The complexities of the multi-faceted public-private organization that is SAMAB demand clear understanding of roles, responsibilities, lines of authority, and accountability. The following outlines responsibilities and relationships for key SAMAB participants. These tie to positions shown in the SAMAB Organization Chart. (Needs careful review. Still needs pieces on Vice Chair, SAMAB-CESU relation, Foundation, Foundation Executive Committee members, Biosphere Reserves, others? Not much here on relationships/accountability.) SAMAB Cooperative Signatory Officials Authorize or terminate individual agency participation in SAMAB Cooperative. Approve substantive amendments or modification to the Interagency and Cooperative Agreement for the Establishment and Operation the Southern Appalachian Man and the Biosphere Cooperative, including its objectives and statement of work. Assign and assure participation of one high level representative from the member agency to serve on the SAMAB Executive Committee to manage and direct the Cooperative. Provide broad guidance and feedback to the agency Executive Committee member relative to program direction and significant policy issues based on periodic reports and regular meetings or communications on program plans and progress. Participate in annual meeting of agency signatories, key officials, and the Executive Committee to discuss program direction and progress. Authorize funding and resource support for the SAMAB Cooperative and project activities, as appropriate, for the member agency. Encourage staff support and participation in SAMAB committees, initiatives, and collaborative projects which further the mutual objectives of the Cooperative and the member agency. SAMAB Executive Committee Establishes SAMAB program policies, consistent with the Cooperative's objectives; manages and directs the Cooperative. Establishes and maintains the SAMAB Coordinating Office and an organizational framework to carryout the functions of the Cooperative. Selects Executive Director and other administrative staff as necessary, provides broad functional supervision and authorization of activities. Plans, approves, and implements a program of work for the Cooperative. Approves annual budget for the Cooperative. Reviews and approves SAMAB participation in projects and activities appropriate to Cooperative objective and the respective missions and available resources of member agencies. Committee members represent their respective agencies in Executive Committee meetings, present Agency positions on matters before the committee, and report appropriate agency activities. Members regularly report status of SAMAB activities to agency signatories and key officials, and connect with them as appropriate for guidance and feedback on program direction and significant policy issues. Members encourage and facilitate individual agency participation in the SAMAB Cooperative, coordinating activities internally as appropriate, and communicating proposed activities, opportunities for involvement, and project status. Members develop and maintain courteous and professional working relationships with all SAMAB Executive Committee members, agency representatives, the SAMAB Foundation, and other SAMAB partners to further the objectives of the Cooperative. Chairperson of SAMAB Executive Committee Provide leadership to the SAMAB Executive Committee in establishing program policies, in establishing and maintaining an organizational framework for the cooperative, and planning and implementing a program of work. Act on behalf of the Cooperative in performing actions or communicating decisions or positions approved or authorized by the Executive Committee. Direct issues, questions, or requests requiring a decision or position by the Cooperative to the Executive Committee convening regular and special called meetings, as appropriate. Serve as the principle point of contact and spokesperson of the Cooperative with the Foundation, interagency organizations, and external entities on policy and significant issues. Schedule periodic meetings with SAMAB signatory officials, the Foundation Board, and other cooperating organizations to discuss the progress and plans of the Cooperative. Serve as the principle functional supervisor of the SAMAB Executive Director to assure that activities authorized by the Executive Committee for implementation by the Executive Director and Coordinating office are executed properly and in a timely fashion. Vice-Chairperson of SAMAB Executive Committee (needs to be written) Working Committees, Initiatives, and other Work Groups Identify principle regional environmental issues in the topical or functional area of the committee, exchange information about relevant member agency activities, and develop means of communication and dissemination of information (e.g., publications, conferences, data bases) which will foster awareness and lead to solutions of these issues. Assist the Executive Committee in planning and developing a program of work for the Cooperative. Develop program initiatives and project proposals for collaborative activities among SAMAB members, other funding sources, and local partners to leverage resources and support to address regional environmental issues relative to the committee topical of functional area. Build improved working relationships among member agencies, local agencies, and other institutions, organizations and interest groups involved or concerned with environmental and development issues in the Southern Appalachian. Relationship Between SAMAB Cooperative and SENRLG The SAMAB Cooperative and SENRLG were established independently, and have different but complementary organizational purposes and scopes. The SAMAB Cooperative is managed and directed by an Executive Committee comprised of agency representatives appointed by and individually accountable to the respective signatories or designated key officials of member agencies, many of whom are also SENRLG principles. The SAMAB cultivates and supports a close working relationship with SENRLG to assure complementary of efforts, alignment of program direction and projects with mutual objectives within the Southern Appalachians, optimized use of funds, and staff of member agencies of both organizations, and effectiveness of cooperative and partnership relationships with other entities in the region. Members of SAMAB committees and work groups are also members of SENRLG committees and work groups, as appropriate. The SAMAB Cooperative recognizes the close relationship between the SAMAB Foundation and SENRLG, and supports the assistance provided by the foundation to SENRLG toward meeting the common objectives of the organizations and their member agencies. Relationship between SAMAB and the Southern Appalachian Cooperative Ecosystem Studies Unit (CESU) (needs to be written) SAMAB Foundation (needs to be written - Van Sickle) SAMAB Foundation Executive Committee (needs to be written - Van Sickle) Biosphere Reserves (needs to be written) Executive Director and Coordinating Office The Executive Director is responsible to the SAMAB Executive Committee. The Executive Director will work with Committee members (especially the Chair and Vice Chair), with the SAMAB working committees, with the SAMAB Foundation, and with the Executive Coordinator of the Southeastern Natural Resource Leaders Group to guide, coordinate, and direct the planning and implementation of the annual work plan of the SAMAB Cooperative. The Executive Director will prepare objectives, specific work plans, and budgets to achieve the goals of the SAMAB Cooperative, including the following: Develop cooperation with and among regional, state, and local governments; educational institutions; individuals; and other interested organizations to develop a model of ecologically sound management of natural and cultural resources in the region. Identify principal environmental and developmental issues related to the goals of the Cooperative. This will be accomplished in coordination with the SAMAB subcommittees and other interested organizations and individuals through a series of conferences and workshops with qualified groups or individuals. The Executive Director will serve as the Secretariat for this activity. Undertake an ongoing and comprehensive effort to identify long-term, sustainable, and ecologically sound economic development opportunities. Undertake cooperative research and resource management initiatives that are regional in scope, and disseminate the resulting information from these activities. Develop and implement an environmental education program with the public school systems of the region and with other interested organizations. This regional effort would be developed in collaboration with the existing efforts of member agencies. Produce and disseminate informational materials appropriate to SAMAB projects and goals. Coordinate activities of the SAMAB Foundation, a non-profit organization, for the purposes of working with the Cooperative to accomplish the above objectives. Establish SAMAB as a focal point for communication and coordination with the U.S. MAB Program, its National Committee, and member organizations. The Executive Director will establish and maintain a SAMAB Coordinating Office staffed to fulfill the following functions: Executive direction Administrative support Outreach/PR Web page development/computer programming support Project management Operating funds for the Coordinating Office will be contributed by Cooperative members to support functions 1-4 above. (These include, minimally, spring and fall meeting organization, Executive Committee meetings support, periodic newsletters, and limited Web page development and maintenance.) In addition, the Coordinating Office may receive special-project funds to coordinate and implement specific projects as directed by the Executive Committee. (These special projects may be accomplished through in-kind support from members and/or through subcontract(s) with other organizations or individuals.) Special-project funds would support function 5 above and other functions beyond those supported by annual operating funds. Budget and staffing for annual operations and special projects will be congruent with the annual work plan and with funds available and will be agreed upon annually (or more often as needed) by the Executive Director and the Executive Committee. Return to Top of Page