat of the moment. It is much better to discuss the management when people are calm, clear headed, and rational. One of the most effective tools in managing conflict is establishing a set of “Group Norms”, which are sometimes known as “Ground Rules”. The reason for setting the ground rules is

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to establish an environment that is comfortable, “safe” and respectful of people’s differences so that they can most effectively work together. When people have discussed and agreed on how they will “be” with each other in a group, and specifically, how they will deal with conflict when it occurs, they are much more apt to work together more effectively and respectfully. Some general guidelines for establishing group norms include: • “When” to engage in the conflict must be chosen and agreed upon by group members. • Goal: produce a successful and productive solution – it is NOT about winners and losers. • Everyone’s contributions are received respectfully and valued equally. • Members are critical of ideas, not of people who express them. • All views are brought out and explored before new, creative solutions are sought. • As much as possible, situational power must be balanced to promote free and honest exchange of ideas. • Incentives for finding a creative resolution must be defined. (Johnson & Johnson, 1991) When establishing ground rules with a group, there are three key questions you will want to explore together: • How will we, as a group, communicate with each other? •

How will we, as a group, relate to each other?



How will we, as a group, manage disagreement and conflict?

Notice the phrase “as a group” is used in each question. This is to help people in the group understand that the group, and each individual in the group, has a responsibility to establish the ground rules, and then enforce and follow them. There is a level of accountability that occurs when you develop and agree upon these rules as an entire body. It is also understood that it is not the lone responsibility of the board chair, or the president, to enforce these rules – everyone has a shared responsibility to make sure the group as a whole maintains the tone that is set with the ground rules. Once the group has established the ground rules, it is important that the group agrees to support and follow them. Do not assume that silence is agreement. It is very important to ask the group questions like “Are these ground rules acceptable to you?” or “In this group, can you live with these ground rules?” Once the rules are established, each time the group convenes, the first order of business should be to revisit them. Not only does this serve as a good reminder, but it also allows for

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people to modify, change, add or delete rules. This is especially important as the group works together over a period of time and begins to develop as a team. When each meeting begins, read the list of ground rules aloud. When finished, ask the group “Are there any additions or changes needed for these rules? If not, are they acceptable to you? Can you live with these?” Everyone needs to be able to answer “yes” before moving on. The key to effectively using ground rules as a tool for conflict management is in the revisiting of the rules each time the group convenes. If a person is absent, or a new person is added to the group, it becomes a new group. Because of this, it is crucial that the rules be reviewed together on a regular basis. The list of ground rules for a group should not be lengthy. Address issues in a succinct fashion by listing phrases or short sentences. Some examples that might be helpful to get you started include: How will we, as a group, communicate with each other? • Take turns • Raise hands • Sign or speak, or both? (work with the interpreter?) • Take responsibility for our comments by making “I” statements • Search for meaning • Search for clarity • Paraphrase, repeat for understanding • Open, honest, accurate and complete communication is expected How will we, as a group, relate to each other? • Keep side comments to a minimum • Pagers off; cell phones off • Respectful listening • Laugh, have fun • Reality check** • Everyone participates • Future focus • We are all accountable for this process and our team’s outcome • We will expect mistakes; that’s okay How will we, as a group, manage disagreement and conflict? • Challenge the issue, not the person • Agree to disagree • Consensus seeking – “I may not like this, but can I live with it?” • Identify our needs for time and space • Identify a time and space for discussing a resolution

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Ask for help if we cannot resolve the issue ourselves (mediator)

** The reality check has proven to be a useful ground rule if you suspect keeping the discussion focused on one topic at a time might be difficult. The concept behind this is that in a discussion, anyone in the group can call a “reality check” if they do not see the relevance of the discussion to the topic at hand. Once “reality check” is stated, the group must stop the discussion and clarify how the discussion is related to the original topic. If it cannot be explained clearly, the group must hold that discussion for a later time, and get back to the original issue. This ground rule was a lifesaver for a board of directors that had a tendency to talk “off point”, which resulted in all-day board meetings. The meeting times were cut in half, due in part, to the “reality check.” If you establish ground rules and don’t believe they are working, here are some questions to ask: • Are we revisiting them each time we meet? • Is there “buy in” from everybody? • Do they need to be modified? Additions made? • Do people understand that they are “group” norms and that each member in the group has responsibility in making these work? Conflict is inevitable. It will happen, and if managed well, it can be the source of energy and creativity for many ideas and great activities. Ground rules, as one tool for that, can also establish a safe and welcoming environment for people of different backgrounds and experiences. While they take time to establish and maintain, you will find, in the long run, the time is well spent. References: Bascal & Associates Business Management Supersite, Work Conflict, Work Violence and Difficult People & Customers Help Center, Conflict management. Retrieved April 30, 2003 from www.work911.com/conflict/index.htm Business Fundamentals, Inc. About business fundamentals. Retrieved April 30, 2003 from www.businessfundamentals.com/aboutus.htm Gish, S. (1990). Ethics and decision making for interpreters in health care settings. St. Paul, MN: College of St. Catherine. Johnson, D. W. & Johnson F. P. (2002) Joining together: Group theory and group skills. Boston, MA: Allyn & Bacon/Longman.

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McAdam, H. & Davey, M. (1997). Women and leadership. Traralgon Neighbourhood Learning House and The Creative Skill Consultants. Traralgon Hall, NJ. Retrieved April 30, 2003 from www.traralgon-city.com/tnlh/women.htm Minnesota Department of Human Services (1997). Introduction to diversity Curriculum in Improving Our Business Practices. St. Paul, MN; Author.

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Registry of Interpreters for the Deaf, Inc. Affiliate Chapter Relations Committee

Affiliate Chapter Handbook Third Edition Section 6

Region Representative Responsibilities: What do they do anyway?

© Copyright 2006, 2004, 2003 Registry of Interpreters for the Deaf. Written/Compiled by the Affiliate Chapter Relations Committee, 2001-2007.

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Region Representative Position Each region representative is responsible for maintaining an open communication network between the affiliate chapters within his/her region and the National Office. This communication and network process with the region representative paves the way for stronger affiliate chapters and a stronger region. The region representative represents each of the members in his/her region. It is the duty of the representative to represent the members' ideas, hopes, and needs within the national organization. Region representatives should devote a minimum of five to ten hours a week to the position. The region representatives are responsible for the following: 1.

Provide reports regarding the activities of the RID Board of Directors, national committees and the National Office to each affiliate chapter within his/her region. This can be done via e-mail, mail, or conference calls. Conference calls are generally held every two to three months.

2.

Provide reports to the Board and the National Office during meetings. Reports should reflect the special issues and/or concerns expressed within his/her region.

3.

Convene and preside at any regional meeting/conference and teleconference call. These events can provide valuable discussion forums where affiliate chapter leadership can share new ideas, discuss issues and find resolutions among their peers from neighboring states and provinces.

4.

When able, attend workshops and conferences in the region. Each region has a budget for this use. It is recommended that when there are funds available, the hosting affiliate chapter cover some of the costs for the visiting region representative.

5.

Serve as a resource person to affiliate chapter presidents and members within his/her region.

6.

Submit monthly reports for VIEWS. Guidelines can be obtained from the National Office.

7.

Monitor affiliation requirements of affiliate chapters within his/her region. Solicit, collect and forward all required materials to the National Office.

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8.

Work directly with the affiliate chapter board of directors if an affiliate chapter is not in compliance with the RID's affiliation requirements. Assist the chapter in moving toward compliance or dissolution. In the event of dissolution or nonrecognition of a chapter, collect and forward all required information to the National Office.

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Registry of Interpreters for the Deaf, Inc. Affiliate Chapter Relations Committee

Affiliate Chapter Handbook Third Edition Section 7

Regional and State Conference Guidelines: Don’t re-invent the wheel!

© Copyright 2006, 2004, 2003 Registry of Interpreters for the Deaf. Written/Compiled by the Affiliate Chapter Relations Committee, 2001-2007.

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Regional and State Conference Guidelines Developed by Elizabeth Mendoza For RID Region V Regional and State Conferences: RID publishes guidelines for hosting regional and state conferences. These guidelines are updated regularly and are especially helpful during the beginning stages. Whether the conference is at the chapter level, the state level or the regional level, the planning process is similar. Before deciding to hold a conference, consider the coordination efforts listed at the end of this chapter. Many affiliate chapters have annual or biennial state conferences. State conferences are excellent for networking with others within the state, especially if there are large distances between major communities or if there are geographic barriers that prohibit accessible travel throughout the state. Advantages for State Conferences: 1.

Local/state issues can be discussed in depth. This is particularly true if there is pending legislation that impacts the interpreting profession.

2.

Members come together from throughout the state and provide support and networking. This is particularly helpful for members residing in remote areas.

3.

Can encourage non-members working within the profession to join the organization.

4.

Will provide several days of workshops in one location as opposed to other workshops being offered during the year. (Typically workshops are one day or less; and conferences are two or more full days).

RID endorses the development of regional conferences. Regional conferences are excellent for enhancing the cohesiveness of the profession within the region. Affiliate chapters interested in hosting a regional conference should contact the region representative. Depending on whether other affiliate chapters are interested in also hosting a regional conference, there may be a selection process. Advantages for Regional Conferences: 1.

Regional conferences are often located closer geographically to the members than the national conference and are thereby less expensive to attend than the national conference.

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2.

There is higher potential to have a wide variety and higher caliber of workshops at regional conferences than the state conferences can have because the financial base is larger.

3.

Regional conferences are able to focus on regional issues; issues that may not be as valid on a national level. At the same time, regional conferences can help RID identify concerns and problems within the region.

An overview of the Regional Conference Guidelines: 1.

At least five RID affiliate chapters must participate and approve the regional conference. These five affiliate chapters must be from the same geographical area.

2.

RID regional conferences may only be held during the years that there is no RID national conference.

3.

The affiliate chapter presidents or the designee must serve on the regional conference planning committee.

4.

The chairperson(s) serves as a liaison between the planning committee and the region representative and/or RID National Office (to keep the National Office informed).

The affiliate chapter interested in hosting a national conference must apply to do so. Contact the National Office, or the region representative, for more information. Suggested coordination required for conferences is shared on the following pages.

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I.

Conference Chair(s)

This person, or persons, oversees the overall planning, making sure that everything is progressing smoothly. This includes establishing the necessary committees and monitoring the work of each committee. A timeline, which is adhered to, will be a great help. Below is an example: A.

Timelines

1. • • 2. •

• • •

Two years prior Establish Conference Chairs (s) Secure hotel and sign hotel contracts Prior to the National Conference before the regional conference – Flyers/brochures about the conference to include: − Dates − Host city − Call for presenters − Call for interpreters − Call for student representatives − Information about the hotel − Web site address − Registration form (mini version) Include on the regional caucus agenda, time to advertise the regional conference Vendor/Exhibitor packets to hand out at the national conference Committee chairs selected

3.

Deadlines for selections (the same year of the regional conference) − January (middle): Presenters − January (end): Interpreters − March (beginning): Student representatives − March (beginning): Early bird registration − April (middle): Regular registration − April (middle): After regular registration, one can only register onsite − April (end): Vendors

4.

Two weeks prior Program Book Deadline for refunds

• •

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5. •

One week prior Hotel walk through and final food/beverage menu

A majority of members of the host chapter should be enthusiastic about hosting the conference, especially at the regional and national levels. Many, many hours of “people power” are required to plan and successfully host a conference. The more people who are involved and helping, the less likely individuals will be burned out by the time the conference convenes. The conference chairs also are responsible for smooth operation during the conference. Conference chairs ensure that the appropriate chairperson is handling each aspect or finding someone to take care of those last minute problems that arise. To defray the fiscal impact and to lower the out-of-pocket expenses incurred, the conference chairs should solicit agencies and organizations for money to fund such events as the “welcome mixer,” continental breakfasts, and the closing banquet entertainment. The exhibitor chair can aid in this endeavor by requesting sponsorship in the vendor packets. After the conference, the conference chairs are responsible for submitting the final reports. If it is a state conference, the reports are submitted to the affiliate chapter. If it’s a regional conference, the reports are submitted to the National Office. The final reports include a financial report, a copy of the program book and any other related information. B.

Budget and Finance

When planning a regional conference, develop a projected budget. This includes: 1. Estimated projected costs for the site 2. Presenters’ fees 3. Audio-visual equipment 4. Postage for advertisements 5. Other activities that will be included in registration: • Welcome mixer • Continental breakfast(s) • Entertainment at the closing banquet Estimate the number of participants to determine the registration fee (See Appendix A). The registration fee must cover the conference expenses if there is not to be a debt. All other revenue should be considered a bonus and not calculated as potential revenue.

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C.

Fee Structure

There must be a lower registration fee for RID members than for non-members. The range of fees should reflect the participation of the members. For example, a range of fees to reflect all levels might be: Early Bird 2 months prior

Regular 2 weeks prior

On Site after “regular”

Daily

RID Member Non-Member Student Table 1 Keep in mind that the registrations received by the early bird date will only be 50-75% of the total registrations by the conference date. D. • • • • • • • •

Revenue Registration fees Silent auction Program book advertisement Exhibitors/vendors Sponsors Donations In-kind donations Affiliate chapter donations/sponsorship

If you can design ways to encourage people to register early, you will have a better idea of how many people will be attending. This will also help other committees to do their work more effectively (for example, not printing too many program books). One way is to provide an early bird rate (see Table 1 above), RID member and non-member rates and higher daily rates. E.

Expenses

1. Audio-visual equipment: • Overhead projectors • TV/VCR • FM systems • Digital projectors

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2. Hospitality • Continental breakfast • Coffee • Welcome mixer • Afternoon snacks and drinks 3. Interpreters 4. Meeting rooms 5. Presenters’ fees 6. Postage • Flyers • Registration confirmation letters 7. Printing • Flyers • Program book 8. Banquet entertainment Hotel charges will vary depending on the number of “room nights,” or conference participants staying at the hotel. If this is the case, encourage individuals to stay at the hotel to defray meeting room costs. Sometimes the hotel room charges will decrease with the increase of total room nights. The refund policy should be clearly explained in all advertisements. The refund policy should include: 1. Whether refunds will be allowed 2. The process for requesting refunds (in writing and to whom) 3. Conditions of refunds (emergency only) 4. Due dates of requesting refunds (recommended two weeks before conference) If the refund is contingent upon a justification (family emergency, etc.) it is recommended that the conference chair(s) and the registration chair(s) decide whether or not a person receives a refund.

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There should be a separate checking account opened specifically for the conference to aid in accurate, detailed accounting of all revenue and expenditures. Each committee must keep the person responsible for the accounting informed of the revenue and expenses. For regional conferences, a final financial report must be forwarded to the region representative who will file it with the National Office. The closing banquet should be an additional and optional expense for the conference attendees to pay. Childcare is an issue that must be discussed. If childcare is provided, it is recommended that it be handled separately (professional services) making sure that those who use the service split the costs evenly. F.

Hotel and Site Arrangements

Selecting the hotel is one of the most fiscally important decisions to make when coordinating a conference. The hotel should be centrally located, close to restaurants, city attractions and transportation with plenty of parking. Meeting space should be appropriate for the projected number of participants with ease of access from hotel rooms to workshop and exhibit areas. The conference chair(s) will work closely with the hotel group sales person for all of the logistical details. The hotel group sales person and the conference chair(s) will work together to reserve and assign workshop breakout rooms, banquet room and menu, exhibit hall space, tables for exhibitors, registration, silent auction and meetings. The hotel group sales person should provide signage for the conference. The conference chair(s) will provide the name of the organization (regional or national), theme of the conference, the logo and the names of the workshops for each breakout room. The hotel should be accountable for insurance, licenses for selling alcohol, accessibility, etc. (See Appendix B)

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II.

Registration Chair(s)

Documentation is crucial for registration. A spreadsheet is recommended for keeping track of who registered, how much paid, if they bought a banquet ticket, what meal they requested, etc. This information should be included on the confirmation letter that is sent to the attendee. The confirmation letter serves as the attendee’s receipt. The confirmation letter should also include a brochure about the hosting city that can be obtained from that city’s Convention and Visitor’s Bureau. It is also important for each person to receive a confirmation of both registration fee paid and the number of banquet tickets purchased to include what kind of meal ordered. (See Appendices C-1, C-2, C-3) Registration should begin a couple of hours before the conference officially starts. For example, if the conference starts with a welcome mixer or opening ceremonies the night before, registration should start approximately three hours before these scheduled events. The registration table should be centrally located, preferably near the exhibit hall, with plenty of room for lines of people. There should be a receipt book at the registration table for attendees paying the daily rate and/or buying banquet tickets. The registration committee is also responsible for making nametags for participants, presenters, committee chair(s), student representatives and exhibitors. This committee is responsible for making and selling banquet tickets before and during the conference. If feasible, a seating chart is helpful to ensure accessible seating. A.

Prior to conference:

1. Develop registration forms 2. Distribute registration forms to RID Views (check with region representative for deadlines) 3. Distribute registration forms to all affiliate chapter Presidents, via email, WWW, or mail 4. Collect registration forms and monies 5. Deposit checks for registration and/or sponsorships 6. Keep a spreadsheet of ALL monies collected as well as banquet numbers, numbers of student reps, working interpreters, attendees (students and regular), speakers, etc 7. Send out confirmation letters (Samples from Conference Chair(s))

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8. Make name tags/badges B.

At the conference:

Be at the registration table for on site and paid registrants, sell banquet tickets, hand out name tags/badges and registration bags. 1. Contact Membership Coordinator at the National Office for hints for successful on site registration 2. Print different color badges for daily registration 3. Find sponsor for name tags/badges 4. Establish a policy for: • "I have already sent in my registration but didn't get a confirmation letter" • Have a sign at the Registration table stating: "If you have already sent in money but have not yet received a letter of confirmation, you must still pay today and when your check is received you will be reimbursed." C.

All Chairs will be responsible for:

1. Attending telephone conference calls 2. Selecting committee members 3. Arriving to the site early for set up 4. Preparing and submitting final reports following all deadlines

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III.

Program Chair(s)

The program chair(s) makes all of the arrangements for the program such as contacting presenters, scheduling the daily conference activities and making sure the needs of the presenters are taken care of (audio-visual needs, etc.). The conference should have a theme and a variety of topics related to the theme. In addition, it is recommended that there be some skill or professional development included for all interpreting skill levels. If some workshops, or sessions, will be limited in number, use pre-registration forms for participants to sign up for specific sessions. In addition to the workshop presentations, consider having a chapter presidents' meeting, a regional business meeting, RID and other special interest group meetings, "town hall" meetings, time for the region representative to discuss national level issues, "free paper" presentations, etc. A.

Prior to conference:

1. Solicit, screen, and select workshop presenters for the conference (e.g., resumes, vitas, videotapes of sample workshops) (See Appendix D) 2. Obtain sample contract from National Office and modify to the conference TO BE APPROVED BY CONFERENCE CHAIRS, REGION REPRESENTATIVE, AND NATIONAL OFFICE and enforce deadlines for signing and submittal 3. Obtain a CEU sponsor ASAP 4. Contact CMP coordinator at the National Office for bar coding for the CEUs 5. Contact the conference coordinator at the National Office for guidelines for selecting presenters 6. Get bios, abstracts and give to program book chair 7. Get handouts for interpreter coordinator 8. Get notes/outlines from presenters for CD-ROM 9. Presenters will provide an original of handouts for copying purposes 10. Present checks to presenters (get from conference chair(s))

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B.

At the conference:

1. Distribute per diem money envelopes (get from conference chair(s)) during the conference 2. Collect travel receipts C.

All Chairs will be responsible for:

1. Attending telephone conference calls 2. Selecting committee members 3. Arriving to the site early for set up 4. Preparing and submitting final reports following all deadlines

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IV.

Program Book Chair(s)

The program book chair is responsible for making and distributing the conference program book. This chairperson(s) will work with all of the chairs to solicit and gather conference information as well as advertisement to offset the cost of reproduction. A.

Prior to conference:

1. Solicit ads (See sample prices and sizes, Appendix E) 2. Collect program information from conference chair(s), program chair(s), etc. 3. Layout and send all picture-ready pages to the printers 4. The program book should include: • Letters of welcome from: • Governor (optional) • Mayor • Table of Contents • Hotel map • Workshop schedule • List of exhibitors • Conference committee chairs’ names • List of sponsors • Interpreting policy • Description of skill levels of workshops

• •

RID president Region representative

5. Make arrangements for program books to arrive at the conference B.

At the conference:

N/A C.

All Chairs will be responsible for:

1. Attending telephone conference calls 2. Selecting committee members 3. Arriving to the site early for set up 4. Preparing and submitting final reports following all deadlines

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V.

Interpreter Services Chair(s)

Recruiting interpreters requires a lot of time. Interpreters hired for a conference should be qualified for platform interpreting. Credentials and references are a good place to start. Members of RID in good standing who hold generalist certificates are often best suited for this type of work. A screening process should still be in place to ensure quality. Remember that these interpreters will become models for the participants. For main events, such as the keynote address, a minimum of two interpreters (as a team) and two transliterators (as a team) should be provided. During the conference sessions, there should be a minimum of two interpreters (as a team) for all workshop sessions, unless specifically stated on all publicity. Other considerations are interpreters for deaf-blind individuals or for oral deaf individuals. It is recommended that advertising materials indicate the interpreting services available and if additional services can be requested. Additional services may also include assistive listening devices such as a FM system or a loop system. A.

Prior to conference:

1. Solicit, screen, and select interpreters for the conference (e.g., resumes, vitas, videotapes of sample work, letters of recommendation) (Appendix F) 2. Contact the conference coordinator at the National Office for guidelines for selecting interpreters 3. Get bios, abstracts and give to program book chair 4. Obtain sample contract from National Office and modify to the conference TO BE APPROVED BY CONFERENCE CHAIRS, REGION REPRESENTATIVE, AND NATIONAL OFFICE and enforce deadlines for signing and submittal 5. Organize workshop for working interpreters to earn CEUs (suggested) 6. Contact conference coordinator at the National Office for interpreting policy 7. Submit interpreter policy to program book 8. Submit bios of interpreters for program book 9. Submit pictures of interpreters for program book 10. Contact presenters for handouts/outlines

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11. Organize prep time for interpreters B.

At the conference:

1. Assign workshop rooms for the working interpreters 2. Supervise interpreters 3. Have folders to include: • workshop assignments • team • handouts • outline • lunch order form for three days (collect money) 4. Have lunches ready for interpreters each day 5. Collect travel receipts and give to conference chair(s) 6. Distribute per diem money envelopes (get from conference chair(s)) C.

All Chairs will be responsible for:

1. Attending telephone conference calls 2. Selecting committee members 3. Arriving to the site early for set up 4. Preparing and submitting final reports following all deadlines

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VI.

Webmaster Chair(s)

The webmaster chair(s) is responsible for developing and running the web site that is to follow the theme of the conference. The web site is typically developed at least one and a half years in advance of the conference to advertise at the National Conference and any regional conferences prior to the specified conference. A.

Prior to conference:

1. Develop and run the web site 2. Make all necessary changes in a timely manner B.

At the conference:

N/A C.

All Chairs will be responsible for:

1. Attending telephone conference calls 2. Selecting committee members 3. Arriving to the site early for set up 4. Preparing and submitting final reports following all deadlines

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VII.

Student Representative Chair(s)

Recruiting student representatives for conferences is a time consuming position. It is important to recruit responsible people who portray professionalism and a good attitude as these student representatives reflect the image of the conference. A.

Prior to conference:

1. Solicit, screen, and select student representatives for the conference (Resume, letters of recommendation, videotape of themselves, proof of "studentship") (Appendix G) 2. Obtain sample contract from National Office and modify to the conference TO BE APPROVED BY CONFERENCE CHAIRS, REGION REPRESENTATIVES, AND NATIONAL OFFICE and enforce deadlines for signing and submittal. 3. Obtain contract from conference coordinator at the National Office and enforce signing and submittal 4. Contact Conference coordinator at the National Office for policies B.

At the conference:

1. Assign workshop rooms for the student representatives 2. Supervise student representatives 3. Have student representatives introduce self and presenters prior to workshops 4. Collect travel receipts and give to conference chair(s) 5. Distribute per diem money envelopes - from conference chair(s) 6. Be available in central area for emergencies 7. Have folders to include: • Presenter’s name • Handouts • Lunch order form for three days (collect money) • CEU bar codes 8. Have lunches ready for student representatives each day

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C.

All Chairs will be responsible for:

1. Attending telephone conference calls 2. Selecting committee members 3. Arriving to the site early for set up 4. Preparing and submitting final reports following all deadlines

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VIII. Exhibitors/ Fundraising Chair(s) The exhibitor chair(s) is responsible for soliciting not only vendors for the conference, but also potential sponsors. Sometimes companies will want to sponsor as well as reserve a booth in the Exhibit Hall. A.

Prior to conference:

1. Solicit and organize exhibitors 2. Obtain former exhibitor lists from conference chair(s) 3. Write up a contract including prices (See Appendices H-1, H-2) 4. Solicit agencies and organizations for money to fund such events as the welcome mixer, continental breakfasts, etc. to lower the region out-of-pocket costs. This solicitation can be included in the vendor packet (See Appendix H-3) 5. Tell conference coordinator(s) total number of exhibitors and expected income B.

At the conference:

1. Assign booths to various vendors/exhibitors 2. Supervise exhibitors’ set up 3. Solve any problems that might occur during set up C.

All Chairs will be responsible for:

1. Attending telephone conference calls 2. Selecting committee members 3. Arriving to the site early for set up 4. Preparing and submitting final reports following all deadlines

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IX.

Entertainment Chair(s)

The entertainment at the closing banquet leaves a lasting impression. For this reason it is important to hire the appropriate person or group to close the conference. The entertainment chair(s) is in charge of planning and organizing the banquet entertainment. Ideas should come from the conference committee or others who suggest certain entertainers. A.

Prior to conference:

1. Plan and organize the banquet entertainment. Ideas should come from the conference committee. Ideally, there should be: • An emcee for the event • An awards ceremony • Closing entertainment 2. Solicit funds to sponsor entertainment for the banquet 3. Arrange for certificates of recognition and plaques for sponsors B.

At the conference:

1. Coordinate entertainment 2. Work with A/V coordinator for A/V needs C.

All Chairs will be responsible for:

1. Attending telephone conference calls 2. Selecting committee members 3. Arriving to the site early for set up 4. Preparing and submitting final reports following all deadlines

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X.

Awards Chair(s)

The awards chair(s) solicits nominations for three awards to be presented at the conference. The award recipients should be members who will represent the interpreting profession. A.

Prior to conference:

The awards person will seek nominees for the three awards and then, with the help of their committee, select winners. Nominations need to be solicited through VIEWS, affiliate chapter newsletters, and any other means thought possible. Work with the region representative to plan how awards will be presented at the banquet. The awards are as follows: 1. Outstanding Contribution Award - given to an interpreter for his/her integrity and extraordinary efforts in the promotion of the profession of interpreting 2. Interpreter Educator Award - given to a person who shapes the profession of interpreting by touching the lives of students 3. Distinguished Service Award - given to a person in commemoration of a lifetime of service to the profession of interpreting B.

At the conference:

Have awards and introductions ready for presentation during the banquet. C.

All Chairs will be responsible for:

1. Attending telephone conference calls 2. Selecting committee members 3. Arriving to the site early for set up 4. Preparing and submitting final reports following all deadlines

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XI.

Welcome Mixer Chair(s)

The welcome mixer is first impression conference attendees will have of the conference. It is vital that this event be fun, organized and has a lot of food. A.

Prior to conference:

1. Plan and organize the welcome mixer: ideas should come from the conference committee 2. Solicit funds to sponsor food for the welcome mixer 3. Request donations for raffle held during the mixer B.

At the conference:

1. Coordinate and run the raffle and introductions 2. Have a parade of presenters; perhaps introduce student representatives and conference interpreters C.

All Chairs will be responsible for:

1. Attending telephone conference calls 2. Selecting committee members 3. Arriving to the site early for set up 4. Preparing and submitting final reports following all deadlines

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XII.

Silent Auction/Registration Bags Chair(s)

The registration bags are mementos for conference attendees to take home and use. In this respect, the bags should be durable and appropriate for daily use. The silent auction is typically held during the banquet at tables set up around the outside of the banquet room. Before and during dinner, attendees may browse and bid on the items displayed. A.

Prior to conference:

1. Obtain or make bags 2. Solicit items for registration bags 3. Solicit items for the silent auction to be held during the closing banquet B.

At the conference:

1. Organize and run the registration bag assembly line on site, prior to the actual conference 2. Organize and run the silent auction held during the closing banquet C.

All Chairs will be responsible for:

1. Attending telephone conference calls 2. Selecting committee members 3. Arriving to the site early for set up 4. Preparing and submitting final reports following all deadlines

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XIII. Audio/Visual Chair(s) One of the most critical positions at the conference is the audio/visual chair(s). The person must be continuously available to assist in situations that will arise during the conference regarding audio/visual equipment. A.

Prior to conference:

1. Work with hotel, conference chair(s), program chair(s), entertainment chair(s), welcome mixer chair(s), awards chair(s), exhibitor chair(s) and interpreter coordinator to coordinate equipment needs 2. Reserve FM system from the National Office (if available) B.

At the conference:

1. Work with the conference chair(s) and hotel staff to set up audio/visual equipment 2. Make sure all rooms have equipment accommodations 3. Solve problems that might occur during the conference C.

All Chairs will be responsible for:

1. Attending telephone conference calls 2. Selecting committee members 3. Arriving to the site early for set up 4. Preparing and submitting final reports following all deadlines

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Appendix A SAMPLE BUDGET [Used with permission from the 2002 RID Region V Conference]

Registration Supplies Bags

Credit 35,790 500

Thursday Mixer Food Supplies 2000

Banquet Banquet Entertainment

6860 750

Awards Supplies Audio Visual Interpreter/Mileage Presenters 1470

Travel Handouts Interpreters Fees Per Diem Travel Workshop Room cost FM System shipping Student Reps Per Diem Room Cost Gifts

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Comments 248 paid registrants

660.14 32.33 Extra bags from Convention Bureau 1,451.36 90

Breakfast

Fees/mileage/hotel

Debit

100

4043.22 $7.25 & tax/gratuity $10/200 people 6000.3 (220 attended) 196 paid/24 comp 650 Other $100 went to equipment costs 266.21 14.50 202.97 80 14 presenters/4 tracks, 8 workshops 3536.4 $60 per hour plus 1/2 room cost of night presenting 1930 Up to $250.00 per workshop 21.64 For copies over 50, as needed 4220 455 1636.35 476.50 1750.40 45.12

8 full time, 1 part time Food costs for working days Up to $250.00 per interpreter Expected Debt $500.00 4 rooms, 4 nights (16 room nights) Return postage to RID National Office

6 student reps 420 $70.00 per student rep for 3 days 1094 2 nights comped/4 rooms, 3 nights 45.19 Pens

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Appendix B SAMPLE HOTEL CONTRACT LETTER Date Mr./Ms. (Insert Name) RID Executive Director 333 Commerce St. Alexandria, VA 22134 Re: Registry of Interpreters for the Deaf Dear Mr. (Insert Name), Thank you for selecting the (name of hotel) to be a part of the Registry of Interpreters for the Deaf. We are delighted to have this opportunity to work with you and to extend our hospitality to Registry of Interpreters for the Deaf. We are pleased to confirm the following arrangements. MEETING DATES: Month/day/year - Month/day/year GUESTROOMS RESERVED Thursday date

Friday date

Saturday date

GUESTROOMS RATES We are happy to extend the following definite group rates. Group rates are available three days prior to and following your event, based upon hotel availability. Check-in time is 3:00pm and checkout time is 12 noon. Room King Bedded Rooms Double Bedded Rooms

Single Rate $99.00 $99.00

Double Rate $99.00 $99.00

Triple Rate

Quad Rate

$109.00 $109.00

$119.00 $119.00

Room rates are subject to applicable occupancy tax. Current tax is 10.5% and subject to change.

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COMPLIMENTARY/UPGRADED GUESTROOMS Included in your group room block, we will compliment one sleeping room night for every 50 paid room nights picked up on a nightly basis. We will offer a suite at the group rate of $99.00 for the guest of your choice over the dates of your event. RESERVATIONS Reservations are to be handled on an individual basis. Attendees can make reservations through our group reservation department at (number). Our reservation department is open Monday-Friday 8am-5pm. Our nationwide toll-free number (number) is unable to confirm rates. Callers must refer to the group name of Registry of Interpreters for the Deaf to book the special group rates and be included in your group room block. Your reservation cut off date is (date). Reservation requests received after (date) will be accepted on a space available basis and subject to available rates. Credit card or an advance deposit of the first night room and tax must guarantee each reservation. Individual reservations canceled less than 24 hours will be charged one night room and tax. No show reservations will be canceled and charged room and tax for the entire length of the reservation. Rooms that are not picked up after cutoff will be released to the hotel and RID will not be responsible for any variance in rooms picked up versus rooms initially blocked. PARKING Hotel parking for overnight guests is at the rate of $5 per night, with complimentary in and out privileges. Day use parking for your meeting attendees is complimentary. FUNCTION SPACE REQUIREMENTS The (name) Hotel is currently holding function space based on the attached schedule of events. Prices for food and beverages will be based on the (name) Hotel’s catering menus in effect six months prior to your scheduled dates. The Hotel reserves the right to assign function space according to guaranteed number of guests attending your event. Date Date Date Date Date Date Date Date Date

Start Time 7:00pm 8:00am 8:00am 8:00am 8:00am 8:00am 5:00pm 8:00am

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End Time 10:00pm 5:00pm 5:00pm 5:00pm 5:00pm 11:59pm 8:00pm 5:00pm

Function Mixer Breakout Breakout Breakout Breakout Exhibits Meeting Breakout

Number 75 50 50 50 50 100 50

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Date Date Date Date Date

8:00am 8:00am 8:00am 8:00am 7:00pm

5:00pm 5:00pm 5:00pm 11:59pm 10:00pm

Breakout Breakout Breakout Exhibits Dinner

50 50 50 200

Your meeting space charges will be complimentary based on 190 room nights realized on a cumulative basis. Should your group pick-up be less than 190 cumulative room nights, the following sliding scale will apply. 189-140 cumulative room nights 139-80 cumulative room nights 79-0 cumulative room nights

$300.00 per day $700.00 per day $1,300.00 per day

A Catering/Convention Services Manager will contact you to assist in planning your menus, meeting space and audio/visual needs. COMPLIMENTARY DETAILS Included in your group package will be provided the following items: - Complimentary microphone and podium in each meeting room - Set-up and tear down of the meeting rooms to include water, risers, tables and chairs. AUDIO/VISUAL We have available an in-house audio/visual company that can provide any audio/visual items. Your organization is allowed to either bring in their own audio/visual or use another company to provide audio/visual services. GROUP DEPOSIT An initial deposit of 50% of your master account is due and payable by (date—usually one month before the Conference). BILLING Charges for organized functions will be applied to your master account. The master account must be settled at the time of your groups’ departure, less any deposit. Incidental charges will be the responsibility of each room at check-in. CANCELLATION POLICY This program is considered definite upon signature of this agreement. Group cancellations will be subject to the following assessment. - 0-89 days prior to event, 50% of hotel’s lost business (hotel rooms, as well as food and beverage costs)

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There will be no fee assessed to the group should your group cancel at least 90 days prior to arrival. FORCE MAJEURE Neither the (name) Hotel, nor (name of the hotel’s corporation) shall be responsible for the performance of its obligations under agreement if such party is unable to perform such obligations due to circumstances beyond its control including without limitations acts of God, fires, wars, civil disturbances, labor disputes or governmental actions or events beyond the control of the (name) Hotel or (name of the hotel’s corporation). In the event of such occurrences, this agreement shall be invalid. INDEMNIFICATION Each party agrees to indemnify and hold harmless the other from any and all loss, damage or expense (including attorney’s fees) arising from the negligence or willful misconduct of the indemnifying party, its agents and employees in the performance of its duties and responsibilities under this agreement. GOVERNING LAW This agreement shall be governed and construed in accordance with the laws of the State of (name of state) applicable to agreements to be made and performed in (name of state). Each party irrevocably consents to the exclusive jurisdiction of a (name of state) state or federal court for or within (name of county) County, (state), over any action or proceeding arising out of or related to this agreement and waives any objection to venue or inconvenience for the forum in any such court. NO ASSIGNMENT Neither this agreement, nor any rights or benefits hereunder, may be transferred, assigned, subcontracted or otherwise transferred to any other party without the prior written consent of us on our sole and absolute discretion. SHIPPING AND RECEIVING Any materials being shipped in advance must have the following information included on all packages: name of group, date of function, group contact, hotel contact. The client is responsible for the arrangements and expense of delivery, set up packaging and return of all materials. There will be no charge for receiving and storage of up to 20 (twenty) boxes for your group. A $5.00 fee, per box, per day will apply to any boxes in excess of twenty.

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If the attached meets with your approval, please sign, date and return one copy of this contract by (deadline-typically one year in advance). This agreement will not become valid until a signed copy is returned and you have received a countersigned copy of the agreement from us. All of the management and staff of the (name of hotel) Hotel look forward to serving you. If you have any questions or changes, please do not hesitate to contact me. Sincerely, Name of Sales Manager Sales Manager

Agreed and accepted by: ________________________________ Date: ____________ Mr./Ms. (Insert Name), Executive Director for Registry of the Interpreters for the Deaf (RID)

Agreed and accepted by: ________________________________ Date: ____________ Name of Sales Manager, Sales Manager (hotel) Hotel

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Appendix C-1 REGULAR CONFIRMATION LETTER “Theme of conference” Year RID Region ( ) Conference

Logo Here

Date Name of City and State Name of Hotel Web address Registration Confirmation Letter

Date: _________________

Dear ______________________________

Your payment has been received for registration to the (year) RID Region ( ) Conference in (insert city). We are planning a great conference and are happy you have decided to join us. Your payment for _____ banquet tickets has also been received. For preferred seating, table reservations will be available on a first come-first serve basis either by sending a written request to the address listed below postmarked no later than (deadline) or at the registration desk the morning of the banquet. Your request MUST include the names of each registrant for whom you are making table reservations. Reservations will not be made for persons not yet registered. Watch for additional information in your conference packet. (City) is packed with great things to see and do for people of all ages, too many for us to have included the information now. To name a few, from downtown (city) we are within a 30 minute drive from (add your city’s attractions). Come early or stay after the conference to make the most of your trip. We’re looking forward to seeing you! Names of Registration Chair(s) Registration Chair(s) Street City, State Zip

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Appendix C-2 NO BANQUET CONFIRMATION LETTER “Theme of conference” Year RID Region ( ) Conference

Logo Here

Date Name of City and State Name of Hotel Web address Registration Confirmation Letter

Date: _________________

Dear ______________________________ Your payment has been received for registration to the (year) RID Region ( ) Conference in (insert city). We are planning a great conference and are happy you have decided to join us. Banquet tickets have not been reserved for you. Banquet tickets for Saturday night are $35 each and can be purchased in advance. Your menu choices are Chicken or Vegetarian. For preferred seating, table reservations will be available on a first come-first serve basis either by sending a written request to the address listed below postmarked no later than (Deadline) or at the registration desk the morning of the banquet. Your request MUST include the names of each registrant for whom you are making table reservations. Reservations will not be accepted for persons not yet registered. Watch for additional information in your conference registration packet (City) is packed with great things to see and do for people of all ages, too many for us to have included the information now. To name a few, from downtown (city) we are within a 30 minute drive from (add your city’s attractions). Come early or stay after the conference to make the most of your trip. We’re looking forward to seeing you! Names of Registration Chair(s) Registration Chair(s) Street City, State Zip

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Appendix C-3 Please take some time and review the areas below in the event other information may be required from you. _____ Proof of full time status in an ITP must be received in order to take advantage of the student registration rate. Please forward proof of student status or an additional $________ postmarked no later than (DEADLINE).

_____ You forgot to designate your meal preference for the banquet. Please mark your choice below and return this form to the address below postmarked no later than (DEADLINE). _____ Chicken

_____Vegetarian

_____Your registration fee was postmarked after the _______deadline. Please forward the additional $_______postmarked no later than (DEADLINE).

____Other_____________________________________________________________ __________________________________________________________________ __________________________________________________________________ _____Everything has been received.

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Appendix D OFFICIAL CALL FOR PRESENTERS We are soliciting presenters for three- and six-hour tracks. Presenters will receive free conference registration, $__/hour, reimbursement for actual travel up to $____ and half hotel room for day of presentation. Each proposal must include a 100 word abstract for the program book, an outline of educational objectives, a paragraph of biographical sketch of presenter(s) and a 1-page presentation description. Proposals should focus on educational interpreting, multi-cultural settings, and speciality areas, such as Deaf and Hearing teams, legal interpreting, and/or interpreting in a government setting. We encourage proposals for all levels from student to certified. Send proposals to: Program Chair Name Conference Program Chair Street Address City, State Zip [email protected] DEADLINE FOR PROPOSALS Month Day Year

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Appendix E Regional Conference Conference Program Information A minimum of 250 twelve-page programs will be printed and distributed to conference participants and exhibitors; it will serve as the primary resource for conference information, scheduling, and local activities. The 2002 Program will keep the 8.5 x 11 format from the past several conferences, being laid out in a clear manner to make it thoroughly useable for all of our participants. We invite businesses, organizations, and individuals to make themselves known through the Program. Space is limited, and immediate ordering is recommended. Advertising Rates: Advertisement Type:

Mechanical Dimensions cover 7 1/2” x 10”

Early Bird & Exhibitor Rate* $200.00

Standard Rate $180.00

Outside Back (full page) Inside Front Cover (full 7 1/2” x 10” $175.00 $158.00 page) Inside Back Cover (full 7 1/2” x 10” $150.00 $135.00 page) Full Page 7 1/2” x 10” $104.00 $115.00 Half Page (Horizontal) 7 1/2” x 4 7/8” $63.00 $70.00 Half Page (vertical) 3 1/8” x 10” $63.00 $70.00 Quarter Page 3 1/8” x 4 7/8” $36.00 $40.00 Business Card $22.00 $25.00 *Early Bird rates apply to those advertisements completed (completed artwork and payment in full received) by 16 February 2002. Exhibitor rates will be accepted for those advertisers with a completed exhibitor contract until 16 March 2002. NOTE: The rates quoted are for camera-ready artwork (or Macintosh compatible electronic files). Camera-ready artwork means that the advertisement border is to the exact dimensions given above, that the artwork is clean, half tones (if any) completed and in place, etc. If you need the conference staff to prepare artwork for you, add 50% of the advertisement rate. For example, a quarter page at the standard rate is $70. The cost for the space and for the conference staff to prepare the artwork would be $105. Advertising Deadlines The available space for advertisers is limited; we have a lot of important conference material to include as well. We strongly recommend ordering your advertising space as soon as possible, as once space is sold out we will not accept additional orders. This applies regardless of the stated deadlines or your exhibitor status.

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Early bird rates apply to completed orders received on or before 16 February (conference year). Exhibitor rates apply to confirmed exhibitors whose advertising order is received by 16 March (conference year). Standard rates apply to non-exhibitor orders received after 16 February, and before 16 March. No orders will be accepted after 16 March. Placing Orders and Additional Information For an advertisement order form, or for additional information, please contact: Program Book Chair name Program Book Chair (123) 555-1234 [email protected]

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Appendix F

(year) RID Region ( ) Conference OFFICIAL CALL FOR INTERPRETERS We are looking for full and part time interpreters for business meetings and workshops. All applicants must be NAD/RID certified in good standing. Interpreters will be compensated with an hourly rate, a per diem fee and lodging of one-half a room. Travel expenses up to $250.00 will be covered. Applicants must submit a letter of interest and a resume highlighting conference and platform interpreting experience along with a 10-minute, unrehearsed videotape demonstrating interpreting skills. Please identify if you can interpret, transliterate, or both. (Optional) All interpreters hired for the conference will be expected to attend an all day training (unpaid) on Thursday from 9am-5pm to earn .8 CEU's. Send letters, resume, and video to: Interpreter Coordinator Chair Name Interpreter Coordinator Chair Street Address City, State Zip (123) 123-12345 [email protected] DEADLINE FOR APPLICATION IS (DATE)

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Appendix G (year) RID Region ( ) Conference OFFICIAL CALL FOR STUDENT REPRESENTATIVES The Region ( ) Conference Board is seeking enthusiastic, hard-working, motivated, and flexible volunteers to work the conference, (Deadline). Applicants may fall into one of two categories: 1) enrolled in an interpreter Training Program within the (year-year) academic year, 2) a non-traditional student, one who may not be enrolled in an interpreter training program, but is able to demonstrate the above qualities and commitment to becoming an interpreter. After meeting one of the above requirements, the applicant must be a RID Member/Student Member in good standing. Send letters, resume, and transcript to: Student Representative Chair Name Student Representative Chair Street Address City, State Zip (123) 123-1234 [email protected] DEADLINE FOR APPLICATION IS (Deadline)

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Appendix H-1 Exhibitor Contract The RID Region ( ) Conference Date Organization Contact Title Address Phone Fax E-Mail Booth Representative(s) Early Bird

Exhibit Space Requested

Table

Non-staffed Table

Non-Profit

Exhibitor Description Please provide a brief (less than 50 words) description of your company / organization: Total Cost (rates below) Payment

$

_ Check Enclosed Credit Card

Card Number: Expiration Date: Name on Card: Signature: Exhibit / Service Table Top Exhibit (6' or 8') Early Bird Non-Profit Non-staffed Table, Materials Only

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_ Regular Rate $250 $200 $125 $100

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Appendix H-2 RID Region ( ) Conference Exhibitor/Vendor Application This contract is between RID Region ( ) Conference and the undersigned who hereby applies for exhibit space at RID’s Region ( ) Conference in (city, state) to be held (Date), at the (______) Hotel. We have read and agree to application. Section 1: Booth charges As an exhibitor, please check one. _____ $250.00 per 6' or 8' table with tablecloth for a for-profit organization. _____ $200.00 per 6' or 8' table with tablecloth for a for-profit organization. (before Deadline) _____ $125.00 for non-profit organizations. _____ $100.00 for a non-staffed booth. Will you need access to electricity? _____ Yes ______ No If the exhibitor/vendor will be unable to attend, and gives 10 days notice prior to the start of the Conference, they may request a refund of monies paid, minus a $50.00 service charge. Section 2: Official Exhibitor/Vendor Representative Designate below the name of the person in your organization who is to receive all relevant exhibition materials, including booth confirmation and exhibitor updates. Name: Title: Organization Name: Address:

Telephone Number: E-mail:

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Section 3: Additional Contributions Whether or not you plan to be an exhibitor/vendor, you may be interested in participating in two other ways to support the RID Region ( ) Conference. _____ Yes I would like to provide the following donation for your Silent Auction/Raffles. Name of item(s): Estimated Value: _____ Yes, I would like to provide items for your registration bags. Registration bags are being provided to every paid registrant. If you decide to donate items, we will require (number of expected attendees). Name of item(s): Section 4: Signatures Note: All applications must be signed in order to confirm booth reservations. I understand and agree to abide by the official regulations attached to the contract.

Signature of Representative in Charge

Date

Name, Exhibitor/vendor chair

Date

Return two signed contracts along with your fee, to: Name Exhibitor Chair 1234 Main St. City, State 12345 Checks to be made payable to RID Region ( ) Conference. A counter-signed contract will be sent to you for your records. For additional information, please contact: Exhibitor Chair Name RID Region ( ) Exhibitor Chair (123) 555-1234 [email protected]

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Appendix H-3 SPONSOR SHEET RID REGION ( ) CONFERENCE MAY 2-4, (Conference year) You may be interested in being a sponsor. If so, here are the levels at which you may participate. Platinum Sponsor - $5,000 and above A full page ad in the Conference Program Exhibitor space Free registration and 4 banquet tickets Plaque of sponsorship to be presented at the banquet

Gold Sponsor - $2,000-$4,999 A half page ad in the Conference Program Exhibitor space Free registration and 2 banquet tickets Plaque of sponsorship to be presented at the banquet

Silver Sponsor - $500 -$1,999 A quarter page ad in the Conference Program 10% discount for exhibitor space 1 free banquet tickets Plaque of sponsorship to be presented at the banquet

Bronze Sponsor - $100-$499 A business card sized ad in the Conference Program 5% discount on exhibitor space Certificate of sponsorship to be presented at the banquet

Copper Sponsor - (up to $100) Honorable mention in the Conference Program Certificate of sponsorship to be presented at the banquet

Sponsorship is also possible for individual events. Call us for more information.

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Registry of Interpreters for the Deaf, Inc. Affiliate Chapter Relations Committee

Affiliate Chapter Handbook Third Edition Section 8 Affiliation Requirements: You wanted it when?

© Copyright 2006, 2004, 2003 Registry of Interpreters for the Deaf. Written/Compiled by the Affiliate Chapter Relations Committee, 2001-2007.

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Editor’s Note This section is one in a series of sections of the Affiliate Chapter Handbook intended to assist affiliate chapters in developing and maintaining a functional chapter of the Registry of Interpreters for the Deaf, Inc. Each section has been prepared with the needs of the affiliate chapter in mind based on feedback provided to the Affiliate Chapter Relations Committee (ACRC) by the membership during the 2001 RID Convention, Orlando, Florida, and from the ACRC survey of affiliate chapters. The ACRC Mission Statement: It is the mission of the Affiliate Chapter Relations Committee to clarify and strengthen the organizational structure of the Registry of Interpreters for the Deaf, Inc. by acting in an advisory capacity, representing the interest of the affiliate chapters and promoting best practices so that affiliation is valued by chapters and by individual members. The design, organization and composition of the membership of affiliate chapters across the country vary. To accommodate the diversity of affiliate chapter needs, each section (or parts thereof) may not apply to every affiliate chapter. The challenge was to develop all-inclusive sections with the understanding that each individual affiliate chapter may or may not need the information in its entirety. The Affiliate Chapter Handbook is intended to be a “living document” with updates, additions and/or deletions made accordingly and in a timely manner by the ACRC. Suggestions and inquiries to the Affiliate Chapter Handbook or the ACRC may be directed through the RID National Office, Membership Services Coordinator, or via email at [email protected]. The Affiliate Chapter Relations Committee would like to express its’ sincere appreciation to the following individuals for their assistance with various sections of the Affiliate Chapter Handbook. Cultural Diversity in Leadership Committee, 2003-2005 Janet L. Bailey, RID President, 1991-1995 Daniel Burch, RID President, 1995-1999 Libby Pollard Cindy Farnham Julie Simon Ben Hall, RID President, 1999-2003 Christine Smith Elizabeth Mendoza Linda K. Stauffer Paula Gajewski Mickelson Lynne Wiesman Stuart Neely, RID Publications Clay Nettles, RID Executive Director Joe Patton, RID Membership Services

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RID Affiliate Chapter Requirements Required Documentation and Submittals By complying with affiliation requirements it is possible for the region representative and the National Office to have a more clear understanding of each affiliate chapter. Each RID region representative is responsible for monitoring compliance with the affiliation requirements for each affiliate chapter in his/her region. In the event that these requirements are not met, the chapter's region representative will discuss the situation with the affiliate chapter's board of directors. At that time, the chapter must determine if they wish to move toward compliance or dissolve the chapter. It is the responsibility of the affiliate chapter's president to assure that required documentation is completed and submitted to the region representative. The region representative will then compile the information within his/her region and submit it to the National Office. See next page for a check sheet and time line of requirements.

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RID Affiliate Chapter Affiliation Requirements

;

ITEM

DUE DATE

DUE TO WHOM

As Occurs

RID Director of Member Services & Region Representative

As Occurs

RID Director of Member Services & Region Representative

One copy of each AC newsletter (hard copy or electronic )

As Occurs

RID Director of Member Services & Region Representative

Minutes of all meetings (Executive Board of Directors and General Membership)

As Occurs

RID Director of Member Services & Region Representative

Letter stating any tax-related changes within the AC (Names, Addresses, Local Chapters)

As Occurs

RID Director of Member Services & Region Representative

Copy of current membership listing (names only)

October 1st + April 1st

RID Director of Member Services & Region Representative

IRS Form 990: Return of Organizations Exempt from Income Tax

Within 90 Days After End of the AC Fiscal Year

IRS

Within 90 Days After End of the AC Fiscal Year

RID Director of Member Services & Region Representative

All Bylaw and Policy and Procedure amendments Changes in contact information for any of the following: a) AC Mailing Address b) AC Board of Directors (Names, Addresses, Positions, Term Expirations) c) AC Newsletter Editor (Name, Address) d) AC CMP Coordinator (Name, Address)

Annual report which includes: 1.

Contact information for the AC Leadership ( Contact Information Listing As Above )

2.

Major affiliate chapter events for the year

3.

Listing of workshops sponsored or co-sponsored

4.

All annual committee reports

5.

Copies of letters regarding political actions

6.

Affiliate chapter problems and solutions (not grievance information)

7.

Certified (by board or auditor ) copy of financial statement (including descriptions of the source of revenue/all disbursements )

8.

Copy of the IRS Form 990: Return of Organizations Exempt from Income Tax

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Registry of Interpreters for the Deaf, Inc. Affiliate Chapter Relations Committee

Affiliate Chapter Handbook Third Edition Section 9.1

A Glimpse at Affiliate Chapter Board Service

© Copyright 2006, 2004, 2003 Registry of Interpreters for the Deaf. Written/Compiled by the Affiliate Chapter Relations Committee, 2001-2007.

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A Glimpse at Affiliate Chapter Board Service By Janet L. Bailey There is a reason we are all members of the same professional association. Too often we dwell on what makes us different, but it is critical that our leaders remember our similarities and the common goal that keeps us together. RID Goal Statement - It is the goal of RID to promote the profession of interpreting and transliterating American Sign Language and English. Promoting the profession: How do we as individual interpreters promote our profession? How can we affect regulations regarding safe working conditions; assure that consumers are protected; and how do we encourage interpreters to strive for excellence? It cannot be done alone, by a selected few or even by a national Board of Directors and a capable National Office staff. It can only be done through the combined work of hundreds of members who make up national committees, affiliate chapter boards and regional and local committees. It is done through the activities of groups of members throughout the nation. It is celebrated at local, regional and national meetings, workshops and conferences. Finally, it is demonstrated every day by the work of qualified interpreters serving the needs of Deaf and hard of hearing individuals throughout this nation. These lofty goals are impossible for a single interpreter. But together we can make it known that interpreters are professionals; we can have a voice in shaping our working conditions; we can establish a nationally recognized certification system, a certification maintenance system and a self-regulating ethical practices system. Together we can, and have, shaped our profession. Somehow we are able to find dedicated individuals willing to volunteer to serve the greater good. {Reinforcing the fact that there is a reason we become RID members.} Affiliate chapters tend to experience cycles with periods of healthy participation and times of relative inactivity. Some local leaders take the responsibility, run with it – often successfully - but then become burned out when they realize they cannot do it all. When a new member steps up to take on a leadership role, everyone gives a long sigh of relief and disappears - leaving the new “leader” to do it all. This vicious cycle is played out again and again and the only solution is for a group to step up to share the responsibilities. Experts on board service talk about the stages of growth in an organization. Some characterize the stages by comparing the organization to the development of a child. RID

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has been around for many years and yet because of the volunteer status, the nomad existence of running an organization without walls, and the constant changing of personnel, our affiliate chapters rarely have the luxury of developing beyond adolescence. Many joke about the lack of contested elections within RID. Consider the old joke where a volunteer is called for and everyone in line steps back leaving one bewildered person elected. There have been many, myself included, who took on the responsibilities of an office because no one else was willing. The new uninitiated leader is expected to figure out what to do next. Because most affiliate chapters have no physical office, the administrative reins are often turned over (unceremoniously) with the passing of assorted ring binders, file folders and boxes from the home office, basement or car trunk of the previous officer. [More recently the bulk of this transfer has minimized with the advent of computers, discs and CDs.] With no official training, we roll up our sleeves, take a deep breath and fake it. Usually this means focusing on the uncompleted tasks left over from the previous administration: perhaps planning the upcoming conference, budget concerns, membership renewals, newsletter publication. Rarely do we consider the task, analyze staffing needs and create a work plan. But that is exactly what we should do. Planning: The first thing a new board should do is to look at RID’s philosophy, mission and goal statements. Then figure out how they relate to your affiliate chapter challenges and goals. It may be that you’ll find that you need to create local goals if there are specific local or regional needs not being met. The board needs to identify, as a group, the short-term and long-term goals of the organization. From the identified goals a list of projects, tasks and events will become clear. Timelines must be created that will allow adequate planning and preparation. (See section 22 for more information on goal setting.) Staffing: All boards have a diverse membership. The trick is to figure out who has what skills and how they play into the work ahead. If you are lacking specific skills, look to the larger organization and recruit committee members who can fill these gaps. If the skilled help is not interested in serving on a long-term basis, you can always have them sign on for a shorter period of time through a task force or special activity. Above all, avoid the temptation to do everything yourself. Recruitment and delegation are skills that you must develop, practice and maintain. Great advice if only we had the time! Reality shows that the new leaders not only take on the responsibilities but the stress-creating deadlines, fear-inducing fiscal crises, and the awe-inspiring expectations of the membership.

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Stress is everywhere and cannot be avoided. Adequate planning and sharing the load will help. A healthy dose of humility and a boatload of humor will get you through some very rough times. Keep in mind – and share with the membership – that you are human and not able to solve the problems of the world by yourself. Do your best and ask for help. And remember to breathe – or recite the syllable “OM”. Leadership: The president of the board sets the tone for how business will be conducted. If you are willing to listen, folks will talk. If you are willing to show your appreciation and share the credit, folks will work with you. You can also set the tone of the meeting and the group by establishing ground rules. If you believe your work is important, model the behavior you want to see among group members. Arrive early, be prepared, stay on task, have a sense of humor, and respect the others in the group. (See section 24 for more information on meeting ground rules.) Many groups fail because people believe that meetings are boring and worthless. Meetings of a volunteer professional association are where our business happens. It is up to the president to establish the ground rules and to communicate the importance of following them. We live in a world where the utterance, “…it’s deaf time…” gives group members a free pass to arrive late. However, you will find that if you conduct your meetings within a set time frame, with a minimum of sidetracking and distractions you will earn the respect and gratitude of those involved. Everyone’s time is precious and by starting and ending your meetings on time you are proving that you recognize this fact. You will also be surprised that if you start the meeting as planned, whether or not everyone is there, people will get the idea very quickly and will amend their tardy behavior knowing that you will be starting on time no matter what. Let me add, however, that this does not mean that the meeting must be strict and joyless. On the contrary, you should make time for a little light-hearted amusement so that people truly want to come to the meetings. Not only will meetings be more productive – they will be more fun. As leader of the meeting you are charged with facilitation of the agenda. Set your agendas based on shared priorities. Give adequate time for discussion on each point. You might want to give the timekeeping task to another group member. Open each new topic by allowing the issue/item to be introduced fully. Then open the floor for discussion. (See appendix M for sample agenda.) We all have opinions and preconceived ideas about how best to handle problems. Force yourself to hold yours and listen to those around you. You never know what you will hear. Be open to new information and new ideas. Being heard, even if you do not ultimately support an idea, is important. Validation will go a long way to making that person a strong and willing member of the group. As leader, do not allow cliques to form that can put down a weaker member. We all want to

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feel part of the group and valued for our contributions. Make it a standard practice to try and view issues from all sides before making your final determination. There are many communication styles that can affect the progress and ultimately the success of a group. While most of us use different styles at different times and with various people, recognizing the styles of communication will be important when trying to run your meetings. Members of your group may tend to be passive, assertive or aggressive communicators. Those who interact with others in a PASSIVE manner believe that the feelings and thoughts of others are more important than their own; those who have ASSERTIVE interpersonal styles consider the thoughts and feelings of others without discounting their own; and those who communicate in a more AGGRESSIVE style will not hesitate to stand up for themselves but who may violate the rights of others and appear as coarse. The verbal styles used by these types can be characterized as follows: • • •

PASSIVE:

apologetic using an overly soft or tentative voice ASSERTIVE: “I” statements and a firm and confident voice AGGRESSIVE: “You” statements using a loud voice

As chair of the meeting you can remind people to use “I” statements and if necessary you can take a member aside after the meeting (not in the view of others) and discuss their communication style and its implications to others. Remember that you are leading the group toward a goal and trying to get everyone there to feel a part of a team and feel good about themselves and their involvement. Even the smallest task ripples its way to help create great achievements. Keeping people involved, informed, and appreciated will go a long way to assuring folks will answer your next call for help. Remember to applaud the efforts of your workers. Everyone wants to be appreciated. It is very easy to do this and so often overlooked. Some who have served in committees or boards leave their positions never to be seen again in RID politics or even as active members. Others remain active for many years. The active members either have built-in self-appreciation mechanisms or the organization and their peers recognized them for a job well done. If you ask those who are inactive, you will find that often they felt that it was a lot of work for very little return. They feel they did not make a difference. Working for RID is a great opportunity. Serving on the board of an affiliate chapter is an exciting adventure that will allow you to meet many wonderful people—working together to promote our profession. Enjoy your experience and remember—anything worth doing should be fun!

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Registry of Interpreters for the Deaf, Inc. Affiliate Chapter Relations Committee

Affiliate Chapter Handbook Third Edition Section 9.2

A Day in the Life of an Affiliate Chapter Officer: I have to do what?

© Copyright 2006, 2004, 2003 Registry of Interpreters for the Deaf. Written/Compiled by the Affiliate Chapter Relations Committee, 2001-2007.

95

A Day in the Life of an Affiliate Chapter Officer

Every affiliate chapter is different with varying board structures and individual responsibilities, but all require a great deal of commitment. Holding a board position requires an individual to dedicate some time weekly or monthly to the organization; acceptance of such a position should be done with a great deal of consideration. This following outline is meant to give affiliate chapter officers (or potential officers) an idea of the types of tasks that may require attention during their term of office. Office hours devoted to affiliate chapter business

2 – 10+/week

These hours can include time spent making and responding to e-mail, phone calls and mailings from affiliate chapter board members and committees. In addition, inquiries from the general population are common. For example, community agencies, service clubs, political offices, hospitals, law enforcement, etc. may contact you for general information, local interpreter contact lists, referral service numbers or Americans with Disabilities Act information. A prepared list of resource information with phone numbers and web addresses is a valuable tool, as are the RID Standard Practice Papers and web site. Affiliate chapter officers with specific time-related responsibilities will have heavier workloads at different times of the year. For example, the treasurer and/or membership chairperson can expect to devote more hours during the affiliate chapter membership drive collecting and processing membership applications. The recording secretary will spend time after a board meeting preparing minutes. The newsletter editor allocates a tremendous amount of time collecting articles and planning the layout of the next edition. The president plans the meeting agendas and may receive a large percentage of the mail and phone contacts and may be called upon to represent the affiliate chapter in meetings of various boards and commissions relating to persons with disabilities in the state. Meetings

3 - 12/year

Depending on the structure of the affiliate chapter, board members may meet monthly, bi-monthly or quarterly. These meetings may require extensive travel in rural areas and costs can be incurred. Most affiliate chapters are not able to provide travel expenses for board members but because board business is work-related, many, upon the advice of a tax advisor, use the related expenses as tax deductions. The advent of technology has made participation in board/committee meetings easier. Some affiliate chapters take advantage of chat-room meetings and/or video conferencing. This is especially beneficial for those chapters in rural states where traveling long distances can become prohibitive. The affiliate chapter president or designee can expect

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to participate in regional presidents’ council conference calls. These conference call meetings, which take place quarterly in most regions and last two to three hours, are usually arranged and moderated by the RID region representative and are a wonderful way to share concerns and ideas with others. Conferences and Training

2 – 3 annually

Affiliate chapter officers may be asked to attend, on behalf of their chapter, local, state, regional and/or national conferences. RID hosts a biennial conference with each of the five Regions having the option to hold regional conferences during the “off year.” Depending on the financial strength of the affiliate chapter, funding may be provided in whole or part for board member(s) to attend conference and in return, pertinent information shared with the other officers and/or membership that could benefit the chapter development (see Appendix A). Holding an office in a RID affiliate chapter is an honorable way to contribute to the profession of interpreting. It is also one of the best ways to keep abreast of current trends and issues in the field as well as to develop national level resources and life-long friendships. The decision to run for and ultimately accept a position on an affiliate chapter board should not be done in haste. Consideration for the amount of time an individual has to spend on affiliate chapter business and the effect it will have on one’s professional and personal life should be weighed carefully. A healthy chapter is one in which the entire board shares the workload and can depend on each other for support. Although the work of a board member in an RID affiliate chapter is time consuming, it is also challenging, educational and extremely rewarding.

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Appendix A Sample agreement between affiliate chapter board and selected individual(s) to attend Regional or National Conferences

I ________________________________ by accepting funding in the amount of $__________ from the XYZRID, agree to use the allotted amount in good faith to further enhance the goals of the organization. I will attend _________hours of workshops and meetings and share the information with our board and membership as applicable.

Signatures: ______________________________ XYZ Board President ______________________________ Conference Attendee

RID: AC Handbook Second Ed., 2004

________________________________ date ________________________________ date

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Registry of Interpreters for the Deaf, Inc. Affiliate Chapter Relations Committee

Affiliate Chapter Handbook

Section 10 The Affiliate with Local Chapters: See How They Run

The Affiliate with Local Chapters In recent years, the IRS has increased accountability of 501(c)3 organizations, primarily due to the widespread abuse of funds and fraudulent activity among some of those organizations (United Way, Red Cross). As a 501(c)3 non-profit organization, RID is committed to maintaining compliance with IRS regulations, ensuring protection of our non-profit status and the sub-ordinates (state affiliate chapters) of RID. The IRS has specific rules for membership organizations with sub-ordinates like RID (See www.irs.gov - Committee Exemptions – REV.PROC.80-27, 1980-1 C.B.677). The IRS rules for these 501(c)3 organizations allow for non-profit status and protection to extend below the parent organization (RID) to sub-ordinates with similar structures, purpose and activities and must maintain general supervision and control of these sub-ordinates. In the best interest of RID and the sub-ordinates, RID exemption status can only be extended one level in order to maintain the appropriate supervision and control. This means that state affiliate chapters are covered by RID’s non-profit status. Local affiliate chapters of state affiliate chapters, however, are not covered. Because local affiliate chapters do not enjoy this umbrella of protection, their existence puts RID at risk of being out of compliance with 501(c)3 rule and in jeopardy of losing their non-profit status. Because of this, the RID Board issued the following directive in April of 2008. MOTION 2007.28 To direct state affiliate chapters to convert all local chapters to subcommittees by July 1, 2012 and to direct the national office to engage in each of the activities necessary to implement this action. What does this mean for local chapters? In order to retain the exemption status and protection of RID, however, the current local affiliate chapter (LAC) structure must change to a committee status within the state affiliate chapter. All state affiliate chapters (AC) who currently have designated local affiliate chapters (LAC) who are operating independently of the AC must convert the following to be in compliance by July 1, 2012

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Affiliate Chapter Handbook Third Edition Section 11

Committees: Where the Rubber Meets the Road!

© Copyright 2006, 2004, 2003 Registry of Interpreters for the Deaf. Written/Compiled by the Affiliate Chapter Relations Committee, 2001-2007.

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Committees These guidelines are parallel to the guidelines used by RID for national committees. These are recommendations for affiliate chapters to use when working with committees. Each affiliate chapter can adapt these guidelines to meet its needs. Upon the affiliate chapter board's approval, or in compliance with the affiliate chapter’s bylaws, the president shall appoint any committees, including standing, special and/or ad hoc committees, composed of at least three (3) voting members to serve for a specified term. Any vacancies in the membership of any committee that are filled will follow the same procedure. It is recommended that for each committee, the president shall designate a member of the affiliate chapter’s board to serve as a non-voting member. A majority of the entire committee shall constitute a quorum. Standing committees can include, but are not limited to, the following: • • • • • • • • • •



Bylaws Committee for recommending bylaws changes and to assure that the current bylaws are adhered to. Convention Committee for the planning of the statewide conventions and for bidding to host a regional or national convention. Evaluation/Certification Committee for keeping abreast of the procedures for acquiring certification and any maintenance programs developed for certified members. Fundraising Committee for generating financial support for the organization's activities. Legislative Committee for keeping abreast of possible legislation affecting the field of interpreting. Long Range Planning Committee for developing possible long range goals and objectives for the organization. Membership Committee for the recruitment and orientation of new chapter members, plus the maintenance of membership lists. Nominations Committee for generating lists of names of members who are willing and interested in serving on the various committees and other elected capacities within the chapter. Professional Development Committee for developing and planning workshops and other professional development activities. Professional Standards Committee for preventing potential grievances by educating the community about RID, the Code of Ethics, and the interpreting profession as well as acting as a resource for interpreters concerning situations that could cause conflict and grievances. Public Relations Committee for networking and communication between the organization and those not familiar with the interpreting profession. This committee is also responsible for the advocacy of the rights of interpreters and deaf individuals.

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• •

Publications Committee for the organization's newsletter. Scholarship Committee for developing guidelines of the scholarship program(s), raising monies for the scholarship(s) and awarding the scholarship(s). With the increasing costs of certification, this committee is becoming a more integral part of the affiliate chapters by providing scholarships for partial or full support of the evaluation fees.

Ad Hoc Committees The affiliate chapter, from time to time, can establish ad hoc committees for the purpose of targeting specific issues in a timely fashion. Appointments Calls for committee service and job descriptions for chairs and members of committees, along with committee charges may be published in the affiliate chapter newsletter and/or sent to the members via e-mail. Decisions for selection and appointment may consider several factors; including, but not limited to: 1. 2. 3. 4.

The particular committee's charge(s) History of affiliate chapter involvement Personal skills and expertise Cultural diversity

Each committee chair, member, and affiliate chapter board liaison serves at the pleasure of the president and the affiliate chapter board and responds to goals and objectives mandated by the membership or the board. Suggested Guidelines Chair Responsibilities of each chair can include regular reporting to the affiliate chapter board, writing reports for the affiliate chapter newsletter, working with the affiliate chapter board liaison on keeping within the committee budget, arranging for and presiding over the meetings and the work of the committee, and responding to issues in a timely and expeditious manner. Affiliate Chapter Board Liaison The affiliate chapter board liaison is an ex-officio member appointed by the president. Responsibilities of the affiliate chapter board liaison include serving as an intermediary

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between the board of directors and the committee, encouraging and monitoring the timely completion of committee charges and issues, and bringing committee recommendations to the board in the form of motions, when appropriate. Committee Membership Each member of a standing committee must be a voting member in good standing of the affiliate chapter and appointed by the president. Ad hoc committee/task force membership is also limited to voting members. Charges (Past and Present) It is up to the affiliate chapter board to inform each committee of any special goals or needs of the membership. Each committee should in turn articulate committee goals, budgets, and timelines and transmit these to the affiliate chapter board. This should be done at least once a year. From time to time, additional responsibilities may be assigned to standing committees, and will be communicated by the affiliate chapter board to the committee chairs. Reporting Chairs are responsible for filing written reports on a regular basis to their affiliate chapter board. Reports identify the committee's charge, outline time lines established, and report progress made. Meeting Notification Notification of open committee meetings should be shared with the membership 30 days prior to the meeting. Prior notification should include a tentative agenda. The affiliate chapter board liaison should be involved in the setting of dates as well as the agenda. Meetings should be scheduled at times when a majority of committee members and the affiliate chapter board liaison may attend. Budget Committees should work with the affiliate chapter board liaison to determine budget needs. Funds are administered by the affiliate chapter board / affiliate chapter treasurer. Budgets and funds requests should be submitted to the affiliate chapter board for review on an annual basis.

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Expenses It is strongly suggested that each affiliate chapter have a reimbursement policy (Appendix A). It also is strongly encouraged to standardize a form that is filled out for all reimbursements paid (Appendix B).

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Appendix A Sample Guidelines for AFFILIATE CHAPTER NAME Travel and Expense Reimbursement Purpose:

To provide reimbursement for limited expenses incurred while attending approved AC NAME related business.

Intent:

To provide financial assistance to AC NAME board members who do not have access to funding for AC NAME business from another source (i.e. employer, etc.) and who, without such financial support, may not be able to attend to AC NAME business

Those eligible for reimbursement expenses are any board members or committee members of AC NAME who are approved to attend to business on behalf of the organization. This can include attendance at meetings on behalf of (representing) AC NAME, workshop presentations, and various public relations functions (career days, conventions, etc.). Funding is limited and discernment should be used when making a request. Expenses Mileage: Parking/tolls: Lodging: Meals:

Paid at current IRS rate. Paid at face value when receipts are provided. Paid at face value when receipts are provided. Max $30 per day. [These amounts should be consistent with those approved by your affiliate chapter]

The board treasurer shall receive the completed and signed reimbursement form within 30 days after completion of the event. The treasurer, in conjunction with the president, will have approval authority. If the request is from the treasurer or the president, the responsibility will be transferred to the vice president, secretary, etc. If the board does not approve an amount or a request, an explanation will be given to the applicant in writing. The treasurer will keep completed vouchers on file.

**Recommendation - - Develop guidelines for your affiliate chapter and include them in your affiliate chapter’s Policies and Procedures Manual.

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Appendix B Sample AFFILIATE CHAPTER NAME Reimbursement / Payment Request Form Submitted by: Name: ______________________________ Address:

______________________________ ______________________________

Phone:

______________________________ E-mail: ______________________

Please remit this form* to: President Name: ________________________

Treasurer Name: ________________________

Address: ______________________

Address: ______________________

______________________________ If questions can contact by Phone: _______________________ E-mail: _______________________

______________________________ If questions can contact by Phone: _______________________ E-mail: _______________________

*Please attach all receipts and or invoices to the copy and send to treasurer NOTES / DETAILS: ________________________________________________________________________ Total Request $ I declare the above information to be true and accurate. ___________________________________________ _________________ Signature Date (Office use) ‰ Approved ‰ Not approved Signature / title of board member ______________________________ Date ________ Signature / title of board member ______________________________ Date ________ Date Processed: _____________ Check # _____________ Amount: $ ____________

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Affiliate Chapter Handbook Third Edition Section 12

Inter-Organizational Agreement: Pooling our Resources

© Copyright 2006, 2004, 2003 Registry of Interpreters for the Deaf. Written/Compiled by the Affiliate Chapter Relations Committee, 2001-2007.

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Inter-Organizational Agreements There are times when resource sharing between affiliate chapters, local districts or with outside organizations can be beneficial. This can build valuable working relationships with members of organizations who share a common interest or need. For example: 1. Two affiliate chapters may agree to provide a presenter for each other’s affiliate chapter’s annual conference. Or, 2. In exchange for a presenter, the receiving affiliate chapter may provide free registration fees for several board members to attend the conference. 3. A state association of the deaf requests that the state affiliate chapter of RID provide interpreting services for a conference. In exchange, the affiliate chapter of RID will receive exhibit table space and hotel accommodations and/or meals for the interpreters. It is best to put all expectations and responsibilities in writing and have representatives from each organization sign the agreement, thus treating it as a contract. Specific information contained in an agreement depends upon the requirements of the two organizations and can be made as detailed as necessary. For example, if an affiliate chapter of RID is providing interpreting services to an organization’s conference or business meeting, it is important to have things in writing such as all fees to be paid, presenter’ bios and outlines requested (in advance), lighting needs, languages to be used, etc. Of course, it is difficult to put everything in writing but with a little time and planning, a written agreement can ease concerns over who is responsible for fulfilling which tasks. Appendix A is an example of a letter of agreement between two affiliate chapters of RID. Keep in mind that it is best to consult an attorney for legal advice relating to contracts.

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Appendix A Dear President Smith: This letter confirms an agreement made by the AFFILIATE CHAPTER NAME #1 Registry of Interpreters for the Deaf and the AFFILIATE CHAPTER NAME #2 Registry of Interpreters for the Deaf. AFFILIATE CHAPTER NAME #1 agrees to send one certified interpreter to work at the AFFILIATE CHAPTER NAME #2 annual conference to be held in Capitol City (insert date). AFFILIATE CHAPTER NAME #1 agrees to cover the transportation costs (airfare) and meals for the interpreter. AFFILIATE CHAPTER NAME #2 agrees to cover hotel accommodations and the hourly payment for working hours. Please sign one copy of this letter and return to AFFILIATE CHAPTER NAME #1, P.O. Box 1234, Capital City, 98765-4321 attn: President. Thank you and we look forward to this cooperative agreement. Have a wonderful conference! Sincerely, Margaret Jones President Cc:

AFFILIATE CHAPTER NAME #1 Board of Directors AFFILIATE CHAPTER NAME #2 Board of Directors

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Affiliate Chapter Handbook Third Edition Section 13

Speakers Bureau: Tooting Your Own Horn

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Speakers Bureau The best way to connect with your community is to get out into it. One of the most effective, low-cost ways to begin doing so is by starting an affiliate chapter speakers bureau. Giving talks to local clubs, schools, churches, service organizations and professional groups not only gives the affiliate chapter the chance to take its message directly to local audiences; it also provides the perfect opportunity to begin building relationships with those audiences. Preferring to “do business” with people we know is part of human nature, and a speakers bureau is a great vehicle for getting people in the community to feel they know the affiliate chapter. Meeting a goodwill ambassador from the affiliate chapter and hearing him or her give a talk allows people to “put a face” with interpreting and the affiliate chapter. That alone can go a long way toward changing the perception some people have about what is involved in interpreting. I.

Whether the affiliate chapter is starting a speakers bureau for the first time or just wants to improve the speakers bureau that already exists, here are eight tips that will help:

A. Determine your purpose The purpose may be to build community relationships or it may be to educate the community regarding specific needs (e.g. licensure, standards, working conditions, etc.) or it may be both. Be flexible enough to recognize that your needs/purpose may change with time. B. Give the same amount of attention to setting up and promoting your speakers bureau as you do to planning and publicizing a special event. A good speakers bureau has the potential, over time, to bring significant and lasting rewards. One that is poorly planned and operated, however, is likely to be a public relations disaster. C. Choose the right speakers. For most community speaking engagements, enthusiasm, personality and the ability to “read” and engage the audience are more important qualities than a deep and exhaustive knowledge of the subject matter. Studies have shown that 93% of a presentation’s impact is due to the speaker’s voice and body language. The seven percent that is content is important, of course, but the other 93% will build the good community relationships affiliate chapters seek.

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D. Consider using board members and volunteers. Having a large pool of speakers to draw from not only lets the affiliate chapter reach more groups, but also makes it easier to create a speakers bureau that is adaptable. E. If you don’t have enough people in your organization who aren’t terrified of public speaking or aren’t well suited for it, ask for help. Consider asking for help from your local Toastmasters Club. Toastmasters International is a non-profit educational organization that teaches people how to become effective public speakers. There are 8,500 chapters worldwide, and you can find contact information for your local club at the Toastmasters International website. (www.toastmasters.org) F. Publicize your speakers bureau. Send out press releases, add a promotional page to your website, and contact clubs and organizations directly – preferably by phone. This approach allows you to make a personal connection, which is more effective and much less expensive than an impersonal direct-mail campaign. If you don’t already have a list of social, service, religious, or legislative groups in your community, ask your public library and United Way. Develop a directory that includes names of speakers and their areas of expertise. G. Have a short “de-briefing session” with each speaker shortly after each talk. While the details are still fresh, the members of the speakers bureau should get the speaker’s insights and impressions about the audience and about ways the affiliate chapter might forge an ongoing relationship with the group. H. Hold monthly or bimonthly speaker meetings. This will give people a chance to share their experiences, discuss ideas for future presentations, and keep the enthusiasm going. II.

The above tips are important to consider if your major goal is to build community relationships. There may be other considerations if your purpose is to educate or to testify:

A. Make sure all speakers deliver a consistent message. No matter who is presenting for your affiliate chapter, all speakers must be properly trained and familiar with the presentation. This is why it helps to create an outline for presenters to follow. The outline provides consistency and a common template for your presenters. Bring speakers together in advance for the purpose of sharing background on

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the “issue”. Hold the initial meeting in a relaxed setting. Introduce an agenda and review the entire presentation with your speakers. Ask them to contribute ideas or suggestions. This will help give your speakers a sense of ownership. B. Consider the development of audiovisual materials. Audiovisual materials will give speakers the chance to make a more professional and consistent presentation. These materials can include sound systems, overheads, slides, videotapes, DVDs, or even computer-generated presentations. Creating and producing audiovisual presentations can be costly in terms of both money and time. There are several things to consider when pursuing this option: 1. How much money is budgeted for this project? 2. How much time can the speakers spend putting together the information? 3. What’s the speaker’s knowledge of what makes an effective audiovisual presentation? 4. What’s the speaker’s comfort level with these types of materials? 5. Where will the presentations be held and what audiovisual capabilities are available? C. Plan time to practice the presentation/testimony. Take turns giving the presentation in front of members of the speakers bureau. Critique each other. Make sure the message, audiovisuals, and presentation style accomplish the intended goal. III.

One final thought: establish, in writing, any needed policies.

A. How does the bureau decide who goes out on what speaking assignment? B. Are speakers reimbursed for any costs incurred, such as parking or meals? C. What is the procedure for reimbursement? D. If an honorarium is offered, how is that to be handled? E. Do members have specialty areas? For example, does one person handle requests on educational interpreting while another member handles requests on licensure of interpreters? F. What is your budget?

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IV.

If you still have questions about setting up a speakers bureau or for additional help consider using these resources:

A. Toastmasters International (or other public speaking groups) B. Local Chamber of Commerce C. Farm Bureaus (many have a strong speakers bureau) D. The speech or communications department of a local college; often they will make available the services of a graduate student E. “Public speaking” in the Yellow Pages F. Internet

References: Shrine and Shriners Hospitals. (2003). The Temple Speakers bureau (n.d.), The value of a speakers bureau. Retrieved April 12, 2003, from http://www.shrinershq.org/shrinersonly/prstuff/speakersbureau.html YesPakistan.com. (2003). Human Development Foundation (n.d.), Establish a PakistaniAmerican speakers’ bureau in your community. Retrieved April 12, 2003, from http://www.yespakistan.com/forpakistan/speakersbureau.asp Toastmasters International (2001). Making effective communication a worldwide reality. Retreived April 30, 2003 from http://www.toastmasters.org

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Affiliate Chapter Handbook Third Edition Section 14

Does Your Entire Membership Look the Same? How to Recruit and Retain a Diverse Membership

© Copyright 2006, 2004, 2003 Registry of Interpreters for the Deaf. Written/Compiled by the Affiliate Chapter Relations Committee, 2001-2007.

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Does Your Entire Membership Look the Same? How to Recruit and Retain a Diverse Membership Cultural Diversity in Leadership Committee Recruitment is the life-blood of the association. Membership is the source of finance and a variety of talents that support the activities and programs of the association. Every staff person and member must make recruitment his or her business. As individuals are recruiting, it is important to keep in mind the benefits of reaching out to diverse communities and cultures. A diverse membership strengthens the affiliate chapter as well as the individual members. As we learn from each other we grow from our newfound knowledge. Affiliate chapters can increase their diverse membership through a variety of approaches. Here are just a few: 1.

Exchanging organizational membership lists with the local chapters of diversity related organizations (Deaf and interpreting related) and/or local community organizations. Examples (See the RID website for links and ideas for other diversity related organizations): o National Alliance of Black Interpreters (NAOBI) o National Black Deaf Advocates (NBDA) o National Asian Deaf Caucus (NADC) o Interpreters and Transliterators of Color (ITOC) o Church/religious organizations

2.

Contact RID Membership Services to obtain a list of minority RID members in your area. Affiliate chapters can get as many current member lists as they need and can order, free of charge, one set of membership mailing labels for their state per quarter.

3.

Make sure local membership benefits for joining the affiliate chapter are printed and/or shared with the prospective diverse member.

4.

Create an organizational involvement form as a tool to help identify diverse members’ interests and to capitalize on their skills.

5.

Host an annual membership drive with incentives (prizes, drawings, recruit a diverse member—get a membership discount, etc.).

6.

Co-host an event or workshop with a local diversity related group/organization.

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7.

Use current diverse members to go to the local interpreter training programs, high school ASL classes, and other diversity related organizations to talk about your organization.

To retain diversity within the affiliate chapter, a conscious effort must be made to meet the needs of those members. Tools to assist in retention are limitless. Some approaches an affiliate chapter may wish to consider are: 1.

Establish a local special interest group or caucus.

2.

Host a pre-conference event for Interpreters and Transliterators of Color.

3.

Host a pre-conference event for all new members.

4.

Establish a buddy system to match new diverse members with more experienced members to help the new member feel comfortable (i.e. attend meetings, annual conference or events together).

5.

Affiliate chapter newsletters may be used for: o Featuring a diverse member or new member; o Sharing personal testimonies/comments from other diverse members; o Having a column related to issues affecting people of color and/or diversity related topics.

6.

Provide training and seminars. o Solicit diverse members (established or new) as presenters. o Have diverse members get involved with the planning and provision of the training (helping with registration).

7.

Obtain a Speakers Bureau’s listing of diverse speakers, interpreters & trainers.

8.

If your affiliate chapter has recruiting materials, make sure that there are pictures of diversity on the brochures and printed materials.

9.

Host a multicultural feast/event.

RID is dedicated to serving all interpreters. In an effort to ensure diversity among the membership, the Cultural Diversity in Leadership Committee (CDILC) was established… “…with the goal of getting RID members of color to assume leadership positions within the association. This is accomplished by the identification of RID members of color; recruitment of RID members of color; training of RID members of color; and by helping to determine a manner to guarantee coherent input to the RID Board of Directors.”

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Because it is a goal of affiliate chapters to meet the needs of all members of the Deaf and hearing communities, and because this community is racially and culturally diverse, it behooves all affiliate chapters to expand their membership and to reach out to everyone. Affiliate chapters may contact CDILC if there are questions regarding diversity. Contact information may be found on the RID website at: www.rid.org/comm.html.

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Affiliate Chapter Handbook Third Edition Section 15

Recruiting Graduates of an Interpreting Program: Passing the Torch

© Copyright 2006, 2004, 2003 Registry of Interpreters for the Deaf. Written/Compiled by the Affiliate Chapter Relations Committee, 2001-2007.

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Recruiting Graduates of an Interpreting Program One way for affiliate chapters to grow is to have a strong working relationship with the interpreter training (preparation) programs (ITP) located in their state/area. Affiliate chapters that wait until after students graduate to begin recruiting new members are missing out on a golden opportunity. Listed below are some suggested activities to let students know about RID and the affiliate chapter. 1. Contact the ITP and arrange for an officer or member to talk to the beginning class; be sure to have membership applications to pass out that day. Do not forget to take newsletters to hand out. The more visuals the students have, the more successful your efforts will be. 2. Hold an affiliate chapter meeting or workshop on the college campus; solicit students to handle the registration table or other duties. 3. Offer a student rate for membership. 4. Have a student column in the affiliate chapter newsletter. 5. Have a student liaison on the board. 6. Send your affiliate chapter newsletter to the ITP. 7. Work through the ITP director and invite a student to observe an affiliate chapter board meeting. The affiliate chapter may reimburse the student for mileage and meals. In return the student is expected to take information back and share it with the other students. In addition, the student can write an article for the affiliate chapter newsletter sharing his/her perspective. Continue recruitment efforts once the students have graduated. Now is the time to: 1. Send a congratulatory letter/card to each graduate. 2. Give each graduate a free year’s membership to the affiliate chapter. 3. Assign a “Big Sister/Big Brother” to each graduate; personal contacts are always more successful than generic ones. 4. Host a “first timers” meeting for graduates and other potential new members. 5. Offer scholarships for workshops, conferences, and testing.

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Affiliate Chapter Handbook Third Edition Section 16

Meetings, Parliamentary Procedure/Bylaws: The Gavel Stops Here!

© Copyright 2006, 2004, 2003 Registry of Interpreters for the Deaf. Written/Compiled by the Affiliate Chapter Relations Committee, 2001-2007.

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Meetings, Parliamentary Procedure/Bylaws Leading a Meeting A true leader of any organization or group possesses the ability to motivate others while setting examples of good judgment, sensibility, organizational skills and initiative. He/She will use phrases like “That’s a great idea” rather than “It’ll never work.” A person elected into a leadership role must keep in mind that they are representing the membership and/or organization and will be seen, at times, as the sole connection to that organization whether or not they are “in role” at any given time. Therefore, professionalism and discretion must always be demonstrated. One of the first things that comes to mind when someone considers a board (therefore leadership) position with a Registry of Interpreters for the Deaf, Inc. (RID) affiliate chapter, especially the president’s position, is “I don’t know how to run a meeting!” There is a wealth of material available on this topic both in bookstores and on Internet web sites. The first (and arguably most important) thing to do is to relax! Know that everyone has to start with their first meeting. If the other board members are new to you and to each other, it is helpful to plan a few ice breaker activities. Example: Pass out index cards to everyone in the meeting and ask them to write down one fact about themselves (no names) that no one else is likely to know. Turn cards over in a pile and place in center of table. Have each attendee pick a card, read it, and take turns guessing to whom it belongs. You can vary this icebreaker activity by requesting that the information provided is all the same (i.e. write down your favorite restaurant, color, vacation spot, etc.) The second thing to do is to plan. Remember that meetings are meant to accomplish a goal or set of goals. The agenda is an important tool for accomplishing a set number of items. A typical agenda is attached as Appendix A. Attending business meetings of your affiliate chapter, regional conference business meetings and the RID biennial business meetings will give you an idea of how to adjust your agenda and what to expect. Depending on the needs of the board or organization, having time near the beginning of the agenda for the last minute agenda additions may be beneficial. However, if time is limited and the agenda has been sent out in advance (with the official meeting notice) it is possible to send a notice of “additions or changes” prior to the meeting. If nothing is received by the given deadline, the agenda is set as is and additional items will have to be discussed at a future meeting. Establishing a “routine” when it comes to agenda items will assist your board in their own meeting preparation. Some affiliate chapters have established the practice of collecting reports prior to the meeting. This means that all board and committee members who will give reports at the

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meeting must send an advance copy of their report to the chair. E-mail has made this quite easy and effective. Setting a date for when all committee members should receive copies of written reports will help assure that things are done in a timely manner. Additionally, members can be asked to read the reports prior to the actual meeting and make note of any questions or concerns therein. If none are brought up, the report(s) can be accepted and business can move forward quickly. Yet another advantage to having reports sent out in advance is there are also benefits for the organization’s recording secretary. Since the secretary must keep copies of reports for files he/she can easily gather them prior to the meeting and then can make easy reference to them while preparing minutes. Familiarization with Robert’s Rules of Order (RRO) is important, but memorization is not mandatory. Attending a few local meetings of other organizations where RRO are followed might help you to get a feeling for the flow of a business meeting (i.e. Elks, city or county council, local chapter of the National Association of the Deaf). The leader of the meeting must use an appropriate degree of authority in order to keep pace with the goals set forth in the agenda. Encourage participation by all members in attendance. When consensus seems to be developing on an issue, summarize the discussion but remember that consensus does not mean unanimity. Those who oppose the final decision may feel insulted or discouraged. Conflict at Meetings Most organizations will have a few members who may be labeled (fairly or not) as “difficult”. Managing conflict is a skill that requires much patience and diplomacy on part of the organizational leader. For members who tend to repeat themselves, or the points of others, or who regularly become long-winded, you can (when the opportunity presents itself) offer a summary of what they have said; gently remind him/her of the time constraints; ask that the particular point be discussed at the committee or small group level with a summary only being brought back to the table. When faced with a member who seems to “know-it-all”, the meeting leader can offer credit for the perspective while giving others an opportunity to counter comment while suggesting that there are always two sides and it is the responsibility of the board to hear both. If that doesn’t work, a private discussion with the individual might be best to discourage this type of potentially disruptive behavior. A member who continuously brings up the negative aspect of every idea is probably naturally resistant to change. He/She will imagine the worst case scenario for any situation and may use scare tactics to avoid participating in a project or task. Arguing is not likely to appease this individual but a leader who maintains an optimistic and authoritative demeanor will help the situation. It is not necessarily a bad thing to project worse case scenarios as long as the best (and mid-range) cases are also considered. (For

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more information on conflict management, please see Tools and Strategies for Conflict Management, by Paula Gajewski Mickelson, section 5 of this handbook.) Know Your Organization A leader within the RID organizational structure should become familiar with the ‘workings’ of the Association itself. Who are the RID board members? When should the region representative be contacted? How should the region representative be contacted? To which National Office staff members should specific questions be addressed? Which RID committees are best to address specific membership or affiliate chapter board questions? Often, the RID web site can be used as a resource as it is full of valuable and updated information. Also, please browse the resource section of this handbook for more information on various topics of interest to leaders within RID. To know the answer to every question is impossible. However, be prepared to offer assistance and guidance as to how to find the best answer for members and board members. A leader knows when to admit that he/she “just doesn’t know, but would happy to find out”. Other sections of this handbook address specific things like time lines for reports due to the National Office, bylaws development, and affiliate and local chapter requirements. Although RID does not have ongoing training specifically for affiliate chapter officers, the Affiliate Chapter Relations Committee can act as a resource for you and your chapter. Please check the RID web site for current contact information or ask your region representative for assistance. Parliamentary Procedure/Bylaws Bylaws are the backbone of the organization. As such, your affiliate chapter bylaws need to be concisely written to give your organization the official structure and backbone it needs. (For some bylaw development pointers, see Appendix B.) Any item that is not specifically addressed within your affiliate chapter bylaws should be addressed within Robert’s Rules of Order Newly Revised (RRO). Likewise, business meetings should be conducted in accordance with RRO. Since RRO may seem very formal, your affiliate chapter may decide to proceed less formally throughout its’ meetings. As described (RRO Chapter XVI; §48): In a board meeting where there are not more than a dozen members present, some of the formality that is necessary in a large assembly would hinder business. The rules governing such meetings are different from the rules that hold in assemblies, in the following respects:

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1. Members are not required to obtain the floor before making motions or speaking, which they can do while seated. 2. Motions need not be seconded. 3. There is no limit to the number of times a member can speak to a question, and motions to close or limit debate generally should not be entertained. 4. Informal discussion of a subject is permitted while no motion is pending. 5. Sometimes, when a proposal is perfectly clear to all present, a vote can be taken without a motion's having been introduced. Unless agreed to by unanimous consent, however, all proposed actions of a board must be approved by vote under the same rules as in other assemblies, except that a vote can be taken initially by a show of hands, which is often a better method in such meetings. 6. The chairman need not rise while putting questions to vote. 7. The chairman can speak in discussion without rising or leaving the chair; and, subject to rule or custom within the particular board (which should be uniformly followed regardless of how many members are present) he usually can make motions and usually votes on all questions. However, in the event of a contested issue or large group of individuals, reverting to the formality of RRO is recommended. Keeping this recommendation in mind, members of the affiliate chapter (especially the board of directors) should become familiar with RRO and running business meetings. Bummy Burstein’s book, Bummy’s Basic Parliamentary Guide, provides an excellent, easy to use guide on RRO and running business meetings. For pointers on making motions, see Appendix C. If your bylaws do not meet the requirements outlined in Appendix D, it may be necessary for your affiliate chapter to modify them. To do this, you must have a two-thirds majority vote of those in attendance to successfully implement any bylaw changes.

References: Heller, R. (1999). Learning to lead. New York, NY: DK Publishing.

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Johnson, G. C. (2002). Making motions. Paper presented at the 2002 RID Region II Summit, Charleston, SC. Johnson, G. C. (2002). Pointers for bylaw development. Paper presented at the 2002 RID Region II Summit, Charleston, SC. Potomac Chapter of the Registry of Interpreters for the Deaf. (2002). Official bylaws PCRID. Paper presented at the 2002 RID Region II Summit, Charleston, SC. Robert, Gen. H. M. (1990). Robert's rules of order - Newly revised. (Tenth Ed.) Perseus Publishing. Romig, D.A. (2001). Side by side leadership: Achieving outstanding results together. Marietta Georgia: Bard Press. Smith, P.M. (2002). Rules and tools for leaders: A down-to-earth guide to effective managing. New York, NY: The Berkley Publishing Group.

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Appendix A Sample Order of Business 1.

Call to Order

2.

Roll Call

3.

Adoption of the Agenda

4.

Minutes

5.

Executive Minutes

6.

Reports:

President Vice President Treasurer Secretary Member At Large Other

7.

Correspondence (Listed)

8.

Old Business (Listed)

9.

Committee Reports (Listed)

10.

Local Chapter Reports (Listed) (If applicable)

11.

New Business (Listed)

12.

Announcements (Listed)

13.

Program (an alternative is to have a guest speaker or presentation before the business meeting begins so that s/he does not have to sit through the meeting)

14.

Adjournment

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Appendix B Pointers for Bylaws Development (Taken from "Robert's Rules of Order - Newly Revised") Bylaws are by their very nature, the most important rules that a society or organization must compose for itself. The content of a society's bylaws has important bearing on the rights and duties of all members of the organization. •

In order to give the organization the greatest freedom to act within its purview, bylaws should be made no more restrictive nor more detailed in specification than necessary.



Each sentence should be written so as to be impossible to quote out of context and so worded that it does not compel the reader to refer to adjoining sentences.



Provisions of a temporary nature or relating to the mechanics of transition from old bylaws to new bylaws should not be included within the bylaws.



Each society decides for itself the meaning of its bylaws. If a bylaw is ambiguous it must be interpreted, if possible, in harmony with the other bylaws. Where an ambiguity exists, a majority vote is all that is required to decide the question. When a provision of the bylaws is susceptible to two meanings, one that conflicts with or renders absurd another bylaw provision, and the other meaning does not, the latter must be taken as the true meaning.



A general statement or rule is always of less authority than a specific statement or rule and yields to it.



There is no valid reason for authorizing certain things to be done in the bylaws that can clearly be done without the authorization of the bylaws.



Any change to the bylaws requires a two-thirds affirmative vote (of those who respond) AND sufficient notice. The only exception is an amendment to a motion that is a lesser modification than what was proposed. Example: Notice was given of the desire to increase dues from $10 to $25 per year. An amendment comes from the floor to strike $25 and replace with $20. Since this amount is a lesser modification than what was proposed - $10 to $20 instead of $10 to $25 it is allowable. HOWEVER, a motion to decrease the dues to less than $10 or to more than $25 would be out of order.

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Outside laws and/or higher parent organizations’ bylaws take precedence over provisions in a lesser society's bylaws. Local chapter bylaws cannot supersede RID’s affiliate chapter requirements.

Other Pointers •

Use consistent wording. Example: Do not write “30 days” in some places and “one month” in others. Choose one and stick with it. Choosing an exact number of days will remove any ambiguity.



Do not explicitly list items that are subject to change without amending the bylaws. Example: Do not list dues amounts or committee names if the president, board or other authorized member has the power to change them.

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Appendix C Pointers for Motions (Taken from "Robert's Rules of Order - Newly Revised") Making A Motion 1. Obtain the floor by raising hand and waiting to be recognized. 2. Make motion. 3. Wait for a second. Note: A second DOES NOT necessarily mean support; no second is required for motions coming from Boards or committees. 4. Chair restates the motion. 5. Chair asks for discussion. Maker of the motion has the first right to speak and debate is limited to only the question at hand. 6. When debate is over, Chair puts the question to a vote. 7. Chair states the result of the vote and directs action. •

No one is entitled to the floor a second time in debate on the same motion on the same day as long as any other member who has not spoken on that motion desires the floor.



No one may speak more than twice to the same motion on any given day.



If the chair feels that a question has wide approval, or debate has already begun without a second, the second is immaterial. The purpose for a second is to make sure the question is of concern to more than one member. It is never necessary to record the name of the seconded.



Modifications to motions do not always need to be brought to the floor. If before the chair has restated the motion and debate has begun, and a member notices something that should be changed (for whatever logical reason), they can immediately ask, without waiting to be recognized, for the maker of the motion to modify it. After stating the modification, the maker will either accept or reject the modification, and debate will proceed depending on what the maker says. This also holds true for withdrawal of a motion.



The chair should refrain from voting on any question except where his/her participation would affect the outcome, so he/she can protect his/her impartial position.

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Motions should not be frivolous or designed for the purpose of wasting time. The chair has the discretion of asking for ANY motion to be submitted in writing before it is considered.



All debates on a motion are to be directed to the CHAIR and NOT directed to individual members.

For motions, one should consider the following: 1.

Do other motions take precedence or affect the motion?

2.

Is it in order when another is on the floor?

3.

Does it require a second?

4.

Is it debatable and/or amendable?

5.

What percentage of vote is required?

6.

Can it be reconsidered?

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Appendix D Sample Affiliate Chapter Bylaws Article I

Name The name of this corporation shall be Affiliate Chapter of the Registry of Interpreters for the Deaf.

Article II

This is important! Your name identifies who you are.

Objective The principal objective shall be to initiate, sponsor, promote and execute policies and activities that will further the profession of the interpretation of American Sign Language and English and the transliteration of English.

Article III

Membership

Section 1.

Categories of Membership A. Voting Members 1. Certified: A (affiliate chapter name) member who is a certified member in good standing of RID. 2. Associate: A (affiliate chapter name) member who is an associate member in good standing of RID.

This section is required. The affiliate chapter’s objective should be clearly stated.

Although not required, membership categories are suggested in order to ensure that individuals making motions or voting on certification issues can easily be identified.

3. Student: A (affiliate chapter name) member who is currently enrolled in an interpreting degree program at a college or university AND who is a

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Student member in good standing of RID. B. Non-Voting Members 1. Organizational: An organization or business. 2. Supporting: A (affiliate chapter name) member who is not a certified, associate or student member of RID. Section 2.

Eligibility A. Application for Membership Those interested in membership must submit to the membership coordinator a completed official application form and correct dues for the appropriate membership category. Upon receipt, the membership coordinator shall mail the applicant a membership card showing his/her name and date of expiration. New membership will also receive a membership directory and a copy of the most recent newsletter. In the event the applicant has paid too much, the membership coordinator will inform the applicant and arrange for a refund check to be sent for the amount overpaid. Should the payment be insufficient, the membership coordinator shall notify the applicant and request the remainder due is paid within thirty days of notification. If the amount due is not paid within 30 days, the applicant's original

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Although this section is not required, it is advantageous to inform members and potential members what to expect when applying for membership. Each affiliate chapter will have a different person to whom to submit membership applications. Additionally, each affiliate chapter will process membership applications differently.

Important: Do not include membership dues in your bylaws, as it will take a two-thirds majority to change.

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check shall be returned and the application shall be denied. B. Annual dues The Board of Directors has the authority to fix and/or amend the amount of annual dues, as they deem appropriate. Notification of any changes in the dues structure will be given to the membership at least 60 days prior to implementation.

This sample is the membership year model since it coincides with RID’s fiscal year.

C. A member who has paid the established annual dues for the current membership year shall be considered a member in good standing. D. Membership Year is defined as the period from July 1 - June 30. Section 3.

Voting Rights and Requirements A. Certified members in good standing with this corporation and RID shall have one vote on all matters open to membership vote. B. Associate members in good standing with this organization and RID shall have one vote on all matters open to membership vote except those pertaining to evaluation and certification.

Voting rights are one of the primary rights of each member. Identifying each member’s right to vote on various issues is vital.

C. Student members in good standing with this corporation shall have one vote on all matters open to membership vote that specifically deal with (affiliate

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chapter name) interests only and do not pertain to RID evaluation and certification. D. Organizational and Supporting members hold a non-voting status. E. (Affiliate chapter name) does not issue or honor proxies. Section 4.

The decision whether or not to honor proxies will vary by each affiliate chapter.

Termination of Membership A. Suspension or expulsion for cause: Any member whose membership is suspended or revoked for cause by the board of directors and/or RID will automatically be suspended or expelled from the affiliate chapter until such time as membership can be reinstated. B. Non-payment of dues: Failure to pay annual dues of that membership year shall result in termination of membership. C. Resignation: Any member may resign before the expiration of membership by surrendering their membership card to the membership coordinator. Resignation invalidates all rights and privileges of chapter membership. Membership dues are non-refundable and the resigning member will remain culpable for any and all accrued dues or charges unpaid.

Hopefully, you will never have to use this section; however, it is better to be safe than sorry.

Obviously if you don’t pay your dues, then your membership ceases. State the obvious anyway.

D. Appeals: Suspension or revocation of membership may be appealed to the board of directors

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of this affiliate chapter. Section 5.

Reinstatement A. Reinstatement following suspension or expulsion for cause: Upon notice of reinstatement of membership from the board of directors, a former member may apply for reinstatement.

This too should be identified.

B. Reinstatement following termination for non-payment of dues or resignation: Upon reapplication for membership and payment of annual dues for the current year, a member shall be reinstated. C. Application for reinstatement: A former member who satisfies the requirements of reinstatement may make application by submitting an application form to the board of directors with the appropriate fees. Upon receipt of the application form and fees, membership shall be reinstated and all rights and privileges shall resume. Section 6.

Transfer of Membership Affiliate chapter membership is nontransferable.

Section 7.

Meaning, one member cannot transfer their membership to another person.

Change of Membership Category Members may change their membership status by contacting the membership coordinator and paying any and all fees at time of request.

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If you use membership categories, the bylaws should identify how to change categories.

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Article IV Section 1.

Directors Composition of Board of Directors The Board of Directors shall be comprised of president, vice president, secretary, treasurer, member-at-large, and one representative of each local chapter. In addition, the immediate past president may serve as a non-voting ex-officio member of the board of directors for one term.

Section 2.

Identification of the officers is required. However, each affiliate chapter may have different members on their boards.

Powers and Limitations A. Powers: 1. To prescribe officers powers and duties consistent with law, the Articles of Incorporation, and these bylaws: and fix their compensation.

This is required. Clearly identify the powers of the Board of Directors.

2. To conduct, manage and control the affairs and business of the affiliate chapter and to make rules and regulations consistent with the law, the Articles of Incorporation and these bylaws. 3. To borrow money or incur indebtedness for the purposes of the corporation and for that purpose to cause to be executed and delivered, in the corporate name, bonds, debentures, deeds of trust, mortgages, pledges or other evidence of debts.

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4. To establish/abolish liaisons with other organizations. B. Limitations: Directors shall not concurrently serve as an elected officer on the national Board of Directors of RID.

Section 3.

Each affiliate chapter can design their own limitations.

Duties A. General Duties 1. To perform any and all duties imposed on them by law, the Articles of Incorporation, these bylaws or as directed by the membership.

Likewise, duties of the Board of Directors are also required.

2. To adopt, make and use a corporate seal, corporate logo, and to prescribe the form of membership cards. 3. To approve an annual budget for the maintenance and operation of this corporation. B. Officers 1. President The president shall: a. Have general supervision and direction of the

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The role of each officer is required in the bylaws. Keep in mind that each role should be clearly identified so as to avoid confusion.

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affairs of the corporation and other duties, as may be prescribed by the board, the membership, and the national RID. b. Appoint any committees, including standing, special and/or ad hoc, composed of voting members in good standing. c. Have co-signature responsibility with the treasurer on all checks and warrants for the withdrawal of corporate funds. d. Set the agenda and conduct all board meetings, the annual conference business meeting(s), and any special meetings of the membership. 2. Vice President The vice president shall: a. In the absence of the president, perform all duties of the president and in so acting, shall have all the

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The vice president has a very important role within the organization. The vice president should be able to fill the role of the president should it become necessary.

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powers of the president. b. Have other powers and duties as prescribed by the board of directors and/or the membership. 3. Secretary The secretary shall: a. Keep a full and accurate record of the proceedings of the board and annual and/or special business meetings of the membership.

The secretary is a vital role into ensuring that minutes and records of the organization are documented and kept appropriately.

b. Keep the seal of the corporation and affix it to such papers and instruments as may be required in the regular course of business. c. Make service of such notices as may be necessary or proper. d. Maintain the records of the corporation. e. Provide periodic reports to the membership on the actions of the

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Board. f. Handle all official correspondence of the corporation. g. Have other powers and duties as prescribed by the Board and/or the membership. 4. Treasurer The treasurer shall: a. Supervise the receipt and safekeeping of all funds of the corporation and deposit them in the bank or banks that may be designated by the board.

As the person responsible for the financial affairs of the organization, the treasurer is another important board member.

b. Have co-signature responsibility with the president for signing checks and warrants for the withdrawal of affiliate chapter funds. c. Have other powers and duties as prescribed by the Board and/or the membership. 5. Member-at-Large The member-at-large

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shall: a. Assist the local chapter representatives with the coordination of activities and communication in and among regions.

The role of the member at large often depends on how each affiliate chapter is set up. Often this position is the link between the membership and the board of directors.

b. Have other powers and duties as prescribed by the board and/or the membership. 6. Local Chapter Representative The local chapter representative shall: a. Convene and preside over local chapter meetings, facilitate the development of local chapter activities, serve as resource persons to members within their respective region.

Some affiliate chapters have local chapters and some do not. If you do have them, then it is in the best interest to include them in the bylaws.

b. Provide annual reports to the board on local chapter activities. c. Provide periodic reports to the membership on

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local chapter activities via the corporation's newsletter. d. Have other powers and duties as prescribed by the board and/or the membership. Section 4.

Qualifications Each officer serving on the board of directors of the corporation must be a member of this affiliate chapter as well as a member of RID, Inc. In addition, the president shall have been a member of the corporation AND a member of RID for at least two years prior to serving.

Section 5.

This is required by RID.

Terms of Office A. Terms of office for the president, vice president, treasurer, secretary and member at large shall be two years. Terms shall commence on January 1 of odd numbered years.

Terms of office need to be laid out. Each affiliate chapter may have a different cycle and/or timeline.

B. Terms of office for local chapter representatives shall be two years. Terms shall commence on January 1 of even numbered years. Section 6.

Nominations and Elections A. A call for nominations shall be made to the membership no less than 30 days prior to the election.

The conduct of nominations and elections is required.

B. Members seeking election must

This is a good model,

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be members in good standing of the affiliate chapter and RID; and be nominated and seconded by members in good standing of the affiliate chapter. C. Voting members of the affiliate chapter during the annual business meeting preceding the expiration of the term of office whose position the members seek to fill shall elect officers and local chapter representatives. Their terms of office shall commence on January 1 of the year immediately following said election. Section 7.

however, feel free to include whatever practices your affiliate chapter uses. In addition, plug in your affiliate chapter’s appropriate timeline.

Vacancies Vacancies on the Board of Directors shall occur upon resignation, removal, or death of any officer or local chapter representative, or when the number of Board positions is increased by amendments to these bylaws or the charter of the corporation. A. Resignation: Any officer or local chapter representative may resign upon giving at least two-week prior written notice to the president or secretary.

This is required and vital.

If an officer leaves how do you fill that position?

B. Appointment to fill a vacancy: Any vacancy occurring on the board may be filled by the affirmative vote of a majority of the remaining directors. Individuals appointed to fill a vacancy shall be appointed for the remainder of the term of their predecessor.

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Section 8.

Meeting of the Directors A. The board of directors shall meet at least four times annually on dates and at locations selected by the board. B. The agenda of board meetings will be prepared by the president and distributed to the board members at least one week prior to the meeting. C. The president or, in the absence of the president, the vice president shall preside over meetings of the board. In the event that neither the president nor vice president are present and, providing that a majority of the remaining members are in attendance, a chairperson may be chosen by those members.

This section is crucial to identify the times of board meetings, conduct of board meetings, the role of key board members, how interpreters will be handled and who may or may not attend. Note: In order to allow for the full inclusion of members, it is wise to have open board meetings whenever possible.

D. The secretary shall act as recording secretary at all meetings of the board. In the secretary's absence, the presiding officer shall appoint a person as acting for the meeting. E. All board meetings will be open to the membership and/or visitors, unless designated as such by the officers of the affiliate chapter. F. Board meetings will be interpreted upon request. Requests for interpreters must be placed at least two weeks prior to the meeting date. Requests placed less than two weeks before the meeting will be honored if

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possible, but not guaranteed. G. Conference call or similar communication equipment may hold any meeting, regular or special, with a majority of the board present.

Section 9.

Quorum This section is required. A majority of the board shall constitute a quorum for the transaction of business at any meeting of the board. Should less than a majority of directors attend a board meeting, the meeting will be adjourned and rescheduled.

Section 10.

Compensation A. The members of the board of directors of the affiliate chapter shall have no compensation for their services as directors.

As a non-profit organization, this section is vital.

B. The directors may be reimbursed by the affiliate chapter for reasonable expenses incurred for the purpose of attending any regular, annual or special meetings of the board, and for reasonable expenses made for the purpose of doing affiliate chapter business. Article V

Committees Upon the Board of Director’ approval, the president shall appoint and charge any committees, including standing,

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special and/or ad hoc, composed of voting members in good standing. A majority of the entire committee shall constitute a quorum. A. Standing: The number of standing committees will vary depending on the needs of the affiliate chapter. They shall be appointed by the president when deemed necessary, or be discontinued when deemed no longer necessary by a majority decision of the Board.

It is unwise to identify specific committees by name in this section. Committees and/or committee tasks may change.

B. Special/Ad Hoc: Shall be appointed by the president when deemed necessary to carry on the work of the affiliate chapter. Committees will serve until the assigned task(s) is completed, or when deemed no longer necessary by a majority decision of the board. C. Vacancies: Upon the Board of Directors' approval, the president shall appoint individuals who are voting members in good standing to fill committee vacancies. Article VI

Meetings of Members

Section 1.

Annual Conference An annual conference shall be held for the purpose of providing an opportunity for professional development of the members, to conduct necessary business of the affiliate chapter, and/or to provide a forum for the exchange of information among the members and the general

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public about the profession of interpreting. A. Notice of the meeting shall be given to the members no less than 60 days prior to the date scheduled. B. A committee shall be appointed by the president to plan the event, and chaired by an individual chosen by a majority vote of the board.

This section is required. It identifies membership meetings, the prescribed advance notice, how membership meetings will be conducted, and what constitutes a quorum.

C. Conduct of meetings: Unless otherwise directed by the members, all meetings shall be conducted in accordance with Robert's Rules of Order, Newly Revised. D. Quorum: Ten percent (10%) of the voting members determined by the membership roll of the affiliate chapter thirty (30) days prior to the meeting. Section 2.

Special Meetings Special meetings of the members may be called at any time by the board, or a written petition of not less than ten percent (10%) of the voting members. Written notice of the time and place of special meetings shall be given at least thirty (30) days prior to the meeting.

Article VII

This area is vital as it empowers the membership and board to take action in the event of special situations.

Fees, Dues and Assessments In order to remain in good standing, a member must pay annual dues in

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The Board of Directors should decide on

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amounts to be fixed by the board of directors.

membership dues.

Article VIII Local Chapters Section 1.

(Affiliate chapter name) shall be comprised of local chapters, the exact number of which to be determined by the board.

Section 2.

Any local chapter established under these bylaws should remain intact so long as it desires and so long as it complies with the provisions of these bylaws, the corporation's charter and all regulations that promulgated by the board.

Section 3.

Although local chapters were established based on geographical location, (affiliate chapter name) members are not limited by that determination and may affiliate with the local chapter of their choosing.

Section 4.

(Affiliate chapter name) members wishing to establish an additional local chapter within (YOUR STATE) may do so by submitting to the board, in writing, a statement of intent to be bound by these bylaws, and a statement of justification for the establishment of an additional local chapter. The request will be reviewed by the board during its next scheduled board meeting and will inform the group, in writing, of their decision. The decision of the board is final.

Section 5.

Each local chapter shall be granted funds, as determined by the board, to be used at their discretion. The treasurer shall make the amount a line item on the annual (affiliate chapter name) budget.

Section 6.

Should the board find the local chapter in

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Again, some affiliate chapters have them and some do not. As such, these sections are optional.

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violation of these bylaws, the corporation's charter, or any regulations promulgated by the board, the local chapter representative shall be so notified. The board will determine and take appropriate punitive action, which may include removing the local chapter representative and/or disbanding the local chapter. Section 7.

Local chapters shall have the right to use the (affiliate chapter name) logo.

Section 8.

Each local chapter shall sponsor are least one workshop annually. Sponsorship may be accomplished through co-sponsorship with the professional development committee or any outside organization as long as the event offers CEU/ACET credits for RID members and promotes the professional development of (affiliate chapter name) members.

Section 9.

All local chapters of this affiliate chapter shall be named as to identify it with the geographical area, in which it resides, and shall include the name of this corporation.

Article IX

Fiscal Year of the Corporation The fiscal year of the corporation shall begin on the first day of July and end on the thirtieth day of June.

Article X

This section is required.

Amendment of Bylaws The bylaws may be amended or repealed by approval of two-thirds of the eligible voting members in attendance and voting during a regular, annual, or special meeting of the membership, or by mail

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This section is also required.

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referendum, with ninety (90) days prior notice. Amendments must be reviewed and approved by the bylaws committee prior to voting, or in the absence of a bylaws committee, by the Board of Directors.

Article XI

Parliamentary Authority The rules contained in the current edition of Robert's Rules of Order Newly Revised shall govern this chapter in all cases to which they are applicable and consistent with these bylaws and any special rules of order the Registry of Interpreters for the Deaf (RID) corporation may adopt.

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This section is mandatory since it addresses all other concerns that are not specifically outlined in the bylaws.

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Registry of Interpreters for the Deaf, Inc. Affiliate Chapter Relations Committee

Affiliate Chapter Handbook Third Edition Section 17

The Policy and Procedure Manual (PPM)

© Copyright 2006, 2004, 2003 Registry of Interpreters for the Deaf. Written/Compiled by the Affiliate Chapter Relations Committee, 2001-2007.

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The Policy and Procedure Manual (PPM) While the bylaws of an organization tell you what to do, the policy and procedure manual (PPM) explains how to do it. The bylaws can be thought of as an outline, the PPM as the details. According to James G. Seely in The Legal Guide for Association Board Members (Schneider Publishing Co., 1995), the bylaws are an important association corporate legal document that constitutes the agreement between the association and its members while policies are statements or positions intended to have application beyond immediate issues and to provide long-term direction to the board members, committees, officers, and staff concerning the proper handling of similar issues when they arise in the future. Procedures are prescribed methods for implementing bylaws and policies. The general purpose of a PPM is to provide efficient, effective streamlining of an organization’s procedures and regulations. Having policies that are followed but undocumented can present a risk. Members may question why such a policy is followed, who decided it, and when. The PPM is written documentation of exactly that. Many organizations such as businesses (large and small), universities, governments, sports teams and non-profit agencies make use a PPM. This helps present a consistent method of delivery with information or goods and services. Topics that can be included in a PPM include: • • • • • • • • • •

Duties of affiliate chapter officers (including timelines) Mission statements and duties for committees Procedures for fundraising or workshop planning Board reimbursement policy Record retention policy Communication policies for board and/or membership meetings CEU application procedures and timelines Location/timelines of meetings Accounting practices Your bylaws

Several RID affiliate chapters have a well-developed PPM that can be seen on their web sites. Remember, not all affiliate chapters have the same needs, but using these as a general guideline can help your affiliate chapter design a rough outline of items that could/should be contained in such a document as a PPM. Remember that your bylaws should be considered a part of your PPM. Please visit these sites for examples of other affiliate chapters’ PPM:

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ƒ ƒ

Ohio Chapter RID at www.OCRID.org – A link to the PPM is on the opening page. Texas Society of Interpreters for the Deaf at www.TSID.org – click on “constitution etc.”

Your chapter is not a static organization so the PPM should remain flexible. You can change it when and how you need. It is a good idea to delegate a board member (or two) to periodically review the PPM and bring proposed changes or updates to the entire board. It may seem like a lot of work to compose your first PPM, but a good one will provide guidance and direction for which future officers of your organization will thank you.

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Registry of Interpreters for the Deaf, Inc. Affiliate Chapter Relations Committee

Affiliate Chapter Handbook Third Edition Section 18

Nonprofit Corporation Status and Other Legal Related Issues: All Hoops and NO Loops!

© Copyright 2006, 2004, 2003 Registry of Interpreters for the Deaf. Written/Compiled by the Affiliate Chapter Relations Committee, 2001-2007.

158

Nonprofit Corporation Status and Other Legal Related Issues Affiliate chapters of the Registry of Interpreters for the Deaf, Inc. are considered to be nonprofit corporations and are considered to hold federal tax-exemption status as long as the affiliate chapters adhere to the requirements delineated by the national corporation. This would include, but is not limited to, the appropriate filing of reports, names and addresses of current officers (kept updated each time there is a change) and the filing of an annual financial statement. Affiliate chapters following this format will use the federal identification number of the national corporation. Some affiliate chapters may desire to establish their own identity as nonprofit corporations. The following information will give you guidance as to what to expect and outline the benefits to the affiliate chapter. This does not exclude the need to file with the National Office similar records; the affiliate chapters using the national corporation umbrella for their identity must also do so. Identifying a Nonprofit Corporation Nonprofit corporations are created for purposes other than generating profit, and are entities in which no part of the income is distributed towards its directors or officers. State law (often modeled after the Non-Profit Corporation Act of 1986) provides the guidelines by which a nonprofit corporation may be formed. Samples of such nonprofit corporations include churches or church associations, schools, charities, medical providers, legal aid entities, volunteer service organizations, professional associations, research institutions, museums and possibly sports associations. Tax-exempt status must be filed at both the federal and state level. Depending upon the state laws, it is possible for a nonprofit corporation to obtain federal tax-exemption and not obtain state taxexemption. Forming a Nonprofit Corporation Step one is the filing of nonprofit Articles of Incorporation with the proper state agency (See Appendix A). The articles need to contain the required clauses that ensure your corporation will qualify for tax-exempt status. It is strongly advised that the Articles of Incorporation and other important documents are stored in a safe place and filed with the National Office. Once the articles of incorporation are filed, tax-exempt status must be applied for at both the federal and state levels. Federal filing is done with the Internal Revenue Service by filling out Form 1023. Each state will have a particular department responsible for the filing of nonprofit, tax-exempt status. To obtain the status of nonprofit tax-exempt status, the corporation must comply with corporate formalities of annual meetings of its directors or officers and of its members.

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Bylaws must be adopted for the corporation which provide the details as to the process of said meetings. Valid Purposes for Nonprofit Status Qualifying for federal tax-exempt status under section 501(c)(3) of the federal tax code, nonprofit corporations must be established and function for some charitable, literary, religious, educational or scientific purpose permitted under the federal code. Nonprofit corporations, other than the purposes previously mentioned, also may be formed under a different section of the federal code and must abide by the qualifications and requirements of that federal tax code section. Clarification of the categories listed for 501(c)(3) are as follows: • • • • •

Charitable purposes are defined as providing services beneficial to the public interest. Literary purposes include writing, publishing and distribution of books, which are directed toward promoting the public interest rather than engaging in commercial book production and marketing. Religious category refers to the general types of religious organizations and formal institutionalized churches. Educational purposes are broad yet allow instruction for both self-development and the benefit of the community. Scientific research that is conducted in the public interest qualifies for tax-exempt status; however, research incidental to commercial or industrial operations will not qualify.

The articles of incorporation must identify the purpose of the nonprofit corporation. Depending on the state of residence, some state laws require the approval of state department(s) prior to the formation of a nonprofit corporation. Fees may be assessed in the filing of incorporation. Federal Forms for tax-exempt status Nonprofit corporations desiring to qualify for 501(c)(3) federal tax-exempt status must file IRS application Form 1023 (www.form1023help.com). This application must be filed in a timely manner in order for tax-exemption to be effective retroactively. The application must be postmarked no later than fifteen (15) months after the end of the month when your articles of incorporation were filed within the affiliate chapter’s state. It is possible for the IRS to challenge an affiliate chapter’s corporation’s tax-exempt status if IRS views the affiliate chapter as not fulfilling the requirements of section 501(c)(3). If such a challenge takes place and the corporation is found as not meeting the requirements, the corporation may be liable for back taxes and tax fines for the period it

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operated as a tax-exempt nonprofit corporation. If one has questions, it is advisable to discuss particular situation(s) with an attorney or an accountant. There are a few groups that do not have to file the IRS Form 1023. Examples of these include: • • •

A church, interchurch organization, convention of churches, or an integrated auxiliary of a church A subordinate organization covered by a group exemption letter (a parent tax-exempt company must submit a letter saying its subsidiary company will be tax-exempt—this applies to many of the RID affiliate chapters) A group that qualifies for public charity status and which normally has gross receipts of less than $5,000 per year

When a nonprofit corporation is ready to fill out IRS Form 1023, one may find assistance at www.form1023help.com. This web site lists advantages and disadvantages from the prospective of the IRS. It provides a summary of the kinds of tax treatment for nonprofit versus for profit corporations, the process IRS uses in the application for tax-exemption, a walk-through process with the Form 1023 and the federal organizational requirements for such status. What Are the Benefits of Tax-exemption? If a corporation is granted federal tax-exemption status under section 501(c)(3) of the tax code, the corporation will be exempt from payment of federal corporate income taxes. The rates of such taxes are between 15% and 34%, thus resulting in savings for the corporation. Nonprofit corporations that obtain tax-exempt status may receive both public and private grants. Individual donors are able to claim a federal income tax deduction of up to 50% of income for donations made to 501(c)(3) groups. Nonprofit corporations also may receive limited liability protection that for-profit entities receive. This means that directors or trustees, officers, and members are typically not personally responsible for the debts and liabilities of the corporation. A nonprofit corporation’s life is not dependent upon its members; rather, it possesses the feature of unlimited life. Original or charter members may pass on or leave the corporation but the corporation may continue to exist and conduct business. Nonprofit corporations are able to easily establish retirement funds and qualified retirement plans (e.g. 401k). Nonprofit corporations may enjoy a lower postal rate for the purpose of bulk mailings.

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Are There Any Disadvantages of a Nonprofit Corporation? Nonprofit corporations experience a large amount of paperwork. Articles of Incorporation must be filed with the state, bylaws prepared and adopted, and meeting minutes of the board of directors and of the membership must be kept with corporation records. Applications for tax-exempt status must be filed at both the federal and state levels. The corporation must remember that nonprofits cannot be used to generate profits for the directors or officers and the purpose must conform to IRS regulations. Annual Filing Procedures Nonprofit corporations receiving tax-exempt status still have the responsibility of filing tax statements/forms. For affiliate chapters that use the tax-exempt status of RID and have not filed separate Articles of Incorporation, please follow the Affiliation Check List. The table in Appendix B shows the forms and who must file. The Political Campaign Prohibition and Lobbying Activities The following prohibitions are applicable to affiliate chapters that pay for lobbyist activities. Non-paid individual lobbying activities are not impacted by these prohibitions. Nonprofit corporations that have received an approval determination from the IRS are governed by the IRS code section 501(c)(3) which prohibits certain political activities. The code requires that the organization “does not participate in, or intervene in (including the publishing or distributing of statements), any political campaign on behalf of, or in opposition to, any candidate for public office.” This is considered an absolute prohibition. The seemingly insubstantial or slightest amount of political campaign activity may result in a loss of tax-exempt status. To be clear, the “absolute prohibition” of activities includes: • • • • •

The endorsement of any candidate(s) Making donations to any candidate’s campaign Engaging in fund raising on behalf of any candidate Distributing statements supporting or opposing any political candidate Becoming involved in any other activities that may be beneficial or detrimental to any candidate.

Nonprofit corporations must remember that campaign activities include participation or intervention in any political campaign on behalf of, or in opposition to, any candidate for public office. A candidate is any contestant for elected office, and political campaign activities relate to individual candidates. Participation in a campaign includes publishing

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or distributing statements made either by a candidate or by someone else directed at a candidate. Lobbying activities relate to social issues and laws. Participation in this arena is not prohibited. However, be careful not to misstep in this area with the campaign of a candidate who happens to support your cause. The IRS allows for nonprofit corporations to have an insubstantial amount of lobbying or legislative activity. Usually, this means that not more than five percent (5%) of the nonprofit corporation’s overall activities, financial expenditures, staff hours and/or other measurable standards may be used towards lobbying or legislative activities. If the nonprofit organization exceeds this guideline, their 501(c)(3) status will be revoked. Revocation may include a 10% tax on the political expenditure and require recovery of the political expenditure. The IRS may also impose 100% tax if the funds are not recovered. If a nonprofit organization wishes to engage up to twenty percent (20%) towards lobbying or legislative activity, then application must be made by using the IRS form 5768 [the 501(h) election]. Special rules and limitations do apply for such corporations to follow. It is common for candidates for public office and/or current political office holders who may run for re-election to contact nonprofit corporations to receive endorsements. Endorsements cannot be given under any circumstances. It is possible for said candidates to contact nonprofit corporations to make presentations or to speak at nonprofit corporation sponsored events or activities, thus giving the implied endorsement of the nonprofit corporation. In so doing, the nonprofit corporation must be careful. The candidate may bring pamphlets or flyers with them to be distributed to the people in attendance, but the presentation must focus solely on the social issues and laws and not on the individual’s campaign nor of what the individual would sponsor or not sponsor if elected. Immunity from Civil Liability Nonprofit corporations may protect their directors/officers and/or volunteers from damaging civil lawsuits by including limited liability provisions in the Articles of Incorporation. Many nonprofit corporations’ Articles of Incorporation are “out-of-date” and may need to be reviewed so that such provisions may be added. The nonprofit corporation must check with its specific state laws, but most states permit an organization to adopt provisions in its Articles of Incorporation that will eliminate personal liability of directors/officers and/or volunteers (subject to certain exceptions) for certain kinds of risks. Most states provide for legal immunity for the directors/officers and/or volunteers of nonprofit corporations. Not all states require that such immunity is included in the Articles of Incorporation, but some do. It is best to have the immunity

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provisions statute expressed, quoted, or referenced in the organization’s articles of incorporation to be effective for that corporation. Naturally, there are conditions that directors/officers and/or volunteers must have met (among others): • • • •

The directors/officers and/or volunteers acted, or reasonably believed they acted within the scope of their authority; The directors/officers and/or volunteers were acting in good faith The director’s/officer’s and/or volunteer’s conduct did not amount to gross negligence or willful and wanton misconduct; and The director’s/officer’s and/or volunteer’s conduct was not an intentional tort.

Areas That Would Not Be Considered an Immunity of Liability • • • •

A breach of the director’s/officer’s and/or volunteer’s duty of loyalty to the corporation; Acts or omissions not in good faith or that involve intentional misconduct or a knowing violation of law; Transaction(s) from which the directors/officers and/or volunteers derived an improper personal benefit; and Act(s) or omission(s) which are grossly negligent.

Having limited liability immunity provisions within the Articles of Incorporation does not exclude the possibility of legal action being filed against directors/officers and/or volunteers. Nonprofit corporations should consider directors’/officers’ and/or volunteers’ insurance provisions as well for the indemnification against certain kinds of legal expenses that may be allowed by your individual state law. IRS Audits If the affiliate chapter is operating under the nonprofit status of RID and has not filed for separate incorporation and tax-exempt status, then the affiliate chapter must follow the reporting procedures as outlined in the Affiliation Check List. Nonprofit organizations that must respond to an IRS audit will need to be prepared for review of the following: • • • •

Governing documents Copy of exemption determination letter (letter received from your state showing approval as a nonprofit corporation) Minutes of meetings (board of directors/officers and general membership): usually several years worth are requested Financial records, including check register, canceled checks, bank statements, invoices, receipts, and auditors report and working trial balance

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• • • •

990s for years before and after specific year under audit Copies of all other federal tax and information returns filed, such as 940, 941, W-2, W-3, 1099 and 1096 Pamphlets, brochures, descriptive literature, etc. Newsletters, if the organization publishes one

References: Nonprofit Risk Management Center. (1999). Liability basics for nonprofit organizations Retrieved January 1, 2003 from http:222.nonprofitrisk.org/advice/advice.htm SAMPLE §501(c)(3) Articles of incorporation. (n.d.) Retrieved April 1, 2003, from http://www.mapnp.org/library/legal/articles.htm U.S. Department of the Treasury. (July, 2001 Revised). Tax-exempt status for your organization (Publication No. 557). Retrieved July 17, 2001, from the Internal Revenue Service Online via: http://www.irs.gov/pub/irs-pdf/p557.pdf

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Appendix A [SAMPLE §501(c)(3)] ARTICLES OF INCORPORATION OF Name of Organization The following sample Articles of Incorporation portrays the nature and scope of an Articles of Incorporation. The sample should not be adopted without discussing more in depth with an attorney. The undersigned incorporator(s), (a) natural person(s) 18 years of age or older, in order to form a corporate entity under Minnesota Statutes, Chapter 317A, adopt(s) the following articles of incorporation. ARTICLE I NAME/REGISTERED OFFICE The name of this corporation shall be ___________ [INSERT NAME ACCURATELY]. The corporation's registered office is located at [INSERT STREET ADDRESS, ALSO WITH ZIP CODE IF IT IS APPROPRIATE FOR MAILING ADDRESS (MAILING ADDRESS -- INCLUDING THOSE WITH P.O. BOXES -- MAY BE SHOWN VIA PARENTHETICAL ADDITION)]. ARTICLE II PURPOSE This corporation is organized exclusively for charitable purposes [you may, alternatively, replace "charitable", or augment with one or more of the following permitted purposes: EDUCATIONAL, SCIENTIFIC, RELIGIOUS, LITERARY, PROMOTING AMATEUR ATHLETICS, OR EDUCATIONAL] within the meaning of Section 501(c)(3) of the Internal Revenue Code of 1986, as now enacted or hereafter amended, including, for such purposes, the making of distributions to organizations that also qualify as Section 501(c)(3) exempt organizations. To this end, the corporation shall [. . . here is where one enumerates specific purposes and activities.] [All funds, whether income or principal, and whether acquired by gift or contribution or otherwise, shall be devoted to said purposes. ARTICLE III LIMITATIONS At all times the following shall operate as conditions restricting the operations and activities of the corporation: 1. No part of the net earnings of the corporation shall inure to any member of the corporation not qualifying as exempt under Section 501(c)(3) of the Internal

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2.

3.

4.

Revenue Code of 1986, as now enacted or hereafter amended, nor to any Director or officer of the corporation, nor to any other private persons, excepting solely such reasonable compensation that the corporation shall pay for services actually rendered to the corporation, or allowed by the corporation as a reasonable allowance for authorized expenditures incurred on behalf of the corporation; No substantial part of the activities of the corporation shall constitute the carrying on of propaganda or otherwise attempting to influence legislation, or any initiative or referendum before the public, and the corporation shall not participate in, or intervene in (including by publication or distribution of statements), any political campaign on behalf of, or in opposition to, any candidate for public office; and Notwithstanding any other provision of these articles, the corporation shall not carry on any other activities not permitted to be carried on by a corporation exempt from federal income tax under Section 501(c)(3) of the Internal Revenue Code of 1986, as now enacted or hereafter amended. The corporation shall not lend any of its assets to any officer or director of this corporation [unless such loan program is regularly conducted as part of the activities of the organization and the qualification of the individual to participate in same is determined by a panel comprised solely of non-Board members], or guarantee to any person the payment of a loan by an officer or director of this corporation. ARTICLE IV DIRECTORS/MEMBERS

The corporation [choose one of the following] Shall have no voting members. The management and affairs of the corporation shall be at all times under the direction of a Board of Directors, whose operations in governing the corporation shall be defined by statute and by the corporation's by-laws. No Director shall have any right, title, or interest in or to any property of the corporation. May (but need not) have voting members, and such membership, if any, and classes thereof, shall be as defined in the corporation's bylaws. The management and affairs of the corporation shall be at all times under the direction of a Board of Directors, whose operations in governing the corporation shall be defined by statute and by the corporation's by-laws. No member or Director shall have any right, title, or interest in or to any property of the corporation. Shall have a voting membership, and may have classes of it (if any), as defined in the corporation's bylaws. The management and affairs of the corporation shall be at all times under the direction of a Board of Directors, whose operations in governing the corporation shall be defined by statute and by the corporation's by-laws. No member or Director shall have any right, title, or interest in or to any property of the corporation.

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[OPTIONAL: The corporation's first Board of Directors shall be comprised of the following natural persons: {List Directors' Names, and optionally, Addresses}] ARTICLE V DEBT OBLIGATIONS AND PERSONAL LIABILITY No member, officer or Director of this corporation shall be personally liable for the debts or obligations of this corporation of any nature whatsoever, nor shall any of the property of the members, officers or Directors be subject to the payment of the debts or obligations of this corporation. ARTICLE VI DISSOLUTION Upon the time of dissolution of the corporation, assets shall be distributed by the Board of Directors, after paying or making provisions for the payment of all debts, obligations, liabilities, costs and expenses of the corporation, for one or more exempt purposes within the meaning of section 501(c)(3) of the Internal Revenue Code, or the corresponding section of any future federal tax code, or shall be distributed to the federal government, or to a state or local government, for a public purpose. Any such assets not so disposed of shall be disposed of by a Court of Competent Jurisdiction of the county in which the principal office of the corporation is then located, exclusively for such purposes or to such organization or organizations, as said Court shall determine, which are organized and operated exclusively for such purposes. ARTICLE VII INCORPORATOR The incorporator(s) of this corporation is(are): [Insert name(s) and address(es) of individual(s) incorporating entity -- you only need one, but may have more if you wish] The undersigned incorporator(s) certify(ies) both that she/he/they execute(s) these Articles for the purposes herein stated, and that by such execution, she/he/they affirm(s) the understanding that should any of the information in these Articles be intentionally or knowingly misstated, she/he/they is/are subject to the criminal penalties for perjury set forth in Minnesota Statutes 609.48 as if this document had been executed under oath. ____________________________________________ Signature

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Appendix B

Form

Title

Table of Who Must File What Form Due Who Must File Date

990

Return of Organization Exempt from Income Tax

See A

990 Schedule A 990-EZ

Organization Exempt Under 501(c)(3) Short Form Return of Organization Exempt from Income Tax Exempt Organization Business Income Tax Return

See A

990-T

1120POL

4720

See A

See A

US Income Tax See B Return for Certain Political Organizations Return of Certain See B Excise Taxes Under Chapters 41 and 42

All 501(a) organizations except: - organizations with gross revenue < $25,000 - organizations filing Form 990EZ - churches - private foundations (file 990PF) - subordinates in a group return All 501(c)(3) organizations required to file Form 990 or Form 990-EZ Simplified form for use by organizations with gross receipts normally less than $100,000 and assets under $250,000

Penalties

See C and D

See C and D See C and D

All 501(c) organizations with See E and gross income of $1,000 or more F from an unrelated business activity, or with a liability for the proxy tax on lobbying and political expenditures 501(c) organizations with at least $100 of political expenditures and at $100 of net investment income

See E and F

Public charities with excess lobbying expenditures and/or political expenditures; Disqualified persons and organization managers liable for Chapter 41 or 42 taxes

See E and F

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A – On or before the 15th day of the 5th month after close of the tax year B – On or before the 15th day of the 3rd month after close of the tax year C - $200 per day, not to exceed the lesser of $10,000 or 5% of the gross receipts of the year, imposed on the organization. D - $10 per day, up to $5,000, imposed upon responsible persons if the return is not filed after written demand by the IRS. E – Late filing: 5% of the tax due per month, up to 25% F – Late payment: 0.5% of the tax due per month, up to 25%

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Registry of Interpreters for the Deaf, Inc. Affiliate Chapter Relations Committee

Affiliate Chapter Handbook Third Edition Section 19

Nonprofit Liability – Insurance and Bonding: Covering Your Assets

© Copyright 2006, 2004, 2003 Registry of Interpreters for the Deaf. Written/Compiled by the Affiliate Chapter Relations Committee, 2001-2007.

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Nonprofit Liability: Insurance and Bonding Nonprofit organizations are established for the ultimate goal of improving the quality of individual or community life and the use of volunteers are the lubrication that keeps nonprofit organizations in operation. With the number of nonprofit organizations on the rise and the millions of volunteers utilized in a variety of roles, it is inevitable that on occasion, a volunteer may be injured while serving a nonprofit organization. On the other hand, the actions of volunteer may, in some form, undermine the nonprofit organization’s operation. Affiliate chapters may want to consider three specific areas of protection depending upon the nature of the affiliate chapter’s organizational structure, activities and community involvement. • Protection or insurance for volunteers acting in behalf of the affiliate chapter in a variety of roles; • Protection for the organization against willful actions of volunteers while serving in a variety of roles; and • Protection against fraud by any volunteer functioning in a role related to the financial operations of an affiliate chapter (such as treasurer). Volunteer Protection Act Through the years the concept of charitable immunity has been abolished. Nonprofit organizations are being required to take responsibility for their actions and the actions of their representatives (people acting on the organizations’ behalf, such as employees, volunteers, and clients). Many states have since established legislation pertaining to the legal liability of volunteers, however these statutes lack in uniformity and consistency. Each affiliate chapter is encouraged to seek out such legislation within its specific state to establish what its legal responsibilities may be regarding the particular nonprofit status. The Volunteer Protection Act (VPA) (Public Law 105-19) of 1997 preempts state laws “to the extent that such laws are inconsistent with the Act.” If state laws require additional protection from liability for volunteers, then that portion of the state law would not be preempted. This Act only applies to 501(c)(3) organizations and provides immunity for volunteers serving nonprofit organizations or governmental entities for harm caused by their acts or omissions if: • • •

The volunteer was acting within the scope of his/her responsibilities; Appropriate or required, the volunteer was properly licensed, certified or authorized to act; The harm was not caused by willful, criminal or reckless misconduct or gross negligence;

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The volunteer operating a motor vehicle, vessel, or aircraft did not cause the harm.

Other provisions that a state may build into state legislation that would not be preempted are as follows: • • • •

The requirement that a nonprofit adhere to risk management procedures; Laws that make a nonprofit liable for the acts or omissions of its volunteers to the same extent that an employer is liable for the acts or omissions of its employees; Provisions that render the immunity inapplicable if an officer of a state or local government brought the civil action; and Provisions that limit the applicability of immunity to nonprofits which provide a “financially secure source of recovery,” such as insurance.

Insuring Volunteers The decision whether or not the nonprofit can be held liable for the injury of a volunteer is related to a number of factors including but not limited to: • • •

• •

Age of the volunteer – If the volunteer is younger than 18 years of age; the nonprofit organization assumes some responsibility unless the volunteer’s parents or legal guardian has signed a specific release of liability. Representations made to the volunteer when he/she was recruited – Nonprofit organizations should inform volunteers about the organizations ability (or lack thereof) for handling injuries. Degree of control exercised by the organization over the volunteer – A nonprofit organization must be careful that little or no control over a volunteer may reduce the success of a claim by a volunteer, it could increase the risk of a third party who is injured from the volunteer’s actions. Circumstances of the particular accident – any action requires the volunteer to act reasonably and prudently. If the volunteer was injured while volunteering for a project sponsored by his/her employer – clearly identify the relationship of a volunteer role to the individual’s employment status.

If an affiliate chapter decides that the insuring of volunteers against accidents or injuries is of importance, there are two primary insurance options to consider. 1. Accident and Injury Policies – This coverage for volunteers finances the cost of medical treatment for volunteers who are injured while delivering services for the organization. This kind of policy will pay a claim regardless of who is at fault but tends to be an “excess” insurance policy, paying only after other available insurance policies have been exhausted.

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2. Workers’ Compensation – This option is not available in all states for nonprofit organizations. If such an option is available and the affiliate chapter has employees, it may be administratively less cumbersome to simply add volunteers to an existing policy. Understand that Workers’ Compensation for volunteers most often will not cover all benefits such as reimbursement for lost wages. Protection for the Organization An affiliate chapter may wish to consider an insurance policy for directors and officers. This type of policy tends to insure against the “wrongful acts” of the organization, its directors, officers, employees and volunteers (depending upon the definition of “insured”). Most directors’ and officers’ policies exclude coverage for bodily injury or property damage and address the actual or alleged acts of omissions including breaches of duty that the directors, officers or other insured individuals may perform. Directors’ and officers’ policies vary greatly due to the differences in coverage, premiums, limitations and deductibles. Such policies are often costly (specifically for a small organization). If such a policy is needed, obtain several quotes from a variety of carriers and request for the provisions considered most critical. Preventing Fraud A fraudulent act against a nonprofit organization can be devastating ranging from a cash flow crisis and loss of donor confidence to the closure of the organization. Affiliate chapters must be aware that nonprofit organizations are more vulnerable to fluctuations in income streams or other assets, thus a single major theft of funds or equipment could seriously jeopardize the affiliate chapter’s existence. Fidelity insurance coverage provides protection against loss of funds due to embezzlement activities on the part of officers and/or employees. It is imperative that this coverage be in effect to protect the affiliate chapter’s resources. Bonding (highly recommended but not required) the treasurer provides some insurance if the treasurer should misuse funds. Other measures that affiliate chapters may take toward reducing the risk of any fraudulent activities from occurring include: • • •

Having appropriate authorizations and approval guidelines in place. Limit the number of people with decision-making authority for financial transactions and adopt a procedure for the approval of all financial transactions. Creating proper documentation procedures. Establish accounting procedures to ensure that transactions are recorded correctly and to minimize the possibility of fictitious transactions. Having policy that defines the physical security of the affiliate chapter’s resources. Control physical access, as well as indirect access through documents or computers, to money, securities, and valuable property.

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Develop a checks and balances system. Establish a safety net so if someone overrides or disregards your internal policy, you can quickly detect and correct the breach.

Affiliate chapters also may protect the financial resources by preparing a complete budget that requires the involvement of many members of the chapter. All officers, committee members and individuals in charge of special programs must be involved in the process. Budgets are not to be left to the treasurer alone. It is the financial plan for the chapter and helps determine priorities for the organization. It is strongly advised that affiliate chapters have an external audit performed at the end of each fiscal year. A finance committee in that the treasurer serves as an ex-officio member may conduct internal audits. This committee serves an important role in preparing for the external audit or financial review. Audits are a key part of an affiliate chapter’s financial accountability and enhance the credibility of the financial statements. They also serve an important role in the financial trust shared between the directors and officers and the membership. Insurability/Liability Checklist The following checklist may serve as a resource to affiliate chapters as an organization management and self-evaluation tool to help understand and evaluate the potential issues the organization may face. This tool consists of questions about policies, programs or procedures that could carry legal liability risks and is not intended to be comprehensive. It is advised that affiliate chapter directors and officers attempt to answer the checklist periodically because the questions relate closely to liability and insurability. In most cases, the answer “yes” suggests a low risk for the organization. Finances 1. Does the affiliate chapter obtain an audited financial statement at least annually? 2. Are periodic interim financial reports issued to the governing board? 3. Does the affiliate chapter prepare a budget, approved by the governing board, used to measure financial performance of the organization and adjusted when necessary? 4. Is the treasurer bonded? 5. Are internal financial procedures in place, approved by the governing board and reviewed periodically with weaknesses noted? 6. Is a segregation of duties maintained among those with financial and bookkeeping responsibilities?

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7. Is access to affiliate chapter funds limited to specified individuals and in specified amounts, with the financial institution notified of the amounts above which countersignatures are required? 8. When cash is received at a conference or sponsored event, are special procedures in place to assure control? 9. Are short- and long-term plans or protocols for investment of affiliate chapter funds in place, reviewed periodically by the governing board, and revised when necessary? 10. If an affiliate chapter has employees, are all employee benefit programs reviewed periodically for compliance with applicable laws? Contracts 1. Does the affiliate chapter use a written contract signed by all parties whenever it becomes committed to a significant legal, financial or other obligation? 2. Are all contracts reviewed by staff or governing board before they are signed to assure that they contain all of the intended and acceptable terms such as for price or fee, date of delivery or performance, interest or penalties and termination or cancellation? 3. Are contracts reviewed by legal counsel before they are signed to assure that they contain minimum requirements, are legally enforceable, do not violate any law or present unanticipated tax or tax exemption issues, or present other problems? 4. Does the affiliate chapter insist that every contract it enters into, no matter who drafts the contract, must be written in “plain English” – simple and understandable statements of terms and conditions? 5. Are changes in the arrangements contained in a written contract made only by insertions that are initialed by all parties or by use of a separate written agreement signed by all parties? 6. Does the affiliate chapter have an established policy as to who among the volunteers, staff or governing board is specifically authorized to bind the organization to legal, financial or other obligations? 7. When several aspects of an event, such as a conference, must depend on one another for success, are the related contracts of each aspect specified as contingent upon one another (i.e. contracts with several hotels and a convention center to be used simultaneously for a large meeting)?

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8. When a contract incorporates another document into its terms by reference to that document, is the other document obtained, reviewed, approved and attached to the contract? 9. When a contract allows for automatic renewal unless terminated by a specified date, is that date carefully logged on a permanent calendar to assure against unintended automatic renewal? 10. Does the affiliate chapter specifically assign someone to monitor the terms of the contract by all parties and have original signed copies of contracts maintained in secure and permanent files? General 1. Does the affiliate chapter have an established policy on legal compliance, including antitrust compliance? 2. Is the policy periodically communicated to governing board, members and staff? 3. Is the leadership or membership of the affiliate chapter advised through oral or written communications regarding avoidance of potential legal liability? 4. Do one or more experienced and knowledgeable professional association executives manage the affiliate chapter? 5. Does the executive manager belong to ASAE (American Society of Association Executives) or an allied regional, state or city society of association executives? 6. Is the executive an ASAE “Certified Association Executive” (CAE)? 7. Is qualified legal counsel available (via staff or by retainer service) to consult regarding potential legal liability situations? 8. Does legal counsel attend meetings of the governing board and regularly receive and review minutes, communications and publications of the organization? 9. Does the affiliate chapter have governing documents—a corporate charter, bylaws, and a compilation of policies and procedures—that clearly specify the rights and obligations of members, directors, officers and staff? 10. Is the purpose of the organization clearly stated in its governing documents with no implication of illegality?

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11. Are the governing documents periodically reviewed to make them consistent with present interpretation of association law? 12. Are volunteers or staff indemnified through the governing documents or otherwise? 13. Are volunteers prohibited from using the organization letterhead except when authorized for a specific task, project or purpose and are volunteers periodically advised regarding authority to communicate on behalf of the organization? 14. Has the organization previously carried any form of “errors and omissions,” “directors and officers” or “association professional liability insurance”? Membership 1. Is membership in an affiliate chapter available on an equal basis to all individuals who compete with one another in the business or profession represented by the organization and in the geographic area served by the organization? 2. Is the membership criteria reasonable, objective and published in a document available to applicants? 3. If membership in the affiliate chapter is a legal or practical requirement for engaging in the business or profession, are any membership restrictions specifically reviewed to assure reasonableness? 4. Are requirements avoided that allow only one, or a limited number, of members from each geographic region or in each functional area or level of a profession? 5. Are substantial initiation fees avoided which may preclude membership in the organization by otherwise qualifying individuals? 6. Has there been no termination of membership in the affiliate chapter for reasons other than failure to qualify as within the specified profession, failure to pay dues, or failure to adhere to an established professional code? 7. Are procedures established whereby those excluded from membership are given written notice of the reasons, reasonable opportunity to refute, and additional review by some unbiased body? Meetings 1. Is each affiliate chapter meeting held according to a notice and agenda distributed in advance to attendees?

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2. Are those presiding at the affiliate chapter meetings made aware by staff or legal counsel of subjects that must not be discussed because of potentially adverse legal ramifications? 3. Are attendees of meetings admonished against discussion of subjects with potentially adverse legal ramifications? 4. Are minutes taken of affiliate chapter meeting proceedings? 5. Do the minutes record all or most comments, views, criticisms, considerations or discussions of each subject rather than merely reports, communications and resolutions? 6. Are minutes prepared by staff rather than by volunteers? 7. Are draft versions of minutes removed from the organization’s records once the final version is approved? 8. Does legal counsel, before distribution, review minutes? 9. If audio recordings are maintained of affiliate chapter meeting proceedings, are they destroyed after use in preparing written minutes? 10. Are “rumps,” “secret” or “off-the-record” meetings by the organization or among its governing board or members prohibited and avoided?

References: Nonprofit Risk Management Center. (1999). Liability basics for nonprofit organizations Retrieved January 1, 2003 from http:222.nonprofitrisk.org/advice/advice.htm Sigma Theta Tau International. (2002). Frequently asked questions Retrieved January 1, 2003 from http://www.nursingsociety.org/chapters/trea_admin.html

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Registry of Interpreters for the Deaf, Inc. Affiliate Chapter Relations Committee

Affiliate Chapter Handbook Third Edition Section 20

Fundraising and Grant Writing: Show Me the Money!

© Copyright 2006, 2004, 2003 Registry of Interpreters for the Deaf. Written/Compiled by the Affiliate Chapter Relations Committee, 2001-2007.

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Fundraising and Grant Writing Fundraising Establishing and maintaining ample funds in its’ coffers is one of the most challenging components affiliate chapters face. Membership dues typically don’t go very far beyond making a newsletter available to the affiliate chapter members. The question that plagues each affiliate chapter is “How can we get the money to do bigger, better projects?” After all, those training, mentoring programs, conference fees, and display booths all cost money. Where can an affiliate chapter get the money to do this? With a broad brushstroke, these funds are raised through fundraising efforts. More specifically, this section will address three approaches in fundraising. The first approach to fundraising is consideration of fundraising activities. This approach requires a creative mind since it is too varied to adequately focus on here. Typical activities range from selling doughnuts, running car washes, selling pins, conducting silent auctions, penny drives, black tie gala events, talent shows, raffle tickets, to the infamous bake sale. The sky is the limit. No idea is too corny to raise funds using this approach. Second is the horrible task of asking people or companies for money. Although no one likes begging for money, it is often the most effective way to raise funds. Writing a letter most often does “The Ask” method; many affiliate chapters already use “The Ask” when seeking donations to state or regional conferences. In using “The Ask” approach, affiliate chapters must develop a clear methodology for making a case for the money request, meaning you must clearly identify the following features: 1. Mission statement of your affiliate chapter 2. Goals of the project for which you are requesting funds 3. Objectives of the project 4. What services/function the project will provide 5. Information on your affiliate chapter Board of Directors 6. Anticipated results of the project All of these features should be condensed to less than one and a half pages, singlespaced. These features will become the meat of your “The Ask” letter.

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Once your project is outlined and your letter written, research your prospective donors and send them “The Ask.” Follow up on the letter via a phone call or visit to the potential funder. If they grant you the funds you’ve requested, ensure that a thank you note is sent in addition to a follow up letter regarding the results of the project. Who knows, they may fund you again at a later date. If a potential donor does not fund your program, remember to also send them a thank you letter for their consideration. They may fund you at a later date with another program. The final approach to fundraising is grant writing. Writing a grant may seem like the easiest approach to getting the money your affiliate chapter needs to run a particular project, however, it is the most difficult, competitive, and time consuming. However, if you have the resources to commit to writing an effective grant it can also be the most lucrative. Grant writing as a whole takes an enormous amount of time to effectively develop your idea, research potential funders, and finally write the grant itself. The most important component of this three-step endeavor is research. There is a multitude of funders out there; finding the right one for your affiliate chapter and your idea is the tough part. Grants are typically made through private foundations and public government. It is suggested that you perform a web search for grants (there are many available). From those lists of funders, locate one that fits your idea. It is also suggested for comprehensive approach on writing grants you may purchase several books on grant writing. Resources of this type are extremely helpful. Once your potential funder has been identified, it will become clear which format you need to use to apply for the particular grant. Many funders have pre-established formats to which you must adhere when making your application. Although these formats vary, the information contained in each various type is fairly standardized. A word of caution, though: do not waiver from the established format. Any variation on a required format and the potential funder will automatically discard your application without consideration. If there is no standard format suggested by your funder, you may use any format you desire. The basic elements or steps in writing a grant are:

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1. Definition of the problem 2. Projection of a design to address the problem 3. Determination of measurable goals and objectives 4. Establishment of project evaluation protocols 5. Implementation of a time line 6. Conclusion 7. Budget The aforementioned basic elements are not comprehensive as each funder may require additional information for each grant proposal. Remember to include the benefits to the funder. Affiliate chapters will want to ensure that the funder feels that they have accomplished something to benefit either the funding group or the community as a whole. Grant Writing STEP 1--DEVELOPING THE “GRANT’S PLAN” The purpose of this section is to guide affiliate chapters through the Request for Proposals (RFP) or grant application guidelines. Initially, it is very important to analyze the RFP since it is the road map that outlines the requirements for consideration of the proposal. Try to avoid the extraneous information funding sources typically try to add to the application such as reference to laws. Focus more on specific items within the RFP that are needed to write the proposal. It is suggested that affiliate chapters develop an outline that documents the critical information. It has been observed that up to 50% of grant proposals fail because the writer did not follow the RFP or missed small pieces outlined in the RFP that resulted in lost points. Begin by reading the RFP carefully several times. The following sections will outline the RFP. Space is provided to organize this process for notes and add any additional information. I.

General Questions 1. Is my organization eligible to apply? 2. What are the restrictions?

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3. What is the total number of grants to be awarded? Any number less than ten grants should be reconsidered due to extreme competition. 4. What is the average monetary size of the grant to be awarded? Determine the average size of most grants by the total amount to be awarded divided by the number of grants to be awarded. What is the highest dollar amount and lowest dollar amount to be awarded? 5. What are my chances of obtaining funding? 6. Is the amount of money worth the time spent applying? 7. Am I willing or able to comply with the assurances or rules of the RFP? Remember, do not focus too much here but there may be a lot of paperwork such as reporting. 8. Is there any statutory (law) requirements? Do I need to obtain IRS status documentation? 9. If the grant is awarded, what is the project period? When does the grant begin and end? 10. Who is the contact person to answer any questions and how do I get in touch with that person? 11. Do I have all of the pages to the RFP? Are there any pages missing? 12. If funded, is there a possibility for continued funding after the award period expires? 13. Do I need to submit a letter of intent? 14. Is there an application kit or package? II.

Due Dates/Deadlines 1. The proposal is due on (date). 2. What are possible ways to ensure the proposal arrives at its correct destination? Some considerations include how it will be mailed or hand delivered or the amount of days it takes for the proposal to arrive.

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3. Does it have to be delivered or postmarked on the due date? It is suggested that grant proposals be either hand delivered or sent via courier that provides confirmation of receipt. 4. Do I have enough time and resources to write the grant? 5. The proposal should be mailed to the following location: (Check to ensure that the delivery address is the same as the mailing address.) III.

Funding Source 1. What specific services is the RFP trying to purchase? Look for the RFPs that are requesting the services that your organization wants to provide. 2. What is the priority of the funding source? 3. Who is the target population, if any, the funding source is trying to focus on? 4. Is the RFP focusing on certain geographical areas? (rural vs. urban) 5. What are the criteria for approving the grant application? 6. Who will be reviewing the grant application? What are the reviewers’ backgrounds if known? 7. What are the goals of the funding source? 8. What are the selection criteria? How will my proposal be scored? 9. It is often important to get to know the funding source. Your chances of success may almost double. What can I do to get to know the funding source without “bugging them?”

IV.

Proposal Sections 1. A total of ____ sections are required. What are the names of each section? 2. What is the order the funding source wants the information organized? Remember, you may not want to write the grant proposal in this order. 3. Will I have a sufficient amount of information to answer fully and adequately each section as stated by the RFP?

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4. Do I understand what is requested in each section? If not, what do I need to do or whom do I call to clarify? 5. Create an outline with the main points that should be included in each section. 6. How many points is each section worth? V.

Support 1. Do I have the necessary support from administrators or the Board of Directors? 2. From whom will I have to obtain signatures for the grant? 3. Let others involved read the RFP. Do they still offer their support? Ask them to provide you with their opinions and input regarding the RFP. They may notice pertinent details that could have been missed. 4. Is the grant something I can write or do I need outside assistance? If so, whom should I involve?

VI.

Format 1. A total of ____ copies and ____ originals should be sent to the funding source. 2. Is there a restriction on the font pitch? Use 12 point if no restrictions. 3. How should the proposal be prepared? (i.e., stapled, bound, etc.) 4. Are there margin restrictions? If so what are the margin widths? 5. Remember to fully justify (straight on left and right sides) your margins. 6. What is the maximum number of pages the grant will allow? 7. How and where should the grant pages be numbered? 8. Will the RFP allow appendices? 9. What type of cover do I need and what information should be included on it? Remember state and federal government grants are usually not bound and do not use covers. 10. What types of forms do I need? Do I already have them or do I need to send for them? Are they in good condition?

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11. List additional format specifications. VII.

Additional Considerations

1. Who will support my program? Begin soliciting addresses and names of individuals for letters of support. Some possible people are listed below, but it may vary depending on your grant. Business leaders, Chamber of Commerce, Department of Social Services, politicians and government leaders, mayors, state legislators, clerks of court, judges, hospitals, vocational rehabilitation, mental health agency, United Way, criminal justice (sheriff, police, parole, corrections), alcohol and drug abuse commissions, neighborhood associations, housing authority directors, school superintendents, principals, assistant principals, teachers, parent-teacher organizations, school board members, Private Industry Council, applying agency’s chair person from board of directors, consumers or service participants, universities, colleges, technical schools, parents, religious leaders, parole and community corrections, department of youth services, minority organizations, media, governor’s office, Health and Human services Finance Commission, Regional Council of Government, Department of Education 2. Do I need to have a community meeting to state my intentions and ideas and gather additional support? Below are some hints in this process. • • • • • • • • • • •

Develop a brief concept paper/meeting agenda Notify participants at least three weeks in advance Develop a press release Identify and prepare centralized location with coffee and food Solicit input from participants Contact key informants Distribute requests for letters of support Identify key people who will enhance attendance Take pictures of group meeting in progress Use the information you have learned in the development of your proposal Have someone document meetings and findings through minutes

3. Do I need a grant writing team? It usually helps to have support in the grant writing process. Below is a list of suggestions. • •

Train proposal reviewers Encourage written input

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• • • • • • • •

Involve the community Solicit input from different people from different backgrounds Seek good writers and proof readers--look for neurotics Give reviewers adequate time Be prepared for and encourage criticism--be tough for their comments! Look for individual expertise such as a graphic artist, a skilled writer, mathematician Conduct in-service training by teachers who are successful grant writers Bring in a grants development consultant with training experience

STEP 2--PROBLEM STATEMENT The purpose of this section is to help you organize your problem statement to grab the reader’s attention. It is important to have a detailed but concise statement defining the problems, causes, and long term impacts. This section of the proposal should ultimately scare the reader by proving that you have a serious and growing problem. Make this section confirm you have a need as if you are an attorney presenting your case to a jury in a courtroom. Prove beyond a shadow of a doubt the seriousness of your problem! Remember to make the reviewer feel sorry for you! The following outlines steps you should take in writing the problem statement. I.

Needs Assessment/Defining the Problem

A. The first purpose of the needs assessment is generally to define the problem, causes, and symptoms. Ask yourself these questions: 1. What are the gaps in the successful, effective, and efficient delivery of programs, services, and needs? 2. What is lacking or missing; what are the present shortcomings in delivery of services? 3. What are the barriers to services and programs? 4. What are the origins of this problem? How did it get to this point? What are the causes? 5. How do I know this problem exists? What are the symptoms? 6. What will happen if nothing is done about this problem?

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7. What is already functioning well? What resources do I already have? Name your strengths. B. Decide what the problem is and consider these questions: 1. The target population is the recipient of a program or project. The primary target population might be interpreters in your state, and the secondary target population could include the Deaf Community. Your project is designed to reduce the effects or problems of these groups. What is your target population? 2. The catchment area is the sphere of people you are targeting (typically your state or area of your state.) It is usually defined geographically, i.e. at a certain location such as a school. What is the catchment area for the target population? What area am I trying to serve? C. The second purpose of the needs assessment is to gather data to prove and determine the extent of your need and problem. Consider these questions and comments: 1. What types of data do I need to outline the problem? 2. What evidence and information demonstrate that there is a problem? 3. What are the common types of data that I should collect to prove the need and that the problem exists? Some examples include: •

• •

Social indicators or statistics: per capita income, population below poverty, divorce rate, teenage pregnancy, crime rate, level of education, voter registration, life span, single parent families, illiteracy, school dropouts, unemployment, homelessness, poverty, mental illness or psychiatric disabilities, AIDS, alcohol and other drug abuse, infant mortality and low birth rates, health care, juvenile delinquency, students on free or reduced lunch, etc. Scores on standardized tests Studies/literature that outline the problem and reinforce what you are trying to convey

D. Consider sources where you can acquire data to determine the need and ask yourself these questions: 1. Where can I go to find out more about the problem? The target population is a good start.

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2. Whom can I ask about the needs and problem? Who is the “expert”? Who knows the most? 3. What are the different approaches I could take? What methods should I use? 4. Who am I least likely to expect to have some information? This person may know more than you think. Consider all possibilities. 5. Use these popular sources to acquire data. This is not an exhaustive list and is only suggestions. There may be other resources that can be used to document depending on the type of problem. • • • • • • • • •

II.

Chamber of Commerce, school district, local and state United Way, state health department, hospital, regional planning councils, United States Census Bureau, police and fire departments, town hall, churches, community center Conduct surveys and questionnaires with relevant people (teachers, parents, target population, etc.) Interview people in the community by telephone or face-to-face Attend community meetings such as the school board, town council, etc. Meet with local or state key informants that are considered experts in the target area Review relevant literature: journals, books, magazines, newspapers Use your local public and university library Hold a community forum: meetings with target population and interested persons Conduct focus groups: ask well-developed questions to about 12 people connected to the problem; have several of these sessions with different groups

Writing the Problem Statement

A. Begin organizing your material and writing the problem statement. Remember you want to provide your reader with a quick review of the problem. 1. Start your section with a short, “concise” sentence that describes your problem. • The problem is . . . 2. The second sentence should define the causes of the problem. • The causes of the problem are . . . 3. Next, tell the reader what will happen, long term, if an intervention does not occur (scare the reader). • Long term, without intervention . . .

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4. Break the problem statement into categories and examine the problem from different perspectives. This will slow the reviewer and keep them focused. Remember to center your discussion on the problem. Use your needs assessment and data you have gathered to prove the need. These are just some examples: • • • • • •

State County/General Community/School District Target Area/School Zone/Neighborhood Parents Teachers Students

B. Some sample phrases to use in each category are: • • • • • • •

________ County is one of the poorest in the state. According to a recent survey conducted on (date) . . . Our school (community, county, state, etc.) has the worst (highest, lowest, etc.) By examining the chart below, . . . Over ____ percent (indicated, are at risk, etc.) . . . The rate of (welfare assistance, crime, days absent, etc.) has (increased, decreased) Students scored at the bottom ___ percent . . .

C. Use some of these sample words to help make your problem sound really bad! Worst, highest, lowest, less than, bottom, dependent, below, almost, failed, distressed, poorest, plagued, trapped, desperate, grim, high-risk, hopeless, substandard, inadequate, pathetic, miserable, sparse, needy, destitute, poverty, neglect, disruption, barrier, disadvantaged, deficit, severe, depressed, lacking, unacceptable, minimum, impaired, widespread, discouraged, disheartened, hurdle, obstacle, violent, harsh, pitiful, miserable, ignored, outbreak, bleak, gloomy, overlooked, disregarded, increased, decreased, infested D. Hints in writing each category: • • • • • •

Include lots of statistics in each category that support the problem, cause, and long term effects Statistics should come from a variety of sources The problem statement should include few if any good things but rather focus on the problems or negative aspects of your situation The problem is proven and convinces the reader that it is serious and growing The problem statement does not include program activities Statistics are not spelled out; real numbers are used

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• • • • •

Some references to sources of information are made A reference page for these sources is included in the appendix or under charts All numbers and percentages are rounded to the nearest whole number A combination of narrative and bullets are used to explain the problem Graphics, graphs, or charts are displayed

E. Conclude the problem section with a transition or wrap up statement that provides an overview of the problem and leads the reviewer into the approach section. 1.

This problem is continuing to grow . . .OR

2.

The following program will reduce the effects of this ongoing problem . . .

F. Re-read your problem statement several times. You should make the reader feel real bad or sorry about your situation and encourage them to want to give money! STEP 3--PROGRAM APPROACH The purpose of this section is to help you develop your approach, which is also referred to as the project design or activities section. The reviewer needs to understand clearly how you plan to solve the problem. The program approach should outline exactly what you intend to do and tell a story in chronological order. It is important to define your goal and tie in program activities connected with the problem. After reading this section, the reviewer should have no doubt as to what activities will take place and in what order. Remember that creating a new, innovative strategy will get the reader’s attention and interest. Show how your program is an “original.” Sell what your program has to offer! I.

Gathering Information

A. Begin deciding on your purpose by asking yourself the following questions: 1. What is it that I want to accomplish? 2. Why am I developing this program? 3. What are my ambitions and intentions? 4. Does my purpose correspond with the RFP? B. Once you have decided on the purpose of your program, collect information to help transform your approach ideas into innovative strategies.

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Consider these comments and questions: 1. Who knows a lot about my purpose? Who is an expert in the topic I am pursuing? Have meetings and conduct interviews with these people to solicit information. They can suggest strategies and ideas you may have missed. 2. Are there programs with similar purposes already in existence? If so, talk with these people who have experience. They can also suggest strategies and ideas you may have missed. 3. Are there studies and literature available relevant to my purpose? Conduct a literature search and review articles and books. Some librarians can be very helpful if you just tell them what you are looking for. You can conduct a national literature search via computer databases such as E.R.I.C. that can identify important information about your topic. 4. Obtain copies of grants with similar purposes that have been funded. They will provide valuable information and save you time! 5. Who is interested in what you are doing? Begin by discussing your “idea” with various people and brainstorm. Interview as many different people from varying cultures, genders, education, experiences, etc. as you can. Obtain different viewpoints. Ask the question, “What is the problem?” and “How do we solve it?” II.

Outlining Your Strategy

A. Writing an outline of your program design is important to help organize your thoughts. It is difficult to write the approach without a “guide”. Consider these questions to begin outlining: 1. What program activities do I want to cover in the program approach section? Avoid mention of buying anything in this section! 2. What does the Request for Proposal (RFP) state should be included? 3. What are my main points? 4. What is the best way to organize this section so that the reviewer will get a clear picture of the program I am proposing? Organizing it in chronological order is the best way to start.

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B. Below is a basic outline of the major topics covered in most typical program approach sections. Begin by reviewing the outline below and modifying it to fit your program. Next, list key phrases and points you want to include. It is important to organize your thoughts by outlining before writing. 1.

I. Introduction (purpose)

2.

II. Target Population

3. III. Advisory Committee 4. IV. Program Activities 5. V. Conclusion III.

Writing the Program Approach

A. Using your detailed outline created above, begin writing your program approach section. Remember to sell your program! Now you want to include more details on each of the major topics. B. The introduction is the first paragraph of your program approach and acquaints the reviewer with your program. It is important to make this paragraph clear and concise; just provide a quick overview. Consider these comments when writing the first part of your program approach section: 1. Begin with the purpose or goal of the grant proposal. • The purpose of [program name] is to . . . OR • The goal of [program name] is to . . . 2. Next, describe the target population(s) in one sentence. • This program will target . . . OR • The focus of this program will be . . . 3. Follow with a general overview of the specific activities that will occur in the grant. • Components of this program will include . . . OR • Program activities will consist of the following . . .

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4. Provide a transitional sentence that leads to the details of your program approach. • The following information outlines the program in more detail . . . OR • The activities below provide more information about [program name] . . . C. The next part of your program approach section should include a detailed description of the target population. Let the reviewer know exactly who will benefit from your program. Consider these suggestions and questions to include in this paragraph: 1. Who is the target population? You may have a primary target population (i.e. high-risk youth) and a secondary target population (i.e. their parents and siblings). Answer this from your need assessment in step two. 2. Why were they selected? 3. Where is the geographical area of the target population located? 4. How many people will be targeted? 5. Below is a list of possible ways to identify your target population. Remember it is important to describe the target population clearly. • Number of participants • Locations of target population such as city, grade level, school, state, geographical area, etc. • An adjective phrase that describes your group such as children with disabilities, adults with mental illness, or children at risk 6. How will you identify your target population? How will this group be screened? 7. What program incentives will be incorporated to attract the target population to participate in the program? D. The advisory committee or task force is used to assist your program by providing suggestions, recommendations, monitoring, and evaluations. Reviewers usually like to see this in grants and may give you extra points for the effort. Answer these questions in your approach section: 1. What is the advisory committee’s purpose? 2. How many members will there be? What are their backgrounds (i.e. principal)?

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3. How will they be selected and why? 4. What are their responsibilities? 5. How will the committee represent all interested parties, especially in regard to culture, race, and gender? E. Next, program activities should be spelled out in detail. The reviewer should know exactly what you intend to do and how you plan to solve or reduce the effects of your problem. Use your outline to keep your thoughts organized when writing out your planned activities. Consider these questions: 1. How will I show that my activities are strategies to combat, prevent, and/or reduce the problems mentioned in the problem statement? 2. What are the major activities that I want to cover? 3. What details do I need for each activity so that the reviewer is clear as to what will take place? 4. Who will be involved in each activity? How will I show that I have created different partnerships with community members? 5. What ways can I show that my activities are innovative and creative? 6. What state or national models can I use to make my approach more valid? 7. What references, appendices, graphs, etc. can I use to show that my activities are legitimate? 8. What ways can I organize this section so that it is easy for the reviewer to follow and keep focused? One effective way is to label subsections. 9. What training or consulting issues do I need to address? F. The conclusion gives an overview of what you have stated and reinforces the idea that your program approach is innovative and will help prevent, reduce, or solve the problem. This paragraph should provide a wrap up statement that leaves the reader feeling positive. Consider these comments and questions:

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1. In one or two sentences, how should I give a summary of my approach? You may want to mention the target population again as well as the problem, stating how it will be solved. 2. How can I leave the reviewer with a good feeling and wanting to help? 3. How can I make the reviewer remember my program approach? Consider emphasizing the name of your program by using italics. G. An appendix is an additional element you may want to include, supplementing your program approach section. Appendices expand the narrative. The appendix is usually located at the end of the proposal. Below are some common examples that are used in appendices. • • • • • • • • • • • IV.

Resumes Job descriptions Other support and resources Letters of support Charts of organizational structure Certification Data collection instruments Bibliography Evaluation schedule Contractual agreements Federally required forms Program Approach Section Checklist

A. The following are ideas and suggestions to consider in your approach section. 1. This section begins with the purpose or goal of the grant proposal followed by specific activities that will occur in the grant 2. The approach section is not wordy but includes concise and specific information 3. The approach tells a story and discusses the activities in chronological order 4. The approach flows well, linking each paragraph to one another (use connecting words such as next, also, additionally, first, second, in conclusion, etc. and use connecting sentences such as “the following outlines the program in more detail”, etc.)

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5. The writer has avoided the same word in each sentence too many times 6. Avoid use of negative terms 7. Literature is referenced with authors’ names and dates with a bibliography page in the appendix 8. The approach section is written in the active and future tense as if the writer “will” obtain the grant (i.e., Teachers will meet to attend a training workshop) 9. There is no mention of buying something and is more program-oriented 10. The approach uses a catchy and relevant title in italics (i.e. Cooking Round the World) 11. The target population is clearly described along with the number of participants, and the important factors leading to their selection 12. The approach includes an advisory or planning committee 13. Numbers are spelled out in this section 14. The writer tells why each activity is important and who will be involved in each activity (i.e. parents, teachers, students, community volunteers, etc.) 15. There are no professional terms, terminology, complex words or phrases that are difficult to understand 16. The activities are interesting, exciting, appealing and unique; the narrative is innovative 17. Graphics, graphs, or charts are displayed 18. The approach contains at least five major components (i.e. curriculum, advisory committee, educational field trips, etc.) 19. State or national program models are included in discussion 20. Other sections such as the evaluation, exportable product, and dissemination of information are mentioned here briefly 21. Any appendices are referenced within the text

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22. For each problem discussed in the problem statement, there is a corresponding strategy mentioned in the approach 23. The program name has been mentioned several times in this section (in italics) 24. Two or more sentences provide a wrap up statement that leaves the reader with good feeling STEP 4--GOALS AND OBJECTIVES The purpose of this section is to help affiliate chapters to organize goals and objectives so that the reviewer knows “exactly” what the plan is to accomplish. Goals convey to the reader the overall mission. Objectives provide more concise, specific ways the program activities are to be measured. Objectives are the minimum outcomes desired to be accomplished. To keep the reviewer focused, it is important that you develop goals and objectives based on the program approach or strategy section. Remember to let the reviewer know what is desired and how the program will achieve the criteria. The following steps will help organize the program goals and objectives. I.

Outlining Goals and Objectives

A. Goals are the ultimate outcomes desired over a long period of time. Goals are general, broad, convey the long-range benefits of your program, and are difficult to measure. Most grants contain one to three goals with five to fifteen objectives. Begin deciding on your goals by asking yourself the following questions: 1. How do I want participants to benefit from this program? 2. Long term, what do I want to accomplish? 3. What outcomes do I want? 4. What is my overall aim and ambition? 5. What does the RFP say about overall goals? Does it match with my goals? Generally, you should restate the goals of the RFP in your grant. 6. How do my goals relate to my program approach section? 7. What are my overall goals based on the above questions and my program approach?

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B. Objectives are criteria that will measure your intervention and methods to reach your overall goals. Unlike goals, objectives are measurable and specific. They help you determine if you are successful at meeting your goals. Usually there are several objectives for one goal. Always remember that for each objective you write, you must be able to measure the outcome. Incorporate objectives that do not take extensive work but enough that illustrate your competency. Consider these questions and comments: 1. What are my criteria for accomplishing each objective? 2. How will I determine or know if my objectives are attained? 3. How will I measure objective success or failure? 4. Relate your objectives to your program approach section. It is important to remember that you do not mention any ideas in your objectives that were not detailed in your program approach. Also it is important to ensure your objectives adequately cover what you have said in your program approach section. 5. Use the outline created in Program Approach--Step 3. Gather ideas about the objectives from your list. You should have at least one objective for each of your major program components or activities. Outline your objective topics. In other words, pick out 5 to 15 main program activities you plan to accomplish in your program approach section and then write the objective for each program activity. II.

Writing Goals and Objectives

A. After outlining your goals, write specific goals that convey what you want to accomplish. Remember your goals will be general and broad. Goals never contain dates or numbers and should not be measurable. Consider these sample action verbs that may help you write your goals: Utilize, assess, provide, build, serve, develop, translate, integrate, interpret, predict, prepare, make, contract, define, report, state, support, offer, attempt, join, visit, attend, share, increase, decrease, reduce, form, improve, coordinate B. After writing your goals, use the outline created above based on the program approach section to write your objectives.

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You should have at least five concise, measurable objectives. Use some of the words above to assist you in writing your objectives. Contemplate these questions and comments below when writing your objectives. 1. Good, measurable objectives have most of the following components: • A number or percent • A completion date • Phrases such as “at least” or “a minimum of” for items you are measuring • To whom the objective pertains to or the population • Individuals responsible for activities • Results oriented and desired outcomes • Clear descriptions of performance level • Action verbs 2. What ways can I write the objectives so that they ultimately lead to accomplishing my goals in a clear, concise way? 3. Consider these sample objectives written on different levels when writing your own. • Poor: To provide in-depth training • Fair: To provide in-depth training by June 12, 2003 • Good: To provide at least 4 training sessions by June 12, 2003 • Excellent: To provide at least 4 training sessions for a minimum of 80% of the interpreters (25) in sign to voice interpreting by June 12, 2003 III.

Hints in Goal and Objective Writing

A. Avoid these common mistakes in goal and objective setting: 1. Goals and objectives are not concise and clear 2. Goals and objectives are wordy and too long 3. Goals and objectives are set too low and give up good quality 4. Goals and objectives are set too high and are unattainable or unrealistic 5. The objectives are not consistent with the overall goals of the program 6. Time periods are too long or too short for objectives to be accomplished 7. Too much responsibility is given to one person to conduct activities

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8. Barriers toward completing the established goals and objectives are not considered 9. Higher administration expectations are not considered 10. The Request for Proposal (RFP) is not taken into account 11. Objectives cannot be measured and are just restatements of the goals B. After writing your goals and objectives, use this checklist: 1. The goals are clearly stated and relevant to the problem, RFP, and program activities 2. There are at least five concise objectives that include a # or % 3. Objectives include dates or periods of time by which they will be accomplished 4. The objectives are organized with numbers, etc. so that they are easy to follow 5. Dates are spelled out but process numbers or the items you are measuring are not 6. Exact periods of time are used versus vague dates (i.e. school year) 7. If percentages are used, the writer tells the reader what number that % represents (At least 70% of the interpreters (90) will complete at least 5 training sessions by July 1997) 8. Avoids terms like “buying” something in objectives 9. Uses comparative dates when showing an increase in components like test scores (i.e. To increase reading test scores by at least 10% of a minimum of 92 students when comparing May 2002 to May 2003) 10. Utilizes phrases that show a minimum criteria: “at least”, “a minimum of” STEP 5--EVALUATION The purpose of this section is to help affiliate chapters organize and write a program evaluation. Evaluation is a way to determine the degree to which the program is meeting its goals and objectives. Having a solid evaluation system is important to prove that the program was successful and needed and that the program is to be continued. It should only be written after the program approach and objectives have been completed.

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I.

Outlining the Evaluation

The purpose of an evaluation is to determine the effectiveness of your program. Your evaluation should be based on your goals and objectives and correspond clearly to them. Use your goals and objectives to outline the main parts of your evaluation. Consider these questions when outlining your evaluation: 1. How do I demonstrate that my goals and objectives were met? How do I evaluate each objective? List possible ways to evaluate each of your objectives. Write an outline. 2. What kind of change is desired? 3. How will I know that my program, or a certain aspect of it, was a success? 4. Who can assist with evaluation? Who knows about evaluation? 5. What types of evaluations do I need to use? There are three main types: • Process: an assessment of administrative and program activities such as the number of services delivered, etc. • Outcome: an assessment of the final effects of program activities (measurement) • Impact: an assessment of changes in such things as behavior, knowledge, or skill development 6. What methods do I want to use to evaluate my program? It is important to remember to make sure your methods are not product oriented and are true evaluative standards. For instance, a videotape or DVD would document the activities but does not truly evaluate the program. Someone needs to evaluate the activities on the tape/DVD. Make sure the methods you choose can be conducted by a competent person. Also, make sure your techniques are not so sophisticated for the resources that you have to conduct an evaluation. Consider these sample suggestions below. These are just examples and are not a complete list: • Record keeping and documentation of data • Survey and questionnaires: ask relevant people about the effectiveness of the program • Use of an independent evaluator or groups of other teachers or professionals • Comparison: compare your program outcomes to other similar programs • Pre- and post testing

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• • • • II.

Review of records and data gathered in systematic way usually done by the advisory committee or independent evaluator Interviews Experimental and control group comparisons (these are time consuming) Observations

Writing the Evaluation Section

After you have outlined the topics for your evaluation, begin writing the evaluation section. Remember to make clear and precise how you will evaluate your program. Consider the comments below. 1. Begin the evaluation section with a statement of who will conduct the evaluation. Provide any necessary details as to the background of the evaluator(s) and why you have chosen these people. 2. Using the outline created above, write one or more evaluation criteria for each of your program objectives. In most cases, it is better to have more than one method of evaluation for each objective. 3. Make sure your evaluation process is clear and organized. One way to make your evaluation standards clear is by listing each evaluation method or performance indicator under the corresponding objective. A second way is to number your evaluation measures so that they correspond to the appropriate objective. 4. It is important to include and involve people affected by the evaluation in planning and implementing the evaluation process. Consider who these people are. 5. Re-read your evaluation section. Do you know exactly what will happen and what processes will take place? Also, can the outcomes of the evaluation process be used to make the program approach or design better? Is there a logical order? III.

Evaluation Considerations

The following are suggestions to consider after writing your evaluation section: • • •

The evaluation section begins with a statement of who will conduct the evaluation The evaluation measures correspond with the objectives Each evaluation measure focuses on the qualitative or quantitative aspect of each objective

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• • • • •

In most cases, each objective has more than one method of evaluation The evaluation includes a variety of ways to evaluate the project The evaluation section does not repeat objectives but rather tells how objectives will be evaluated All evaluation measures are true evaluation activities and are not product oriented Includes how the findings will be disseminated to other organizations and professionals such as in-service training, presentation at conferences, publications in academic journals, etc.

STEP 6--TIMELINE OR MANAGEMENT PLAN The purpose of this section is to guide affiliate chapters in developing timelines. The timeline provides detailed, concise, and chronological information on program and administrative activities. Once again, use the program approach section as a guide as to what to include in the timeline. All activities mentioned in the program approach should be reflected in the timeline; there should not be any information in the timeline that has not been mentioned previously. This section can also be useful as a planning tool once the grant has been funded. Consequently, add 1-2 months to the expectations to be sure that the program can comply. Remember that many unexpected problems can delay the expectations so be realistic. After reading the timeline, the reviewer should have no doubt as to what time periods the program activities will encompass. The following information provides more detail for constructing your timeline. I.

Outlining the Timeline

One of the first steps is deciding which activities you want to include in your timeline. Using your program approach section and also the outline you created for it, list the major activities that will take place chronologically throughout your program. Consider these questions and comments: 1. Have I included all of the activities that will occur in my program? Am I missing any? Remember it is probably better to include an ample amount of activities than not have enough information. Generally your timelines should cover approximately one page. 2. What additional elements should be included in the timeline that were not mentioned in the program approach? For example, you should include administrative tasks such as ordering supplies and equipment, evaluation, completion of the final report, coordinating with financial persons, etc. 3. What does the RFP state should be included in the timeline?

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4. Reread your outline several times. Do the activities flow from the beginning to the end of the project? Begin considering your time periods. II.

Writing the Timeline

After creating a basic outline, begin writing the timeline. Remember to be concise. The time line should not give too many details that were already mentioned in the program approach section but rather cover all the primary points. The reviewer should already be familiar with the program activities. Consider these questions and comments: 1. Descriptions of your program activities in your timeline should be limited to short, one-line, concise, incomplete sentences. Sentences that are too long confuse and frustrate the reader. Use the outline created above to organize your timeline. Remember to use action words at the beginning of each activity. Below are some basic examples: Organize, meet, review, sign, identify, update, develop, conduct, assess, begin, coordinate, visit, present, implement, reassess, conclude, order, submit, compile, convene, plan, execute, schedule, form, obtain, assign, target, solicit, report, establish, observe, analyze, maintain, create, generate, produce, promote, train 2. After writing your activities, consider what time periods you will put into your timeline. Program time lines usually begin about 2 months after the award date. You may want to include some preliminary activities such as set up checking account, order supplies, meet with advisory committee, etc. What is the length of the award period? 3. Remember, timelines should appear realistic and activities should be able to be accomplished within the time period stated. Also, make sure your time estimations are spread out over the project period and not contained all in a few months. What is a realistic amount of time to complete each activity? 4. Most of the time, your activities are spread out over a 12-month period. On multiyear grants, only cover year one of your grant. Future years are covered in continuation grants. 5. Typically, activities in the timeline are divided into different months rather than specific dates. Avoid specific days of the months (i.e. October 10, 2003). Several activities can take place in one month. How many months will be in your grant time period? What program activities can reasonably fit into one month?

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6. Divide your list of program activities generated above into the appropriate months. III.

Timeline Format

The format of the timeline is very important. Presenting the information clearly is necessary to help avoid confusion and misunderstanding of the timeline. Consider these questions and comments: 1. What ways can I organize my time line so the appearance is neat and easy to follow? 2. Usually months are spelled out with the year beside the first stated month and are connected with each group of activities. 3. For clarity, it is important for your timeline columns to be straight. Are the time line columns and activities straight? 4. Also, it is important that your activities within each month are clearly separated and not merged together. Examine your timeline. Is it clear how many activities there are? Can I tell where the first activity ends and the next one begin? IV.

Timeline Considerations

Below are some hints to help you review your timeline after it is completed. • • • • • • •



Timelines reflect detailed, concise and chronological information on program activities Timelines list items which can be accomplished within the time period stated The time estimations are spread out over the project period and not bunched up in one month The months are spelled out and activities flow from the beginning to the end of the project The timelines begin about 2 months after the award date and appear realistic All timeline columns are straight Timelines include all approach activities and administrative tasks such as coordinating with financial persons within the organization, planning with the advisory group, ordering supplies or equipment, completion of final report, evaluation, etc. Each time line is connected with each activity

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STEP 7--CONCLUSION The purpose of this step is to help affiliate chapters organize the conclusion statement. The conclusion provides the reader with a short restatement of the problem and the plan to respond to the problem. It gives a very general overview of everything that is presented in the proposal. The conclusion is one of the shortest sections of a proposal and includes just a few sentences to wrap up the approach. Remember that this section is the last of the narrative that the reviewer may read in the proposal. End this section on a positive note! I.

Writing the Conclusion

The conclusion should be brief summarization of your proposal and leave the reader with a good feeling. Remember it is important to use the actual name of your program so that the reviewer will recall it better when making a decision to give you money. Consider these comments when writing this section. 1. Begin this section with an introductory sentence using the name of your program. Here are some basic suggestions to get started. There are many others. • [program name] represents another important step in . . . OR • [program name] will reduce the effects . . . OR • [program name] will provide the needed . . . OR • [program name] will enhance the lives of . . . etc. 2. Next, restate the problem in one sentence. Review your problem statement for possible phrases. Remind the reviewer why you are writing this proposal in the first place. Once again, here are some basic suggestions. • The problem of _________ is continuing to grow . . . OR • Without your help, the problem will continue to worsen . . . OR • Our problem of _________ is increasing each day . . . etc. 3. Your next brief statement should tell what your strategy is or what you plan to do about the problem. Tell the reviewer about your program one more time. Reiterate how innovative your program will be. Convince them! Below are some samples. • This program will unite . . . OR • This program will provide the basis . . . OR • [program name] will increase _________ by enabling . . . OR • [program name] will build the foundation for . . . OR • This program will do the following things . . . etc. 4. Finally, include several positive statements at the end this section. Build some excitement here and clearly state why your project should be funded. You want to leave the reviewer who is about to score your grant with a good feeling. Make the

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reviewer say, “Yes, we need to give money not to buy something but to build a program.” Here are some basic examples. • Together we can win . . . OR • With your help we will . . . OR • We can help people help themselves . . . etc. II.

Conclusion Considerations • • • • • •

The conclusion provides the reader with a very brief restatement of the problem and what you plan to do about it The section provides a good feeling to the reader who is about to score your grant The conclusion is not written in a negative tone This section does not end with a program activity The name of your program is mentioned again When you conclude this section, there should be a smile on your face

STEP 8--BUDGET This section outlines the very basic components of a grant proposal budget. The budget lets the reviewer know how affiliate chapters will be spending money and how much the program costs. The budget must include a line item description of each component supported by detailed information on how you calculated the cost of each line item. Also, document the program purpose for expenditures or why the expenditure is important for you program. The limit of the amount of your grant should be reflected in the RFP. The budget should be tied into your program narrative. Remember a budget analyst who may not read the program of your grant proposal sometimes reviews the budget. Consequently, be very detailed and ensure that the budget can be reviewed alone. The reviewer should be able to read your budget and tell if your proposal will be funded or not. A poorly constructed budget will undermine the funding chances of an exceptional program! A. The following provides a checklist for your program budget. • • • • • •

All figures add up and include a formula to let the reader know how the final numbers were calculated (i.e. Mileage from office to airport and return in personal vehicle @ .26 per mile x 20 miles x 2 = $10.40) The budget does not include big, round whole numbers (i.e. $10,000) There is narrative to explain to the reader why the budget item is needed and the activity the object will be involved in (i.e. A telephone line is needed to access the Internet so students can communicate with other students in England) The budget has three columns: requested funds, local donations, total funds There is narrative to explain where local donations came from The budget lists subtotals for each main section (i.e. Subtotal Fringe)

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• • • • •

Some of the main sections of the budget include personnel, fringe benefits, travel, equipment, supplies, contractual, and other Whole dollars are used without cents All columns and headings are lined up straight and centered Tab stops instead of space bars are used when formatting the budget on computer Includes items mentioned in the program approach

A. A good budget will . . . • • • • • • • • • • • • • • • • • • • • •

Stand alone during the review process Utilize whole dollars Support your program Include a detailed narrative describing each expenditure Add up Be formatted attractively and accurately Estimate real costs Be driven by the program Have fewer changes or amendments after the grant is funded Have formulas outlining how the expenditures were calculated Present a credible picture List and discuss major purchases in both the budget and in the approach Follow the funding organization’s format Avoid using a miscellaneous column Provide multiple year line item budget (if needed) Include increases each year, i.e. salary Be carefully planned and realistic Strongly document the need for money Explicitly detail each budget calculation Experience less cuts Be able to obtain more money than the average grant proposal

References: Browning, B. (2001). Grant writing for dummies. New York, NY: Hungry Minds, Inc. Keegan, B. P. (1990). Fundraising for non-profits. New York, NY: Harper Perennial Press. Mutz, J., & Murray, K (2000). Fundraising for dummies. New York, NY: Hungry Minds, Inc.

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Peebles, R. (2002). The ABC’s of grant writing. Paper presented at the 2002 RID Region II Summit, Charleston, SC. Research Associates. (September, 2000). Grant writing workshop notes. Grant Writing Computer Express.

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Registry of Interpreters for the Deaf, Inc. Affiliate Chapter Relations Committee

Affiliate Chapter Handbook Third Edition Section 21

Utilizing the Political Process: It Really Does Work!

© Copyright 2006, 2004, 2003 Registry of Interpreters for the Deaf. Written/Compiled by the Affiliate Chapter Relations Committee, 2001-2007.

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Utilizing the Political Process “Nothing just happens in politics. If something happens you can be sure it was planned that way.” Franklin Delano Roosevelt Definition – “Politics is the process of making decisions on matters which involve more than one legitimate alternative.” Fred Weintraub, CEC For most practical purposes, one’s state legislature can do anything it wants, for you or to you. As you are reading this, thousands of corporations, associations, public interest groups, state agencies, and lobbyists are planning strategies and tactics to convince state legislators to enact laws or make appropriations that will benefit them, their organizations, or clients. Lobbying A traditional view of a lobbyist is someone with fistfuls of cash and a big cigar doling out money to legislators in the back halls of our state and national capitol buildings. While this image works for the movies, it is not today’s reality. Those affiliate chapters of RID which have discovered how to lobby have become successful in their attempts to introduce new legislative initiatives. Whether one is a professional lobbyist or someone who is simply planning to lobby on an issue to which they are committed, there are certain traits that are essential to functioning successfully in the legislative environment. Without these traits, any other techniques you may have perfected, or expertise you may have developed, will be quite worthless. How to be an Advocate (Lobbyist) Be willing to give part of your time to meet elected officials (mayors, city council persons, representatives, senators, or governor) in their offices. • Be pleasant and non-offensive. • Convince the official that it is important for him or her to listen to you and your affiliate chapter group (constituency). • Be well prepared and well informed about the issue. • Show that you are personally convinced about the issue but that you do understand the various issues of the question. (Example: You want the state to provide free TTYs but the state does not have the money to do that.) • Be brief, well organized, and to the point. • Use the “soft sell” approach; be careful not to push too hard. Understand the meaning of the word “COMPROMISE.” • Develop and leave a short written or typed fact sheet to the issue you are presenting

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with the elected official. Ask to be informed when something is going to happen to the issue.

Making Political Decisions In using any communication skill, there is an established pattern that will surface as strategies are planned. It follows this sequence: • Identify needs • Prioritize needs • Determine personnel involvement • Select sections to be discussed • Plan activities • Evaluate outcomes Know the Players • • • • • • • • •

Do you know the name of your council member or state representative? Member of Congress? Do you know any of them personally? Or, do you know anybody who does know any of them personally? Have you ever contacted any of them for any reason either in person or by letter? Have you ever worked to elect any of them? Do you know where their offices are? Have you ever attended any function at which they participated? Have any of them ever addressed the affiliate chapter? Have any of them ever done anything to help meet the affiliate chapter’s goals? Have you ever thanked them when they did something favorable to you? Have you ever written to protest something they did or didn't do that you did not like?

How Legislators Make Their Decisions Legislators make their decisions on the basis of a wide variety of input. An advocacy organization or individual can influence a number of these avenues of input. Some of these avenues are: • Personal judgment and values of usually no more than six to ten members of legislators and their staff • Strong views of respected and trusted friends • Assumptions about the economy and budget • Public opinion and the popular media; strong views and effort of major interest groups • Descriptive information about the proposed program • Legislative hearings • Legislative Budget Office reports and other independent reports on programs

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• • •

Policy research studies and reports Administration views and lobby efforts Program evaluation studies

Kinds of Information Needed • • •

• •

Statistics: data that convey progress, needs, or status quo. Examples: number of deaf or hard-of-hearing people needing services versus those receiving services; number of personnel needed versus personnel available; dollars needed versus dollars expended. Research: data that shows information that bears on legislative proposals. Examples: Achievement, occupational adjustment, numbers of deaf and hard-ofhearing people, interpreters. Trends: data that illustrate the direction in which the field is moving, particularly as reflected in legislation or litigation in other states and the federal government. Examples: how effective the phone relay services are; effectiveness of state commissions; effectiveness of Americans with Disabilities Act (ADA) versus Section 504 of the Rehabilitation Act. Human needs: information about human needs. Examples: case studies, case histories, individual problems and resolutions. Direct effect of legislation: progress is made in direct response to the passage of Legislation. Example: effectiveness of Individuals with Disabilities Education Act (IDEA) on inclusion of deaf and/or hard of hearing students.

Doing Your Homework: Surfing the Halls of the Legislature You may have noticed that as RID has become more of an electronically integrated organization our affiliate chapters conduct most of their business over the Internet. For those affiliate chapters that want to increase their involvement with the legislative process, Internet access is vital. The federal government and every state have access to their political process on the Internet. One can search, identify and track specific bills through the Internet. One of the best places to start is in the Virtual Law Library of the University of Indiana. There is access to every state online law library, legislature and other related information. (http://www.law.indiana.edu/law/states.html) Getting an Author for a Bill One of the most important trips made to the legislator’s office will be to ask for her or his authorship. Bills will typically have several authors, although the chief author is the most important. The chief author carries most of the burden for guiding the bill through the legislative process, and potentially, for the bill passing or not passing. Thus, selecting a potential chief author and then convincing this legislator to become chief author are two significant tasks. In considering a chief author, you want a legislator who:

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• • • • •

Is committed to the issue Has the time to devote to the bill’s passage Has influence or power within the legislative process Is on a committee where the bill will be heard Is a member of the majority caucus

Communication with Legislative Representatives Communication access to legislators is extremely important to the success of legislative efforts. Without a good plan for communicating your message to the legislature, much time and effort will be wasted. In all communication, it is very important to be respectful and direct. Do not make assumptions that the legislator will take care of the interests of the affiliate chapter; if they are not aware of the issues, they cannot vote as the affiliate chapter would like. • •



Avoid using preprinted, copied, or other superficial means of communication. They have little impact and will generally work against the cause. If there are concerns about a specific issue or bill, make sure to reference any file numbers. Include brief descriptions of the issue before the legislature. Thousands of bills are introduced and can become easily confused with the affiliate chapter’s efforts. Discuss one bill or issue at a time. It is best not to overwhelm a legislator with too many issues. This is even more important as the legislative session progresses.

Guidelines for Establishing Relationships with Legislators One of the most effective means for opening up communication with a legislator is a personal meeting. This will provide an opportunity to see the legislator’s reaction to any requests for support you present. A one-to-one meeting will also allow for an immediate response when questions or concerns arise. A personal visit provides you and the legislator an opportunity to get acquainted, and an experience, which - if all goes well will definitely prove helpful in future contacts. The personal contact provides what cannot be accomplished as well by letter, telephone call, or another means. The best approach is to make an appointment in advance, and make sure to be on time. Other helpful hints include: 1.

Call for an appointment. The legislator’s district office will know when he/she will be in town.

2.

If you do not know who your legislator is, call the board of elections.

3.

Try to find out about the legislator’s background. • To what party does he/she belong?

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• •

To what committees and subcommittees he/she has been assigned? To what is his/her vocation or occupation when he/she is not a legislator?

4.

Be prepared for the appointment; have facts and figures ready. The legislator may have questions that require immediate answers. Have information available about the request, such as a fact sheet.

5.

Introduce yourself, RID and the RID affiliate chapter you represent (bring a brochure or other general information if possible).

6.

Remain focused (have a copy of the proposal ready for the legislator) and explain why you support the bill.

7.

Do not misrepresent yourself. Be straightforward and truthful. Maintaining credibility is important.

8.

Do not be abrasive or argumentative. Do not make threats about not voting for or supporting the legislator if he/she does not view things as your affiliate chapter does. You may want to ask for his/her support at a later date.

9.

Plan time for questions.

10.

Ask the legislator whether or not he/she will support the bill.

11.

Thank the legislator for her/his time.

12.

Sending a note thanking the legislator for his/her time and reminding him/her of any follow-up he/she has agreed to do is very helpful; if there is an agreement to send information, do so promptly.

Writing a Legislator Writing continues to be one of the most effective means of communicating with legislators. Many legislators will readily acknowledge that a good letter - particularly from a constituent - can make a difference. A letter will have maximum impact if it contains the following components: • • •

A brief statement (ten words or less) on the subject and the bill number if writing on a specific bill An introduction of yourself that tells why you are interested in or concerned about an issue or bill A personal anecdote about how the bill will affect you, your family, your community, your business, your job, your school, etc.

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• • • • • • • • • • • • •

Some facts, including supporting information and data, to support your position An invitation to contact you to discuss the bill, if desired A request for a reply if you need one A statement of appreciation for consideration of your position Use a computer or typewriter and double-space the lines. Type or print only on one side of the paper. If you do not have a computer or typewriter, write with ink, and write neatly Refer to the bill or issue that you are writing List the most important facts about the bill or issue that you are writing Type or write thoughts as clearly as possible. You can write up to 250 words Make sentences short and clear Type or write about only one topic in the letter. Do not put all of your eggs in one basket If you type or write to criticize, always start with a word of praise, agreement, or appreciation; then, offer some constructive criticism Do not use abusive language Give facts, as you know them. Be truthful in what you write, and always sign your name to the letter

E-Mailing Legislators E-mail is a popular communication option for individuals connecting with their legislative representatives. However, exercise caution in how it is used. Many groups have developed bad reputations for flooding their legislatures with inflamed e-mail messages. This has become a tactic used as an attempt to overwhelm and intimidate some legislators - first, because of the sheer volume of messages e-mail can generate, and second, by the tone of angry messages which can be sent nearly anonymously. Many groups are discovering that as legislators have become aware of false messages and other abuses over e-mail, this tactic can backfire. If you use this medium it is best to remember the following: • Keep messages short • Speak to the bill or issue • Provide names and telephone numbers • Remember to say, ‘Thank You” Telephone Calls Telephone calls made to legislators are a convenient way to get the membership involved in the legislative process. When bringing an issue before the legislature it is important to develop a telephone tree among the members that can be activated to help move a bill through committees and onto the House or Senate floor. When using the telephone, remind the members to: • Identify themselves and their affiliate chapter

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• • • • •

Speak to the specific bill or issue State their support (or opposition) Request the legislator’s support (or opposition) Leave their telephone number Remember to say, “Thank You”

Allies and Working Together The political process is just that: political. Be prepared and do not begin lobbying efforts without being ready and willing to compromise or negotiate from the original position. The affiliate chapters that have seen the greatest deal of success are those that have developed strong working coalitions of constituents and stakeholder groups. The one thing all politicians hate to see is their constituents bickering and being unwilling or unable to work together. Nothing will defeat a bill faster than infighting between interested parties. There will be plenty of opposition to new ideas, so developing consensus between stakeholders is vital. In addition, do not underestimate the power of the status quo. Just because the affiliate chapter has a great idea for change does not mean legislators will share the notion. One of the most challenging fights involves having to convince legislators that the way things are being done today is not the right or the best way. Presenting a Testimony 1.

Testifying Before a Legislative Committee Testifying in front of legislative committee or at a public hearing can be very challenging. One’s testimony can often help or hurt a bill’s chances for passage. Making contact with key legislators prior to appearing before the committee will certainly help. Meeting with legislators will help you to identify the friendly faces among the committee. The most important thing you can do is to prepare. Consider the following items in preparation: • Attend other committee hearings to learn the process • Ask the authors what key points they believe might help • Know the protocol used during committee testimony

2.

Lay the Groundwork • •

Be sure to visit various committees and subcommittees at work. Learn how others present their testimony It is important to understand the roles of the various committees before whom you may testify. Also get to know each member of the committee/subcommittee and find out something about his or her legislative districts and personal background. It will help you in anticipating questions

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• • •

3.

and understand the legislator’s frame of reference when a question is asked Authorization and appropriations committees have different missions and memberships. Authorizing committees originate the program, tell how it will work, and set the spending levels necessary to carry out the program. Appropriations committees provide the actual dollars to operate the program Prepare written testimony ahead of time. Make 15 to 25 copies and distribute to the legislators and their staff members Speak for about five or ten minutes. Do not speak from the written testimony Do practice the testimony before a mirror and ask friends to think up of possible questions legislators may ask

Plan to Testify When testifying, one is trying to influence the legislators to see things their way and, hopefully, vote in favor on the bill or issue. • If you want to appear before a committee/subcommittee, all you have to do is contact the committee staff. Just say, “I understand hearings will be held on such and such a date, and I would like to appear as a witness” • Introduce yourself and the RID affiliate chapter • Keep remarks brief and to the point • Tell the committee who will be impacted by the bill • Sometimes due to limited time, you may be asked to submit a written statement for the record • Copies of written testimony should be sent hours before the scheduled hearing • Be prepared for many distractions such as phones, visitors, staff members walking around • It is a good idea to have preliminary meetings with legislators or their staff members. Such meetings help make you feel comfortable, develop confidence and trust, and enable you can find out what kinds of questions to expect from the hearings • Remember the legislators and members of their staff may not know the subject about which you are testifying. You have a big job to share information with them. Remember this: they have the final vote and not you. Be careful not to talk down to them • Do not ignore any other legislators or staff person not on the particular committee/subcommittee you are testifying to. Remember that people talk to one another and you never know when somebody may be able to help the cause • Finish by saying thank you and asking for questions • When asked questions respond only to the question (do not use a question as a springboard for other issues) • After all questions are answered, again thank the chair and members

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4.

Preparing Testimony • • •

• •



5.

Present the Testimony • • • •

6.

Effective testimony begins with well-prepared documents such as brief statements, good tables or graphs, and clear illustrations and examples Slides or overhead projectors take up too much time Avoid clichés like “if the federal government does not take care of them, no one will” or “The state has an obligation to help the deaf and hard-of-hearing people.” Many, many special interest groups and advocates are lobbying the legislators every hour Do not worry about legal language. There are attorneys working for legislators who help draft bills into laws Testimony should be short (five to ten minutes in length). Make testimony as positive as possible while being truthful. Talk about what works, not what does not work, and do not waste time discussing the failures of a program. Talk about how to make the program work better It is helpful to have real people tell their story. Remember that legislators are accustomed to solving constituents’ problems and responding to real peoples’ needs

Be prompt! Be prepared to start immediately when the chairperson asks you Be yourself! Be comfortable do not try to impress the legislators with credentials; they see thousands and thousands of people like you Look at each legislator and watch for his or her reactions After you present the testimony, be prepared to answer their questions. Do not be afraid to say, “I do not know, but…”

After the Testimony •

Write a letter of thanks to the legislators for giving you the opportunity to present a testimony. This will help the legislators remember you

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BE READY TO ANSWER ALL TYPES OF QUESTIONS TYPE Factual

THE PURPOSE IS... To get information

EXAMPLES ARE The five “W’s”: who, what, where, when, and why.

Explanatory

To open discussion To get reasons and explanations

The ‘how’ question “In what way would this help solve the problem?”

To broaden discussion

“Just how would this be done?”

Justifying

Leading

Hypothetical

To develop additional information To challenge old ideas

“Why do you think so?”

To develop new ideas

“How do you know?”

To get reasoning and proof

“What evidence do you have?”

To introduce a new idea

“Should we consider this possible solution?”

To advance a suggestion of your own

“Would this be a feasible alternative?” “Suppose we did it this way, what would happen?”

To develop new ideas To suggest another, perhaps unpopular opinion

Alternative

To change the course of the discussion To make decisions between alternatives

Coordinating

To get agreement To get agreement To pave the way for action

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“Another region does this, would this be feasible here?” “Is ‘A’ our choice in preference to ‘B’?” “Can we conclude that this is the next step?” “Is there general agreement on this plan?”

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Glossary (Two Dozen Words That Will Help You Understand What Is Going On) Amendment - A change or addition to a bill or motion; must be germane to the subject of the bill or motion. Author - Legislator who introduces a bill; chief author who has primary responsibility for passage of a bill which may have up to four co-authors. Sometimes called a sponsor. Bill -The form in which a proposal to create, change, or abolish a law is introduced into the Legislature. Calendar - Bills and/or other items of legislative business listed in the order in which they will be presented in the chamber. The body (Senate or House) considers bills. Caucus - Legislators who belong to the same political party and are organized to impact legislative actions. “To caucus” is a meeting of these legislators. Chamber - Place in the capitol in which legislators meet to consider legislation and or conduct other business. Committee - A group of these legislators, appointed by the leadership, that considers and makes recommendations on bills that have been referred to it. Senate and House each have its own committee system. A “standing committee” is a permanent committee unless the rules of the body are changed. Other committees include “conference” (members of Senate and House appointed to reach a compromise if different versions of a bill); “interim” (appointed to study a subject after the session adjourns, and charged with reporting back to the legislature in the next session) and “ad hoc” (appointed for a specific purpose and dissolves when task is completed) Committee of the Whole - Senate or House acting as a single committee. When either body meets as a Committee of the Whole, debate is informal and actions are preliminary. Votes are recorded in the Senate when three (3) members demand a vote; in the House when fifteen (15) members demand a vote. First Reading - The formal introduction of a bill. Clerk of the legislative body “reads in” the bill usually the reading of the bill title is all that is necessary. Following the first reading, the bill is referred to the appropriate committee. Floor - Area in the chambers where legislators sit and from which they speak. Gallery - Area reserved for the public to observe the chamber. General Orders - A list of the bills scheduled for hearing by the Committee of the Whole.

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Hearing - Committee meeting in which points of a view on a bill are presented and votes are taken. Journal - Official record of the actions taken by the legislature. Each body has its’ own journal. A copy of the journal is usually available the day following the proceedings. Majority Leader - Legislator selected by the Majority Caucus to direct caucus strategy on the floor; leads the caucus. Motion - proposals made formally to a committee or to the full Senate or House. Bills and other legislative business are moved through the legislature by motions. Quorum - Established by rule, it is the number of legislators that must be present to conduct business; generally, a majority. Rules - Adopted by the legislature, rules regulate the process and actions for the legislature in a prescribed way. Second Reading - Following committee action, a committee report is profiled to the legislative body and following acceptance of the report, the bill receives its’ second reading; next, the bill is placed on General Orders. Sine Die - Final adjournment of the legislature. Speaker - The presiding officer of the House of Representatives, usually of the majority caucus. Often referred to as “the second most powerful position in state government” (following the governor). Third Reading - Reading of the bill before the legislative body votes on final passage. Veto - Return of a bill by the governor to the legislature without the governor’s signature (which is necessary for a bill to become a law). To override a veto, two-thirds (2/3) majority of the entire legislature is necessary for passage.

References: Registry of Interpreters for the Deaf, Inc. (1997). Navigating the legislative system. Paper presented at the Leadership Training of the Registry of Interpreters for the Deaf, Inc. Washington, DC.

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Registry of Interpreters for the Deaf, Inc. Affiliate Chapter Relations Committee

Affiliate Chapter Handbook Third Edition Section 22

Charting Your Course: Defining Your Mission, Setting Goals

© Copyright 2006, 2004, 2003 Registry of Interpreters for the Deaf. Written/Compiled by the Affiliate Chapter Relations Committee, 2001-2007.

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Charting Your Course: Defining Your Mission, Setting Goals By Christine Smith Introduction In order to be most effective, every organization needs a mission statement and clearly defined goals. Mission statements and goals help to focus the energy of individuals and the organization as a whole. After all, if you don’t know where you are going, how will you know when you get there? How will you know if it is a place you want to go? How will you know if it is worth your time and effort to travel the route? How do you know if you can even get there from here? Well-crafted mission statements and goals benefit an organization in a variety of ways. They: • • • • • •

Define your organization to others as a statement of who you are and what you value; Inspire and motivate your members; Help recruit new members; Keep the focus on the really important; Measure success; and Guide decisions of the organization.

Therefore, taking the time to develop your mission statement and goals is well worth the effort. But, where do you start? There are numerous consulting companies whose sole purpose is helping organizations and businesses to develop statements and goals. A search of amazon.com for materials on creating a mission statement finds references to over 56,000 books and materials. The Internet provides a number of products to download to help you develop your mission statement and goals. Obviously, this Handbook section does not attempt to be a comprehensive guide on the subject. Rather, its purpose is to share some basic concepts and activities to get your organization started. Creating a Work Group So, you have decided to write a mission statement and set of goals for your chapter, or rather, to have them written—but, by whom? You want to have input from all the people interested in your organization, commonly referred to as stakeholders, and especially from the members. Yet, you know that the larger the committee, the less that gets accomplished. Inclusion and efficiency must be balanced. The first step is to determine who will be represented on the committee. A partial list might include members of the Deaf community, current interpreters, including those who are new to the field and those who are seasoned veterans, students, employers of

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interpreters (school systems, businesses, referral agencies, government agencies), and individuals with experience in group planning. Referring to this list, recruit individuals who have the perspectives that you need. Start by brainstorming names (see hints on brainstorming elsewhere in this document). Define what you want them to do before inviting them to participate. For example, you may decide that you want to have a series of not more than five face-to-face meetings of three hours in length over the next three months, with additional discussions via e-mail. Or, you might opt for a weekend retreat, followed by three follow-up meetings on Sunday afternoons until the end of the year. You will get a much more positive response if the people you invite know the details about their commitment. When you have a list of possible committee members and a well-defined purpose for the committee, make contact with the potential committee members. A phone call is often most effective, for its personal touch, and its immediacy. (In other words, it is harder to say no to a person than to an e-mail or letter.) Follow-up this call with a letter containing details. When you have assembled your committee you will need to decide on a chair. The chair is usually appointed by the president of the board, or elected by the members of the committee. The chair is responsible for setting the time and place of the meetings, preparing an agenda, coordinating arrangements for any speakers or consultants, arranging for minutes of the meetings, facilitating the meetings and reporting back to the board or other organization delegate. Getting Down to Business – the work of the committee One might think that creating the organization’s mission statement would be the first order of business. Many consultants advise working on the mission statement first and letting the goals evolve from that statement. However, it is hard to create an effective mission statement without having an understanding of the needs, interests and expectations of the stakeholders. Therefore, I recommend working from a different perspective, starting with brainstorming, followed by conducting a needs assessment, then developing appropriate goals, and, finally, crafting a strong mission statement. Brainstorming Your first working meeting might start with a brainstorming session. In brainstorming the topic is specified (What do you think are the most important things for our organization to be doing?) and all group members throw out ideas. There is neither discussion nor evaluation during the initial brainstorming. Spontaneous and even wild ideas are encouraged. Piggybacking and expansion of others’ suggestions is promoted.

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Brainstorming increases member participation by reducing fear and making the activity more fun. Most of us are taught to think analytically, not creatively, and in a brainstorming group we are given a chance to exercise other parts of our brain. Experiments with group thinking have shown that a participant can think of significantly more ideas when working in a group than when working on his or her own. Divide the committee into groups of no more than six members. Designate a recorder/reporter to write down the suggestions on poster paper. Members can take turns naming items for the list, or, if the members prefer, can call them out whenever they think of them. When the task is completed, bring the groups together. Each group reports their ideas, either reading their entire list, or going round robin, each group reporting one idea before moving on to the next. A recorder should compile a master list for all to review. The next step is to do preliminary evaluation and ranking. In small groups again, participants discuss the items, determining whether they are legitimate purposes/activities for the organization. Those that are not are eliminated. The group members also discuss if the items are do-able by the organization. Those that clearly take funds, resources, or influence that the organization has no ability to access need to be eliminated, or shunted to a more appropriate organization. Next, the group ranks the items from most to least important. At this point in the process, an exact ranking is not necessary. Items can be sorted into categories: • Vital to the organization, • Desirable but not essential, • Nice if we can do it, • Unimportant or marginal to the purpose and success of the organization. When the small groups complete this task, the results are again shared with the entire committee. Through discussion, a master list of ranked items is created. Needs Assessment The committee has done the first level of a needs assessment for the organization. Before proceeding further, it is advisable to involve the entire membership and community of stakeholders. People will participate in pursuing goals that they believe in and that they know they had a voice in setting. This wider input can be achieved through several means. 1. A community forum can be called, inviting all stakeholders to assemble and share their ideas with the committee,

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2. A written survey can be developed and mailed to members. In this survey the goals the committee has developed can be listed, and members can be asked to rank them with a similar system that the committee used: • Vital-4 points, • Desirable-3 points, • Nice if you can do it-2 points, • Marginal-1 point, • Not appropriate-0 points. By assigning a number system to each rating an average for each item can be computed. Members could also be invited to add to the list if they think an important item has been omitted. 3. The survey can be distributed via e-mail or in a newsletter. 4. Telephone trees can be set up to call members and elicit their ideas for goals. The important point is to gather input from the broadest base of stakeholders that you can access, and give members a clear opportunity to be part of the process. Setting Goals Once the data from the needs assessment has been gathered and collated, the committee can get down to setting the actual goals for the organization. These goals will determine what the organization will do and where it will invest its time, energy, and human resources. In this way, your goals lead to the creation of a mission statement. First, review all the ideas from the needs assessment. Prioritize them based on the members’ responses and the committee’s opinion. Concentrate on those deemed “vital” and “desirable.” Consider eliminating those that are “marginal” unless they can be accomplished simply with little drain of the organization’s funds or human resources. Have the ideas posted or distributed in a handout in no particular order. In groups of 4-6, list the goals in order of importance from top to bottom. It is generally easiest to work from both ends toward the middle. In other words, ask the group “Of all these ideas, which do you think is the MOST important for this organization? Which is the LEAST important?” When complete, each small group reports to the committee as a whole, and the results are compared. From there, the master list is created. SMART Goals Up to this point, no attention has been given to the format of the goals the committee has selected. You have been dealing with ideas and concepts. Now is the time to turn these

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concepts into specific, clear, actionable goals. The name for this type of goal is a “SMART Goal.” There are many proponents of SMART Goals in the business, service and educational communities. SMART is an acronym, each letter standing for a characteristic of a good goal. When developing a goal you want it to be: Specific Measurable Attainable Realistic (or Relevant) and Time bound •









Specific: Many goals fail because they are too general. “I will lose weight” or “I will exercise more” are too vague, and lose momentum. “The affiliate will provide continuing education” while laudable, is also too ambiguous. How? What type? For whom? When? Measurable: How will you know what determines success in your goal? If you do it one time, have you succeeded? Do you need to do it daily for a period of six months? Think in terms of numbers that can be recorded and graphed or otherwise represented. Eventually, you will be accountable to the members and stakeholders for the goals you have set. Have the data ready. Attainable: Can it be done? “I will lose 30 pounds in the next month” may be theoretically possible, but at what cost to your health? “I will work out daily with a personal trainer” may be an effective way to develop an exercise routine, but it may be cost prohibitive. “The affiliate will offer monthly workshops presented by experts from around the country” may be an excellent dream, but may bankrupt the affiliate unless a corporate sponsor can be found. Relevant/Realistic: The goal may be attainable in theory. But, if is not something that you think is truly important, you may not have the commitment to follow through. Being realistic, we know that we can’t have it all at the same time. Goals to work out daily with a trainer, to spend more time with the kids, and to take extra after hours training for a promotion cannot all be achieved at the same time. So, too, there may be laudable goals for your affiliate that, individually, can be accomplished, but together would put too much of a drain on your resources. Time Bound: Set a time frame. Set a beginning and end time. Most of us operate on the axiom, “Never do today what you can put off until tomorrow.” Deadlines impel us to get started, keep going, and wrap it up. They force us to get it done.

Examples of SMART Goals “I will lose a pound a week for the next six weeks by eliminating desserts, snacks, and sugar drinks, and by walking a mile everyday.”

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“I will do one hour of exercise five days a week. I will alternate between walking, free weights, water aerobics, and cycling.” “The affiliate will offer at least four full-day workshops in the area of Professional Studies as defined by the RID CMP. These workshops will be designed for professional development of certified interpreters. At least two of them will be taught by non-local experts, and at least one will be offered outside of the metro area.” Mission Statement If you have done your goal setting well, moving on to the mission statement will be simple. You have stated goals you intend to achieve, and upon review, they should point toward what you consider the most valuable work of your organization. They are your guide for your mission statement. A mission statement communicates the essence of your organization. In it you state your organizational purpose, the main activities through which you fulfill your purpose (the business of the organization), and the principles that guide your work (your values). Experts recommend that mission statements be no longer than one paragraph. They can be as short as one sentence. Key components to consider including in your statement are: • • •

A statement of purpose A statement of actions to achieve the purpose A statement of the values you embrace in your organization

With your organizational goals clearly in mind, a first step in the creation of a mission statement is to review the mission statements of other organizations, in order to get a feel for the various ways they can be structured and phrased. Since your chapter is an affiliate of RID and should be in sync with the mission of the national office, start with the mission statement of RID. RID actually divides their statement into two paragraphs. One addresses the philosophical perspective of the organization (what it values), and the other addresses the mission. Your organization may want to consider doing the same. Philosophy Statement - The philosophy of RID is that excellence in the delivery of interpretation and transliteration services among people who are Deaf, or Hard of Hearing, and people who are hearing, will ensure effective communication. As the professional association for interpreters and transliterators, the RID serves as an essential arena for its members in their pursuit of excellence. Mission Statement - It is the mission of the Registry of Interpreters for the Deaf, Inc., to provide international, national, regional, state, and local forums and an organizational structure for the continued growth and

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development of the professions of interpretation and transliteration of American Sign Language and English. The National Association of the Deaf (NAD) mission statement reads: The mission of the National Association of the Deaf is to promote, protect, and preserve the rights and quality of life of deaf and hard of hearing individuals in the United States of America. The Conference of Interpreter Trainers’ (CIT) statement is more lengthy and detailed. However, you will note the same points included. It starts with the organization’s beliefs and values, then states the purpose of the organization, and finally, outlines the business or action of the organization. It reads: The CIT recognizes the minority status of D/deaf people and the long history of linguistic and cultural oppression that have endured. We therefore publicly proclaim our respect and support for D/deaf people's right to selfdetermination and true communication access. The mission of the CIT is to promote quality education for interpreters working with American Sign Language and English (including English influenced forms of signing). As a professional association of interpreter educators, the CIT • • • • •

Provides opportunities for the professional development of interpreter educators; Serves as a vehicle for sharing information among interpreter educators; Promotes high standards in institutions, faculties, programs and curricula for the education of interpreters; Advocates for research relevant to the practice and instruction of interpretation; Encourages collegial relationships with professionals in other related disciplines and organizations.

The CIT welcomes participation by other educators of foreign-signed languages, foreign-spoken languages and other professionals who feel an affinity for our goals and an interest in our activities. There has been a trend toward shorter and catchier mission statements. These resemble slogans that everyone can remember and quote. Some of the most striking mission statements have been some of the most succinct. Can you guess the company connected to each of these mission statements?

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• • • • •

To benefit and refresh everyone who is touched by our business To make people happy To bring inspiration and innovation to every athlete* in the world. *If you have a body, you are an athlete. To enable people and businesses throughout the world to realize their full potential To solve unsolved problems innovatively

The companies are Coca-Cola, Disney, Nike, Microsoft and 3M, respectively. While these statements are not comprehensive, they are snappy, ambitious, and appropriate for their companies. Your organization may want to consider developing one of these “mission slogans” as well as a more formal statement. Many companies and organizations have web sites these days, and post their vision/mission statements and goals on their sites. Individual committee members can surf for examples of statements they like, and share them with the committee. Use these examples as a starting point for your creative process. Use a brainstorming activity to start the drafting process of your mission statement. Compile a list of words and phrases that represent your organization. List them under purpose, business, and values. Take your time and let your creativity flow. Work toward consensus in purpose, business and values. Then, stop. Committees are great for creating ideas and concepts, but they are terrible at writing specific statements and documents. With so many people involved, the discussions can quickly deteriorate to debates over whether to use a comma or a semicolon, and where to put the paragraph break. Once the committee has the concepts decided, one or two individuals with talent in word crafting can much more efficiently create drafts for the committee to review and approve. Once the “final draft” has been agreed upon in committee, go one step further. Share it with members and request input. Also, share it with people not associated with your organization or its function. What seems clear from the inside may be confusing jargon from the outside. Ask these people to review not only your mission statement, but also your goals. After consideration of all the feedback, you are finally ready to bring your mission statement and goals to the board or the membership for final approval. The board will obviously have some questions and suggestions for the committee. The smart board, however, will not duplicate the discussions and work of the committee. If the board did its job of selecting committee members well, the board should trust in the work the committee has done.

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From Planning to Reality The committee, the board and the organization have done the hard work, taken the time, consulted with the stakeholders, and created a document about which to be proud. So, now is the time to stop tweaking. Adopt it, embrace it, and publish it. No, it may not be perfect. You may have omitted something important or included something trivial. There may be some individual or group who was not consulted in the crafting of the document. It will always be that way. That is why documents are on paper--not tablets of stone. Use your mission and goals to guide the organization’s activities and meetings. Inform members that the mission and goals are living documents to which they can refer. Keep them in front of you, your members and your stakeholders. Put them on your web site, on your promotional materials and post them at meetings and activities. This will ensure that you never lose sight of what you want to achieve and what you value as an organization.

References: Alliance for Nonprofit Management, Frequently Asked Questions: Strategic Planning. (2003) Retrieved January 7, 2004, from www.allianceonline.org/FAQ/strategic_planning/what_s_in_mission_statement.faq Brainstorming. Retrieved from Thundar Bolts, NDSU web site: www.ndsu.edu/memorial_union/thundarbolts/Brainstorming.htm Donohue, Gene. Creating S.M.A.R.T. Goals. Retrieved January 19, 2004 from topachievement.com web site www.topachievement.com/smart.html Jaszcar, Allen (2001). Mission Statement: How-to Write a Mission Statement. Retrieved Jan 7, 2004 from How-to Network web site: www.how-to.com/operations/missionstatement.htm Radtke, Janel M. (2002). How to write a mission statement. Retrieved January 19, 2004 from TGCI: The Grantsmanship Center web site: www.tgci.com/magazine/98fall.mission.asp Richmond, Annette (2000-2002) SMART Goals: a better way to track your progress. Retrieved January 7, 2004 from Career-Intelligence.com web site: www.careerintelligence.com/management/GettingAhead/SmartGoals.html

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Registry of Interpreters for the Deaf, Inc. Affiliate Chapter Relations Committee

Affiliate Chapter Handbook Third Edition Section 23

NAD-RID State Cooperation Plan

© Copyright 2006, 2004, 2003 Registry of Interpreters for the Deaf. Written/Compiled by the Affiliate Chapter Relations Committee, 2001-2007.

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NAD-RID State Cooperation Plan By Libby Pollard & Ben Hall Goal Statement The relationship between the National Association of the Deaf (NAD) state associations and the Registry of Interpreters for the Deaf (RID) affiliate chapters is critical to improving the working relationship between the deaf and interpreter communities. The NAD - RID National Council on Interpreting recognizes the importance of this relationship at the state level and has developed this document to provide suggestions/ideas on how the RID affiliate chapters and NAD state associations can work together. This document is also intended to provide ideas to improve relationships at the local level between the two organizations. Fostering positive relationships and mutual respect at the local level is of utmost importance to the affiliates/chapters of both the RID and the NAD, which will ultimately impact successful relationships at the national level. Collaboration NAD state associations and RID affiliate chapters are encouraged to have collaborative efforts in order to foster a better understanding between the two groups. This could be done in a variety of ways, such as: establishing a state National Council on Interpreting similar to the one at the national level, possibly by providing reciprocal memberships on each other’s boards, or maybe through establishing liaison positions between the two Boards. RID affiliate chapters and NAD state associations are encouraged to work collaboratively on the local level where appropriate, similar to efforts at the national level, on each other’s committee structures to foster a better understanding of each other’s internal operations. Honorary Membership NAD state associations and RID affiliate chapters are encouraged to provide free membership to each other’s presidents. Newsletters RID affiliate chapters and NAD state associations are encouraged to send newsletters to each other’s chapter and association president(s) and newsletter editor. NAD state associations and RID affiliate chapters are encouraged to publish articles

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covering the cooperative efforts or that demonstrate a positive working relationship between both organizations. RID affiliate chapters and NAD state associations are encouraged to publish the activities of the other’s association in their respective newsletter on a regular basis. Conferences/Conventions RID affiliate chapters and NAD state associations are encouraged to work cooperatively on conferences/conventions. The level of cooperation could range from total integration to separate concurrent conferences at the same location. NAD state associations and RID affiliate chapters are encouraged to consider conducting a workshop at each other’s conferences/conventions. RID affiliate chapters and NAD state associations are encouraged to hire both NAD and RID interpreters for each other’s conferences/conventions. NAD state associations and RID affiliate chapters are encouraged to invite each other’s state president to the state conference/convention. Conference/convention registration should be waived, if financially feasible, or offered at a reduced rate. It is further encouraged that the president will be invited to give a welcoming address at the beginning of the conference/convention. RID affiliate chapters and NAD state associations are encouraged to provide an exhibit booth at each other’s conference at no charge. NAD state associations and RID affiliate chapters are encouraged to provide advertisement space for each other in their respective conference program books. Standards NAD state associations and RID affiliate chapters shall mutually respect each other’s activities in the area of national certification as provided by NAD and RID. This means showing support for the respective certification processes. This support should serve as a basis for a continuing mutually beneficial working partnership in readiness for future joint interpreter testing efforts. RID affiliate chapters and NAD state associations are encouraged to provide information to their members about NAD and RID joint resources (i.e. ethical practices systems, mediation programs, certification maintenance, interpreter education, testing & certification).

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Conclusion All of the suggestions in this document were developed with the primary purpose of fostering cooperative efforts at the state and local level. The NAD - RID Task Force on Interpreting recognizes that the only true way to understand each other is to foster communication. By bringing us together on shared efforts, we talk to each other, play with each other, and eventually we may become better partners.

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Registry of Interpreters for the Deaf, Inc. Affiliate Chapter Relations Committee

Affiliate Chapter Handbook Third Edition Section 24

Teambuilding for RID Affiliate Chapter Boards

© Copyright 2006, 2004, 2003 Registry of Interpreters for the Deaf. Written/Compiled by the Affiliate Chapter Relations Committee, 2001-2007.

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Teambuilding for RID Affiliate Chapter Boards By Cindy Farnham Serving on a board can be one of the most rewarding experiences we have as professionals. However, it can be scary and frustrating! For a board to function effectively as a team it must first have a structure that fosters productivity, respect, support and enjoyment. Sometimes this seems like an impossible task, but there are ways to establish a successful structure for the board. Affiliate Chapter Board Structure that Fosters Teamwork and Success • • • • • • • • • • • •

The group has vision and mission statements. Goals are set and agreed upon by the entire group. Action items are assigned and status reported to the group regularly. Responsibilities are evenly distributed among board members. There is effective communication during and between meetings. The president, or designee, keeps the group apprised of all pertinent information concerning the board. Meetings occur on a regular basis and are conducted effectively. Team members have enough information, resources, and support. Best practices are established to ensure that business is carried out efficiently. The board has a safe and respectful environment. The atmosphere is fun and upbeat. Team members receive recognition for their contributions.

Vision and Mission Statements Each affiliate chapter should have a mission statement and a vision statement. It is imperative that all board members understand the mission, vision and goals for the group. If the chapter does not have a vision and mission, this could be the first order of business for the group. Once the vision and mission statements are in place, the team can begin setting goals for the organization. If the chapter already has a vision and mission, the board should review them together. Each board member should have all of his or her questions and concerns answered before goal setting. Direction and goals are two of the best tools for teambuilding! (See section 22 for more information on mission statements.) Goal Setting, Action Items and Status Reports Each board member will be more invested in the process if goals are established as a group. At the beginning of each new term, the board can set a special goal setting meeting. Once the goals for the term are set, each board member has direction for his or her time of office and feels a sense of purpose.

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It is important that action items are distributed evenly among board members. The board could take each goal and brainstorm a list of action items that are necessary for that goal. The duties can be written down with an estimated amount of time the task will take. The board can then engage in a discussion about how to evenly distribute the tasks. The skill sets of each board member should be shared so that duties are given to the person most prepared for the task. If a member receives an action item that he or she is not prepared for, a mentor can be assigned to support the member with his or her assigned duties. This is another way to foster teambuilding in the group. Board members will learn new skills and at the same time be supported during the process. Information is key to each team member’s success. The board will need to develop a communication tool so everyone knows what the other members are doing. It can be very frustrating to work on a task only to find out that another board member has already done the same work. Information sharing can occur in a variety of ways including email, regular conference calls, or on an Internet communication board. Each action item should have a status report due date and a completion due date. The board may want to select a board member who has organizational skills who can follow up to make sure everyone is reporting on the status of their action items. Make sure this person has a kind and supportive delivery of reminders. Effective Communication Effective and ongoing communication = a strong team. There are a lot of resources available from which to learn about effective communication. These resources include classes, books, magazine articles, Internet articles, etc. In terms of team building, each board member must feel he or she has enough information to achieve success in his or her position. The communication must be respectful and individual communication styles need to be considered when interacting with each other. It is important that the chapter president oversee the communication within the board. The president can be responsible for certain aspects of communication and delegate other aspects to board members with the right skill set for the task. For example, the president can make sure that information from the national and regional level is shared with the board. One board member can ensure status reports are given on a regular basis. Another board member can be responsible for internal communication about meetings, events, resources, etc. Another board member can direct communication to chapter members. Board Meetings For members to feel motivated to participate on the board, they must be motivated to attend board meetings. Sound like a dream? It can be done! If board meetings occur regularly, are scheduled with enough notice, are conducted effectively, and have food

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available, board members will want to attend. (See section 16 for more information on meetings.) Information, Resources, and Support Once board members have their assigned tasks, they will need information, resources and support to achieve success. If the member has prior board experience, it may be as simple as pointing them in the right direction. If the member is new to the board or does not have experience with the particular task, the board may want to assign a mentor to assist him or her in finding what they need. This mentor could be an officer, another board member, the person who was in the position before or anyone else with the skills, experience, and patience necessary to mentor the member. Board members might want to contact someone in another affiliate chapter in the same position or with the same responsibility. Your region representative can give you the contact information for any chapter in your region. RID’s website, as well as this very handbook, have a lot of helpful information for chapter board members! The key is for the president or designee to make sure each board member has what he or she needs and that member must ask for help when he or she needs it. There is a lot of information out there! Best Practices Some of the best teambuilding occurs when board members meet to establish best practices for the group. Each board member feels like he or she is involved in how the organization functions and the resulting best practices usually satisfy the needs of all members in the group. The board might want to establish an all-day board retreat to discuss and establish best practices. Another idea would be to have an agenda item at each meeting to determine one best practice per meeting. By the end of the term, the board could have 10 or 12 best practices sections for their policy and procedure manual. Within each best practice section, make sure to answer the following questions – Why, Who, What, Where, When, How, How Often, How Much? Example of Best Practices to Establish: Board Communication Board Meetings Board Structure Communication with Chapter Members Conflict Management & Mending Fences Events Finances/Fundraising Membership Meetings Membership Recruitment, Services and Benefits Newsletter Policy & Procedure Manual – Development and Maintenance

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Recognition Recruiting & Training New Board Members Use of the Affiliate Chapter Handbook Workshops, Professional Development A Safe and Respectful Environment One of the best ways for board members to feel safe and respected is to establish and enforce a set of ground rules that works for the group. At each gathering of the board, the ground rules should be the first item of business to discuss. The ground rules need to be a living document, reviewed at each meeting and changed to fit the needs of every member of the group. Once the ground rules are established and agreed upon, the facilitator of the group must make sure the ground rules are being followed consistently. On most boards, the president is responsible for facilitating meetings. Meeting facilitation is a unique skill and requires a constant focus on the process of the meeting. Since the president has the global knowledge of the organization and needs to oversee the content of the meetings, it may help to have another board member take over as facilitator; each board member can take a turn as facilitator at each meeting, or you can hire an outside facilitator. In order to ensure a safe and respectful environment, the ground rules need to include the following: • • • •

Raise your hand so everyone has a chance to participate. Listen to and honor all opinions and concerns. Be aware of body language and facial expression. Eliminate side conversations, voiced or signed.

Each individual has a different processing style; some may think quickly and others need time to process their thoughts. In a board meeting, there are pros and cons for both styles. To ensure that everyone has a chance to share his or her ideas or concerns, the facilitator must control the flow of discussion. It must be agreed upon by the group that all ideas, concerns, opinions, etc. are listened to and not judged. Within most boards, individuals bring a variety of experiences in board service, working as interpreters, interaction in the Deaf community, etc. Each person may have fears or concerns based on what they bring or do not bring to the table. If the ground rules are not enforced, a small group of people will always have the floor and the others will not feel like an equal member of the team. Each board member must also feel like the other team members accept their contributions without judgment. This is the reason that body language and facial expression are included in the ground rules. If someone reacts to a comment or question with rolled eyes, a sigh, or crossed arms, the team member with the comment or question will feel disrespected and may not contribute in the future. Side conversations can also be a sign of disrespect for the speaker. The facilitator must ask that side conversations halt so that the group is always together and the team is working effectively.

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A Fun and Upbeat Atmosphere Certainly, not all business is supposed to be fun. But overall, board meetings can be upbeat and enjoyable experiences. If all of the previous suggestions are implemented, the members may naturally arrive at meetings feeling positive and motivated and leave feeling like it was a good experience. There are other activities that boards can do to have fun. You might want to have fun social gatherings outside of board meetings to do teambuilding and get to know each other as colleagues without the need to be doing business. You may want to have a social event either right before or right after board meetings. You could also meet for a meal before general membership meetings or for lunch during workshops or other events. One order of business at your next meeting could be to brainstorm ideas of how to enjoy each other and make the team stronger. Recognition Recognition is the last section but could be the most important aspect of any board. If people feel safe, respected, and eventually recognized for their contributions, they will stay on the board longer and have a better experience while serving. Recognition can happen in a variety of ways. The board can take a moment at each board gathering to thank everyone for their work and contribution to the organization. One board member could take the responsibility for this recognition to make sure it is thorough and all members receive some kudos. The president can mention the work of the board at general membership meetings and/or in the newsletter. It is recommended above to establish best practices for recognition, which could include board members. During this discussion of best practices, you can discuss what recognition is appropriate, how much should be given and in what manner. Conclusion RID affiliate chapter board service can be a wonderful and productive experience. If each individual feels comfortable, works within an established structure that allows for productivity and success, and is enjoying himself or herself, the board will attract the best and brightest board members for years to come. Good luck with your teambuilding endeavors! It may seem like a lot of work, but it will be worth it for the short-term and long-term success of the chapter.

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Registry of Interpreters for the Deaf, Inc. Affiliate Chapter Relations Committee

Affiliate Chapter Handbook Third Edition Section 25

LEADERSHIP: Keeping It Alive, Well and Active!

© Copyright 2006, 2004, 2003 Registry of Interpreters for the Deaf. Written/Compiled by the Affiliate Chapter Relations Committee, 2001-2007.

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LEADERSHIP: Keeping it Alive, Well and Active! Linda K. Stauffer, M.Ed., CSC Have you ever looked around your RID affiliate chapter or your region and said, “I wonder whatever happened to so-and-so? He or she was such a good leader!” If you have not wondered where these folks are, at your next meeting, ask all the former presidents to stand and see how many are there. My guess...very few! Where did they all go? My guess...they are burned out! Stress and burnout are common problems for people who step forward in our field to lead. Often, we are so grateful that “someone else” is “willing to do it” that we fail to notice the toll it takes on the very people we do not want to lose. So what causes stress and burnout in leaders, and, more importantly, how can it be prevented? Stress can be defined as a nonspecific physical reaction to change. In and of itself, stress does not sound so scary! However, stress occurs when we perceive ourselves as having excessive demands without the appropriate resources. Now that sounds very familiar and is scary! I am certain our RID affiliate chapter leaders understand that! Stress and burnout can come from a number of sources such as inadequate training, lack of support from previous leaders (who are themselves burned out!), lack of support from the membership, dealing with difficult people, unrealistic expectations about leadership, unexpected crisis(es), lack of personal leadership plans/goals and change, change, change! Unfortunately, stress and burnout in our leaders can result in physical and mental ailments including ulcers, depression and loss of enthusiasm and vision for the organization (Oplinger, unknown). Burnout is not only a personal experience. It also leads to catastrophic results for the organization such as ineffective leadership, a silent and passive majority, impaired relationships, isolation from the larger organization, and organizational stagnation. Others learn the lesson that becoming a leader is no fun, hard work, and not worth it; therefore they see nothing positive from stepping forward. All these effects result in an organization without vision, vitality or energy. Pretty dismal. The best way to handle burnout is to prevent it! The whole organization is responsible for organizational health and prevention of leadership burnout. How can the organization prevent people from burning out? Here are some suggestions: TRAIN BEHIND. Make sure the organization is committed to planning ahead and training behind. Patricia A. Siegel (unknown), in her article, Developing human potential through leadership training defines leaders as those "who step forward voluntarily to take on major responsibilities and become trustees of their profession or industry" (p. 118). Nothing empowers a person more than receiving support when stepping forward and again when providing support to the leaders who follow. Consider these two scenarios:

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Imagine... an RID affiliate chapter where a nominations committee (usually a committee of one) makes numerous calls and is still unable to find at least one person willing to run for every board position (forget about running for committee positions!). Imagine that the thought of elections keeps people home and away from meetings (somebody might nominate me!). Imagine that people are nominated from the floor for board positions and are pressured by their peers to accept (but might be genuinely enthusiastic about running at a different time). Imagine the membership’s relief when someone agrees to run so they don’t have to think about leadership for another two years. Now.... Imagine... an RID affiliate chapter where leadership, board elections and committee positions are easy to fill because everyone is involved, where leadership transition is planned and known by all! Imagine knowing those who want to serve their professional organization now and in the future, and imagine if each of these persons had a personal plan for leadership growth! Imagine the benefits to the organization if leadership transition included providing skills building and mentorship to those who will serve next, and training behind by those now serving! Leaders are not born—they are made. For this reason the mantra of organizational leadership should be "plan ahead; train behind." Leadership decisions and choices should not be made via coercion, arm twisting or with wringing of hands and tears, but rather as part of a positive process that provides individuals with specific information, training opportunities and excellent models long before an individual accepts the nomination to run for office. Leadership training should be a continual part of every leader’s responsibility. HONOR COMMITMENT TO RID. Make sure that everyone, including board members and the general membership, values the commitment to RID and to the affiliate chapter made by those who have stepped forward to serve. Regardless of issues, regardless of the problems, these individuals are giving their time to serve their profession, and that makes them admirable people. PROVIDE JOB DESCRIPTIONS. Provide a job description for each board position and for each committee. If one does not presently exist, encourage development of either bylaws changes or a policy and procedure manual that includes job descriptions. The board or members may each have expectations about what is to be done that are not shared by all. With clear descriptions, it is easier to be more objective about what is required to serve in specific positions within the organization. PROVIDE LEADERSHIP MENTORING. Approach former leaders to mentor the incoming leaders. One-on-one mentorship should be provided to anyone who is interested in possibly running for an affiliate chapter office. Do this privately and

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confidentially until the person being mentored has decided to publicly announce his or her candidacy. This gives that individual time to see what the position is really about, and to learn more about the requirements in private. All too often, when someone mentions that he or she "might" be interested, all others jump ship leaving that individual feeling pressured and without choice. Possible candidates should have a way to check out the position, “try it on” privately and still decide "no" without public comment. CONSIDER A PAST PRESIDENT OR PRESIDENT ELECT POSITION. Consider adding a past president position and/or a president elect position on the board. President elect positions allow for a term of office whereby the next president can learn while serving with the current president. This assures the membership that there is a "next" leader and supports this next leader with time and experience before he or she assumes the new role. A past president position allows incoming boards to continue to benefit from the wisdom and experience of outgoing leaders. Each position takes away the fear of "dangling out there by myself" for those who are considering stepping into leadership positions. PROVIDE LEADERSHIP TRAINING. Provide regular leadership training. It does not have to be fancy. It should provide a way for outgoing board or committee members to share their work and views with incoming board or committee members. Develop resource people within your chapter who can lead new groups to explore leadership styles. Training should also help the group address questions such as: What is the purpose of a board? What are individual and collective strengths? What is the board’s decision-making style? You may want to check first with former presidents who have a wealth of experience and information. Also check the Internet for material in print on leadership and non-profit boards. PROVIDE FOLLOWER-SHIP TRAINING. According to Thomas (2003), “Leaders can only exist and accomplish extraordinary goals because they have supportive followers! Both need each other to achieve the group’s vision and established mission.” Let the membership know what is expected of them. Often people feel that their responsibilities begin and end with their yearly membership dues check. Not so! What expectations does the affiliate chapter have for new members? Some may be to attend membership meetings, vote in elections and on motions, participate in workshops, serve on a committee, help with refreshments, submit items for the newsletters, etc. Other expectations, which may not be readily known but are equally important, include providing accurate information and feedback to the members and leaders, supporting leaders’ efforts to affect positive change, challenging flawed plans or strategies, and providing individual expertise to the group. OFFER LEADERSHIP SKILLS DEVELOPMENT WORKSHOPS. When planning workshops for CMP or ACET credits, consider workshops that address specific needs of members who are considering future leadership positions. Find out through brainstorming sessions or group surveys what skills people need before they feel ready to serve. Some areas to consider are: Basic Leadership Orientation (responsibilities of boards and

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committees, association management principles, leadership styles and characteristics), Leadership Skill Development (conflict management, mediation models, time management, presentation skills, public speaking techniques, writing skills, interpersonal skills development, motivating volunteers, conducting meetings, parliamentary procedure, marketing strategies, strategic planning, goal setting and visioning, group dynamics, decision-making models, leadership plan development, fundraising, budgeting, record keeping and minutes), Newsletter Development (layout, editing, use of technology), Associational Information (associational structure, associational policies and procedures, job descriptions, national office structure and staff, bylaws, products and publications, etc.). UNDERSTAND CHAPTER FLOW. Try to diffuse peoples' belief that if "something cannot be done now, then the chapter might fold." Experience teaches that chapters ebb and flow much like the moon. It seems to be a natural pattern and one not to be too concerned about. Also, leadership is a learned skill; people must allow new leaders to learn and make mistakes. The old adage is true: Good judgment comes from experience; experience comes from poor judgment. If people feel something can be done better, encourage these persons to run. One of the main reasons people run for an office or any position is that they want to make a change. Try to capitalize on it. RUN AS A SLATE OF OFFICERS. Consider having candidates run as a slate of officers rather than individuals running for a single position. In this way, "Susie" knows she can work well with "Bob" and that she will run if "Bob" runs. This can make it easier for individuals to consider serving on boards or committees. STAGGER BOARD AND COMMITTEE POSITION TERMS. Stagger board positions to ensure that there are always experienced board and committee members serving. Those who join as new members will learn the history, protocol, and the collective wisdom from those who are continuing to serve. Likewise, the new people will become seasoned board and committee members who will provide the same training to future members. KNOW AND USE RESOURCES. Let the membership and potential leaders know that there are many people and places to turn to for assistance. Remember that RID has faxon-demand. Use the web page. Contact the National Office staff or request assistance from the region representative. Get a personal mentor. Do not hesitate to ask for help or advice. We all need it! FOLLOW PARLIAMENTARY PROCEDURE. Use parliamentary procedure as intended. Most people use parliamentary procedure to prevent business from moving in a direction they do not want, or conversely to control business in a direction they do want. However, parliamentary procedure “...if properly understood and duly followed, is a tool that allows a group to come together and make reasonable decisions as a group” (Collins, 1997, p. 18). Each person is responsible to understand parliamentary procedure and use it

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for the good of the entire group. Note: some groups use a consensus process rather than parliamentary procedure. DELEGATE AUTHORITY. Make sure that the work is distributed fairly. Three of the most powerful words that have ever been shared with new leaders are, “Delegate, delegate, delegate!” Why are these words so powerful? Because it is a reminder to all that leaders are elected to oversee the work of the organization, not to do all the work of the organization. He or she is NOT simultaneously the lady on the flying trapeze, the lion tamer, the clown, and the elephant rider or the flame thrower. Rather, a leader is more like the circus master who makes sure that all the acts are progressing satisfactorily in all the rings. One of the abiding principles underlying RID at the national and affiliate levels is that RID is membership driven, not leadership driven. This organization is made up of professionals who volunteer their time for the betterment of a profession which seeks to enhance the lives of deaf people by making their access to all parts of society more equitable through the availability of skilled, qualified interpreters. How does this happen? By working through the organization that provides the structure or "bones" for what we do. Members provide the heart, muscles, ligaments and connective tissue that create the vision, bind people together, and provide the power to get things done. Without the "innards" a chapter is only a skeleton doomed to lie in the dust. An organization that does not move forward will die. An organization can only move forward through the dedication and commitment of its members volunteering to serve on committees, on the board, or to take on tasks large to small. There is enough work for everyone, and everyone is needed. Folks who let others "do the work for them" instead of lending a helping hand are diminishing the amount of progress possible for the whole organization. They are depriving the organization of their unique input, and depriving themselves of the opportunity to and satisfaction of making a difference. In other words, when a member sits back uninvolved, there is someone important missing. Some things can’t get done and those few members who get the work accomplished find the journey not as much fun. Everyone must understand that electing leaders does not relieve the membership of its responsibility or call to take action. Everyone has a part, everyone is needed and everyone is important. KEEP SEASONED MEMBERS ACTIVE. Remember that leadership is neither a death sentence nor a life sentence; rather, it is an opportunity to make a difference in a particular way for a limited time. Remember, too, that people respond best to personal invitation. Keeping seasoned members active in the organization is not significantly different from attracting new members. The key is to keep the members aware of the reasons they

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joined the organization, and to help members see that their involvement is unique and makes a positive difference. The organizational leaders’ responsibility is to: * Assist the organization in defining it vision and goals * Foster the vision and goals of the organization and keep them before the members * Through board, committee and individual work, see that the will of the membership, as expressed through motions, is carried out * Plan for leadership transition The pros of working with seasoned members are that they: * Have been members for a long time, bringing history, experience and wisdom to the organization * Do not need to be convinced to join * Are usually very committed to their organization * Have experience on all levels (state, regional, national) * Become your leadership pool The cons of working with seasoned members are that they: * May be burned out * May be tired and need to rest * May feel the "nothing’s new under the sun" syndrome * May have lost the vision and the fire Some ideas on how to attract (and attract back) chapter members as adapted from Lawson, L., Donant, F., and Lawson, J. (1982) include: *

Provide periodic and regular chapter visioning and goal setting sessions and activities. What do the members want to see happen?

*

Provide personal invitations to get involved. People respond most to one-on-one invitations.

*

Provide low threat situations for people to get involved. Keep the meeting positive, moving, and use printed agendas so people know what to expect.

*

Give members with limited experience something simple to do at first; ask seasoned members to share their wisdom and experience.

*

Look for non-verbal signals and body language; what are people responding to both positively and negatively?

*

Be informal and personable; use people’s first names; be generous with positive suggestions and compliments.

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*

Involve members in setting organizational goals; create individual and collective investment in the activities of the organization.

*

Divide work into many manageable parts before asking for volunteers; make sure work responsibilities are equitable and that most of the work is not being doing by only a few.

*

Help members find things to do that match their interests and talents.

*

Involve members in the business of the organization - respect everyone’s opinion and right to be courteously heard.

*

Encourage cooperation and teamwork.

GIVE THANKS...OFTEN. One certain truth for any organization is that many people will appreciate those individuals who step forward to serve an organization...however, few will ever say so. Therefore it is important to give each other much-deserved pats on the back! Take the time to thank, praise and appreciate the work that so many folks do FOR YOU! And do it often! As an organization, one of the most important things we can do is to remember that all of our board, committee and general members are volunteers who chose to dedicate their time and energy to our profession through our organization. This always comes with a cost whether it is time away from work, family, friends, or precious rest. Everyone needs to remember that stepping forward to serve makes an individual deserving of our respect and admiration, for he/she has chosen to work for the future, to contribute to betterment of the profession, and to become an example for those new professionals entering the field. Since monetary reward for professional service is neither sought nor available, volunteer experience needs to be fulfilling and rewarding. One way to do so is to develop a culture of "thanksgiving"! It sounds easy, but it is something that is frequently overlooked. Too often we wait until a person has died, moved away, or left office to let them know how much we appreciate all they have done! Here are some ways that affiliate chapters can thank those who serve: *

Chapter newsletters - thank folks for their efforts in print

*

Pass a motion dismissing the group with thanks when a task force or committee has finished its task and make it known through the minutes

*

Service awards for your affiliate chapter

*

Certificates of appreciation for those who contribute

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*

Plaques that honor board members and committee chairs and members, presented during an important event such as a conference banquet

*

Public "thank you" during membership meetings

*

Letters of thanks to those who agree to serve, and again when service is completed

*

Member bio highlights in affiliate chapter newsletters and NAD state association newsletters

*

Chapter awards such as "Outstanding Interpreter of the Year"

* Nomination of outstanding members for regional and national awards and scholarships *

Nomination of outstanding newsletters and chapter web pages for national awards

*

Verbal acknowledgements or hospitality baskets for workshop presenters, interpreters and coordinators

*

Ribbons for name tags for committee members, volunteers, etc.

*

Program booklet “thank you” for all who make an event possible

*

Chapter "coupons" good for reduction in membership fees, workshops, etc. for volunteer service such as interpreting meetings, chairing a conference committee, etc.

*

Standing ovations and lots of applause

*

Hand written, personal notes to let individuals know how much their service, leadership, etc. has meant to you; they mean more than emails

*

Chapter scrapbooks!

*

Chapter "thank you gifts" such as chapter coffee mugs or tee shirts, given for service

*

Group collection for a gift certificate for a family meal at a local restaurant

*

Greeting card signed by the membership

Remember that the thanks should be given both publicly and privately. Public thanks should be eloquent, heartfelt, and done at a joyous occasion. Private thanks should be personal and sincere. No one can ever be thanked enough.

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DEAL WITH BURNOUT. OK, what if you’ve tried to prevent burnout, but it happens anyway? Here are some suggestions for handling burnout: *

Take a step back and evaluate the whole picture. Try to recapture the image of the forest instead of the individual trees. Ask an outsider to observe the situation or to listen to a description of the situation and give feedback.

*

Talk with your mentor! Everyone should have a mentor and everyone should become a mentor at some time in his or her career. Mentorship is leadership!

*

Determine a plan, individually or collectively, and evaluate your options.

*

Find something that inspires you! According to John Gardner (1977), former Secretary of Health, Education and Welfare (HEW) under President Johnson and author of several books on leadership, the keys to self-renewal are to “…be interested. Keep a sense of curiosity. Discover new things.” (p. 14) Therefore, the opposite of burnout is inspiration. Find or recapture that thing which inspires you individually or organizationally!

*

Keep focused on what is important. Issues of personal control, personality differences or petty problems bog down organizations. Try to stay focused on why the organization was founded and the concerns and goals which bind the group together.

*

Maintain individual and organizational mental, physical and spiritual health. Keep humor alive! Remember to play together as well as work together and agree to “disagree” agreeably and respectfully! Maintain a balanced life unrelated to work or the organization.

*

Plan for change in leadership! Plan Ahead, Train Behind!

In summary, we are all responsible for nurturing and supporting our leaders who step forward on our behalf. They are electing to be part of the solution and deserve our admiration. At some time in our lives we are all leaders and we are all followers! We have a collective responsibility to contribute, to train, to support, and to step forward. We have a collective responsibility to prevent burnout! The organization, and everyone in it, will be better off for the effort!

Resources: Collins, D. (1997, Oct/Nov/Dec). Parliamentary procedure. Pensée de la Louisiane, XIII. p. 14-15.

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Gardner, J. (1997, March). Self-renewal. Public Management. p. 12-15. Lawson, L., Donant, F., and Lawson, J. (1982). Lead on! The complete handbook for group leaders. Impact Publishers, Inc. Oplinger, B. (n.d.). CONCERN. Professional Services for Children, Youth and Families. Siegel, P. (n.d.). Developing human potential through leadership training. The NationalChapter Partnership. Stauffer, L. (1999). Leadership burn.o..u....t, sigh! VIEWS, Vol. 16 (6), p. 1. Thomas, G. (2003.) The art of followership. Retrieved March 15, 2004 from http://www.leadingtoday.org.

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Affiliate Chapter Handbook Third Edition Section 26 How do you spell RID?: RID’s Commonly Used Acronyms

© Copyright 2006, 2004, 2003 Registry of Interpreters for the Deaf. Written/Compiled by the Affiliate Chapter Relations Committee, 2001-2007.

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Editor’s Note

This section is one in a series of sections of the Affiliate Chapter Handbook intended to assist affiliate chapters in developing and maintaining a functional chapter of the Registry of Interpreters for the Deaf, Inc. Each section has been prepared with the needs of the affiliate chapters in mind based on feedback provided to the Affiliate Chapter Relations Committee (ACRC) by the membership during the 2001 RID Convention, Orlando, Florida, and from the Affiliate Chapter Relations Committee survey of affiliate chapters. The ACRC Mission Statement: It is the mission of the Affiliate Chapter Relations Committee to clarify and strengthen the organizational structure of the Registry of Interpreters for the Deaf, Inc. by acting in an advisory capacity, representing the interest of the affiliate chapters and promoting best practices so that affiliation is valued by chapters and by individual members. The design, organization and composition of the membership of affiliate chapters across the country vary. To accommodate the diversity of affiliate chapter needs, each section (or parts thereof) may not apply to every affiliate chapter. The challenge was to develop all-inclusive sections with the understanding that each individual affiliate chapter may or may not need the information in its entirety. The Affiliate Chapter Handbook is intended to be a “living document” with updates, additions and/or deletions made accordingly and in a timely manner by the ACRC. Suggestions and inquiries to the Affiliate Chapter Handbook or the ACRC may be directed through the RID National Office, Membership Services Coordinator, or via email at [email protected]. The Affiliate Chapter Relations Committee would like to express its’ sincere appreciation to the following individuals for their assistance with various sections of the Affiliate Chapter Handbook. Cultural Diversity in Leadership Committee, 2003-2005 Janet L. Bailey, RID President, 1991-1995 Daniel Burch, RID President, 1995-1999 Joe Patton, RID Membership Services Cindy Farnham Libby Pollard Ben Hall, RID President, 1999-2003 Julie Simon Elizabeth Mendoza Christine Smith Paula Gajewski Mickelson Linda K. Stauffer Stuart Neely, RID Publications Lynne Wiesman Clay Nettles, RID Executive Director

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How do you spell RID? RID’s Commonly Used Acronyms AFFILIATE CHAPTER

ACRONYM

NOTES

REGION I 1 2 3 4 5 6 7 8 9 10 11 12 13 14

Connecticut Maine Massachusetts New Hampshire New Jersey Central NY Genesee Valley Region New York City W.NY (Buffalo) Pennsylvania Rhode Island Vermont Long Island, NY Delaware

CRID MeRID MassRID NHRID NJRID CNYRID GVRRID NYCMetroRID WNYRID PARID RIRID VTRID LIRID DelRID

Same as Colorado

Inactive

REGION II 1 2 3 4 5 7 8 9 10 11

Alabama Florida Georgia Mississippi North Carolina Potomac Chapter Puerto Rico South Carolina Tennessee Virginia

ALRID FRID GRID MSRID NCRID PCRID PRRID SCRID TRID VRID

Same as Southern California

REGION III 1 2 3 4 5 6 7

Michigan Ohio Chapter Kentucky Indiana Chapter Illinois Minnesota Wisconsin

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MiRID OCRID KyRID ICRID IRID MRID WisRID

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REGION IV 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17

Alberta Chapter of RID Texas Society of Interpreters for the Deaf Nebraska Iowa State North Dakota South Dakota New Mexico Montana St Louis Chapter Louisiana Manitoba, Canada Oklahoma Colorado Wyoming Arkansas Saskatchewan, Canada Kansas

ACRID TSID NeRID ISRID NDRID SDRID NMRID MRID STLRID LRID MAVLI OKRID CRID WYRID ARID SAVLI

Not an official chapter Same as Connecticut

Not an official chapter Working toward becoming a chapter

REGION V 1 2 3 4 5 6 7 8 9 10 11 12 13

Washington State Oregon Northern California Sacramento Valley Central California Southern California San Diego County RID Utah Alaska Arizona Hawaii Nevada Idaho

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WSRID ORID NorCRID SaVRID CCRID SCRID SDCRID UtRID AKRID AzRID HRID NRID IRID

Same as South Carolina

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Affiliate Chapter Handbook Third Edition Section 27

Who Does What?: RID Organizational Structure

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Editor’s Note

This section is one in a series of sections of the Affiliate Chapter Handbook intended to assist affiliate chapters in developing and maintaining a functional chapter of the Registry of Interpreters for the Deaf, Inc. Each section has been prepared with the needs of the affiliate chapters in mind based on feedback provided to the Affiliate Chapter Relations Committee (ACRC) by the membership during the 2001 RID Convention, Orlando, Florida, and from the Affiliate Chapter Relations Committee survey of affiliate chapters. The ACRC Mission Statement: It is the mission of the Affiliate Chapter Relations Committee to clarify and strengthen the organizational structure of the Registry of Interpreters for the Deaf, Inc. by acting in an advisory capacity, representing the interest of the affiliate chapters and promoting best practices so that affiliation is valued by chapters and by individual members. The design, organization and composition of the membership of affiliate chapters across the country vary. To accommodate the diversity of affiliate chapter needs, each section (or parts thereof) may not apply to every affiliate chapter. The challenge was to develop all-inclusive sections with the understanding that each individual affiliate chapter may or may not need the information in its entirety. The Affiliate Chapter Handbook is intended to be a “living document” with updates, additions and/or deletions made accordingly and in a timely manner by the ACRC. Suggestions and inquiries to the Affiliate Chapter Handbook or the ACRC may be directed through the RID National Office, Membership Services Coordinator, or via email at [email protected]. The Affiliate Chapter Relations Committee would like to express its’ sincere appreciation to the following individuals for their assistance with various sections of the Affiliate Chapter Handbook. Cultural Diversity in Leadership Committee, 2003-2005 Janet L. Bailey, RID President, 1991-1995 Daniel Burch, RID President, 1995-1999 Joe Patton, RID Membership Services Cindy Farnham Libby Pollard Ben Hall, RID President, 1999-2003 Julie Simon Elizabeth Mendoza Christine Smith Paula Gajewski Mickelson Linda K. Stauffer Stuart Neely, RID Publications Lynne Wiesman Clay Nettles, RID Executive Director

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Who Does What? RID Organizational Structure

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Affiliate Chapter Handbook Third Edition Section 28

Trash It or Stash It: Essential Document Retention Guidelines

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Editor’s Note

This section is one in a series of sections of the Affiliate Chapter Handbook intended to assist affiliate chapters in developing and maintaining a functional chapter of the Registry of Interpreters for the Deaf, Inc. Each section has been prepared with the needs of the affiliate chapters in mind based on feedback provided to the Affiliate Chapter Relations Committee (ACRC) by the membership during the 2001 RID Convention, Orlando, Florida, and from the Affiliate Chapter Relations Committee survey of affiliate chapters. The ACRC Mission Statement: It is the mission of the Affiliate Chapter Relations Committee to clarify and strengthen the organizational structure of the Registry of Interpreters for the Deaf, Inc. by acting in an advisory capacity, representing the interest of the affiliate chapters and promoting best practices so that affiliation is valued by chapters and by individual members. The design, organization and composition of the membership of affiliate chapters across the country vary. To accommodate the diversity of affiliate chapter needs, each section (or parts thereof) may not apply to every affiliate chapter. The challenge was to develop all-inclusive sections with the understanding that each individual affiliate chapter may or may not need the information in its entirety. The Affiliate Chapter Handbook is intended to be a “living document” with updates, additions and/or deletions made accordingly and in a timely manner by the ACRC. Suggestions and inquiries to the Affiliate Chapter Handbook or the ACRC may be directed through the RID National Office, Membership Services Coordinator, or via email at [email protected]. The Affiliate Chapter Relations Committee would like to express its’ sincere appreciation to the following individuals for their assistance with various sections of the Affiliate Chapter Handbook. Cultural Diversity in Leadership Committee, 2003-2005 Janet L. Bailey, RID President, 1991-1995 Daniel Burch, RID President, 1995-1999 Joe Patton, RID Membership Services Cindy Farnham Libby Pollard Ben Hall, RID President, 1999-2003 Julie Simon Elizabeth Mendoza Christine Smith Paula Gajewski Mickelson Linda K. Stauffer Stuart Neely, RID Publications Lynne Wiesman Clay Nettles, RID Executive Director

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Trash It or Stash It: Essential Document Retention Guidelines Affiliate chapters often request guidance as to what kind of documents should be kept and for how long. The following table provides the minimum requirements: Type of Document Accounts payable ledgers and schedules Audit reports Bank Reconciliations Bank statements Checks (for important payments and purchases) Contracts, mortgages, notes and leases (expired) Contracts (still in effect) Correspondence (general) Correspondence (legal and important matters) Correspondence (with customers and vendors) Deeds, mortgages, and bills of sale Depreciation Schedules Duplicate deposit slips Employment applications Expense Analyses/expense distribution schedules Year End Financial Statements Insurance Policies (expired) Insurance records, current accident reports, claims, policies, etc. Internal audit reports Inventories of products, materials, and supplies Invoices (to customers, from vendors) Minute books, bylaws and charter Patents and related Papers Payroll records and summaries Personnel files (terminated employees) Retirement and pension records Tax returns and worksheets Timesheets Trademark registrations and copyrights Withholding tax statements

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Minimum Requirement 7 years Permanently 2 years 3 years Permanently 7 years Permanently 2 years Permanently 2 years Permanently Permanently 2 years 3 years 7 years Permanently 3 years Permanently 3 years 7 years 7 years Permanently Permanently 7 years 7 years Permanently Permanently 7 years Permanently 7 years

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Affiliate Chapter Handbook Third Edition Section 29

Successful Scribing: How to Take Effective Board/Committee Minutes

© Copyright 2006, 2004, 2003 Registry of Interpreters for the Deaf. Written/Compiled by the Affiliate Chapter Relations Committee, 2001-2007.

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Editor’s Note

This section is one in a series of sections of the Affiliate Chapter Handbook intended to assist affiliate chapters in developing and maintaining a functional chapter of the Registry of Interpreters for the Deaf, Inc. Each section has been prepared with the needs of the affiliate chapters in mind based on feedback provided to the Affiliate Chapter Relations Committee (ACRC) by the membership during the 2001 RID Convention, Orlando, Florida, and from the Affiliate Chapter Relations Committee survey of affiliate chapters. The ACRC Mission Statement: It is the mission of the Affiliate Chapter Relations Committee to clarify and strengthen the organizational structure of the Registry of Interpreters for the Deaf, Inc. by acting in an advisory capacity, representing the interest of the affiliate chapters and promoting best practices so that affiliation is valued by chapters and by individual members. The design, organization and composition of the membership of affiliate chapters across the country vary. To accommodate the diversity of affiliate chapter needs, each section (or parts thereof) may not apply to every affiliate chapter. The challenge was to develop all-inclusive sections with the understanding that each individual affiliate chapter may or may not need the information in its entirety. The Affiliate Chapter Handbook is intended to be a “living document” with updates, additions and/or deletions made accordingly and in a timely manner by the ACRC. Suggestions and inquiries to the Affiliate Chapter Handbook or the ACRC may be directed through the RID National Office, Membership Services Coordinator, or via email at [email protected]. The Affiliate Chapter Relations Committee would like to express its’ sincere appreciation to the following individuals for their assistance with various sections of the Affiliate Chapter Handbook. Cultural Diversity in Leadership Committee, 2003-2005 Janet L. Bailey, RID President, 1991-1995 Daniel Burch, RID President, 1995-1999 Joe Patton, RID Membership Services Cindy Farnham Libby Pollard Ben Hall, RID President, 1999-2003 Julie Simon Elizabeth Mendoza Christine Smith Paula Gajewski Mickelson Linda K. Stauffer Stuart Neely, RID Publications Lynne Wiesman Clay Nettles, RID Executive Director

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Successful Scribing: How to Take Effective Board/Committee Minutes Introduction: The keeping of records for a Board of Directors or committee plays a crucial role as it provides key documentation of the organization/committee. The only major difference between keeping records for a committee and that of a board secretary is that the record keeper often does not process the correspondences for the committee as do most board secretaries. Record keepers and secretaries will retain a membership roll of attendees at each meeting (whether it be teleconference, videoconference or face-to-face), keep the minutes of each meeting and provide a list with action items and timelines established during each meeting. A competent record keeper is indispensable to a board or committee. Besides recording the events of each meeting, record keepers are responsible for filing the approved minutes, helping to prepare for meetings, and other duties as assigned by the President/Committee chair. General Guidelines: Many members find themselves in the position of taking minutes without a clue of how to go about it. The following is a guide for making this task easier: ƒ

Ensure that all of the essential elements are noted, such as type of meeting, name of the organization, date and time, venue, name of the chair or facilitator, main topics and the time of adjournment.

ƒ

For a more formal process, meetings include approval of previous minutes and all resolutions. Remember, committees do not create motions, only resolutions to the board of directors. These resolutions may be worded so that they become motions from the board as the board accepts them (for more information on this topic see: How to Bring a Recommendation to the Board).

ƒ

Prepare an outline ahead of time based on the agenda, and leave plenty of white space for notes. By having the topics already written down, you can go directly to a new topic without pause.

ƒ

Prepare a list of expected attendees and check off the names as people enter the room or join the teleconference or videoconference. You may pass around an attendance sheet for everyone to sign as the meeting starts. This may be important to do if you have many visitors to your meeting. Their presence needs to be noted in the minutes.

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ƒ

To be sure about who said what, you may make a map of the seating arrangement, and ask for introductions of unfamiliar people.

ƒ

Do not make the mistake of recording every single comment. Concentrate on getting the gist of the discussion and taking enough notes to summarize it later. Think in terms of issues discussed, major points raised and decisions made. Rarely do you want to assign any statements to any particular person. You are not providing a dictation of the meeting.

ƒ

Use whatever recording method is most comfortable for you: a notepad, a laptop computer, a tape recorder, a video recorder, a steno pad, shorthand. If applicable, it might be a good idea to make a sound or video recording of important meetings as a backup to your notes. Understand these “process minutes” are for your use only. You will transcribe the official minutes for distribution from these process minutes. Process minutes are not to be distributed to the committee or to the board. They are used as a reference tool only.

ƒ

If you are an active participant in the meeting, be prepared! Study the issues to be discussed and have your questions ready ahead of time. If you have to concentrate on grasping the issues while you are making your notes, they may not make any sense to you later. This does not mean that your dual tasking skills are weak but your use of the same part of the brain to process similar functions in different fashions—simultaneously—may be overloaded. If this is the case, the use of sound / video recordings (if applicable) may be important.

ƒ

Transcribe your minutes while your memory is fresh. Do not wait too long to type up the minutes. Be sure to have the minutes approved by the president/chair and/or committee prior to forwarding to the board of directors.

ƒ

Concise and coherent minutes are the mark of a professional. The very process of recording minutes can give you a deeper understanding of the issues faced by your committee along with the ability to focus on what is important.

Preparation: ƒ

Have ready the minutes of previous meetings and any other material you may need.

ƒ

Obtain a list of committee members and an agenda from the chair.

ƒ

Prepare a sign-in sheet to pass around. The sheet should request the following of visiting attendees: name, institutional affiliation, preferred mailing address, e-mail address, and designation of member or observer.

ƒ

If applicable, you may wish to use a tape recorder or video recorder to back up your notes.

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What to Include: ƒ

Identify name of the group.

ƒ

Indicate place, time and date of the meeting.

ƒ

State kind of meeting (teleconference, videoconference or face-to-face).

ƒ

List names of board/committee members present (indicate what representation each may have).

ƒ

List names of board/committee members absent.

ƒ

List observers: indicate name, affiliation and contact information (from sign-in sheet if used).

ƒ

If applicable, include a statement that the minutes of the prior meeting were approved, revised or not read.

ƒ

List items discussed in order listed on the agenda. Briefly describe main points discussed and state actions taken. A transcript of the discussion is not necessary, but be sure to include actions, votes, resolutions, motions, etc.

ƒ

Keep the minutes to the point. Give complete information but do not ramble.

ƒ

A structured format will help keep the minutes succinct. For example, you may wish to use headings such as "Agenda Item" followed by subheadings "Discussion" and "Action Taken."

ƒ

Minutes should always be objective and impartial (avoid first person pronouns if at all possible). They should be factual and devoid of editorial opinions and comments.

ƒ

If a member of the board/committee is assigned a task or volunteers for an assignment, state clearly the person's name and the responsibility accepted.

ƒ

Record the time the meeting was adjourned and the place, time and date of the next meeting.

ƒ

Include recording secretary's signature and typed name (unless identification is given at beginning).

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Action Items: At the end of or on a separate sheet attached to the minutes, have "Action Items" listed along with the responsible board/committee member. Be sure to have any timelines that are designated for each action item. Distribution of Minutes: Transcribe the minutes as soon as possible after the meeting is held but no later than two weeks after the meeting(s). Distribute them to the board president/committee chair and board/committee for review. (Some presidents/committee chairs prefer to review prior to the board/committee and will distribute them to board/committee members and meeting visitors for review.) Once any corrections are made and they are approved, the committee record keeper will send the minutes to the Board of Directors. For board minutes, once any corrections are made, they are placed in the official minute book.

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Affiliate Chapter Handbook Third Edition Section 30 Open to All: How to Ensure Accessibility

© Copyright 2006, 2004, 2003 Registry of Interpreters for the Deaf. Written/Compiled by the Affiliate Chapter Relations Committee, 2001-2007.

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Editor’s Note

This section is one in a series of sections of the Affiliate Chapter Handbook intended to assist affiliate chapters in developing and maintaining a functional chapter of the Registry of Interpreters for the Deaf, Inc. Each section has been prepared with the needs of the affiliate chapters in mind based on feedback provided to the Affiliate Chapter Relations Committee (ACRC) by the membership during the 2001 RID Convention, Orlando, Florida, and from the Affiliate Chapter Relations Committee survey of affiliate chapters. The ACRC Mission Statement: It is the mission of the Affiliate Chapter Relations Committee to clarify and strengthen the organizational structure of the Registry of Interpreters for the Deaf, Inc. by acting in an advisory capacity, representing the interest of the affiliate chapters and promoting best practices so that affiliation is valued by chapters and by individual members. The design, organization and composition of the membership of affiliate chapters across the country vary. To accommodate the diversity of affiliate chapter needs, each section (or parts thereof) may not apply to every affiliate chapter. The challenge was to develop all-inclusive sections with the understanding that each individual affiliate chapter may or may not need the information in its entirety. The Affiliate Chapter Handbook is intended to be a “living document” with updates, additions and/or deletions made accordingly and in a timely manner by the ACRC. Suggestions and inquiries to the Affiliate Chapter Handbook or the ACRC may be directed through the RID National Office, Membership Services Coordinator, or via email at [email protected]. The Affiliate Chapter Relations Committee would like to express its’ sincere appreciation to the following individuals for their assistance with various sections of the Affiliate Chapter Handbook. Cultural Diversity in Leadership Committee, 2003-2005 Janet L. Bailey, RID President, 1991-1995 Daniel Burch, RID President, 1995-1999 Joe Patton, RID Membership Services Cindy Farnham Libby Pollard Ben Hall, RID President, 1999-2003 Julie Simon Elizabeth Mendoza Christine Smith Paula Gajewski Mickelson Linda K. Stauffer Stuart Neely, RID Publications Lynne Wiesman Clay Nettles, RID Executive Director

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Open to All: How to Ensure Accessibility How often do you think about accessibility? Chances are, unless you have recently broken a leg or taken your Great Aunt Hilda out to the store, you have not thought about it too much. In our role as Sign Language Interpreters, we are knowledgeable about the need to ensure language and communication accessibility. In actuality, there is much more involved than making sure there is a professional interpreter at your meetings and events. Accessibility is really about equality. Equal access is making sure that everyone has a voice and an opportunity to understand and fully participate in any event or activity. The vast majority of those in our profession are able-bodied, hearing people. By virtue of that simple demographic, awareness of the steps to ensure accessibility for all can be overlooked. For many, when the concept of accessibility is mentioned, the ADA (Americans with Disabilities Act) comes to mind. Wide doorways, lever handles on doors, accessible bathrooms, flashing strobes on fire alarms and providing interpreters are some of the nuts and bolts of the ADA; those are the details that make engineers happy and business owners cringe at the expense. It is often referred to as following the letter of the ADA; however, we should also strive to capture the spirit of the ADA and its’ intended purpose, heart and soul. Going that extra step to do the right thing to accommodate all is the goal. Going that extra step is also in the language that we use. If you notice, in this section, the word “handicapped” is never used. Neither is “differently-abled”, “physically challenged”, or “handi-capable”. Those are terms developed by able-bodied people in an effort to be more politically correct. The terms accessible/accessibility, person with a disability, and someone using a wheelchair are all words or phrases that carry a more positive connotation than “handicapped” or the other terms. Of course, much like there are individual preferences within the d/Deaf community for the words chosen to selfidentify (Deaf, deaf, hard of hearing, hearing impaired, etc.), there is no single answer or word in the disability community. Identity, of course, is a personal choice. OK, so you know that you need a working interpreter at meetings and events when there are d/Deaf present, but how often are there d/Deaf affiliate chapter members on a planning or coordinating team? When planning a conference or event, having both d/Deaf and hearing members on the planning committees is optimal. Having d/Deaf members on executive boards and affiliate chapter committees enriches the dynamics and content of the various groups. The groups can then provide a balanced and fair representation of the people with whom we work and will honor the diversity of the profession. For any event, workshop or conference, the official languages, at the very least, should be ASL (American Sign Language) and English (in some locations, Spanish or French/Quebecois should also be included). At any event where there are d/Deaf people present, everyone should be encouraged to use ASL or the native visual language. It is the common

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language we share and by using it, all event participants are included and all are on equal ground. Now I’ll ask you to think about the physical and logistical aspects of your events. • Are your meetings or events held in buildings with steps but no ramps? • Are they upstairs in a building with no elevator? • Are the rooms large enough to accommodate scooters and wheelchairs along with the regular seating? • Are the tables in meeting rooms high enough so that someone using a wheelchair can comfortably sit at them? • If you are having an event large enough to require aisles and a microphone, are aisles wide enough to accommodate mobility impairments? • Are there spaces at the ends of the rows to accommodate scooters or wheelchairs? • Are the bathrooms accessible? • Are the fire alarms visually accessible? • Can the meeting or event occur in more accessible location? HIDDEN DISABILITES: Many people live with disabilities that go unnoticed and therefore unaccommodated. Examples of such disabilities include: • • • • • •

Scent and/or environmental chemical allergies and sensitivity Cognitive delays Epilepsy Mental Illness HIV/Cancer/Depression Etc.

The results of those not being considered can range from something minor with shortterm effects to extremely serious. If you are planning an event and are not sure of what might be needed to be fully accessible and inclusive, you can contact your local Center for Independent Living, Protection and Advocacy Office, or Office for Persons with Disabilities for advice. Having a person with a disability “walk through” your event site, taking note of what might be needed or changed, would also be advisable. After all, who best to know what is needed than someone who lives with a disability every day? All of these are seemingly minor considerations, but for someone with a disability, the little things, especially the language chosen and the attitudes of the organizers, staff and volunteers, really make a difference. That’s what I meant by following the spirit of the ADA. It’s the difference between feeling like an inconvenience and feeling welcome.

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A Checklist for General Accessibility Yes

No

1) Is there accessible parking? If so, how many spaces? 2) Is there at least one “extra wide” parking space to accommodate a van with a lift? 3) Are there curb cuts near the accessible parking? 4) Are there curb cuts near the main entrance to the building? 5) If there are stairs, is there also a ramp, lift, or alternative entrance? 6) Can doors be opened without too much force? (less than 5 lbs of force – try opening it with one or two fingers) 7) Are there power doors? 8) Do fire and emergency alarms have both visible and audible signals? 9) Are the entrance(s) and meeting room doors wide enough to accommodate a wheelchair or scooter (32”)? 10) Are there accessible restrooms; stalls large enough for a wheelchair to turn around? 11) Is the event being planned by a d/Deaf and hearing team? 12) Are there interpreters provided? 13) Are the tables in meeting rooms high enough to accommodate someone in a wheelchair? (Wheelchairs are roughly 2”-4” higher than a regular chair.) 14) If there is an opportunity or need for general audience comments using a microphone, can a person in a wheelchair, scooter or using crutches/cane get to the microphone? 15) If you are serving beverages or food, especially a buffet, is it placed at a height that can be reached independently by someone using a wheelchair or scooter? 16) If a Blind or Deaf-Blind person is expected, are there materials in Braille and/or large print format, and/or are the documents on a disk so that they can be made into large print on the spot? 17) If a Deaf-Blind person is expected, have the appropriate interpreters been scheduled? 18) If someone arrives with excessive perfume or cologne, is someone prepared to ask him or her to leave or sit farther away?

This is by no means an exhaustive list. It is merely a beginning and a framework with which to start. For events being planned that require an overnight or weekend stay in a hotel, the following checklist is used by RID for National Conferences.

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Hotel Accessibility Review (American Public Health Association) Hotel: Address: Hotel Contact/Title: Phone: Parking, Drop-Off Areas, Hotel Entrance 1) Is there overnight accessible parking in the garage adjacent to the hotel? 2) Is there valet parking? 3) Can the hotel garage accommodate raised roof accessible vans (8'6" high)? 4) Are there curb cuts leading from the valet parking area to the main entrance? 5) Are there curb cuts at the passenger drop off area? 6) Are there accessible on-street parking spaces in front of the hotel? Where are these located? 7) How many main entrances are there to the hotel? 8) If there are stairs at the main entrance, is there also a ramp or lift? 9) Can doors be opened without too much force? (i.e. less than 5lbs of force) 10) Is the main entrance equipped with power doors? 11) If there is a vestibule, is there adequate space (48") for a wheelchair to rest free of the door swing?

Yes

No

Public Areas 1) Does the accessible entrance provide direct access to the main floor, lobby or elevators? 2) Is the registration desk accessible to a wheelchair user? 3) Is there at least one wheelchair accessible pay or public phone (clear floor space of at least 30"-48" in front)? Location? 4) Is there a phone equipped with text telephone TTY or TDD? Where is it located? 5) Is there at least one drinking fountain with clear floor space of at least 30" by 48"? Where is this located? 6) If there are raised or sunken public areas, are the same services available on the accessible levels? 7) Is there an accessible route to all self-service areas? 8) How many wheelchair accessible public restrooms are there? # Men's: Location(s): # Women's: Location(s): 9) Do fire and emergency alarms have both audible and visual signals?

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Meeting Rooms 1) Do doors into public spaces and meeting rooms have at least a 32" clear opening? 2) Do permanent room signs comply with requirements for accessible signage? 3) Is there at least 18" of clear wall space on the pull side of the door, next to the handle? 4) Are door handles 48" high or less (are they operable with a closed fist)? 5) Is there a portable assistive listening system available? 6) How many floors are meetings rooms located on? 7) Please list any meeting rooms or public areas that are not accessible:

Restaurants 1) How many food outlets/restaurants are on property? 2) Are all food outlets/restaurants accessible to people in wheelchairs? Hotel Amenities 1) Are all recreation areas/exercise facilities on an accessible route of travel? 2) Is the hotel business center accessible? 3) Is the pool area accessible? 4) Is the pool equipped with a lift? 5) Are both the men's and women's changing room on an accessible route of travel? 6) Are accessible lockers available in both the men's & women's changing rooms? 7) Do both the men's and women's changing rooms have one accessible roll-in shower with a hand held shower on a hose with an adjustable height bar? 8) Is there a folding seat for the roll in showers? Elevators 1) Do elevators have visible and audible door opening/closing (one tone = up, two tones = down) and floor indicators? 2) Do the elevator controls inside the cab, and the call button outside, have raised and/or Braille lettering? 3) Are elevator controls (inside and call button outside) located at or below 54"?

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Accessible Guest Rooms 1) How many total guestrooms are there in your property? 2) How many wheelchair accessible rooms are on property? 3) How many of these accessible rooms have roll-in showers? 4) Is there adequate space for a rollaway bed? 5) Are king, queen and double bed options available in accessible rooms? 6) Does the door have "lever" hardware? 7) Does the door have a lock with a key that is easily operable with one hand? 8) Is the security lock easily operable and located within 48" of floor? 9) Are air-conditioning controls, light switches, etc. within the range of reach? 10) Are closet rods located within the range of reach? 11) Are drapery controls easily operable? Bathrooms in Wheelchair Accessible Guest Rooms 1) Is the door at least 32" wide? 2) Is there at least 18" clearance on the pull side? 3) Does door have lever hardware? 4) Is the threshold of the door less than 1/2" high? 5) Are there grab bars behind and on the sidewall nearest to the toilet? 6) Is the toilet seat 17" - 19" high? 7) Is a built in transfer seat provided at the tub? 8) Is a portable tub seat available? 9) Are grab bars provided on the sidewall of the tub? 10) Does the sink provide 29" of clearance below the front apron? Is the sink rim no higher than 34"? 11) Is the sink faucet operable with a closed fist? 12) Are soap and other dispensers 48" high or less and usable with one closed fist? 13) Is there a roll-in shower (min. 36" x 60")? 14) Does it have a folding seat? 15) Is there a hand held shower on a hose with adjustable height bar? 16) Is the shower control operable with a closed fist? 17) Are towels and other amenities located within the accessible range of reach?

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Rooms for Guests with Hearing Loss 1) Do you have in-house kits that can be installed in guestrooms for people who are deaf/hard of hearing? And if so, how many kits do you have? 2) Do your kits include: Notification device for door knocking? Notification device for telephone ringing? Notification device for alarm clock? Text telephones (TTY or TDD)? 3) What else do your kits include? 4) Do all TVs have closed captioning? If not, how many do? 5) Are there visual emergency warning devices in all accessible rooms? Usability of Standard Guest Rooms 1) Do standard rooms have a minimum of 28" clear opening width? 2) What is the clear opening width of the bathroom door? 3) Do standard rooms have grab bars on the tub walls? 4) Is there adequate space between beds and furniture for a person using a wheelchair or scooter? 5) Are lights and temperature controls within an accessible reach?

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Registry of Interpreters for the Deaf, Inc. Affiliate Chapter Relations Committee

Affiliate Chapter Handbook Third Edition Section 31

Bits & Bytes: Leveraging Internet Technologies to Facilitate Distance Meetings

© Copyright 2006, 2004, 2003 Registry of Interpreters for the Deaf. Written/Compiled by the Affiliate Chapter Relations Committee, 2001-2007.

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Editor’s Note

This section is one in a series of sections of the Affiliate Chapter Handbook intended to assist affiliate chapters in developing and maintaining a functional chapter of the Registry of Interpreters for the Deaf, Inc. Each section has been prepared with the needs of the affiliate chapters in mind based on feedback provided to the Affiliate Chapter Relations Committee (ACRC) by the membership during the 2001 RID Convention, Orlando, Florida, and from the Affiliate Chapter Relations Committee survey of affiliate chapters. The ACRC Mission Statement: It is the mission of the Affiliate Chapter Relations Committee to clarify and strengthen the organizational structure of the Registry of Interpreters for the Deaf, Inc. by acting in an advisory capacity, representing the interest of the affiliate chapters and promoting best practices so that affiliation is valued by chapters and by individual members. The design, organization and composition of the membership of affiliate chapters across the country vary. To accommodate the diversity of affiliate chapter needs, each section (or parts thereof) may not apply to every affiliate chapter. The challenge was to develop all-inclusive sections with the understanding that each individual affiliate chapter may or may not need the information in its entirety. The Affiliate Chapter Handbook is intended to be a “living document” with updates, additions and/or deletions made accordingly and in a timely manner by the ACRC. Suggestions and inquiries to the Affiliate Chapter Handbook or the ACRC may be directed through the RID National Office, Membership Services Coordinator, or via email at [email protected]. The Affiliate Chapter Relations Committee would like to express its’ sincere appreciation to the following individuals for their assistance with various sections of the Affiliate Chapter Handbook. Cultural Diversity in Leadership Committee, 2003-2005 Janet L. Bailey, RID President, 1991-1995 Daniel Burch, RID President, 1995-1999 Joe Patton, RID Membership Services Cindy Farnham Libby Pollard Julie Simon Ben Hall, RID President, 1999-2003 Christine Smith Elizabeth Mendoza Paula Gajewski Mickelson Linda K. Stauffer Stuart Neely, RID Publications Lynne Wiesman Clay Nettles, RID Executive Director

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BITS & BYTES: Leveraging Internet Technologies to Facilitate Distance Meetings Contributed by Lynne Wiesman, MBA, CI/CT, SC:L, Master Mentor The business world is experiencing rapid advancements in technology as our fast-paced world struggles to keep up with the lightening speed with which our communication options are changing. These technological advancements, especially with respect to communication options, have impacted the field of interpreting in some dramatic ways including ways in which interpreters receive work, communicate with agencies, provide work, and in conducting meetings such as mentoring and affiliate chapter communications. As with many things, there are benefits and drawbacks to leveraging Internet technologies to facilitate communication and meetings. With the help of some basic guidelines, these drawbacks can be minimized. Or to borrow from a popular business tool developed by Robert Karasek (now adapted and utilized by interpreters), recognizing the demands of each environment will aid in also recognizing and developing tools or resources (aka controls) to offset those demands. The following provides a few of the ways in which an RID affiliate chapter may communicate and host meetings, some of the benefits and drawbacks to each, as well as resources, terminology, and some basic guidelines to minimize the impact of the drawbacks. The basic areas for distance communication and meetings are e-mail, instant messaging, Internet chat, listserv, and video conferencing. A chart is available in Appendix II providing information on each of these forms of communication. It would behoove any affiliate chapter contemplating utilizing any of these technologies to consider the access (physical, linguistic, and psychological/emotional) or lack thereof that those who will be participating in the meetings will have to these various technologies. Research shows that there are still many who do not have access to e-mail, the Internet, or have knowledge of these communication options. Some of these methods might also presuppose a competent working knowledge of written English which can create difficulties for those for whom English is not their first language since participation in an online type meeting (apart from video conferencing) relies solely on a written form of a language. With that said, information in the form of a matrix of technology options and corresponding information has been provided to assist you in selecting the right option for your affiliate chapter as well as some very basic information on getting started. There are some common issues affecting all text-based meetings: language use and conveying affect. Often without the presence of visible affect, text can and is misconstrued. There are tools to assist with conveying affect across a text-based medium. The use of “emoticons” can assist with artificially and intentionally including emotional information in a message where the text alone can’t or doesn’t express it. Examples of these are :) to indicate a smile, :( indicating displeasure, and :x (which is context dependent) can convey a mistake or an unwillingness to speak on an issue. A

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comprehensive list (yet never exhaustive since new items are added daily) can be found at http://www.netlingo.com/). In terms of language, the over abundant use of acronyms is a tool to aid in speeding up the communication but can be confusing and disconcerting to those unfamiliar with their use. Acronyms such as the RID related examples found in Section 26 create a sort of common shorthand and have become, in fact, new words in “interneteze”. A plethora of these have been spawned and are in use in e-mail, text messaging, and chat rooms. An affiliate chapter may elect to not permit the use of acronyms in order to ensure that all participants can access the information without having to seek clarification. The URL provided above contains a link to many commonly used acronyms or shorthand. Along with common language, there are shared rules creating a “culture”, and breach of that culture (even innocently) can create unnecessary problems. There are basic concepts that a newbie to Internet communications may breach unknowingly. Typing a message using all capital letters is a technique used for emphasis but also can be construed as screaming. There are various ways to provide emphasis such as using the bold font feature or proceeding and following a word with asterisks. These can ensure that the perception by the reader is not that they are being screamed at but more accurately that a particular word or phrase is being emphasized. Examples of these forms of emphasis are: • • •

Emphasizing a *word* using asterisks Emphasizing a word using bold font Emphasizing a WORD using capital letters

Another common issue is one of typographical errors and leniency to permit non-standard use of English. An affiliate chapter may elect to require that all asynchronous communication (e.g., the communicators need not be participating in the communication at the same time such as with e-mail) be prepared professionally and any synchronous communication (e.g., the communicators are participating in the communication at the same time such as internet chat) be less formal. In terms of e-mail and any type of online communication, an affiliate chapter should always remain cognizant of the fact that these forms of communication, while hoping they remain confidential and between the sender(s) and intended receiver(s), CAN be forwarded to non-intended recipients much more easily than traditional meeting communication. The issues surrounding this relate to the type of communication and the level of confidentiality needed. Developing a contract for board membership and participation in meetings requiring confidentiality (e.g., discussions of alleged breach of certification) would be advisable. While there can never be full assurance that this will not occur, the presence of a contract/agreement and ramifications for doing so will assist in curtailing it.

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Electronic mail (e-mail) is one of the more basic, yet popular, forms of communication. Virtually everyone can have access to e-mail without a computer or Internet connection. Local libraries, community colleges, and universities have computers and free web-based mail accounts such as with Yahoo! and Hotmail can be established. These are limited in the amount of messages and/or attachments one can receive and must be cleared out regularly to risk e-mail bouncing. Yahoo! does have a feature available to enable the purchase of additional space for a nominal amount per year. For many, e-mail has become the primary form of communication but it can be frustrating if awaiting a response to a time-sensitive issue as it is highly dependent upon the frequency of the recipient checking his/her e-mail. Something to remember is that you are writing without the benefit of the reader seeing your face and hearing/seeing intonation. It is good practice to read and reread messages prior to sending and if it is a response to a sensitive topic, to respond within 24 hours. As the reader, try to imagine the many ways the writer might have meant something and a good rule of thumb would be to give the benefit of the doubt; check first if there is a doubt. For posts to a number of people (e.g., all board members, all members, etc.), placing all of the e-mail addresses in the bcc (blind copy) line will maintain the anonymity of the recipients. For most e-mail programs, you can leave the “to” line blank but if yours is one that does not permit this, put your own e-mail address in the “to” line. For the recipient’s ease in reading, snip a copy of the original e-mail to which you are responding, if applicable, to provide context and a frame of reference. Most e-mail programs can be set up to automatically do this. What might be obvious to someone who reads “I agree with that and how can we start?” may not be obvious to a person who has read and responded to 100+ e-mails since the last e-mail exchange. Remember that messages can be forwarded on without the sender’s knowledge! Instant Messaging (IM) is quite the rage. Many individuals have access to it via pagers and cell phones. It can allow a person to participate in a one-on-one discussion anywhere that person has a signal. It can make downtime on a train a very productive time, leaving time at home to focus on other issues. Instant messaging is quite simple and after the free download and set up/selection of a screen name (SN) and password as well as finding out your “buddy’s” SN and password and putting them in your buddy list, you are set. The only thing left is to set a date and time you will meet; then, one person needs to “IM” the other. The discussion can be saved to review at a later time and is quite easy to follow with only two people participating.

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Many of the same rules for talking on the TTY apply to instant messaging and use some of the same abbreviations. Because of the speed of transmission, senders are prone to mistakes; however, like TTY communication, people rarely correct spelling as it prolongs the communication unnecessarily. Again, because these conversations can be saved, remember that they are easily forwarded to others. Do not say in an instant message what you might not want the world to know. Some general reminders about any of the previous written forms of Internet communication are that: Speed of the transmission makes senders prone to mistakes Miscommunication via written forms of English is possible They presuppose a competent working knowledge of written English Internet Chat (I Chat) is similar to IM but differs in one distinct way – more than one person can participate. Compared to the one-to-one nature of IM, this can be a blessing or a disaster! Having more than one person participating in a chat can mean multiple threads and overlapping questions/responses that can lead to total confusion and chaos. Some basic rules need to be developed and agreed upon, such as: 1. Always address the person to whom you are responding (if answering a question or responding to a statement) 2. Always reference the topic/question to which you are responding (e.g., Lynne, you asked whether 5 people is enough and I think 5 people can handle this task.) 3. Designate a moderator who can itemize and prioritize what will be discussed and the order in which it will be discussed (e.g., 3 issues have been raised, let’s talk about how much $ we need, then how to raise it, and 3rd what date we decide that we can’t make it, ok?) When chat rooms are established, remember to make them private so that every chat surfer is not entering your room, unless you would like to make your meetings open to the public. Be aware that some may enter who are not even remotely affiliated with your affiliate chapter business. There are ways around this such as announcing there will be a meeting via the chat, having one person responsible for chat invitations, and having any member who wishes to observe/participate in the meeting send a private IM to that person to request an invitation. If your group wants to have part of the board meeting public and part private, it would be wise, if possible, to have the private portion first then open it up (start inviting) for the public portion. If it is necessary to have the private session last or there is a need to go into a closed-door session following something raised in the public forum, a new separate

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chat room can be established and the private members can simply switch over to the private one. Another nice feature of most chats is that people can have private IM discussions outside of the chat room. These are akin to sitting in the back of the room and having a discussion without it disturbing the process. However, if you have a primary role in the meeting, it is strongly suggested that you minimize this outside talk and focus on the meeting because with multiple participants, the information can be exchanged at a rapid pace. Someone not paying attention and posting late or asking for information to be repeated will only exacerbate the process. Chat software is the same software used for instant messaging such as can be found at AOL or Yahoo! Listserv is a bulletin board where unlimited members can exchange ideas and all postings go to all members via their e-mail addresses (or can be checked on the listserv site). In a listserv such as yahoogroups.com, the messages can be viewed in several ways, which gives the members more options to suit their particular needs. 1) Messages can be sent to the member’s e-mail and responded to in-kind. These messages can be received individually (each time another member sends a message, an individual e-mail is received) or in a daily digest format that compiles all of the messages sent in one day and sends them as a list. There can be a few benefits and drawbacks to each: a. Individual e-mail – the e-mail is message is received quickly, however, for very active listserv, this can mean an additional 20+ messages on top of a person’s normal e-mail volume. b. Daily digest – one e-mail daily with all of the day’s discussion. However, for those who like to participate, it may mean not having the opportunity for those quicker on the draw. Additionally, digests can be quite tedious to read through and “digest” if people are replying to messages and snipping or quoting the previous message. This can mean redundancy in terms of reading and rereading messages. 2) Members who prefer not to receive e-mails can view the messages online at the listserv website. This requires being a member of the listserv in a slightly different way than just receiving e-mails. The sign-up process, while not overly burdensome or complicated, is not foolproof and people often have difficulties at this stage, which is a consideration in terms of a tech person who will handle these issues. Many a listserv have other features which can be quite useful for a group, including: • Privacy – a listserv can dictate who belongs, rules for participation, file uploading and viewing, etc. • File uploading and sharing – this allows members (or just moderators) to upload files to be shared with the members.

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• •

Archived messages – new members can review messages “catch up” without the need for lengthy explanations. Chat – similar to the previously mentioned I Chat, this already has a privacy feature built in and only members of the listserv can use this. Some chats through listserv cannot be saved so if this is important, make sure you have checked this out prior to hosting a meeting.

Similar guidelines apply regarding overlapping discussion threads and it is helpful if members ensure that they minimize responses by reading all of the messages before responding, putting accurate information in the subject line because many topics will change as a discussion continues, snip a copy of the original e-mail, and address a person or topic when responding to something. A helpful tool is a listserv guidebook (remember, there is no “e” at the end of listserv) that can be found at: http://members.aol.com/Shugosha/listserv.htm. Video conferencing – while this format requires the most in terms of technology capability, set up, and use – it is also the only one of the technologies mentioned here that is accessible to visual language users. This is the most complex of the aforementioned. For the sake of space, this article will not go explain, in depth, the technology needs and set up processes. However, the basic requirements for a one-to-one web cam conversation are: • A high speed connection ƒ Cable ƒ DSL ƒ T1 or T2 – found in many offices, schools, and libraries • Web camera – models can be found quite inexpensively – ƒ Logitech has a range of models and prices ƒ Sorenson has a unit called a videophone (manufactured and sold by DLink also) which is distributed free to Deaf people – this does NOT require a computer but does require a TV and an internet connection • Video conferencing software ƒ Sorenson’s Envision is a free download and is quite user-friendly and good quality ƒ Net meeting comes in all Microsoft based products ƒ I Chat is a Macintosh version – crossing platforms with this can be problematic Video conferencing via the above methods is only good for one to one discussion (one web camera connection to another) and will not permit multiple connections without an expensive software program. That technology is rapidly advancing, though, and there are software packages being marketed that will allow several connections to view each other. However, this type of connection can be quite effective and eliminates all of the textbased issues mentioned previously as long as connection speeds are high enough.

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Otherwise, with a speed of 15 frames per second, the result may be a signed message that is not intelligible and/or so slow so as to make the use of such technologies more cumbersome than beneficial. In order to connect with someone, you must know their Internet protocol address (IP), which can be found by going to www.myipaddress.com. Again, tech issues run rampant and at any juncture, there could be problems. One common problem is when a person’s video equipment is behind a router that acts like a firewall, not allowing people in or out. This necessitates opening up the ports that your video equipment needs which means going into the router’s set up. This is best handled by calling the technical support number for the company that makes your specific router. Since this is a very common problem, it is a relatively easy one for them to troubleshoot. You will also know you have router problems if either one of the two trying to connect sees only a black screen. There are also very high-end video conferencing options used at schools and businesses that do permit multiple connections. Some, though, have limitations in terms of communicating across the Internet and are designed to work between specific sites. However, if your need is to link up all affiliate chapters for a membership meeting, check out your state government’s resources as many state government offices are moving to video conferencing as a cost-saving measure over having employees travel to various parts of the state. There have been discussions at the national level of RID about how to make the business meetings more accessible to those who are unable to attend, to allow those people to participate and to vote on issues before the membership. This option would require a live feed to the Internet for others to observe and ideally to communicate back in some fashion. The issue of voting is one that has not been overcome due to cost constraints. A smaller group of affiliate chapters may be able to bypass this issue by having members call in, instant message, e-mail, etc. On a larger, national scale, that was not deemed feasible or practical. Streaming video requires assistance and any affiliate chapter wishing to explore this possibility should contact a local company with expertise in web-based video streaming. In summary, whatever the communication option chosen, the key word is “option”. Given the rural nature of many affiliate chapters, it is now feasible, leveraging Internet technologies, to include people in the voting processes at face-to-face business meetings, including members of an affiliate chapter who were previously unable to attend. Whatever the option chosen, there should always be training provided in the form of a user’s manual, tips for communicating, and technological recommendations and assistance for all who will participate. Training on the front end can be perceived as unnecessarily time consuming; however, that time spent on training can prevent communication fiascos, confusion, and problems from which an affiliate chapter may have a difficult time recovering. The opportunities afforded by technology are limitless!

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Appendix A Chat Room Protocol for Online Meetings Incorporated by Glendia Boon MODERATOR: The moderator of the online chat will be the committee chair or his/her designee. The moderator will collect all screen names prior to the meeting in order to invite all members into the chat room. S/he will arrive ten – fifteen minutes before the meeting in order to send out invites as participants sign on. S/he will also turn on the chat room log so s/he will be able to scroll back to check dialogue and have a record of process minutes. The moderator will send out the agenda prior to the meeting. A reminder will also be sent to participants to have the agenda available so that the meeting will be easier to follow. The moderator will start the meeting with roll call. The participant’s name will be typed and the participant will be given a few moments to respond with “present” in order to be considered in attendance at the meeting. The moderator will then go through the agenda. After completion of each agenda item, the moderator will do a “whip” and see if there are any additional comments or questions. Participants will respond with (N) for no or (Y) for yes. If the answer is (N), the moderator will move onto the next person. If the answer is (Y), the moderator will ask the participant to go ahead with his/her comment or question. The moderator will do a final “whip” at the end of the meeting to make sure participants have an understanding of what has taken place in the online meeting. The moderator will also acknowledge participants who express they have comments and questions. They will do so when the participant types (!) for comments and (?) for a question. The moderator will keep up with the online conversation to make sure of the correct order of participants who wish to make comments or have questions. PARTICIPANTS: Participants are the members of said committee that is holding the online meeting. A participant may participate in discussions by making comments, asking questions and signifying that s/he is finished with her/his statements or has had the question answered to her/his satisfaction. To make a comment, the participant will type (!) and wait until acknowledged by the moderator before typing his/her comment(s). To ask a question, the participant will type (?) and as stated above, wait until acknowledged by the moderator. When the participant has finished his/her comment(s) or has had his/her question(s) satisfactorily answered, the participant will type (GA) to signify that the moderator can move to the next person or topic.

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Sample: Moderator: Good evening everyone. Welcome to our online meeting. It is time to start our meeting, but first I will take roll. Moderator: Anthony Participant A: present Moderator: Blaire Participant B: present Moderator: Cathy Moderator: No response from Cathy. Perhaps she will join later. Moderator: Dave Participant C: present Moderator: We have 4 of 5 committee members here at this time. Let’s move on to our first agenda item. Moderator: First on the agenda is the matter of the electric bill. We were over budget on this line item last month. Participant A: (!) Moderator: We are looking into why the bill was so high. Participant B: (?) Moderator: One reason is that the basement light was left on for two weeks before the janitor detected it. I see Anthony has a comment. Anthony please type your comment. Participant A: I noticed that there are a few windows that are not properly caulked. We are running the air conditioner at full blast and I have noticed that we are still feeling a bit on the warm side. Perhaps this is a reason why our electric bill is so high. GA Moderator: Thank you for bringing that to our attention Anthony. I will have the janitor check the windows and follow up with a repair requisition. Moderator: Blaire, I see that you have a question. Please type your question now. Participant B: I did not receive the total amount of the electric bill. How much over budget are we? Moderator: The electric bill has been running about $85 for the three previous months before the bill in question was sent. The bill for last month’s electricity use was $164. As you can see, that is almost twice what we normally pay. GA Participant B: Thank you. GA Moderator: I believe that takes care of this matter. I will have the janitor check the windows. I will write a reminder note to be posted near the basement door to make sure lights are turned off when leaving the building. Moderator: I will do a quick whip to make sure there are no additional comments or questions. Moderator: Anthony Participant A: N Moderator: Blaire Participant B: N Moderator: Dave Participant C: N

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Moderator: Great. We will move onto the next agenda item. Additional notes AOL Chat Room The moderator (person setting up the room) will have a lightning bolt symbol by his/her name. The moderator will also have the tools to close the room (all members will be “kicked out” of the room) and eject individual members.

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Appendix B Type Electronic mail

Description Individual messages sent via the internet

Instant Message

Conversing • Free one-on-one by • Save as file & exchanging of forward to text-based others messages in a • Can real time format participate on pager

Internet Chat

Multiple users • Free conversing by • Unlimited exchanging of participants text-based (people on messages in a pagers real time format typically cannot participate)

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Benefits • Asynchronous • Convenience • Free services available

Drawbacks • Affect not conveyed • Net lingo • No guarantee of privacy

Controls Technology Needs • Emoticons • Computer or Pager (comprehensive list • Internet Connection available at (dial-up or http://www.netlingo.c broadband) om/) • ISP (internet service provider such as Earthlink, AOL, etc.) • Emoticons • Computer OR • Utilizing terminology Pager with instant messenger program similar to TTY communications (e.g., • Internet Connection GA, SK, etc.) (dial-up or broadband) • Stay on topic • Forced pauses giving • ISP (internet service provider) all ample time to participate

• Synchronous • Limited to 2 people • Written English • Affect issue • Net lingo • Privacy issues • Typing speeds • Overlapping topics • Turn-taking issues • Synchronous • Net lingo or • Computer Acronyms (list • Overlapping • Internet Connection available at discussions (dial-up or • Archival (not all) http://www.netlingo.c broadband) om/) • ISP (internet • Privacy issues • Contracts/Agreements service provider) of confidentiality • Designated note taker

Resources • www.hotmail.com • www.yahoo.com • www.msn.com

• www.aol.com • www.yahoo.com • www.icq.com

• www.aol.com • www.yahoo.com • www.icq.com

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Type Listserv

Video Conference

Description Exchange of message within a defined group of members

Benefits • Free • Asynchronous • Messages archived on listserv • Messages can come to e-mail • Replies to all automatically Communication • Visually via live video accessible over the internet • Rapidly increasing accessibility

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Drawbacks • Sign-up can be complex • Voluminous correspondence • Direct replies • Responses for digest messages • Privacy issues

Controls • Sign-up & follow-up technical assistance • Moderator (comoderators if possible) • Frequent posting of reminders of communication protocol • Most home• Technical assistance based programs provided throughout limited to 1 on 1 • Explicit agreement for • Can be complex seeking clarification set up and • Proper background troubleshoot and clothing to make process communication more visually accessible • Can limit communication style (e.g., less fingerspelling)

Technology Needs • Computer • Internet Connection (dial-up or broadband) • ISP (internet service provider)

Resources • www.yahoogroups.com • http://members.aol.com/ Shugosha/listserv.htm • http://www.lsoft.com/pr oducts/listserv.asp

• Web camera • www.sorenson.com • Broadband required: • www.myipaddress.com Cable, DSL, T1, or • www.logitech.com T2 • Computer • Video conferencing software • IP addresses

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Registry of Interpreters for the Deaf, Inc. Affiliate Chapter Relations Committee

Affiliate Chapter Handbook Section 32

Planning A Retreat: A-Z

© Copyright 2007, 2006, 2004, 2003 Registry of Interpreters for the Deaf. Written/Compiled by the Affiliate Chapter Relations Committee

Planning a Retreat: A to Z So it’s that time of year again…time to plan the annual retreat. Or perhaps this is the first time someone has made the suggestion. Or perhaps it is a tradition that was forgotten and is now being resurrected. Whatever the reason or whoever made the suggestion, you are charged with planning a retreat. This section will help make your planning easier, and help you not to forget any of the important details. At least Three Months Before The first thing that needs to be done is establishing a planning committee. This can be the board, general members; or a combined group; there is no right or wrong answer here. The most important component is that those involved are interested, willing to work hard and excited about planning a retreat. The first thing the committee will need to do is determine the purpose of the retreat. Do you want to bring your chapter closer together? Do you need to reenergize the group? Do you need to offer interpreting skills training or leadership development? Once the goal is decided it will be easier to plan the rest of the retreat. Make sure you keep referring back to the purpose of the retreat during the planning sessions, so you can see if you have drifted away or stayed on course. Next, you will need to think about the length of the retreat. Will it be overnight? A whole weekend? Just an afternoon?? And where will the retreat take place? A hotel? Someone’s home? A retreat Center? These two items need to be figured out all together, for each will have an influence on the other. Shortly thereafter a budget needs to be devised for the retreat. Will the retreat need to be self-sustaining? Will the chapter be able to contribute any money toward the cost of the retreat? How much is reasonable to expect each participant to pay? Will food and snacks be provided as part of the retreat or will each person be responsible for finding food on their own? Again, these components will be influenced by the purpose, length and place the retreat will be held. Decisions about a maximum number of participants, required deposit amount dates of registration and a refund policy should also be determined at this time. Once these things have been determined, smaller committees can be established and the larger group can disseminate and tackle each part of the retreat as a separate venture. Two Months Before Next, determine the format and develop an agenda for the retreat. Contact any outside resources if needed (presenters, entertainment. etc.) and engage their services. Don’t

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forget to look at your membership base and see if there are any resources you can use. Make sure to leave time in your agenda for informal social interaction. It is never too early to send a save the date notice. Publicity should start as soon as the date and purpose of the retreat has been determined. Sending information (via mail or email) to the membership is important, and so is sending flyers to ITPs, mentorship programs, and other places where Interpreters may frequent. Approximately two months before the date of the retreat, a registration form for the retreat should be sent out to prospective participants. The retreat announcement and registration form should include directions to the site as well as cancellation information (example: snow cancellation policy). Make sure you have one person willing to collect the applications and money, confirm receipt of such, and send out information about accommodations (if applicable) in a timely fashion. One Month Before Finalize the agenda by confirming with each presenter or facilitator; make sure to have emergency contact numbers for presenters, and provide them a way to get in touch with you in case of last minute issues. Find out what a/v or copying needs each presenter may need and prepare for each session by securing enough materials for each. Confirm with the retreat site as to meal choices and/or room numbers and technical equipment if they will be providing any. Prepare any welcome packets including copies of the final agenda, participant lists, and any other general materials. Arrange for retreat “staff” to handle logistics during the retreat itself (check-in, moderating presentations, meal coordination, taking pictures, etc). After the Retreat At the end of the retreat, provide an evaluation form so the participants can share their experience with the planning committee. Also, have the committee plan at least one meeting after the retreat to review what went right and what should be done differently the next time around. The committee should type up a report to share with the board, including final attendee numbers, what the weekend included, and the final budget.

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RETREAT PLANNING GUIDE Why should your organization have a retreat? • • • • • • •

To set organizational goals To provide information and/or workshop sessions To increase morale and build team spirit To motivate members for the new year To evaluate the progress of long-term goals and objectives To get to know each other To get away and have FUN!

Who should plan the retreat? • Board • Planning Committee • General Members When should your organization have a retreat? • • • •

At the beginning of the year At midyear for an evaluation or a refresher Before new officer installation Before a major program

Length and time of year of retreat • • •

One day Weekend Fall, winter, spring, summer

Ideal Retreat Environment • • • • • •

Resort Hotel B&B Rustic Lodge Park Private home

Type of Content Desired • • •

Fun team-building programs Training workshops Planning sessions

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Ideal Number of Attendees • • • •

Maximum capacity of the facility Minimum required to hold retreat Ideal number to match goals (i.e. too many people may not be able to be a part of a team-building exercise) Presenter preferences as to size of groups

Training Topics and Activities • • • •

Skill-building Leadership development Team-building Planning

Retreat “staff” • Committee members • Board • ITP students •

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Retreat Budget Form Facility Cost

_________

Room

_________

Food

_________

Equipment

_________

Presenter Cost Fee

_________

Travel

_________

Accommodations

_________

Entertainment

_________

Misc: Copies

_________

Supplies (folders, pens, nametags, etc.)

_________

Mailing

_________

Total Cost:

_________

Chapter Contributions

_________

Number of participants

_________

Cost per participant

_________

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