APPENDIX Ą Appendix A: Organizational Structures Ą Appendix B: Understanding and Managing Liability Ą Appendix C: Types of Tax-Exempt Organizations Ą Appendix D: Resources Ą Appendix E: Sample Nonprofit Bylaws Ą Appendix F: Sample Interagency Cooperative Agreement Ą Appendix G:About the Authors Ą Appendix H:Acknowledgments Making the Grassroots Grow: Building and Maintaining Effective Byway Organizations APPENDIX A: ORGANIZATIONAL STRUCTURES Citizen Group
Basic Characteristics 
Ą Often the first phase in group formation.Ą Group members set direction and activities.Ą May have bylaws, elected officers and an organizational structure, but lacks legal protection. Limitations 
Ą Not required to have bylaws, whichcan create a lack of structure and clarity in decision making/authority.Ą Members are personally liable for organizational actions. 

Benefits Ą Simple to create.Ą Can be a group made up of a widevariety of individuals and organizations.Ą Has the ability to move quickly to get things done. Citizen Groupwith Outside Fiscal Agent
Basic Characteristics Ą Fiscal agent takes responsibility that funds arereceived and accounted for/spent properly. 

Limitations
Ą Cannot hire staff except through afiscal agent or another agency.

Benefits
Ą Can utilize another organizationŐsexpertise and status in financial matters.

Nonprofit Organizations
Basic Characteristics 
Ą Can be a corporation, trust, association orpartnership, depending on state law.Ą Most popular form is corporation. Others (trust,association or partnership) are rare.Ą May or may not be tax-exempt.Ą Funding sources include grants, contributions,contracts.CorporationĄ Has identity separate from the people involved.Is treated as a person in most legal arenas.Ą Can enter into contracts, incur debts, hire/fireemployees.Ą Members can not ŇprofitÓ (financially) frommembership.Ą Organizations can make profits, which must beused for their defined purpose.

Limitations
Ą Restrictions apply to activities.Ą Documentation is only proof ofexistence. Poor documentation putsmembers at liability.Ą All activity must match charterand bylaws.Ą Annual filings with state and federalgovernment may be required tomaintain existence.

Benefits
Can be tax-exempt Đ receive giftstax-exempt and buy goods tax-exempt(as allowed by state law).Ą Can borrow funds without puttingmembers at risk.Ą Many foundations will only contributeto nonprofit organizations.Ą Can hire staff and enter into contracts.

Cooperative Agreements Basic CharacteristicsĄ Entities commit staff/resources to a common goal.Ą Formed by a combination of agencies (public,private or both).Ą A cooperative agreement defines the scope ofpower (when and how it can be exercised).Ą Not always as formal as a joint powers entity.

Limitations
Ą Coordination of individual efforts notguaranteed.Ą DoesnŐt have legal standing and liabilitywould revert back to individual agencies.Ą Cannot hire staff except through amember agency.Ą When vaguely defined, leadership,decision making and meetings can beabsent or inconsistent.

Benefits
Ą Links like-minded organizations.Ą Individual entities retain control overtheir own resources.Ą Relatively simple to create.Ą Good format for groups in thebeginning stages of formation.

Single Government Entity as Lead
Basic Characteristics
Lead agency takes responsibility that funds arereceived and accounted for properly.Ą Lead agency typically provides staff to byway.Ą Lead agency completes all necessary applications.Ą Fairly informal.Ą Open meeting laws and public access torecords apply.

Limitations
Ą May not have extensive public input,particularly if entire byway is notin the lead agencyŐs district.Ą Byway may lose attention whenagency is faced with other multipleprogram priorities.Ą Decision making could be cumbersome,depending on agency procedureand structure.Ą Can lose momentum if key proponenton staff leaves area.

BenefitsĄ Less complex to create, while stillprotecting liability.Ą Staff person provided without groupneeding to raise funds.Ą Ability to access agency expertise andskills on variety of topics.Ą Individual entities retain control overtheir own resources.Ą Decision making could be streamlinedwith single entity process.

Joint Powers Entity
Basic Characteristics
Depending on individual state law and statutes:Ą Allows for the exercise of power by one or moregovernment units on behalf of other participatinggovernment units.Ą Generally, exclusive to government agencies.Ą Formal way for government bodies to join togetherin a board around a particular issue.Ą Joint powers entity decisions are binding for allinvolved entities.Ą A joint powers agreement defines the scope ofpower (when and how it can be exercised).Ą The joint powers entity is accountable as apublic agency.Ą May create a separate legal entity.Ą Open meeting laws and public access to records apply.

Limitations
Individual government units give up ameasure of control.Ą Usually cannot be used to includenon-governmental agencies.Ą State laws outline powers andlimitations. Not all states haveenabling legislation.

Benefits
Ą Scope of power sharing can beconsiderable.Ą Can hire staff and enter into contracts.Ą Able to make decisions across multiplejurisdictions quickly.APPENDIX B: UNDERSTANDING AND MANAGING LIABILITY Understanding and Managing Liability: Keep the Law on Your Side By Mary Frances Skala, Fryberger, Buchanan, Smith and Frederick, P.A. As you evaluate your new organizationŐs structure and recruit volunteers, it is very important to inform volunteers of the legal risk or liability they assume in associating with your organization and the actions they should take to avoid liability. A group without the protection of a stateŐs laws regarding entity formation has a much higher risk of liability than a nonprofit corporation, limited liability company, partnership and the like (simply referred to here as ŇcorporationsÓ). Liability usually occurs when members of a nonprofit group do not fulfill their legal duties as nonprofit directors or members, (referred to as ŇdirectorsÓ for simplicity here). A directorŐs potential liability to third parties, individually or via the corporation, and protections against this exposure require separate scrutiny by the director. The directorŐs possible liability in litigation arises because the director is charged with a breach of some duty owed either to the corporation or to a specific party. In any event, a director may not ignore what he or she believes to be illegal activity. Director Obligations The duty of care requires the director to participate in the boardŐs decisions and to be informed as to data relevant to its decisions. In addition, the organization itself should have structures and systems in place to allow a director to exercise his or her duty of care, such as a regular schedule of board and committee meetings. The duty of loyalty requires the director to exercise decision-making powers in the interest of the corporation, not in personal interest of the director or in the interest of another entity or individual. When a director has an interest in a transaction under consideration by the board of directors, the director should disclose the conflict before the board takes action on the matter. Upon disclosure by the director, the board should provide a disinterested review of the transaction. Duty of loyalty also includes confidentiality. Confidentiality requires that a director not disclose information about the corporationŐs legitimate activities unless they are already known by the public or are of public record. Sometimes the duties of care and loyalty overlap. In certain circumstances, a director may be faced with ŇdividedÓ loyalties. For example, the board of directors may be selected by multiple divided constituencies giving rise to special obligations. The duty of loyalty is loyalty to the overall interests of the corporate entity itself and not to the constituency of the directorŐs selection as a separate source of obligation. Nevertheless, sometimes an action taken with the best of intentions proves troublesome. Even when hindsight proves a corporate action unwise or unsuccessful, a director will be protected from liability arising from it if he or she acted in good faith and in a manner reasonably believed to be in the corporationŐs best interest and with independent and informed judgment. Director Duties In carrying out their functions for corporations, directors are subject to two primary obligations, or legal duties: 1.The duty of care 2.The duty of loyalty APPENDIX B: UNDERSTANDING AND MANAGING LIABILITY In addition, many state statutes limit the liability of a nonprofit director. Some state laws provide that a person who serves without compensation as a director, officer, trustee, member or agent of an organization exempt from state income taxation is not civilly liable for an act or omission by that person if the act or omission was Ą in good faith Ą within the scope of the personŐs responsibilities as a director, officer, trustee, member or agent of the corporation Ą not willful or reckless misconduct However, even if you are indemnified, you may still incur legal fees in conjunction with a lawsuit. For this reason, the organization should have directors and officers (D&O) liability insurance. A director should expect the corporation to provide D&O insurance protecting him or her from liability. If your organization doesnŐt provide this insurance, carefully examine the risks of serving without it. Also, the D&O policy should be reviewed to determine whether and how the coverage varies with the role played by an individual who is a director in each of his or her capacities. Finally, a director should recognize that the legal positions of the board of directors and that of the corporation are not necessarily identical. In some situations the board, or some board members, may need to seek legal counsel separately. APPENDIX C: Types of Tax-Exempt Organizations

Types of Tax-Exempt Organizations:An Overview Based on IRS Standards

The Internal Revenue code defines several types of tax-exemptorganizations (www.irs.gov). Use the following overview to see howthey differ in focus and scope. Check with your tax advisor or attorney formore information.

501 (c) (3)Charitable Organizations
Exempt Purposes: Charitable, religious,educational, scientific, literary,public safety testing, foster nationalor international sports competition,or the prevention of cruelty tochildren or animals.Lobbying Activities: A 501 (c) (3)organization may not engagein distributing propaganda orotherwise attempting to influencelegislation as a substantial partof its activities.Political Activities: A 501 (c) (3) maynot participate in, or intervene in,any political campaign on behalf of(or in opposition to) any candidatefor public office.Contributions Allowable:Yes, generally.

501 (c) (4) SocialWelfare Organizations
Exempt Purposes: Operatingprimarily to further (in some way)the common good and general welfareof the people in the community(such as by bringing about civicbetterment and social improvements).Lobbying Activities: A 501 (c) (4)organization may further its socialwelfare purposes through lobbying asits primary activity without jeopardizingits exempt status.Political Activities: The promotion ofsocial welfare does not includedirect or indirect participation orintervention in political campaignson behalf of or in opposition toany candidate for public office.However, a 501 (c) (4) social welfareorganization may engage in somepolitical activities, so long as that isnot its primary activity.Contributions Allowable:No, generally.*

501 (c) (6)Business Leagues
Exempt Purposes: Must be devotedto the improvement of businesscondition of one or more lines ofbusiness as distinguished from theperformance of particular services forindividual persons. A businessleague, in general, is an associationof persons having some commonbusiness interest, the purposeof which is to promote such commoninterest and not to engage in aregular business of a kind ordinarilycarried onfor profit.Lobbying Activities: A 501 (c) (6)business league may engage in somepolitical activities, so long as that isnot its primary activity.Contributions Allowable: No.*

501 (c) (7)Social Clubs
Exempt Purposes: A social club isorganized for pleasure, recreationand other similar non-profitablepurposes, and substantially all itsactivities are for these purposes. Asocial club will not be recognized astax-exempt if its charter, bylaws orother governing instruments orwritten policies contain a provisionthat provides for discriminationagainst any person on the basis ofrace, color or religion.In general, a club should besupported solely by membership fees,dues and assessments. A 501 (c) (7)is permitted to receive up to 35% ofits gross receipts, including investmentincome, from sources outside itsmemberships without losing itstax-exempt status.Contributions Allowable: No.*

*An organization exempt under a Subsection of Code section 501 other than (c) (3), may establish a charitable fund, contributions to which are deductible.Such a fund must meet the requirements of section 501 (c) (3). Check with your tax advisor or attorney for more information.
APPENDIX D: RESOURCES Resources Many excellent resources are available for byway organizations. Although this is not a comprehensive list, we hope you find these books, publications, Web sites and organizations helpful. Volunteer Organizations Richard V. Battle, Volunteer Handbook: How to Organize and Manage a Successful Organization (Austin, TX: Volunteer Concepts, June 1992, paperback, 204 pages, ISBN: 0929174011). Mary Ann Burke and Carl Liljenstolpe, Recruiting Volunteers: A Guide for Non-Profits (50 Minute Series) (Los Altos, CA: Crisp Publications, 1993, paperback, 90 pages, ISBN: 1560521414). A book from that can help individuals and organizations define the value of volunteers, evaluate the roles of volunteers and develop programs to ensure the effective use of volunteers. John Paul Dalsimer, CPA, Self-Help Accounting: A Guide for the Volunteer Treasurer (Philadelphia: Energize Books, December 1989, paperback, ISBN: 0940576082). Written for the non-accountant who is the treasurer of a small- to medium-size organization, this book covers the basics of what the job entails, how to keep financial records and how to make financial reports. Susan J. Ellis, The Volunteer Recruitment Book (And Membership Development) (Energize Books, October 1996, paperback, 152 pages, ISBN: 094057618X). A comprehensive discussion of how to plan and carry out an effective volunteer recruitment campaign for any type of organization or target population, with a special focus on all-volunteer groups. Energize Inc, Volunteer Energy Resource Catalog and online resources.http://www.energizeinc.com/ Energize, Inc. is an international training, consulting and publishing firm specializing in volunteerism resources. Contact Energize Inc., 5450 Wissahickon Avenue, Box C-13, Philadelphia, PA 19144; call 1-800-395-9800 for a free catalog. Joan Flanagan, The Successful Volunteer Organization (Chicago: Contemporary Books, 1984). A guidebook for setting up and running an all-volunteer organization or the beginning of a new nonprofit organization. Covers a wide range of topics from legal issues to running meetings. The Internet Nonprofit Center http://www.nonprofits.org/ The Nonprofit FAQ (ŇFrequently Asked QuestionsÓ) presents information on a wide range of topics of interest to leaders and managers of nonprofit organizations. Helen Little, Volunteers: How to Get Them, How to Keep Them (Panacea Press, Inc., November 1999, 128 pages, ISBN: 1928892019). With lots of examples and useful tools, this book outlines 12 basic needs of volunteers and volunteer leaders and clearly explains how to meet those needs. Ivan H. Scheier, When EveryoneŐs a Volunteer: The Effective Functioning of All-Volunteer Groups (Energize Books, 1992, paperback, 63 pages). Written for the small, often informal volunteer group, this book suggests ways to share ownership and leadership, maximize resources and prevent burnout. Sue Vineyard, Beyond Banquets, Plaques & Pins: Creative Ways to Recognize Volunteers (Heritage Arts, August 1981, paperback, 24 pages, ISBN 091102901X). Over 300 specific ideas for recognizing volunteers who are achievers, affiliators or empowerers. Celeste J. Wroblewski, The Seven Rs of Volunteer Development (Human Kinetics Publishers, March 1994, audio, hardcover, and video, 312 pages, ISBN: 0873227565). Developed as a resource for the YMCA, this large manual contains questionnaires and checklists to guide any organization through the decision making and planning necessary to establish an effective volunteer program. Includes an audiotape on barriers to volunteering. Leadership Jeanne H. Bradner, Leading Volunteers for Results: Building Communities Today (Conversation Press, 1999, 115 pages). Volunteer management requires the skills of leadership. Learn to inspire results-oriented volunteer efforts through ten key steps, including core values, a culture of success and a framework that enables. Jeffrey L. Brudney, Managing Volunteer Programs in the Public Sector (Jossey-Bass, 1990). One of the few books to address the fact that volunteers are integral to government agencies as well as to nonprofit organizations. This book introduces the basics of volunteer program development in the public arena. Katherine Noyes Campbell and Susan J. Ellis, The (Help!) I-DonŐt-Have-Enough-Time Guide to Volunteer Management (Energize, Inc., 1995). This book outlines the responsibilities and tasks of a leader of volunteers. It suggests ways to share the work, particularly for someone running a volunteer program on a part-time basis, and shows how to build a volunteer management team. Don Clark, Big DogŐs Leadership Page http://www.nwlink.com/~donclark/leader/ leader.html This site presents basic concepts for anyone wishing to implement more effective leadership. It covers 17 leadership topics, including motivation, leadership styles, communication, change, diversity, teams and more. David D. Chrislip and Carl E. Larson, Collaborative Leadership: How Citizens and Civic Leaders Can Make a Difference (Jossey-Bass, August 1994, hardcover, 224 pages, ISBN: 0787900036). The leaders who are most effective in addressing public issues are those who have the credibility to bring together the right people to create visions and solve problems. This book shows how elected officials and other civic leaders can generate the civic will to break through legislative and bureaucratic gridlock, deal with complex issues, and engage frustrated and angry citizens. Max De Pree, Leading Without Power: Finding Hope in Serving Community (Jossey-Bass, October 1997, hardcover 128 pages, ISBN: 0787910635) This book focuses on nonprofits and the way they bring out the best in people. Manage through inspiration rather than domination by drawing a distinction between organizations and movements. Susan J. Ellis, The BoardŐs Role in Effective Volunteer Involvement (National Center for Nonprofit Boards, 1995). Learn why and how the board of directors of a nonprofit organization should involve itself in planning for and decision making about volunteer participation. Robert K. Greenleaf, The Servant as Leader (Newton Centre, MA: The Robert K. Greenleaf Center, 1982, paperback, ISBN 999373926X). This book examines leadership based on the servant perspective and shows how true leaders lead from the frontÉand the back. Robert Greenleaf, Servant Leadership: A Journey into the Nature of Legitimate Power and Greatness (Paulist Press, March 1983, paperback, ISBN: 0809125277). James Kouzes, Barry Posner, and Tom Peters, Credibility: How Leaders Gain and Lose it; Why People Demand It (Jossey-Bass, March 1995, paperback, 368 pages, ISBN: 0787900567). Explore the importance of credibility in building personal and organizational success. This book reveals six key disciplines and practices that strengthen a leaderŐs capacity for developing and sustaining this critical attribute. Jan Masaoka, All Hands on Board: The Board of Directors in an All-Volunteer Organization (National Center for Nonprofit Boards and the Support Center for Nonprofit Management, 1999, paperback, 23 pages, ISBN 0925299936). A clear guide for volunteers who make policy and governŃbut also do much of the work of the organization. Outlines the ŇTen JobsÓ vital to all-volunteer organizations, clarifies boundaries with a ŇBoard Responsibility Matrix,Ó and provides a checklist for self-assessment. Marilyn MacKenzie and Gail Moore, The Group MemberŐs Handbook (Partners Plus, 1993). A guide to being both a successful leader and an effective follower in an all-volunteer organization. The authors emphasize techniques of shared leadership. Carter McNamara, Free Management Library http://www.managementhelp.org/ This site contains links to hundreds of links to recommended resources related to leadership and management for nonprofit and for-profit organizations. Emily Kittle Morrison, Leadership Skills: Developing Volunteers for Organizational Success (Fisher Books, 1994, paperback, 223 pages, ISBN 1555610668). A comprehensive guide packed with valuable information and easy-to-use worksheets and forms. Discusses motivating volunteers, developing personal leadership skills and achieving organizational goals. Nathan W. Turner, Leading Small Groups: Basic Skills for Church and Community Organizations (Judson Press, 1996 paperback, 121 pages). Information on classic theories of group interaction, as well as practical advice for forming, leading and motivating all types of groups. Provides numerous training exercises and worksheets to develop facilitation skills. National Center for Nonprofit Boards, 1828 L Street NW, Suite 900, Washington, DC 20036-5114; 202-452-6262 or 800-883-6262 (Phone); 202-452-6299 (Fax); www.ncnb.org. This organization is dedicated to increasing the effectiveness of nonprofit organizations by strengthening their boards of directors. Sue Vineyard and Rick Lynch, Secrets of Leadership (Heritage Arts, 1991 paperback, 81 pages, ISBN 0911029311). An easy-to-read book that provides tools to lead and teach others to lead. Straightforward advice on what leadership truly is, plus insights on the characteristics of a leader, vision and purpose, understanding motivation, using power, setting climate, the importance of systems, relationships, mentoring and personal growth. Glenn Weaver, Tourism USA: Guidelines for Tourism Development (The University of Missouri-Columbia, Department of Parks, Recreation and Tourism, University Extension, 1991). The guide discusses appraising tourism potential, planning for tourism, assessing product and market, marketing tourism, visitor services, and sources of assistance. Bill Wittich, 10 Keys for Unlocking the Secrets to Excellent Volunteer Programs (Knowledge Transfer Publishing, 2000, 59+ minute audiotape, ISBN 1-928794-09-2). A discussion of the ŇTen KeysÓ to effective leadership of volunteers, including selecting the right people, starting a Ňboot camp,Ó getting to know each volunteer and developing esprit de corps. Nonprofit Corporations Gary M. Grobman and Joe Geiger, The Nonprofit Handbook (White Hat Communications, September 1999, paperback, 353 pages, ISBN: 0965365328). Bruce R. Hopkins, Starting and Managing a Nonprofit Organization: A Legal Guide (John Wiley & Sons, 2000, paperback, 368 pages 3rd edition, ISBN: 047139727X). Legal advice and guidelines for beginning a new nonprofit organization. The book covers the rules and regulations that govern nonprofits, including taxes, fund-raising law applications and implications, rules of reporting revenue, employee compensation and lobbying. Thompson & Thompson, What Is A Nonprofit Organization Anyway?, http://www.t-tlaw.com/. Online resources for nonprofit organizations. 

Joan M. Hummel, Starting and Running a Nonprofit Organization (University of Minnesota Press, 1996, paperback, 152 pages, 2nd edition, ISBN: 0816627770). A book for people who are forming new nonprofits, thinking about converting an informal, grassroots group to tax-exempt status; reorganizing an existing agency; or currently managing a nonprofit. It provides practical and basic how-to information about legal, tax, organization and other issues related to nonprofits. Stan Hutton and Frances Phillips, Nonprofit Kit for Dummies (Hungry Minds, Inc; January 2001, paperback and CD-ROM, 356 pages, ISBN: 076455347X ). Independent Sector and National Center for Nonprofit Boards, What You Should Know About Nonprofits. This helpful and informative booklet gives detailed, yet concise answers to the most frequently asked questions about nonprofits. (Download a free copy of this 19-page publication at http://www.independentsector.org/ pubs_cart.htm.) Internal Revenue Service, Department of the Treasury http://www.irs.gov/ Tax information, resources, forms and publications for nonprofit organizations. Judith Sharken Simon and J. Terence Donovan, The Five Life Stages of Nonprofit Organizations: Where You Are, Where YouŐre Going, and What to Expect When You Get There (Amherst H. Wilder Foundation, 2001, paperback, 102 pages, ISBN: 0940069229). Mark Warda, How to Form a Nonprofit Corporation: With Forms (Sphinx Press, paperback, 192 pages, January 2000, ISBN: 1572480998). Partnerships Susan K. Jacobson, Communication Skills for Conservation Professionals (Island Press, 1999, paperback, 351 pages, ISBN: 1559635096). Offers advice on communications, public relations, and partnerships for natural-resource based initiatives. Federal Communicators Network, Communicators Guide for Federal, State, Regional, and Local Communicators (78 pages, available online at www.fcn.gov). Online guide provides information on working with the media, planning communications, internet communications and other communication techniques. John P. Kretzmann and John L. McKnight, Building Communities from the Inside Out: A Path Toward Finding and Mobilizing a CommunityŐs Assets (ACTA Publications, August 1997, paperback, 376 pages, ISBN: 087946108X). This guide summarizes lessons learned by studying successful community-building initiatives in hundreds of neighborhoods across the U.S. It outlines what local communities can do to start down the path of asset-based development. Paul Mattessich and Barbara Monsey, Community Building: What Makes It Work: A Review of Factors Influencing Successful Community Building (Amherst H. Wilder Foundation, June 1997, paperback, ISBN: 0940069121). The research report reveals 28 factors to help communities increase their ability to work together, to problem-solve and make group decisions. The National Assembly of National Voluntary Health and Social Welfare Organizations, The New Community Collaboration Manual (The National Assembly, revised 1997, paperback, 76 pages). Nine detailed chapters look at how to start and maintain collaborations (including dealing with pitfalls and barriers), involve youth and business partners, work with the media and use information technology. It also features a step-by-step guide for organizing a town meeting or summit. Kate Reynolds, Take Your Partner for the Corporate Tango: A Guide to Developing Successful Business and Community Partnerships (pdf format). (Volunteering SA Inc., 2001, electronic version, .pdf file, 60 pages, ISBN: 0957917406). http://www.volunteeringsa.org.au/ A new ŇelectronicÓ guidebook from Australia provides great advice for community/corporate collaboration. Provides clear steps to prepare for a partnership, choose a suitable partner and assure that all the features of a working relationship are present. The book is available in printed form from Volunteering SA Inc. or as an electronic book sold for downloading via e-mail. David L. Rogers and Stephen W. Clyde, Developing Virtual Tourism Community Networks, Utah State University. A paper that describes creating a Ňsense of communityÓ among local communities along a highway stretching from Moab to Monument Valley, Utah. Inter-community collaboration resulted in a geographical focus on tourism efforts. Strategic Planning Michael Allison, Jude Kaye, Judy Kaye, and Mike Allison, Strategic Planning for Nonprofit Organizations: A Practical Guide and Workbook (John Wiley & Sons, July 1997, paperback, 304 pages, ISBN: 0471178322). Sue Annis Hammond, The Thin Book of Appreciative Inquiry (Thin Book Publishing Co., 1998, paperback, 70 pages, ISBN: 0966537319). This small book presents the fundamentals of appreciative inquiry. A stimulus for those looking to approach change from a positive, and often times, very unique perspective. An easy-to-ready introduction to the theory of change management that focuses on what works. 
Sue Annis Hammond and Cathy Royal, Lessons From the Field: Applying Appreciative Inquiry (Thin Book Publishing Co., 2001, 298 pages, ISBN: 0966537335). Appreciative Inquiry (AI) is an imaginative approach to organizational study and learning. It is intended to discover, understand and foster innovation in the internal social relationships and processes of the organization. Text presents case studies that demonstrate how appreciative inquiry concepts are being applied. Steven C. Ames, ed., A Guide to Community Visioning: Hands-On Information for Local Communities (American Planning Association, Revised 1998, spiral bound, ISBN: 9994473921). Bryan W. Barry and Vincent Hyman, Strategic Planning Workbook for Nonprofit Organizations (Amherst H. Wilder Foundation, paperback, 129 pages, updated 1997, ISBN: 0940069075). John M. Bryson, Strategic Planning for Public and Nonprofit Organizations: A Guide to Strengthening and Sustaining Organizational Achievement (Jossey-Bass, 1995, hardcover, 348 pages, ISBN: 0787901415). John M. Bryson and Farnum K. Alston, Creating and Implementing Your Strategic Plan: A Workbook for Public and Nonprofit Organizations (Jossey-Bass, 1995, paperback, 140 pages, ISBN: 0787901423). Gary Green, Anna Haines, and Steve Halebsky, Building Our Future: A Guide to Community Visioning (University of Wisconsin-Madison, Cooperative Extension Publications, 45 N. Charter St., Madison, WI 53715, call 877-9477827 or http://www.drs.wisc.edu/vision/abtguide/ index.htm). The guide leads communities through a visioning workshop, a data gathering and analysis step, and an action planning step. The book includes overhead visuals. Mark Peterson, Harnessing the Power of Vision: Ten Steps to Creating a Strategic Vision and Action Plan for Your Community (University of Arkansas Cooperative Extension Service, P.O. Box 391, Little Rock, AR 72203, call 501-671-2072, paperback, 80 pages). This guide provides insights and tools to develop a community strategic vision and action plan. Peterson also presents six elements of a good vision and the basics of a vision community. Managing Conflict John Crawley, Constructive Conflict Management: Managing to Make a Difference (London: Nicholas Brealey Publishing, 1995, paperback, 277 pages, ISBN: 1857880145). Learn new techniques, practical exercises and hands-on skills to help you remain positive and constructive in dealing with people problems and difficult situations. Roger Fisher, William Ury, and Bruce Patton, Getting to Yes: Negotiating Agreement Without Giving In (Penguin USA, December 1991, paperback, 200 pages, ISBN: 0140157352). Fisher and Ury explain good agreements are ones that are wise and efficient, and improve the partiesŐ relationship. Learn about the four principles for effective negotiation and ways to overcome common obstacles. Jean Marie Hiesberger and Dr. William N. Hendricks, Dealing with Conflict and Anger, (Shawnee Mission, KS, National Press Publications, 1996, paperback, 187 pages, ISBN: 1558521739). This book details strategies to help develop positive outcomes when conflict occurs.Topics include understanding conflict and anger, managing differences and constructive conflict. William Ury, Getting Past No: Negotiating Your Way from Confrontation to Cooperation (Bantam Doubleday Dell Publications, February 1993, paperback, 189 pages, ISBN: 0553371312). A guide to successful negotiation shows readers how to build relationships while getting things done. Effective Meetings 3M Meeting Network http://www.3m.com/meetingnetwork/index.html The 3M Meeting Network Web Site is chock full of useful information designed to make you more effective and successful. Get tips and practical advice on everything from building great agendas to keeping a meeting on track and processes that move groups forward. Michael Doyle and David Straus, How to Make Meetings Work (Berkley Publishing Group, September 1993, paperback, 298 pages, ISBN: 0515090484). This book introduces the Interaction Method of conducting meetings, proven to increase productivity by up to 15 percent. Find out how time and people can be better used in meetings. Lois B. Hart, Faultless Facilitation (HRD Press, Inc., 1992, ISBN: 0974251672). HartŐs topics include understanding leadership and facilitation, getting off on the right foot, warming up the group, unspoken messages, clarifying and ranking problems and visual aids. Sam Kaner, Lenny Lind, Catherine Toldi, Sarah Fisk, and Duane Berger, FacilitatorŐs Guide to Participatory Decision-Making (New Society Publishing, April 1996, paperback, 272 pages, ISBN: 0865713472). The authors present over 200 skills and tools to encourage full participation, promote mutual understanding and help groups build inclusive, sustainable agreements. Dee Kelsey, Pam Plumb, and Kippy Rudy, Great Meetings!: How to Facilitate Like a Pro (Hanson Park Printing, June 1999, paperback, 173 pages, ISBN: 0965835405). This book outlines the important steps for planning and facilitating a great meeting. The topics include facilitating, getting to know your group, preparing for a meeting, designing a great meeting, problem-solving process tools, maximizing your groupŐs potential, promoting positive communication, managing conflict, intervening, and using graphics. Lynn Kearny, The Facilitators Toolkit (HRD Press, Inc., 1995, ISBN: 0874252687). KearnyŐs topics include creative thinking with groups, six basic group needs, content and process, and getting basic agreements. Gary Kroehnert, 100 Training Games (New York: McGraw-Hill Book Company, 1992, paperback, 176 pages, ISBN: 0074527703). Explore icebreakers, games and exercises to improve communication skills, create teamwork and facilitate group dynamics.Gregory Bryan Putz, Facilitation Skills: Helping Groups Make Decisions (Bountiful, UT, Deep Space Technology Company, 1998, paperback, ISBN: 0966445600). This guide presents simple steps to help groups and teams focus on the issue and build agreement on solutions. Paul R. Timm, How to Hold Successful Meetings: 30 Action Tips for Managing Effective Meetings (Career Press, May 1997, paperback, 96 pages, ISBN: 1564143252). Learn to invite the right people to the meetings, develop a proper agenda, tactfully prevent someone from taking over the meeting, and reinvigorate a stalled meeting. Lorraine Ukens, Getting Together: Icebreakers and Group Energizers and Working Together: 55 Team Games (Jossey-Bass/Pfeiffer, 1997, two paperbacks). Two books of games and icebreakers for groups of all sizes and make up. Camera-ready participant materials are provided for almost every activity. The emphasis is on fun, team building and real learning. Group Dynamics Joseph A. Devito, Messages: Building Interpersonal Communication Skills (Addison-Wesley Educational Publishers, 1999, paperback, ISBN: 0321025091). A brief, highly interactive book for those who want to improve their communication skills. Text emphasizes interpersonal communication skills, critical thinking, listening and power in a multicultural world. William G. Dyer, Contemporary Issues in Management and Organization Development (Addison-Wesley Publishing Company, September 1982, textbook, ISBN: 0201103486). Dorwin Cartwright, Ed., Group Dynamic: Research and Theory (Harpercollins, College Division, November 1974, 3rd edition, textbook, ISBN: 0060412011). John R.P. French and Bertram H. Raven, ŇThe Bases of Social PowerÓ in Dorwin Cartwright, ed., Studies in Social Power (Ann Arbor, MI: Institute for Social Research, University of Michigan Press, 1959). Robert N. Lussier, Human Relations in Organizations: A Skill Building Approach (New York: Irwin-McGraw-Hill, 1998, textbook, ISBN: 0256261458). General Sources and Organizations The Foundation Center (79 Fifth Avenue/16th Street, New York, NY 10003-3076, phone (212) 620-4230 or (800) 424-9836, fax (212) 807-3677). http://fdncenter.org/ Founded in 1956, the Center is the nationŐs leading authority on institutional philanthropy and is dedicated to serving grant seekers, grant makers, researchers, policymakers, the media and the general public. The Web site has information about training, research and The Foundation Directory Online. Heartland Center for Leadership Development (941 ÔOŐ Street, Suite 920, Lincoln, Nebraska, 68508, call (800) 927-1115). http://www.heartlandcenter.info/ This is an independent, nonprofit organization dedicated to developing local capacityŃand renewing local leadershipŃas towns, cities and states work to remain competitive today and in the future. Independent Sector (1200 Eighteenth Street, NW, Suite 200, Washington D.C. 20036, phone (202) 467-6100, fax (202) 467-6101). http://www.independentsector.org/ This is a coalition of leading nonprofits, foundations and corporations working to strengthen not-for-profit initiatives, philanthropy and citizen action. The Learning Institute for Nonprofit Organizations http://www.uwex.edu/li/index.html A collaboration between the Society For Nonprofit Organizations and the University of Wisconsin-Extension. The Learning Institute is the producer of the ŇExcellence in Nonprofit Leadership and ManagementÓ educational series (available on videotape) that addresses the following result areas: strategic planning, resource development, board/governance, marketing, financial management, social entrepreneurship, volunteer recruitment and management and strategic alliances. Milano Nonprofit Management Knowledge Hub http://www.newschool.edu/milano/hub/ A free, peer-reviewed site providing links to the most useful Web sites, resources and full-text articles for leaders and managers of nonprofit organizations. The site is produced by the Nonprofit Management Program of the Robert J. Milano Graduate School of Management and Urban Policy. National Trust for Historic Preservation (Preservation Books, National Trust for Historic Preservation, PO Box 96056, Washington, DC 20077-7272; phone 202-588-6296). www.nthp.org This organization offers a series of publications to promote the creation and growth of nonprofit preservation organizations, including the following titles: Board Development for Nonprofit Preservation Organizations; Steering Nonprofits: Advice for Boards and Staff; Membership Development: A Guide for Nonprofit Preservation Organizations; Planning to Succeed: Preparing a Business Plan for your Nonprofit Organization; Risk Management and Liability Insurance for Nonprofit Preservation Organizations; Personnel Issues for Preservation Nonprofit Organizations; Investing in Volunteers: A Guide to Effective Volunteer Management; Strategic Planning for Nonprofit Organizations; A Self-Assessment Guide for Community Preservation Organizations; Using Professional Consultants in Preservation; Building Support Through Public Relations: A Guide for Nonprofit Preservation Organizations.Rivers, Trails and Conservation Assistance Program, National Park Service, Community ToolBox (available online at http://www.nps.gov/ phso/rtcatoolbox/). A collection of techniques that can help you get organized to turn your vision into reality. The site presents tools for decision making, events, gatherings, visual communication, written communication, facilitation, organization, outreach, and collecting information. Nonprofit News Sites http://www.idealist.org/news.html This site contains links to some of the most informative and frequently updated nonprofit news on the Web. Points of Light Foundation, Volunteer Community Service Catalog and online resources. http://www.pointsoflight.org The Points of Light Foundation and Volunteer Center National Network, a nonpartisan and nonprofit organization, supports and organizes the vital work of community volunteers across the country. Contact the Points of Light Foundation, 1400 I Street NW, Suite 800, Washington, D.C. 20005; call 1-800-272-8306 for a free catalog. Service Leader http://www.serviceleader.org/ A resource for information on all aspects of volunteer management, including getting your organization ready to involve volunteers, volunteer screening, matching, record-keeping and evaluation, legal issues/risk management, volunteer/staff relations, online activism by volunteers, and volunteer management software. The site is a project of the RGK Center for Philanthropy and Community Service at the LBJ School of Public Affairs at The University of Texas at Austin. National Scenic Byways Program AmericaŐs Byways Resource Center, Federal Highway Administration, and the American Association of State Highway and Transportation Officials, The Road Beckons: Best Practices for Byways (2001). Publication gives details about the excellent work that is being undertaken throughout the country to protect, preserve and promote AmericaŐs byways. The nine showcased projects are characterized by a commitment to value irreplaceable resources, craft well-defined implementation plans, attract multiple partners, secure funding and successfully attract and educate visitors. AmericaŐs Byways Resource Center (227 West First Street, Suite 610, Duluth, MN 55802, call 800-4BYWAYS, ext. 5 or 800-429-9297, ext. 5). A resource for people and organizations involved with the National Scenic Byways Program. National Scenic Byways Program, Federal Highway Administration (400 Seventh Street, SW Room 3222, HEPM, Washington, DC 20590, call 800-4BYWAYS or 800-429-9297). http://www.byways.org The Web site contains information for travelers, the media and the byway community about the National Scenic Byways Program. The site also contains a current list of state contacts, byway contacts and program staff. Evelyn Swimmer, John Whiteman, and Rick Taintor, Byway Beginnings: Understanding, Inventorying, and Evaluating A BywayŐs Intrinsic Qualities (U.S. Department of Transportation, Federal Highway Administration, National Scenic Byways Program, paperback, 80 pages). Distributed free of charge through the FHWA National Scenic Byways Program, 800-4BYWAYS or 800-429-9297. U.S. Department of Transportation, Federal Highway Administration, Community Guide to Planning and Managing a Scenic Byway (paperback, 76 pages). Distributed free of charge through the FHWA National Scenic Byways Program, 800-4BYWAYS or 800-429-9297. This is a good resource for community organizations that want to pursue scenic byway designation. The topics include: WhatŐs a Scenic Byway, Inventorying Your Byway, Public Support, Corridor Management Plans, and Dealing with Development. U.S. Department of Transportation, Federal Highway Administration, Marketing Tool Kit. Download a free copy of this 200+ page guidebook at www.byways.org or call 800-4BYWAYS or 800-429-9297. 
This reference guide helps byways transition from production development to a marketing implementation plan. APPENDIX E: Sample Nonprofit Bylaws Bylaws provide important operational rules for your organization. There are some basic components that are part of most bylaw documents, but they should be tailored to meet your organizationŐs needs. The information provided here is only an example. AmericaŐs Byways Resource Center can provide sample bylaws that have been developed by other byway organizations. TIP! Articles of Incorporation or Bylaws: WhatŐs the Difference? Nonprofit corporations must file articles of incorporation with the Secretary of State for your state.The articles of incorporaton set up the basic terms of the corporation, such as its purpose and board of directors.The bylaws are the rules that an organization adopts to govern itself.The articles are like an organizationŐs declaration of independence and the bylaws are like its constitution and laws. Sample Bylaws BYLAWS OF _________________________________________ I. NAME, PURPOSE Section 1: The name of the organization shall be ___________________________. Section 2: The ____________________________________ is organized exclusively for charitable, scientific and educational purposes, more specifically to ________________________________________________. Example: The name of the organization shall be the ŇXYZ Scenic Byway Association.Ó The XYZ Scenic Byway Association is organized exclusively for charitable, scientific and educational purposes in accordance with Section 501(c)(3) of the Internal Revenue Code. The specific purpose is to coordinate, implement, and monitor the nonprofit public activities contained in the XYZ Scenic Byway AssociationŐs Corridor Management Plan. II. MEMBERSHIP Section 1: Membership qualifications, categories of membership, and membership dues (if any). (You can establish different classes of membership, for example, individual memberships, family memberships, business memberships, etc. Each category may pay different dues and/or have different rights and duties.) Example: Membership is open to all individuals, corporations, and businesses interested in the promotion and purposes of this Association and who pay annual dues set by the Board of Directors. No one will be prohibited from membership or Directorship as a result of race, color, creed, religion, sex, age, or national origin. Each member shall be entitled to one vote. If the member is a firm or corporation, it shall designate one individual to represent its membership. III. MEETINGS Section 1: Annual Meeting. The date of the regular annual meeting shall be set by the Board of Directors who shall also set the time and place. Section 2: Special Meetings. The President or a majority of the Board of Directors E may call special meetings. Section 3: Notice. Notice of each meeting shall be given to each voting member, by mail, not less than ten days before the meeting. Example: An annual meeting of the Association for the election of Board members and for the transaction of any other business that may be properly brought before it shall be held during January of each year. Regular meetings of the Board of Directors will be held on a bi-monthly basis for purpose of conducting business and will be open to all members. Special meetings may be called by the President, or by a majority of the Board of Directors. IV. BOARD OF DIRECTORS Section 1: Board Role, Size, and Compensation. The Board is responsible for overall policy and direction of the Association. The Board shall have up to ____ members and no fewer than _____ members. The Board receives no compensation other than reasonable expenses. Example: The Board of Directors shall consist of nine members elected from the general membership. Of the first Board elected, five positions shall be for 2 years and four positions for 1 year. Positions shall be determined by a drawing of the first elected Board. Thereafter, all positions will be for two years. The election of members to the Board of Directors shall require a majority vote of membership in good standing. Every effort shall be made to elect Board members to represent a cross section of the communities and organizations comprising the general membership, with no more than two Board members being residents of the same community. A vacancy on the Board shall be filled by the Board of Directors from the general membership at the next regular meeting (to fill the remaining portion of the term). Section 2: Meetings. The Board shall meet at least _____________, at an agreed upon time and place. Section 3: Board Elections. Election of new directors or election of current directors to a second term will occur at the annual meeting of the Association. Directors will be elected by a majority vote of the current members in good standing (dues paid in full). Section 4: Terms. All Board members shall serve _____ year terms, but are eligible for re-election. Section 5: Quorum. A quorum of the Board must be present before business can be transacted or motions made or passed. A quorum is ____ members (or ____ percent) of the Board of Directors. Section 6: Resignation, Termination and Absences. Resignation from the Board must be in writing and received by the Secretary. A Board member may be removed by a three-fourths vote of the remaining directors, if in the Judgment of the Board, the best interests of the Association would be served. Section 7: Notice. An official Board meeting requires that each Board member have written notice two weeks in advance of the meeting. Section 8: Voting. Example: The action of the majority of the Directors, present at a meeting at which a quorum is present, shall be the act of the Board of Directors. Any member of the Board of Directors may call for a secret ballot before a vote at a Board meeting. A telephone vote or mail-in vote of the Board shall be allowed if the Board is unable to have a quorum for a meeting where a vote is necessary. V. OFFICERS AND DUTIES Section 1: Officers and duties of the organization. Example: The Board of Directors shall elect officers of the organization. The offices are as follows: Ą President: Shall preside at all meetings and supervise plans for the efficient operation of the Association, under the direction of the Board of Directors. Ą Vice-President: If the President is unable to perform his/her duties, the Vice-President shall assume responsibility for those duties. He/she may chair committees or perform special duties as designated by the Board. Ą Secretary: Shall keep records of Board actions, including overseeing the taking of minutes at all Board meetings, sending out meeting announcements, distributing copies of minutes and the agenda to each Board member, and assuring that corporate records are maintained. Ą Treasurer: Shall have custody of the AssociationŐs funds and oversee the financial accounting of the organization. The Treasurer shall prepare a report to the Board of Directors at regular meetings. All financial information shall be available to Board members and the public. The four officers shall make up the Executive Committee, which is responsible for the daily running of the Association with the guidance of the Board of Directors. VI. COMMITTEES Section 1: The Board of Directors shall establish any committees needed to fulfill the objectives and purpose of the organization. The committees shall perform all such duties as assigned by the President or the Board of Directors. Examples: Association committees will include nominations, membership, fundraising, publicity, finance, etc. Section 2: The Board of Directors shall appoint all committee chairpersons. Section 3: The chairman of each committee shall present a plan of work to the Board of Directors for approval. VII. FINANCES Section 1: Deposits. All funds of the Association shall be deposited in a financial institution designated by the Board of Directors. Section 2: Fiscal Year. The fiscal year shall be from January 1 to December 31 of each year. Section 3: Checks. Each check written on the account of the Association in excess of $100.00 shall be signed by two officers of the Association. Otherwise, one signature will suffice. VIII. PARLIAMENTARY RULES Section 1: The proceedings of all meetings shall be conducted, and governed by, the latest edition of RobertŐs Rules of Order. IX. AMENDMENTS Section 1: These Bylaws may be amended when necessary by a two-thirds majority of the Board of Directors. Proposed amendments must be submitted to the Secretary to be sent out with regular Board announcements (two weeks in advance of meetings). X. DISSOLUTION Section 1: The Association may be dissolved at any time, requiring two-thirds of the membersŐ vote. Upon dissolution of the Association, the Board of Directors shall, after making provisions for the payment of all the liability of the Association, donate the remaining assets to ___________________________________________. Example: Upon dissolution of the organization, any funds and other assets belonging to the organization shall be donated to ABC County Economic Development Organization to be used for tourism promotion in ABC County. XI. ADOPTION OF BYLAWS Section 1: These bylaws were approved at a meeting of the Board of Directors of the __________________________ Association on _____________________, 20XX. APPENDIX F: SAMPLE INTERAGENCY COOPERATIVE AGREEMENT Sample Interagency Cooperative Agreement This Intergovernmental Cooperative Agreement (ŇAgreementÓ) is by and among Eagle County (ŇEagleÓ), Summit County (ŇSummitÓ) and Lake County (ŇLakeÓ), all bodies politic and corporate of the State of Colorado and collectively referred to as the ŇCountiesÓ, and is made to be effective beginning on the 29th day of March, 1995. Sample Intergovernmental Cooperative Agreement Regarding Top of the Rockies Scenic Byway RECITALS WHEREAS, The Colorado Department of Transportation has designated a scenic byway known as the Top of the Rockies Scenic Byway (the ŇBywayÓ); and WHEREAS, the Byway is located in part in each of the Counties, as well as within the incorporated areas of various municipalities within the Counties; and WHEREAS, the Counties wish to act in a cooperative manner with respect to the planning and management of the Byway; and WHEREAS, the people of the State of Colorado have provided for and encouraged such cooperation through the adoption of the Colorado Constitution, Article XIV, Section 18 (2). NOW THEREFORE, in consideration of the above and the mutual covenants and commitments made herein, the Counties agree as follows: AGREEMENT 1. COMMITTEE. The Counties will work together and participate in connection with a committee to be known as the Top of the Rockies Scenic Byway Committee (the ŇCommitteeÓ). It is agreed and understood that the Committee is merely an informal association of parties, and is not a separately existing legal entity with any powers or authorities onto itself. To the extent that the Counties later decide to do so, they may choose to create an entity, such as a nonprofit corporation, to replace the Committee. 2. PURPOSE. The purpose of the Committee is to facilitate the planning and management of the Byway, and to pursue such further and additional goals as the Counties may mutually agree upon. Specifically, but without limitation, it is agreed that the Committee will pursue that acquisition of grants for the Byway, and the application of the Byway.  3. COMPOSITION OF COMMITTEE. It is acknowledged that in order for the Committee to function effectively, it must encourage and accept the participation of other individuals and entities located in the area of the Byway. Therefore, the Counties agree that the composition of the Committee, unless otherwise agreed upon, shall be as follows: The Committee shall be composed of 15 members; four representatives appointed by each of the Counties with at least two representatives from each County coming from local byway groups; three representatives from the USDA Forest Service: one from the Leadville Ranger District (San Isabel National Forest), one from the Holy Cross Ranger District (White River National Forest) and one from the Dillon Ranger District (Arapaho National Forest). By Mutual agreement of the USDA Forest Service and the Bureau of Land Management, the USDA Forest Service will represent the Bureau of Land Management on the Committee. 4. OPERATING GUIDELINES. Although the Committee is not a separately existing legal entity, it is agreed that it should have a set of operating guidelines to function like bylaws in governing the administration of the Committee. Such operating guidelines should address issues including voting rights, selection of new or replacement Committee members, payment of Committee expenses (if any) and notice/scheduling of meetings. The Counties will attempt to agree upon such operating guidelines with the other members of the Committee, and to adopt such operating guidelines in a resolution of the Committee. 5. FINANCES. Since the Committee is not an independent legal entity, it will not be able to enter into third-party agreements, to incur financial obligations, or to hold or dispose of funds. In order to facilitate the operation of the Committee, Lake agrees that, when requested to do so by the Committee, Lake will act for legal purposes in the place of the Committee. It is anticipated that such actions may include holding and administering any grant proceeds or other funds that have been obtained for Byway or Committee purposes (by voluntary contribution of Committee members or otherwise), and entering into any agreements approved by the Counties. It is agreed and understood by all parties that Lake shall have no authority to take action to legally bind the other Counties or the other Committee participants without the express written authority of the entities to be bound. By entering into this Agreement, the Counties do not agree that they will provide any funding to the Committee, unless each of them specifically agrees to do so. 6. MISCELLANEOUS. a. Legal Effect. This Agreement will be governed by the laws of the State of Colorado. The Counties do not intend, by this Agreement, to waive any rights that they may have under existing agreements (if any). This Agreement is intended to supplement, not replace, existing agreements between the Counties. b. Beneficiaries. The Counties, in their representative governmental capacities, are the only entities intended to be the beneficiaries of this Agreement. c. Term. This Agreement shall continue in effect until terminated by written notice of any of the Counties. In the case of any such termination, Lake will administer and spend any funds that it may be holding in a manner consistent with the purposes and intent of this Agreement. Any funds not committed by prior action will be returned to the contributing Counties, pro rata. THIS AGREEMENT is made and entered into to be effective on the date as set forth above. THE COUNTY OF EAGLE By: ________________________________________________ Attest: _____________________________________________ Date: ______________________________________________ THE COUNTY OF SUMMIT By: ________________________________________________ Attest: _____________________________________________ Date: ______________________________________________ THE COUNTY OF LAKE By: ________________________________________________ Attest: _____________________________________________ Date: ______________________________________________ Sample Resolution Regarding Top of the Rockies Scenic Byway Grant Funding WHEREAS, Lake County has agreed to enter into a contract with the State of Colorado, Department of Transportation to receive certain Federal funds administered by the State and allocated to Lake County for the purpose of hiring a consultant to develop a corridor management plan and two feasibility studies for visitor interpretive centers for the Top of the Rockies Scenic Byway; and WHEREAS, Lake County is participating as the lead contract agency for the grant funds and the Counties of Summit and Eagle are participating as contributors of cash match. WHEREAS, the participating counties have estimated the total cost of said project to be $62,500. The participating counties will each contribute $4,166.67 and the grant will represent $50,000. NOW, THEREFORE BE IT RESOLVED by the County Commissioners of Lake County, Colorado that approval is given for Lake County to match said Federal funds with $4,166.67 from the County General Fund. The County Commissioners have appropriated said sum of money and have designated [Name] to sign the project agreement with the State of Colorado, Department of Transportation. PASSED AND ADOPTED THIS 21ST DAY OF AUGUST, 1995. Signature Signature Signature ATTEST: Clerk and Recorder Making the Grassroots Grow:Building and Maintaining Effective Byway Organizations About the Authors APPENDIX G: ABOUT THE AUTHORS Anne Tellett is currently a Senior Partner with Move the Mountain Leadership Center, Inc., teaching skills that focus on transformational leadership. She has a Masters of Social Work degree and is currently working toward her doctorate in Education through the University of MinnesotaŐs Leadership Academy. Prior to this, Anne spent 12 years as a regional planner and manager at the Arrowhead Regional Development Commission, serving seven counties in Northeastern Minnesota. She was project manager of a five-year grassroots community leadership program, the NorŐeaster Project, funded through the Kellogg Foundation. Anne was a featured presenter at the 1999 National Scenic Byways Conference and the Orientation Training for newly designated National Scenic Byways in June 2000. Anne has expertise in administration, planning, strategic planning, organizational structures, group dynamics and leadership. Kevin Skwira-Brown is an instructor at the University of Minnesota, Duluth with expertise in communications and conflict resolution. Kevin holds a bachelorŐs degree in psychology from St. JohnŐs University and a masterŐs degree in social work from the University of Minnesota, Duluth. Kevin is an active member of the ŇMen as PeacemakersÓ organization. He is an active parent, raising daughters, Kathryn and Rachel. Cheryl Newman joined AmericaŐs Byways Resource Center in February 1999. As a Byways Resource Specialist, she works with All-American Roads and National Scenic Byways in twelve states. Cheryl brings a background in education, administration and voluntarism to her role at the Center. Prior to joining the Resource Center in Duluth, Cheryl worked for 17 years at the 3M Company in St. Paul, MN. A unique assignment in 1990-1991 gave her the opportunity to work as a staff member for the Ő91 International Special Olympics, an event that involved 3,000 athletes with mental retardation from 160 different nations, 30,000 volunteers, and 16 Twin Cities sports venues. Cheryl holds a BA in Education from Concordia College (Moorhead, MN) and is an adjunct instructor for Century College (White Bear Lake, MN). Her home is located on MinnesotaŐs North Shore Scenic Drive (All-American Road). APPENDIX H: ACKNOWLEDGMENTS Many people have contributed to the development of this guide and for that we are extremely grateful. We offer special thanks to present and former staff members of AmericaŐs Byways Resource Center and the FHWA National Scenic Byways Program for their ideas, encouragement, and contributions. Byway Case Study Contacts Cherokee Foothills Scenic Highway, Chip Bentley Colorado Dept. of Transportation, Sally Pearce Creole Nature Trail District, Shelley Johnson, Jaimie Gaines CrowleyŐs Ridge Parkway, Dr. Ruth Hawkins Edge of the Wilderness Scenic Byway, Tarry Edington, Tim Johnson Flaming Gorge-Uintas Scenic Byway, Brent Hatchett Florida Dept. of Transportation, Buddy Cunill Historic National Road, Glenn Harper Indian River Lagoon Scenic Highway, Rochelle W. Lawandales, AICP Loess Hills Scenic Byway, Shirley Frederickson Mississippi River Parkway Commission, Hank Todd Native American Scenic Byway, Scott Jones, Cy Maus New York State Dept. of Transportation, David Fasser Ohio Byway Links, Sharon Strouse, Paul Staley Old Florida Heritage Highway, David Carr Overseas Heritage Trail, Elizabeth Holloway Pacific Coast National Scenic Byway, Lea Ann Hart-Chambers, Pat Moran Seaway Trail, Teresa Mitchell The Lincoln Highway, Ray Keller Top of the Rockies Scenic & Historic Byway, Catherine Patti Turquoise Trail, Larry Valtelhas, Carla Ward Utah Highways 191 and 163, David L. Rogers, Stephen W. Clyde Reviewers William Kelley (Eastern Washington University) Cy Maus (Lower Brule Sioux Tribe) Teresa Mitchell (Seaway Trail National Scenic Byway) David Rogers (Utah State University) Sharon Strouse (The Ohio State University Extension) Lynn Marie Whately (Carter & Burgess) Legal Counsel Mary Frances Skala (Fryberger, Buchanan, Smith & Frederick, P.A.) Photographs All photographs copyright of the National Scenic Byways Program, unless otherwise indicated. ©2003 National Scenic Byways 

This material is based upon work supported by the Federal Highway Administration and Arrowhead Regional Development Commission under cooperative agreement No. DTFH61-08-H-00007. Any opinions, findings, and conclusions or recommendations expressed in this publication are those of the Author(s) and do not necessarily reflect the view of the Federal Highway Administration and/or Arrowhead Regional Development Commission.