NATIONAL ASSOCIATIONFOR INTERPRETATION

RegionalProcedures Manual

(Updated February 2010)

For an electronic, downloadable version, please see the NAIwebsite at: http://www.interpnet.com

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Table of Contents

The National Association for Interpretation

What is NewNational Board Restructuring in 2005-2006The Regional Leadership Council

Policies and GuidelinesMandates within the BylawsRegional Policies established by the National OrganizationRegional Policies Set by the Regional Leadership Council (RLC)Regional Policies Established by Vote by RegionRegional GuidelinesRegional Scorecard and Mentor Framework

Regional Officers and Leadership Team Position DescriptionsRegional OfficersDirectorDeputy DirectorSecretaryFinancial OfficerNewsletter EditorWebmasterScholarships Committee ChairpersonAwards Committee ChairpersonMembership Services ChairCommon ChairRegional State, Province, or Area Representatives

Strategic PlanningStrategic Planning OverviewResources needed for developing a Strategic PlanWhen, How and How Long to planThe Process for Developing a Strategic Plan

CommunicationInternalConference Calls, Minutes, Chronology of MotionsExternalState of Region Document at Regional Business MeetingsBylines in the Regional NewsletterQuarterly Report to Interp NewsBi-annual Regional Report to the Board

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Regional Organization and CommitteesState and Area RepresentativesCooperation and collaboration between Regions and Regions and Regions andSections (to be added as RLC develops)Nominations and ElectionsFinancesWays and Means, or FundraisingBudgetsGrants and Scholarships

Member ServicesChapter Development

PublicationsRegional Newsletters

Regional Workshop

Regional Training

Awards and Recognition

Regional Records, Archives and Regional History

Appendices

Regional Leadership Council Operations ManualSample Forms

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The National Association for Interpretation

MissionInspiring leadership and excellence to advance heritage interpretation as a profession.

VisionNAI is the recognized voice of interpretation.

NAI’s Core Values• We believe that interpretation is important in accomplishing the missionsof our members’ organizations.• We believe that professional development builds stronger organizations andmore capable professionals.• We value the biodiversity and cultural diversity of the planet.• We connect people with their cultural and natural heritage to promotestewardship of resources.• We believe that interpretation is a communication process that forges emotional andintellectual connections between the interests of the audience and the meanings inherent in theresource.• We believe in responsible business management that supports healthy environmental practicesto the greatest extent possible in all aspects of NAI operations.

What is New

National Board Restructuring, 2006This is a summary of the changes in the Board structure and composition that affects Regionalgovernance.

1. The Regional Leadership Council, hereafter referred to as the RLC, consists all of themembership-elected Directors or their appointed representatives from each Region. It has itsown Chair and Secretary. The RLC has many functions, but the most significant to the Boardrestructuring is its’ role in the nomination and election of Council members to National Boardseats. See Appendix 1 for a detailed description of the RLC.2. Logistics: The RLC must meet and hold elections prior to the first day of the Fall Boardmeeting each year.3. National Board Composition: four representatives from Regions and four representativesfrom Sections, elected from their respective Leadership Councils can be elected to the Boardfor up to two, two year terms of the potential three two year terms they are in office.Representatives from the Regions are not expected to sit on the National Board during theirfirst two-year term in office.The cost of travel and rooms for the Spring Board meeting Regional representatives is borneequally by each of the Regions in NAI.

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Elections may be held for the Regional officer positions on staggered or slate templates.

The Regional Leadership Council (RLC)Created by a bylaws revision in 2003, the Regional Leadership Council’s members representall geographic areas with one vote for each Director or their designate. Please see Appendix 1for a complete discussion of the Council and the responsibilities of its members. Membershipin the RLC is automatic and binding during the tenure of the Director.

Policies and Guidelines

Mandates within the Bylaws (as amended through June 2005)Article VI Organizational Structure

Section 1. The organizational structure of NAI consists of Regions, Chapters, Sections, Branches, aBoard of Directors, Regional Leadership Council, Section Leadership Council, and staff. To achievethe objectives of NAI, the Board of Directors may at its discretion establish other organizational unitsto serve special interests of the interpretive profession. The Board of Directors shall exerciseauthority over policies of all organizational units, unless these are otherwise stated in these Bylaws.Policies of all organizational units shall conform to policies of the Corporation as established andinterpreted by the Board of Directors.Section 2. There shall be no fewer than four Regions designated using primarily geographicproximity, population centers, Regional/cultural similarities, and approximate equivalence inmembership numbers as criteria. Regional boundaries may be reviewed periodically by the Board ofDirectors as changes in membership dictate or by the request of the affected Regions.

a. The officers to be established on the Regional level shall be Regional Director, Deputy RegionalDirector, and Secretary/ Treasurer, herein called the Regional Executive Committee. At thediscretion of the Region, the positions of Secretary and Treasurer may be one combined positionor two separate positions. Regional officers are elected for a term of two (2) years and may serveup to three terms consecutively in that capacity. All are elected by a simple majority of votescast by the members of their Regions entitled to vote. Terms of office begin on January 1following election. All Regional officers must reside within the Region they represent.

b. A Regional Leadership Council (RLC) shall be composed of all Regional Directors or theirdelegated, Regionally-elected representatives. The purpose of the RLC shall be to develop andmaintain strong Regional leadership, programs, and member services. The RLC is responsible fordefining and recommending Regional compliance with performance standards to maintain goodstanding. A Chair and Secretary will be elected annually by and from the members of the RLC.

c. Regional Treasurers shall serve as the treasurer for all Chapters in their Region in addition totheir regular duties.

d. The Regional Director may appoint, until the next scheduled election for that office, Regionalmembers to the Regional Executive Committee to fill vacancies created by the departure of theDeputy Regional Director, or Secretary/Treasurer.

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e. If the Regional Director’s position is vacated, the sequence of succession shall be DeputyRegional Director, then Secretary/ Treasurer (or in the event of separate Secretary and Treasurerpositions, by Secretary, then Treasurer). If fewer than six (6) months remain before the nextregularly scheduled Regional election and the successor is willing and able to execute the duties ofthe position, then no election need be held to fill the Regional Director’s position. Otherwise, anelection will be held as soon as possible according to the procedures set forth in Article IX ofthese bylaws.

f. Each Region shall comply with performance standards established by the Regional LeadershipCouncil. Regions that do not meet performance standards may be dissolved by action of the Boardof Directors after following the prescribed procedure for remediation established by RegionalLeadership Council.

g. Each Region shall have its own budget and operating funds as determined by policy andguidelines of the Board of Directors. Regions may conduct their own business and activities asthey determine appropriate, except when in conflict with the Corporation’s Articles ofIncorporation, Bylaws, or established policy. Financial transactions and reporting will beadministered through the Corporation’s national account.

h. A geographic unit desiring Regional status shall seek recognition and approval from the Boardof Directors by presenting a petition signed by a minimum of fifty (50) active members. Thepetition must describe the geographic boundaries of the proposed Region and identify a slate ofofficers to initiate the Region.

Section 3. The purpose of Chapters is to provide a smaller organizational structure that may be morepractical for members from a geographical standpoint, or that may be affiliated with a particularacademic institution that has an interpretive course of study.

a. The establishment of a Chapter, or changes in Chapter boundaries, requires approval of theRegional Executive Committee in which the Chapter is located. A proposed Chapter shall seekrecognition from the Regional Executive Committee by presenting a petition for Chapter statussigned by a minimum of any twenty-five (25) active members of NAI. The petition must identifyproposed Chapter boundaries and include the name(s) of an individual(s) willing to serve asChapter Chair.

b. Upon recognition and approval of Chapter status, Chapter officer(s) shall then be elected bymajority vote by the Chapter membership. At a minimum, Chapters shall elect a Chapter Chair tomanage the affairs of the Chapter and serve as liaison(s) to the Regional Executive Committee.

c. Each Chapter may have its own budget and operating funds as determined by policy andguidelines of the Regional Executive Committee and Board of Directors. The Regional Treasurershall serve as the treasurer for all Regional Chapters and is responsible for separately trackingChapter funds within the Regional accounting system.

d. Chapters may otherwise conduct their own business and activities as they determineappropriate, except when in conflict with the Corporation’s Articles of Incorporation, Bylaws, orestablished Board of Directors or Regional Executive Committee policies.

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e. Members of Chapters shall also be members of the Corporation and may vote for officers of theChapter of which they are a member. Chapter officers must live within the Chapter theyrepresent.

f. In any and all disputes between Regions and Chapters, the Board of Directors of theCorporation shall act as arbitrator.

g. Dissolution of Chapters shall be at the discretion of the executive committee of the Region inwhich the Chapter exists.

Regional Policies Established by the National Organization

Complimentary MembershipsA Regional Director has the authority to award up to two complimentary memberships annually.The funding for these memberships is supplied by the National operating budget.

Ethics & Conflict of Interest PolicyMembers of the Regional Executive Committee, Chairs of standing committees, and representativesfor States or Chapters are required to sign the NAI Code of Ethics annually and be familiar with theNAI Conflict of Interest Policy. Downloadable forms are available on the NAI website(http://www.interpnet.com/resources_leaders/manuals.shtml). This includes the Regional Director,Deputy Director, Secretary, Treasurer and Publications (Newsletter) Chair and all voluntary regionalleadership positions.

Location of Regional FundsRegional funds will be maintained in checking and/or savings accounts at the National Headquarters tomeet non-profit status requirements of the IRS. Access to those funds is by submission of the NAIRegional/Section Reimbursement form (See Appendix II) or in specific instances, through the NAIcredit card.

NAI Logo UseAll NAI national and regional endorsement of events, services, or products (which are not internallygenerated programs) must have prior review and approval by the majority of the Executive Board.

The NAI graphics standards manual should be consulted for correct and appropriate use of the logo.The NAI staff Art/Publications Director is responsible for monitoring the logo usage.

All regional, chapter and section correspondence, newsletter, meeting announcements and publicationsmust include the complete logo. However, individualized logos and designs that would represent anyof these groupings are encouraged and may be used in conjunction with the National logos. RegionalBoards of Directors shall monitor this use.

National Awards

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No member is eligible to receive any national award in one category more than once with the exceptionof the Meritorious Service Award.

Members through the Regional Director's complimentary membership program are not eligible forthese awards, but may be nominated for Honorary Membership, Meritorious Service or Specialawards.

Official NAI Position RequestsThe NAI Board as a whole can be petitioned to take a position that will not threaten theorganization's 501(c)3 status. The nature of our non-profit status precludes lobbying as a function ofour organization.

Newsletter RebatesThe National Office will return $1.00 per member, per newsletter (print or electronic) to Regions, forthose regions publishing at least four issues per calendar year. Rebate amounts are figured andprocessed by the National Office and deposits are made not later than the end of the second Quarter(March 31st) for the previous year. The number of members is determined by the number of electroniclabels (or e-mail addresses) generated at the National Office for mailings; therefore, regional newslettereditors must contact the national office membership department for the latest list of members fornewsletter distribution in order to receive credit.

National Workshop RebatesThrough 2012, a Region in which the National Workshop occurs will receive $2000, or ten percent ofthe net profit. Normally National Workshop rebates appear within 6 months of the completion of theworkshop or upon completion of the billing from that event, whichever is sooner. Because theselection process for national workshops held after 2012 is changing, this policy will also be changing.

Certification Workshops Sponsored by National OfficeRegional Directors are eligible to attend one professional certification workshop during the term oftheir service at no registration cost. The workshop must be attended during their term and ifcertification is desired, the Director must pay the certification application fee. If a Regional Directortakes the CIT course and later teaches CIG or CIH courses and receives instructor fees, theregistration cost for the original CIT workshop must be repaid to the national office. (Policyapproved by board, November 2002)

Products and Services PolicyAny new Regional products or services shall undergo a Cost/Benefit Analysis(http://www.interpnet.com/download/Products_and_Services.doc). Regional projects that involveinternational activities should be proposed to the national office, and NAI staff will take the lead indeveloping/conducting these activities. New products or services should be funded in a fiscallyresponsible manner. If the product or service involves a contractual agreement for an amount over$1000, the contract should be submitted to NAI staff for review and/or signature. NAI staff shouldreview significant new product or service ideas to ensure the product/service does not conflict withexisting products/services or those being developed by other regions/sections. If appropriate, regionsand sections may wish to take advantage of combining efforts and utilizing expertise available withinthe organization. Products, services, events or activities being planned in conjunction with a national

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workshop must be approved by NAI staff. Disputed decisions regarding new products or servicesmay be appealed to the Executive Committee.

Regional Policies Set by the Regional Leadership Council (RLC)

Regional Leadership Council FundEach region will contribute $500 annually for four Regional Representatives to attend the SpringBoard meeting. Funds will be reimbursed upon receipt of invoices by the NAI National office asrequired by the Boards’ travel policy. Funds are withdrawn from Regional accounts within the firstquarter of each year.

If the fund balance exceeds $5,000.00 on August 1 of any year, the RLC may designate an amount toassist incoming Regional Directors for expenses related to attendance at that years NAI NationalWorkshop. Amount allocated will be determined by the amount of the fund balance and the number ofincoming Regional Directors. To qualify for the assistance, the regional election must be completedand results verified, the outgoing Regional Director must be also be attending the NAI NationalWorkshop, the incoming Director must commit to attend the RLC/SLC Board meeting and the NAINational Board meeting as an observer. Funds will be reimbursed to incoming Regional Directorsupon receipt of invoices in accordance with the NAI National Office and Regional travel policies.

Regional Policies Established by Vote by Region

Each Region may establish regional policies as they affect the administration, programs, funds, andstrategic planning of that Region. These can be detailed in a Regional Procedures Manual. Votes arerecorded in meeting minutes, and may revolve around the expenditure of funds and commitment offinancial obligations through contracts and other binding agreements.

Regional Guidelines

Academic Scholarships and FellowshipsProceeds from the annual Regional fundraisers such as auctions and sales will fund academicscholarships for students planning careers in interpretation and interpretive professionals. Thenumber and amount of the scholarships awarded each year will be determined by the amount availablein the scholarship fund with approval by the Regional Executive Committee. Funds are administeredby the Treasurer. Regions may set general scholarship and fellowship direction for future executivecommittees to follow.

Election and Terms for OfficersThe Regional Director, Deputy Director, Treasurer, and Secretary all are elected by the votingmembers of Region for up to three, two-year terms. The newsletter editor and webmaster, andregional or area representatives within each Region, and those committee chairs of long standingcommittees such as scholarships and spring workshops make up the Regional Leadership Teams.

Even numbered Regions should hold elections for Directors in odd years, so their terms begin Jan.1in even years. Odd numbered regions should hold elections for Directors in even years so their

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terms begin Jan. 1 in odd years. Regions have the option of staggering elections for offices. Regionsalso have the option of combining the offices of Secretary and Treasurer into one elected officer(Secretary/Treasurer)

Reimbursement of Regional Officer ExpensesRegions can establish and periodically review these rates for their Regions in accordance with theNational Travel Policy. Officers and committee chairs may submit an invoice for mileage, telephone,and postage reimbursement for officially sanctioned meetings and business of the Region and/orcommittees by submitting an invoice to the Director or Treasurer. Reimbursement requests must besubmitted within the calendar year in which the expense is incurred, preferably within 30 days afterthe expense is incurred.

Quorum for Regional Board MeetingsA majority of Board Members attending a scheduled meeting constitutes a quorum. (Regional Board isequal to 4 Regional Officers plus chairperson of each established standing committee and theimmediate past director.)

Voting on Regional BusinessVoting rights for issues/policies affecting the operations of the Region are extended to the members ofthe Executive Committee only. (Regional Director, Deputy Director, Secretary, Treasurer andPublications Chair/Newsletter Editor). When a Board meeting cannot be called to discuss an issue, theDirector shall poll the Executive Committee [or Board] by telephone e-mail or FAX, whichevermethod is available to all officers. All must work within the parameters of the Bylaws established bythe National Association for Interpretation as stated in Article VII.Some Regions allow Chairs of standing Committees to vote on Regional business, however the bylawsstate that only the four elected officers are required for these purposes.

Regional Scorecard and Mentor Framework

Regions and sections, in order to remain in good standing, must provide specific administrative andoperational functions as defined and approved by the Regional Leadership Council and the SectionalLeadership Council.

This scorecard is to be submitted twice a year along with the semi-annual report to the NAI nationalboard. Regions or sections that do not meet the minimum standards for service will be subject tocorrective action. Corrective action may include assignment of a mentor for the region/section, semi-annual review of regional/sectional activities, probation for up to 3 years, limited participation in theregion/section leadership councils and national board, and, if warranted, after a period of time withoutimprovement, dissolution of the region/section.

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Regional Semi-Annual Report and Function Scorecard

Region:Reporting Period:Director:

Legend: Standard Met in this Area

Marginal; standard met in part Standard Not Met in this Area

PERFORMANCEFUNCTION 2006 2007 2008 2009 2010 2011 Spring Fall Spring Fall Spring Fall Spring Fall Spring Fall Spring FallNewsletter Workshops MemberServices Reports Elections R/S BoardMeetings FundBalance Membership StrategicPlan

Comments/Extenuating Circumstances: This space provides room to explain any yellow(marginal) or red (unacceptable) performance measures. This might include failure of a regionalworkshop, reasons for difficulty in holding an election, plans for corrective action such as fundraisingor ways planned to increase membership. It's a place to make comments that help the RLC or SLCin determining status if there are concerns based on the scoring.

Passing Score: All green or a combination of green/yellow Result: Region or section in goodstanding Failing Score: Any two redpresent Result: Region/section not in good standing. 1st reporting period - letter to RD or SD and mentorassigned; 2nd reporting period - region notified and placed on probation for 1 year; 3rd reportingperiod - continuation of probation; 4th reporting period - evaluation for continued probation for up to3 years or region/section dissolved; 5th reporting period - continued as with 4th reporting period forup to 3 years

Please submit a copy of this scorecard to the National Board Secretary along with your semi-annual reportto the board. At the same time, please send a copy to the Regional Leadership Council (RLC) Secretary.THANK YOU!

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Note: See next page for criteria for coding.

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Scoring for Regional Scorecard

Newsletter:• Green: 4 NL produced since this time last year• Yellow: 2-3 NL produced since this time last yea• Red: 0-1 NL produced since this time last yea

Workshops:• Green: Regional Workshop (preferably a multi-day workshop), including a regional business

meeting, planned/offered since this time last year.• Yellow: No regional workshop with regional business meeting planned/offered since this time

last year but one planned in next 6 months.• Red: No workshop(s) planned or conducted• Note: Single day workshops conducted in several states are acceptable for regions with large

geographic areas. Regional business meetings at these workshops can be conducted by theDirector or another designated member of the region's Executive Board.

Member Services:• Green: Any two of the following member services provided since this time last year:

scholarships, awards, mini-grants and/or web page• Yellow: Only one of the above-mentioned member services provided since this time last year• Red: None of the four listed member services provided since this time last year• Note: New services do not have to be added each year - the same two can be provided over

and over again

Reports:• Green: Two reports (including this one) provided to the national board since this time last

year• Yellow: One report (including this one) provided to the national board since this time last

year• Red: No reports provided to the national board since this time last year

Elections:• Green: Election held since this time last year if required; all elected offices filled OR no

election required since this time last year• Yellow: Election held since this time last year if required; some offices unfilled• Red: Election required since this time last year but has not been held• Note: Some regions may elect 4 officers every two years; some may elect 2 every year. Either

approach is satisfactory as determined in our bylaws.

Board Meetings:• Green: Two meetings (in-person or by conference call) held with regional board since this

time last year• Yellow: One meeting (in person or conference call) held with regional board since this time last

year• Red: No regional board meetings held since this time last year

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Finances:• Green: Fund balance sufficient to support mandatory, budgeted activities for one year• Yellow: Positive fund balance, but not sufficient to support mandatory activities for one year• Red: Negative fund balance

Membership:• Green: Regional membership above 50.• Yellow: Regional membership 50 or fewer, but plan in place to grow membership• Red: Regional membership at 50 or below with no specific plan for improvement

Strategic Plan:• Green: Strategic plan (minimum 2 year time frame) in place and being used• Yellow: Strategic plan in place but not current or in use• Red: No strategic plan in place

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Regional Mentors: When, How and Who

PurposeThe purpose of the regional mentoring program is to assist regions that are performing below theexpected standards for administration and operation as defined by the Regional Leadership Council(RLC). The goal of the mentoring program is to raise the level of performance of the region toexpected standards and prevent dissolution of the region.

Determination of Need for a MentorEach Regional Director submits a semi-annual report prior to the meeting of the National Board ofDirectors. As a part of that report, the director completes a Regional Scorecard that helps todetermine if the region is meeting the RLC’s minimum standards for member services, administrationand operation. If the RLC determines that a region or section needs a mentor, a letter is sent to the RDand the mentor is named by the National Board President.

Scorecard Review and Mentor Assignment ProcessThe process works as follows:

1. One month prior to board meeting: National Board Secretary sends a reminder that regionalreports are due

2. At least three weeks before board meeting: Regional Directors submit semi-annual report andscorecard to National Board Secretary and to the current RLC Secretary.

3. Two weeks before board meeting(s): RLC Chair and RLC Secretary review scorecards andprepare report for RLC review

4. RLC reviews report (electronically for spring board meeting and in person at the NAI NationalWorkshop in the fall) and approves action as required if a region’s scorecard is belowstandard.

5. At board meeting(s): RLC Chair notifies National Board President of any mentor assignmentsneeded.

6. Within two weeks of board meeting: National Board President sends a letter explaining thementor program to the Regional Director.

7. Within two weeks of letter receipt: RLC Chair, National Board President and RegionalDirector work together to find the most appropriate mentor for the region and establishspecific goals for the mentor and the region.

8. Two weeks before next board meeting: Mentors report progress to the RLC as a part of thespring and/or fall board meeting(s) as appropriate.

9. At or before board meeting(s): RLC determines by vote whether the mentored Region will bereturned to good standing or will continue to have a mentor for another review period.

Who Can Be a MentorMentors for regions must be individuals who have served as regional directors in NAI, as nationalofficers or national workshop chairs, or have been named NAI Fellows.

Role/Checklist for a Mentor• Identify problems and challenges and match with resources for reading, conversations, meeting

speakers, etc.• Have a monthly conference call with the regional director and deputy director.

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• Oversee the development of a strategic plan and/or timeline for improvements and changes andmonitor.

• Attend (if possible) the regional workshop.• Offer sessions on leadership, delegating, motivating, etc. at regional workshop or in a

leadership summit for officers of the region.• Write a quarterly column during the probationary period for the regional newsletter that

focuses on leadership, inspiration and motivation for region members.• Provide semi-annual report to RLC.• Hold at least one face-to-face meeting or conference call annually with the full regional board.• Other activities and duties as deemed appropriate in addressing the specific needs of the

region.

Regional Officers and Leadership Teams

Position Descriptions for Regional OfficersThe Regional Director, Deputy Director, Treasurer, and Secretary all are elected by the votingmembers of the region for up to three, two (2) year terms, and as such form the ExecutiveCommittee of the Region’s governance. All must work within the parameters of the Bylawsestablished by the National Association for Interpretation as stated in Article VII.

The chain of command for officers is listed below. When one officer is not available for a meetingor has resigned; then the task rotates to the following officer. The Regional Director may appointuntil the next election regional members to the Regional Executive Board to fill vacancies createdby the departure of an officer. If the Regional Director's position is vacated, the sequence ofsuccession shall be Deputy Regional Director, Secretary, and then Treasurer (Bylaws For TheNational Association For Interpretation). All regional officers must annually file a signed NAIEthics form with the National Office.

All regional officers are expected to serve as mentors to their successors by providingrecords, information, and helpful advice on conducting the responsibilities required by therole.

Regional Director is responsible for:1. Representing the Region at Regional Leadership Council Meetings, and if elected by the RLC tobe one of four Regional representatives, attend two National Board meetings a year. They arescheduled as follows:

A. Spring Board Meeting - held in the late spring, two or three days long.Funded through a pooled contribution from each Region’s treasury.

B. National Workshop Board Meeting - usually held one day prior to the beginning of the fallNAI National Workshop and one half day on the last day of the NAI National Workshop.

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In cases where the Regional Director cannot attend, the Deputy Director should attend, or theRegional Secretary or Treasurer.

2. If elected as one of four Regional Directors as a representative to the National Board,participate by:A. Suggesting and reviewing agenda items and preparing for discussions,B. Having one vote in all deliberations,C. Reviewing minutes of the previous national board meeting and commenting where applicable.

3. Attending annual NAI Membership meeting - scheduled during the fall NAI National Workshop.4. Preparing a brief written report on the state of the Region before each board meeting. It should besubmitted to the Executive Director three weeks in advance of the meeting, so it may be postedelectronically on the NAI website.5. Seeing that the Region holds an annual regional workshop. This should be delegated to a specialworkshop committee. Arranging workshop locations and overseeing logistics may be delegated to theDeputy Director.6. Holding two business meetings a year; one at the regional workshop, and one at the NAI NationalWorkshop. The Regional Director may hold additional regional executive committee meetings ashe/she sees fit.7. Preparing a regular column in their Region's newsletter. This is to pass along information of bothregional and national interest to members.8. Serving on the National Awards Committee by assisting the Awards Chairperson in reviewing theaward nominations.9. Providing, with assistance from the Regional Treasurer, quarterly and year-end financial reports inaccordance with guidelines established by the National Board of Directors.10. Working with the Regional Editor to see that a newsletter is put out quarterly.11. Assisting the President of NAI by making recommendations for representatives to serve onstanding committees, task forces, or as at large Board members.12. Establishing committees within the region to take on special projects, eg. scholarship program,membership drive, fund raising, etc.13. Establishing a nominating committee to select a slate of candidates for regional elections. This slatewill follow the guidelines established in the NAI Elections Handbook.14. Attempting to make personal contact through delegation with all new regional members and thoseformer members who have recently let their membership expire.Time commitment: Average 5-8 hours per week, excluding meetings and workshops.

Regional Deputy Director is responsible for:1. Representing the Regional Director at national board meetings that they can not attend.2. Seeking out locations and commitments from the regional workshop planning committee membersfor the annual regional workshop.3. Acting as advisor to workshop planning committees.4. Updating the regional procedures manual on an annual basis5. Participating in regional executive board meetings as called by the Regional Director.6. Other duties as assigned by the Regional Director.Time Commitment: 10 - 15 hours per month excluding meetings and workshops.

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Regional Secretary is responsible for:1. Taking minutes during regional conference calls and preparing reports for business meetings.2. Working closely with standing and special projects committees, e.g. sending out mail,corresponding to inquiries, recording at regional auction, guiding scholarship and awards committee,etc.3. Participating in regional board meetings as called by the Regional Director.4. Assisting the Deputy Director in keeping the regional procedures manual up-to-date, includingsupplying current forms to the manual.5. Other duties as assigned by the Regional Director.

Time commitment: 5 to 6 hours per month excluding meetings and workshops.

Regional Treasurer is responsible for:1. Maintaining up-to-date financial records of the region and preparing annual budgets.2. Providing semi-annual financial reports to the members at the regional meetings held at thenational and regional workshops.3. Handling all financial transactions of the region including workshop income and expenses,special projects such as sales, raffles, and auctions and submitting all funds/receipts to the nationaloffice. Working on the disbursement of scholarships and grants, administering and acknowledgingsponsorships for the Region.4. Providing financial reports to the national office and regional officers as required. The nationaloffice now maintains the region's account and will be reporting quarterly to the RegionalTreasurer.5. Depositing all income with the national office using the NAI REGIONAL/SECTIONDEPOSIT FORM* which will be sent by certified mail using a cashiers check, money order orchecks from NAI members who attended workshops, made donations etc., all made out to NAI.6. Requesting disbursement of funds from the national office using the NAIREGIONAL/SECTION DISBURSEMENT FORM.7. Receiving requests from members for reimbursement on NAI REGIONAL/SECTIONDISBURSEMENT FORM and forward such request to the national office.8. Understanding the processes, procedures and reports to expedite handling of regional funds andpayment of obligations with the national office.9. Participating in regional executive board meetings as called by the Regional Director.10. They are insured for loss indemnity by the National Association Executive Office.11. Interface with the National Office Accounts Manager.12. Other duties as assigned by the Regional Director.Time commitment: 5 to 6 hours per month, excluding meetings and workshops.*Forms are available on the NAI website under “Resources for NAI Leaders”

Position Descriptions for Leadership Teams

The Region's officers form an Executive Committee, which along with the Newsletter Editor,Webmaster, state or area representatives, active committee chairs and specially designatedmembers; make up the Regional Leadership Team, the primary governing body of each Region.

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Regional Newsletter Editor is responsible for:1. Producing and distributing a regional quarterly newsletter on time. The Regional Editor willwork with the National Membership Manager to ensure that current e-mail addresses and/ormailing labels for newsletters are used The Editor coordinates with the e-mail provider or printerand the mailing service.2. Soliciting articles, photos, art work, and other information for regional newsletters; coordinatingad sales, placement and design with the Regional Treasurer. 3. Participating in regional meetings ascalled by the Regional Director.4. Coordinating with the Deputy Regional Director, workshop chairperson, section chairs andcommittee chairs to provide announcements and other timely information for regional events andworkshops.5. See that the National Membership Manager receives a copy of the regional newsletter todistribute where appropriate. (a copy of the regional newsletter is sent to the national NAIDirector, Regional Directors, Deputy Directors, Secretaries, Section Chairpersons and Treasurersof each of the 10 NAI regions).6. Keeping an electronic record of Newsletters and templates for publishing.7. Special inserts can be utilized to cover specific themes/topics of educational interest to themembership. The newsletter should include topics of interest to the region's membership includingbut not limited to: updates from the Regional Director, sections and committees, happenings fromthe field, book reviews, articles from other regional newsletters, and articles/information sent in byothers.8. The Newsletter Editor keeps in contact with the Regional Director about each issue tocoordinate and to ensure all regional information is included in each newsletter. Deadlines forsubmitting newsletter articles should be set by the Editor.9. The Newsletter Editor notifies the regional board members, committee, section and state chairs,and regional reporters four weeks prior to each quarterly deadline as a reminder of their pendingdue dates.10. The newsletter is produced by the Editor with an e-mail provider or a desktop publishingsystem and then printed locally. When possible, the newsletter should be distributedelectronically. If printed the newsletter should be on recycled paper and noted as such in thepublication.11. Other duties as assigned by the Regional Director.

Regional WebmasterPurpose: To maintain a presence for the region on the NAI Website. One individual should holdthis position to ensure accurate and consistent posting of information. There are no term limits.The Regional Webmaster is appointed by the Regional Director and serves until a new Webmasteris appointed.

Responsibilities may include, but are not limited to, the following duties:1. Gain familiarity with the NAI website and work with the NAI IT staff on web-related issues.2. Maintain the regional web pages by using software (such as Front Page or Dreamweaver) that

is compatible, or by using the NAI-provided regional templates.3. Work closely with the Regional Director and other officers to create appropriate web pages and

keep information current. Web pages should include, at a minimum, contact information forofficers and committee chairs, administrative documents such as meeting minutes and strategicplans, and information about member services such as scholarships, grants and workshops.

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4. Attend regional board and business meetings to provide updates/reports on web content andaccept suggestions from the membership.

Scholarships Committee ChairpersonPurpose: The Scholarships Committee provides assistance to undergraduate and/or graduate students,and professionals in a career in interpretation or environmental education through scholarship moneyas budgeted by each Region Executive Board. The Chairperson for the scholarship committee isresponsible for the overall coordination and direction of the scholarship program. The Chairpersonmay report to the Treasurer.

Responsibilities may include, but are not limited to, the following duties:1. Create, publicize, and promote a scholarship application process during the fall season.2. Seek and secure at least three regional members to serve on the committee.3. Maintain regular communication for publicity and the review process with committee

members, Regional Director, Region Webmaster, Regional Workshop Chairperson, andRegional Newsletter Editor.

4. Using the budgetary funding amount provided by the Executive Board, determine thecategories, quantity, and dollar amount of awards.

5. Fall: Create the application process in a timely manner and provide the details, requirements,and deadline(s) for the process in the fall issue of the regional newsletter

6. Winter: Notify Committee Chairs and the Region Webmaster of the proposed deadline for theapplication process so that regional members are informed and the website updated.

7. Send an electronic confirmation receipt to all applicants. Forward evaluation forms and copiesof all applications to the committee members, and advise them of the deadline(s) to review theapplicants.

8. After the recipient selection(s) notify all applicants of the results and provide similarinformation to the Regional Director, Regional Treasurer, Region Webmaster, RegionalWorkshop Chairperson, and Regional Newsletter Editor.

9. Contact the successful recipients and inform them of any specific requirements and/orexpectations during the regional workshop in order for them to receive the full scholarshipamount. Once the expectations are met, a check is mailed to each recipient.

10. Create scholarship certificates and acknowledge the successful recipients during themembership meeting and awards banquet at the regional workshop.

11. Provide the names, contact information, and scholarship amounts to the Regional Secretaryand National Office for proper record-keeping.

12. Conform with the NAI Scholarship Policy and file required forms with the national office.

Awards Committee ChairpersonPurpose: The Region Awards program is designed to recognize outstanding achievements andshowcases the success of Region members who work to advance the profession of interpretation. TheAwards Chair is responsible for the overall coordination and direction of the awards program.

Responsibilities may include, but are not limited to, the following duties:1. All Year: Promote, publicize and encourage Region members to nominate worthy candidates

for Region awards program.

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2. Fall: Create nomination form and submit to Regional Newsletter Editor for publication in fallissue.

3. Winter: Distribute all nomination forms to committee members for review. Create scoringsystem for selection of winners.

4. Seek and secure four regional members to serve on the committee.5. Publicize award recipients in Regional Newsletter Editor.6. Send written/electronic confirmation stating receipt of nomination packet to nominating party.7. Obtain award plaques for presentation at spring workshop. Present awards at spring

workshop.8. Contact award winners upon selection and encourage attendance at Region workshop.9. Submit qualifying Region award winners to national awards committee for consideration for

National awards.10. After recipient selection provide information to Region V Leadership Council, Spring

workshop chair, and Regional Newsletter Editor.11. Issue press release to award recipient’s home town and regional newspapers.

Membership Services ChairPurpose: The Membership Services Chair serves as liaison between the Regional Executive Board, thenational Membership Manager and other leadership teams such as state and province coordinatorsand chapter chairs. This position serves the membership by welcoming new and renewing membersand encouraging expired member renewal. The Membership Service Chair is appointed by the RegionDirector.

Responsibilities may include, but are not limited to, the following duties:1. Recruit and maintain regular communication with membership services committee: state,

province, and student chapter representatives.2. Coordinate with national membership chair to create and update welcome packets for new and

renewing members of the Region.3. Obtain monthly membership numbers and contact information from the national office for

new, renewing, and expired members.4. Create and email monthly database to individual state and province representatives containing

new, renewing, and expired members.5. Update, print, and mail monthly membership packets to new and renewing members.6. Follow established regional reimbursement procedures.7. Solicit ideas for maintaining contact with members and seeking out new members from all

membership services committee members. Work with state and province representatives tocreate a bi-annual “how’s it going” letter to provide members with regional highlights.

8. Present new member sessions at regional workshops that focus on membership benefits ofNAI.

9. Facilitate the regional “free” membership program to attract new members.10. Develop and maintain new member recruitment and sustainability plan.11. Coordinate membership efforts between Chapters, Region and Sections.12. Act as a liaison between the Regional Executive Board and state and province coordinators.13. Maintain regular contact with regional director and secretary.14. Participate in executive board meetings as requested.

Common Chairs

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The Regional Director is authorized to appoint common chairs as needed for any term or project.Some examples are: elections chairs, special committee and taskforce chairs.

Regional State, Province, or Area Representatives

PurposeState, area, and/or provincial coordinators serve as ambassadors between the regional membership andthe regional Executive Committee. This position serves the membership by acting as an informationaland motivational voice, not only to inform members of regional happenings, but to also encourageinvolvement by members within regional events, committee projects, and various other tasks. State,province, territory, or area representatives are part of the Regional leadership team. The Directorsmay select and appoint them or they may respond to requests for volunteers posted on Regionalwebsites or Newsletters. Having a roles and responsibilities sheet that outlines the expectations ofthis position, and the relative amount of time required to live up to this commitment is key to thesuccess of this position.

Responsibilities may include, but are not limited to, the following duties:Submit quarterly articles to the newsletter editor of news and events in the state, province, territory,or area.Develop and/or maintain a mailing list, welcome message or packet for new members in theirgeographic area.Develop and/or maintain a mailing list for updating members on upcoming workshops,conferences, trainings, etc. that relate to the field of interpretation.Act as a liaison between the Regional Executive Board and its members.Participate in NAI Regional Executive Board meetings as requested.Develop membership drives with the Regional Membership Committee Chair as needed.Coordinate aspects of the Regional Workshop and/or recruit a Workshop Chair when a workshop isbeing held in the respective state, province, territory or area.Provide a verbal or written report of state, province, territory or area news and information at regionaland national membership meetings.

Strategic Planning

An Overview of Strategic PlanningStrategic planning is a great way for each NAI region to set goals and plan projects that keep theregion moving forward through leadership changes. A strategic plan also helps members see how theorganization is working for them. This section provides an overview of the strategic planning processand offers some tips based on the planning experience of NAI regions.

What is Strategic Planning?Organizations can develop many types of plans. Master plans generally provide overarching guidancefor long-term development of facilities and programs. Business plans usually clarify theorganization’s financial position and the programs/initiatives that that impact finances. Operations

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plans, marketing plans and other topical plans guide the day-to-day work of staff, partners andvolunteers.

Strategic planning helps an organization look closely at its present operational efforts, considerstakeholder needs, and examine the current environment in which the organization works. End resultsof the planning process include a better understanding of the agency and the interests/needs of staffmembers, discussion of difficult or challenging issues and a plan that targets meeting specific, criticalgoals of the organization for a defined time period, usually 2-5 years. It involves doing just what itimplies—being strategic in selecting the most important issues to address.

Being strategic means three things:• being aware of our resources (natural, cultural, staff, facilities.....)• being clear about our objectives• putting those objectives and resources to work in response to the existing—and potentially

changing--environment (changing political, social, economic, technological needs and concerns,etc.

Strategic Planning Is………• A management tool to help an organization do a better job.• An opportunity to see strengths, weaknesses, possibilities and concerns.• An opportunity to hear from staff and stakeholders at all levels.• An opportunity to better understand the needs of our staff, visitors and other “stakeholders.”• An opportunity to “think outside the box” and question the status quo.• A way to align resources with customer and staff expectations.• A way to operate more efficiently by prioritizing needs and resources.• A continuing process of organizational transformation.• A way to inspire, motivate and empower staff.• Action oriented.• A way to build a shared vision that is values-based.• A way to help measure progress and accountability on agreed-upon issues and concerns.• A process that is never finished!

Strategic Planning Is NOT.....• A cure for all organizational problems.• A series of edicts or rules to make everyone operate exactly the same way.• A policy manual.• A document designed to increase paperwork.• An attempt to limit creativity or prevent responsiveness to new ideas and issues.• Developing a mission, vision, values, goals, etc. that are set in concrete.

----Excerpted from Indiana State Parks and Reservoirs Strategic Plan, 2004

What Resources are needed for Developing a Strategic Plan?

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Strategic plans that are successful generally have at least four individuals or groups involved with theprocess and oversight of the plan.

• The SponsorThe sponsor is the person who is responsible for overall management of the plan. This personrecognizes the need for the plan, helps to organize the planning process, and helps clarify howthe organization works for the facilitator. The sponsor needs to be someone who believes instrategic planning and can get others excited about the importance of the process. This can bethe regional director or someone else designated by the regional director.

• The Champion (s)The champion or champions are those who keep the plan moving forward. They may beassigned to encourage and lead in one individual goal, or one champion may oversee the entireplan. This person reports on the plan, follows up on target dates to keep individuals or teamson schedule and works closely with the sponsor. In Region 4, champions are assigned to eachindividual goal. These champions are individuals who were part of the planning team.

• The FacilitatorThe facilitator is an impartial person who helps organize the plan through surveys andmeetings with a planning team. This person generally has training in meeting facilitation anduses some general guidelines that ensure participation by all members of the team and can helpresolve differences and reach consensus on potentially devisive issues or projects.

The facilitator leads the meeting, checking in with the sponsor to ensure that the process isworking as expected. The facilitator makes notes and generally provides a written summary ofthe work following the workshop.

There is value in having a facilitator who as a general knowledge of NAI. It is likely thatsomeone in your region has facilitation and strategic planning experience – you just need tofind them!

• Planning TeamThe planning team usually consists of a representative sample of the leadership and, ifpossible the general membership. It should include current officers, committee chairs wherepossible and some representatives from the regional membership. The team is developed bythe sponsor and/or the regional leadership. The number of people on the planning team canvary, but it is important to remember that the more people on the team, the longer theplanning process is likely to take to ensure participation by all of them. Region 4 usuallyinvolves our regional leadership and 5-10 other individuals so we have a total of 20-25participants.

When, How and How Long?Strategic plans are best developed in a workshop format where the planning team is together for aperiod of time and gets the plan done – or at least most of it – during that time frame. For acompletely new plan, we recommend at least an overnight planning session with two working days.For plan updates where the group is not necessarily developing mission and broad goals, a one-dayworkshop is generally possible. It may be helpful to collect some information, review existing goals

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and actions, etc. prior to the meeting. Having some of that information compiled in advance can helpmove the pace of the meeting along more quickly. The facilitator can coordinate this effort in datacollection.

Good times to hold strategic planning workshops/meetings might be two days prior to or following aregional workshop or one-two days in conjunction with a regional board meeting. In both cases, mostof the planning team would be attending anyway.

Strategic plans range in time frame from 2-5 years. Because we live and work in a changing market, werecommend a 2-year time frame for NAI strategic plans. Region 4 holds a strategic planmeetings/update in conjunction with a January regional board meeting in the year that elections areheld. That allows the region to have the plan update in place before new officers are elected in the falland take office in the following January. This means that new officers are not immediately dealingwith a need to update the plan; they can concentrate on becoming familiar with general regionalbusiness and projects. In Region 4, the past regional director is the sponsor for the plan, since thatindividual has been involved with developing it and leading it during his or her term.

What is the Process for Developing a Strategic Plan?There are many ways to develop a strategic plan, and there are a variety of words used to define theparts of a plan. At the end of this section is one simple model, developed for Indiana stategovernment and modified for NAI,that can be used as a starting point.

Examples of NAI regional strategic plans can be found on regional web pages on the NAI website atwww.interpnet.com. NAI’s national strategic plan and updates can be found on the leadershipresources pages on the website as well.

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Overview of Strategic Planning

Being aware of ourresources

Being clear aboutour objectives

Integrating resourceswith objectives inresponse to the

environment

EVALUATEOrganization

Are we ready?Where are we now?

STRATEGIC PLANdevelopment

Where do we want to be?How will we get there?

IMPLEMENTPlan

Did we get where we wantto be? How do we know?

OrganizationAssessment

Leadership assessesreadiness for planning

Impact Analysis

Can we do what we’ve saidwe want to do?

ObjectivesActions to achieve goals

that define outcomes, aremeasurable, realistic, timely.

Measuring Results

Defining how we show thatgoals are met and reported.

Action Plans

Who is going to do whatwhen to achieve objectives

for each goal.

Values/GuidingPrinciples

Worthwhile standards thatdefine what we stand for

and how we work. NAI hasvalues already established

that are a good framework.

MissionAnswers the questions “Whoare we? Who do we serve?What do we offer? How do

we work? For NAI, using ouralready-established mission

is most appropriate

Plan Implementation

Review of progress,stakeholder input, publicizing

success in newsletters, onwebsite, etc.

Needs

What are the needs ofstakeholder groups, now and

in the future?

GoalsPriorities based on survey

results and member imput;set direction of work as awhole and are revised tomeet changing conditions.

VisionInspirational “snapshot” ofthe ideal future; focuses

staff and work. NAI’s visionmay be used or the teammay develop a regional

vision.

SWOT Analysis

Strengths, weaknesses,opportunities and threats

Environmental AnalysisTeam assesses trends thataffect how the organizationworks, such as politics, theeconomy, social trends and

technology.

This chart shows thegeneral steps in creating astrategic plan as outlinedin the Guide to StrategicPlanning developed forIndiana state governmentagencies by stateemployees. Not every stepis used by all planners, butthe general format is thesame for strategic planningeverywhere.

Stakeholder Analysis

Who has an interest inagency? Who should have

input?

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Communications

I. Internal

Conference Calls, Minutes, Chronology of MotionsConference Calls, face to face meetings, e mail records, and instant messaging have diversified themethods by which communication within the Region can occur. Determine the schedule of yourleadership team as many individuals have summer versus winter availability. Investigate theoptions of bridge numbers and conference calling amongst the leadership team, and consider timezone differences when scheduling calls. Robert’s Rules of Order are generally followed for allmeetings.

Recording of the minutes is crucial to planning: pay special attention to your secretary’s scheduleand needs. Sending out agendas in advance for review and additions. Record the participants andany critical information such as votes; reviewing and accepting the Minutes from the previousmeeting; setting the date of the next communication is critical to continuity and accuracy. TheRegion may maintain a book of motions chronicling the decisions of the Leadership teams.Maintaining a backup copy of communications for documentation is critical. See the history andarchives Section of this manual for further details.

National Office staff is accessible through the 1-888-900-8283 number. They may also arrangeconference call lines for the purposes of coordinating National Events such as NAI NationalWorkshops in your region. Requesting mass emails for multiple regions or states is possible bycontacting National office membership staff.

II. External

State of Region Document at Regional Business MeetingsCommunicating with members twice a year about the condition of the region is an important andrequired communication event. Summaries of the membership composition, new members,financial status, accomplishments, strategic planning, mission, vision, goals and action items canbe consolidated on a single flyer and discussed in abbreviated format.

Bylines in the Regional NewsletterRegional Executive Officers may find it useful to use bylines to communicate highlights tomembers, including but not limited to front page thematic issues (Director), updates on regionalworkshop planning (Deputy), membership service and new membership recognition (Secretary),budgets, financial statement, or fundraising goals (Treasurer). Using the byline technique managesreaders expectations and encourages consistency in Newsletter issues.

Quarterly Report to Interp News is a short summary of less than 200 words submitted to theDesign Staff approximately two months before publication. Topics from the region that arerelevant at the National level include, but are not limited to, Regional programs, projects andevents that affect all members; Regional elections results; Regional workshop and special events ;Regional contributions to national fundraising and investments; member contributions of Nationalsignificance and recognition.

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Bi-annual Regional Report to the BoardThis report is normally submitted electronically to the National Secretary and the websitemanager for posting on the website. Call for the report is made approximately 60 days before theBoard of Directors convenes. The following is an outline for topics that should be included inyour report. Some information may be necessary for annual audit procedures.

-Organization: (officer's, meetings, policy changes, committees, planning, etc.)

-Membership: (data, drives, etc.)

-Finances: (general summary of overall status)

-Scholarships and Awards: (names, addresses and amounts for scholarship and grant recipients– required in our annual 990 report)

-Publications and sales items: (newsletter and/or other publications)

-Workshops & Activities: (workshops, seminars, etc.)

-Chapter Activity (if appropriate)-Miscellaneous (if appropriate)

Regional Organization and Committees

State, Province, Territory and Area Representatives

The role of state, province, territory, or area representatives extends and embeds the communicationnetworking beyond the geographic limitations of the Regional executive officers. Representativeslisten to individual members, and synthesize this information and act to funnel these messages to theRegion officers. In return they can also spread the word on Leadership team decisions, informationand updates to the field. Such representatives play a key role in communication, advocating the fieldof interpretation, and thus, supporting the mission vision and strategic planning of the organization.

b. Communication

-Networking, sharing data and ideas with other members in the Region and the Regional LeadershipTeams

-Preparing updated written materials for the quarterly publication of the newsletter; soliciting ads forsame.

-Working with the officers to raise individual, local, or regional issues to the level of National Boardconsideration.

-Working with officers to recruit members for Region at regional meetings and local forums, NAINational Workshops and non-affiliated but related events.

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c. Interpretation

-Being actively involved in the “doing” of interpretation, and the sharing of that expertise withothers in NAI in an active, written, or oral format in their Region.

-Working with officers to develop themes, tracks, presentations or training modules at Regionalworkshops that reflect local, regional, or national interpretive objectives, interests, or issues.

d. Motivation and Vision

-Keeping current with the following: interpretive programming, topical treatments, trends, methods,evaluation strategies, local and regional events.

-Reviewing interpretive products and processes.

-Assisting with, planning, implementing, and guiding the future of the Region.

Cooperation and collaboration between Regions and Regions and RegionsandSections (to be added as developed by the RLC / SLC)

Nominations and Elections

I. Purpose/Objective:To develop a slate of committed, qualified candidates for the regional offices every two years.

II. Committee Members:Volunteers including the Nominating Committee Chairperson.

III. Operations of Committee:Submit a proposed budget of committee needs and an action plan by January 5. The committeepublicizes heavily in the (regional newsletter) requesting members to run for regional officers. Thecommittee should follow all election procedures and forms as outlined in the NAI Election Rulesand Guidelines.

IV. Comments:Start early, i.e. right after the spring regional workshop.

It would be helpful for the Chairperson and committee members to keep an on-going list of peoplewho said "not this time, but would like to in the future."

V Elections maybe held on either as slate or staggered fashion, according to the Region’spreferences. All ballots must be mailed separately from Newsletters. Write-in candidates must beavailable for all offices. Elections within Regions must be held in accordance with Bylaws thatrequire confirmation and certification by October 1 prior to the Board Meeting held at the fall

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NAI National Workshop each year.

Finances

Finances for the region are handled at the National Level, and are accounted for through a processof quarterly reported Debits and Assets. Two triplicate forms are available to handle invoices andexpenses and deposits. Checks and credit card payments can be handled through these forms.The treasurers have an annual training session offered at the national workshop each year, and theNational Treasurer and NAI staff accountant are available for questions and guidance. TheAccounting staff at the office can track and give detailed breakouts of expenditures upon request.

Ways and Means or Fundraising

I. Purpose/Objectives:To act as a support committee to plan finances, fund raising activities, and all projects which will addor affect financial support for the Region and its membership's projects.

II. Committee Members:The Chairperson and committee members can be appointed by the Regional Director or be voluntary.To keep the entire region involved and represented, it would be helpful if committee members werefrom various states of the region.

III. Operations of Committee:The Ways and Means Committee should meet at least once a year at the regional workshop. Othercorrespondence can be done by telephone, mail, and/or FAX.

The committee assists other committees as needed for projects. These include such things as:1. Assisting the Scholarship/Grants Committee in soliciting contributions for the auction at theregional workshop.2. Assisting the Publications Committee in soliciting business advertisements in the regionalnewsletter.3. Coordinating other money-making ideas/projects to benefit and support the region's activities.4. Submitting a year-end written report of committee operations by September 30 and submitting abudget of proposed committee activities and an action plan by January 5 to the Regional Director.

Budgets

Budget information is collected in September in order to implement the new budget for thefollowing year. Similar to producing a business plan, budget preparation timelines are correlatedwith action items, and action items are paired with regional costs and National Board costs.

Grants and Scholarships

I. Purpose/Objectives:

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Advertise, promote, and award grants to those pursuing careers in interpretation and related fields.Advertise, promote, and award grants to regional members to attend workshops.

II. Committee Members:At least three regional members, including the Regional Director and the Chair, make up the grantsand scholarships committee.

The committee meets at least once a year.

III. Operations of Committee:The Grant Committee needs to follow a strict time schedule in order to meet all deadlines.

Completed application forms are sent to the committee Chairperson. Copies are sent to allcommittee members who call or mail back their vote.

The Chairperson also coordinates the grant auction at the regional workshop/or other fund raisingactivities related to grants. Names, addresses, award type, and award amount(s) are required to bereported annually.

The Chairperson must submit a written report of committee operations to the Regional Directorby September 30. They must also submit a budget of proposed committee needs and an actionplan by January 5 to the Regional Director.

NAI Region "#" Grant Guidelines are:Grant Fund: The NAI Region "#" Interpretive Grant Fund shall be established through theRegional Treasurer.

This fund shall be kept in an account separate from the regional general treasury fund.

Purposes of the Grant Fund: The purpose of theNAI Grant/Scholarship Fund is to hold monies collected for the purpose of funding such activitiesas workshop attendance, interpretive projects, scholarships (providing grants to those pursuingcareers in Interpretation). The source of funds may come from proceeds acquired from theauction held at each regional workshop or by specific fund raising drives. The size or amount ofgrants is left up to each region.

Administration of the Fund: The NAI Region "#" Grant Fund shall be administered by a three-member Grant Committee composed of NAI members living within the Region. The RegionalDirector shall appoint one of these individuals as Chairperson for the Committee who will selectother members.

The Grant Committee shall receive monies and make disbursements according to the guidelinescontained within this document. The number and amount of the grants awarded each year will bedetermined by the amount of money available in the grant fund and by the Regional Board.

IV. Comments: The NAI logo must appear on all forms/flyers.

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Member Services

Recruitment and Retention (to be added)

Chapter Development

I. Purpose/Objective:To develop and implement programs to attract and recruit new members and retain existingmembers and to enhance member services and outreach about those services.

II. Committee Members:The Membership Chairperson is confirmed by the Regional Board. Three (3) committee membersare picked by the Chairperson. Generally no two committee members are from the same state.

III. Operations of Committee:The committee generally corresponds by mail or telephone and may meet at the annual regionalworkshops.

The committee's responsibility includes:1. Coordinating occasional regional membership drives, including advertisement and forms. Allforms must include the NAI logo in the regional newsletter or other professional newsletters.2. Annually, choosing the recipients of up to two complimentary memberships. This action is anoption of the region.3. Submitting a year-end written report of committee operations to the Regional Director bySeptember 15. Submitting a budget of proposed committee needs and an action plan by January 5to the regional Director.4. The committee meets regional newsletter deadlines.5. It is up to each region whether the committee should send a welcome letter to each new memberin their region. The National office sends out a quarterly welcome letter to each new member andwrites past members and encourages them to renew. National also sends a membership packet tonew members.

Publications

Regional NewslettersI. Purpose/Objective:To produce the regional newsletter and other needed written promotional and informationalmaterial for the region.

II. Committee Members:The committee consists of the Newsletter Editor (Chairperson), regional reporters , and othercommittee members as available/needed.

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The Newsletter Editor is either recruited by the Director and Regional Board Members or is avolunteer from the region.

It is very important that the Newsletter Editor be familiar with electronic newsletter publicationlayout and design, have access to a computer with internet access and can publish and distributefour issues on time annually.

The committee members are volunteers from the regional membership. The committee generallymeets at least annually to discuss organization, changes/ideas, and contributions (i.e. AdSoliciting). Much of the correspondence among the committee members can be done by telephone,E-Mail or FAX correspondence.

Web Pages (to be added)

Other Publications (to be added)

Advertising (to be added)

Regional Workshop

I. Purpose/Objective:To plan, organize, and facilitate the annual regional NAI workshop.

II. Committee Members:The committee Chairperson and members are voluntary and work closely with theRegional Deputy Director and/or Director and Regional Treasurer. The size of thecommittee is determined by its needs which include: programs, lodging and food services,special activities, field trips, mobile workshops, etc. The NAI Communicator Director andthe NAI Staff Workshop Coordinator should be kept abreast of the committee's plans inorder to publish the region's workshop in the NAI News.

III. Operations of Committee:

1. The Regional Director and/or Director should try to rotate the workshop from onelocation or from one state to another each year.2. The following year's site should be announced and promoted at each regional workshop.3. Try to schedule at least two annual workshops ahead.4. The Workshop Committee Chairperson should have the NAI graphics logo and use onall announcements.5. If the Workshop Committee is planning for a national workshop in their region, theCommittee should work closely with the National Office Workshop Liaison.

Some Guidelines for Organizing an NAI Regional Workshop:

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Region 5 has written a very complete 64 page workshop manual which is available on theirweb site at: http://www.nairegions.org/5/NAI%20Workshop%20Manual.02final.pdf.

1. Preliminaries -Group Size: You can expect 25 - 110+. Many regions have found their base break-even figure tobe 50 or fewer participants.

Timing: It is best to offer the workshop in the Spring so as not to conflict with the NationalInterpreters Workshop. Weekends often work better than weekdays, however, many interpretersmust work weekends. Consider timing your workshop during the spring break of a facility inorder to take advantage of accessibility and decreased conflicts with other events.

2. Regional Board Support: The Deputy Director works closely with the Workshop PlanningCommittee. Also, the Regional Treasurer works closely with the committee on all financialmatters and approves (with the Executive Committee) the workshop budget.

3. Workshop Committee: It is helpful to have several people working on a workshop. Thefollowing workshop sections should each have a designated chairperson to handle these activities:programs, finance, logistics, promotions, field trips, registration, publicity and vendors.

4. Promotion: A formal Call for Presentations and an Announcement outlining the theme, time andplace should be in the regional newsletter a year before the workshop. In the announcement, toavoid any misunderstanding, indicate that presenters must also register and pay for registration.The Registration form and scholarship applications should appear in the fall newsletter, however,the committee can work earlier on this. Early registration with reduced fees can benefit earlyplanning and secure minimums set by hotels and conference facilities. National NAI policyrequires all regions, sections and the National Workshop committees to make all non-membersregistrants’ members of NAI, using the non-member fee difference to pay for an appropriate levelof membership for at least six months. This policy should be stated in the promotion. This coversthe region for insurance purposes and lets new members see the benefit of being an NAI member.This six-month membership should be planned for and accounted for in the workshop budget.

5. Time Table: Have the following year's site already selected at each regional workshop. Thisprovides a good promotion opportunity with those most likely to attend. It also allows plenty oftime to call for presentations and to block off calendars.

6. Theme: The committee should select a theme that can be enhanced by the workshop site orselection of presentations. Try not to make the theme too restrictive.

7. Confirmations to presenters, including review of audiovisual and room needs, should be sent nolater than 75 days before the workshop.

8. Finances: Seed money is available to the committee to get things going. Make all workshopchecks out to NAI (do not put your region on the check). The Ways and Means, and Scholarship

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Committees and the Treasurer handle the logistics of fund raising. It is a good idea to touch basewith these people for scheduling and room logistics.

Profit: Generally, workshops should show a profit margin of at least $8 per person and up to $20per person from which the region can fund other activities such as the newsletter or seed moneyfor other regional workshops and activities for one year. Predict all expenses and try to figurecosts carefully and add an amount to cover unanticipated expenses. Our main goal for regionalworkshops is to provide educational opportunities for all members.

Registration Fees: Fees should cover all expenses and whatever profit the workshop committeedecides is appropriate. Generally there is approximately a $25 difference for current NAImembers and those non-NAI members and this difference allows non-members to becomemembers upon registration. Calculate a daily fee, and a fee structure minus the meals. Consider alower fee for students. Be careful in computing fees if you use a bus. For 45 people the bus maycost $300 but if you go over one person then another $300 bus is needed.

Budget: The committee must proposed budget for approval by the Treasurer and Director no laterthan six months before the workshop. Some agencies require claim vouchers, invoices, and such.The Treasurer will provide the necessary paperwork.

9. Registration: Mailing registration information should go out in the winter regional newsletterpreferably three to four months prior to the workshop. Articles and reminders should appear inthe fall and winter regional newsletter and are the responsibility of the workshop committee.Registration fees should be mailed to the Regional Treasurer who will submit them to the NationalOffice Bookkeeper. Downloadable registration forms or online registration through a secure serverowned by a member business is common today.Be aware that original signatures are necessary for submittal of credit card payments to theNational Office. If a registrant faxes the form it must be followed up by an original in hardcopy.The NAI National Office is able to handle regional workshop registration through their secure site.Contact the National Office for fees related to this service.

Contents: Registration information should include: introduction to workshop theme, sitedescription, schedule, speakers and presenters, workshop descriptions, evening activities, cost,and registration form. The registration form should include price breakdowns for members,nonmembers who will become members upon registration, daily registration, housing and mealoptions, federal ID#, roommate requests, workshop fees, and a contact phone number. The NAIlogo must appear in the registration materials.

Confirmation Letter. People begin looking for this when they send in their money. Things toinclude are:

a. Reminder of what to bring.b. Send in confirmation notice with information packet.c. Special clothing needs.d. Include a site phone and fax number to leave with spouses and family.e. Map to site

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Registration Table: Keep adequately staffed during peak times. Also, maintain for late arrivals.Those that travel from a great distance will arrive the night before. Provide registration when theyarrive. At registration, they should receive:

a. information packets with receipt (unless sent earlier), program schedule, evaluation form, mealtickets, the latest issue of (if appropriate), mailing list of all participants with duty station, andsite information.b. name tagsc. news release that attendees can send to their local paper (sample attached)d. New member packet for new-member registrants.

10. Mementos: These optional items can be built into the workshop cost or donated items fromlocal businesses. Examples include mugs, totes, pen, pad....

11. Program: Theme and Logo are good, even if kept simple and general.

Programming Tracks: It's good to have a blend of natural history, "nuts and bolts", culturalhistory, "hands-on" interpretive techniques, skills enhancement, management, etc.

Outdoors: If the setting is beautiful, use it! Get people outside! Have one meal as a cook-out, orhave sessions outdoors.

Presenters: Many speakers are from our own ranks and will be workshop attendees. These peoplemay require a fee and this is acceptable if speaker will have broad-base appeal. National's policy(which region's do not have to follow) is that presenters cannot be paid or reimbursed for travel orexpenses unless they present to the entire group. Build the fee into each registration. If someonedoes charge to come, and if you anticipate the program being popular, you might consider offeringit to the entire group or offering it twice. Be sure to acknowledge all presenters at the closing. Acertificate and thank - you letter to the presenter's supervisor are appropriate.

*If a speaker is paid, the Regional Treasurer must furnish to the national office the person's name,address, and social security number, along with the amount paid. If the fee is more than $600,National must fill out IRS Form 1099 and the presenter needs to declare this as miscellaneousincome at tax time. This information is, in turn, made available to the Internal Revenue Service.The person who makes these arrangements should see that this information is given to theRegional Treasurer.

Keynote Speaker: Good to have, but if not a "knockout", inspirational, or "entertaining", don'tbother. Keep the keynote short.

Business Meeting: Allow a minimum of 1 hour, preferably 1 hour and 30 minutes, and preferablyon the second day.

Auction: The funds raised here are distributed as the region determines. The auction funds may gotowards future workshops, regional scholarships or special projects. The Workshop Committee

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organizes the auction with the Treasurer and other committees as needed. The Committee willprovide bidding cards and the Treasurer the means of recording and collecting money.

Gimmicks and Gadgets: A popular idea sharing session. Try to schedule it on the first or secondday to allow time for people to informally discuss items and look over materials brought. TheDeputy Director serves as the primary advisor from the Executive Committee to the WorkshopCommittee, and is not the Workshop Chair or Co-Chair.

Awards and Scholarships: Schedule 40 minutes for presentations of awards and scholarships. Thepresentation will be coordinated by the Regional Director and the Awards Chair. Many regionschoose to parallel the types and breadth of awards offered at a national level. Nomination formsfor awards and scholarships should appear in newsletters or e mails at least twice before the actualworkshop. In general, it is practical to notify awardees before the workshop in enough time forscheduling travel, as it is optimum if the awardees can attend the workshop. Thereforemaintaining secrecy of the awards is not necessary. See the example from Region 5, below.

Scheduling: Allow some slack in case things run over. Make sure that presenters stick to theschedule. It is frustrating for participants to be late for their next session. Consider your overallattendance when scheduling concurrent sessions, and try to balance anticipated attendance.Consider grouping sessions by tracks

12. Logistics: Breaks - Participants appreciate breaks and refreshments available throughout theday in some central location.

Entertainment: Often, workshop participants take off in the evenings for a local watering hole.You may want to encourage people to have their refreshments at the site, if the site allows it. Thiskeeps the group together for informal interaction (plus it keeps them off the roads afterwards).Advertise in the registration for people to bring musical instruments or if the workshop willinclude a specific entertainment.

Practice What We Preach: If possible, use reusable/washable cups for coffee and provide arecycling can for cans.

Provide a "Nerve Center" for people to post notices, meet other people and get assistance fromsomeone in charge.

Provide a "Showing Off" area for posters, brochures, etc. Generally two eight foot tables will do.

Provide space and an eight foot table for the NAI regional display.

Provide a Bulletin Board for people to post job NAI Regional Procedures Manual announcements,resumes, and other announcements.

Share the Load: It is best to spread out responsibilities. It takes the pressure off one or twopeople. Secondly, it gives other members of the region a feeling of involvement andaccomplishment in their organization. Thirdly, it shows other members that there are many folks

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involved.

(Refer to Regional Workshop Manuals in the appendix for Details)

Regional Training

I. Purpose/Objectives:To provide and facilitate training opportunities to regional members in each state, including butnot limited to the NAI certification programs.

II. Committee Members:

The Deputy Director serves as Chair or Co-Chair. The committee members are voluntary, andwork with the Chair to develop opportunities, plan one-day workshops, and assist withworkshop logistics, registration, and member surveys.

The Committee size depends upon the level of interest, but should have at least three members.

III. Operations of Committee:

The Committee is responsible for:a. Determining member training needsb. Generating training opportunities to meet those needsc. Handling the administration of those opportunitiesd. Evaluating their successe. Determining training needs. This may be conducted through member surveys, evaluation forms,or other means.f. Generating training opportunities. Based upon membership needs and with approval of theRegional Director, the Training Committee provides workshops, publications, or otheropportunities. The Committee contacts presenters for one-day workshops. Presenter may befrom the membership or outside. An annual budget for this committee must be approved by theRegional Executive Committee. Training opportunities for members may be subsidized by thetreasury as approved in yearly budget. Due to the size of many regions, statewide workshopsmay be more effective when training is offered in proximity to other states. These membersshould be notified through the regional newsletter or through a special note.g. The Committee is responsible for all aspects of trainingopportunities. This includes: setting up speakers, reserving meeting facilities, promotion in theregional newsletter and elsewhere, submitting a registration form to the regional newsletter,coordinating logistics with the speaker and participants, and representing NAI at the training.

All training opportunities should be evaluated for their effectiveness. Participants should have theopportunity for input. Suggestions for future training should be included.Submit a year-end written report of the Committee operations to the Regional Director byDecember 15. Submit a budget of proposed committee activities and an action plan by January 5.

IV. Comments:

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Training opportunities should be offered at various sites around the region.The Regional Deputy Director and/or Director should be kept informed during all phases ofplanning.Members of the region should inform the committee of training events at, or near, their facilitywhich would be open to and suitable for NAI members to attend. National can supply committeemembers with graphic standards.

Awards and Recognition

I. Purpose/Objectives:To provide peer recognition of notable professional performance either as an individual or throughan outstanding program. The awards are given annually and recipients must be members, althoughthey do not need to be nominated by members.

Awards Criteria and Categories

The Awards Committee will recognize and promote excellence in interpretation by offering severalaward categories. Awards should be designed to provide an incentive for interpreters, young andold, new to the field, or with long-time experience. Please read the descriptions carefully andnominate deserving individuals. NAI Regions should offer similar awards to members, thus therewill be understanding between regions. If awards are linked to the applicant being a student, proofof half time status or greater needs to be attached to the award application.

Example: NAI Region V Awards 2004

Through its awards program Region V recognizes outstanding achievements of NAI members andothers working to advance the profession of interpretation. As a member of NAI, you are familiarwith outstanding and inspiring programs and professionals from Region V. Please nominate someoneyou know who, through their actions, exemplifies our profession. Awards will be presented at theannual regional workshop.

• Outstanding New InterpreterPresented to an NAI member who has worked no more than five years in the profession, full or part-time and who demonstrates a recognized potential in interpretation, assumption of leadership roles,creativity in programming or facility development, and a commitment to the profession of NAI.Submit any of the following information to the best of your knowledge.1) Describe the nominee’s involvement in frontline interpretation, past and present.2) List outstanding projects or programs developed and describe the nominee's leadership potential.3) Complete the "general nominee" information as listed on the nomination form.

• Master Interpretive ManagerPresented to an NAI member who has worked for a minimum of five years in the profession andwhose current duties are at least 60 percent supervisory and administrative. Must demonstrate a

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mastery of interpretive technique, site and staff management, and a respected ability to pass theseskills on to others. Submit any of the following information to the best of your knowledge.1) Describe nominee’s involvement in interpretation and in management, past and present, indicatinginnovative programs, mentor experience, creative fundraising, facility development, and managementtechniques.2) List key projects or programs developed by the nominee.3) Complete the "general nominee" information as listed on the nomination form.

• Master Front line InterpreterPresented to an NAI member who has worked for a minimum of five years in the profession andwhose current duties are at least 60 percent frontline interpretation. Must demonstrate a mastery ofinterpretive techniques, program development, and design of creative projects. Submit any of thefollowing information to the best of your knowledge.

1) Describe the nominee’s involvement and achievements in frontline interpretation, past and present.2) List any key projects or programs developed by the nominee.3) Complete the "general nominee" information listed on the nomination form.

• Excellence in Interpretive SupportPresented to a member or non-member individual, governing body or official, administrator, business,agency or organization who has shown recognition of the value of interpretation through exceptionalor sustained support. This support may be broad-based financial, administrative or executive (or acombination of these) and serves as a respected model for other interpretive venues and contributors.Submit any of the following information to the best of your knowledge.

1) Describe the nominee’s efforts and how they have contributed to lasting benefits of interpretation.2) For a specific project, describe its unique nature, impact on interpretation, and audience served.3) Attach up to two letters of support. Nomination must not exceed 4 pages in length including letters ofsupport.

A New Category for Region V

• Outstanding Contribution to the Regional NewsletterPresented to an author, cartoonist or ongoing contributor to the Buffalo Bull. This may include anongoing series, individual article, or State reports. Submit any of the following information to the bestof your knowledge.1) Describe the nominee’s efforts and how they have contributed to lasting benefits of interpretation.2) Identify the article, cartoon or series (by title and issue) and how it pertains to the interpretive field.3) Attach a copy of the article, series or cartoon and up to two letters of support. Nomination must notexceed 4 pages in length including letters of support and excluding the article copy.

II. Awards and Recognition Committee Members:The committee Chairperson is appointed by the Regional Director or volunteers, and committeemembers are chosen by the Chairperson. The committee should strive to represent the wholeregion including sections. The committee may meet at the annual Regional workshop, but mostcorrespondence can be done electronically, by mail, and/or telephone or fax.

III. Operations of Awards and Recognition Committee:

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Awards nomination forms will be included in the fall or winter issue of (name of RegionalNewsletter). These forms are to be returned to the committee Chairperson within a set deadline.The Chairperson sends copies of the various nominations to the committee members within thedeadline week, and they are given a week to phone or fax their votes to the Chairperson.Timing of the awards needs to be coordinated with the Regional Workshop Committee in order togive award winners enough time to register and plan for attendance at the workshop.

The Award Chairperson confirms that nominees and nominators, according to Regional guidelines,are members of the Region.

With all votes assembled, the Chairperson or as delegate assumes the responsibility for acquiringthe certificates and assembling the plaques. Ballots shall be retained for one year or until the nextaward nominations are held.

If the awardees cannot attend, they are allowed to carry over the award for one year and use it toattend the next workshop, or release the award for others to use.

A Post-award press release is sent to employers of award winners as well as their localnewspaper.

A year-end written report of Committee operations needs to be sent to the Regional Director bySeptember 30. They will also need to submit a budget of proposed committee needs and an actionplan by January 5 to the Regional Director.

IV. Comments:The committee members should be prepared to serve a two or three term maximum. It is alsosuggested that the committee members serve no longer than three years in order to allow others toparticipate and to stagger the appointment of the committee members so new members can berotated into the committee.

Committee members cannot nominate anyone and should abstain from voting for anyone withwhom they work or within the same organization in order to avoid any appearance of favoritism.

Award certificates and plaques are assembled to be ready for the ceremony at the regionalworkshop.

Developing a rating system may make the judging a bit more subjective.

The previous year's winners of the Outstanding Interpreter and Outstanding New InterpreterAwards should be ad hoc members of the committee and help in the selection of the current year'swinners in their category (optional).

The Committee may send a letter to the nominator suggesting they resubmit their nomination nextyear, if not chosen.

An example of the nomination form which is placed in the regional newsletter is included in the

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Appendices.

Regional Records, Archives and Regional History

I. Purpose/Objectives:The National Association for Interpretation is dedicated to the advancement of the profession ofinterpretation. The purpose of regional archive collections is to collect, preserve, hold/exhibitinterpret to illustrate the mission, vision and legacy of the region

II Scope The region will collect historical materials in a variety of forms. The formats willinclude, but are not limited to transcripts, tapes, recordings and other oral history materials; booksand other written or printed materials; photographs, prints, negatives and other visual materials;clothing and other natural, commercial, institutional, or personal objects. The materials should berelated to the region’s mission and vision, meetings, workshops,planning, funding, or specialprojects. They must be relevant and consistent with the purpose(s) of the region. Items relatingto the NAI, the Association of Interpretive Naturalists (AIN) and Western InterpretersAssociation (WIA) are archived at the National level and need to be transferred to the NationalOffice archivist unless they pertain regionally to events and activities that occurred in the regionbefore consolidation into NAI.

II. Committee Members:The Chairperson and committee members positions are voluntary.

III. Operations of Committee:It probably would not be necessary for the committee to meet. The committee should howevergather material at current functions including photographs and solicit material from members.

Gathered archival material is to be sent/delivered to the Committee Chairperson. The Chairpersonis responsible for filing/storing the material in a Regional Archive that is fire proof and acid free.A region may have an agreement with a local archive housed in a University for storage, and thestaff at the facility may sort, organize, retrieve, and store the Region’s materials. The staff maymaintain an inventory of the collection on their website for public access.

The transfer of documents and materials should be coordinated with shifts in the election ofofficers, so that the transfer of records in seamless. Electronic backup files of all transporteddocuments is necessary to prevent loss.

Collection PolicyFunction of the CollectionThis collection forms a basis for the continuing research of aregions' past.

Criteria of AcceptanceAll donations are considered outright and unconditional gifts to be usedat the discretion of the region. Donations will not be accepted with

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the understanding that they be permanently exhibited or be subject toreclaim by the donor or the donor's heirs.

Items may be acquired through donation, bequest, exchange or purchase;solicited or unsolicited; field collection and/or abandonment. Alllegal, moral and ethical implications of the acquisition must beconsidered before acceptance of the acquisition(s).

IV. Comments:It is important for the committee to make the membership at large fully aware of the archive andto encourage their contribution on a regular basis.

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APPENDICES

I Regional Leadership Council Operations Manual

Purpose

Develop and maintain strong regional leadership, programs, and member services by: Providing a forum for member concerns, discussion and problem solving. Providing opportunities for mentoring new regional leaders. Electing regional representatives to the Board of Directors. Defining and recommending compliance with performance standards to maintain good standing

with the implementation of a Scorecard and evaluation cycle. Coordinating planning and joint projects between Regions and with the Section Leadership

Council (SLC). Providing a representative to serve on National Nominating Committee.

Each of these responsibilities will be discusses in turn below.

Composition

By authority of the NAI Bylaws, Article IV, Section 2.b., a Regional Leadership Council (RLC) shallbe composed of all Regional Directors or their delegated representatives.

OfficersA Chair and Secretary will be elected annually by and from the members of the RLC.

RLC Chair: The chair shall run the meeting setting forth an agenda that must include theelection of four representatives of that body to the Board of Directors each year. The Chairshall review the RLC Scorecards and report the results to RLC and National Board.

RLC Secretary: The secretary shall produce the agenda , record minutes of the meetings, andcommunicate the business of the council internally and externally. The Secretary shall sendout the RLC Scorecards for annual assessments for receipt by the Chair before the Fall Boardof Directors Meeting.

II. Logistics

MeetingsA minimum of one RLC meeting will be held annually in coordination with the National InterpretersWorkshop. The Chair or any five RLC Members may call special meetings of the RLC in order toaccomplish the work of that body

ExpensesAll travel expenses for RLC meetings will be the responsibility of the individual RLC members ortheir respective Regions.

To cover costs for attendance of the RLC representatives at the annual summer Board meeting, $500will be collected from each Region annually and distributed by the national office to cover travelexpenses of the four RLC representatives.

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III. Providing a forum for member concerns, discussion and problem solving. As elected Directors of the respective Regions, RLC members serve as the voice of their regionalmembership to the Council. Common issues, challenges, and best practices shall are discussed andsolutions are agreed upon. Recommendations to individual Regional Boards or Directors are thenmade. The RLC serves as the collective voice of regional membership to the NAI Board of Directors.Recommendations made to the NAI Board regarding member concerns shall be voiced through theelected RLC representatives serving on the Board. IV. Providing opportunities for mentoring new regional leaders The Regional Leadership Council members shall use this body to mentor and foster leadership skillsamongst its members and to train, foster and coach junior members in the workings of NAI. This caninclude but is not limited to Regions partnering to share ideas and leadership development; to hostsessions at National or Regional workshops; provide leadership resources or direction such as RLCmember calling new directors or meeting them at the NAI National Workshop; creation of aFrequently Asked Questions sheet with guidance for problem solving. V. Electing Regional Representatives to the Board of Directors. Four Regional representatives and two alternates shall be elected by and from the Regional LeadershipCouncil to serve on the NAI Board of Directors. Terms on the Board will be limited to no more thantwo consecutive, two-year terms. The first two year term of a Regional Director can be used tofamiliarize themselves with Regional, rather than National duties. Regional representatives elected bythe RLC must serve a full two-year term while holding their Regional Director position and may notbe elected to the Board of Directors if fewer than two years remain in their Regional Directorposition. Alternates will be selected from the same voting process that determines RegionalRepresentatives. RLC members are eligible to run for a position as representatives to the board if the following criteriaare met:

1. Region must be in good standing. Please see the Regional Scorecard Section, page 92. Individual must have desire to serve.3. Individual and Region must have access to financial resources and have the ability to travel to

attend meetings.4. Must deliver a written or oral presentation to RLC explaining their position and reason for

wanting to serve.5. If a newly elected Director feels that they are capable of representing the Regions as a representative to the Board, the existing Director and the newly elected may work on a nomination together for the upcoming Board seat. All the requirements mentioned above apply. The oral presentation may be given by the existing director.

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Practices and Criteria for Selecting and Electing Regional Directors To Serve on theNational Board

General:

6. The Regional Leadership Council shall elect four representatives to serve on the NationalBoard of Directors

7. Board Representatives shall serve two year terms. They may be eligible for election to asecond term.

8. Two board representatives and an alternate (who will serve as a voting member of the NationalBoard in the absence of one of the elected Board representatives) will be elected by a vote ofall 10 Regional Directors (or their representative) at the Regional Leadership Council Meetingheld at the NAI National Workshop. The newly elected or re-elected Regional Directors willserve as the pool for potential candidates for Board Representative.

Selection Process Criteria

9. Candidates may be nominated or a RD may volunteer to serve as Board Representative.10. Candidates should be reasonably certain that they will be able to fulfill the commitments of a

Board Representative for their elected term.11. Candidates should present their platform, which may include the following information:

a. Their stand on national policies and other NAI Issues. b. Experience relating to board service or work with other non-profits. c. The status of and strategic plans for their region. If a candidate comes from a region

that has not fulfilled basic services in the past, the candidate must present a plan formeeting regional performance standards.

d. Their personal commitment to fulfill all the duties of a Regional Director plus those ofa Board Representative.

Process

12. At the RLC Meeting held at the annual NAI National Workshop, the RLC Chair opens thediscussion on Board Representatives and calls for nominees and volunteers. A minimum ofthree candidates is required to fill two board representative and one alternate position

13. Nominees accept or decline.14. Candidates present their statements or platform.15. Discussion is held if necessary, with candidates out of the room.16. Election is held by a written ballot. Electors will indicate their top three choices in order. The

top two choices will serve as Board Representatives, and the third choice will serve as thealternate.

17. The National Elections Chair or their designate may serve as the official moderator of thevoting process.

18. If the candidate is a newly elected Regional Director, he/she should be present at the RLCmeeting to present his/her platform. The vote for the Board Representatives will be made bythe currently sitting RD’s (or their representative) at the RLC meeting. A candidate who is anewly elected RD may not participate in the actual vote unless the current RD is not at themeeting and has appointed the incoming RD to serve as their representative at the meeting.

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VI. Defining and recommending compliance with performance standards to maintain goodstanding.

A Region maintains “good standing” by providing the following administrative and operationalfunctions: Administrative

1. semiannual report to the board2. election of officers3. meeting of officers at least two times annually4. positive balance5. minimum of 50 members6. current strategic plan

Operations

7. at least four newsletters annually8. annual workshop(s)9. and at least two of the following:

a. scholarshipsb. awardsc. mini-grantsd. web page

These minimum requirements do not exclude any region from providing additional administrative andoperational functions in compliance with the organization’s bylaws.

The Mentoring Process and the Report Card: Evaluating Regional Health

A report card has been designed that assigns point values to required administrative andoperational tasks and determines a “passing” grade. Regions that fail to reach a passing gradeon the report card submitted with their semi-annual report will be subject to corrective actionaccording to the following steps:

1. Letter to regional director and assignment of mentor2. If not improved by next semi-annual report, then the entire region is notified of the

deficiency and the region is placed on probation for one year.3. Probationary status can be extended by an annual review by the RLC for an additional

two years while improvements are monitored.4. If deficiencies are not corrected within the 3-year probation period, the board may, at

their discretion, choose to dissolve the region and distribute its assets and members. Good faith efforts and extenuating circumstances will be considered by the RLC before takingany corrective action.

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VII. Coordinating planning and joint projects.

The Regional Leadership Council may work with the Sectional Leadership Council, or with otherunits, committees or groups within the Regions and Sections to plan and implement joint projects fortheir mutual benefits and the benefits of their members. RLC members will serve on Task Forces andStanding Board Committees as needed (ie. Nominating, Personnel, etc.). An RLC member will beappointed as a liaison with the SLC and as a liaison for projects shred by two or more Regions. VIII. Providing a representative to serve on National Nominating Committee.

The National Nominating Committee shall include the past national president, a representative fromthe RLC and the Sectional Leadership Council (SLC) and associate members to be appointed by thechair.

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Sample - Grants Forms(Year)Application FormRegion "#" Workshop Grants(or whatever type of grant)

If you are an interpreter or an aspiring interpreter living in Region "#" and looking for a way to attendthe Region "#" Workshop on (date and year) at (location), consider this: Region "#" would like tosend you!

Three recipients will be awarded grants ($$$ each) that cover the costs of the workshop registration,lodging, and meals. The recipients will be chosen based on financial need and/or desire to attend.Applicants need to complete the following form. Don't delay, there's nothing to lose and much togain!

Name_________________________________________________Current position_____________________________________________Address______________________________________________

_____________________________________________________

Home phone__________ Work/school phone__________fax __________

On a separate sheet, please answer the following questions:

1. Please explain your involvement in the field of interpretation2. How will attending this workshop benefit you?3. Please explain why you wish to be considered for this grant.Grant recipients will be required to assist the workshop committee in various tasks during theworkshop. Applications are due no later than (date) Send completed applications to:(Name of Scholarship Chairperson), Address

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Sample - Scholarship Flyer

Grants inCultural Environmental InterpretationAnd Related Fields(Date)

Add NAI Logo

Offered by the National Association for Interpretation - Region "#"(list all the states in your region)

Open to residents of Region "#":

Regional Interpreters Workshop Grant - $$$ will be paid toward registration, admissions,transportation, and meals for the next N.A.I. Region "#" Workshop at (location) (date and year).(three offered). Application Deadline: (Date)

Information and application forms are available in the fall issue of (the Region newsletter) or bycontacting:

(Name)Scholarship ChairpersonAddress(XXX)XXX-XXXX FAX (XXX)XXX-XXXX

Add NAI Logo(Date)

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Sample - Application FormNAI National Workshop Grants

(or Mr. /Ms. interpreter Goes to (location))

So, you want to go to the National Association for Interpretation Region "#" Workshop, do you? Ifyou are a member of NAI Region "#" (The Region that Cares), we'd like to help you get there!Interpreters and aspiring Interpreters are invited to apply for one of three grants. Each $$$ grant is foruse to cover a portion of your expenses at the (date) Region "#" Workshop, (Date), in (location).Recipients will be chosen based on financial need and/or desire to attend. Applicants must completethe following form.

Name_________________________________________________

Current Position_______________________________________________

Address______________________________________________

Home phone______________________Work/School Phone___________

On a separate sheet of paper, please answer the following questions:

1)Describe your involvement in the field of interpretation.2)How will attending this workshop benefit you?3)Why do you wish to be considered for this grant?

Applications are due (date)

Send completed applications to: (Name of Scholarship Chairperson) Address

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Sample –Workshop Media Release Form

NAI’s letterhead ---

National Association for Interpretation Regional WorkshopParticipant Press Release

FOR IMMEDIATE RELEASE CONTACT:Date:_______________________(name)_______________________(phone)

Local Interpreters Attend NAI Regional Workshop in (location), --- Historical interpreters, naturalhistory interpreters, nature center directors, and other natural resource educators from (list statesrepresented) attended the National Association for Interpretation's Regional Workshop at (location).Included in attendance was (participant's name) from(agency, city) .

The regional workshop featured presentations on topics including new interpretive program ideas,using interpretation to solve management problems, interpretive sign design, and interpretive writing.Participants were addressed by (name of guest speaker and their affiliation).*+ adjust information as needed to fit your region's workshop.

The National Association for Interpretation is an organization with 3000 members internationally.NAI services to its members include numerous training opportunities, scholarships, grants, a nationalmagazine, an academic journal and regional newsletters.

**The news release may be sent to any of the local news media in your area; however, localnewspapers and smaller radio stations may be the most receptive

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Sample – Complimentary Membership Nomination Form

NAI Region "#"Complimentary

Membership Nomination

Each year, the NAI offers to each region two, complimentary, one-year memberships to be given atthe Region's discretion. If you know somebody that you think deserves such a membership pleasenominate them and return this form to the Region "#" membership committee by (date). A decisionwill be made by the committee and announced in the autumn Regional Newsletter(name).

Name and address of nominator:Name and address of nominee:Reason for nomination:

NAI Logo

Return to (Name),NAI-Region # Membership Committee,(Address)

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Sample – Letter sent to membership committee to vote on complimentarymembership

NAI Logo or your agency letterhead

Date:

To: Region "#" NAI Membership Committee(Names)

From: (Name), Region # NAI Membership Chair

Subject: (Date) Complimentary Memberships Nomination.

The (date) deadline has passed and we have # nominations for this year's two complimentarymemberships. As with last year, I have enclosed copies of each one. Please take a moment to readthem over and rate them from 1 to #, with 1 being your first choice, and so forth. The two peoplewith the lowest 'scores' will be the recipients.The (name of newsletter) Editor would like the results by February 1 so that we can put their namesin the spring issue. Please return your vote to me by (Date). Enclosed you will find a stamped, self-addressed envelope. If you have any questions please call me.

Thanks for your help on deciding who gets our complimentary memberships.Looking forward to hearing from you.

NameNameNameNameNameNameName

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Sample - letter sent to complimentary membership recipients

NAI Logo letterhead or your agency letterhead

Committee Person's NameMembership Chairperson, NAI Region NameAddressCity, State and zip code

Date

New Member's NameAddressCity, State and Zip code

Dear (name),

Congratulations, you have been selected to receive a complimentary membership to the NationalAssociation for Interpretation! Each year, NAI offers to every region two complimentarymemberships to be given as they see fit. In Region "#" we invited our members to nominate peopleand provide an explanation of why they would be a good candidate for a free membership.

(New Member) you were nominated by (name). You were selected by the membership committee toreceive a free membership. A membership form for NAI has been filled out for you and submitted toour national office by our Region X Director, (name).

I have enclosed the most recent copy of our regional newsletter, (name of newsletter). You shouldsoon begin receiving NAI news and other items available to NAI members.

Again (new member's name), congratulations and welcome to NAI! I hope you can make it to our nextregional workshop (date and location).

Sincerely,(Name)Membership Chairperson, NAI Region "#"

cc:(Director of Region #)

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Sample - letter sent to complimentary membership nominator

NAI Logo or your agency letterhead

(Name) Membership ChairpersonAddressCity, State and zip code

Date

(Name)AddressCity, State and zip code

Dear (Name),

I have received your nomination of (Name) for one of the two complimentary memberships to begiven by NAI Region "#". Since the (date) deadline is upon us, I will send copies of all of thenominations received to the members of the membership committee. They will then rank thenominations and the top two will be selected to receive the memberships. I will notify you of theoutcome.

Again, thanks for nominating (Name).

Sincerely,

(Name)Membership Chairperson, NAI Region "#"

57

Sample – Letter welcoming a new regional member

NAI Logo letterhead or your agency letterhead

Regional Director's NameAddressCity, State and zip code

Date

New members address

Dear (New Member),

We are pleased that you have joined the National Association for Interpretation (NAI) and Region #.Welcome! The purpose of NAI is to foster excellence in interpretation in the fields of environmentaleducation, natural and cultural history. We strive to do this by facilitating communication amongthose involved with interpretive occupations.

Belonging to NAI offers the benefits of a national fall workshop which rotates throughout the tenregions of NAI. At these workshops over 100 sessions feature topics for practitioners, managers,administrators, students, and researchers. Field trips are offered which provide advice and experiencefrom leaders and organizations. In addition, each region has a spring workshop which is a continuationof the national workshop and we hope you will be able to attend. While the educational benefits ofworkshops are certainly important, meeting and talking with other interpreters is also valuable. Thissort of networking can help prevent many of us from "reinventing the wheel."

NAI’s publications; The Journal of Interpretation Research, NAI's magazines the LEGACY and TheInterpreter, and NAI’s newsletter, InterpNews, keeps members informed of the many aspects ofinterpretation. Our regional newsletter, (name of newsletter), is equally informative and is mailedquarterly.

Again, welcome and we are pleased to have you aboard. We hope you will participate in all ourprograms and contribute articles to our publications. If I can be of assistance please do not hesitate tocontact me at the above address or telephone XXX-XXX-XXXX.

(Name)Director, Region #

58

Sample - Letter sent to members whose membership has expired

NAI Logo or your agency letterhead

(Name)AddressCity, State and zip code

Date

(Name)AddressCity, State and zip code

Dear (Name),

I am the membership chairperson for our National Association for Interpretation Southeast Region #.I just recently received a listing of all members who have let their membership lapse, as of the end of(year's date). If you have since renewed the membership, simply disregard this letter and use theenclosed, stamped envelope with our thanks. If you have not renewed, I would like to encourageyou to do so. Simply fill out the enclosed form and return.

Please Note: This year's regional workshop is scheduled for (date) at (location). The brochure is outand it looks like a good one. If you haven't seen the brochure, write: (Name of WorkshopChairperson), Address.

Last spring we had a great regional workshop at (location). Last fall's issue of our regional newsletter,(Name), contained a 14-page insert on "Nature at Night". Plans are already underway in organizingboth the (year's date) regional meeting in (location) and the (year's date) National Interpreters'Workshop in (location)! There are a lot of great things going on with NAI, both nationally andin our region.

If the organization no longer suits your needs, please drop me a note in theenclosed envelope and let me know. It's important to us to know where we are hitting the mark andwhere we are falling, short. Whatever the case may be, we'd like to hear from you.I hope this finds you well. Thanks for your time and keep in touch.

Sincerely,(Name)Membership Chairperson, NAI Region #

Enclosures (Membership Form, Stamped Envelope)