---------- Forwarded message ----------
Date: Fri, 21 May 1999 06:46:33 -0400
From: Jim Vaglia <[log in to unmask]>
To: [log in to unmask]
Subject: THE ABC's OF A.C.B. CHAPTER DEVELOPMENT
(http://www.acb.org/chapdev.html)
THE ABC's OF A.C.B. CHAPTER DEVELOPMENT
A Project of
The Membership Committee
American Council of the Blind
1155 15th Street, NW, Suite 720
Washington, D.C. 20005
202-67-5081
800-2-8666
Fax: 1-202-467-5085
Website: HTTP://www.acb.org
E-mail: [log in to unmask]
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TABLE OF CONTENTS
I. Forming a Chapter
Resources & Assistance Organizational Structure
Finding Members
Becoming "Legal"
Organizational Documents
II. Getting Down to Work
Projects
Money
People
Awards and Incentives
III. Meetings
Before the Meeting
During the Meeting
After the Meeting
IV. Communicating What You're Doing
V. Conclusion
VI. Resources and Training Materials
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I. FORMING A CHAPTER
It takes only ten or more people who want to discuss common concerns about being blind or visually impaired to form a local ACB chapter or special interest affiliate. You may want to work for better services, access to information, transportation and programs. Forming a local chapter of your state ACB affiliate or a special interest affiliate can lead to improved services and programs in local communities.
Most large and effective national organizations have grown from a small local beginning. Organizing around mutual concerns, groups have grown and worked for better employment, rehabilitation, education, transportation, recreation and equal access for blind and visually impaired people.
The ACB Membership Committee developed this pamphlet to assist you with new chapter formation and day-to-day operations within your group. Improving established organizations are also included.
RESOURCES AND ASSISTANCE
The national office of the American Council of the Blind (ACB) can provide organizational aids, such as sample constitution and by-law materials, sample organizational brochures and newsletters. If you have access to the Internet, you can download these materials, or request them from the ACB national office. The URL for the ACB website is www.acb.org. The toll-free phone number for ACB is 1-800-424-8666. ACB staff answer the toll-free number between 2:00 and 5:00 p.m. (EST). At other times, leave a message and ACB staff members will return your call. The regular phone number is (202) 467-5081.
ORGANIZATIONAL STRUCTURE
A typical ACB chapter or special interest affiliate will be governed by a board of directors, including a president, one or two vice presidents, a secretary (perhaps a recording secretary and a corresponding secretary), a treasurer and several directors. All of these people will be elected by the members of the organization.
The board of directors should represent the widest possible spectrum of the membership. Try to achieve a mix of younger and older members, city and country residents, male and female members, etc. It is good to have representation on the board from all areas of the region the chapter covers.
The board serves as the "control" center of the organization. Its actions and decisions determine where and how the group's funds and energies will be expended. Board members must remember, however, that ultimate authority rests with the members and that the board's powers are limited to those provided for in the constitution and bylaws. Any board initiative is subject to ratification by the membership. In some organizations, the board is responsible for drawing up the budget and for deciding which activities will receive concentrated attention.
The president is usually the chapter's chief executive officer. This means that he/she carries out the wishes of the members as expressed in resolutions and board decisions. In addition to the official duties defined in the constitution and by-laws, the group depends on the president to set the long term course of action, to coordinate the work of the committees and to arbitrate disputes. While exercising leadership, the president guides, but does not dictate. It is generally accepted that a good president is genuinely interested in the members, is well informed on relevant issues, communicates clearly and concisely, offers praise and criticism tactfully and doesn't hesitate to take decisive action when necessary.
A good president is also adept at delegating specific responsibilities to committee chairpersons. Delegation, however, doesn't mean disinterest. The president must keep in close touch with committees to urge and assist at proper times.
Much of the organization's work is pursued on a continuing basis by standing committees appointed by the president. Volunteers to serve on committees are usually welcomed by the president. These committees deal with such areas as ways and means(fund raising), advocacy, legislation, publicity/public education, social activities and other general concerns. One time events or short term efforts are handled by ad hoc committees. Committee chairpersons should maintain detailed records of their work and report regularly to the president and membership at chapter meetings.
FINDING MEMBERS
The first step to form an organization is, of course, to identify and gather people. Prospective members can include fellow employees, members of blind bowling leagues, recreational organization participants, referrals from Lions Clubs and area ophthalmologists and optometrists, blind people listed on the city tax rolls at the tax assessor's office and former members of other blindness organizations. To recruit new members, and to publicize the existence of your new group, consider using announcements on radio reading services, radio and TV station community calendars, appearances on media talk shows and communications with your state vocational rehabilitation agency serving the blind and visually impaired. Your local library for the blind will sometimes circulate a notice in the area if you provide the neatly-printed notice.
BECOMING LEGAL
Community and/or state regulations regarding nonprofit organizations should be investigated. Requirements vary from simple registration to the filing of specific documents. An organization should consider whether it wants to incorporate under the state in which it exists. The provisions of the state code vary from state to state, but generally, the code says that an application for a charter must be filed. This application identifies the legal name of the organization, the purposes of the organization and includes the names and addresses of three incorporators. (These incorporators can be founders of the organization, interested individuals or any other residents of the State.)
The charter can be used when requesting tax exempt status with the federal government. Publication #557 can be obtained from the Internal Revenue Service. This publication contains instructions for seeking tax exempt status for your nonprofit organization. You are requesting status as a 501(c)(3) organization, which will allow you to use nonprofit mailing privileges (reduced rates). Also under Section 170(c)(3) of this IRS code is a provision for people to donate money to your organization and deduct that contribution from their taxes. It is best to seek an attorney's assistance in all these matters; a lawyer can save you much time and grief.
ORGANIZATIONAL DOCUMENTS
All organizations need a set of operational guidelines, which can be in the form of a constitution and/or a set of by- laws. Some organizations opt to adopt a separate constitution and by-laws because it is easier to amend by-laws than to amend a constitution. Care must be taken to see that they are in full accord with those of the national organization, the American Council of the Blind. A member of the ACB board of directors or national office staff can be helpful at this point.
Cassette, braille and large print copies of the ACB constitution and by-laws are available from the national office.
A typical constitution follows the format outlined below. If you choose to adopt by-laws only, the following areas should be included:
Article I Name of the organization
Article II Purposes of the organization
Article III Membership
Article IV Board of Directors
Article V Duties of the Board of Directors
Article VI Officers
Article VII Duties of the Officers
Article VIII Committees
Article IX Meetings
Article X Dues
Article XI Fiscal year
Article XII Amendments
Article XIII Dissolution
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II. GETTING TO WORK
After the foundation is laid, the organization is ready to go to work. This is a critical stage of development. A shaky beginning is sometimes hard to overcome, Progress may seem slow, but it will come.
The following pages contain some suggestions regarding structure and operation which will help to build a solid and permanent organization.
PROJECTS
Your organization was formed for the main purpose of improving and enriching the lives of the blind and visually impaired members of it, as well as members of this population in the total community. Projects involving rehabilitation, education, transportation, legislation and the general range of consumer services are essential to the fulfillment of this purpose. A well defined program of activities lends visibility and vitality to the chapter and gives people reasons for belonging to the organization. Here are some steps to take in planning relevant projects and programming for your members:
1. Determine needs with surveys, planning sessions and brainstorming.
2. Establish priorities in view of needs, funds and work force.
3. Set goals.
4. Strive to supplement, not duplicate, the efforts of other organizations and agencies.
5. Re-evaluate your needs and methods of operation periodically.
6. Record results and final evaluation.
Members working on a specific project should not be left alone to operate. Officers, directors and non-committee members should participate. This way, the project is integrated into the life of the chapter and more members are given an opportunity to contribute.
MONEY
Projects need to be financed, so raising funds is certainly very important to any active organization; Fund raising projects are a great way to involve many members of your group. Experience with ACB chapters across the country shows that it is more profitable and easier to start with several small fund raising projects. By being successful with several small projects, you con build confidence amongst your workers, and you'll be establishing a solid fund raising track record. Take on larger projects slowly. Soon you will be raising funds to help finance your service projects, and future fund raising efforts.
During fund raising projects, extreme care must be taken to protect the positive image and reputation of your organization. All workers involved should be reminded that the public will judge the worthiness of your chapter by what they see and hear during your fund raising campaigns.
Money-raising ideas that have worked for ACB chapters across the country include: garage sales, walk-a-thons, dances, raffles, corporate solicitation letters, celebrity dinners and the selling of practically every product imaginable. Be creative (and take a gamble once in awhile) to come up with new ideas.
Though one committee plans and supervises fund raising efforts, other committees, including the publicity committee, will certainly be important to the total effort. Therefore, coordination is really important. Keep everyone informed of your actions and progress.
The American Council of the Blind has always been extremely zealous in protecting its good name as a responsible solicitor of funds, and you, as a local affiliate of ACB, should be equally scrupulous. In the short run, being careful about fund raising may seem to be a needless hassle, but it pays off in the future as members of your community come to know that funds they contribute go to a good cause, that the money is properly spent and accounted for, and that your organization is always open and willing to answer questions about what you did with money raised from the public.
All fund raising activities by the American Council of the Blind fully comply with all applicable regulations and standards of not only federal, state and local governments, but also of voluntary philanthropic oversight organizations, including the Better Business Bureau. If you have questions about the legality of a fund raising practice, consult your attorney or the appropriate government agency (normally your state's Attorney General office). You may also consult with the ACB staff in the national office. Tread carefully when entering the world of the professional fund raiser. Most are honest and above board; some are not. Carefully and fully investigate the bona-fides of any professional fund raiser. Make sure that he is aware that you will hold him/her responsible for ethical and legal operation of fund raising drives. Be sure there are adequate checks and safeguards in place. The problems that come up with fund raisers are (like sins) of two types: those of omission and those of commission. Guard your organization carefully against both.
PEOPLE
An organization must continually recruit new members. The membership committee, because of its very important role, needs support from the president and the board. The membership chairperson should determine membership potential, establish goals, set a plan of action and arrange transportation and hospitality for prospective members at meetings. A capable and enthusiastic person is needed to direct these membership recruitment drives and to coordinate his/her efforts with the publicity and hospitality committees.
The president and the board must show a personal interest in the members and work to maintain enthusiasm by planning meetings, developing challenging assignments, helping with transportation and applauding individual contributions. Each member should receive a membership roster, a copy of the constitution or bylaws, a free subscription to the ACB monthly magazine, The Braille Forum, and a subscription to the state affiliate's newsletter (if they publish one). The sense of belonging can be enhanced by filling the members in on the background and history of the American Council of the Blind, their national organization. This discussion could be part of an organizational session, accompanied by a reception for new and prospective members.
AWARDS & INCENTIVES
Recognition can be useful in stimulating attendance and maintaining interest in the organization. The president and the board should prepare an annual plan to include door prizes at meetings and certificates of appreciation for service provided to the chapter. Scholarships and other awards may also be presented at an annual awards banquet. The American Council of the Blind presents several awards during its national convention, including 25 scholarships. The chapter should not overlook the public relations value of awards presented to community leaders who have assisted the organization or who have provided services for blind and visually impaired people in the community.
Your chapter may also want to consider awarding the member(s) who recruit the most new members in a year. The prize may be money, a product or free membership for the winner.
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III. MEETINGS
The successful ACB chapters meet regularly and frequently, as often as ten to twelve times a year. These groups hold business meetings and social activities on a regular basis. Dinner meetings work for some groups; luncheon meetings for others. Some groups prefer to meet in a library or civic building. It is a wise idea to meet in a location most easily reached by members, and then stick to it!
The chapter meeting serves a number of purposes. It is a forum for information exchange, a time to motivate persons into participating in chapter projects and activities and a great place to discuss and set the group's goals and objectives. The image of the organization is determined by the tone of the meeting. It is here that prospective members and guests form those important first impressions. For members, the meeting provides opportunities for them to discuss proposed activities and allows them to lend direction and suggestions to the organization's leaders.
The key to effective meetings is thorough planning before the gavel sounds. Valuable time and effort is lost when the presiding officer, committee chairpersons and other participants are poorly prepared for their portion of the meeting. Set an agenda prior to the meeting, and distribute copies to key participants, if possible. Otherwise, at least let these people know when their time will come on the agenda.
Purposes and formats may vary, but the following is a rough outline of the typical elements of a meeting.
A. Conduct necessary business.
B. Publicize local, state and national activities of the ACB.
c. Motivate members to participate in chapter projects and activities.
D. Inform members of relevant issues through speakers and programs.
E. Provide time for fellowship and informal exchange.
BEFORE THE MEETING
The president, with the assistance of the board if possible, should set the agenda well before the meeting. In doing this, current projects should be reviewed, pending legislation and regulations should be discussed and rehabilitation, library services and other current programs should be assessed. Any resolutions or actions deemed necessary can be turned over by the president to appropriate committees or presented as new business at the upcoming meeting.
The vice president is often responsible for informing committee chairpersons of their expected reports at the upcoming meeting. He or she must encourage these people to be well prepared so that members will receive a clear and concise committee report. New and prospective members are sure to be turned off by long, unorganized reports.
It's a good idea to remind members of chapter meetings a few days before the event, even though the time, place and day of the week remains the same from month to month. Written notes, in the newsletter or bulletin are good . . . but telephone calls are more effective for people who are visually impaired. Set up a telephone committee or "telephone tree." Make sure your telephone people know what will take place at the meeting (subjects to be covered) and have them prepared to coordinate transportation, if possible.
DURING THE MEETING
The usual order of business is as follows:
Call to order
Self introduction of members
Introduction of guests
Approval of the agenda
Program (guest speaker)
Minutes of the previous meeting
Treasurer's report
Standing committee reports
Special committee reports
Old business
New business
Announcements
President's comments
Adjournment - (announce date, time and place of next meeting)
Next to content, time is the most important factor in an effective meeting. This means always starting on time, establishing a reasonably consistent time for adjournment and keeping extraneous comments to a minimum. This will allow for a thorough discussion of salient points while promoting smooth progress through the agenda items. Members will become disgusted with the organization if the meetings always begin late and drag on forever.
Introductions of members and guests is a much better way to allow persons to be acquainted with each other than using a roll call. Blind and visually impaired persons will appreciate the opportunity to hear voices to assist them in future encounters. The presiding officer should be especially careful to welcome visitors and allow prospective members the opportunity to give the group a bit of personal or professional background about himself/herself. Valuable new members can be won or lost by the treatment they receive at initial meetings.
If a speaker is planned for the meeting, arrange the agenda to allow him or her to speak as early in the meeting as possible. It is inconsiderate to expect the guest to sit through reports and other chapter business. After the presentation, thank the speaker and invite him/her to stay for the rest of the meeting.
The presiding officer is responsible for moving the meeting along. This means making sure the participants do not ramble. The agenda should be followed as closely as possible, so that spur-of-the-moment motions will not confuse or delay the meeting. The presiding officer should be familiar with the rules of parliamentary procedure, or someone with this knowledge should be appointed to serve as parliamentarian.
The secretary should have a definite procedure and timetable for preparing minutes, especially if the minutes are to be mailed out in advance of the next meeting or published in the newsletter. For accurate note-taking, a blind secretary may prefer to tape record the meeting and use a slate and stylus for additional notes. Memory is fickle--no secretary should rely on memory as the sole basis for the minutes.
Giving members an opportunity to develop friendships within your chapter will strengthen interest and improve attendance at meetings. Some time should be allotted before or after the business meeting for informal socializing, even though more formal and organized social activities may be planned periodically. Remember--all work and no play makes your ACB chapter a dull organization.
AFTER THE MEETING
The meeting is the chapter's primary forum for information sharing and decision making, but most of the essential work of the organization is done between meetings. Resolutions may direct the president to contact the mayor or school superintendent to express the organization's feelings on a particular issue Other resolutions or directives may require letters to local or state legislators.
A thank you note to guest speakers is a very important piece of correspondence. The program chairperson, corresponding secretary or president normally takes care of this, and it should be sent promptly after the meeting.
It is the president's responsibility to see that all assignments originating from the meeting are carried out promptly. The local chapter is a living organization . . . it cannot be allowed to hibernate between meetings.
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IV. COMMUNICATING WHAT YOU'RE DOING
Good internal and external communication is vital to an active organization. Internal communication can take the form of newsletters, telephone calls and "word of mouth" at meetings and other gatherings of members. The sense of belonging to the ACB chapter will be enhanced through regular communication.
One way to keep this interest alive and to keep the information flowing is through the publication of a newsletter. Depending on the availability of funds and the abilities and willingness of your publicity committee members, the newsletter can range from one to many pages and can include items about individual members, committee action, new products and services, state and national news affecting blind people and much more. You will also need to decide on the frequency of publication, whether monthly, bimonthly or quarterly.
Newsletters are a great way of letting prospective members know what your organization is all about. Also, don't overlook the opportunity to let the "disability community" know about your ACB chapter by sending your publication to rehabilitation agencies, libraries for the blind, radio reading services, Governors' Committees on Disabilities, etc. The ACB Board of Publications will be happy to assist you in beginning a newsletter or helping you improve your present publication. The Board of Publications regularly sponsors training of various types for newsletter editors in connection with the annual ACB convention. The BOP has developed editorial guidelines that are available from the national office, and on the ACB website. Contact any BOP member for assistance and advice on producing a newsletter.
Active ACB chapters should also consider putting together a brochure about your organization to stimulate new membership growth and to inform local individuals and organizations about the work of your group. The publicity committee could be responsible for this project, or the president may choose to appoint a special committee to develop and update the organizational publication. A brochure can be an expensive undertaking. Look for ways to cut costs, like asking a printer to donate his time and expertise. You may also find success in using an art or graphics class from a local school to develop your artwork. The communications or public relations department in your local community college or university may be willing to design and write your brochure. Instructors are often looking for class projects.
Good external communication means building and maintaining strong relationships with local organizations, leaders and representatives from the print and broadcast media. An ACB chapter striving to be recognized as a real asset to the community must take great care not to fall short in this area. The publicity committee can keep these folks informed through the use of press releases, periodic phone calls and by including them on the mailing list for the newsletter and brochures.
By forming solid relationships with media representatives, you will establish your organization's reputation as a reliable news source on disability issues. They will call on you for your opinions and knowledge when a story involving blindness and disability arises. In turn, you will be able to call on these same reporters when you need their assistance to publicize your chapter's projects and activities. Begin now to compile a media list (including phone/fax numbers and e-mail addresses) of newspapers, radio stations and TV stations in your area. A media list will save much time down the road.
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V. CONCLUSION
The American Council of the Blind has put a great deal of time, effort and money into training its members through regional leadership seminars on how to get organized and become productive members of blindness organizations and of the community at large. Much of this expertise has been incorporated in this publication on how to organize and operate an effective ACB chapter. We wish you great success in combining these ideas with those of your own members to develop a truly worthwhile and rewarding organization of blind and visually impaired people. ACB will assist in any way possible to ensure your chapter or special interest group will be one of many successful chapters that are the foundation of the American Council of the Blind, the fastest growing and most effective national organization of blind and visually impaired citizens.
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VI. RESOURCES AND TRAINING MATERIALS
Prepared by Kim Charlson
Please note: Order numbers following titles indicate braille or recorded editions for that title, and can be borrowed by eligible individuals through the cooperating network of braille and talking book libraries in the Library of Congress/National Library Service for the Blind and Physically Handicapped network.
Leadership, Meetings, and Parliamentary Procedure
GETTING BETTER RESULTS FROM THE MEETINGS YOU RUN
by Michael Renton.
BR7828 & RC28972.
Designed to help leaders do a better job of conducting meetings and group discussions. This manual offers advice on such topics as group involvement, clarifying problems to be resolved, obtaining necessary facts, drawing on experienced individuals, and making sure everyone is in agreement and knows their assignments.
GETTING THINGS DONE WHEN YOU'RE NOT IN CHARGE
by Geoffrey Bellman.
RC36028.
A consultant to corporations offers practical advice to non- supervisory professional staff. Some of the topics he discusses are office politics, the importance of taking responsibility, job satisfaction, and team development.
GUIDE TO GOOD LEADERSHIP
by Kenneth Wells.
BRA997.
Discusses types of groups--social, study groups, service organizations--and explains the role of the individual as a member and as a leader. The qualities of leadership, likely problems, and conducting meetings are covered.
HOW TO RUN A MEETING
by David Guy Powers.
BR6474.
An introductory look at how parliamentary procedure works and how to conduct a democratic meeting. Gives clear instructions on making and amending motions, holding elections, taking a vote, and conducting other procedures. For high school and older readers.
HOW TO MAKE MEETINGS WORK
by Michael Doyle.
BR3567.
Two consulting firm executives explain their new method for organizing and running more interesting, productive, and democratic meetings.
LEADERS: THE STRATEGIES FOR TAKING CHARGE
by Warren G. Bennis & Burt Nanus.
BRA18072.
Two management scholars examine the theory and uses of power, "the most necessary and most distrusted element" in human affairs. In interviews with corporate chiefs, politicians, media giants, football coaches, clergy, and others, the authors discover that successful managers are good leaders.
LEADERSHIP
by James MacGregor Burns.
RC40048.
The author identifies two basic types of leadership: transactional, for achieving current goals, and transforming, for establishing new ones. Then he discusses the power of leadership and its role in the development of moral values; traces its psychological, social, and political history; and concludes with theoretical implications for the future of American democracy.
THE LEADERSHIP FACTOR
by John Kotter.
BR7566.
Discusses the need for leadership at all levels of management and describes the quality of managers required for the U.S. to remain competitive. Cotter explains how business is changing and how these changes affect leadership. He makes recommendations and shows how to implement them step-by-step.
MAVERICKS: HOW TO LEAD YOUR STAFF TO THINK LIKE EINSTEIN
by Donald Blohowrak.
BR9422 & RC36834.
The author presents a guide to fellow executives on becoming maverick managers. Maintaining that "if managers concentrated on helping people fulfill their potential, our companies would be filled with craftsmen." He gives recommendations on improving workplace conditions and worker-boss relationships. Included is a quiz measuring maverick potential.
MEETINGS, MEETINGS: HOW TO MANIPULATE THEM AND MAKE THEM MORE FUN
by Winston Fletcher.
BR5789.
An amusing handbook by a London ad executive who offers psychological discoveries, tricks and techniques, and ploys and strategies for harried meeting-goers. The witty advice covers body language, brainstorming sessions, games to relieve your boredom, and the seven deadly skills of meeting makers.
SO YOU WERE ELECTED?
Through interlibrary loan
CBT 1902.
A guide to parliamentary procedures and the duties and qualifications of club officers, with ideas and practical advice for the organization of social events.
THE NEW ROBERT'S RULES OF ORDER,
by Mary A. DeVries.
RC37738
Presents the parliamentary procedures for conducting a meeting using modern terminology, descriptive examples, and a quick- reference table of motions' rules. Details debates, minutes, votes, and orders of business. Also discusses aspects of meetings other than the rules. These include planning, finance, speakers, facilities, equipment, and publicity.
COMO CONDUCIR JUNTAS
by Alberto Diaz Ramirez.
RC25744.
(Spanish language)
The author, a specialist in business administration, analyzes the nature, composition, and internal processes of meetings. He also presents a variety of techniques and secrets for planning and directing meetings, including ways to deal with participants who may be hostile, apathetic, loquacious, negative, or otherwise disruptive.
THE SCOTT FORESMAN ROBERTS' RULES OF ORDER, Newly Revised
by Henry Roberts.
RC42755
First published in 1876, this manual of parliamentary procedure serves as the country's recognized guide to running and taking effective part in meetings. Revised and modernized.
ROBERTS RULES OF ORDER
by Henry Robert & Darwin Patnode.
BR9774.
Originally published in 1876, this is a "simplified" updated version of the classic manual of parliamentary procedure. This edition is on how to run a typical organizational meeting. Such a meeting might include conducting an election of officers, presenting a treasurer's report, amending the by-laws, making a motion, and handling disciplinary procedures.
Public Speaking and Presentations
THE ART OF PUBLIC SPEAKING
by Ed McMahon.
BR6595.
Guide on making a successful speech by the familiar television announcer. Offers reassurances that audience members are with--not against--the speaker. The main thrust is that a speech takes lots of careful planning and that speakers should research information about the audience, the location and the purpose of the event. Also included are tips on using vocabulary and humor.
I HATE TO MAKE SPEECHES:
HELP FOR PEOPLE WHO MUST
by John Quick.
RC8544.
How to make your words and ideas count in effective speech making. Deals with stage fright and handling group discussions.
NEVER BE NERVOUS AGAIN
by Dorothy Sarnoft.
BR7426 & RC27726.
A former actress, now a communications consultant, suggests being well prepared and using mental and physical exercises to control nervousness when speaking in public. Includes tips on writing, rehearsing, and delivering speeches and hints on carrying off successful presentations.
POWERSPEAK:
THE COMPLETE GUIDE TO PERSUASIVE PUBLIC SPEAKING AND PRESENTING by Dorothy Leeds.
BR8058 & RC30707.
A guide for those interested in improving their ability to speak in public. Topics include overcoming fear, six major speaking faults, how to begin, and a checklist for evaluating performance.
OSGOOD ON SPEAKING:
HOW TO THINK ON YOUR FEET WITHOUT FALLING ON YOUR FACE
by Charles Osgood.
BR7305.
CBS correspondent Charles Osgood offers folksy, witty advice on overcoming the fear of public speaking, and becoming a good public speaker. He offers suggestions on preparing for your speech, putting yourself and your audience at ease, and ending your presentation.
SPEAK UP WITH CONFIDENCE:
HOW TO PREPARE, LEARN AND DELIVER EFFECTIVE SPEECHES
by Jack Valenti.
Cassette through interlibrary loan (CL BRL CBB-533).
The popular and well known president of the Motion Picture Association of America, and one-time speech writer for President Johnson, taps his experience to offer advice on all aspects of the planning, writing, memorizing, and delivering a speech. Particular emphasis is put on length, content and the importance of knowing to whom one is speaking.
THE SPEAKER'S TREASURY OF STORIES FOR ALL OCCASIONS
by Herbe Prochnow.
BR5533.
Ideas and themes for public speaking. Includes 1200 anecdotes, epigrams, witticisms, and quotations indexed by subject for quick, easy reference.
TALK POWER:
HOW TO Speak
by Natalie Rogers.
RC20096.
Public-speaking guide for the truly terrified amateur by behavioral psychotherapist and former actress who uses behavior modification techniques to control fears and develop public- speaking skills. Includes a series of step-by-step exercises that can be done at home without an audience.
YOU MEAN I HAVE TO STAND UP AND SAY SOMETHING
by Joan Detz
RC26182.
Anecdotal guide to speaking in public. Includes helpful hints on how to get past initial excuses and overcome nervousness, as well as suggestions for selecting, organizing, researching and presenting your material. For high school and older readers.
Fund-Raising
THE ART OF FUND-RAISING
by Irving R. Warner.
RC16308.
Provides clearly stated and frequently blunt advice for anyone involved with raising money for a worthy cause. The emphasis is on organizational aspects, especially the selection of leaders, and on money-raising events and techniques.
FUND-RAISING EVENTS:
STRATEGIES AND PROGRAMS FOR SUCCESS
by Ralph Brody. BR7713.
Written for professionals as well as volunteers, this book discusses fund-raising events such as fairs, sports tournaments, auctions, tours, dinners, and raffles. The author explains how to select the appropriate event and to plan, budget, promote, and implement it.
THE GIFT OF WINNING FOUNDATION GRANTS
by Howard Hillman.
RC17171.
Describes ten steps for the grant seeker, including how to identify the best foundations to approach and how to write a formal proposal. Analyzes the differences among foundations, lists services and publications available to the grant seeker, and provides a sample proposal.
THE GRASSROOTS FUND-RAISING BOOK:
HOW TO RAISE MONEY IN YOUR COMMUNITY
by Joan Flanagan.
Cassette through interlibrary loan (NJ-B C1489A).
An introduction to methods of raising money for organizations within the local community, describing step-by-step activities from organizing committees to banking the profits.
HOW TO SHAKE THE NEW MONEY TREE:
CREATIVE FUND-RAISING FOR TODAY'S NON-PROFIT ORGANIZATIONS
by Thomas G. Dunn.
BR7490. The author describes dozens of innovative, alternative methods of fund-raising, particularly the "show us" techniques in which donors receive something tangible, such as a membership, record album, or button, in return for their donations.
MANAGING A NONPROFIT ORGANIZATION
by Peter Drucker.
RC33476.
This practical advice about management practices and principles includes defining the mission, fund-raising strategies, performance improvement, and ensuring good relationships between key people. Includes some of Drucker's interviews with leaders of nonprofit groups.
NOTE: Recording for the Blind and Dyslexic (RFB&D) also has a number of leadership-related books in its collection. A membership fee is required to borrow RFB&D's materials. To inquire about borrowing materials or to request a reference search, please contact RFB&D at (609) 452-0606 or (800) 221-4792 and ask for the reference section. You may inquire about a specific book if you are a registered borrower via the toll-free telephone line and by providing your customer identification number.
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