Executive Director Training - Keep Ohio...

Executive Director

Training 2018

TableofContents

KABOverview. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

BehaviorChangeProcess . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

ExecutiveDirector. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12

AffiliateGoodStanding . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15

KABReports . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16

BoardRolesandResponsibilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19

Volunteers. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21

GoalSettingandVisioning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22

AffiliationReport . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24

Appendix1: AcronymsandAbbreviations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 252: StaffEvaluation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 273: FinancialManagement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 294: BoardBuildingCycle . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 305: BoardNominationForm . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 316: BoardMemberProfile. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 337: BoardMembership . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 348: BoardRecruitment. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 359: BoardTraining. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3610:BoardManual. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3711:BoardMeetingPacket . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3912:ConductingMeetings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4013:ParliamentaryProcedure. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4114:ConferenceCallTips . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4215:MeetingEvaluation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4316:BoardSelf-Assessment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4417:BoardMemberEvaluation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4618:BoardMemberExitInterview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4819:VolunteerTimesheet . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4920:VolunteerLiabilityandInsurance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5021:Websites. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5222:LogoDesign . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53

ExecutiveDirector ©2018KeepAmericaBeautiful,Inc. 1

KeepAmericaBeautiful

BehaviorChangeIntroduction KeepAmericaBeautiful(KAB)isaleadingnonprofitwhichenvisionsacountrywhereeverycommunityisaclean,green,beautifulplacetolive.KABprovidestheexpertise,programs,andresourcestohelppeopleendlittering,improverecycling,andbeautifycommunities.Ourcollectiveactionschampionenvironmentallyhealthy,sociallyconnected,andeconomicallysoundcommunities.KABbringspeopletogethertotransformpublicspacesintobeautifulplaces.

TheidealofkeepingAmericabeautifulisapersonalcommitmenttotheactionsthatpreservenaturalbeauty,protecttheenvironment,preventblight,reducewaste,improvepubliclands,andmakeourcommunitiessaferplacestolive.Thiscommitmentstartswithvolunteerswhoaremotivatedandactivewithintheircommunities.TheireffortssupplementKAB’slargermovementalongwiththecommitmentofotherpublicandprivatepartnerswhochampionAmerica’scommunitiesandenvironmentthroughfinancialsupportofourprograms.

VALUES• Inspire–Weleadbyexampleandinspireotherstotakeaction.• Integrity–Weactwithintegrityandrespect.• Teamwork–Webuildcommunitybyworkingtogether.• Passion–Webringpassiontoourpurpose.

MISSIONToinspireandeducatepeopletotakeactioneverydaytoimproveandbeautifytheircommunityenvironment

IMPACTGOALS

• ENDLITTERINGo Reducelitterby35%inKeepAmericaBeautifulaffiliateserviceareas

• IMPROVERECYCLINGINAMERICAo Improverecyclingattitudesandbehaviorby20%nationallyo Improverecyclingqualityby15%inaffiliateserviceareas

• BEAUTIFYAMERICA’SCOMMUNITIESo Improve,restoreandmaintain1millionpublicspaces

©2018KeepAmericaBeautiful,Inc. ExecutiveDirector2

UNDERSTANDINGLITTERANDLITTERINGBEHAVIORLitterismisplacedsolidwaste,whichcanrangeinsizefromtinybitsofpapertomuchlargeritems.Toeliminatelitter,KABbelieveswemustaddresslitteringbehavior—andthistacticissupportedbyresearch.Accordingtoaseriesof2009studiesconductedforKeepAmericaBeautiful:

§ LittercoststheU.S.almost$11.5billionannually;businessespay$9.1billionofthattotal.§ About85%oflitteringistheresultofindividualattitudes.Theindividual(e.g.individual“behavior”)

isthemostimportantfactorinwhetherlitteringwilloccur.§ Nearlyoneinfive,or17%,ofindividualsobserveddisposingofwastedidsoimproperly(i.e.,littered).

Moreover,81%ofthelitteringoccurredwithnotableintent.

PrimarySourceandLocationsofLitterThe2009researchinvestigationidentifiedindividualbehaviorastheprimarycontributortolitter.Considerthesefindingsonroadwayandnon-roadwaylitter:

§ RoadwayLitter:Thereareover51billionpiecesoflitteronU.S.roadways,4.6billionofwhicharelargerthanfourinches.Researchshowsthatlitteringalongroadwaysisgeneratedbyindividualactions:- Motorists(52%)- Pedestrians(22.8%)- Improperlycoveredtruckorcargoloads,includingcollectionvehicles(16.4%)- Improperlysecuredcontainers,dumpsters,trashcansorresidentialwasteorrecyclingbins(1.5%)

§ Non-RoadwayLitter:Offtheroadsandhighways,litteroriginatesfrommanysources,butprimarilycollectsatthefollowinglocations—startingfromwheremostnon-roadwaylitteroccurstoleast:- Transitionpoints–Theseareentrancestobusinesses,transportationcenters,andotherplaces

whereitemsareoftendiscardedbeforeentering.Confection(candy,chocolate,gum,etc.)ranksatthetop(53.7%)ofwhatislitteredattransitionpoints;thisisfollowedbycigarettebuttsat29.8%.

- Stormdrains–Thesearelocatedprimarilyinguttersanddesignedtodrainexcessrainfrompavedstreets,parkinglots,etc.Stormdrainstendtoattractcigarettebutts,confection,andotherlitter.

- Loadingdocks–Theseareareasbehindretailandwholesalebusinesseswhereproductsareloaded/unloadedfromtrucksandtrailers.Thesesettingstendtobecomelitteredwithcigarettebutts,confection,andpaper.

- RecreationalAreas–Thisincludesparks,beaches,courts,andopenareaswherepeoplecongregateforleisureactivitiescreateopportunitiesforlittering.

- Constructionsites–Theseareactiveresidentialorcommercialconstructionareatrapforcigarettebutts,paper,andplastic.

- Retail–High-trafficlocationssuchasshoppingcenters,stripmalls,andconveniencestorescangeneratelitter,suchaspackaging,cigarettebuttsandconfectionontheground.

LitterDynamicsLitterisoftencarriedfromitsoriginbywater,wind,traffic,andanimalsuntilitbecomestrappedbyfences,walls,curbs,orotherbarriers.Litteraccumulatesingutters,outsidedoorways,andatbusshelters.Agreatdealoflitterendsupinwaterwaysenteringthroughstormdrainsandothersources.

LitteringBehaviorTheindividualisthemostimportantfactorinwhetherlitteringwilloccur.85%oflitteringbehaviorisduetoindividualattitudes(e.g.,lackofawareness,lackofconcern,orlackofmotivation),while15%isaffectedbytheenvironment(e.g.,lackofreceptacles,distancetoreceptacles,ortheamountoflitter,etc.).Forcigarettelitter,itis62%individualattitudesand38%environment.Thiscreatesastrongmotivationtoestablishpreventionstrategiesinordertopromptindividualstoproperlydisposeofwaste.

§ TheIndividual


Peoplearetheprimarysourcesoflitter,andyoungerindividuals(under30)aremorelikelytoengageinlittering.Infact,age,andnotgender,isasignificantpredictoroflitteringbehavior.

Peoplevaryintermsoftheirpersonalobligationtonotlitter.Researchershavefoundthatthispersonalityfactorisakeypredictorofwhetherornotsomeonewilllitter.Individualswhoholdthebeliefthatlitteringiswrong,andconsequentlyfeelapersonalobligationtonotlitter,arelesslikelytodoso.

§ TheEnvironmentResearchhasconsistentlyfoundastrongrelationshipbetweenasetting’sappearanceandlitteringbehavior.Oneofthestrongestcontributorstolitteringistheprevalenceofexistinglitter.Individualsaremuchmorelikelytolitterintolitteredenvironments.Thepresenceoflitterinanareaconveysanormthatlitteringisacommonbehaviorandacceptable.Conversely,communitieswherethereislittlevisiblelitterarelikelytomaintainthatstatus.Asaresult,postinglitterpreventionsignsinalreadylitteredenvironmentsisunlikelytobeeffective,asthelitteredsettingsendsastrongmessagethatlitteringhereiscommon.Theseresearchfindingssupporttheneedforongoingcleanupandbeautificationefforts.Whereplantsandinfrastructureareattractive,peoplearelesslikelytolitter.

§ ReceptaclesAccesstonearbytrashandrecyclingreceptaclesisasimplestrategytopromotethedesiredbehavior.Researchershavefoundthattheavailability,appropriateness,andproximityoftrashreceptaclesleadstoproperdisposals.

§ SocialNormsAnormisapatternofbehaviorthatisaccepted,expected,andreinforced.Thismeansanyevidencethatabehavioriscommonindicatesanormthatthatbehavioristypicalandaccepted.Forexample,aheavilylitteredenvironmentindicatesthatthenormistolitter,whileacleanenvironmentindicatesthenormistonotlitter,similarly,findingrecyclablesdisposedinatrashcanindicatesthatthenormistonotrecycleappropriately,whilefindingrecyclableobjectsdisposedappropriatelyindicatesthatthenormistorecycleappropriately.

Peoplearemorelikelytofeelitisacceptabletolitterinsettingswhere:- Thereisnosenseofownership- Litterispresent- Thereisnoreceptaclenearby- Beautificationislow

Peoplearemorelikelytofeelitisacceptabletolitterif“gatekeepers”inacommunity,orthosewhowanttomaintainthestatusquo,believe:- “It’snotmyresponsibility.”- “I’monlyoneperson,whatIdowon’tmatter.”- “I’vealwaysdoneitthisway.”

Thefollowingbehaviorscanreducelittering:- Puttrashingarbagereceptacles- Recycleandreusewhenpossible- Coverdebrisfortransportation- Provideandmaintaintrashreceptacles- Identifyandeliminatelittersources


KABBEHAVIORCHANGESYSTEMFor40years,KABhassuccessfullypursuedabehavioralapproachtolitterprevention,communitybeautification,andwastereductionandrecycling.TheKABBehaviorChangeSystem,developedbyDr.RobertF.AllenoftheHumanResourcesInstitute,determinedthatbehaviorchangeistheonlyeffectivewaytoachievelasting,sustainableimprovementincommunityqualityofliferelatedtolitteringbehavior.KeepAmericaBeautifulstaffcollaboratedwithleadingbehavioralscientiststoevaluatetheKABBehaviorChangeSystemin2016.TheBehaviorAdvisoryCouncilincluded:

• Dr.ReneeBator,ProfessorofPsychologyatStateUniversityofNewYork,Plattsburgh• Dr.JessicaNolan,ProfessorandHeadoftheConservationPsychologyLabatUniversityofScranton

inPennsylvania.• Dr.E.ScottGeller,AlumniDistinguishedProfessorVirginiaTech• Dr.DougMcKenzie-Mohr,FounderofCommunityBasedSocialMarketing• Dr.JuddAllen,PresidentoftheHumanResourcesInstituteandWellnessCultureCoaching• Dr.WesleySchultz,DeanofGraduateStudiesandResearchatCaliforniaStateUniversity,San

Marcos

TheKeepAmericaBeautifulBehaviorChangeSystemisanintegratedapproachthatservesastheprimarytoolforthedevelopmentandimplementationofbehaviorchangeprogramsbyaffiliatesandpartners.Theprocessengagespeopleateverystepandincludes:

• FiveStepManagementProcess• FourBehaviorChangeStrategies


FIVESTEPMANAGEMENTPROCESSAteverystepoftheKeepAmericaBeautifulBehaviorChangeSystem,ouraffiliatesareencouragedtocollaboratewithleadersandvolunteersfromallsegmentsofthecommunity.

Step1-GettheFactsThisstepinvolvesestablishingabaselineinventoryofcommunityneeds.Whatarethewrittenexpectations(ordinances/policies)?Arethererewardsorpenaltiesrelatedtowrittenexpectations(e.g.determineincentivesand/orenforcement)?Aretoolsprovided(e.g.checklistsortemplates)?Howistechnologyused?Whateducationalinitiativesareprovided?

ThespecificmethodemployedinStep1canvarydependingoncommunityneeds.However,werecommendconductingpreliminaryinterviewswithprofessionalsandinterestedstakeholderstodeterminethefollowing:whatordinancesorpoliciesareinplace,documentincentivesandenforcement,identifyavailabletoolsand/ortechnologyaswellasanyeducationalinitiatives.Thisresearchmayinvolvesurveys,focusgroups,literaturereviews,aswellasthird-partyresearch.Keystakeholderswillreviewthefollowing:

ü BaselineCommunityAppearanceIndex–LitterIndexü BaselineCommunityAppearanceIndex–OptionalIndicesforGraffiti,IllegalSigns,OutsideStorage,

andAbandoned/JunkedVehicles(whenapplicable)ü FocusAreaInventoryü AnnualFollow-upsofCommunityAppearanceIndex–LitterIndexandOptionalIndices(when

applicable)ü PublicSpaceRecyclingandWasteAudits

DuringStep1theaffiliateswilldeterminethecommunityleaders,keystakeholders(involvedintheresearch),andvolunteers.Thesekeycollaboratorswillalsobeinvolvedineachofthefollowingstepsoftheprocess.

Step2-PrioritizetheBehaviorWithfactsgathered,affiliateswillprioritizethespecificbehaviorsidentifiedfromthefactgatheringtoolsandbaselineinventory.“Accordingtobehavioralscientists,abehaviorisanobservableactionmadebyanindividual.TheKAB5-Stepmodelworksbestwhentargetingspecificbehaviorsthathaveastrongconnectionwiththeselectedobjective.”Identifyingthebehaviors,willhelpdeterminetheappropriatebehaviorchangestrategies.

Oncebehaviorsareidentifiedthentheycanbeprioritized.Asanexample,theKeepAmericaBeautifulBehaviorChangeSystemworksthroughanevaluationofthenormativesystemsineachtargetcommunitythatunwittinglypromptlitteringbehaviorandbyidentifyingthebehaviorstrategiesorpressurepointstostoplittering.

DuringStep2,affiliateswillidentifytheleadersandstakeholderswhowillprioritizethebehavior.Stakeholdersmayincludegovernment,businessandcivicleaders,includingbutnotlimitedto:

• Electedofficials• Appointedgovernmentofficials• Chamberofcommerceandbusinessleaders• Neighborhoodleaders• Schoolsuperintendents,principals,teachers,andparentassociations(publicorprivate)• Civicclubs/organizations• Studentgroups(studentscouncils,BoyScouts,GirlScouts,BoysandGirlsClubs)


Step3-DevelopandImplementActionPlanAfteridentifyingthefactsfromStep1,andpriorizingthetargetbehaviorsfromStep2,affiliateswillnextcreateanactionplan.Theplanshouldidentifythewho,what,where,when,andwhyofthespecifiedissuesandapplicablebehaviorstrategies.

• WrittenExpectations-Whatareourwrittenexpectationsforbehavior?Examples:guidelines,memorandumofunderstanding,contracts,policies,ordinances

• RewardsandPenalties-Whatconsequencesarecurrentlyinplacethateitherpromptordiscouragelittering?Examples:complianceeducation,publicawarenessofthelawsandexpectations;educationofofficialsandstaff;socialnormsandsocialdiffusion

• Infrastructure-Whataretheresourcesandtechnologiesneededtosupportbehaviorchange?Examples:technology(equipmentortools)andstructuralchange(physicalenvironment)

• Persuasion-Whatmethodswillbeusedtoeducateothersaboutthetargetbehaviorchangeandhowcanthesekeystakeholderssupportthosemethods?Examples:socialmarketingconceptsincludingcommitment,prompts,aswellascommunicationactionsthatincludeschoolprograms

LeadersmayidentifyapplicableKeepAmericaBeautifulprograms,toolsandresourcestoincludeintheirplan.Thesemayinclude,butarenotlimitedto:

• GreatAmericanClean-up(includingNationalPlantingDay)• AmericaRecyclesDay• CigaretteLitterPreventionProgram• Youthinitiativesandtools:

o KABSchools–LitterFree,TreeTrails,andWasteAudito WasteinPlaceandSecondarySchoolGuideforServiceandPlace-BasedLearningo YouthAdvisoryCouncilo Recycle-Bowl

TheplanningprocessshoulduseSMART(Specific,Measurable,Achievable,Realistic,andTimely)methodology.

Inordertodeveloptheplan,duringStep3,theaffiliateswillprimarilycollaboratewiththeaffiliateboard,committee/taskforces,andkeyvolunteers.TheleadersshouldrefertodiscussionswithcommunityleadersinvolvedinStep1andStep2.Theimplementationoftheactionplanshouldengagethosewhowereinvolvedindevelopingtheplan,whilealsoconsideringtheaudienceswhosebehaviorswillbeaddressed.Theboardshouldbeinagovernanceroleatthispoint.Whilemembersmayvolunteer,thecommunityleadersshouldimplementtheplan.Persuasionstrategieswillbeusedtoengagecommunityleaders.

Step4-EvaluateImpactsStep4isusedtomeasurethedegreeofbehaviorchangeandspecificcommunityimprovements.Thetargetbehaviorsincludemeasuresoflitter,graffiti,vandalism,recyclingcontamination,recyclingawareness,etc.Resultsmaybedocumentedthroughthefollowing:pre-andpost-surveys(e.g.,theCommunityAppearanceIndex),volunteercounts,numberoftreesplanted,amountoflittercollected,etc.Thefocusshouldbeonresultsthatshowachangeinbehavioralignedwiththeactionplangoalsandobjectives.

Theseobjectivemeasureswillenablestakeholderstoidentifyanysettingsthatareunsuccessfulandconsidermodifiedtechniquestoaddressspecificchallenges.AprimarycomponentoftheKABprocessistousetoolstomeasurelitter,recycling,andotheroutcomesbeforeandafterprogramimplementation.


ItiscriticaltoengagekeyindividualsinStep4.Affiliatesshoulddocumentwhichstakeholderswereinvolvedinplandevelopmentandwhichstakeholderswereinvolvedinimplementation.Thisstepenablesaffiliatestoidentifybothsuccessesandgaps.TheoutcomeofStep4willprovideinformationregardingwhowasinvolved,whoshouldbeinvolved,whichbehaviorschanged,andwhichstrategiesandsettingsweresuccessful.

Step5-ProvideFeedbackItisimportanttoofferpositivereinforcementandcelebratesuccessesintheKABBehaviorChangeSystem.Ongoingfeedbackshouldbeprovidedtomotivatekeystakeholderstosustainenvironmentalandquality-of-lifechangesinthecommunity.Communicatespecificandtargetedresultstoneighborhoods,thebusinesscommunity,andresidents.Distributeyourfeedbackthroughallcommunicationchannels,includingtraditionalandsocialmedia,informalnetworks,inordertosharepositiveresultsmorebroadly.Ifchangesareneededtoanimplementationplan,identifysupportivefeedbacktocontinuetomakeprogresseveniftheanticipatedresultsarebelowexpectations.

ItisimportanttoengagepeopleinallstepsoftheKABBehaviorChangeSystem.Whileit’simportanttocelebratesuccess,itisalsovitaltorecognizethatitisachallengetochangebehavior.Providingfeedbacktoaffiliateleaders,communityleaders,andvolunteersshouldencouragecommitmenttolong-termbehaviorchange.

FOURBEHAVIORCHANGESTRATEGIESAttitudeandbehaviorchangeoccursmosteffectivelythroughacombinationofmethods,whetherthegoalistoreducelitter,recycleaccurately,orenhancebeautification.KeepAmericaBeautifulaffiliatesapplyresearchfromsocialmarketingtopromptbehaviorchange.Toeffectivelychangethetargetbehaviors,theFiveStepManagementProcessshouldbeusedincombinationwiththefollowingFourBehaviorStrategies.KABhasidentifiedthatbyutilizingthesestrategies(pressurepoints),behaviorchangewilloccur.

Traditionalapproachestolitter,mostparticularlycleanupprojects,worktoremovethelitter.Whileresearchshowsthatcleanercommunitiespromptlowerratesoflittering,additionalbehaviorstrategiesshouldbeincorporatedtopreventthelitteringprobleminthefirstplace.

TheFourBehaviorChangeStrategieslistedbelowincludetacticstoendlittering,improverecyclingandbeautifycommunitiesintoanygivensetting.

1. WrittenExpectations(Ordinances/Policies)Changingpublicpolicythroughcodes,laws,orordinancescanleadtobehaviorchangerelevanttoquality-of-lifeandenvironmentalissues.Incollaborationwithappropriateleaders,wecanevaluatetheexistingwrittenexpectationstodeterminehowtoimprovecommunicationortoidentifywhereamendmentsornewwrittenexpectationscouldmoreeffectivelypromptthedesiredbehaviorchange.

2. RewardsandPenaltiesConsequencescanencourageadesiredbehavior,forinstancebyprovidingareward,suchasacouponorevenpublicrecognition.Aconsequencecanalsobeusedtodiscourageanundesirablebehaviorthroughapenalty,suchasafine.Consistentenforcementofexistingpolicies,codes,laws,andordinanceswillhelppromptthetargetbehaviors.Werecommendcollaborationwithlocallawenforcement.Makesurethatcommunitymembersareinformedoftheseregulations.Itisespeciallyimportanttodemonstratethatleadersandcommunitymemberssupporttherelevantpolicies.

Peopletendtofinditrewardingtogoalongwiththesocialnormsintheircommunity.Socialnormsarepowerfulmotivatorsofbehavior.Ifweobserveothersnotlittering,wearemorelikelytoactsimilarly.Ifweseethatmostneighborsengageincurbsiderecycling,thatbehaviorislikelytospread.Apowerfulwaytochangebehavioristhroughsocialdiffusion.Identifyleadersinthecommunitytomodelandsupportthe


targetbehaviorandotherswillfollow.Socialdiffusionworksbestwithpeoplewefindsimilarand/orthosewhoarewellrespected.

Researchershavefoundthatrewardsandpenaltiesworkbestwhenpeopleareconcernedthattheirbehaviorisbeingmonitored.Withoutconstantenforcement,thesebehaviorsareunlikelytobemaintained.Longerlastingbehaviorchangeismorelikelywhenpeopleinternalizetheimportanceofagivenbehavior.Internalizationoccurswhenpeoplebelievethatthetargetbehavioristherightthingtodo.Inthiscasethebehaviorshouldpersistacrosssituations,regardlessofenforcement.

3. InfrastructureInfrastructure,includingtechnologyandtools,helpindividualstofollowthroughonthedesiredbehavior.Infrastructurecanincludethefollowing:litterreceptacles,recyclingbins,pocketashtrays,litterpickuptools,sanitationcollectionvehicles,graffitiremovalequipment,andchecklists(e.g.,thechecklistinthe“BeingaGoodNeighbor:AGuidetoReducingandManagingLitter").Newtechnologyorequipmentmakesthedesiredbehaviormoreconvenient.Forexample,structuralchangesinashreceptacles,fromcombinedashandtrashtoash-only,haveimprovedappropriatedisposalofcigarettebutts.Changesinrecyclingcollectioncontainers,suchasthoseshapedtocollectonlycertainrecyclables,likebottlesorpaper,helpguideindividualstowardproperdisposal.Thesecontainersalsopromotelesscontaminationofrecyclables.NewcameraandGPStechnologiesarehelpinglawenforcementreducegraffitivandalism.

TheprimarytoolsforevaluatinganexistingcommunityenvironmentarecontainedintheKeepAmericaBeautifulCommunityAppearanceIndex.Resultshelpsetgoalsandtodeveloptargetedcommunityimprovementprograms.ThecontentsoftheIndexinclude:

§ LitterIndex–TheLitterIndexwasintroducedin2000andupdatedin2010toassesslitterconditions.

§ OptionalIndicesforIllegalSigns,Graffiti,Abandoned/JunkVehiclesandOutsideStorage–Theseoptionalindices,addedin2010,allowforavisualassessmentofothercommunityindicators.

§ FocusAreaResearchandInventory–Thisinformation-gatheringprocesshelpsassesscurrentcommunitypractices,ordinancesandregulations,aswellasresourcesandlocalcontactsintheprogramareasoflitterprevention,beautification,wastereduction,andrecycling.

4. PersuasionPersuasioninvolvesinfluencingatargetperson’sbeliefs,attitudes,motivations,and/orbehaviors.ThisstrategyisrelevanttoKABintermsofpromptingthepublictomodifytheirattitudesandbehavioraboutcommunityimprovement,particularlyintheareasoflitterprevention,beautification,recycling,andwastereduction.Educationandawarenesscanbeusefulifthetargetaudienceisuninformedonanissue.Forexample,ifsmokersareunawareofpocketashtrays,aneducationcampaigncansuccessfullyreducecigarettebuttlitter.Whenanaudienceisunfamiliarwithkeyinformation,educationalprogramscanbeeffective.Thesecampaignscanincludeafter-schoolandotheryouthprograms,trainingworkshopsandseminars,communityworkshops,publicrelationsprograms,andmediacampaigns.Considertie-inswithpubliceducationconductedthroughcivicclubs,ChambersofCommerce,businesses,andgovernmentagencies.


Intermsofeducationalappeals,itisimportanttonotethatapurelyinformationalcampaignisunlikelytobeeffective.Behaviorsarepromptedbyavarietyoffactors,includingkeysituationalinfluences(Costanzo,Archer,Aronson,&Pettigrew,1986).Inadditiontoeducationalcampaigns,thefollowingpersuasivetacticsareimportanttoconsider:

§ CommunicationCommunicationiskeytoeveryprogramthatintendstopromotelong-termbehaviorchange.Astronglitterpreventionmessageisonethatemphasizesacleanenvironment,beautification,andthegeneralcommunitynormagainstlittering.Avoidmessagesthatdepictlitter-strewnenvironmentsorimagesofindividualslittering,asthesetendtoreinforcethenormthatalitteredenvironmentistypicalandacceptable.Werecommendthefollowing:

- Demonstratethedesiredbehavior.Showthebehaviorandenvironmentthatyouwanttoencourageratherthantheopposite.Forexample,modelacleanenvironment(notalitteredone)anddemonstratethatproperlitterdisposalsarecommon.

- Captureattentionwithavividmessage/image.Makethemessageeasytoimagineandremember.- Useacrediblesourcetodeliverthemessage/communication.- Connectmessagestospecificbenefitsthatresultfrombehaviorchange.- Keepthemessagepositive.Fear-basedappealsaroundtheenvironmenttendtomakeaudiences

feeltheyhavelittlecontrol.- Emphasizepersonalcontact.Thebestmediumtodelivercommunicationisface-to-face.

ThisisfollowedbyTV,Internet,radio,andnewspaper.

§ PromptsPromptsarevisualorauditorycuesthatremindustocarryoutanactivitywemightotherwiseforget.Promptsshouldbeusedcloseinspaceandtimetowhenandwherethetargetbehaviortakesplace.Forexample,point-of-salepromptscanincreasepurchaseofrecycled-contentproducts,orsignsinagrocerystoreparkinglotpromptcustomerstoremembertheirreusablebags.

§ CommitmentResearchershavefoundthataskingindividualstomakeapubliccommitment(e.g.,bysigningawrittenpromisetoparticipateincurbsiderecycling)isanextremelyeffectivepersuasionstrategy.Mostpeoplehaveastrongdesiretobeconsistent,andoncetheyhavemadethatpubliccommitmenttheywillmaintainthedesiredbehaviorinthelongterm.Makingavoluntarycommitmentalsohelpsindividualsperceivethemselvesdifferently–theyarelikelytointernalizetheimportanceofthisissue–andthatcanleadtolong-termbehaviorchange.

KABprovidesresourcestohelppeopleendlittering,improverecycling,andbeautifycommunities.Effectiveattitudeandbehaviorchangestrategiesdependonacombinationofmethodsandarebasedoncurrentsocialmarketingresearch.TheFiveStepManagementProcesscanbeusedsuccessfullyincombinationwiththeFourBehaviorStrategiestoreachtheKABVisionthatevercommunityisaclean,greenandbeautifulplacetolive.


CLEAN,GREENANDBEAUTIFULCOMMUNITIESAtKeepAmericaBeautiful,wewanttoensurethatbeautyisourlastingsignature.Aleadingnationalnonprofit,weenvisionacountrywhereeverycommunityisaclean,green,andbeautifulplacetolive.KeepAmericaBeautifulprovidestheexpertise,programsandresourcestohelppeoplepreventlitter,reducewaste,increaserecycling,andprotectthenaturalbeautyoftheareasaroundus.Theorganizationisdrivenbytheworkandpassionofournetworkofaffiliates,hundredsofpartnerorganizations,millionsofvolunteers,andthesupportofcorporatepartners,municipalities,electedofficials,andindividuals.

KeepAmericaBeautiful’sgrowingandevolvingnetworkofaffiliatesformsadirectconnectionwithcommunitiestocarryoutourmissionfromcoasttocoast.Ournationalorganizationservestosupportandnurtureaffiliatesintheirmissiontoimprovecommunitiesandthelivesofresidents.Ouraffiliatespromoteindividualresponsibilityandengagevolunteers,togetherwithlocalcivicorganizationsandgovernmentofficials,corporationsandindividuals,toaddresslocalqualityoflifeissues.

Byaddressingthephysicalaspectsofthecommunity,suchasneighborhoods,playgrounds,businessareas,mallsandtowncenters,landfillsandrecyclingfacilities,medians,plazas,streetsandhighwaysandournaturalspaces(publiclands,waterwaysandshorelines,trails,greenwaysandstateandnationalparks),KeepAmericaBeautifultransformspublicspacesintobeautifulplaces.

Locally,KeepAmericaBeautiful’saffiliateeffortsareacornerstoneforcommunityrevitalization,conservation,andeconomicdevelopment.Ournetworkoflocal,statewide,andinternationalaffiliatesandparticipatingorganizationsworkswithbusinesses,schools,neighborhoodgroupsandlocalgovernmentstotackletoughissues—graffiti,illegaldumping,highwaylitter,waterpollution,unkemptvacantlots,urbanrunoffintowaterwaysandlackofgreenspaces.Wearecredible,valuedleadersinourcommunitieswhodeliverlocaltoolstocreatepositivechangeinkeyareasaffectingqualityoflife.

Affiliateeffortsarevisiblebutgodeeper.Intheareaoflitterprevention,KABaffiliatesareexpertsindefininglitter,identifyingthesourcesoflitter,understandingwhypeoplelitter,reducinglitterbychanginglitteringbehavior,organizingclean-upsandeducatingcommunitiesonproperwastehandling.Intheareaofbeautificationandcommunitygreening,KABaffiliatesareexpertsinimprovingthevisualaspectsofourcommunitiesthroughprogramsthatbeautifytheenvironment,includingcommunitygardens,restoringvacantlots,highwayandshorelinebeautification,urbanforests,nativeandwildflowerplantings,andgraffitipreventionandabatement.Intheareaofrecyclingandwastereduction,KABaffiliatesareexpertsinreducingtheimpactofsolidwasteinourcommunitiesandthroughrecyclingright.Theaffiliatesandpartnershipnetwork,organizesprogramsandprovidesresourcesrelatedtocommunityandwatercleanups,disasterrestoration,urbanrenewal,communitygardens,urbanforestry,communitygreening,andconservationandpreservation.

KeepAmericaBeautifulgoaltowardenvironmentalliteracyisthatthroughtheprogramsandeducationalinitiatives,individualswillpossesstheknowledge,intellectualskills,attitudes,experiencesandmotivationtomakeandactuponresponsibleenvironmentaldecisions.


ExecutiveDirector

Theexecutivedirectoristhemanagerofthedailyoperationsoftheorganization.Theexecutivedirectorjoinsthenationalnetworkofaffiliateprofessionals.Themajorjobresponsibilitiesinclude:• CommittotheMission• LeadtheStaffandManagetheOrganization• ExerciseResponsibleFinancialStewardship• LeadandManageFundraising• FollowtheHighestEthicalStandards,EnsureAccountability,andComplywiththeLaw• EngagetheBoardinPlanningandLeadImplementation• DevelopFutureLeadership• BuildExternalRelationshipsandServeasanAdvocate• EnsuretheQualityandEffectivenessofPrograms• SupporttheBoard(Source:BoardSource)

RECOMMENDEDSKILLS• Organizationalmanagementskills• Financialmanagementskills,includingbudgeting• Self-starterwithdemonstratedefficiencyandabilitytohandledetails• InitiativecoupledwithwillingnesstotakedirectionfromtheChairmanandBoard• Enthusiasticandpositiveattitude• Abilityandwillingnesstodelegate• Publicspeakingskills:poised,persuasive,articulate• Writingskills• Experienceindealingwithcommunity/volunteermanagement• Familiaritywithmedia,volunteernetwork,corporatestructureandpoliticalprocess• Highenergylevel• Knowledgeofthecommunity• Computerexperience,includingwordprocessing,database,spreadsheet,PowerPointandaccounting

software

MAJORRESPONSIBILITIES

Administrative• ManagethedailyoperationsoftheKABaffiliateorganization• ReportdirectlytoandcoordinatewiththeChairman• Assurethatallreportingrequirementsarecompletedonschedule• AssisttheTreasurer/FinanceCommitteeinpreparingandmaintainingorganizationbudget;develop

estimatesofneedsandoperatingrequirements;providesupportmaterialsforfundraisingeffortsbytheBoard;monitorexpenses

• WithSecretary,prepareanddistributeminutesofKABaffiliateboardmeetings.• SubmitSemi-AnnualReport,AnnualReport,Cost/BenefitAnalysis,CommunityAppearanceIndex-

LitterIndex,andpaymentofAnnualAffiliateFeetoKAB• Maintainoffice;supervisestaff


Publ ic Relat ions • ServeasprimarycontactpersonandliaisonofinformationonKABactivities• Preparereports,newsreleases,mediapackets,mediaadvisories,factsheetsandotherprogram

materialsforpublicawareness• Conductworkshops• Maintaincurrentmediacontactlist

Volunteer Management • Orientandtrainvolunteers• Developvolunteerjobdescription• Prepareandimplementvolunteerrecognition

CHARACTERISTICS ManagementandDelegat ion: Anexecutivedirectorisforemostaneffectivemanageranddelegator.Goodmanagementmeansprimarilyworkingthroughpeople.Theexecutivedirectorshouldbeanenablerandfacilitatorofvolunteergrowthandinvolvement.

Enabl ing theBoard: Theexecutivedirectorprovidesmaterials,researchassistance,reports,andresourcessotheboardmaymakedecisionstogoverntheorganization.

Workingwith People: SinceKABaffiliatesareprimarilyavolunteerorganization,theexecutivedirectorshouldmaintainandexpandthevolunteerbase.Volunteershavevaryingcapabilitiesandvolunteeropportunitiesshouldbeinterestingandmeaningful.

Communicat ion: Anexecutivedirectormustcommunicateclearlyandsuccinctlyandbeagoodlistener.

JOBOVERSIGHTANDSALARY Inanon-profit,theexecutivedirectorisanemployedbytheBoardofDirectorsandtypicallyworkscloselywiththeChairman.Inagovernmentalagency,theexecutivedirectorisagovernmentemployee.TheChairmanshoulddiscussthejobresponsibilitieswiththeemployeeandtheemployee’ssupervisortoensurethatnoconflictsarisebetweentheboardrequestforactionandtheexecutivedirector’sjobresponsibilitiesasagovernmentemployee.Inmostcommunities,theexecutivedirectorisafull-time,salariedposition.Thesalaryrangeisusuallycomparablewithprofessionalpositionsofnonprofitorganizationsinthearea.TheBoardshouldprovideanannualevaluation.

SourcestoContacttoFindanExecutiveDirector:• City/Countygovernment• ChamberofCommerce• LoanedExecutives• Civicorganizations• KeepAmericaBeautifulandStateAffiliate,whenapplicable

AdvertisethePosition:• KABE-News• KABForums• Localemploymentagencies• Newspaperads• Wordofmouth• Internetwebsites


AffiliateGoodStanding

“GoodStanding”standardsassistinstrengtheningthecredibilityofthenationalnetworkandsupportingtheKABmissionbyrequiringthataffiliatesmeetthefollowingstandardsannually.Reportsareavailableatwww.kab.org.ThereportingtimeframeisJuly1-June30.

1. HasanactiveBoardofDirectors/Committee/Commission/AdvisoryCouncil:• Community-basedwithpublic,privateandcivicrepresentatives• Meetsregularly• Ensurestherelevanceoftheaffiliate’smission• Determinesprogramsandactivitiesthatfollowthemission• Securesadequateresourcestofulfillthemission• ProvideslegalandethicalintegrityandaccountabilityandassessesBoardperformance• Supportsanexecutivedirector• Enhancesaffiliate’spublicimage

2. HasanactiveExecutiveDirector/Coordinator/President/VolunteerLeader,etc.3. SubmitsSemi-AnnualReportdueAugust1whichincludesquestionsonorganizationalstructure,

administrationandbudgetsandmayincludeadditionalquestionstogatherinformationtoassistthenationalofficeandaffiliates.

4. ConductCommunityAppearanceIndex-LitterIndexbyAugust1.TheCommunityAppearanceIndexincludestheLitterIndexandOptionalIndicesonillegalsigns,outdoorstorage,graffitiandjunked/abandonedvehicles.TheLitterIndexisrequiredforGoodStandingandshouldbeconductedannuallyatapproximatelythesametimeofyear.

5. PrepareCost/BenefitAnalysisbyAugust1.Anannualmeasurementtoolthatcomparesthedollarvalueassociatedwithvolunteerhours,cashcontributions,in-kinddonations,non-governmentalandfoundationgrantstoanygovernmentdollars.Theformalsogathersstatisticalinformationincludingnumberofvolunteers,cleanups,educationworkshops,etc.

6. ExecutiveDirector/Coordinator/President/VolunteerLeaderattends6hoursoftrainingannually.Creditcanbeearnedat:• KAB’sNationalConferenceorKABWebinars(approx.1-2offeredamonth)• KABStateAffiliateConference/Meetings,ifapplicable• Conference/seminar/webinarofferedbyanotherorganizationrelatedtoKABmission,FocusAreasororganizationalmanagement.

7. PayanAnnualAffiliateFee,uponbeinginvoicedandnolaterthanAugust1

Population Fee0–7,500 $507,501-15,000 $10015,001-30,000 $15030,001-50,000 $20050,001-75,000 $25075,001-150,000 $300150,001-500,000 $350500,000-1million $400Over1million $500


KABReports

Itisimportanttokeepgoodrecordsofyourprogramactivitiestofacilitatecompletionofthesereports.Wewanttoshareyoursuccesswith:• Media–helpsgainnationalrecognitionforyourefforts• Sponsors–helpsdemonstratetheirreturnoninvestment• Affiliates–givesothersintheKABnetworknewideastotryintheirowncommunities.

ReportingisbasedonaJuly1toJune30timeframe.

Report ThisreportgathersinformationrelatedtoGoodStandingrequirementsincluidngboardandexecutivedirector.

AnnualCommunityAppearanceIndex-LitterIndexandOptionalIndices(ifapplicable)Thismeasurementtoolenablesaffiliatestodirectandevaluateprogramsandmeasureprogress.TheIndexisconductedannuallyatapproximatelythesametimeofyear.

Cost/BenefitAnalysisandEventReportsTheCost/BenefitAnalysisisameasurementtoolthatenablesaffiliatestoshowtheirabilitytoleveragecommunityresources.Bydeterminingthedollarvaluereturnedtothecommunityforeachdollarinvestedbygovernment,anaffiliatecandemonstratethevalueofcommunitypartnership.Affiliatestrackvolunteerhours,cashcontributions,in-kinddonations,non-governmentalandfoundationgrants.EventReportincludesstatisticsandresultsincluding:• Boardinvolvementi.e.numberofhoursandin-kindincludingmileageanddonatedgoodsandservices• Volunteerinvolvement• Donations• Litterpreventionstatistics• Beautificationstatistics• Recyclingstatics• Mediacoverage• Youthactivities• Outreachactivities

HelpfulDefinitionsforReportingAnnualStatistics• Volunteers: Peoplewho activelywork an event.A volunteer performswork thatwould otherwise be

donebyapaidperson.Apersonorprisoneroncourt-orderedcommunityservicetimeorworkreleasetimeisnotconsideredvolunteers.

• Participants:Peoplewhoactivelycontributetoaneventorongoingprogram(inawayotherthanjustattending)conductedbyanAffiliatesuchasarecyclingdrive,drop-offcenter.

• Attendees:Peoplewhoarepartofastructuredeventandaprogramconductedorcoordinatedtoinformoreducatetheaudiencesuchasaclassroompresentation,teacher-trainingworkshoporaWasteintheWorkplaceworkshop.

• CommunityAudience:Peoplewhoattendandreceiveanaffiliate’seducationalmaterialsatafair,parade,exhibit,litter-freeevent,etc.

• Educate:Toprovideinformation,experienceand/ortoolstogatherknowledgethatmayimpactcognition,whichistheprocessesthatincludeslearning,reasoning,problemsolvinganddecision-

17

making.Maybeinaclassroom,after-school,outdoorenvironmentsettingandincludesexperientialeducationduringactivitiese.g.discusssourcesoflitteringduringacleanupordemonstratealessononrecyclingtoyouthoradults.(Seealsovolunteer,participant,orattendeedefinitions)

• Reach:Tocontact,interactand/orcommunicatewithaboutatopicorareaofintereste.g.displayedatanevent(Seecommunityaudiencedefinition)

Example:AvolunteerunloadsacomputerfromthevehicleofaparticipantwhosespousewasanattendeeataKABrecyclingworkshopandsharedtheinformation.

Example:40parentattendeesenjoyedtheKABworkshoppresentedby6volunteerteachers,whohadstaffedtheboothattheenvironmentalfairwhereparentsparticipatedbybringingPETbottlesfortheReturntheWarmthprogram,andthefairhadanaudienceof600.

HowtoCalculateDollarValueBenefit:VolunteerHours:Whensettingthevalueofyourvolunteerhours,rememberthattherearemanykindsofvolunteersfromprofessionals,accountantsandartiststoyouthandcleanupvolunteers.It'suptoyoutoexaminetheprojectandsetthevalueforthevolunteertime.Eachvolunteerhourshouldbeassignedavalueofatleastminimumwage.Thefollowingareguidelines:

TypeofVolunteer $Value/hrAllvolunteers(adultoryouth),Board HourlyRate(perIndependentSector)*Professional Currentmarket/hr

* IndependentSectorupdatesthenationalhourlyrateannually.Thecurrentvalueisavailablehttp://independentsector.org/programs/research/volunteer_time.html.Youmayalsocheckthecurrentvolunteerhourlyrateforeachstate.

DonatedGoodsorServices:YourKABaffiliatemayreceivenon-monetarycontributionsofgoodsorservices,oftenreferredtoas"in-kinddonations"frombusinesses,groupsandindividuals.Examplesinclude:privatewastehaulerservices,"pro-bono"accountingservices,food/drinks,donatedadvertisingspaceorPublicServiceAds(PSAs),orofficespaceinanon-governmentbuilding.Thedollarvalueofanydonatedgoodsorservicesisequaltothemarketpriceofthegoodsorservicescontributed.Wheneverpossible,askyourcontributortosubmitthedollar-valueinwriting.

MediaValue(optional):Mediavalueisoptional.Ifyouentermediavaluepleaselistonalistseparatei.e.GACMediaorCleanupMedia.Valuesshouldbeprovidedbythespecificmediasource(i.e.,televisionstation,radiostation,newspaper,etc.)basedoncomparablepaidspaceorairtime.Thefollowingareguidelinesfordeterminingmediavalue:§ Printadvertisingspace:Themediasourcemayprovideyouwithaspecificvalueforeachadvertising

spaceoryoumayneedtocalculatecolumninchesbymeasuringdownthecolumn.Iftheadcrosses morethanonecolumn,multiplytheinchesdownbythenumberofcolumnsacross.

§ Valueofnewspaperorprintarticles/pressclippings.Whenapositivearticleexclusivelyorextensively featuresyourorganization,measurecolumninchesdedicatedtoyourorganizationandmultiplybythe valueprovidedbythemediasource.Ifyouraffiliateismentionedbrieflywithinthelargercontextofan articleorcalendarlisting,itshouldnotbemeasured.Anewspapermaynotbeabletoprovideaspecific valueforafront-pagenewsarticlesincethespaceisnotavailableforadvertising.

§ Radio/TelevisionShow.Typically,showsornewsspotswouldnotcountinCost/BenefitAnalysis,but youmayincludeestimatedaudience,ifknown,undertheGeneralSurveyintheCommunityOutreach ExecutiveDirector ©2018KeepAmericaBeautiful,Inc.


section.Ifthetelevisionorradiostationprovidesavalue,inwriting,fortheairtimevalue,youmayincludeintheCost/BenefitAnalysis.

§ Website/Blog:Novalueisassignedtothenumberofhitsawebsitereceivesbutalldonatedtimetomanagethewebsiteortowritecontentmaybeincludedasvolunteertimeand/orin-kindservices.Ifawebmasterorcompanydonatesservice,askforthevalueinwriting,toincludeinthein-kindsection.

§ Government-ownedCableChannel.IfgovernmentemployeesareinvolvedinproducingthenewsorPSA,theamountmaybeanin-kindgovernmentcost.IfthenewsorPSAwasproducedbyanon-governmentsourceandisairedonthestation,thevaluemaybeincludedifthechannelhasanadvertisingrate.Youmayincludeestimatedaudience,ifknown,undertheGeneralSurveyintheCommunityOutreachsection.

CommunityServiceAffiliates that administer programs for a person or prisoner on court-ordered community service timeorwork release time may include value of time and the cost of administering the program. The valuescalculatedwillremainseparatefromtheoverallcost-benefitratiousedbyKAB.

CostAvoidance(optiona)CostAvoidanceisthedollar-valueofaprojectbasedonwhatyourlocalgovernmentwouldhavespentifitusedagovernmentdepartmentoragencytoachievethesameresults.TheprojectmustbecurrentlywithinthescopeofservicesofferedbyyourlocalgovernmentdepartmentsoragenciestobeconsideredinaCostAvoidanceassessment.Youcannotassumetheprojectwouldbehandledusinggovernmentpersonnel.Itisbasedonknownequipmentcosts,estimatesofsalarytimeoractualcostfiguresfromasimilarproject.Note:Since2007,CostAvoidancehasbeenoptionalinyourCost/BenefitAnalysis.

ForExample:Aspartofitsscopeofservices,thepublicworksdepartmentisresponsibleforillegaldumpcleanup.Therehasbeenarecentrashofillegaldumpingactivity.Knowingthis,yourKABaffiliateorganizesvolunteersandprivatehaulingservicestocleanupillegaldumpsites.Inadditiontovolunteertimeanddonatedhaulingservices,thereisacostavoidancebenefit,sincethecityavoidedthecostsofassigningemployeetimeorequipmenttoaccomplishthesametask.Thepublicworksdepartmentmustprovidecostestimates,andthatfigureisthedollar-valueofthecostavoidanceforeachdumpsitecleanupundertakenbyyourKABaffiliatevolunteers.


BoardRolesandResponsibilities

ThePre-CertificationandCertificationprocesshelpedtoestablishthegroundworkforastrongandsustainableorganization.Anactiveandinvolvedboardgovernstheorganizationbyensuringeffectiveplanning.Overtime,theorganizationbecomesatrustedresourcetoeducators,apartnertocommunityleaders,andasupportnetworkforindividualsandgroups.KABaffiliatesworkwithlocalschools,communitygroups,businesses,andgovernmentagenciestocreatetransformativeopportunitiesineducationandcommunityaction.ItisthroughtheestablishedorganizationalstructurethatyourKABaffiliatewillmaximizegrassrootsparticipation,leadership,andthemostcost-effectiveuseofpublicandprivatefunds.

SuccessfulKABaffiliateshavegoverningbodythatisaworkingboard,withrepresentationfromathree-waypartnershipbetweenthepublic(government),private(business)andcivic(volunteer)sectors.Thisstructureiskeytothelong-termsustainabilityoftheorganization.

THREEHATSOFABOARDMEMBER• GovernanceHat:Wornonlywhenthefullboardmeets,propernoticehasbeengivenandaquorumis

present.Theboardistheultimatelegalauthorityfortheorganization.Governanceisafullboardaction.Thefullboardsetspolicy.Anindividualboardmemberhasnogovernanceauthority.

• ImplementationHat:Wornonlywhentheboardgivesoneormoreboardmembersauthoritytoimplementaboardpolicy.Occasionally,theboarddelegatesatleastoneofitsmemberstoactonitsbehalf--tonegotiatepurchaseofacomputerforexampleortodeterminewhichfirmwilldothefinancialaudit.

• VolunteerHat:Wornatallothertimes,whenboardmembersareinvolvedwithorganizationalactivitiesasvolunteers.Asavolunteer,aboardmemberhasnoindividualauthoritysimplybyvirtueofhis/herposition.Whenwearingavolunteerhat,theboardmemberisaccountabletoanotherperson,whetheritbethedirector,ataskforce,oracommitteechairman.

TenBasicResponsibilitiesofNonprofitBoardorCommittee• Determinetheorganization’smissionandpurpose• SelecttheExecutiveDirector• SupporttheExecutiveDirectorandreviewhisorherperformance• Ensureeffectiveorganizationalplanning• Ensureadequateresources(includingindividualmembership,ifapplicable)• Manageresourceseffectively• Determineandmonitortheorganization’sprogramsandservices• Enhancetheorganization’spublicimage• Ensurelegalandethicalintegrityandmaintainaccountability• Recruitandorientnewboardmembers;assessboardperformance


TenBasicResponsibilitiesofGovernmentBoardorCommittee• Determinetheorganization’smissionandpurpose• DirecttheExecutiveDirector• SupporttheExecutiveDirectorandreviewhisorherperformance(providedetailstotheimmediate

governmentsupervisor)• Ensureeffectiveorganizationalplanning• Ensureadequateresourcesincludingreviewofgovernmentbudget• Manageresourceseffectively• Determineandmonitortheorganization’sprogramsandservices• Enhancetheorganization’spublicimage• Ensurelegalandethicalintegrityandmaintainaccountability• Recruitandorientnewboardmembers;assessboardperformance

(Source:BoardSource,adaptation)

COMMITTEES/TASKFORCES

Committeesandtaskforcesshouldbeformedaftergoalsandobjectivesareestablished.Committeesandtaskforceswillthendeterminetasks.ThetrendisforalimitednumberofstandingcommitteessuchasFinanceandBoardDevelopmentorGovernance.Someboardsstarteachyearwithacleanslatebyabolishingallcommitteesannuallyandonlythoseneededarere-instated.Anevaluationprocessallowsaboardtoreassesscommitteecompositionandredirectthefocusifneeded.Benefits:• Flexibleandfuture-oriented• Morefrequentleadershipopportunities• Leadershipchangesarenotthreatening

Someboardsdonotformstandingcommitteesandwhenaneedisidentified,ataskforceoranadhoccommitteeisformedtocarryoutthecharge.Ataskforceallowsaboardtoconcentrateonlyonpressingissues.Signinguptoworkonataskforcewithacleargoalandaterminationpointispreferredoverindefiniteserviceonacommitteewithavaguepurpose.Ataskforceoradhoccommitteeprovidesmoreteamparticipationandinteractionamongavarietyofmembersontheboardresultinginmembersgettingtoknowmorepeopleontheboard.Eachtaskforceisunique,sotheanswerswillvarytoquestionssuchas:Howoftenshoulditmeet?Whoshouldserveonthetaskforce?Howbigshouldthegroupbe?Ifataskforcehasdoneitsjobwell,theboardcanproceedtomakegooddecisions.Examplesoftheseworkgroupsincludeabylawsreviewtaskforceorastaffsearchcommittee.


Volunteers

MuchofyourKABaffiliatesuccesswillresultfromtheuniqueprocessofinvolvingabroadrangeofconstituenciesthatreflectsyourcommunity.ApplytheKAB5-stepprocessasyouidentify,recruit,andinvolvevolunteers.

GetthefactsaboutvolunteersandwhatyouofferthemfortheircontributionoftimeInvolveyourvolunteersinmeaningfultasksCreateanactionplanwithclearlydefinedresponsibilitiestoguidevolunteereffortsandmaximizevolunteers’timeandtalentsFocusonthepositiveresultsofvolunteers’workandemphasizinghowtheymadeadifferenceProvidepositivereinforcementthroughrecognitionandrewardandlaythegroundworkforfutureinvolvement

Followingisalistofgroupstohelpyouidentifylocalvolunteers:

Adopt-A-Highway/Adopt-A-SpotAgriculturalExtensionAgencyAmeriCorpsBigBrother/BigSisterBlockwatchGroupsBoysandGirlsClubBoyScoutsBrowniesCampfireGirlsChamberofCommerceCivicclubsColleges/Universities(includingclubs,fraternities,sororities,sportsteams,etc.)Corporations/businessesCubScoutsEnvironmentalclubs/groups4-HClubsGardenClubsGirlScouts

Hospitals/medicalassociationsJayceesClubsKeyClubsKiwanisClubsLionsClubsMilitarybasesNeighborhoodassociationsParksandRecreationProfessionalassociationsOptimistClubReligiousgroupsRetireeassociationsRotaryClubsSchools/schoolclubsSportsleaguesSeniorCitizensSierraClubsWomen’sclubYouthgroups

22 ©2018KeepAmericaBeautiful,Inc. ExecutiveDirector

GoalSettingandVisioning

TheKABBehaviorChangeSystemisaprimarytoolforthedevelopmentandimplementationofprogramsandprojects.TheSystemisanimportantpartofdevelopinggoalsstartingwithengagingpeople.ThroughKABTools,includingtheCommuityApperanceIndex-LitterIndexandOptionalIndeics,ifapplicable,andFocusAreaInventory,theaffiliategathersfacts.UsingtheSystemoutlinedbelowaffiliatesshoulddevelopaplanasafoundationformeasuringthelong-termandshort-termsuccess.Annualreviewoftheplanwillassisttheaffiliateinfocusingonaccomplishmentsandidentifyingnewprojectsorprograms.

StartbyengagingpeopleandcontinuetheprocssateachstepintheSystemwhichincludes5managementstepsand4behaviorialstrategies:1. GettheFacts2. PriortizeBehaviors3. DevelopandImplementaPlan

• WrittenExpectations• Infrastructure• Persausion• RewardsandPenalties

4. FocusonImpacts5. ProvideFeedback

Agoalstatementisapositivestatementthatleadstoaction.Goalsarebroad.Objectivesarespecificortaskoriented.Anobjectiveisanendtowardwhichactionisorientedandreflectshowthesituationwillbechanged,improvedormaintained.”Objectivestypicallystartwith:• Toprovide….• Toestablish…• Tocreate….

Objectives,performancemeasure,shouldbeS.M.A.R.T.,whichrefersto:SpecificMeasurableAchievableRealisticTime-Bound

Specific:Aspecificgoalprovidesdirectiontoboard,sponsors,andvolunteers.Aspecificgoalanswersthesix"W"questions:Who: WhoisinvolvedWhat: WhatdoIwanttoaccomplishWhere: IsthereaspecificlocationWhen: EstablishatimeframeWhich: IdentifyrequirementsandconstraintsWhy: Specificreasons,purposeorbenefitsofaccomplishingthegoal

EXAMPLE:Agoalwouldbe,"Tocleanupthecity."Anobjectivewouldbe,"ParticipateintheannualGreatAmericanCleanup™andcoordinatethecleanupofsixmajorentranceways"


Measurable:Tofocusontheresults,thegoalshouldhaveawaytomeasureprogresstowardtheattainmentofeachgoalyouset.Whenyoumeasureyourprogress,youstayontrack,reachyourtargetdates,andexperiencetherewardofachievement.

Todetermineifyourgoalismeasurable,askquestions:Howmuch?Howmany?HowwillIknowwhenitisaccomplished?

Achievable:Whenyouraffiliateidentifiesgoalsthataremostimportant,youbegintodeterminewaystoimplementthegoals.Youdeveloptheattitudes,abilities,skills,andfinancialcapacitytoreachthem.Somegoalsbecomeattainableovertimeasyouraffiliategrowsandexpands.

Realistic:Toberealistic,agoalmustrepresentsomethingthattheaffiliateiswillingandabletoaccomplish.Someaffiliatessetahighgoalthatmayseemunattainablebutbyreachingothergoals,theaffiliatewillseesubstantialprogress.Ahighgoalisfrequentlyeasiertoreachthanalowonebecausealowgoalexertslowmotivationalforce.Yourgoalisrealisticifyoutrulybelievethatitcanbeaccomplished.Agoalshouldconsiderthefinancialobligationbutfinanceshouldnotbethereasonagoalisnottried.

Time-bound:Agoalistime-basedwhenyouhaveasettimeframeoradatespecific.


AffiliationReport

YourKABaffiliateisoneofhundredsofcommunity-basedorganizationsimprovingcommunities.YouraffiliatecompletedthefollowingandsubmittedtheresultsinordertoberecognizedasaKABaffiliate.

• Organizational• EnablingLegislation• MissionStatement• Bylaws• Board• ExecutiveDirector• BudgetandFinancialSupport

• LitterIndex• FocusAreaResearchandInventory

• EndLittering• ImproveRecycling• BeautifyCommunities

• Observations(OptionalRecommendations)


Appendix1:Acronyms/Abbreviations

Eachaffiliateandstatehasadifferentacronymsandabbreviationsthattheyuseonadailybasis.Alistisbeneficialtonewandveteranmembersoftheboard,staffandvolunteers.MostacronymsusedbyKeepAmericaBeautifulatthenationallevel,theacronymispronouncedaseachletteri.e.K-A–Binsteadof“cab.”

AAH Adopt-a-HighwayARD AmericaRecyclesDayCAI CommunityAppearanceIndexCBA Cost-BenefitAnalysisCLPP CigaretteLitterPreventionProgramCURC CollegeandUniversityRecyclingCoalitionDEQ DepartmentofEnvironmentalQualityDOT DepartmentofTransportationEE EnvironmentalEducationEPA EnvironmentalProtectionAgencyGAC GreatAmericanCleanup–pronounceeachletterG-A-CIWTBR IWanttoBeRecycledKAB KeepAmericaBeautiful–pronounceeachletterK-A-BLI LitterIndexPSA PublicServiceAnnouncementR@W RecyclingatWorkR-B Recycle-BowlROI ReturnOnInvestmentSLC StateLeadersCouncilSMART Specific,Measurable,Achievable,Realistic,Time-boundSWOT Strength,Weakness,OpportunityThreatTTT Time,Talent,TreasureWIP WasteinPlaceYAC YouthAdvisoryCouncil

KABPrograms:GAC–GreatAmericanCleanup

• Eachspring,KeepAmericaBeautifulkicksofftheGreatAmericanCleanup,whichisthecountry’slargestcommunityimprovementprogramthattakesplacein20,000communities.Thisnationalprogramengages2millionvolunteerswhotakeactionintheircommunitiestocreatepositivechangeandlastingimpact.

ARD–AmericaRecyclesDay• Theonlynationally-recognizeddayforcommunityeducationandcollectioneventsencouraging

hundredsofthousandsofindividualstorecycle.


CLPP–CigaretteLitterPreventionProgram• TheCigaretteLitterPreventionProgram(CLPP),nowinits11thyear,isthenation'slargest

programaimedatreducingcigarettelitter.

RM-RecycleMania• Anationalcompetitionandbenchmarkingtoolforcollegeanduniversityrecyclingprogramsto

promotewastereductiontotheircampuscommunities.

R@W-RecyclingatWork• “RecyclingatWork”Pledge:AspartofitsClintonGlobalInitiativecommitment(2012),Keep

AmericaBeautifulhostsaprogramdesignedtoincreaserecyclingintheworkplace.

WIP-WasteinPlace• Aresourceguide,whichincludesover100activitiesforpre-Ktosixth-gradestudents

IWTBR-IWanttoBeRecycled• KeepAmericaBeautiful’slandmarkpublicserviceadvertising(PSA)campaigninpartnershipwith

theAdCounciltargetedtomotivateAmericanstorecycleeveryday.

R-B-Recycle-Bowl• AnationalrecyclingcompetitionforK-12schoolsthatoccurseachfallsemester.

YAC-YouthAdvisoryCouncil• KeepAmericaBeautiful'sNationalYouthAdvisoryCouncilprovidesisauniqueopportunityfor

tenhighschoolstudentsfromdiversebackgroundsacrossthenationtoparticipateinaservice-learningandleadershipdevelopmentprogramannually.

Partners:ICMA-InternationalCityManagementAssociationIDA-InternationalDowntownAssociationSWANA-SolidWasteAssociationofNorthAmericaNWRA-NationalWaste&RecyclingAssociationSUFC-SustainableUrbanForestCoalitionAFPA-AmericanForest&PaperAssociationEPA-EnvironmentalProtectionAgencyBGCA-Boys&GirlsClubofAmericaPLT-ProjectLearningTreeACT-AllianceforCommunityTreesLISC-LocalInitiativesSupportCorporationNAAEE-NationalAssociationforEnvironmentalEducatorsNOAA-NationalOceanicandAtmosphericAssociationNRC-NationalRecyclingCoalitionNWF-NationalWildlifeFederationUSCC-USCompostingCouncilUSDA-USDept.ofAgricultureSRO-StateRecyclingOrganizationDEQ-DepartmentofEnvironmentalQualityDOT-DepartmentofTransportationEPA-EnvironmentalProtectionAgency


Appendix2:StaffEvaluation

NAME

BOARDANDCOMMUNITYRELATIONS1=Strongly

Agree 2=Agree 3=Neutral 4=Disagree5=StronglyDisagree

N/A=NoOpinion

ImplementsthegoalsoftheBoardMaintainspositiveliaisonwiththeBoard,committeesandvolunteersAllocatesresourcesinamannerwhichisunderstoodbytheBoardServesasarepresentativefortheaffiliatetothemedia,generalpublicandotherexternalpartiesMaintainspositiveliaisonwithelectedandappointedofficialsAlertsmemberstocurrentandfuturetrendsthataffecttheaffiliateProvidesgoodcounselDemonstratescommitmenttoimprovingtheaffiliateExecutiveDirectorandBoardrelationshipiscollegial/respectfulBoardhastrustandconfidenceindaytodayoperationsoftheaffiliate

AFFILATEMANAGEMENT1=Strongly


N/A=NoOpinion

Isknowledgeableaboutby-laws,policiesandorganizingdocumentsoftheaffiliateandusesthisknowledgetorecommendcoursesofactionAnticipatesproblemsandisresourcefulindealingwiththemAssumesresponsibilityformakingdecisionswithinpolicyframeworkMakestoughdecisionswhenneededandseesthemthroughtocompletionManagessothatprioritymattersreceiveappropriateattentionHasasenseofwhatmustchangeandwhatmustremainthesametoaccomplishtheorganization'smissionandrealizeitsvisionMonitorstheorganization'sfinancesandoperationsinrelationshiptotheapprovedbudgetandmakesinformedfinancialdecisionsUsesgoodfiscaljudgmentinmanagingoperationsLeadershiphasimprovedourfinancialresourcesandaccountability


Leadershiphasincreasedtheaffiliate'sgoodwillinthecommunityAffiliateisingoodstanding

VOLUNTEERANDSTAFFRELATIONS1=Strongly


N/A=NoOpinion

RecruitsandretainscompetentvolunteersMakesaconsistentefforttotrainandprovidefeedbackHelpsvolunteersworktogethertoachievetheaffiliate'sgoalsandobjectivesProvidesconsistentrecognitionandsupporttovolunteers

PERSONALCHARACTERISTICS1=Strongly


N/A=NoOpinion

ReliableandmeetsdeadlinesExpressesanabilityandwillingnesstoworkwithothersDemonstratesabilitytocommunicateeffectively,bothorallyandinwritingDealseffectivelywithpressuresituationsModelseffectivebehaviorsandskillsRespondsappropriatelytoadviceandconstructivecriticismHasthenecessaryknowledgeandskillstobeaneffectiveExecutiveDirectorHasthenecessarypersonalcharacteristicstobeaneffectiveExecutiveDirectorGeneralQuestions:1) Whathavebeenthemajorachievements/shortcomingsoftheExecutiveDirectoroverthepast12months?(Providespecificexamplesifavailable)

2) DidtheExecutiveDirectorliveuptothewrittenorexpressedgoalsandobjectivesdevelopedbytheaffiliate?Explain.

3) DidtheExecutiveDirectorliveuptoorganizationalexpectations?Explain.

4) HastheaffiliatebenefitedfromtheleadershipofthisExecutiveDirector?Explain

5) Ifyoucouldgive2piecesofadvicetothisemployee,whatwoulditbe?

Preparedby: Date:


Appendix3:FinancialManagement

Thesedutiesmaybeassumedbyaboardmember,whichisusuallytheTreasurer,butoftenareprimarilytheresponsibilityoftheExecutiveDirector.§ PreparationofanAnnualBudget§ PreparationofGrantBudget(s)andapplication(s)§ Accounting/bookkeepingofallaccounts§ One(1)checkingandsavingsfornon-grantfunds§ Eachfund,whetheragrantfundornon-grantfund,needsseparateaccountingregister§ AccountingsoftwaresuchasQuicken,QuickBooks,Peachtree,etc.shouldbeusedtokeepthe

accountingledgers/registers§ Checkbooksshouldbebalancedmonthlywithbankstatements§ Preparemonthlyfinancialstatementsforeachchecking/savingsaccountandprovidecopiestoeach

boardmember§ Preparegrantreports,whichmayincludein-kindormatchingcashaswellasthegrantcash

expenditures§ Payroll:Ifstaffispaidanhourlywage,youMUSTkeepanEmployeeRecord,whichincludesdates

andhoursworked.UseanEmployeeRecordBookortimesheet.§ AllemployeesmustcompleteaW-4Formeachyear.Itisavailablefordownloadonthewww.irs.gov

website.§ MustdeductSocialSecurityandMedicare(%ofgrossemployeeshare)§ Mustdeductfederaltaxesandstatetaxesifapplicable,accordingtotheappropriatetaxtablesand

basedonthe#ofexemptionsclaimedonW-4.Thefederaltax(whichincludesthefederaltaxamountthatwaswithheldplusboththeemployeeandemployersharesofSocialSecurity&Medicare–botharethesamerate)andstatetaxifapplicable(includesthestatetaxamountthatwaswithheldforthequarter)941/941Nemployeetaxdeposits.

§ YourorganizationmustfileanIRS990Form.Itisduethe15thdayofthe5thmonthfollowingthecloseofyourfiscalyear.(i.e.ifyourorganization’sfiscalyearisJanuary1-December31,the990FormmustbepostmarkedbyMay15.)

§ Insurance–Workman’sCompensationInsuranceisrequiredbyfederallaw.

GoodRecordKeeping:§ Mustkeepcopiesofallinvoices–Includealistofexpendituresfromaccountingsoftware,with

copiesofinvoices§ Keeptrackofallvolunteersandvolunteerhoursworked

§ Willneedforin-kindforgrantreports,whenapplicable§ WillneedforKABAnnualReport.Youcanactuallyenterinfooneachprojectasitiscompleted

throughouttheyearonwww.kabaffiliates.org.§ Keepingaccuraterecordsofeachprogram/projecttoplanfornextyearincludingtimeline§ Listofanydonors,contactnames,whatwasdonated,etc.§ PuttogetheranOperationsManualsoifyouareeversickorhavetobegone,someonecancome

intotheofficeandlookforthis“Howto”instructionsbooklettocompleteanyrequiredwork.

PreparedbyJanePolson,KeepNebraskaBeautiful


Appendix4:BoardBuildingCycle

Step1:Identifytheneedsoftheboard:theskills,knowledge,perspectives,connections,etc.,neededtoimplementthestrategicplan.Whatdoyouhave?Whatismissing?

Step2:Cultivatesourcesofpotentialboardmembersandidentifyindividualswiththedesiredcharacteristics.Askcurrentboardmembers,seniorstaff,andothertosuggestpotentialcandidates.Findwaystoconnectwiththosecandidates,gettheminterestedinyourorganization,andkeeptheminformedofyourprogress

Step3:Recruitprospects.Describewhyprospectivemembersarewantedandneeded.Explainexpectationsandresponsibilitiesofboardmembers,anddonotminimizerequirements.Invitequestions,elicitprospects’interest,andfindoutiftheyarepreparedtoserve

Step4:Orientnewboardmembersbothtotheorganizationandtotheboardexplainingthehistory,programs,pressingissues,finances,facilities,bylaws,andorganizationalchart.Describecommittees,boardmemberresponsibilities,andlistsofboardmembersandkeystaffmembers.

Step5:Involveallboardmembers.Discovertheirinterestsandavailability.Involvethemincommitteesortaskforces.Assignthemaboard“buddy.”Solicitfeedback.Holdeveryoneaccountable.Expressappreciationforworkwelldone.

Step6:Educatetheboard.Provideinformationconcerningyourmissionarea.Promoteexplorationofissuesfacingtheorganization.Holdretreatsandencourageboarddevelopmentactivitiesbysendingboardmemberstoseminarsandworkshops.Donothidedifficulties.

Step7:Evaluatetheboardasawhole,aswellasindividualboardmembers.Examinehowtheboardandchiefexecutiveworkasateam.Engagetheboardinassessingitsownperformance.Identifywaysinwhichtoimprove.Encourageindividualself-assessment.

Step8:Rotateboardmembers.Establishtermlimits.Donotautomaticallyreelectforanadditionalterm;considertheboard’sneedsandtheboardmember’sperformance.Exploreadvisabilityofresigningwithmemberswhoarenotactive.Developnewleadership

Step9:Celebrate!Recognizevictoriesandprogress,nomatterhowsmall.Appreciateindividualcontributionstotheboard,theorganization,andthecommunity.Makeroomforhumorandagoodlaugh.

FromTheBoardBuildingCyclepublishedbytheNationalCenterforNonprofitBoards(NCNB)


Appendix5:BoardNominationForm

Nominee: _________________________________________________________________________

Company:_________________________________________________________________________

Title: _____________________________________________________________________________

Address: __________________________________________________________________________

City/State/Zip:_____________________________________________________________________

Phone: ___________________________________ Fax:____________________________________

Email: ____________________________________________________________________________

TalentsandSkills:Specifically,checkthefollowingskillsyouoffer:□ Accounting/Financial□ Education–Public□ YouthLeadership□ EventPlanning

□ Fundraising□ GovernmentPartnerships□ PartnershipDevelopment□ Legal

□ PublicSpeaking□ PublicRelations/Media□ ProgramDevelopment□ Other________________

Pleasefeelfreetoelaborateontalentsandskillsyouoffer:

VolunteerExperiences:

NameofOrganization TypeofOrganization Scope/Contributions/Awards

Whatotherexperiences,talents,skills,andaffiliationsdoyoufeelyoucouldbringtotheBoardofDirectorstohelpfulfillourmission?

CurrentorPastBoardConnections:Listanypastorpresentboardmembersyouknow.


BoardofDirectorsPage2of2

PastBoardContributions:IfyouareacurrentBoardmemberseekingre-nomination,detailyouraccomplishmentsasamemberoftheBoardofDirectors.Pleasebespecifictoimmediatepastterm:

PleasesendtoNominationsCommittee<insertaddress>

Dueby:<insertdate>

Asanorganization,KDBhopestobenefitfromyourleadershipandwisdom,andyourcommitmentwillreallymakeadifferenceinDallas..BoardMembersare:

ü Electedtoserve<insertyear>term.ü EncouragedtoattendallBoardmeetings.ü Requestedtohelpwithfundraisingfortheorganization.ü Urgedtoserveon,andparticipateintheworkof,acommittee/taskforce.ü Requiredtobeadues-payingmember.

NomineeSignature:___________________________ Date:_______________


Appendix6:BoardMemberProfile

Keep Beautiful

Name:

E-mail:

Occupation:

Employer:_________________________________________________________

Birthday(monthandday):

Spouse/Children:

Interests/Hobbies:

1. Whatinterestsdoyouhaveinregardtotheworkoftheaffiliate?

2. Whyareyouinterestedinservingontheboard?

3. WhatBoardactivities(governanceoversight,budgetary/financial,program/projectdevelopment,memberrelations)wouldbeofinteresttoyou?

4. Whatkindofworkdoyouhopeyoudonothavetodoasaboardmember?

5. Wouldyoumakeapersonalfinancialcontributionatalevelthatismeaningfultoyouandsecurein-kindcontributions?

6. Whatorganization(s)areyouamemberofatthelocal,state,andnationallevel?Doyouseeopportunitiesfortheaffiliatetoworkwiththoseorganizations?


Appendix7:BoardMembership

Boardsshouldbecomposedofrepresentativesfromgovernment,business,andcivic.Anequalrepresentationfromallthreesectorsisagoodguide.Wheretofindboardmembers:

• Localgovernment(publicworks/sanitation,Mayor’sOffice,CityCouncil,LawEnforcement,HealthDepartment,etc.)

• Business/Industry(manufacturing,wholesale,retail,ChamberofCommerce,downtownmerchants’association,etc.)

• Professionalcommunity(accounting,law,engineering,architecture)• Civicgroups–women’sandmen’sclubs,gardenclubs,JuniorLeague,businessandprofessional

associations• ServiceClubs–Rotary,Lions,Kiwanis,Optimists,Jaycees• Neighborhoodassociations• Privatecitizens,homeowners• CommunitiesofFaith–ministerialassociations,coalitions• Youthagencies–BoyScouts,GirlScouts,CampFire,4-H,BoysClubs,GirlsClubs,YMCA,YWCA,etc.• Education(superintendent’soffice,curriculumspecialists,highschooland/orcollegestudents,youth

organizations–KeyClubs,JuniorAchievement)• Communications/media(TV,radio,newspapers,publicrelationsandadvertisingagencies,business

communicators)• Leadershipgroups

WhenchoosingindividualstodirectyourKABaffiliate,ask:• Aretheyenthusiasticleaders?• Cantheygainthecommitmentofthecitizenstocarryouttheaffiliatemission?• Cantheybring,recruit,orinfluencefinancialsupport?• Willtheyhelp/showupforevents?• Isthepotentialmemberfreeofcommunityandpoliticalissuesthatmaycompromisetheworkofthe

KABaffiliate?

Thefollowingpointsshouldbekeptinmindwhenselectingmembers:• Residency:Agoodportionoftheboard,ifpossible,shouldbelong-term-theireffectivenesswithother

groupsisstrongandtheirfamiliaritywithwhatmakesthingsworkinyourcommunitywillmanytimesexpeditecompletionofprojects.

• Time:AmembershouldhavetimetogivetotheKABaffiliateandifothercommitmentspreventthem,fromgivingthetimeneededthentheywouldnotbeagoodchoice.

• Leadershipability:Eachmembershouldbearecognized“thoughtleader”withinpartofthecommunity.• Apolitical:MembersshouldnotbesocloselyassociatedwithothercommunityissuestoallowtheKAB

affiliate’sworktobecompromisedinanyway.• Speakingability:Severalmembersshouldbegoodpublicspeakers.• BeliefsandValues:Eachmembershouldbetherebecausehe/shebelievesandvaluestheorganization’s

mission.• Alwaysbeonthelookoutfornewmembers–successionplanning.


Appendix8:BoardRecruitment

ExcerptfromOverGoal!WhatYouMustKnowtoExcelatFundraisingToday2ndEditionOften,inourhastetomeetadeadlineforrecruitingboardmembers,wewhiskthroughtheinterviewprocessorskipitentirely,relyingonwhatweknowaboutindividualsthroughotherconnectionsorinformationaboutthem.Evenwhenwedoaproperinterview,wetendtofocusonlyontheobvious—expertise,experience,interestinservingontheboard.Wedonotdigdeepenoughintoareasthatintheendarefarbetterindicatorsofsuccessfulboardservice.Herearesomequestionsyoumaynothavethoughttoask.Theywillrevealthingsthatcanbeimportanttoyourorganizationasyoubuildarelationshipthatyouhopewillbedurable,motivating,andproductive.

• Howpassionateareyouaboutourcause?• Howmuchtimecanyougivetous?• Whatmotivatesyouasavolunteer?• Whatexpectationsdoyouhavefromthemanagementoforganizationsonwhoseboardsyouserve?• Whatareyourpersonaldreamsoraspirationsthatcouldbeenhancedbyserviceonourboard?• Whatprofessionalorpersonalconstraintsonyourtimeorservicemightyouanticipate?• Areyouwillingtomakeafinancialcommitmentthatisastretch?• Ofwhatimportancetoyouissocialinteractionwithotherboardmembers?• Howdoyoufeelaboutperformanceevaluationsofindividualboardmembersandboardsasagroup?• Asyouthinkaboutthethreeprimaryboardroles—ambassador,advocate,andasker—wherewillyoube

mostactive?

ConclusionThesequestionsshouldgiveyouamuchmoredetailedprofileofyourboardrecruitandprovidebetterinformationonwhichtobuildaproductiveandmutuallyfulfillingrelationship.Likehiringanemployee,weneedtogetbeyondtheobviousinformationandfindoutwhatreallymotivatesapotentialboardmember.Thenourjob—theevenmoreimportantone—istomakesurewerememberthesemotivationsasweassign,coach,engage,andrewardboardmembers.

KaySprinkelGrace©2006.ExcerptedfromthesecondeditionofOverGoal!WhatYouMustKnowtoExcelatFundraisingToday.ExcerptedwithpermissionofEmerson&Church,Publishers.


Appendix9:BoardTraining

Threecomponentsoftrainingprovidedtoanactiveboard.

OrientationAnorientationfornewboardmembershelpsdefinedutiesandresponsibilities.NewboardmembersshouldreceivetrainingprovidedbytheBoardandExecutiveDirectorandbegivenaboardmanual.ThemanualcontentisoutlinedinAppendix10.Thetrainingshouldincludethefollowing:• historyoforganizationandaccomplishments• bylaws,organizationguidelines,ordinance,orresolutionestablishingtheorganization• strategicplan• missionstatement• budget• stafforganizationalchart• boardmemberlist• committeelistandduties• calendarofevents• boardcommitment/affirmation

AnnualBoardRetreatBoardmemberscouldmeettoreviewordiscuss:• bylawsororganizationguidelinestoinsurethattheyaremeetingtheneedsoftheorganization• reviewordevelopstrategicplan,goalsandobjectives• missionstatement• boardmemberresponsibilitiesandboardmemberjobdescription• budget• committeeduties• calendarofevents• therelationshipbetweenboardandthestaff(paidorvolunteer)• themeetingschedule• trainingonlitterprevention,beautificationandcommunitygreening,wastereductionandrecyclingand/orbehavior/attitudechange

OngoingTrainingMembersshouldbegivenanopportunitytolearn,growanddevelopthroughouttheyear.• speakersfromotherorganizations• evaluationofprojects• speakersonspecifictopicsoftechnicalinterestsuchaslandfills,education,orvolunteerism• trainingonlitterprevention,beautificationandcommunitygreening,wastereductionandrecyclingand/orbehavior/attitudechange

• fieldtripstoothercommunitiesortoconferences/seminars• groupexplorationofyourcommunity


Appendix10:BoardManual

Everyaffiliateshouldhaveathorough,easy-to-useboardmanual.Forthenewboardmember,themanualisanorientationhandbookthatprovidesusefulinformationabouttheaffiliate,boardstructureandoperations,andfellowboardmembersandstaff.Forboardmembers,themanualisanindispensableworkingtoolandacentralresource.Materialscanbeaddedandremovedtocreateanup-to-datereference.Someoftheinformationmaybepostedontheaffiliatewebsite.

Theboardmanualispreparedbystaffinconsultationwiththeboardpresident/chairmanandofficers.Presentittoboardmembersinadurable,attractiveloose-leafnotebookwithatableofcontentsandclearlydividedandlabeledsections.Dateeveryitemandreplacematerialwhennecessary.Insertstationery,brochures,andsimilaritemsinclearplasticsleevesorinpocketsofthenotebook.

Guidelinestodevelopamanual:o Donotoverwhelmboardmemberswithtoomuchinformation,i.e.whenseveralexamplesareavailable

includeonlyoneo Keepeachitembriefsuchasatwo-paragraphexecutivedirectorbiographyinlieuofafour-page

resume.o Thinkabouthowthemanualmaybeusedduringorientationasa"textbook"o Encourageboardmemberstosuggestitemsforthemanualo Askboardmemberstoevaluatetheusefulnessofthemanualeachyearo Revisethecontentsorformatbasedontheircomments

ManualContentChecklistAthoroughboardmanualcanincludethefollowingmaterials.(Remembertokeepeachitemasconciseaspossible.)

Boardo Boardmemberslistingandbios/profileo Boardmemberstermlistedo Boardstatementofresponsibilities/commitmentoraffirmationformo Committeeandtaskforcedescriptions

GovernanceDocumentso Briefwrittenhistoryand/orfactsheeto ArticlesofIncorporation,whenapplicableo IRSdeterminationletter,whenapplicableo Bylawso Ordinanceorresolutionofestablishment,whenapplicableo Listingofpastboardmembers(optional)

Strategicframeworko Missionandvisionstatemento Strategicplangoalsandobjectiveso Currentannualoperatingplan

Minutes


o Minutesof2-3recentmeetingsfornewmembersand/oracopyofminutesofBoardRetreato Asectioninthemanualformemberstoaddagendasandminutes.

Policiespertainingtotheboardo ConflictsofInterestpolicyo Insurancepolicycoverageo Travel/meetingexpensereimbursements

Financeandfundraisingo Prior-yearannualreporto Mostrecentauditreporto Currentannualbudgeto Form990o Bankingresolutionso Investmentpolicyo Currentlistofdonorsandsponsors

Staffo Stafflistingo Briefbioofstaffo Organization/teamchart,whenapplicable

Informationo Annualcalendaro Websiteinformationo Promotionalmaterial(membershipbrochure,informationbrochure,advertisements,etc.)

KeepAmericaBeautifulo FactSheet/Overviewo AnnualReporto VolunteerTimeSheetforCost/BenefitAnalysis


Appendix11:MeetingPackets

1. Sendpacketinadvanceandnotlate.Boardmemberswantenoughtimetoreadthepacket,andsomeorganizationssendthepacketbyemailaswellasbyregularmail,sothatboardmemberscanaccessthepacketfromwherevertheymightbe.

2. Materialsshouldbeneatandnotsloppy.

3. Includeasummaryandbackgroundinformationneededtomakeadecision.Donotincludeirrelevantorunexplainedmaterials.

4. Ifapprovalofanewprogramoranewbudgetitemisontheagenda,aclearstatementoftheproposalmustbeinthepacket,alongwithidentifyingwho(staff?aboardcommittee?)isbringingtheproposalandwhattheirrecommendationandrationaleisfortheproposal.

5. Critical,butoftenoverlooked:meetinglocation,directionstothemeeting,andanactionrequirednotedonagenda.

6. Maketextlargeenoughforboardmemberstoreadeasily.

7. Makesureboardmembersknowwhotocalloremailwithquestionaboutanagendaitem.

8. BriefandUSABLEupdatesonprioritymatters,especiallyfinancialstatus.Infinancialinformation,boardmemberswanttobeabletotell-eitherfromthestatementsorfromacovermemo-whethertheorganizationisonbudget,isfinanciallysound:inshort,"shouldwebeworried?"

9. ExecutiveDirector’sReport-fundingupdates,programupdates,specialnewsaboutstaffortheboard-canbecoveredinanexecutivedirector'sreportorinaseriesofbriefprogramreports.

10. Ifyouhavegeneralinformationthatdoesnotrequireaction,placeattheendofpacketwithareferencetonon-agendaitems.Letboardmembersknowwhattheyshouldbelookingfor-isthis"deepbackground"oristhereanupcomingorganizationaldecisionforwhichthismaterialisrelevant?

11. Boardmembersdonotwanttoreadthingsthatwillberepeatedattheboardmeeting.TheChairmanshouldreferthememberstothematerialsinthepacket.CommitteeChairman,stafformembermakingthereportshouldnotreadthematerialtothemembersbutgiveabriefoverviewwhenapplicable.

12. Routinecommitteereportsthatdonotrequireboardactionshouldbewrittenandplacedintheboardpacket.Boardshouldbeaskediftheyhavequestionsaboutwrittenreports.

AdaptedfromBoardCafé


Appendix12:ConductingMeetings

President/ChairmanRole

ThePresident/Chairmanconductsthemeetingandshould:

• befamiliarwithRobert'sRulesofOrder

• befamiliarwiththebylaws,ordinanceorresolutionestablishingtheorganization

• welcomeeveryonetomeeting

• ensurethemeetingfollowstheagenda

• preventirrelevantdiscussions

• serveasanarbiterandfacilitator

• summarizethekeypointsofeveryagendaitemasitiscompleted

• summarizethekeypointsofeveryissueimmediatelybeforeitisvotedon

MembersRole

Themembersoftheboardshouldtakeanactiveroleinthemeetingand:

• leavethemeetingknowingwhathasbeenaccomplished

• leavethemeetingknowingwhatisexpectedofthem

• receiveacalendarofupcomingevents

StaffMembersRole

Thestaffshouldtakeanactiveroleinthemeetingand:

• workwiththeChairmantosetagenda

• ensurethatsufficientnumbersofparticipantsandkeypersonsareinattendance

• ensurethatifcommitmentsareneededbyotherstaffmembersorresources,thattheplanisfeasible

• say“thankyou”toallvolunteermembers,astheyaretheheartoftheorganization

Guests

Invitationscanbeextendedtoofficialsandcommunityleaderstokeeptheminformedaboutandinterested.Ingeneral,guestslistenandparticipateifrequestedbythePresident/Chairman.


Appendix13:ParliamentaryProcedure

PROCEDURESATAGLANCE

TODOTHIS* YOUSAYTHISMAYYOUINTERRUPTSPEAKER?

MUSTYOUBESECONDED? ISTHEMOTION

DEBATABLE?

ISTHEMOTIONAMENDABLE?

WHATVOTEISREQUIRED?

ADJOURNTHEMEETING

IMOVETHATWEADJOURN. NO YES NO NO MAJORITY

RECESSTHEMEETING

IMOVETHATWERECESSUNTIL…

NO YES NO YES MAJORITY

COMPLAINTNOISEORROOMTEMPERATURE

POINTOFPRIVILEGE

YES NO NO NO NOVOTEREQUIRED**

SUSPENDFURTHERCONSIDERATIONOFSOMETHING

IMOVEWETABLEIT. NO YES NO NO MAJORITY

ENDDEBATE IMOVETHEPREVIOUSQUESTION.

NO YES NO YES TWO-THIRDS

POSTPONECONSIDERATIONOFSOMETHING

IMOVEWEPOSTPONETHISMATTERUNTIL…

NO YES YES YES TWO-THIRDS

HAVESOMETHINGSTUDIEDFURTHER

IMOVEREFERTHISMATTERTOACOMMITTEE.

NO YES YES YES MAJORITY

AMENDAMOTION IMOVETHATTHISMOTIONBEAMENDEDBY…

NO YES YES YES MAJORITY

INTRODUCEBUSINESS(APRIMARYMOTION)

IMOVETHAT… NO YES YES YES MAJORITY

* Themotionsorpointsarelistedinestablishedorderofprecedence.Whenanyoneofthemispending,youmaynotintroduceoneTHATISlistedbelowit.Youmayintroduceonethatislistedaboveit.**President/Chairmandecides

PreparedbySharlaHotchkiss,KeepTexasBeautifulBoardmember


Appendix14:ConferenceCallTips

• Setupthemeetinginadvanceandcommunicatethedialinnumber,passcodesandotherinformation.“Springforward,fallback”issomethingtokeepinmindforyourtimezonecrossingcolleagues.Donotworkouttimedifferencesonyourfingers–checkontheinternetorevenphoneacolleagueinthatstateandaskwhattimeitis!

• Treattheconferencecallasifitwereameeting.Youknowtheroutine;prepareandcirculateanagenda,takenotes.Closethemeetingformally,thankingeverybodyfortheirtime.

• Startthemeetingontime;donotrewardlatecomers’badbehaviorbywaitingforthem.

• Takearolecallatthestartofthemeetingbyaskingeachcallertosayhelloandintroducethemselves.Eventhoughyoumaynevermeetinperson,itisagoodrelationshipbuilderandgetseveryonetosayhis/hername.

• Domakeuseofguestspeakers.Inviteaspecialorimportantguestandgetthemtosayafewwordsatthebeginningofthemeeting.Noonewillknowtheyslippedoutafterfiveminutesandyouwillgetthebenefitofundividedattentionandbestbehavior.

• Donotallowthetopictowander.Bepolitebutfirmifpeopletalktoolongorovereachother.

• Donotassumeeveryonerecognizesyourvoice.Sayyournamebeforeyouspeak.Thisisparticularlyimportantforthepersontakingmeetingnotes.

• Doaskforinputbyusingaperson’sname.Peoplewillpaymoreattentiontoavoidtheembarrassmentofneedingthequestionrepeated.

• Rememberthatyouwillbetalkinginfrontofagroupandreceivingnovisualcuesorfeedback.

• Usetherightphoneinaquiet,undisturbedroom.Donotusecellphonesorphonesthatpickupbackgroundnoise.Callingfromanopenplanofficeistheequivalentofhavingaconversationinanightclub.Ifyoureallycannotfindaquietroom,usethemutebuttonuntilyouarerequiredtospeak.

• Donotshufflepapers;scrapechairs,penciltap,humorotherdistracting,noisyactivities.Checkyourchairtomakesureitdoesnotmakesqueakingnoises.

AdaptedfromLyndsaySwinton,ManagementfortheRestofUswww.mftrou.com


Appendix15:MeetingEvaluation

Wehighlyregardthetimeandcontributionsofvolunteers.Wewanttobesurethateverymeetingisasproductiveaspossible.Inputaboutthemeetinghelpsusfulfillvolunteerexpectationsandincreaseorganizationaleffectiveness.Thankyouforservinginaleadershiprole.

MeetingDate________________________________

o BoardMeeting o CommitteeMeeting o AnnualMeeting

1. Didyoureceiveenoughnoticeandinformation(orhaveaccesstotheinformation)toadequatelyprepareforthismeeting?

o Yes o No Comment:

2. Diddiscussionsadheretotheagenda?

o Yes o No Comment:

3. Wasmeetinglength? oTooShort o JustRight oTooLong

4. Didhandouts/reportsprovideinformationneededfordiscussionanddecision-making?

o Yes o No Comment

5. Wasthelocationandroomset-upadequateforaneffectivemeeting?

o Yes o No Comment

6. Didthismeetingadvanceourmission,goalsandstrategicplan?

o Yes o No Comment

7. Leadersfocusongovernancewhilestafffocusesonmanagement.Howwouldyoucharacterizethemeeting’sdiscussionsandoutcomes?

Governance1 2 3 4 5 6 Management

8. Dowemaintainacultureofrespectfornewideas,staffandvolunteers?

oYes oNo Comment

Suggestionsforimprovement:

Name(optional)______________________________________________


Appendix16:BoardSelf-Assessment

PleaserateyourassessmentoftheBoardofDirectors'performanceonascaleof1-5,with1=NotAtAllConfident,and5-VeryConfident.

Question AnswerHowconfidentareyouthatasaneffectivegoverningbody,theboard:1. Monitorsandevaluatestheperformanceoftheexecutivedirectoronaregularbasis?2. Ensureslegalcompliancewithfederal,state,andlocalregulations?3. Ensuresthatgovernmentcontractobligationsarefulfilled?4. Monitorsfinancialperformanceandprojectionsonaregularbasis?5. Hasastrategicvisionfortheorganization?6. Hasadoptedanincomestrategy(thatcombinescontributions,earnedincomeandotherrevenue)toensureadequateresources?7. Hasaclearpolicyontheresponsibilitiesofboardmembersinfundraising?8. Hasadoptedaconflictofinterestpolicythatisdiscussedregularly?9. Currentlycontainsanappropriaterangeofexpertiseanddiversitytomakeitaneffectivegoverningbody?10. Regularlyassessesitsownwork?

Howconfidentareyouthatmostorallboardmembers:11. Understandsthemissionoftheorganization?12. Areadequatelyknowledgeableabouttheorganization'sprograms?13. Actasambassadorstothecommunityonbehalfoftheorganizationanditsconstituencies?14. Followthroughoncommitmentstheyhavemadeasboardmembers?15. Understandtherolethatvolunteersplayintheorganization?16. Understandtherespectiverolesoftheboardandstaff?17. Areappropriatelyinvolvedinboardactivities?

Pleasecomment:18. Whatinformation,abouttheorganization,behaviorchange,programarea,boardmanagement,wouldhelpyoubeabetterboardmember?

19. Whenyoujoinedtheboard,didyouhaveideasonhowyouwouldhelptheorganizationthathaven'thappened?Ifso,whatideas?

20. Whatsuggestions/questionsdoyouhaveforthepresident/chairmanortheexecutivedirectorabouttheboard,yourownrole,oranyotheraspectoftheorganization?

21. Wouldyoulikethepresident/chairmantocontactyou?


22. Asageneralevaluationorreview,asaboardorcommitteemember:

Question

(BasedontheGallupOrganizationQ12survey.)

Yes No NotSure

Doyouknowwhatisexpectedofyou?

Doyouhavethematerialsandequipmentneeded?

Doyouhavetheopportunitytodowhatyoudobest?

Doyouhavetheopportunitytodowhatyouwanttodo?

Haveyoureceivedrecognitionorpraisefordoinggoodwork?

Doessomeoneontheboard/committeecareaboutyouasaperson?

Doyoufeelthatyouropinionscount?

Arememberscommittedtodoingqualitywork?

Hassomeonetalkedtoyouaboutyourperformanceasamember?

Haveyouhadanopportunitytolearnandgrow?


Appendix17:MemberEvaluation

Theboardmembersshouldconductaself-evaluationannually.Newmemberswillseewhatisexpectedofthemandcontinuingmemberswillhaveanopportunitytomonitortheirsuccess.Itgivesfeedbacktoinitialmembersonhowtheyseetheirperformance,attendanceandparticipation.

¨ Attendance:Theevaluationformshouldincludetheregularmeetings,anyspecialcalledmeetings,annualretreat,orientation,andtraining.¨ Events:Thedatesofeventsthatmembersareexpectedtoattendshouldbelisted.Ifmultipleeventsareplannedannuallyandmembersareexpectedataspecificnumberbutallthenthisshouldbenotedontheform.¨ Contribution:Theformshouldprovideanopportunityformemberstoreportmembershiporfinancialcontributions(monetaryorin-kind),sharingofskills,suppliesorequipment.¨ Performance:

• Didthememberprepareforthemeetingi.e.readingminutes,committeereportsorfinancialrecordsbeforethemeeting?

• Doesthememberseekinformationoutsidetheregularboardmeetings?• Hasthememberrepresentedtheorganizationwithinthecommunity?

Name: ____________________________________ Term: __________to__________

Addthenamesofeachcommittee/taskforce.Leaveblankifyoudidnotattend.

Meetings/Events Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun

RegularMeetings

Committee/TaskForce:

Committee/TaskForce:

AnnualRetreat

BoardOrientation

Conference

GreatAmericanCleanup

AmericaRecyclesDay

ArborDay


Amount/Item Date Amount/Item DateMembership:

DonationorSponsorship:

Equipment/Supplies:

Skill:

TimeDonated

TimeDonated

TimeDonated

TimeDonated

TimeDonated

TimeDonated

TimeDonated

July

August

September

October

November

December

January

February

March

April

May

June

Rateyourboardmember’sperformanceinthefollowingareas:

Member’slevelofboardmeetingpreparationi.e.readsminutes,looksatpacketsExcellent AboveAverage Average BelowAverage Low

Memberindependently/routinelyseeksinformationoutsideinformationinboardpacketsExcellent AboveAverage Average BelowAverage Low

Member’slevelofparticipationinmeetingsis…Excellent AboveAverage Average BelowAverage Low

MemberrepresentstheorganizationandservesasanambassadorwithothergroupsExcellent AboveAverage Average BelowAverage Low

MemberhasdemonstratedoverallinterestinandcommitmenttomissionofaffiliateExcellent AboveAverage Average BelowAverage Low


Appendix18:BoardExitInterview

Yourserviceasaboardmemberisdeeplyappreciated.Yourinputwillassistouraffiliateinprovidingthebestexperiencepossibleasaboardmemberanddevelopmaterialstoimprovetheexperience.Thankyouforserving.

1. Howwouldyoudescribeyouroverallboardexperience?Didyoufeelyourtalentsandexperiencewereusedandyourperspectiverespected?

2. Whatwerethebiggestchallengestoyouinperformingyourboardresponsibilities?

3. Whatcouldtheboardorstaffhavedonetoimproveyourexperience?

4. Didyoufeeltheexpectationsofyouasaboardmemberwererealistic?Ifnot,whynot?

5. Howdoyouthinktheboardasawholefunctions?Whatimprovementstomeetingsorstructurewouldyousuggest?


Appendix19:VolunteerTimesheet

Name: __________________________ ________________

DATE PROGRAM/ACTIVITY/PROJECT DOLLARVALUE(forprofessionalhoursifapplicable)

HOURSDONATED


Appendix20:VolunteerLiability

TheinformationprovidedisfromtheNonprofitRiskManagementCenterandisangeneralintroduction.Yurorganizationshouldinvestigateissuesatthelocalleveltodeterminewhatstepsyoushouldtakeconcerningboardandvolunteerliability.TheNonprofitRiskManagementCenterwasestablishedin1990toprovideassistanceandresourcesforcommunity-servingnonprofitorganizations.Asanonprofit,theCenterisuniquelypositionedtobothunderstandandrespondtoquestionswithpractical,affordablesuggestionsforcontrollingrisksthatthreatenanon-profit’sabilitytoaccomplishitsmission.TheCenterhasa“VolunteerRiskManagement”tutorialon-lineatwww.nonprofitrisk.orgtocheckyourknowledgeofriskmanagement.TheCenter’stechnicalassistanceprogramfornonprofitisavailableathttp://nonprofitrisk.org/advise/advise.htmorbycalling(202)785-3891.

UnitedStatesVolunteerProtectionActTheVolunteerProtectionAct[42U.S.C.§14503(a)]providesimmunityforvolunteersservingnonprofitsorgovernmentforharmcausedbytheiractsoromissionsif:• Thevolunteerwasactingwithinthescopeofhis/herresponsibilitiesatthetimeoftheact/omission.• Thevolunteerwasproperlylicensed,certifiedorauthorizedtoact,ifappropriateorrequired.• Theharmwasnotcausedbywillful,criminalorrecklessmisconduct,grossnegligenceora

conscious,flagrantindifferencetotherightsorsafetyoftheindividualharmed.• Theharmwasnotcausedbythevolunteeroperatingamotorvehicle,vesseloraircraftwherethe

staterequiresanoperator'slicenseandinsurance.

ManyVolunteersRemainLiableDespitetheVolunteerProtectionAct,manyvolunteersremainfullyliableforanyharmtheycause,andallvolunteersremainliableforsomeactions.Thelawonlyprotectsvolunteersservingcertainnonprofitsandgovernmentalentities.TheVPAdoesnotpreventanonprofitfrombringinganactionagainstavolunteer,certainnonprofitsandgovernmentalentities.

"VolunteerProtection"LawsExistinEveryStateEverystatehassomeformofvolunteerprotectionlaws.Somestatevolunteerprotectionlawsonlyprotectdirectorsandofficersservingnonprofits,whileothersprotectnarrowcategoriesofvolunteers,suchasfirefightersorotheremergencyservicepersonnel.Thereisawiderangeofexceptionstotheprotectionsaffordedundertheselaws,aswellasotherdifferencesreflectingthepreferencesorspecificconcernsofthestate.ThefederalVolunteerProtectionActpreemptsstatelaws"totheextentthatsuchlawsareinconsistentwiththeAct."However,itdoesnotpreempttheadditionalprotectionfromliabilityforvolunteersthatstatesmayprovidenordoesitpreemptanumberofotherconditions.Youneedtoknowwhatprotectionyourstatedoesanddoesnotaffordvolunteers.OneresourceistheNonprofitRiskManagementCenter's"StateLiabilityLawsforCharitableOrganizationsandVolunteers"whichprovidesinformationonlineathttp://www.nonprofitrisk.org/pubs/ssl_01rev.pdf.


Insurance

DoesNotPreventLossesInsurancealsodoesnotsafeguardvolunteerprogramparticipants,butitcanhelppayforinsuredlossesandthecostofinvestigatingordefendingallegationsofwrongdoing.Thetypesoflossesthatmayoccurdeterminewhattypesofinsuranceareappropriate.Majorcategoriesofclaimsinclude:• Claimsfiledagainstthenonprofitthatresultfromharmorlosssufferedbyvolunteerworkerswhile

providingservicefortheorganizationorlosscausedbyvolunteerswhileperformingtheirservice.• Claimsfiledagainstthevolunteerallegingharmcausedbythevolunteerwhileperformingservice

fortheorganization.

NoSinglePolicyAddressesEveryRiskVariousinsuranceproductsrespondtothedifferenttypesofclaimsandlossesthatmightresultfromvolunteerservice.Forexample,medicalclaimsforavolunteer'sservices-relatedinjurieswillfirstbecoveredbythevolunteer'sexistinghealthcarecoverage.YoumightconsiderbuyingaVolunteerAccidentPolicytoprovideexcesscoverageoverthevolunteer'spersonalcoverage.Accidentandinjurypolicieswillpayclaimsregardlessofwhoisatfault.Sincetheyprovide"excessinsurance"--theypayonlyafterotheravailableinsurancepays--thesepoliciesarerelativelyinexpensive.Someorganizationschoosetopurchasemorecostly"primarycoverage"byincludingvolunteersunderWorkers'Compensationpolicies.

OtherTypesofInsuranceInsuranceisavailabletoprotectthenonprofitfromharmcausedbyvolunteerstaff.Toprotectyournonprofitagainstliabilityclaims,lookatCommercialGeneralLiability,Directors'andOfficers'Liability,ProfessionalLiabilityandAutomobileLiabilitycoverage.Everynonprofitshouldidentifyaninsuranceprofessional(agent,brokerorconsultant)whocanhelptheorganizationevaluateitsneedforinsurancecoverageandcoordinatethesubmissionofapplicationsforcoveragewithvariousinsurancecompanies.

ProvidedbyNonprofitRiskManagementCenter


Appendix21:Websites

GeneralWebsiteswww.kab.orgGeneralinformationabouttheorganization,programs,mediacenter,toolsandresources.The Affiliate Dashboard can be accessed here for online reporting and affiliate resources using your log-in.

www.kabforums.orgThisistheKAB“chat”roomforexecutivedirector.Thisisnotwhereprivateinformationspecifictoyouraffiliateiskept.Thisiswhereyoucanposequestionstotheaffiliatenetwork,getwebinarinformation,findfilesandPowerPoints,findoutwhat’sgoingonintheKABnetwork.Kabforums.orgaccessislimitedtoexecutivedirectorandaprofilemustbecompletedtogainaccess.Boardmembersmayaskexecutivedirectortopostorretrievematerials.

ProgramWebsitesThesesitearelinkedtomainwebsitebutmaybefoundthroughsearchesasseparatesites.

AmericaRecyclesDaywww.americarecyclesday.orgCigaretteLitterPreventionProgramhttp://preventcigarettelitter.org/Recycle-Bowlwww.recycle-bowl.orgRecycleManiawww.recyclemaniacs.org


Appendix22:LogoDesign

As a part of Keep America Beautiful's 65th anniversary re-branding initiative, we present Keep America Beautiful's national logo guide and logo files for your use, which you can find on the Affiliate Dashboard.

In places where you are currently using the former Keep America Beautiful “red wordmark” logo (or even the older “swish” logo), please replace it with the new logo as soon as possible. Please begin doing so on all digital platforms (websites, social media) as those should be relatively easy to update. For printed materials, please update once current inventory has been exhausted.

Please continue using the “One Shared Brand” version of your local affiliate logo with the “Keep America Beautiful Affiliate” line underneath. The “One Shared Brand” initiative continues unchanged.

If you’re interested in adopting the new logo for local use or for any other logo-related questions, please contact:

Mike Rosen at [email protected] Rivera at [email protected] Kaufman at [email protected]


Keep America Beautiful, the nation’s iconic community improvement nonprofit organization, inspires and educates people to take action every day to improve and beautify their community environment. Celebrating its 65th Anniversary in 2018, Keep America Beautiful strives to End Littering, Improve Recycling and Beautify America’s Communities. We believe everyone has a right to live in a clean, green and beautiful community, and shares a responsibility to contribute to that vision.

Behavior change – steeped in education, research and behavioral science – is the cornerstone of Keep America Beautiful. We empower generations of community and environmental stewards with volunteer programs, hands-on experiences, educational curricula, practical advice and other resources. The organization is driven by the work and passion of more than 600 Keep America Beautiful affiliates, millions of volunteers, and the collaborative support of corporate partners, social and civic service organizations, academia, municipalities, elected officials, and individuals. Join us on Facebook, Instagram, Twitter and YouTube. Donate and take action at kab.org.

KeepAmericaBeautiful1010Washington Boulevard

Stamford, CT06901T203.659.3000

kab.org

http://www.facebook.com/keepamericabeautiful

http://www.instagram.com/keepamericabeautiful

http://www.twitter.com/kabtweet

http://www.youtube.com/kabnetwork

http://www.kab.org

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