NAACP Executive Training and Branch Empowerment Overview

NAACP

NAACP

Executive Leadership Training

Executive Leadership Training

*Building Effective Branches*

*Building Effective Branches*

The NAACP must be so strong in numbers and so

The NAACP must be so strong in numbers and so

effective in method that no one – no Mayor of any

effective in method that no one – no Mayor of any

city, no Governor of any State, no Congressman

city, no Governor of any State, no Congressman

of any party, no President of the United States and

of any party, no President of the United States and

no Foreign Ambassador will dare to commit any

no Foreign Ambassador will dare to commit any

indignity against people of color without realizing

indignity against people of color without realizing

the NAACP will challenge them on the platform,

the NAACP will challenge them on the platform,

in the press, in the courts, in the streets and at the

in the press, in the courts, in the streets and at the

ballot box.

ballot box.

Author Unknown

Author Unknown

NAACP charge

NAACP charge

•

Mission Statement

Mission Statement

: 

: 

The mission of the National

The mission of the National

Association for the Advancement of Colored People is

Association for the Advancement of Colored People is

to ensure the political, educational, social, and

to ensure the political, educational, social, and

economic equality of rights of all persons and to

economic equality of rights of all persons and to

eliminate race-based discrimination.

eliminate race-based discrimination.

•

Vision Statement

Vision Statement

: 

: 

The vision of the National

The vision of the National

Association for the Advancement of Colored People is

Association for the Advancement of Colored People is

to ensure a society in which all individuals have equal

to ensure a society in which all individuals have equal

rights without discrimination based on race.

rights without discrimination based on race.

Mission and Vision

Mission and Vision

National

Board of

Directors

National Office

State Conferences

Branches & Units

Association

Structure

Association

Structure

JURISDICTIONAL

-------------------------

   HIERARCHIAL

NATIONAL OFFICE

NATIONAL OFFICE

STRUCTURE

STRUCTURE

Branch Leadership

Branch Leadership

•

“

It is a terrible thing to look over your shoulder when

you are trying to lead -- and find no one there.

”

Franklin D. Roosevelt

•

“

A boss creates fear, a leader confidence. A boss fixes

blame, a leader corrects mistakes. A boss knows all, a

leader asks questions. A boss makes work drudgery, a

leader makes it interesting. A boss is interested in

himself or herself, a leader is interested in the group.

”

Russell H. Ewing

Executive Committee

Executive Committee

•

“The Executive Committee shall have general

“The Executive Committee shall have general

control of the affairs and program of the unit, subject

control of the affairs and program of the unit, subject

to the authority of the unit and the provisions of the

to the authority of the unit and the provisions of the

Constitution and approved By-Laws”

Constitution and approved By-Laws”

Article VIII, Section 2 Bylaws for Units

Article VIII, Section 2 Bylaws for Units

T

T

he Executive Committee is the central nervous system of a unit. Every

he Executive Committee is the central nervous system of a unit. Every

civil rights concern or action should be filtered to and through the

civil rights concern or action should be filtered to and through the

committee.

committee.

Executive Committee

Executive Committee

•

The Executive Committee of each Branch shall

The Executive Committee of each Branch shall

consist of the President, Vice Presidents (not to

consist of the President, Vice Presidents (not to

exceed three Vice Presidents) Secretary, Assistant

exceed three Vice Presidents) Secretary, Assistant

Secretary, Treasurer, Assistant Treasurer, and the

Secretary, Treasurer, Assistant Treasurer, and the

Chairman of the Standing Committees of the Branch,

Chairman of the Standing Committees of the Branch,

President of the Youth Units in the same

President of the Youth Units in the same

community, the Branch Advisors in the High School

community, the Branch Advisors in the High School

Chapters, Youth and Junior Youth Councils and

Chapters, Youth and Junior Youth Councils and

such other members at large not to exceed twenty

such other members at large not to exceed twenty

four to be elected at the regular election of the

four to be elected at the regular election of the

Branch. . .

Branch. . .

Article VIII, Section 1 Bylaws for Units

Article VIII, Section 1 Bylaws for Units

Duties of Officers

PRESIDENT -

PRESIDENT -

•

“Between meetings of the Executive Committee and

“Between meetings of the Executive Committee and

NAACP Unit, to exercise general executive authority on

NAACP Unit, to exercise general executive authority on

behalf of the NAACP Unit, subject to ratification by the

behalf of the NAACP Unit, subject to ratification by the

Executive Committee”

Executive Committee”

Article VII, Section 1 Bylaws for Units

Article VII, Section 1 Bylaws for Units

The President of a Branch is 

The President of a Branch is 

NOT

NOT

 the CEO. Authority in branch is

 the CEO. Authority in branch is

vested in the 

vested in the 

Executive Committee

Executive Committee

 - The President is also subject to

 - The President is also subject to

that authority.

that authority.

Duties of Officers

VICE PRESIDENT -

VICE PRESIDENT -

•

“To perform all duties of the President in his/her

“To perform all duties of the President in his/her

absence or disability.”

absence or disability.”

•

“In the event of the resignation, removal, or death of the

“In the event of the resignation, removal, or death of the

President, the Vice President(s) shall automatically

President, the Vice President(s) shall automatically

ascend to the position of President, according to their

ascend to the position of President, according to their

numerical rank”

numerical rank”

Article VII, Section 

Article VII, Section 

2

2

 Bylaws for Units

 Bylaws for Units

Duties of Officers

SECRETARY -

SECRETARY -

•

“to give members notice of regular meetings and three (3) calendar

“to give members notice of regular meetings and three (3) calendar

days notice of special meetings”

days notice of special meetings”

•

“to keep full and accurate records of the proceedings of the NAACP

“to keep full and accurate records of the proceedings of the NAACP

Unit”

Unit”

•

“To keep a record of all NAACP Unit members and their dues”

“To keep a record of all NAACP Unit members and their dues”

•

“To give receipts for all membership fees received”

“To give receipts for all membership fees received”

•

“To submit reports to the NAACP Unit and Executive Committee at

“To submit reports to the NAACP Unit and Executive Committee at

all regular meetings”

all regular meetings”

Article VII, Section 

Article VII, Section 

3

3

 Bylaws for Un

 Bylaws for Un

its

its

Duties of Officers

TREASURER -

TREASURER -

•

“To receive all monies of the NAACP Unit and promptly deposit the

“To receive all monies of the NAACP Unit and promptly deposit the

same in the name of the NAACP Unit in a separate account or

same in the name of the NAACP Unit in a separate account or

accounts...”

accounts...”

•

“To act as the chief financial officer of the Unit and Chair of the

“To act as the chief financial officer of the Unit and Chair of the

Finance Committee”

Finance Committee”

•

“To make authorized disbursements upon requisition signed by the

“To make authorized disbursements upon requisition signed by the

Secretary and countersigned by the President”

Secretary and countersigned by the President”

•

“To submit reports to the NAACP Unit and Executive Committee at

“To submit reports to the NAACP Unit and Executive Committee at

ALL regular meetings or whenever required by either body”

ALL regular meetings or whenever required by either body”

Article VII, Section 

Article VII, Section 

4

4

 Bylaws for Un

 Bylaws for Un

its

its

Duties of Officers

ASSISTANT SECRETARY/TREASURER -

ASSISTANT SECRETARY/TREASURER -

•

The duties of the Assistant Secretary and Assistant Treasurer are

The duties of the Assistant Secretary and Assistant Treasurer are

to perform the duties of their respective offices in the absence,

to perform the duties of their respective offices in the absence,

unavailability, or disability of the Unit Secretary or Treasurer.

unavailability, or disability of the Unit Secretary or Treasurer.

•

The Assistant Secretary may also perform specific duties of the

The Assistant Secretary may also perform specific duties of the

Secretary under the supervision of the Secretary and the

Secretary under the supervision of the Secretary and the

Assistant Treasurer may perform specific duties of the Treasurer

Assistant Treasurer may perform specific duties of the Treasurer

under the supervision of the Treasurer.

under the supervision of the Treasurer.

Standing Committees

Standing Committees

•

The work of the NAACP is done by Standing Committees,

not in the General Membership meeting.

•

Standing Committees of Branches.  The Standing Committees

of the Branch shall be: ACT-SO, Armed Services & Veteran

Affairs; Communications, Press & Publicity; Community

Coordination; Criminal Justice; Economic Development;

Education; Finance; Freedom Fund; Health; Housing; Labor

& Industry; Legal Redress; Membership and Life

Membership; Political Action; Prison Branch; Religious

Affairs; Young Adult; Youth Works; and WIN.

Article VIII, Section 4 (c)

•

Branches must maintain a minimum of 50 members, File

Year-End Financial reports by March 1st, and pay the

required assessments - 

Article 3, Section 3b

•

Units must pay their State Conference assessment and

provide a copy of their year-end financial report -  

Article 3, Section

3b

•

Units must file Quarterly written reports of unit activity - 

Article

10, Section 1

•

Youth Council & local College Chapters should be involved

in all meetings

Compliance

Building Effective

Building Effective

Branches

Branches

•

Be Proactive – When you fail to plan, you plan to fail:

Be Proactive – When you fail to plan, you plan to fail:

NAACP units should be proactive in priorities. Each NAACP

NAACP units should be proactive in priorities. Each NAACP

unit should look toward establishing an agenda of goals and

unit should look toward establishing an agenda of goals and

priorities aligned with our Game Changers, then focus its

priorities aligned with our Game Changers, then focus its

energies on accomplishing the prescribed goals. Unless a unit

energies on accomplishing the prescribed goals. Unless a unit

has a clear, the unit will constantly find itself in a reactionary

has a clear, the unit will constantly find itself in a reactionary

mode, besieged with hundreds of varied complaints and

mode, besieged with hundreds of varied complaints and

issues at any given time, trying to accommodate requests for

issues at any given time, trying to accommodate requests for

NAACP intervention. Units should seek to avoid the 

NAACP intervention. Units should seek to avoid the 

"tail

"tail

wagging the dog" 

wagging the dog" 

syndrome.

syndrome.

*

*

Clear goals and priorities will also produce better prepared

Clear goals and priorities will also produce better prepared

volunteers and help avoid ‘Organizational Drift’.

volunteers and help avoid ‘Organizational Drift’.

Building Effective

Building Effective

Branches

Branches

•

Leaders are not born, they are trained: 

Leaders are not born, they are trained: 

All officers and

All officers and

Executive Committee members elected at-large should be

Executive Committee members elected at-large should be

trained! It is important to ensure that Officers and Committee

trained! It is important to ensure that Officers and Committee

Chairs attend trainings when scheduled.

Chairs attend trainings when scheduled.

•

A budget is like a road map - it tells us where we’re

A budget is like a road map - it tells us where we’re

going: 

going: 

The Finance Committee must prepare a budget at the

The Finance Committee must prepare a budget at the

end of each year for the following year.

end of each year for the following year.

•

Report Memberships in 15 days, not 4 weeks: 

Report Memberships in 15 days, not 4 weeks: 

The

The

Treasurer must send 

Treasurer must send 

all

all

 memberships to the national office

 memberships to the national office

within 15 days of receipt.

within 15 days of receipt.

Bulding Effective

Bulding Effective

Branches

Branches

•

File Copies of your Monthly Reports: 

File Copies of your Monthly Reports: 

The Secretary should

The Secretary should

forward copies of your units monthly reports to the State

forward copies of your units monthly reports to the State

Conference and Regional Office. Written Qurterly reports should be

Conference and Regional Office. Written Qurterly reports should be

submitted at the Quarterly State Conference meetings. 

submitted at the Quarterly State Conference meetings. 

Remember:

Remember:

If it’s not in writing, it didn’t happen…

If it’s not in writing, it didn’t happen…

•

Create and Submit a Year End Activity Report: 

Create and Submit a Year End Activity Report: 

The

The

Secretary should send a copy of the Year End Activity Report for the

Secretary should send a copy of the Year End Activity Report for the

preceding year to the State Conference and Regional Offices

preceding year to the State Conference and Regional Offices

following the January Meeting.

following the January Meeting.

•

File Year End Financial Reports by March 1st: 

File Year End Financial Reports by March 1st: 

The unit

The unit

MUST

MUST

 file a copy of the Year end Financial Report by March 1

 file a copy of the Year end Financial Report by March 1

st

st

. A

. A

copy should ALSO be sent to the State Conference and Regional

copy should ALSO be sent to the State Conference and Regional

Office.

Office.

Building Effective

Building Effective

Branches

Branches

•

Submit to regular audits of your financial processes:

Submit to regular audits of your financial processes:

Whether internally or by outside agency, you should

Whether internally or by outside agency, you should

regularly audit your financial records and processes to ensure

regularly audit your financial records and processes to ensure

that you are in compliance with National Policy.

that you are in compliance with National Policy.

•

Racism and Discrimination do not take time off:  

Racism and Discrimination do not take time off:  

The

The

Branch and Executive Committee must meet at least once a

Branch and Executive Committee must meet at least once a

month. The Executive Committee and General Membership

month. The Executive Committee and General Membership

should meet on separate days.

should meet on separate days.

•

If there is a meeting, there must be an agenda: 

If there is a meeting, there must be an agenda: 

There

There

should be no meeting without a published agenda and clearly

should be no meeting without a published agenda and clearly

understood purpose. Never meet, just to meet!

understood purpose. Never meet, just to meet!

Building Effective

Building Effective

Branches

Branches

•

The work is done through ACTIVE standing committees:

The work is done through ACTIVE standing committees:

The real work of the unit is done through the Active Standing

The real work of the unit is done through the Active Standing

Committees. Committees should consist of no less than 3

Committees. Committees should consist of no less than 3

people and should meet on a monthly basis. After each

people and should meet on a monthly basis. After each

meeting, a committee report should be made to be presented

meeting, a committee report should be made to be presented

at the next Executive Committee meeting. Committee work

at the next Executive Committee meeting. Committee work

should not be done during the general meeting.

should not be done during the general meeting.

•

Where there is a Branch there should also be a Youth

Where there is a Branch there should also be a Youth

Council: 

Council: 

Every Branch should ensure there is a active Youth

Every Branch should ensure there is a active Youth

Council in its vicinity. No Branch should have more than 25

Council in its vicinity. No Branch should have more than 25

youth members. All youth members should be transferred to

youth members. All youth members should be transferred to

the Youth Council.

the Youth Council.

Building Effective

Building Effective

Branches

Branches

•

Can’t do the work without the Money, Honey: 

Can’t do the work without the Money, Honey: 

The

The

Freedom Fund Committee must direct an effective fund

Freedom Fund Committee must direct an effective fund

raising program. The program must include the basic fund

raising program. The program must include the basic fund

raising principles: early planning; ask for what you want; clear

raising principles: early planning; ask for what you want; clear

concise communications; user friendly response forms; don’t

concise communications; user friendly response forms; don’t

waste time; and ask for real money from real people.

waste time; and ask for real money from real people.

Remember: We don’t have fund-raisers to break even. If you

Remember: We don’t have fund-raisers to break even. If you

only break even, you’ve lost.

only break even, you’ve lost.

•

Trainings and Conventions are important – your unit

Trainings and Conventions are important – your unit

should attend them all: 

should attend them all: 

Every Branch should send delegates

Every Branch should send delegates

to the Regional Convention in the Spring, the National

to the Regional Convention in the Spring, the National

Convention in the Summer and the State Convention in the

Convention in the Summer and the State Convention in the

fall.

fall.

Building Effective

Building Effective

Branches

Branches

Transparency is your friend: 

Transparency is your friend: 

Rely on our established financial

Rely on our established financial

policies.

policies.

•

Prepare 

Prepare 

vouchers for all expenses exceeding $100.00.

vouchers for all expenses exceeding $100.00.

•

T

T

wo signatures on every check (One from the President, or

wo signatures on every check (One from the President, or

Vice, and the other from the Treasurer, or Assistant.

Vice, and the other from the Treasurer, or Assistant.

•

All 

All 

expenditures exceeding $100.00 are approved by the

expenditures exceeding $100.00 are approved by the

Executive committee

Executive committee

.

.

•

Ensure that bank statements are routinely reconciled and that

Ensure that bank statements are routinely reconciled and that

detailed financial reports are made avaiable to the Executive

detailed financial reports are made avaiable to the Executive

Committee.

Committee.

Building Effective

Building Effective

Branches

Branches

•

Let your members know what’s going on: 

Let your members know what’s going on: 

Regular

Regular

communications with members and the public is essential.

communications with members and the public is essential.

The Branch should have a newsletter and in many cases radio

The Branch should have a newsletter and in many cases radio

and cable television programs. Also the Branch should have a

and cable television programs. Also the Branch should have a

Social Media presence. Branch Facebook and Twitter

Social Media presence. Branch Facebook and Twitter

accounts are a good and cost-effective way to reach a sizeable

accounts are a good and cost-effective way to reach a sizeable

audience.

audience.

•

Track your communications – Count your contacts:

Track your communications – Count your contacts:

Develop some metric for tracking who you’re actually able to

Develop some metric for tracking who you’re actually able to

contact, who’s receiving your newsletter, or who’s reading

contact, who’s receiving your newsletter, or who’s reading

your communications. Work towards increasing that number

your communications. Work towards increasing that number

so that when we need to act in a hurry, you know who you

so that when we need to act in a hurry, you know who you

can call on…

can call on…

Building Effective

Building Effective

Branches

Branches

•

Know your Story

Know your Story

: 

: 

Develop your “Elevator Speech” describing the

Develop your “Elevator Speech” describing the

important points of your work in the unit. When people ask the

important points of your work in the unit. When people ask the

question, “What are y’all doing?”, you should be able to summarize

question, “What are y’all doing?”, you should be able to summarize

your work in a brief statement that's consistent and across all

your work in a brief statement that's consistent and across all

members of your branch

members of your branch

•

People won’t join if you don’t ask

People won’t join if you don’t ask

: 

: 

The number one reason

The number one reason

people give for not being a member, is because no one has

people give for not being a member, is because no one has

ever asked them. Keep a few membership forms nearby and

ever asked them. Keep a few membership forms nearby and

ask, ask, ask. It doesn't matter the person's race, age, or

ask, ask, ask. It doesn't matter the person's race, age, or

occupation, there's a role for everyone in the Association and

occupation, there's a role for everyone in the Association and

you'll be surprised by how many people would be willing to

you'll be surprised by how many people would be willing to

join if they are approached.

join if they are approached.

Building Effective

Building Effective

Branches

Branches

•

What gets measured gets managed: 

What gets measured gets managed: 

Track your Outcomes,

Track your Outcomes,

not just your outreach. Measure your progress towards

not just your outreach. Measure your progress towards

achieving  your goals and priorities and use that data to help

achieving  your goals and priorities and use that data to help

manage your campaigns, communications, and outreach.

manage your campaigns, communications, and outreach.

•

D x V x F > R: 

D x V x F > R: 

This is known as the Beckhard-Harris change

This is known as the Beckhard-Harris change

model. Dissatisfaction multiplied by Vision multiplied by First

model. Dissatisfaction multiplied by Vision multiplied by First

Steps is greater than Resistance. If ANY of these elements is

Steps is greater than Resistance. If ANY of these elements is

missing or insufficient, then change will not occur. People

missing or insufficient, then change will not occur. People

must understand why change is necessary, have a clear

must understand why change is necessary, have a clear

picture of the planned outcome, and a clear understanding of

picture of the planned outcome, and a clear understanding of

the necessary steps to get there, or you won’t be able to wage

the necessary steps to get there, or you won’t be able to wage

the necessary battle.

the necessary battle.

Building Effective

Building Effective

Branches

Branches

•

Relationships are Everything - Meet the Messenger:

Relationships are Everything - Meet the Messenger:

Having real Relationships with Policy Makers, Elected

Having real Relationships with Policy Makers, Elected

Officials, and Media personnel is invaluable. Take the time to

Officials, and Media personnel is invaluable. Take the time to

sensitize them to your issues and help them understand WHY

sensitize them to your issues and help them understand WHY

your work is important BEFORE you have a crisis.

your work is important BEFORE you have a crisis.

•

Be a fly on the wall: 

Be a fly on the wall: 

Ensure that your Branch has

Ensure that your Branch has

representation on all of the Boards and Committees that your

representation on all of the Boards and Committees that your

City and County appoint members to. And for your public

City and County appoint members to. And for your public

meetings, (School Board, City Council, etc… ) develop a

meetings, (School Board, City Council, etc… ) develop a

rotation to ensure that you always have someone in

rotation to ensure that you always have someone in

attendance. Follow the Money! and have them report back to

attendance. Follow the Money! and have them report back to

the General membership.

the General membership.

Building Effective

Building Effective

Branches

Branches

•

Beginning at the Beginning:

Beginning at the Beginning:

Campaigns are not “One-Size Fits All”. Determine what it is

Campaigns are not “One-Size Fits All”. Determine what it is

you are trying to accomplish before you launch, and select

you are trying to accomplish before you launch, and select

and/or design a campaign specifically for the task at hand.

and/or design a campaign specifically for the task at hand.

Don’t assume that what worked before will necessarily work

Don’t assume that what worked before will necessarily work

again, no matter how similar the circumstances…

again, no matter how similar the circumstances…

•

To March or Not to March/The Right Tactics for the

To March or Not to March/The Right Tactics for the

Right Effect:  

Right Effect:  

Choose your campaigns and Direct Actions

Choose your campaigns and Direct Actions

wisely – Marches, Town-Hall Meetings, Hearings, Press

wisely – Marches, Town-Hall Meetings, Hearings, Press

Conferences, acts of Civil Disobedience, etc… are not inter-

Conferences, acts of Civil Disobedience, etc… are not inter-

changeable. Using the wrong tactic at the wrong time can

changeable. Using the wrong tactic at the wrong time can

make the branch appear self-serving, disconnected, or afraid…

make the branch appear self-serving, disconnected, or afraid…

Building Effective

Building Effective

Branches

Branches

•

Invite yourself to the “Meeting before the Meeting”: 

Invite yourself to the “Meeting before the Meeting”: 

By

By

the time a Municipal Government or Board holds a vote at a

the time a Municipal Government or Board holds a vote at a

public meeting, they have already been approached, briefed,

public meeting, they have already been approached, briefed,

and have been given time to form their opinions. The public

and have been given time to form their opinions. The public

vote is the LAST step in the process. The time to influence the

vote is the LAST step in the process. The time to influence the

process comes in the “meetings before the meetings”

process comes in the “meetings before the meetings”

•

Find the Fight/ “What kind of Peace do you have?”: 

Find the Fight/ “What kind of Peace do you have?”: 

There

There

are two types of Peace – The Peace that indicates the

are two types of Peace – The Peace that indicates the

presence of justice, or the Peace that indicates the absence of

presence of justice, or the Peace that indicates the absence of

conflict. Sometimes we have to disturb the one to create the

conflict. Sometimes we have to disturb the one to create the

other.

other.

Building Effective

Building Effective

Branches

Branches

•

“Volun-telling” your Volunteers – Use recruiting to

“Volun-telling” your Volunteers – Use recruiting to

import capacity: 

import capacity: 

If there are issues facing your communities

If there are issues facing your communities

that need attention, but you lack the capacity to address them

that need attention, but you lack the capacity to address them

effectively, recruit the experts and talent you need to do the

effectively, recruit the experts and talent you need to do the

job.

job.

•

People can’t do what they don’t know: 

People can’t do what they don’t know: 

Be responsible and

Be responsible and

accountable for Educating the community about issues of

accountable for Educating the community about issues of

importance. Having representation on Boards, committees,

importance. Having representation on Boards, committees,

and in meetings, will allow you to gather great amounts of

and in meetings, will allow you to gather great amounts of

critical information that many in the community won’t have.

critical information that many in the community won’t have.

Be intentional about creating spaces to share that knowledge

Be intentional about creating spaces to share that knowledge

with the community at large.

with the community at large.

Building Effective

Building Effective

Branches

Branches

•

Know the Politics of Local Press: 

Know the Politics of Local Press: 

Learn the beats of

Learn the beats of

individual reporters and develop personal relationships, meet

individual reporters and develop personal relationships, meet

with your local editorial board, build local e-media tools, and

with your local editorial board, build local e-media tools, and

remember – most media is Event based, not Issue based.

remember – most media is Event based, not Issue based.

•

We’ve got 108 years – We don’t need 15 minutes: 

We’ve got 108 years – We don’t need 15 minutes: 

No

No

matter how pressing the issue, always take the time to

matter how pressing the issue, always take the time to

research it fully, develop a real strategy, 

research it fully, develop a real strategy, 

with measurable goals

with measurable goals

and real metrics

and real metrics

. Credibility is our only weapon, we must guard

. Credibility is our only weapon, we must guard

it, and use it effectively. NEVER cede the Moral high-ground.

it, and use it effectively. NEVER cede the Moral high-ground.

Don

Don

’t sacrifice substance for speed.

’t sacrifice substance for speed.

Building Effective

Building Effective

Branches

Branches

•

Silos are for Grain: 

Silos are for Grain: 

As a uniquely democratic community

As a uniquely democratic community

organization, we are strongest when we are most inclusive. Be

organization, we are strongest when we are most inclusive. Be

intentional about providing opportunities for new and

intentional about providing opportunities for new and

different voices to contribute and fully participate in the work.

different voices to contribute and fully participate in the work.

•

Speak up! Speak Out! Take Action!: 

Speak up! Speak Out! Take Action!: 

The NAACP is a protest

The NAACP is a protest

organization and the community depends on us to speak out

organization and the community depends on us to speak out

against injustice. When racism and discrimination strikes, a

against injustice. When racism and discrimination strikes, a

model Branch will speak out and take action. The NAACP

model Branch will speak out and take action. The NAACP

Branch must not concern itself with the popularity of the

Branch must not concern itself with the popularity of the

cause. Remember: Our job is not to do what is popular and try

cause. Remember: Our job is not to do what is popular and try

to make it right; but rather the NAACP must do what is right

to make it right; but rather the NAACP must do what is right

and try to make it popular!

and try to make it popular!

Building Effective

Building Effective

Branches

Branches

If you are silent about your pain, they’ll

kill you and say you enjoyed it…

~Zora Neale Hurston

Contact Info

Contact Info

Jonathan McKinney

Jonathan McKinney

: 

: 

Mid-Atlantic

Mid-Atlantic

 Regional Director

 Regional Director

jmckinney

jmckinney

@naacpnet.org

@naacpnet.org

443-257-4386

443-257-4386