FACILITATOR GUIDE - Phi Kappa Tau Fraternity
advertisement
FACILITATOR GUIDE Regional Conference Objectives 1. After participating in the Phi Kappa Tau Regional Conference each officer will be able to articulate the core duties in their position. 2. After participating in the Phi Kappa Tau regional conference each officer will be able to execute their duties with a confidence of 4 out of 5. 3. After participating in the Phi Kappa Tau regional conference the participant will be able to recognize bystander behavior. 4. After participating in the Phi Kappa Tau regional conference the participant will demonstrate how to work as a team to respond to issues as they arise in chapter operations. 5. After participating in the Phi Kappa Tau Regional Conference participants will be able to analyze the chapter status on key metrics in the Borradaile Challenge. GETTING TO KNOW PHI KAPPA TAU Historical Timeline 1906 -Non-Fraternity Association is founded at Miami University by Taylor A. Borradaile, Clinton D. Boyd, Dwight I. Douglass and William H. Shideler 1907 -First Founders Day Banquet is held 1909 -Name changes to Phrenocon 1911 -SIDELIGHTS, the forerunner to The Laurel, becomes the official national publication -First National Convention is held in Athens, Ohio 1916 - s as Alpha chapter 1917 -More than 250 Phi Taus serve in World War I between 1917 and 1918 1923 -First Phi Kappa Tau Central Office opens in Indianapolis 1931 - Phi Kappa Tau anniversary is celebrated as the Silver Jubilee in Oxford, Ohio -Phi Kappa Tau becomes second National Fraternity to build a national headquarters; office and Alpha Memorial Chapter House is dedicated to the four founding fathers 1940 -Founder Dwight I. Douglass, enters Chapter Eternal 1941 -More than 8,000 Phi Taus serve in World War II between 1941 and 1945 1945 -Foundation becomes an Ohio corporation not-for-profit 1947 -P.M. Harrington, 1950 -Founder Clinton D. Boyd, -Roland Maxwell, , becomes the first Phi Tau to serve the NIC enters Chapter Eternal writes the creed of Phi Kappa Tau 1956 - Phi Kappa Tau th anniversary is celebrated as the Golden Jubilee in Oxford, Ohio 1958 -Founder William H. Shideler, , enters Chapter Eternal 1959 -National President Maxwell retires from office to become the first Phi Tau chairman of the NIC; receives NIC gold medal 1968 -IMPACT, the forerunner to Leadership Academy, is created 1969 - Phi Kappa Tau 100th chapter charters as Delta Delta chapter at Bryant College 1970 -The term "associate member" is introduced at National Convention 1977 -Founder Taylor A. Borradaile, , the last living founder, enters Chapter Eternal at age 92 1981 -Phi Kappa Tau th anniversary is celebrated as the Diamond Jubilee in Oxford, Ohio -Phi Tau Circle memorial is dedicated to Miami University 1982 -Ewing T. Boles, Kappa Tau Foundation up to $1 million. At the time, Boles' gift was the largest ever made to a fraternity foundation 1984 -Boles receives NIC gold medal -Mitch McConnell, , is elected a U.S. senator from Kentucky 1985 -Jack Anson, , receives NIC gold medal 1988 -First Phi Kappa Tau Leadership Academy is held at Miami University -First risk management policies are introduced 1990 -George Voinovich, , is elected governor of Ohio 1992 -Honorary Founder Boles enters Chapter Eternal 1994 -Astronaut Leroy Chiao, , becomes first Phi Tau to walk in space 1995 -Phi Kappa Tau adopts the Association of Hole in the Wall Camps ( Network) as its national philanthropy at the 52nd National Convention 1998 -Voinovich is elected a U.S. senator from Ohio 1999 -Fraternity and Foundation move to current Executive Offices 2000 -Bill Jenkins, , is elected NIC president and wins AFA Jack Anson Award 2001 -Phi Kappa Tau Fraternity and Foundation consolidate -Commitment to Character capital campaign begins with $7million goal 2005 -Jenkins receives NIC gold medal 2006 - Phi Kappa Tau anniversary is celebrated at the Centennial Celebration in Oxford, Ohio -Centennial Garden is dedicated at the Executive Offices and Phi Tau Circle memorial is rededicated to Miami University 2007 -Strategic planning process begins for the second century 2008 -Paul Newman enters Chapter Eternal 2010 -First Presidents Academy is held in Dayton, Ohio -Volunteer Certification Program is launched -Leadership Academy becomes an annual event -First Volunteer Development Institute is held in Lexington, Ky. 2011 -First Phi Kappa Tau Conclave is held in Oxford, Ohio -First National Service Event is held at Roundup River Ranch, a SeriousFun camp in Vail, Colo. Directory Fraternity National Council Executive Offices Staff Foundation Board of Trustees National President Steve Nelson, National Vice President Rick Keltner, Chief Executive Officer *Steve Hartman, Chief Executive Officer Steve Hartman, Executive Assistant Cindy Morgan Finance Coordinator Lisa Adams Josh Bleidt, Bill Brash, Mike Dovilla, BaldwinSean McManus, Dave Ruckman, Thomas Skena, Scott Stewart, NebraskaCliff Unger, Director of Chapter Services Tim Hudson, Resource and Development Coordinator Ray Sophie, Expansion Coordinator Alex Koehler, Expansion Consultant Michael Lukins, Admin Assistant-Chapter Services Lori Foister Chairman David Ruckman, First Vice Chairman Scott Stewart, NebraskaSecond Vice Chairman Will Fisher, Treasurer Brian Hardy, Secretary James Hamilton, Undergraduate Advisory Board President Tyler Vienot, AJ Broderick, Ryan Bruchey, Manual Davila-Molina, Jamison Heard, Ken Johnson, Nathan Shuler, Trevor Sullivan, Jack Van Bibber, Steve Chaddick, John Green, Nebraska Director of Educational Initiatives Sarah Rochford Programming Coordinator Dustin Brown, *Steve Hartman, Reza Hashampour, Greg Heilmeier, Rick Keltner, Dick Michael, Steve Nelson, Jeff Rivard, Ross Roeder, Brent Vickery, Texas- Multimedia Associate Marty Dunning, Communications Associate Cole Yearwood, Oklahoma * Non-voting member ** Foundation representative *** Fraternity National Council representative Director of Development Tyler Wash, Development Coordinator Julia McMurray Admin. Assistant-Foundation Angie Van Winkle National Advisors Contact information is available at www.phikappatau.org/contact Chief Financial Officer/Treasurer Ken Loewen, Chief Learning Officer Wes Fugate, Recruitment/Retention Mike Gabhart, Ritualist/Chaplain Fr. Nicholas R. A. Rachford, Service Jordan Loeb, Chapters of Phi Kappa Tau Miami Ohio Ohio State Centre Mount Union Illinois Muhlenberg Transylvania Coe Kentucky Purdue Lawrence UC Berkeley Franklin & Marshall Penn State Southern California Rensselaer Syracuse Michigan Nebraska Wesleyan Bethany North Carolina State Colorado Wisconsin-Madison Michigan State New York Delaware Case Western Kansas State Oregon State Florida William & Mary Pennsylvania Washington State Auburn Ohio Wesleyan Iowa State West Virginia Lafayette Washington Georgia Tech Colorado State 1906 1911 1912 1914 1915 1916 1916 1919 1920 1920 1920 1920 1921 1921 1922 1922 1922 1922 1923 1923 1923 1923 1924 1924 1924 1924 1924 1925 1925 1925 1926 1926 1926 1927 1927 1928 1928 1928 1928 1929 1929 1929 Cornell Colgate Akron Mississippi State Texas-El Paso Baldwin-Wallace Texas-Austin Louisville Idaho U of Miami Southern Mississippi New Mexico State New Mexico Kansas Florida State Oklahoma State Indiana Kent State San Diego State Georgia Maryland Middlebury UCLA Idaho State Bowling Green Hobart Westminster Southern Illinois Cal State-Long Beach Cal State-Chico Michigan Tech Cincinnati St. John's Northern Michigan U of the Pacific Connecticut East Carolina Western Michigan Sacramento State C.W. Post Central Michigan Bradley 1930 1937 1938 1938 1941 1942 1943 1947 1947 1948 1948 1948 1948 1948 1949 1949 1949 1949 1950 1950 1950 1950 1950 1950 1950 1952 1952 1953 1956 1958 1959 1959 1960 1961 1961 1961 1962 1962 1963 1964 1965 1965 RIT East Central Oklahoma Cal State-Fullerton Youngstown Nebraska-Kearney UC-Davis Old Dominion Spring Hill Northeastern Delta State Texas State La Salle Iowa Wesleyan Evansville Ole Miss Bryant St. Cloud Emporia State Marshall Georgetown New Mexico Highlands Tennessee Muskingum Santa Fe Wright State Cleveland State Pan American Murray State Eastern Kentucky Webber Cal Poly-Pomona Tennessee-Martin Arkansas Rochester Rider Truman State Texas A&M West Virginia Tech College of New Jersey Virginia Wesleyan William Paterson Buffalo State Oswego State San Francisco State Barry Rutgers 1966 1966 1966 1967 1967 1967 1967 1967 1968 1968 1968 1968 1968 1968 1969 1969 1969 1970 1970 1970 1970 1971 1971 1972 1975 1975 1975 1982 1982 1982 1984 1984 1985 1985 1986 1987 1987 1987 1988 1988 1989 1989 1990 1991 1993 1993 Longwood UNC-Pembroke Clemson Pace 1994 1994 1995 1995 Frostburg State 1996 Northern Kentucky 1997 Indiana U of Pennsylvania 1997 Chapman 1998 Arizona 1998 St. Louis 1998 Indiana State 1999 Virginia Tech 2001 John Carroll 2001 Shepherd 2002 Belmont 2005 Saginaw Valley State 2009 San Jose 2009 Charleston 2012 North Texas 2010 Lynchburg 2013 Italics=Inactive Chapter Bold Italics=Colony Phi Kappa Tau Foundation Throughout a history that spans a hundred years and beyond, Phi Kappa Tau has been instrumental in developing men of character: Educators. Senators. Business leaders. Astronauts. Medical professionals. Over time, the foundational elements, the educational building blocks, of that process have come into sharp focus: Learning.Leading.Serving. Just as an older brother might guide a younger sibling in the ways of life, Phi Kappa Tau alumni their own character forged by the flames of fraternal ideals reach out to their young brothers to ensure that the process of building character and developing leaders remains a strength and priority of the brotherhood. Through their gifts to the Phi Kappa Tau Foundation, these brothers help cast the links that build a bond across the generations and craft the character of each member of the Fraternity. The Foundation is guided by a volunteer Board of Trustees, each successful in their own right and collectively committed to unflinching stewardship of the many generous gifts contributed by alumni and undergraduates, parents and phriends of Phi Tau. Each year, Foundation trustees distribute funds that support national, regional, and chapter educational and character-building programs; undergraduate and graduate academic scholarships; and philanthropic gifts and volunteer stipends the . The Phi Kappa Tau Foundation is a 501(c)(3) organization as defined by the IRS; gifts are tax 6024975. Chapter Educations Grant Funds The Chapter Educational Grant Funds are accounts within the Phi Kappa Tau Foundation. They are set up to receive gifts and restrict them for the educational benefit of specific chapters. The l endowment or Fraternity. The local Board The Chapter Educational Grant (CEG) funds can be used to provide scholarships; academic incentives; grants for Leadership Academy, Presidents Academy, Regional Conferences and Building Men of Character Retreats; national leadership programs, such as the Undergraduate Interfraternity Institute (UIFI) or LeaderShape; and other educational programs. Certain housing projects may qualify for funding provided those projects are educational in nature. Such building projects may include chapter house libraries, study labs/rooms/facilities, and computer technology. Phi Kappa Tau Core The Creed of Phi Kappa Tau Phi Kappa Tau, by admitting me to membership, has conferred upon me a mark of distinction in which I take just pride. I believe in the spirit of brotherhood for which it stands. I shall strive to attain its ideals and by so doing to bring to it honor and credit. I shall be loyal to my college and my chapter and shall keep strong my ties to them that I may ever retain the spirit of youth. I shall be a good and loyal citizen. I shall try always to discharge the obligation to others which arises from the fact that I am a fraternity man. Roland Maxwell, November 19, 1950 Vision The vision of Phi Kappa Tau is to be recognized as a leadership organization that binds men together and challenges them to improve their campuses and the world. Mission The mission of Phi Kappa Tau is to champion a lifelong commitment to brotherhood, learning, ethical leadership and exemplary character. The Phi Kappa Tau Dictionary Alumni Clubs A group of alumni, not connected by a specific chapter but by a geographic location, that meets at least once a month for the purpose of networking. Alumni Officer Report A required annual report that lists changes in alumni officer positions and new contact information, compiled by the Board of Governors chairman. Alumni Relations Report A required annual report that lists alumni events and accomplishments, submitted by the chapter. Annual Budget The fiscal overview for the academic year, compiled by the chapter treasurer. Annual Report -recognition publication. Associate Manual Given to each associate member at his time of association, the manual contains information about Phi Kappa Tau and is sometimes referred to as Associate Member however, Phi Kappa Tau does not officially recognize that reference. Board of Governors (BOG) The supervisory body of a chapter composed of at least three graduate members, the chapter president and one other member of the Resident Council. The BOG is responsible to the National Council in all matters and reports directly to the Domain Director. BMC Acronym facilitated by the Fraternity at the chapter level. -day leadership program offered and Borradaile Challenge The overall code of practice for the Fraternity. Named for Founder Taylor A. Borradaile, the Challenge is comprised of 14 metrics that chapters and officers have agreed are important to our success. Standards must be met in membership, recruitment, programming and operations, scholarship, finance, philanthropy, community service, risk management, national participation, alumni relations, and reporting. Chapters can achieve Basic, Order of the Star or Maxwell status. Results are available online and can be accessed by any member. Brothers Trust The undergraduate giving program sponsored by the Phi Kappa Tau Foundation. Students are encouraged to give gifts of $60 or $120 annually. Bylaws A set of chapter rules and regulations developed by the chapter for the purpose of the organization. Chapter Educational Grant (CEG) Chapter funds, sponsored by the Foundation, that members can use to donate money directly to a particular group for educational purposes. Chartering The ceremony held when a colony has reached all requirements set by the Fraternity to become a chapter. This ceremony marks the transition from a colony to a chapter. Colony The status given to undergraduate groups that are working on fulfilling the requirements set by the Fraternity to become a chapter. Conclave The Phi Kappa Tau Conclave is an off-Convention-year event that brings brothers to Oxford, Ohio, from across the country to discuss Fraternity issues, visit Phi Kappa Tau's founding sites, and celebrate chapter and individual member achievement. Community Service Report A required annua Constitution and Statutes The governing document of Phi Kappa Tau Fraternity. Dashboard -reporting website that gives members real-time updates on reports, members and officers. Chapter presidents, treasurers and membership orientation officers report associate members on the Dashboard, and those members must sign up for the site to complete their associate registration process. Domain Each chapter is grouped with two to four other chapters in one of 39 regional domains. Domain Director development of a supportive Board of Governors. This includes ensuring policy and standard compliance through the Borradaile Challenge and serving as the primary National Fraternity of Governors and the coordination of resources and programs that will aid in chapter development at the Graduate and Resident Council levels. DCS Acronym Educational Committee Responsible for implementing the Comprehensive Education Plan, the committee is composed of lead volunteers or deans of major Phi Kappa Tau educational programs, as well as the director of educational initiatives and chief learning officer, who serves as chairman. Ewing T. Boles Executive Offices The building that holds the Phi Kappa Tau Fraternity and Foundation staff. The Exchange Formerly the Resource Library, this section of the Phi Kappa Tau website houses educational, officer, volunteer and historical resources. Executive Offices Staff Expansion The process that increases the number of chapters in the Fraternity. Expulsion Manual Details the process of expelling a member from the Fraternity. FIPG Acronym Foundation Board The appointed group of volunteers who serve as trustees to the Phi Kappa Tau Foundation. Founding Fathers The four men who started the Fraternity Shideler and Clinton D. Boyd. Taylor A. Borradaile, Dwight I. Douglass, William H. Founders Month of Service he month of March, members and phriends of Phi Tau participate in service activities t four founders. GIN System Each chapter has the option of creating a public website and private members-only site, called a Group Interactive Network (GIN) system, free of charge. The GIN System, a full-service technology Graduate Council A term used to describe the alumni membership of each chapter. Heritage Society Donors who indicate the Phi Kappa Tau Foundation as a beneficiary in their will. Interest Group A group of undergraduate men interested in bringing Phi Kappa Tau to their campus. IRS 990 All chapters submit the explanation form to the Executive Offices, but only qualifying chapters must complete the IRS form. The Laurel -winning national magazine published each year under the direction and authority of the Board of Trustees of the Phi Kappa Tau Foundation. Leadership Academy An intense, five-day educational program where undergraduate members discuss fraternal values, current situations in the Greek world, leadership development and specific chapter-management skills. Learning Objective A concise statement of what a student will be able to do at the conclusion of a course or program. Learning Organization Adopted by Phi Kappa Tau as the theoretical framework behind the Comprehensive Education Plan, the learning organization was developed by Peter Senge and is made up of five components: Systems Thinking, Personal Mastery, Mental Models, Building a Shared Vision and Team Learning. Membership Accident Protection Program (MAPP) The Member Accident Protection Program is a benefit of Fraternity membership. The program is intended to complement the health insurance of every undergraduate member and serve as a coverage for injuries as a result of an accident. The premium for the program is paid by the Fraternity and may be canceled or changed at the sole discretion of the Fraternity at any time. The information provided is for informational purposes only and is not intended to replace an insurance contract. Maxwell The highest award an undergraduate chapter can receive. Presentations for the award are made annually at Conclave or National Convention. Membership Orientation (MO) An associate member program that is developed and implemented by the local chapter after approval from the Executive Offices. A national Mark of Distinction Membership Orientation program is also available. Membership Orientation Officer (MOO) An initiated undergraduate who runs the membership orientation program for the associate member class. National Convention Held every two years, the National Convention serves as the supreme governing body of the Fraternity. One alumnus and one undergraduate delegate from each chapter serve as the vote for each group. National Council Phi Kappa Tau . Officer Transition The training period between new and retiring officers. The Officer Transition Manual is located on the Phi Kappa Tau website. Omega Fi The organization the Fraternity uses for chapter financial services. Long-term financial and housing stability, as well as operational success, are Omega Fi Philanthropy Report A required annual report that lists the funds chapters raise for SeriousFun camps or other organizations, submitted by the chapter. Phi Kappa Tau Foundation ional- and characterbuilding programs; undergraduate and graduate academic scholarships; and philanthropic gifts and volunteer stipends for the SeriousFun Camps. The Foundation is a public, charitable and educational entity. Phi Kappa Tau Hall of Fame A group of Phi Kappa Tau members that have excelled in their professions. Planner A monthly eNewsletter sent to the Resident Council and chapter volunteers detailing chapter business and news. Presidents Academy An annual three-day leadership program that teaches chapter presidents the basis for holding the and other leadership-development sessions. Reflections Book rstanding of the Ritual. The book contains a reflection for each chapter meeting of the year. Regional Conferences The one-day conference curriculum combines practical chapter-management training with valuesbased programming. Under the direction of Domain Directors and other alumni volunteers, the conferences allow undergraduates to experience Phi Kappa Tau at a national level. Resident Council A term used to describe the undergraduate membership of each chapter. Response Ability A program designed to educate undergraduates on bystander behaviors and effective ways to confront negative behavior. Risk Management Programs Chapters must conduct four risk management programs annually. The programs include Policy Overview, Fire Prevention, Health Education/Sexual Abuse, and Alcohol/Drug Abuse. Ritual Book Ritual Retreats An educational program that focuses on appreciating the words and intentions of the four founding fathers and understanding the Ritual of Phi Kappa Tau. The program is held at a RMC Acronym An educational program, presented at the -Step Recruitment Process, branding your chapter and recruitment tips. opy. Founded in 1988 by Paul Newman, , the organization provides safe summer camp experiences for children with serious and life-threatening conditions. Chapters consistently raise $100,000 for the camps annually, and $300 travel stipends are available through the Phi Kappa Tau Foundation for undergraduates who volunteer. The name changed from the Association of Hole in the Wall Camps in April 2012. Spring/Fall Billing Sent each semester to chapter officers from the Executive Offices. Standards Board An undergraduate committee that monitors both positive and negative standards of the chapter. Undergraduate Advisory Board Consisting of 10 undergraduate members, the Undergraduate Advisory Board (UAB) is meant to advise the National Council and allow more undergraduates to get involved at the national level. The UAB does not have a vote on the National Council. UniLOA Acronym Indiana State University, the results of this assessment are strengths and deficiencies in its learning-content areas, based on a national scale in comparison to other fraternities. The seven determining criteria are: Critical Thinking, Self-Awareness, Communication, Diversity, Citizenship, Leadership and Membership and Relationships. Voluntary Withdrawal own desire. Warblers The group of undergraduates and alumni that gather at annual events to form the Phi Kappa Tau choir and sing Fraternity songs. Creating a Culture of Learning. Leading. Service: TEAM Approach Teach Expectations: Follow the curriculum Have meaningful one-on-one conversations with participants Share your perspective Ask questions, don’t offer answers Take advantage of teachable moments Model how to have fun and maintain character Use the language of the mission and creed Enforce Expectations: Don’t let the little things slide Demonstrate a nurturing, development attitude Confront behavior, conversation and perspectives that are in contrast with the ideals of Phi Kappa Tau Offer encouragement often Lean into the discomfort of having to be tough Encourage their ability to make change Emphasize the importance of character, both within the Fraternity and in everyday life Advocate Expectations: Stress the importance of character, learning, leading and serving Encourage them to take risks Promote the use of values in decision making Emphasize the possibility rather than the reality Talk about the mission and creed and how you put them in action Encourage a balance of social, brotherhood and Ritual Encourage active participation Model Expectations: Use appropriate language Arrive on time, ready to go and excited at all sessions Use appropriate confrontation Employ effective coaching and facilitation Participate in all reflection and group activities Bring the mission and creed to life Emphasize the need for courage when dealing with difficult issues Be someone they look up to Facilitator Competencies The facilitator will exhibit skills in communicating by: Expressing ideas clearly and accurately. Showing a lively interest in the subject. Thinking well on his/her feet. Showing a sense of humor with a sense of seriousness. The facilitator will regulate his/her remarks to: Avoiding expressing personal opinions. Summarizing at appropriate times. The facilitator encourages group participation by: Seeing that participation is distributed evenly among members. Maintaining eye contact with the entire group. Being alert to nonverbal cues of interest and boredom. The facilitator creates an accepting atmosphere by: Showing an interest in the opinions of all members. Accepting and supporting minority views. Encouraging freedom to expressing feelings without threat of reproach. Helping students examine materials and their method of arriving at conclusions. The facilitator shows skills in guiding the discussion by: Providing examples and facts to emphasize points. Listening critically for puzzling aspects away from inappropriate remarks. The facilitator will encourage students to evaluate themselves by: Encouraging students to question the validity of their arguments or reasoning. Helping students examine materials and their method of arriving at conclusions. The facilitator demonstrates skills in summarizing by: Having students summarize main points. Encouraging students to explain how their ideas/opinions have changed. Encouraging students to predict how the discussion could affect the future behavior. How to Read the Curriculum Session Objectives Each session will have objectives or learning outcomes that are desired for each participant as they experience the curriculum. Session Supplies If there are supplies needed for the session, they will be provided to you. Session Notes Some of the sessions will have special notes that you need to be aware of when facilitating. Session Outline The Heading Divides up the session into major curriculum pieces Denotes timing marks for the session. The number on the left is how much time XX/XX you should spend on that section, and the number on the right is the total time remaining for the session (e.g., time on section/time remaining in session). FC Indicates that something should be flip-charted before or during the session. Logistical Instructions Indicates how to set up an activity. Directions or Read to Group Highlighted sections should be read directly to the group. Non-highlighted sections can be paraphrased OR read directly to the group. Italicized sections are directions for you, the facilitator. Processing Indicates processing questions that should be asked. If a question elicits a specific answer, the answer is provided. The entire box will be shaded. Facilitator Note Indicates that there are special instructions or something that you should be aware of in terms of your roles and responsibilities. Faculty Schedule Attire: Business Casual Time Activity 7:45 a.m. Facilitator Arrival and Set Up 8:00-9:00a.m Student Check-In 9:15-10:30 a.m. Opening Session 10:45-11:45 a.m. Breakout Session #1-Position Overview 12:00-1:00 p.m. 1:15-2:15 p.m. Lunch State of the Fraternity Breakout Session #2-Goal Setting 2:30-3:30 p.m. Breakout Session #3-Communication 3:45-5:00 Closing Session OPENING SESSION Welcome & Expectations Saturday, 9:15-9:35 a.m. Lead Facilitator Session Objectives Welcome the Participants Explain the Purpose and Format Introduce Facilitators Supplies Needed Pen for participant Notepad for participant Nametag Screen/Projector/Sound/Microphone Room Setup: Theater style, no tables (if possible) Session Outline 5/20 Logistical Instructions 5/15 Facilitator Note Opening Video Have music playing as students enter, PKT regional conference power point on screen with logo. Facilitators stationed around the room to welcome. Each participant needs his nametag, binder and pen. Play opening video. Make sure that the lights are dimmed for the video and that the audio is turned up. Welcome Use the microphone Welcome Officers! this morning. year and are thrilled to see everyone. By looking around the room I can tell that it is going to be a great year for Phi Kappa Tau. Read to Group My name is (insert lead facilitator) and I serve as the lead facilitator for the (insert conference) Regional Conference. We have a great team of facilitators for you to work with in your officer tracks throughout the day, in addition to staff from the Phi Kappa Tau executive office to ensure that things run smoothly. The Regional Conference is developed to provide training for new officers, allow the officers to connect with fellow leaders from other chapters and provide them an opportunity to examine and plan for the remainder of their term as officers. today will l introduce you to our amazing team of volunteer facilitators and staff and then well get started. 5/10 Overview of the Day We will open, eat and close together as a large group. Throughout the day you will be in smaller sessions by officer tracks. As I call out our different tracks, stand up if you that particular officer and look around at what a great group we have. President, Vice President, Membership Orientation, Recruitment, Scholarship, Vice President of Alumni Relations, Treasurer and Risk Management. If your office was not identified as a track you have two options, working with your president to identify an appropriate track to attend, or attending the Recruiting Men of Character sessions. 5/5 Expectations our large group sessions. Each of your officer track breakout to help direct you, if you have any questions. We expect you to have your nametag, notepad and pen with you throughout the day. you put into to. Phi Kappa Tau is committed to Leading. Learning and Serving, so make the most of the weekend by taking an active role in teaching and learning. Share best practices. Each of your chapters does something well and has examples of innovative ideas, whether it be from you or other groups on your campus. Feel free to share those throughout the day. Your chapter has paid for you to attend and we want to make this a valuable experience for both you and your members when you return home. In order to gain the most from this experience we expect you to: Stay for the entirety of the day. The day is intentionally designed to build upon concept. Maximize your experience and fulfill your commitment to the Fraternity by staying for the duration of the day. Create connectionsofficers here. Use the down time to meet the men around you and share resources and best practices. means being willing to hold your brothers accountable. We want to challenge you today and throughout the year. Are there any questions? Introduce Facilitators themselves. Have facilitators share a sentence or two identifying their history with PKT and which track they will be facilitating. Notes/Announcements: Opening Session Lead Facilitator Saturday, 9:30-10:10:30 a.m. Session Objectives Meet one another Recognize bystander behavior Introduce case study scenario Supplies Needed Simon Sinek video What would you do video Session Outline 8/60 Logistical Note Read Aloud Introduction Consider transitioning facilitators, if needed. Make sure the lights are turned on and the room is bright. We want to give you a chance to start to create some of those connections. I want everyone to stand up and move so you are sitting between two people that you Take a moment to introduce yourself and share where you go to school your hometown and your position in the chapter. Watch the time and get them settled quickly. 25/52 Start with Why? (if there are hands) Great, can you share with me the concept? (allow the student to share then continue) Read Aloud (if there are no hands) continue on... Simon Sinek gave a TED talk posed the question of what things would be like, if ick clip that explains his theory. Play video clip He started by saying: If Apple were like everyone else, a marketing message from them might sound like this: "We make great computers. They're beautifully designed, simple to use and user friendly. Want to buy one?" He goes on to reframe it, starting with Why. Here's how Apple actually communicates. "Everything we do, we believe in challenging the status quo. We believe in thinking differently. The way we challenge the status quo is by making our products beautifully designed, simple to use and user friendly. We just happen to make great computers. Want to buy one?" Totally different right? People don't buy what you do; they buy why you do it. So thinking through this concept I want you to turn to your partner and identify the why for Phi Kappa Tau. What is our why? Where would you look to find it? (give them 3-5 minutes to discuss) Can I have a few volunteers share with me what you consider the Why of Phi Kappa Tau, to be. After listening to these ideas, do you agree that we have found the Why of Phi Kappa Tau? direction behind everyday activities as an officer. Our why is our ritual, out cardinal principles, our core values. If we know our core values-Leading, Learning, Serving. Who can give me an Using the example walk through to get to the why. Great example, so how do we use the why when we are doing (insert example)? Now I want you to think about yourself. What is your Why for your life in Phi Kappa Tau? On your notepad, jot down what your Why is, why do you do what you do? What drives your gut decisions?. What guides you in your everyday activities? (give time to reflect-approx. 2 minutes) Now looking at what you wrote down, think about who in your life could tell you People don't buy what you do; they buy So why does this matter? Why would we start off our national officer training conference talking about why? We know that according to Kouzes clarify the principles that will overn your life and the ends that you will seek, you especially turns our to be self-knowledge. 22/27 Knowing your why and the why of Phi Kappa Tau will make you a stronger leader. Bystander Behavior Thinking through the why lens of Phi Kappa Tau, we want to talk about the concept of leadership and accountability. How many of you struggle in your chapter will getting the brothers to do what they said they will do? How many of you ever talk about bei Or that brotherhood is challenging your brothers to be something greater than what they currently are? Share with the group the bystander theory: What is the Bystander Effect? The term bystander effect refers to the phenomenon in which the greater the number of people present, the less likely people are to help a person in distress. When an emergency situation occurs, observers are more likely to take action if there are few or no other witnesses. Each week they test out another scenario where they violate social norms to see if people will intervene. http://abcnews.go.com/WhatWouldYouDo/teens-harass-elderlyman/story?id=12537125 What did you think? How many of you would have intervened? itely going to run right over this bike, probably do damage to the underside of her car, and without a doubt smash the bike. What could we do? In this scenario, what would prevent you from saying something? Now close your eyes. Raise your hand if you think you would take action in this scenario. Note how many brothers raised their hands. Use this information in your closing comments before the end of the session or throughout the session. There are two major factors that contribute to the bystander effect. First, the presence of other people creates a diffusion of responsibility. Because there are other observers, individuals do not feel as much pressure to take action, since the responsibility to take action is thought to be shared among all of those present. Who can give me an example of diffusion of responsibility? Is there a time when you have noticed this prohibiting someone getting involved? The second reason is the need to behave in correct and socially acceptable ways. When other observers fail to react, individuals often take this as a signal that a response is not needed or appropriate. Other researchers have found that onlookers are less likely to intervene if the situation is ambiguous. How does the need to behave in correct and socially acceptable influence what goes on in our chapters? How does it influence your individual choices? Can you give me an example? Consider bystander behavior from a chapter perspective. You are at a chapter social event and brother Joe shows up. The only problem with semesters. Yet here he is again. Now close your eyes. Raise your hand if you think you would take action in this scenario. Taking action, stepping forward and not being a bystander, even when it is difficult, means that you can be the hero. Is this situation familiar? What would prevent you from saying something? What could we do to address this situation? What is the message we are sending to all the other chapter members if nothing is done? If we are bystanders? Thinking through your role as an officer, how does stepping forward and not beign a bystander connect to your why? What about the why of Phi Kappa Tau? What does our creed call us to do? If the chapter OFFICERS are not willing to step up, how can we expect our other members to? 5/5 Closing Refer to slide and announce which room each officer track will take place in: President: Vice President: Recruitment VP Alumni Relations: Treasurer Risk Management: Membership Orientation Recruiting Men of Character The next session starts at 10:45 am. PRESIDENT TRACK SESSION #1 President Breakout Session #1 President Facilitator Saturday, 10:45-11:45 a.m. Session Objectives Review the President Action Plans created during President Academy Review the Borradaille Challenge results Understand Project Management. Supplies Needed President Action Plans Blank copy of President Action Plan Borradaille Challenge Results Borradaille Challenge explanation page Projector/Screen/Computer/Sound Room Setup: Tables and Chairs Session Outline 10/60 Welcome and Introductions Welcome the men to the small group and introduce yourself. Directions Facilitator Note Have each member of the group share: Name Chapter and University Size of chapter (approx.) Hometown Previous offices held Facilitator may want to start and model the way for the students in the group. Good morning. It is my understanding that many of you were recently together in Florida for Presidents Academy. How many of you in here were able to attend? What was that experience like? Our goal today is to build upon the skills that you learned at Presidents Academy and provide you with support, guidance, and clarification on issues that you may be facing now that you have started your term. We are going to start today by reviewing and discussing your President Action Plans, as well as the results of your Borradaille Challenge. Are there any questions? Please feel free to ask questions at any point during these sessions. 20/50 President Action Plan Update and Borradaile Challenge review Logistical Note Pass out President Action Plan update and Borradaile Challenge Review This President Action Plan was created by you (or the chapter president) after looking at the Borradaile Challenge and focusing on areas where your chapter needed improvement. Take a moment to review what you wrote and the results of the Boaradaille Challenge. If you have questions, feel free to ask. Facilitator Note If there are participants who do not currently have an action plan, have them create one, by filling out a blank worksheet, by the end of this session. How many of you have looked at these since Presidents Academy? How many times? What has been most frustrating part about implementing these plans? Processing Have you shared these plans with your membership? Officers? BOG? Greek advisor? IFC? Now that you have been in office for a while, if you had an opportunity to rewrite these, would they be different? If so, how would they be different? ge, to implement improvement by yourself, but it is essential that you utilize your resources. Why is it important to ask for help? your term is over, you gain different perspectives, you allow for continuity if these improvement plans need to roll over to next year. 15/30 Utilizing Chapter Resources Consider the following individuals who can serve as a chapter resource. As I run through the list jot down at least two ways that they can be enlisted to support you in fulfilling your president action plans. Description of Resource Roles: Faculty Advisor Faculty member at the university serving in an advisory role to the chapter 10/15 Chapter Advisor A chapter alumnus who serves to advise the chapter in daily procedures Past Presidents Previous presidents of the chapter Executive Offices Staff The group of Fraternity and Foundation employees who work at the Executive Offices in Oxford, Ohio Undergraduate Advisory Board Serves as the undergraduate voice to the National Council Board of Governors Serves as mentors for the execs. Has supremacy in financial and scholarship decisions Housing Corporation Legal organization that controls and makes decisions in regard to housing Fraternity/Sorority Affairs Advisor/Staff University staff member who oversees fraternity/sorority affairs IFC/Greek Council Interfraternity Council. Group of Member elected to govern local fraternities Other Chapter Presidents Phi Kappa Tau presidents from other chapters and presidents of chapters at the same university Domain Director Liaison between BOG/chapter and the Executive Offices Q&A perspectives? After everything we talked about this morning what questions do you have? Facilitator Note 5/5 If someone asks questions, first ask the participants if anyone can answer. If not, try to answer the question to the bets of your knowledge or have them refer to the chapter services department at the Executive Office for additional clarification. Closing It is time for lunch. Plan on meeting in the (insert room) at noon. You are encouraged to sit with members from other chapters. PRESIDENT TRACK SESSION #2 President Breakout Session #2 President Facilitator Saturday, 1:15-2:15 p.m. Session Objectives The president will identify eight forms of discourse The president will understand the concept of conscious conversation The president will be able to identify characteristics of dialoguing Supplies Needed Computer/Projector/Screen/Sound Room Setup: Tables and Chairs Session Outline 5/60 Checking In Ask participant how they are feeling Ask if any one plans on volunteering at a SeriousFun camp this summer. Make note of those individuals. Introduction For the next hour, we are going to send time dialoguing about how you as chapter president can enhance your leadership skills and further support your officers and their goals. Right now, they are reviewing your President Action Plans and will be creating their own officers goals under your vision. Once they are done, we are going to collect their goals and you are going to have an opportunity to review them. In our final session, you are going to have the opportunity to speak with your officers as an executive council and give constructive feedback. Are there any questions? 20/55 Eight Forms of Discourse giving and receiving constructive criticism is an important skill to have as president. These skills allow you to develop as a stronger leader, and it allows your officers to grow under your support as chapter president. In order to have meaningful conve Essentially, to have a conversation, members must take turns communicating and listening. speaking There are actually eight different forms of discourse, or conversations, according to Mark The Eight Forms of Discourse are as follows: Verbal Brawling: War of words language as a weapon Violations of decency and truth are common no sense of responsibility Debate: Highly polarized pro-and-con sides on issues Seeks monopoly on truth right versus wrong Focused on winning, not compromise No verbal threats or actual physical violence Presentation/Q&A: One person (or panel) dominates discourse Audience may question speakers (Q&A) Discussion: Not inclusive some dominate, some never speak Goal is information sharing, not decision making Negotiation: Resolving disputes by seeking common ground Organized with two (or more) sides at the table Assumes a willingness to compromise Goal is a durable settlement for all stakeholders Dialogue: Inquiry, not advocacy leading to new options Invokes suspending judgment Develops a wider, shared knowledge base Identifies deeper issues requiring resolution Facilitator Reflective Silence: Invocation of quiet to shift and awareness May involve us Can be coupled with request for reflection You will want to make sure that the students stayed focused. Have them read off each form of conflict so it is less like a lecture. Note Select two or three of the eight forms of conflict and have the students provide you with an example (i.e., Who can give me an example of what the negotiation style of conflict looks like? Have you ever felt like you used this form when you were working something out with your parents as a teenager?) In your role as President, which form of discourse have you used? In reviewing these eight, which would you be interested in trying to use more? Processing Which form do you think you would use more with your vice president? 10/35 Which form of discourse would you see a member in chapter using with you or your EC? Debate vs. Dialogue Debate Dialogue Assuming that there is a right answer and you have it Combative: Participants attempt to prove the other side wrong Assuming that many people have pieces of the answer Collaborative: Participants work together toward common understanding About winning Listening to find flaws and make counterarguments About exploring common ground Listening to understand, find meaning and agreement Revealing our assumptions for reevaluation Defending our own assumptions as truth Seeing two sides of an issue Seeing all sides of the issue of others Searching for flaws and weaknesses in Searching for strengths and value in By creating a winner and a loser, you discourage further discussion Keeping the topic open, even after the discussion formally ends Seeking a conclusion or vote that ratifies Discovering new options, not seeking your position closure After reading this side, when do you think it is important to use debate over dialogue as chapter president? What about strict policies like risk management? Are you all willing to believe so passionately in one solution, yet still listen to the views of others? much better for inquiry, building relationships, and creating innovative ideas and 20/25 Faciliator Note convincing the other by argument Giving and Receiving Constructive Criticism If the group has low energy, you are welcome to show this short video to open this subject. If the conversation is moving along, you can just introduce the subject as written below. http://www.howcast.com/videos/233727-How-To-Offer-Constructive-Criticism Think about role of social media. Tools like Facebook and Twitter have made it easy for individuals to criticize one another in a nonto have dialogue about the issue. Great leaders are those who are able to receive and give constructive criticism. This is a skill that can be developed using the following technique. When you want to criticize someone: 1. Begin by finding something you like or appreciate about the person you're about to criticize. This is not only fair, but will also make the person more likely to be receptive to what you have to say. 2. Focus on what that person has said or done, not on him or her personally. Only the former is relevant and likely to be acknowledged. 3. Conclude by affirming your faith that the other person will consider what you have to say. This is both a respectful way to wrap up the criticism and the best way to ensure that your remarks will be given their due. When someone criticizes you: 1. Resist the urge to dismiss the critic. Considering what the person has to say will only strengthen your own understanding of the issue you care about. 2. Recognize that you may not be right. You may be unaware of one or more of the facts relevant to your argument, or you may have ignored some of the rules or principles at stake. 3. Realize that ad hominem attacks say more about the person making them than about you. Rather than sink to the level of such attacks, it's wise to ignore them. Our goal in life can be to bring out the best in others and ourselves, or it can be to puff up our own egos and debase others by exploiting our power over them. If the former is our mission, we would do well to give criticism respectfully and receive it graciously whenever it is offered in good faith. (Bloomberg Businessweek: http://www.businessweek.com/managing/content/mar2008/ca20080318_504987.htm We now want to give you a chance to practice this skill. Turn to your neighbor and think of an issue with a member in your chapter. Cr issue that needs to be addressed and close with a positive element. Remember to keep Facilitator Note Allow the partners to each have a turn or tow to practice the skill. It will feel silly but the point is to try doing it out loud and it will come more naturally in times of need. How did that feel? What do you think will be your greatest challenge in receiving criticism? Processing 5/5 Studies show that men typically externalize criticism, while women internalize it. This means that men are more likely to focus their excuses on external factors and less likely to attribute it to themselves. How do you plan on using the elements we discussed in this session when working with your EC? Closing -minute break and meet back in this room at 2:30pm to review the goals that your councils have created. PRESIDENT TRACK SESSION #3 President Breakout Session #3 President Facilitator Saturday, 2:30-3:30 p.m. Session Objectives Review the goals created by EC members Complete a detailed action plan synthesizing all of the materials Create a list of items for board feedback presentations Supplies Needed Computer/Projector/Screen/Sound Room Setup: Tables and Chairs Session Outline 30/60 Goal Review As I pass out the goals that your EC members created, I want to you think back over what we have discussed today. Bystander behavior, social media, holding members accountable, Borradaile Challenge results, conflict management skills. These are all things that encompass leadership through action. Leaders who recognize that they are only as effective as those with whom they surround themselves. Consider your EC members. What are their strengths? Weaknesses? How can you help them achieve their goals? Take 10 minutes to review the goals that your EC has developed. Then review your President Action Plan and determine how you can integrate their goals into your vision Once you have updated your goals, take another 10 minutes to focus on your action plan. Now that you are over a month into your role, what actions will you take to achieve these goals? d, don't adjust Processing Did any themes stand out that you were not aware of or that you had already identified? How do their goals change the actions that you are taking to achieve your goals? 20/30 EC Constructive Criticism This afternoon you are going to have a chance to explain the vision you have for your chapter to your EC. You will recall from Presidents Academy that sharing a vision is an important element to creating sustainable change. Consider the elements from our p share an inclusive, compelling vision? Once you have explained your vision, you will then have an opportunity to receive some constructive criticism and to give some constructive criticism to your EC members. There is an easy format for gathering feedback that you can use at the conclusion of committee meetings to ensure that you are leading your team effectively. Have your EC members respond to the following two questions after every EC meeting: Identify two things that are working well Identify two things that need improvement The challenge is then that you need to share this information back with the team at the next meeting and articulate how you are taking action to improve it. When feedback is solicited, it is ineffective unless you do something about it. Your EC members will quickly lose trust in your leadership if you do not do what you say you will do. Take the next 10 minutes to write down what your EC is doing well and what you would like to improve. Remember to identify the positive as well as the negative. Review the information from our confrontation session to ensure that you can clearly educate your EC regarding giving and receiving constructive criticism. Who would like to share with us one of the elements of constructive criticism that you plan to share with your EC? Did this fit the elements of constructive criticism? Was it a compliment sandwich? Processing What do you hope will be the response from your EC regarding your feedback? What makes you apprehensive about doing this exercise with your EC? As presidents, you are called to lean into your discomfort. At the end of the day, it always comes back to the president. Recall what you learned from the critical incident simulation at Presidents Academy and be sure to ask the right questions, clearly communicate the information and your expectations. Leadership is holding others accountable. Care enough to say something. 10/10 Q&A We have 10 minutes remaining before you are reunited with your EC members. When we get back into the room, you will need to be prepared to share with your EC the vision for the chapter, how you hope to support them in achieving their goals, and the tips for giving and receiving constructive criticism. What other questions or needs do you have for me or your fellow presidents? Closing councils and then tackle the case study. The Challenge of Introducing Change in the Chapter Seven Key Success Factors for Making Change Happen* Key Success Factors For Change Leading the Change (Who is responsible?) Creating a Shared Need (Why do it?) Shaping a Vision (What will it look like when we’re done?) Mobilizing Commitment (Who else needs to be involved?) Modifying Systems or Structures (How to institutionalize the change?) Questions to Assess and Accomplish the Key Success Factors for Change Is it clear who is taking responsibility for the change? Is anyone making a public commitment to make it happen? Is anyone seeking the resources that might be needed? Who will put in the personal time and attention needed to follow through? Do members see the reason for the change? Do members see how it will help them? Do members see the outcomes of the change in terms of how their Phi Tau experience will be different? Do members see how the change might positively affect the way others view them? Are there some strong supporters in the Resident Council? Do partnerships outside the Resident Council need to be built to support the change? Do stakeholders know what they need to do to support the change? Is a change to the bylaws required? Is a change to the duties of certain officers required? Does something need to be added to membership orientation? Monitoring Progress What is the plan to measure success of the change, as well as progress in implementing the change? Who will report to the chapter on progress? Making it Last Is there a long-term plan to keep attention on the change and avoid returning to old ways? What needs to happen in officer elections and transitions to support the change? *Adapted from Ulrich, D. Human Resource Champions, Harvard Business School Press, 1999 VICE PRESIDENT TRACK SESSION #1 VP Session Track #1 VP Facilitator Saturday, 10:45-11:45 a.m. Session Objectives The participant will be able to oversee and run an effective exec council meeting The participant will be able to understand the importance of and be able to run an effective standards board. The participant will be able to effectively oversee all committee chairmen. Supplies Needed Computer/Projector/Screen/Sound Room Setup: Tables and Chairs Session Outline 5/60 Welcome and Introductions Welcome the men to the small group and introduce yourself. Directions Facilitator Note 15/55 Have each member of the group share: Name Chapter and University Size of chapter (approx.) Hometown Previous offices held Facilitator may want to start and model the way for the students in the group. Role of the Vice President What does a vice president do? Processing What does your chapter think you do? What kind of qualities should a vice president have? Phi Kappa Tau vice presidential duties: It is imperative that the vice president has great working knowledge of the internal workings of the chapter and understands the roles and expectations of each executive officer. He must also be very familiar with The Exchange. The vice president chairs the weekly executive council meeting. The vice president chairs the standards committee. The vice president oversees all committee chairmen. The vice president organizes an officer transition. The vice president organizes and motivates the chapter members. The vice president makes sure all required reports are turned in on time. Characteristics of an Exceptional Chapter Vice President It is an honor to be elected vice president of a Phi Kappa Tau chapter, but the position is not an honorary one. The chapter vice president must not only possess superior organizational, communication and managerial skills, he must assume great responsibility and provide consistent, inspired, and enthusiastic leadership for chapter members. Most importantly, the vice president must possess the ability to lead by example in an attempt to gain the respect and confidence of his brothers. As vice president, having selfdiscipline will enable you to hold others accountable for their actions. Proactive vs. Reactive A proactive leader is always thinking three steps ahead, working to master his own environment with the goal of avoiding problems before they arise. Flexible/Adaptable How do you handle yourself in unexpected or uncomfortable situations? An effective leader will adapt to new surroundings and situations, doing his best to adjust. A Good Communicator As a leader, you must listen ... a lot! You must be willing to work to understand the needs and desires of your membership. A good leader asks many questions, considers all options and leads the chapter in the right direction. Respectful The vice president should show respect to those who elected him. Showing others respect will ultimately bring him respect. Confident Be proud of Phi Kappa Tau and let your pride emanate to others within and outside the chapter. Enthusiastic Excitement is contagious. When a leader is motivated and excited about the chapter and Phi Kappa Tau, the chapter will follow his lead. Open-minded Work to consider all options when making decisions. A strong leader will evaluate the input from all interested parties and work for the betterment of the whole. Resourceful As a chapter leader, you must utilize the resources available to you and the chapter. The Fraternity, your local alumni, the National Interfraternity Conference, your parents, the greek advisor, the campus community and the community-at-large are resources at your disposal. Willing to Give Praise An exceptional leader will recognize the efforts of officers and members and positively reinforce those actions. We all enjoy being recognized for our actions! Well-Educated Knowledge is power. Work to be the president who is welleducated on the Fraternity, campus, and community policies and procedures. Further, your knowledge of issues and information within the chapter will only increase your success in leading the chapter. Open to Change A leader will take into account all points of view and be willing to change a policy, program or chapter tradition that is outdated or no longer beneficial to the chapter. Interested in Feedback How do your members feel about your presidency? How can you serve the members of the chapter better? These are important questions that a leader needs to constantly ask the chapter. Evaluative Evaluation of chapter events and programs is essential for a chapter to improve and progress. An exceptional vice president will constantly evaluate and change programs and policies that are not working. Organized Are you prepared for meetings and chapter events and confident that your officers are prepared and organized, as well? Consistent As vice president, you need the confidence and respect of the chapter members. Confidence and respect cannot be earned without consistent leadership. Members must have confidence that their opinions and thoughts will be heard and taken into consideration. Delegator An exceptional leader realizes that he cannot accomplish everything on his own. He will know the talents and interests of his members and delegate tasks accordingly. Initiative The vice president should work to be the motivator, the initiator of chapter operations. He must be a key element in the planning and implementing of chapter programs, policies and events. What on this list surprises you? Were you aware of these expectations prior to taking on the role? Processing Is your chapter aware of these expectations? Your EC? Your president? Are there any of these expectations that you think will be challenging to execute? As vice president, it is important that you not only stay organized, but keep the rest of the EC organized, as well. If the EC stays organized, so will the chapter. 15/40 Running an Executive Council Meeting One of the major duties of a vice president is overseeing the EC, as well as the EC meeting. The EC meeting should be a time to get your chapter leaders on the same page about the direction of the Fraternity, as well as a place to tackle the tough issues. What are your EC meetings like? Does the vice president run them? Processing Do your officers have specific reports for your meetings? What should a specific report look like? Do you have tough conversations about chapter behavior/direction in EC meetings? What are some examples of tough conversations you have seen or heard from the EC? I. Call to Order The chairperson announces the beginning of the meeting. II. Roll Call Checking attendance may be done by (1) reading a list of members aloud, (2) having assigned seats, (3) passing around an attendance sheet, or (4) have someone sign people in or out at the door. III. Approval of the Minutes of the Last Meeting The secretary reads a summary of the last meeting. The chairperson should then ask, "Are there any corrections or additions to the minutes?" If there are none, "They stand approved," or "Stand approved as corrected," if changes are made. IV. Officer Reports Each officer reports to the group the progress of any activities in which he/she is involved. During officer reports, the officers may solicit help from members or give instructions to individuals. The treasurer should make a brief report on the financial status of the organization. If an officer makes a recommendation, its form and content should resemble a committee recommendation. After the report is given, the chairperson should restate the recommendation and ask for a "second" to the proposal. If seconded, it becomes an original main motion. V. Special Orders Special orders become a specific category in a business meeting only when business is left over from the last session. They are then taken up in the order that they were to have been considered in the last session. VI. General Orders/Old Business General Orders or "Old Business" includes a question that was pending at the last session when it adjourned, any unfinished business that did not come up at the last session, any general orders from the last session that were not completed, or matters made general orders by a majority vote. VII. New Business Motions that introduce new items of business or motions to take from the table are in order at this time. VIII. Announcements Announcements must be made before the meeting is adjourned; motions are out of order at this time. The chairperson may make important announcements at any time during the meeting. IX. Adjournment Adjournment ends not only the meeting, but also the session. The next time the assembly convenes, it must start from the beginning of the agenda. Note: Every member should receive an agenda two days before meeting. How many of you follow something similar to this format during your chapter meetings? Your officers should have specific reports to give to the EC, and then the chapter. These Use these meetings as a chance for the EC to work out and take a unified stance on tough issues. If the leadership is divided, the chapter will be, as well. EC meeting. This will give your EC a more unified front on tough issues and a better posal. 15/25 Standards Board Another major function of the vice president is heading the standards board. Accountability can be one of the toughest functions of a fraternity, and it is your job to a pretty big responsibility. Does your chapter have a standards board? Who is on it? What kinds of cases does your standards board typically hear? What should be the main purpose of a standards board? Processing Can you refer someone for positive recognition? Does your chapter do that? A standards board should be used for BOTH positive and negative reinforcement. If a member has gone above and beyond his duties, he should be recognized. Conversely, when a brother has not lived up to the ideals of the Fraternity, the goal should be to help him avoid repeating the mistake again or change a series of behaviors. This is not to say you should slap him on the wrist, but instead give him sanctions that will motivate him not to make the same mistake. How does your standards board make a decision? Is it on a case-by-case basis or does every referral have the same punishment? What are some problems with holding other brothers accountable? Is this a right or a responsibility? Make sure your board is organized. Cite specific bylaws, policies and former cases against the brother to ensure he understands his actions are not within Phi Kappa Tau standards. Accountability is a RESPONSIBILITY of the chapter, not a right. Brothers take an oath to uphold the bylaws and ideals of the Fraternity, and they do it willingly. Therefore, it is a outs to assess how your standards board works and where you can start to fix chapter-wide issues. If there is a string of repeated behaviors that clash with our ideals, remind your members that it was their choice to uphold these ideals and their choice alone. You can find the entire standards board manual and procedures under the vice president section on The Exchange at www.phikappatau.org/theexchange. 10/10 Committee Oversight Closing seeing you back in this room at 1:15 p.m. During lunch we encourage you to lead your brothers by connecting with men from other chapters. Expectations of the Vice President Vice Presidential Duties It is imperative that the vice president has great working knowledge of the internal workings of the chapter and understands the roles and expectations of each executive officer. He must also be very familiar with The Exchange. The vice president chairs the weekly executive council meeting. The vice president chairs the standards committee. The vice president oversees all committee chairmen. The vice president organizes an officer transition. The vice president organizes and motivates the chapter members. The vice president makes sure all required reports are turned in on time. Characteristics of an Exceptional Chapter Vice President It is an honor to be elected vice president of a Phi Kappa Tau chapter, but the position is not an honorary one. The chapter vice president must not only possess superior organizational, communication and managerial skills, he must assume great responsibility and provide consistent, inspired, and enthusiastic leadership for chapter members. Most importantly, the vice president must possess the ability to lead by example in an attempt to gain the respect and confidence of his brothers. Having self-discipline as vice president will enable you to hold others accountable for their actions. After all, if you as a leader do not pay your bills, come prepared to a meeting and act responsibly in a social atmosphere, why should your members? Proactive vs. Reactive A proactive leader is always thinking three steps ahead, working to master his own environment with the goal of avoiding problems before they arise. Flexible/Adaptable How do you handle yourself in unexpected or uncomfortable situations? An effective leader will adapt to new surroundings and situations, doing his best to adjust. A Good Communicator As a leader, you must listen ... a lot! You must be willing to work to understand the needs and desires of your membership. A good leader asks many questions, considers all options and leads the chapter in the right direction. Respectful The vice president should show respect to those who elected him. Showing others respect will ultimately bring him respect. Confident Be proud of Phi Kappa Tau and let your pride emanate to others within and outside the chapter. Enthusiastic Excitement is contagious. When a leader is motivated and excited about the chapter and Phi Kappa Tau, the chapter will follow his lead. Open-minded Work to consider all options when making decisions. A strong leader will evaluate the input from all interested parties and work for the betterment of the whole. Resourceful As a chapter leader, you must utilize the resources available to you and the chapter. The Fraternity, your local alumni, the National Interfraternity Conference, your parents, the greek advisor, the campus community and the community-at-large are resources at your disposal. Willing to Give Praise An exceptional leader will recognize the efforts of officers and members and positively reinforce those actions. We all enjoy being recognized for our actions! Well-Educated Knowledge is power. Work to be the president who is well-educated on the Fraternity, campus, and community policies and procedures. Further, your knowledge of issues and information within the chapter will only increase your success in leading the chapter. Open to Change A leader will take into account all points of view and be willing to change a policy, program or chapter tradition that is outdated or no longer beneficial to the chapter. Interested in Feedback How do your members feel about your presidency? How can you serve the members of the chapter better? These are important questions that a leader needs to constantly ask the chapter. Evaluative Evaluation of chapter events and programs is essential for a chapter to improve and progress. An exceptional vice president will constantly evaluate and change programs and policies that are not working. Organized Are you prepared for meetings and chapter events and confident that your officers are prepared and organized, as well? Consistent As vice president, you need the confidence and respect of the chapter members. Confidence and respect cannot be earned without consistent leadership. Members must have confidence that their opinions and thoughts will be heard and taken into consideration. Delegator An exceptional leader realizes that he cannot accomplish everything on his own. He will know the talents and interests of his members and delegate tasks accordingly. Initiative The vice president should work to be the motivator, the initiator of chapter operations. He must be a key element in the planning and implementing of chapter programs, policies and events. Sample Agenda for an Executive Council I. Call to Order The chairperson announces the beginning of the meeting. II. Roll Call Checking attendance may be done by (1) reading a list of members aloud, (2) having assigned seats, (3) passing around an attendance sheet, or (4) have someone sign people in or out at the door. III. Approval of the Minutes of the Last Meeting The secretary reads a summary of the last meeting. The chairperson should then ask, "Are there any corrections or additions to the minutes?" If there are none, "They stand approved," or "Stand approved as corrected," if changes are made. IV. Officer Reports Each officer reports to the group the progress of any activities in which he/she is involved. During officer reports, the officers may solicit help from members or give instructions to individuals. The treasurer should make a brief report on the financial status of the organization. If an officer makes a recommendation, its form and content should resemble a committee recommendation. After the report is given, the chairperson should restate the recommendation and ask for a "second" to the proposal. If seconded, it becomes an original main motion. V. Special Orders Special orders become a specific category in a business meeting only when business is left over from the last session. They are then taken up in the order that they were to have been considered in the last session. VI. General Orders/Old Business General Orders or "old business" includes a question that was pending at the last session when it adjourned, any unfinished business that did not come up at the last session, any general orders from the last session that were not completed, or matters made general orders by a majority vote. VII. New Business Motions that introduce new items of business or motions to take from the table are in order at this time. VIII. Announcements Announcements must be made before the meeting is adjourned; motions are out of order at this time. The chairperson may make important announcements at any time during the meeting. IX. Adjournment Adjournment ends not only the meeting, but also the session. The next time the assembly convenes, it must start from the beginning of the agenda. Note: Every member should receive an agenda two days before meeting. Standards Board Overview Chapters call it different names: judicial board or standards board. Whatever your chapter may call it, it is there for the same reason to take care of internal discipline and promote brotherhood and accountability. The standards board, when properly used, can take some pressure off the executive council and help the chapter run more smoothly. Reasons to have a standards committee are self-governance, accountability, education and brotherhood development. The self-governance component exemplifies that the chapter identifies areas of need and takes action upon violations of ideals and policies. If the chapter cannot handle problems internally, external forces (the university/college, the Fraternity, local alumni) must intervene, resulting in an unpleasant situation for all. However, if the chapter handles its problems internally, exercising its right to self-governance, the external forces mentioned above will not have to intervene. Secondly, holding our brothers and new members accountable for their actions is essential when running a chapter. There is a need to quickly and appropriately confront behavior that violates Phi Kappa Tau principles and policies. Failing to hold members accountable for their actions diminishes the value of being a member of Phi Kappa Tau. The final purpose education assures that hearing procedures and sanctions administered are beneficial for the individual(s) and the chapter as a whole. Before the Hearing If any chapter member (active or associate) wishes to have an active or associate member brought before standards for the purpose of recognition or reinforcement, a formal letter of a standards board referral form must be submitted to the standards board chair (SBC). During the Hearing The SBC calls the hearing to order and reads the standards board referral form to the members. Members then discuss the means for recognizing and/or rewarding the individual referred to the standards board. Following the Hearing A written notice of the recognition must be delivered to the member within one week of the date of the hearing. This letter should be copied to the chapter advisor and the chapter president. A copy of the letter must be filed in a confidential file with the standards board referral form attached. The decision should be announced to the chapter and recorded in the chapter alumni newsletter. Appeals Process The member charged has 15 days after receipt of the notice-of-decision letter to appeal to the Board of Governors. The appeal must be written and submitted to the BOG chair and copied to the SBC. Upon receipt of the appeal, the BOG will hold a meeting with the charged member (following the standards board procedure) listed previously. he member charged will be notified via writing. This letter should be copied to the SBC. The member charged has 15 days after receipt of the notice-of-decision letter to appeal to the National Council. The decision made by the National Council will be final. Possible Sanctions for a Discipline Hearing Stage One Warning Possible Violations: first-time violation for academic, financial, attendance Submit a written apology to all those affected Make immediate payment for all damages, debt, fines, etc. Refer to campus/community support structure (health education office, community counseling center, office of greek affairs, academic help center) Sign a payment-plan contract Get actively involved in at least one chapter committee Stage Two Level One Probation (No longer than one month) Possible Violations: second-time violation for academic, financial, attendance; first-time violations for behavior that was harmful to an individual or behavior affecting another member or associate, the chapter, college/university, or community negatively Submit a written apology to all those affected Make immediate payment for all damages, debt, fines, etc. Refer to campus/community support structure (health education office, community counseling center, office of greek affairs, academic help center) Lose social/intramural privileges for the term of probation Remove the individual from office for the period of probation Meet regularly with big brother Attend all meetings, but will have no voice or vote Attend an education program that serves to educate members on violation Participate in a community service activity or activities Deliver badge to the executive board to be held during the period of probation Lose rank in room choice, etc. Develop a written, personal academic-achievement plan Violation of probation immediately moves individual to Level 2 probation Stage Three Level Two Probation (No longer than one semester or quarter) Possible Violations: third-time violation for academic, financial, attendance; second-time violation for behavior that was harmful to an individual or behavior affecting another member or associate, the chapter, college/university, or the community negatively Submit a written apology to all those affected Immediate payment for all damages, debt, fines, etc. Refer to campus/community support structure (health education office, community counseling center, office of greek affairs, academic help center) Lose social/intramural privileges for the term of probation Remove the individual permanently from office Lose the privilege of running for office in upcoming election Meet regularly with executive board or BOG Attend all meetings, but do not have voice or vote Plan an education program that serves to educate the chapter on the violation Organize a community service activity Obtain weekly grade checks from professors Deliver badge to the executive board to be held during the period of probation Make a verbal apology to the chapter Lose rank in room choice, etc. Lose ability to be a big brother Lose privilege of living in the house Stage Four Membership Suspension or Expulsion Possible Violations: fourth-time violation for academic, financial, attendance; third-time violation for behavior that was harmful to an individual or behavior affecting another member or associate, the chapter, college/university negatively or community negatively Lose membership in the local chapter and national organization See National Constitution and Bylaws for specifics Tips for a Successful Standards Board Meet every week to discuss possible cases and brotherhood events. Use the Ritual and Constitution and Bylaws as the governing body for cases involving sanctions. As far as Ritual, you can get guidance and direction from the oath of Phi Kappa Tau, the Cardinal Principles, and the creed. Keep a detailed standards board binder that includes the following: copy of chapter bylaws; risk management policy; a collaboration of all previous standards boards cases; a template for taking minutes, recording discussions and recording sanctions; and an explanation of the standards board’s duties, procedures and responsibilities. Encourage standards board members and other chapter members to confront minor problems either one-on-one or at the immediate time rather than sending everything to the standards board. Perform an Executive Council review. This is a good check and balance for the leadership of the chapter, plus it reassures the chapter. Set an upfront expectation of what will happen if a member does not show up for a standards board meeting. Appoint a secretary of the standards board to take minutes at each meeting. Have the chapter create a document that records the date, members present, sanction given, etc. Give one copy to the sanctioned individual, one to the BOG chairman and keep one in the standards board binder. Have associate members attend a standards board meeting that is positive and focuses on setting up brotherhood events. Use that meeting as a time to explain the purpose of the standards board to the associates. Developing Committees chair of the committee is the leader of that team. A chapter with a strong, working committee system can accomplish a great deal in a small amount of time. The purpose of committees: To plan activities To assign tasks To brainstorm ideas To evaluate the value of a project To decide on action or carry out an assignment To follow through and complete a job To present programs, ideas and policies to the chapter Executive Committee: Chapters of Phi Kappa Tau coordinate the work of all officers and committees by forming an executive committee to direct overall plans. Standing Committee: Usually exists for the duration of a term. Usually has a continuing task (recruitment committee, risk management committee, etc). Special Committee: Usually appointed for a specific task. Has a definite job to do and time limit in which to get it done (awards committee, dance or formal committee, etc.). Elements that may hold back your chapter committees: Lack of organization and direction Lack of time Poor use of talent Attempting too much Domineering member Traits of exceptional chapter committees: Well organized Enthusiastic chair Good attendance Established goals Atmosphere that enables all to express their feelings Shared leadership Duties of the committee member: 64 To know the job assigned To attend all meetings To participate (share ideas, ask questions) To assume responsibility To bring new ideas Responsibilities of each committee member: To be an alert listener To play an active role in discussion, brainstorming To follow through with tasks on a timely basis To help the leader settle arguments, keep discussion on task and get others to contribute Responsibilities of a committee chair: To arrange meeting times and notify members and advisors who are to attend responsibility, its authority and its function. In other words, be sure the committee has established and written goals! To appoint a secretary to record minutes of committee meetings To know when the committee is expected to complete its tasks To know who you are responsible for To be a democratic leader To follow through, coordinate, check To continually evaluate progress toward established goals To th The committee meeting: Keep the meetings short about 60 minutes Keep all committee members involved Ask other members to answer questions and aid in leadership of discussion. The committee chairman need not be the focal point at all times Keep the meeting organized and on task. Encourage members to keep frivolous and impertinent discussion outside of the meeting Realize when one topic is eating a lot of time and state an allotted amount of time for further discussion on the topic Be sure to have a typed agenda ready for all committee members Be sure to remind committee members of your meeting beforehand Recognition and reward A personal thank you A certificate of appreciation An appreciation dinner Adapted from presented by Gayle L. Beyer Plan of the Chapter Room for Business Meetings Chapter Meeting Etiquette As dictated in The Ritual of Phi Kappa Tau “The chapter meeting should be regarded as one of the more important obligations of a member. It is during this time that the policies of the chapter are established and the membership is informed of forthcoming events and activities. “The Password should be used as the challenge to enter the weekly meetings and any ritualistic activity. Both the opening and closing ceremony serve as a weekly reminder of our Cardinal Principles. “In order to ensure efficiency within the chapter meeting, parliamentary procedures and Robert’s Rules of Order should be followed. There should always be comfortable seating arrangements for all members present. If the chapter house does not accommodate the need of the membership, then the proper facilities on campus should be utilized. “Once a month a formal chapter meeting should be conducted to include a formal dress code of coat and tie. There should be no eating of food, smoking or use of tobacco allowed during the course of any meeting.” (Page 6, The Ritual of Phi Kappa Tau) Meeting or Committee Feedback Form What are we doing well? What do we need to do to improve? Notes VICE PRESIDENT OF ALUMNI RELATIONS SESSION #1 VPAR Session #1 President Facilitator Saturday, 10:45-11:45 a.m. Session Objectives The participant will be knowledgeable and able to run an alumni relations program in its entirety. Supplies Needed Computer/Projector/Screen/Sound Room Setup: Tables and Chairs Session Outline 5/60 Welcome and Introductions Welcome the men to the small group and introduce yourself. Directions Facilitator Note Have each member of the group share: Name Chapter and University Size of chapter (approx.) Hometown Previous offices held Facilitator may want to start and model the way for the students in the group. you understand your roles and your responsibilities, and together we are going to create some goals specific to your position. 5/55 We are going to start today by reviewing a few concepts that are important to your position. Are there any questions? Please feel free to ask questions at any time today. Understanding your Role Processing What does a vice president of alumni relations do? What does your chapter think you do? What kind of qualities should a VPAR have? In addition to your job description outlined in your local bylaws, the following are expectations of a vice president of alumni relations: Develop and maintain an effective alumni relations program Attend all alumni and/or brotherhood events and programs Ensure that consistent alumni communication is occurring Maintain biographical and address files on alumni and submit all updates to the Executive Offices Solicit new contact lists from the Executive Offices before each mailing Acknowledge all gifts and correspondence from alumni Teach associate members and active brothers about the importance of alumni relations Meet regularly with your advisor Serve as a positive role model for alumni and undergraduates by living the creed and Ritual Goals of an alumni relations program: Perpetuate the brotherhood of Phi Kappa Tau by providing an outlet for alumni interaction Maintain up-to-date contact information for all chapter alumni and other alumni who live in the area Introduce the alumni to the undergraduate members of the chapter Introduce alumni to the value of service and the Hole in the Wall Camps Provide undergraduates an opportunity for alumni guidance, employment and career advice, academic assistance, recruitment recommendations, and financial support Understanding your Alumni 10/50 Who is an alumnus of Phi Kappa Tau? To gain a full understanding of alumni relations, it makes sense to take a closer look at the individual concerned the alumnus. Institutions that generate alumni traditionally that organization. Phi Kappa Tau is certainly no exception. While our undergraduate the foundation. The most successful chapters are those that have loyal alumni support and guidance. yell out as many adjectives that pertain to the age group as possible. After one minute, we will review and then go to the next age group. I will keep time. Any questions? Adjectives that describe 21- to 26-year-old alumni. Adjectives that describe 26- to 36-year-old alumni. Adjectives that describe 36- to 56 year-old alumni. Adjectives that describe 56+-year-old alumni. arch on generational differences tells us the following: Phase 1 Ages 21-26 The undergraduate joins the alumni ranks. During this early period, a young alumnus can better identify with the undergraduates than he can with older alumni. He still knows many Loyalty to the chapter is extremely strong. His major concerns at this stage are finding the right career, possibly finding a significant other and paying off school loans. Usually at this point he has very little money that he can donate. A young alumnus may begin to find other activities with which to become involved. By the end of this phase, he may have started to slip away from the activities of his chapter and into a completely new circle of friends. Phase 2 Ages 26-36 The number of familiar faces among the undergraduate chapter begins to dwindle and disappear altogether. The alumnus walks into the chapter as a stranger and may feel out of place. Many more pressing concerns than in the previous phase exist: marriage, family, career development, credit card debt, braces for the kids, buying the minivan, etc. Other groups, such as the Masons, Rotary, political parties and church committees, start to take up more and more of the already booked schedule. Numerous charitable groups may be soliciting these Phi Taus for their money. Fraternity priority becomes lower and lower and unless he is drawn back at this time, he may be lost forever. Phase 3 Ages 36-56 Most of his family is grown, and there is a greater degree of stability in his career and finances. Civic involvement also tends to increase, as he may be a pillar of the community. Even more groups are asking for time and money. Sons or daughters recommend their alma mater. Letters from the chapter are received occasionally but always accompanied with a request for money. He celebrates 25 years of brotherhood in Phi Kappa Tau. Processing Phase 4 Ages 56+ Alumni offspring begin having their own kids. An alumnus is secure in his job and may have thoughts of retirement. Now that he is in the highest tax bracket, he needs some write-offs. He and his spouse begin to take their dream vacations. His 50th anniversary of membership in the Fraternity is celebrated. He may read editorials about whether the greek system is appropriate for the students of today. How accurate were you? What surprised you about this information? 10/40 What makes sense or helps to further explain behavior of some of the alumni that you know? Five Rules of Effective Alumni Relations result in positive outcomes. Consider the following. How many of you currently do these things? Develop an annual calendar or timeline Establish long-term and short-term goals Coordinate with the MOO to begin a mentor program with alumni and associate or undergraduate members Keep a folder of correspondence that needs a reply on your desk Coordinate alumni gatherings and recruitment functions together Try to learn the names of as many alumni as possible Invite alumni to initiation ceremonies Meet your university/college director of alumni relations receiving) Thank both publicly and privately When it comes to alumni relations there are five rules of running an effective alumni relations program: The Five Rules of Effective Alumni Relations: COMMUNICATION: Keeping alumni well-informed of alumni, chapter and university news EVENTS: Encouraging alumni participation in a wide variety of chapter and alumni events PERSONAL INVOLVEMENT: Creating opportunities for alumni to contribute to the -being CONSCIENTIOUSNESS: right thing to do RECOGNITION: Promoting a process whereby the chapter honors its alumni and their individual professional accomplishments, family achievements, significant life milestones, contributions to the chapter, etc. As we start to think about each of these areas, share with me an example of how your chapter does one of these things well. COMMUNICATION: Keeping alumni well-informed of alumni, chapter and university news one and constantly update it with the Executive Offices. You can request labels for a small charge and Excel spreadsheets free of charge from the Executive Offices. They can provide you with mailing addresses, e-mail addresses, phone information, etc. You cannot over-communicate with your alumni! Communication should take multiple forms because alumni are intrigued and motivated by different mediums. Take advantage of every opportunity to communicate: in person, at a large dinner, in a newsletter, via e-mail, through a save-the-date postcard, on the sites, etc. Newsletters should contain a healthy balance of alumni and chapter news. While alumni are of course interested in the status of the chapter, they are most interested in news of alumni from their era. A newsletter should contain at least 60 percent alumni news in order to effectively capture their interest. -mail or in a newsletter, include visuals that reinforce the message. EVENTS: Encouraging alumni participation in a wide variety of chapter and alumni events Advance notice is the single most important aspect of improving participation at alumni events. Four- you might as well just close up shop. Alumni are generally beyond the typical college social scene. Try to plan events that fit their lifestyle and interests. (An annual golf outing that becomes a wellorganized, consistent annual event; dinner at the chapter house that includes one of them as the keynote speaker; a spring or fall barbecue that coincides with PERSONAL INVOLVEMENT: Creating opportunities for alumni to contribute to the -being engaging a full roster of chapter advisors, Housing Corporation members and general alumni support roles, you have a way to create meaningful participation in the chapter. All you have to do is ask! NEVER been asked. CONSCIENTIOUSNESS: things to do Look for the small things that can make a positive impression. They make a BIG difference. Upon learning of the birth of a new child, a marriage, a promotion, etc., why not send him a card on behalf of the chapter? How about sending out holiday cards, RECOGNITION: Promoting a process whereby the chapter honors its alumni and their individual professional accomplishments, family achievements, significant life milestones, contributions to the chapter, etc. You cannot overdo this rule. Alumni just want to be respected and appreciated. significant annual alumni gathering. By communicating with and inviting all alumni at least two full months prior to the event, you create a lure for other alumni to come back and support the brother from their era who is being honored. 20/30 Alumni Programming What programs do you currently provide for your alumni? What improvements should or could be made? What preparations have been made to carry out the plan? With a strong, year-round alumni program, the chapter can build healthy relationships that benefit both undergraduate and alumni brothers. When planning alumni programs, consider the following elements: Communication: Include a top-notch, alumni-friendly newsletter published regularly, announcements and notices keeping alumni informed of special events, personal acknowledgements, and follow-up correspondence. Alumni Volunteer Structure: Maintain an active Board of Governors, Housing Corporation and/or alumni club, with regular meetings for input and participation. Alumni and Chapter Sponsored Activities: Schedule events for all chapter alumni and local alumni (regardless of chapter affiliation) throughout the year. Alumni Fundraising: Conduct a well-organized, annual campaign led by alumni with the Updated Alumni Information: Update addresses, send updates to the Executive Offices, obtain biographical information from alumni, and possibly create an alumni directory. Creativity: Be creative; do not always use the same ideas every year. Make alumni feel welcome. In two ways: while they are visiting the chapter house and when they receive communication from the chapter. Never ignore an alumnus when they are visiting. Send courteous invitations to all alumni events at least six weeks in advance of the date and encourage the alumni to return an RSVP. Make alumni feel needed. There are small tasks and committee assignments that could be made more important by asking an alumnus. Invite alumni to your meetings, chapter functions and Ritual. Know a lot about your alumni. All alumni are important to the chapter. The more you know, the better. Use at least 70 percent of the newsletter for alumni news and updates. Answer every inquiry, specifically pertaining to a Keep your mailing list in good order. Set up your mailing system so that all incorrect addresses are returned to the chapter house. Educate the undergraduate members to become loyal alumni. A departing senior banquet involving the graduate initiation ceremony is a good idea. When asking for financial support, be sure the funds are for something the alumni will want to provide. Processing Understand the alumnus viewpoint. Alumni have many interests other than Phi Tau. Be happy with an occasional expression of interest. Encourage this additional interest through an alumni club and you will build a tradition of loyal alumni participation. How do you see any of these elements put into use in your chapter? Is there anything you do not agree with? Why? How do your chapter members treat alumni? Why should the house/dorm floor/common fraternity area look presentable at all times? Should you talk about the big party with a sorority when talking to alumni? What is an example of an event that your chapter hosts every year for alumni? What about your campus? What are those events that every alumni wants to come back for on campus? When planning an alumni event think about the following factors: Appoint a committee six to eight months in advance of the event. Conduct meetings to decide the specifics of the event, promotion to be used, speaker, location choices, assignments, etc. Identify alumni or other main speakers three months in advance (or earlier). Notify your university alumni office of your plans. See if they will provide additional publicity and promotion through the college alumni magazine. Arrange for a block of seats at a college sporting event or another special event. Arrange for spouses/special guests meal and/or entertainment while alumni are occupied. Put this information in the invitation and program. Select and reserve the location for the event. It is good to have some events at the chapter house and others at a different location for better parking, variety, etc. Arrange for the newsletter to be sent before the event. Build interest. Involve as many alumni as possible in the planning, promotion and hosting of the event so that it appeals to all members. Participation builds interest. more significant the event, the more prominent the special guests. Capitalize publicity on particularly prominent alumni and other dignitaries to be present before and after the event. Determine the necessary registration fee based on probable attendance, cost of meals, promotion, souvenirs, awards, etc. Income should come from those attending, unless in the early years of establishing alumni tradition the chapter wants to subsidize the event until attendance builds. Recruit and instruct key brothers in major cities to promote attendance and arrange for cooperative transportation. Arrange for a welcoming committee to handle registration, handing out programs, tickets, hotel registration, etc. Arrange for a cocktail hour (with some non-alcoholic beverages) prior to the event. Arrange for a souvenir or favor to be given out if it is a special dedication or anniversary. Arrange for a golf outing or other participant sports tournament (i.e., alumni vs. undergraduates softball game). Be sure that all chapter members and associates are aware of the event, attendance expectations and responsibilities. Arrange for a group photo of all alumni attending the event. Be sure to promote in advance when and where the picture will be taken. your university alumni magazine. Arrange for the selection and presentation of a distinguished alumnus award, if applicable. Arrange for an open house tour of the chapter house for alumni and spouses/guests at specific hours. Update and clean up the chapter scrapbooks, archives, trophies, composites, etc. Make an appeal in advance of the reunion for alumni to send objects that could be displayed during the event. Publicly and privately thank all alumni who have helped. eras to speak about some of their best Phi Tau memories. We know there are several key events on campuses that connect alumni (Homecoming, identify all of the elements to consider when planning a great Homecoming event. Go through the who, what, when, where, why and how for the event. Why do we want to do something for Homecoming? Who do we need to invite? Who is in charge of it? Who will be doing what during the event? When we will we have it? When will we notify alumni? Where will we have it? Where will people park? Stay? Where will we place things within the space? What will we do during the event? What will we do to welcome and then thank the alumni? How we will pay for it? How will we get everything set up? How will we know we have been successful? How can we improve the event for the future? Homecoming alumni to return to campus. They organize reunions and special events and hope that these, combined with the efforts of the athletic team, will draw alumni to the school and campus with your own campaign aimed at getting them back to the chapter house. Send your first announcement mailing well in advance, listing the date and activities. The end of spring is not too early. Follow up with an early fall mailing, listing alumni who have indicated they will come. In your mailings, be sure to list the time of the game, activities at the chapter house, where alumni should park and any other special arrangements. Organize 5-, 10- and 20-year class reunions, using past chapter presidents or other key alumni of those eras as reunion chairmen. Contact the Executive Offices if you are hosting a 25+-year reunion. Anniversary certificates and pins are available for applicable alumni. List the names and phone numbers of local hotels and offer to make reservations for alumni who need accommodations. List the cost of meals, the game and chapter-sponsored events. Alumni will not mind paying a fair price for a first-class event. Review all of your plans with your chapter advisor, Board of Governors and/or of view. Schedule your activities so that they do not conflict with those of the college. Consider sponsoring a pre-game brunch or barbecue for the game. During the event, make sure all chapter members are present and properly dressed. Once again, you want to sponsor a first-class affair. Invite members of the faculty and administration to your event. Have the chapter house decorated outside with banners welcoming alumni and posters inside displaying chapter accomplishments. Shop around to get the best facilities, prices and service when scheduling a banquet outside of the chapter house. Arrange for a good speaker who will be of interest to your alumni. The Executive Offices can help if you are planning a really big event. Founders Day: At other times of the year, you will also want to maintain an active slate of alumni events. Founders Day, traditionally held as close to March 17 as possible, honors the four founders of the Fraternity and offers an excellent opportunity to rally local alumni of all chapters. Founders Day is usually celebrated with a dinner, followed by a speech on the past, present and future of the Fraternity. Many chapters also schedule golf outings, family picnics, softball tournaments or other activities to maximize the experience. Commencement: Commencement offers another opportunity to gather alumni who Since parents also come to campus for graduation exercises, many chapters sponsor a suitable event to entertain these two important groups. Many chapters organize summer reunions around picnics, baseball games, or just a special weekend set aside for an alumni golf or tennis tournament. The spring varsity scrimmage football game might also be a good weekend to organize an alumni event on campus. Work up your own theme and time of year based on what you feel will be most successful with your alumni. Whatever you plan, plan it thoroughly to reflect the taste, class and pride of Phi Kappa Tau. 5/10 Improving Alumni Relations Communication How does your chapter communicate with alumni? What are all of the different ways that you can stay in touch? Thinking about social media from this morning, how do you or could you utilize it to increase your connection to your alumni? Your chapter newsletter is a direct pipeline to your alumni. It is the best way to stay in touch with your alumni and keep them up-to-date on how their chapter stands on the campus. Newsletters do not need to be costly or printed on expensive paper. Nor do they need to be sent first-class, as third-class mail will get it into the hands of your alumni at a fraction of the cost. The two most important factors in a successful alumni newsletter are: 1) how often it is sent out and 2) the content. You can decide for yourself how best to handle other variables, but you must adhere to these two important points if your newsletter is going to be successful and worth the effort. Processing Think of a great magazine, blog, or e-mail that you regularly get. What makes it fun to read and why do you look forward to getting it? Think of a website that you visit frequently. Why do you keep going back? Could you include any of those elements in your communication? How do you ensure that all generations of alumni are getting your message? Diversity in 5/5 communication mediums is crucial. Using the website, e-mails, printed and mailed letters and newsletters, and posting updates in the Laurel are all necessary to keep everyone connected. Other Resources The Laurel As you know, The Laurel of Phi Kappa Tau is the biannual magazine of the Fraternity and is accessible to all members. Alumni often write to the Executive Offices to ask why ld that his chapter did not send an article or that it was sent too late to be included. The one section of The Laurel that your alumni will always read is "Our Chapters" to learn about news from their group. You should make sure that your chapter submits a well-written chapter report that will be of interest to your alumni and other chapters. The report. You should look at The Laurel as a free alumni newsletter provided to you by the Fraternity. Take full advantage of its power to reach your alumni and drive home your message. If you have any questions concerning The Laurel of Phi Kappa Tau, please contact the communication department at the Executive Offices. Honorary Graduate Initiation Contrary to popular belief, Phi Tau chapters may initiate men as honorary brothers. According to the National Constitution, honorary graduate membership may be bestowed on a man who is not eligible for resident membership and who is not a member of another general college fraternity. In other words, if there is a father, faculty advisor or another man who may be a great asset to the Fraternity, initiate him! Some of the most notable alumni in the greek community have been honorary graduate initiates. In order to bestow full Phi Kappa Tau membership to such a man, a chapter must request and receive permission from the chief executive officer before doing so. A fee of $50 is also required. For more information about honorary membership in the Fraternity, please contact the Executive Offices. Labels and Contact Information The Executive Offices is constantly updating its list of current addresses for all Phi Tau alumni. Chapter or geographic area listings of alumni can be offered to chapters either in the form of self-adhesive mailing labels, which are simply peeled off and placed on your envelopes, or directories, which you can use as a ready reference. For example, you can get a list of all Phi Taus from all chapters in your area or any given geographical area, or you can get a list of all members of your chapter in any geographical area. As you carry out your responsibilities, we encourage you to go above and beyond the call of duty and the minimum expectations of your office. Your challenge is to leave your all of its resources is restricting its potential for growth. The alumni of the Fraternity constitute a body of men whose involvement can aid a chapter in its programming and growth. Each chapter can provide alumni support through well-planned activities such as homecoming events, Founders Day banquets, the publication of newsletters, answering mail, responding to recruitment recommendations, and showing appreciation for alumni through recognition programs. Borradaile Challenge Metric Communications Maxwell: Three alumni newsletters, two alumni events, maintenance of an updated chapter website and one press release about a chapter event to The Laurel and area/campus media. Order of the Star: Two alumni newsletters, two alumni events and maintenance of an updated website. Basic: One alumni newsletter and one alumni event. Chapters send a copy of the newsletter to the Executive Offices (eNewsletters are encouraged). Events are reported on the alumni relations report. For additional information about the people responsible for this criterion, a list of applicable resources, programming offered to address this topic, and how to work with your Board of Governors in this operational area, please visit the Chapter Improvement Plan page (www.phikappatau.org/learning/chaptermanagement/chapter-improvement- Phases of Alumni Evolution Phase 1 – Ages 21-26 The undergraduate joins the alumni ranks. During this early period, a young alumnus can better identify with the undergraduates than he can with older alumni. He still knows many of the brothers in the chapter and can go back and feel like part of “the guys.” Loyalty to the chapter is extremely strong. His major concerns at this stage are finding the right career, possibly finding a significant other and paying off school loans. Usually at this point he has very little money that he can donate. A young alumnus may begin to find other activities with which to become involved. By the end of this phase, he may have started to slip away from the activities of his chapter and into a completely new circle of friends. Phase 2 – Ages 26-36 The number of familiar faces among the undergraduate chapter begins to dwindle and disappear altogether. The alumnus walks into the chapter as a stranger and may feel out of place. Many more pressing concerns than in the previous phase exist: marriage, family, career development, credit card debt, braces for the kids, buying the minivan, etc. Other groups, such as the Masons, Rotary, political parties and church committees, start to take up more and more of the already booked schedule. Numerous charitable groups may be soliciting these Phi Taus for their money. Fraternity priority becomes lower and lower and unless he is drawn back at this time, he may be lost forever. Phase 3 – Ages 36-56 Most of his family is grown, and there is a greater degree of stability in his career and finances. Civic involvement also tends to increase, as he may be a pillar of the community. Even more groups are asking for time and money. Sons or daughters recommend their alma mater. Letters from the chapter are received occasionally but always accompanied with a request for money. He celebrates 25 years of brotherhood in Phi Kappa Tau. Phase 4 – Ages 56+ Alumni offspring begin having their own kids. An alumnus is secure in his job and may have thoughts of retirement. Now that he is in the highest tax bracket, he needs some write-offs. He and his spouse begin to take their dream vacations. His 50th anniversary of membership in the Fraternity is celebrated. He may read editorials about whether the greek system is appropriate for the students of today. Adapted from Phi Delta Theta Fraternity From Undergraduate to Alumnus When a senior graduates from your chapter and enters the alumni ranks, he does not automatically become a good Phi Tau alumnus. Unless he is reminded of all the good times and important lessons he learned through his association with the Fraternity, his involvement may end when he picks up his diploma. Phi Kappa Tau is a lifetime commitment and experience. It is not for the four or five years of college alone. The continued strength of your chapter and the Fraternity depend on an active, concerned and involved group of alumni who realize this lifelong commitment, and their work in their alumni years is important to insure that each succeeding generation of Phi Taus can experience this brotherhood. This type of alumnus To commemorate his transition from the Resident Council to the Graduate Council, a brother can be inducted as a Graduate Council member. This ceremony can be found in the Ritual of Phi Kappa Tau. From Undergraduate to Alumnus Many chapters hold events to thank seniors for their contributions to the Fraternity and remind them of the opportunity and responsibility of alumnus status. This is best done by holding a special coat-and-tie dinner just before graduation. This dinner should be held to honor those seniors about to graduate, with the chapter president presiding. After dinner and an introduction by the president, each graduating senior should be asked to stand and say a few parting words to the chapter about what Phi Tau has meant to him during his college career. Many times seniors will become emotional when talking about the Fraternity and its affect on their lives. This serves as an inspiration to all the underclassmen in attendance. This is also an appropriate time to present awards to the members of the senior class and the chapter for high scholastic achievement and contribution to the chapter. It is also very appropriate and recommended that the chapter present each graduating senior with a gift to serve as a memento of their undergraduate years. Some examples of an appropriate gift might be a coat-of-arms lapel pin, an 8x10 framed color picture of your chapter house or some other memento This mission of of your chapter. Another idea is a Phi Tau tie or copy of "From Old are available from the Executive Offices. We suggest closing this event with the Graduate Council initiation ceremony, which reminds our brothers of the commitment we have made as members of Phi Kappa Tau, and formally inducts them as alumni of the Fraternity. Phi Kappa Tau: A Lifetime Commitment Phi Kappa Tau as a lifelong commitment must be stressed from the first day of associate membership to the day of graduation and Phi Kappa Tau is to champion a LIFELONG commitment to brotherhood, learning, ethical leadership and exemplary character. beyond. If your members take part in an active alumni-relations program and see that alumni are treated as honored guests when they return to the chapter house, they in turn will want to return when they are alumni. If your chapter advisor, Board of Governors members, Housing Corporation members, and other alumni take an active role in the affairs and welfare of the chapter, they will provide a role model that can be followed when your undergraduate brothers become alumni. From associate education onward, the chapter should stress the opportunities for alumni involvement in Phi Kappa Tau, including service at the local chapter level as an advisor, sending in recruitment recommendations, and supporting the alumni programs of the chapter and Fraternity. On the national level, he might serve as a Domain Director or even have the opportunity to serve as a member of the National Council. The Five Rules of Alumni Relations Communication Keeping alumni well informed of alumni, chapter and university news being updated in order to stay connected to your effectively communicate to your alums. A monthly e- charge and Excel spreadsheets free of charge from the Executive Offices. The Executive Offices can provide you with mailing addresses, e-mail addresses, phone information, etc. In turn, the Executive Offices welcomes your updates as well. licking, stamping, folding, etc. Take advantage of every opportunity to communicate: in person, at a large dinner, in a newsletter, via e-mail, through a save-the-date an e-mail or newsletter, include visuals that reinforce the message. Newsletters should contain a healthy balance of alumni and chapter news. While alumni are of course interested in the status of the chapter, they are most interested in news of alums from their era. You cannot over-communicate with your alumni. A newsletter should contain at least 60 percent Communication should take multiple forms because alumni news in order to effectively capture their alums are intrigued and motivated by different interest. mediums. Submit chapter activities to The Laurel. Likewise, advisors, Housing Corporation members, etc. Events Encouraging alumni participation in a wide variety of chapter and alumni events Advance notice is the single most important aspect of improving participation at alumni events. FourAnything less than eight weeks means you really Forget this rule and you might as well just close up shop. Alumni are generally beyond the typical college social scene. Try to plan events that fit their lifestyle and interests. (An annual golf outing that becomes a well-organized, consistent, annual event; dinner at the chapter house that includes one of them as the keynote speaker; a spring or alumni weekend or homecoming; etc.) Creating events that allow alumni to include their significant other is key. Plus, it gives the chapter an opportunity to prove significant other that he joined a classy fraternity, Personal Involvement -being of chapter advisors, Housing Corporation members and general alumni support roles, you have a way to create meaningful participation in the chapter. All you have to do is ask. Reach out to alumni who live in your area but are not members of your chapter. They would love to be involved! (Imagine if you moved to Oxford, Ohio, but the Alpha chapter never asked Conscientiousness Paying attention to the small things because it’s the right things to do Look for the small things that can make a positive impression. They make a big difference. Upon learning of the birth of a new child, marriage, promotion, etc., why not send him a card on behalf of the chapter? How about sending out holiday cards, Valentine’s Day cards to Phi Tau wives, etc.? Read the The Laurel magazine religiously. It’s full of news regarding your alumni and alumni who live in your area. That creates numerous opportunities and reasons for you to reach out and make contact. Recognition Promoting a process whereby the chapter honors its alums and their individual professional accomplishments, family achievements, significant life milestones and contributions to the chapter “Look for opportunities to find people doing things right.” Create an “Alumni Hall of Fame” that inducts an alumnus each year during some significant annual alumni gathering. By communicating and inviting all alums at least two full months prior to the event, you create a lure for other alums to come back and support the brother from their era who is being honored. You cannot overdo this rule. Alums just want to be respected and appreciated. Use different forms of communication to always praise alums for their contributions to the Fraternity, whether it is time, money, fixing the chapter house, a particular leadership role in the university or community, or just stopping by. Alumni Relations Program the chapter. Consider the current status in your area. What is being done? What improvements should or could be made? What preparations have been made to carry out the plan? With a strong, year-round alumni program, the chapter can build healthy relationships that benefit both undergraduate and alumni brothers. Elements of an Outstanding Alumni Relations Program Communication Alumni Volunteer Structure Alumni- and Chapter-Sponsored Activities Alumni Fundraising Updated Alumni Information Creativity Communication: Include a top-notch, alumni-friendly newsletter published regularly, announcements and notices keeping alumni informed of special events, personal acknowledgements, and follow-up correspondence. Alumni Volunteer Structure: Maintain an active Board of Governors, Housing Corporation and/or alumni club, with regular meetings for input and participation. Alumni- and Chapter-Sponsored Activities: Schedule events for all chapter alumni and local alumni (regardless of chapter affiliation) throughout the year. Alumni Fundraising: Conduct a wellto create an alumni relations program that pays for itself. Updated Alumni Information: This should include updated addresses, updates to the Executive Offices, biographical information from alumni, and possibly an alumni directory. Creativity: Be creative; do not always use the same ideas every year. Ways to Build Loyal Alumni Support Make alumni feel welcome. In two ways: while they are visiting the chapter house and when they receive communication from the chapter. Never ignore an alumnus when they are visiting. Send courteous invitations to all alumni events at least six weeks in advance of the date and encourage the alumni to return an RSVP. Make alumni feel needed. There are small tasks and committee assignments that could be made more important by asking an alumnus. Invite alumni to your meetings, chapter functions and Ritual. Know a lot about your alumni. All alumni are important to the chapter. The more you know, the better. Use at least 60 percent of the newsletter for alumni news and updates. Answer every inquiry, specifically pertaining to a class Keep your mailing list in good order. Set up your mailing system so that all incorrect addresses are returned to the chapter house. Educate the undergraduate members to become loyal alumni. A departing senior banquet involving the graduate initiation ceremony is a good idea. When asking for financial support, be sure the funds are for something the alumni will want to provide. Understand the alumnus viewpoint. Alumni have many interests other than Phi Tau. Be happy with an occasional expression of interest. Encourage this additional interest through an alumni club and you will build a tradition of loyal alumni participation. Planning a Successful Alumni Event Beyond setting up programs, sending out newsletters and staging homecoming celebrations, a very basic question is how do the members of your chapter treat alumni when they return? Whether they drop in unexpectedly or return for a large alumni event, you and every brother in your chapter should treat each alumnus as you and your parents would treat a guest in your home. Too often undergraduates mysteriously disappear when alumni walk through the door. You should greet them, extend a firm handshake, help them with their coats, and introduce yourself and other brothers close by. You and your brothers are hosts and you should endeavor to make the alumnus comfortable. Be friendly and give him a tour of the chapter house. Remember, he is a Phi Tau brother. Another important point is keeping the house clean, particularly the bathrooms. In instances where a chapter does not occupy a house, this holds true for the lodge, dorm floor or suite that serves as official meeting place. Nothing shows more lack of consideration, self-respect or Phi Tau pride than a dirty house. What would you say if you were an alumnus coming back to visit? take time away from their business and family to travel sometimes hundreds of miles to visit the chapter. If they feel slighted or are not treated as guests, they may never come back, but if they are treated with brotherly love and respect and have a great time, their feelings for the Fraternity will be rejuvenated and enhanced. Make sure your alumni get what they deserve. Be sure to appoint a committee six to eight months in advance of the event. Conduct meetings to decide the specifics of the event, promotion to be used, speaker and location choices, assignments, etc. Identify alumni or other main speakers three months in advance (or earlier) to acquire a featured speaker. Notify your university alumni office of your plans. See if they will provide additional publicity and promotion through the college alumni magazine. Arrange for a block of seats at a college sporting event or another special event. information in the invitation and program. Select and reserve the location for the event. It is good to have some events at the chapter house and others at a different location for better parking, variety, etc. Arrange for the newsletter to be sent before the event. Build interest. Involve as many alumni as possible in the planning, promotion and hosting of the event so that it appeals to all members. Participation builds interest. the event, the more prominent the special guests. Capitalize publicity on particularly prominent alumni and other dignitaries to be present before and after the event. Determine the necessary registration fee based on probable attendance, cost of meals, promotion, souvenirs, awards, etc. Income should come from those attending, unless in the early years of establishing alumni tradition the chapter wants to subsidize the event until attendance builds. Recruit and instruct key brothers in major cities to promote attendance and arrange for cooperative transportation. Arrange for a welcome committee to handle registration, handing out programs, tickets, hotel registration, etc. Arrange for a cocktail hour (with some non-alcoholic beverages) prior to the event. Arrange for a souvenir or favor to be given out if it is a special dedication or anniversary. Arrange for a golf outing or other participant sports tournament (alumni vs. undergraduates softball, etc). Be sure that all chapter members and associates are aware of the event, attendance expectations and responsibilities. Arrange for a group photo of all alumni attending the event. Be sure to promote in advance when and where the picture will be taken. alumni magazine. Arrange for the selection and presentation of a distinguished alumnus award, if applicable. Arrange for an open house tour of the chapter house for alumni and spouses/guests at specific hours. Update and clean up the chapter scrapbooks, archives, trophies, composites, etc. Make an appeal in advance of the reunion for alumni to send objects that could be displayed during the event. Publicly and privately thank all alumni who have helped. eras to speak about some of their best Phi Tau memories. Three Specific Events Homecoming organizes reunions and special events and hopes that these, combined with the efforts of the athletic team, alumni back to the campus with your own campaign aimed at getting them back to the chapter house. Here are some ideas to consider: Send your first announcement mailing well in advance, listing the date and activities. The end of spring is not too early. Follow up with an early fall mailing, listing alumni who have indicated they will come. In your mailings, be sure to list the time of the game, activities at the chapter house, where alumni should park and any other special arrangements. Organize 5-, 10- and 20-year class reunions, using past chapter presidents or other key alumni of those eras as reunion chairmen. Contact the Executive Offices if you are hosting a 25+-year reunion. Anniversary certificates and pins are available for applicable alumni. List the names and phone numbers of local hotels and offer to make reservations for alumni who need accommodations. List the cost of meals, the game and chapter-sponsored events. Alumni will not mind paying a fair price for a first-class event. Review all of your plans with your chapter advisor, Board of Governors members and/or Housing Schedule your activities so that they do not conflict with those of the college. Consider sponsoring a pre-game brunch or barbecue for the game. During the event, make sure all chapter members are present and properly dressed. Once again, you want to sponsor a first-class affair. Invite members of the faculty and administration to your event. Have the chapter house decorated outside with banners welcoming alumni, and posters inside displaying chapter accomplishments. Shop around to get the best facilities, prices and service when scheduling a banquet outside of the chapter house. Arrange for a good speaker who will be of interest to your alumni. The Executive Offices can help if you are planning a really big event. guide is to charge what a comparable meal or drink might cost in a local restaurant of moderate price. Do not charge outrageous prices and call it a "contribution." Alumni will be sensitive about the costs to the chapter if you put on a first-class event. You should not look at homecoming or any alumni event as a money-making project. A discreetly placed bowl marked "donations," seeded with some $5 and $10 bills, should be the extent of any effort to solicit money at an alumni event, unless the event has been promoted as a fundraiser. The purpose of the event is to allow alumni to gather to enjoy fellowship and Phi Tau brotherhood. Founders Day At other times of the year, you will also want to maintain an active slate of alumni events. Founders Day, traditionally held as close to March 17 as possible, honors the four founders of the Fraternity and offers an excellent opportunity to rally local alumni of all chapters. Founders Day is usually celebrated with a dinner, followed by a speech on the past, present and future of the Fraternity. Many chapters also schedule golf outings, family picnics, softball tournaments or other activities to maximize the experience. Commencement Commencement offers another opportunity to gather alumni who return to the campus for class reunions ion exercises, many chapters sponsor a suitable event to entertain these two important groups. Many chapters organize summer reunions around picnics, baseball games, or just a special weekend set aside for an alumni golf or tennis tournament. The spring varsity scrimmage football game might also be a good weekend to organize an alumni event on campus. Work up your own theme and time of year based on what you feel will be most successful with your alumni. Whatever you plan, plan it thoroughly to reflect the taste, class and pride of Phi Kappa Tau. Newsletters How often should we send out a newsletter? Common sense will tell you that you have to publish a good newsletter often enough to keep your chapter fixed positively in the minds of your alumni. An advertising and marketing professional would use the term "saturation." You must saturate your alumni with just the right amount of exposure to the plans and accomplishments of your chapter. For most chapters, this means three newsletters a year, and certainly no fewer than two a year. Even two newsletters is a half-hearted effort, and clearly one newsletter a year will have little, if any, cumulative effect on your alumni whatsoever. If you feel you need to send more mailings as part of a special drive or anniversary event, go ahead. The more contact, the better, so long as all the pieces are well written and edited. Should we send our newsletter bulk rate? If you are mailing your newsletter to more than 250 alumni, it makes sense to use a third-class bulk rate mailing permit. Perhaps your chapter or campus IFC already has a bulk permit that you can use. You can save $0.268 on each letter you mail over first class, and those savings really mount up. On a mailing to 350 alumni, first-class mailing at current rates would cost you nearly $150. Third-class bulk rate would only cost around $60. When using third-class mail, you must remember that it will take up to two weeks longer for your letter to arrive, so you must plan accordingly. Full details on applications can be obtained from your local post office. Please keep in mind that when doing a bulk-rate mailing, you need to keep the addressed envelopes in zip-code order. When should we send our newsletter? It does no good if an alumnus receives his invitation to homecoming two days after the event or even two days before the event. Alumni with family and business responsibilities must plan their travel months in advance, so an invitation to a specific event should be in the mail no later than six weeks prior to the date of the event. The timing of your newsletters is also important to the success of your program. In general, one should be sent early in the fall as an invitation to homecoming, listing early-term news; another sent shortly after the first of the year, listing fall-term accomplishments; and one right at the end of the spring term, summing up the year and listing homecoming plans for next fall. You may want to modify this outline to suit some special needs of your chapter, but in any case, make sure your newsletters are well spaced and contain timely news. Where should we print our newsletter? With the proliferation of "quick print" franchises around the country, a good-looking newsletter with pictures can be printed for you by professionals at a very reasonable cost. A big cost in professional printing is typesetting, which can be eliminated if you work with the printer and type up your articles into prescribed column widths. This would allow you to do your own "paste-up," which means arranging the articles as you want them to appear in the final printed copy. Anyone in the chapter with high school newspaper experience or a journalism major will be able to help you work out the technical details of publishing your newsletter. Should we include graphics? The use of pictures and good artwork can really add to the attractiveness and reader response of your newsletters. Perhaps there is a talented artist in your chapter who can work with you in brushing up the -catching masthead, which is the banner at the top of the first page carrying the title of your publication. The communication team at the Executive Offices has official graphics in electronic format (download at www.phikappatau.org/About PKT/Resources/Downloads) to assist you in your efforts. Also, you may want to pick a catchy title using your c or traditional name. Some examples include "The GO Gazette" for Gamma Omicron chapter at Cal-State Fullerton or "The Muse" for Mu chapter at Lawrence. Why use a dull name like "Phi Tau News" when a little imagination will cause alumni to sit up and take notice of your efforts. Should we include pictures? You should remember the following items when using pictures: Be careful as to what kind of pictures you use. You should concentrate on pictures of: o Alumni groups o New associate class o New officers o New house improvements o Charitable projects (such as the Hole in the Wall Camps) o University events (such as homecoming) Do not use pictures of parties, drinking or beach shots from Florida; these make a very bad impression on alumni Always project a positive image with your pictures and artwork Remember that your newsletter is for alumni and not for undergraduates to see their pictures published Resources The Laurel As you know, The Laurel of Phi Kappa Tau is the biannual magazine of the Fraternity and is accessible to the magazine. Invariably, the alumnus is told that his chapter did not send an article or that it was sent too late to be included. The one section of The Laurel that your alumni will always read is "Our Chapters" to learn about news from their group. You should make sure that your chapter submits a well-written chapter report that will be newsletter apply to The Laurel report. You should look at The Laurel as a free alumni newsletter provided to you by the Fraternity. Take full advantage of its power to reach your alumni and drive home your message. If you have any questions concerning The Laurel of Phi Kappa Tau, please contact the communication department at the Executive Offices. Honorary Graduate Initiation Contrary to popular belief, Phi Tau chapters may initiate men as honorary brothers. According to the National Constitution, honorary graduate membership may be bestowed on a man who is not eligible for resident membership and who is not a member of another general college fraternity. In other words, if there is a father, faculty advisor or another man who may be a great asset to the Fraternity, initiate him! Some of the most notable alumni in the greek community have been honorary graduate initiates. In order to bestow full Phi Kappa Tau membership to such a man, a chapter must request and receive permission from the chief executive officer before doing so. A fee of $50 is also required. For more information about honorary membership in the Fraternity, please contact the Executive Offices. Labels and Contact Information The Executive Offices is constantly updating its list of current addresses for all Phi Tau alumni. Chapter or geographic area listings of alumni can be offered to chapters either in the form of self-adhesive mailing labels, which are simply peeled off and placed on your envelopes, or directories, which you can use as a ready reference. For example, you can get a list of all Phi Taus from all chapters in your area or any given geographical area, or you can get a list of all members of your chapter in any geographical area. Alumni Clubs A Phi Kappa Tau alumni club exists to promote Phi Tau brotherhood by providing an outlet for casual alumni interaction. Alumni clubs allow the opportunity for Phi Taus to continue to benefit from their membership in the Fraternity through fellowship, networking, social engagements, philanthropic work and a variety of other potential interactions. Alumni commitment to a club is voluntary in nature. Therefore, most alumni clubs have a diverse mix of men representing different chapters, ages, professions and levels of commitment. Alumni in Your Area Many chapters are located near an urban area that has a Phi Kappa Tau alumni club. If you have an alumni club nearby, you will want to give your fullest cooperation to its president. They may ask you to be their guest from time to time at a luncheon or dinner and, if asked, you should be ready to give an oral report of chapter activity. Depending on your local situation, you may want to work out jointly sponsored alumni functions, since both your undergraduate chapter and the alumni club have some similar interest. If there is currently no active alumni club in your area and you feel there is sufficient interest, you and your chapter may want to spearhead an effort to start such a group. Remember that a Phi Kappa Tau alumni club is for all Phi Tau alumni, not just those of a particular chapter. However, if your chapter gets the ball rolling, and assistance, recruitment recommendations and alumni-sponsored functions. You can see a current list of Phi Kappa Tau alumni clubs and interest groups by visiting Phi Kappa Tau online at www.phikappatau.org. If you have further questions regarding alumni clubs, please contact the Executive Offices. Best Practices As you carry out your responsibilities, we encourage you to go above and beyond the call of duty and the minimum expectations of your office. Your challenge is to leave your position, and ultimately your chapter, in better shape than when you found it. It restricting its potential for growth. The alumni of the Fraternity constitute a body of men whose involvement can aid a chapter in its programming and growth. Each chapter can provide alumni support through well-planned activities such as homecoming events, Founders Day banquets, the newsletter publication, answering mail, responding to recruitment recommendations, and showing appreciation for alumni through recognition programs. The following are some other useful techniques: Develop an annual calendar or timeline Establish long-term and short-term goals Coordinate with the MOO to begin a mentor program with alumni and associate or undergraduate members Keep a folder of correspondence that needs a reply on your desk Coordinate alumni gatherings and recruitment functions together Try to learn the names of as many alumni as possible Invite alumni to initiation ceremonies Meet your university/college director of alumni relations Thank both publicly and privately Transmit th TREASURER TRACK SESSION #1 Treasurer Session #1 Treasurer Facilitator Saturday, 10:45-11:45 a.m. Session Objectives The participant will know and understand the fiscal policies of the Fraternity and be able to develop and implement sound local fiscal policies. The participant will be able to develop and implement sound budgeting practices. The participant will have a working knowledge of the Omega Fi resource. Supplies Needed Computer/projector/Screen/sound Omega Fi login Room Setup: Tables and Chairs Session Outline 5/60 Welcome and Introductions Welcome the men to the small group and introduce yourself. Directions Facilitator Note Have each member of the group share: Name Chapter and University Size of chapter (approx.) Hometown Previous offices held Facilitator may want to start and model the way for the students in the group. We are going to start today by reviewing a few concepts that are important to your position. Are there any questions? Please feel free to ask questions at any time today. 5/55 Understanding your Role What does a treasurer do? Processing What does your chapter think you do? What kind of qualities should a treasurer have? Planning Most of the planning or budgeting work will be done well in advance of the timeline for implementation and through consultation with the BOG financial advisor, the finance committee, and by referencing local trends and national policies. Develop an annual budget for the Resident Council in cooperation with the executive committee and/or finance committee and have it approved by the financial advisor and/or the Board of Governors. The annual budget must be submitted and approved by the Executive Offices no later than Oct. 15. While you are to get the budget form approved by Oct. 15, you should have the budgets in place before the end of the spring term so you can send out bills to members over the summer for advanced payments and because the academic term begins well before Oct.15. Serve as chairman of the chapter's finance committee. Prepare housing agreements in cooperation with the Board of Governors and/or Housing Corporation and an attorney for the members' signatures prior to moving into the chapter house. Educate each member and associate member of his financial responsibility to the chapter and distribute written policies. Ensure that funds are budgeted to send your delegates to the National Convention and Leadership Academy. Implementation The implementation phase occurs before the start of the academic term, as you begin to issue bills to members over the summer, and continues throughout the semester as you collect receivables and make payments in accordance with the established budgets. This phase requires precise accuracy in the recording of payments and in monitoring budgeted to actual amounts spent. Issue all bills to members and associates promptly, preferably on an academic-term basis versus on a monthly basis, one month prior to the start of each academic term. Collect and record dues payments from Resident Council members. Maintain complete and accurate records of all chapter financial transactions in a uniformed accounting system approved by the Board of Governors. Approve all purchase authorizations prior to the expenditure of chapter funds. Secure promissory notes for any members with outstanding receivables before the end of your term. Develop, implement, and enforce sound fiscal policies in cooperation with the executive committee and/or finance committee and Board of Governors, and distribute written copies to all members and associate members. Administrative As an executive officer, chairman of the finance committee and an ex officio member of the BOG, you will have various meetings and administrative duties that will need to be performed on a weekly, monthly, annual or as-needed basis. It is important to produce well- 15/50 finances, so make sure to record these various meetings and responsibilities in your own planner and also on a chapter calendar. Serve as a member of the chapter's executive committee. (Weekly) Present reports on the chapter's financial condition at executive committee and Resident Council meetings. These reports should identify the chapter's cash balance, dollar amount of outstanding accounts receivable, dollar amount of outstanding accounts payable, and a comparison of actual income and expense in comparison to budgeted amounts for income and expenses. (Weekly) Serve as a representative of the Resident Council on the Board of Governors. Provide financial reports to the BOG at each meeting. (Monthly) Hold finance committee meetings to review budgetary compliance and to determine fiscal policies for the following semester. (Throughout the semester) File Form 990 with the Internal Revenue Service by the fifteenth day of the fifth month after the close of the chapter's fiscal year. For example, if your chapter's fiscal year closes on June 30, your completed chapter's Form 990 is due by Nov. 15. Only chapters that have an annual budget of more than $25,000 are required to file. (Annually) Submit the chapter's financial records to an accountant or committee of three alumni approved by the Board of Governors for an audit at least once a year, preferably around elections. (Annually) Complete a statement of bookkeeping records and monies for the incoming treasurer, sign and forward a copy to the BOG. (Annually) Collect associate member fees and forms and forward them to the Executive Offices within five days after a man officially joins the chapter. (As needed) Collect initiation fees and along with the president complete the request to initiate form. Forward them to the Executive Offices to request permission to initiate the associate members at least two weeks prior to the scheduled date of initiation. (As needed) Properly train the incoming treasurer by meeting with him before and after elections and going over the many steps outlined in the following section. (As needed) Fraternity Financial Policies Financial Responsibility The housing fund is $15 per member per year collected and put in the Housing Loan Fund for all chapters to utilize (regardless of whether or not they currently have a house). Insurance premiums are the majority of individual fees. These are a pass-through fund from the Fraternity to the insurance provider. Rates are Borradaile Challenge risk management metric. For the fees associated with the chapter, both pools (education and conference) are forced budgeting accounts for the chapter. That money is for registration at the various national events. The Conference Pool pays for eight men to attend the Regional Conference, half a man to attend Conclave and half of the cost for Convention. The Education Pool pays for two men to attend Leadership Academy, your president to attend Presidents Academy and one member of your alumni team to attend the Volunteer Development Institute. Financial Delinquency Policy (See worksheet) Note that chapters also get a 15-day extension before these policies set in. Billing is until Nov. 1. Being proactive with regard to finances is key. If there is a perceived/real difficulty in meeting the expectations, set up a payment plan and stick to it. Omega Financial has made it really simple to collect dues and with a good working budget, so it should be easy to avoid financial delinquency issues. Sample Local Policies (See worksheet) Do you as treasurer know the financial policies for your local chapter? Where do you find them? When was the last time you reviewed your bylaws to see if you were following all financial requirements? This is an example of the local policies you should have in place. They are an ideal version of how to ensure that you and your chapter are in compliance with national policies, and it will increase the transparency and effectiveness of your chapter when you have policies and procedures clearly articulated. What other policies or procedures do you currently use that you find effective? Financial Formula for success. Financial success is achieved when you combine financial accountability, strategic budgeting and effective financial management. What do you think financial accountability means? Can you give me an example of how you ensure financial accountability? Financial Accountability organization to fulfill financial commitments. What do you think strategic budgeting means? Can you give me an example of how you ensure that you are budgeting in a strategic manner? Strategic Budgeting Formulating a plan for future expenditures in congruence with individual or organizational values. What do you think effective financial management means? Can you give me an example of how you can demonstrate that you are effectively managing your chapter finances? Processing 15/35 Effective Financial Management Making After reviewing this information, how well do the members of your chapter uphold their financial obligations on a scale of 1-10? What is your role in improving the score? do to instill a better culture of financial accountability? Budgeting How many of you currently have developed and set a budget for the semester or year? Of those, how many have had their BOG review the budget? Two fundamental rules in developing a realistic budget: Always overestimate expenses and underestimate income. Determine expenses first then compute the necessary income to meet them. So how do you go about creating a budget? 1. Determine all chapter expenses: What are some ways you can accurately predict expenses? 2. Forecast income: Is there a range for dues that members consider reasonable? 3. Adjust the figures for balancing and priorities: What ways can you make these adjustments rational to committee chairman? 4. Approval: What are some ways to make sure a budget is approved? Budgeting is made easier with good communication. You need to involve other officers, committee chairs and your advisors when creating your budget. The Does your budget emphasize/support the areas you are collectively working to improve? What does it demonstrate to potential new recruits? Processing Here is an example of what the national office requests to be submitted. (slide) What other line items would you include in your budget? 10/20 What are the largest challenges facing you when preparing a budget? Omega Financial The Fraternity has contracted with Omega Fi to provide their services to all Phi Tau chapters. You will have groups in the room that are in favor of this, groups that were previously on the plan, and groups that are resistant or even upset about the plan/requirement to utilize this service. In almost every case, if the chapter utilized Omega Fi to its full capability, it would see an increase in revenue (decrease in accounts receivable), which will significantly, if not completely, cover the percentage co It is a national requirement that chapters use Omega Financial Reasons for Omega Fi implementation: Membership management/roster processing Phi Kappa Tau will do membership reporting and initiation requests through Omega Fi in the fall term. Each year, not having updated rosters adds a cost to each chapter based on credits and other cleaner capturing of those records, both locally and nationally. is not profiting off of this contract, and, in fact, there is no guarantee that a chapter will pay its bill to the Fraternity on time, just that it will be more efficiently collecting the amounts it charges its members. Facilitator Note 10/10 Omega Fi has a tremendous amount of resources for chapters enhanced budgeting software, online access of accounts for individual members and the chapter officers (including BOG members), and co budgeting/banking (no control is lost). Collections are only invoked by the direction of the chapter Pull up Omega Fi tutorial on computer all of the capabilities of Omega Financial. Stop me at any time and ask questions. Incentives and Penalties We know how to make a budget, how to enroll and invoice our membership, and how to ensure the financial viability of the chapter. What about holding members accountable? How do you incentivize your members to pay their dues on time? How do you penalize them when there are late payments? Did you know that Omega Financial can help you increase your ability to hold members accountable? Sample Incentives: Provide a percentage discount for early payment in full. Allow applicable members the option to pay via credit/debit card. Provide a tangible benefit for members who pay early/on time and in full. Allow members to establish a payment plan with the same guidelines as chapter payment plans. standing rather than going on seniority or other established practices. At a minimum, give these members priority ranking in the selection process. Sample Penalties: Limit participation in chapter activities. o No intramural play o No vote Fine members based on account balance (percentage) or with a flat fee ($10/week overdue). Send direct contact to the parents of the member. Invoke suspension of the member consistent with chapter bylaws and the National Statutes of Phi Kappa Tau. (Reference: Suspension as defined in the National Statutes Title VII, Disciplinary Statutes, 63. Suspension Defined: Suspension of Resident Council members, under the Statutes, involves surrender of the badge, the loss of vote, and the loss of such other privileges of membership as may be determined by the Resident Council. A member under suspension shall not be relieved of any Fraternity or financial obligations.) Commence with expulsion proceedings. (Reference: Title VII, Disciplinary Statutes 61. General Statute relating to Conduct and Discipline (A) Offenses, 4. Financial Delinquency.) *Each of the above penalties is permissible through Omega Fi. Great work this morning. Lunch will begin at noon. We will meet back in this room at 1:15 p.m. Finance Maxwell, Order of the Star, Basic: Must submit an annual budget and the IRS 990 and be in good financial standing at the end of the year. The Executive Offices updates this information monthly. It takes account of payment plans, and balances can be requested by appropriate officers. Applicable section from the National Statutes of Phi Kappa Tau: Title V, Subordinate Chapters, 48. Resident Council Officers (e): Treasurer. The Treasurer shall keep full and accurate records of all financial matters of the Resident Council in a standard accounting system approved by the National Council. He shall render or have rendered a statement of the financial condition of the Resident Council, as prescribed in the president's manual, to the National Headquarters, monthly to his Board of Governors and weekly to his own Resident Council. At the close of his term of office his records shall be audited by an accountant or committee approved by the Chapter's Board of Governors. For additional information about the people responsible for this criterion, a list of applicable resources, programming offered to address this topic and how to work with your Board of Governors in this operational area, please visit the Chapter Improvement Plan page (www.phikappatau.org/learning/chaptermanagement/chapter-improvement- Financial Compliance Timeline Required Reports (Finance) Spring Billing Who Submits Treasurer Due Date Feb. 15 Borradaile Category Description Directions Financial Detail billing invoices/rosters are sent to each chapter by mid-January of every year; this bill is half of the annual membership dues, housing fees, liability insurance and chapter billings Full payment must be received with updated roster, change report and accompanying documentation Send completed form to IRS and a copy to the Executive Offices Tax Return Form: IRS 990 Treasurer April 15 Required Reports Only required for chapters with more than $25,000 in the budget or if the IRS sends chapter filing information Annual Budget Treasurer Oct. 15 Financial Fiscal overview for academic year E-mail to Executive Offices after receiving BOG approval Financial Detail billing invoices/rosters are sent to each chapter by mid-September of every year; this bill is half of the annual membership dues, housing fees, liability insurance and chapter billings Full payment must be received with updated roster, change report and accompanying documentation Fall Billing Treasurer Oct. 15 Financial Responsibility Summary Here is a brief outline of the chapter/colony financial responsibilities to the National Fraternity, along with the obligations of the individual members for the academic year (new colonies only pay the associate fee [$110.00/man] for the first academic term): Chapter/Colony Financial Responsibility Fall Billing Chapter/Colony Amount Inv. Date Sept. 15 Due Date Oct. 15 Dues/Housing Fund Liability Insurance $ 62.50 per man $ 150.00 per man (half of base charge) Conference Pool $610.00 (Eight officers for regional conference; half man for Conclave; half cost of Convention) Education Pool $765.00 (Two attendees at Leadership Academy; one attendee at Presidents Academy; one alumnus at Volunteer Development Institute) Annual Chapter Fee $ 50.00 NIC Dues $ 41.00 Conv. Admin. Fee $ 7.50 Totals: $1,473.50 per chapter PLUS member-related charges Spring Billing Chapter/Colony Jan. 15 Feb. 15 Dues/Housing Fund $ 62.50 per man Liability Insurance $ 60.00-$150.00 per man (based on applied discounts within the risk management sliding scale reference below) Conference Pool $610.00 (Eight officers for regional conference; half man for Conclave; half cost of Convention) Education Pool $765.00 (Two attendees at Leadership Academy; one attendee at Presidents Academy; one alumnus at Volunteer Development Institute) Annual Chapter Fee $ 50.00 NIC Dues $ 41.00 Conv. Admin. Fee $ 7.50 Totals: $1,473.50 per chapter PLUS member-related charges. Associate Fees $ 75.00 per man ($110.00 per member colony) Due within 30 days of online registration (first week of membership) after association. Initiation Fees * $ 240.00 per man Due two weeks prior to initiation, with Initiation/Badge Order Form * $240 is the initiation fee that includes a plain chased GK (goldklad) membership badge. Badge upgrades are available at the following prices: Initiation with plain chased 10K badge: Initiation with crown pearl/zircon GK badge: Initiation with crown pearl/diamond 10K badge: $ 275.00 $ 285.00 $ 345.00 All prices are subject to change by National Council or Convention action. Insurance premium discounts are determined based upon the following criteria: Alcohol-Free Operations (20%/$60) Chapter operates all programming without alcohol; alcohol-free operations is written in local bylaws (and voted on) as standard operating procedure Alcohol-Free Housing (10%/$30) No alcohol is permitted in the common areas of the chapter house and premises (parking lot, lawn, etc.); alcohol may be consumed in private rooms by those of legal drinking age No House (15%/$45) of the below items are present in any dwelling, rented or owned: o Five or more living in residence o Greek letters or Fraternity flag on exterior o Chapter events, meetings, gatherings, etc. take place there on a regular basis o Chapter memorabilia is prominently displayed in "common areas" of the residence (composites, awards, etc.) Risk Management History (5%/$15) A chapter has not had any risk management violations in the past two years Education on Time Previous Year (5%/$15) The chapter completed all required risk management workshops on time for the previous academic year Education on Time Current Year (4%) The chapter has completed all required risk management workshops on time in the current year (this will be determined in December, and all chapters that qualify will receive an additional discount on the balance of its insurance premium) Sample Local Policies Each chapter should have local financial policies in place to prevent misuse of funds. Check your chapter bylaws to see which policies may already be in place. View the below samples as policies that will help to provide long-term accountab them in your bylaws currently, please consider it. Associate Fees Collected Upfront No associate should go through the ceremony or begin the MO program without paying their $75 associate fee. Initiation Fees Collected Two Weeks Prior to Ceremony No associate member should be initiated without the chapter collecting payment and sending it to the Executive Offices with the appropriate paperwork two weeks prior to the scheduled ceremony. National Statutes, Title II, Membership Point 15 Financial Requirement for Initiation: No one shall be initiated if he is in arrears in any obligation to the chapter or to the colony. All chapter transactions should be done by check for record keeping. Be Cautious with Chapter ATM/Debit/Credit Cards The same logic above applies. If the chapter does have a credit card, be sure the statements are closely and debit cards are not recommended. All Reimbursements Require a Receipt Accommodating for a brother with a lost receipt will wreak havoc on records. A fair and consistent policy should be communicated. No Alcoholic Beverages , nor may the purchase of same for members or guests be undertaken or coordinated by any member in the name of or on behalf of the Zero Balances by Semester End All balances must be paid by a member before the end of a semester. Immediate action should be taken then if it was not addressed earlier in the semester. Overview of Financial Terms Accounting The science of recording, classifying, and summarizing in a significant manner and in terms of money, transactions, and events which are, in part at least, of a financial character and interpreting the results thereof. Account Payable Payment due to someone who has extended credit or services to the chapter. Account Receivable Payment due to the chapter from someone who has received credit from the chapter. Accrual Basis One of two main accounting methods for recording revenue and expenses. Entries for revenues are recorded in the period when earned rather than only when the cash is received. Entries for expenses are recorded when incurred rather than only when paid. (The Phi Kappa Tau bookkeeping system employs the accrual basis accounting method.) Amortization The liquidation of a financial obligation on an installment basis. Assets The property right or value acquired, or expenditure made which has a property right or is applicable to the future. In brief: those things of value owned by a business, entity or individual. Assets (Current) Cash and other assets that may reasonably be expected to be realized in cash or consumed during the normal operating cycle of the business. Current assets include cash, notes receivable, inventories and prepaid expenses. Asset Upgrade Fund A fund to which periodical contributions are made for the purpose of ultimately paying or replacing assets of some kind. Balance Sheet One of two main financial statements prepared by accountants. A balance sheet is a tabular summary of balances showing the financial position of a business on a specific date. The composition of the balance sheet is defined in terms of the following equation: Assets = Liabilities + Owner's Equity. Bond Any interest bearing certificate issued by a government or corporation. Income Statement One of the two main financial statements prepared by accountants. The income statement summarizes the results of operations for a designated period of time. The statement indicates whether a business has operated on a profit (called net income) or on a loss during the period. Expense The cost incurred to operate a business. Loss When the expenses of a business exceed its revenue. Mortgage A conditional conveyance of property as security for the payment of a debt or the performance of some other obligation. Mortgagor One who gives a mortgage. Mortgagee A person to whom property is mortgaged. Net Worth What the chapter owns (assets) less what (equity) it owes (liabilities). Note A written or printed paper acknowledging a debt and promising payment. Revenue The inflow of assets in the form of cash, receivable or from income from other sources. Simple Interest Interest calculated on a principal sum but not on any interest that has been earned by that principal sum. Budgeting The chapter budget is an intelligent estimate of all income and expenses necessary to assure the chapter of healthy financial operations for one fiscal year. The budget is the foundation of fiscal affairs, so careful formulation is essential. The budget consists of two major sections: income and expense. The task is not so monumental as it may appear, for if you have the previous fiscal year budget, the job is reduced to analysis and compensation of unfavorable and favorable variances from the budget, adjustments for changes in income and expense, and any additions or deletions of accounts to provide a more meaningful control of funds. A word of warning though, the figures for the preceding year may not alone be sufficient; in fact, the figures of one year should never be applied blindly to another. The budget should not be treated as "just another" report. A budget prepared, filed and then never referred to is a waste. Actual income and expense should be regularly compared with budgetary amounts. Provisions of the budget should not be exceeded unless the overall budget is revised accordingly. The budget should be modified upward or downward to meet actual conditions as the year progresses. Comparison of actual figures to budgeted figures in each section will provide insight into the operating performance in the past quarter (a review of the economic performance of the chapter) and the fiscal year to date (a review of past performance ,as well as the effect of adjustments to achieve actual results in accordance with the budget). You may want to create a monthly or quarterly financial statement to further help you review your progress. Large discrepancies indicate poor budgeting, poor financial management, or unavoidable or unforeseen contingencies. With continual referral to the budget and its relation to actual figures in the monthly or quarterly financial summary, both documents provide highly useful information when used regularly. Two fundamental rules in developing a realistic budget are: 1. Always overestimate expenses and underestimate income. 2. Determine expenses first then compute the necessary income to meet them. The rough draft of the budget should be prepared in the spring while the past officers are present and before the school term ends. Each officer charged with the responsibility of requesting funds should plan his program for the coming year to determine what he wants to do and how much money it will take. The individual "budgets" should be submitted to the treasurer at least four weeks prior to the end of the term. Phi Kappa Tau’s Chapter Budget Omega Fi Overview For 17 years, Omega Fi has been focused exclusively on developing tools that solve accounts receivable and membership management problems. In fact, Omega Fi has billed more than $1,000,000,000 on behalf of active chapters since its inception. In 2008 alone, it mailed 754,648 paper statements and processed 1,993,832 transactions, collecting $170,832,824 for its clients. Omega Fi currently provides membership and financial management services to 1,626 organizations from 85 national organizations on 418 college and university campuses. In fact, one out of every four fraternity chapters in the United States today uses Omega Fi. for those chapters that have used our service for two full semesters or more, their average collection The Omega Fi Solution Omega Fi brings to the table the in-house resources to provide a cutting-edge, technological solution for financial services and the management of membership records. This application will give you instantaneous access to real-time membership data and financial information about every undergraduate and every chapter. And through it all, it will provide the Executive Offices and each chapter with an Omega Fi staff member dedicated to helping you every step of the way with its industry-leading customer support. As an overview, this solution: Stores contact information on all members. Creates itemized, detailed invoices for dues, rent and all other chapter fees. Distributes invoices by United States mail and e-mail, sent directly to the member or his parents. Gives the treasurer a daily summary of all account activity, including payments received and deposits made. Allows the chapter to communicate with all members via mass e-mail. Provides members convenient payment options including postage-paid mail, credit card online or by phone, or ECheck online. Provides chapter leaders instant access to view and manage member information, member accounts, review payment histories, view past statements and create a multitude of reports. Gives Phi Kappa Tau volunteer leadership and Executive Offices staff real-time information on -down to the smallest detail in any of your chapters. Enables chapter leadership to easily and effectively manage chapter billing. Provides consistency in billing and collection practices, therefore increasing overall collections and financial records. Gives chapters the ability to pay bills online. Gives chapters the ability to create a customized online form to receive secure donations from chapter alumni. Member Agreements Members will be able to digitally sign chapter documents (i.e., chapter housing contracts) online via their Member Access Plus interface. BillPay The ability to create an unlimited number of BillPay accounts (recruitment, social, house, kitchen, etc.), managed by the appropriate officer or committee chair, with the option of expenditure approval required by a second party (financial advisor or alumni advisor, for example). The ability for Housing Corporations to utilize online BillPay for their expenses, if desired. Each officer or committee chair will have the ability to track his specific budget online and make payment requests, to be approved by the treasurer. The ability to print checks locally so that the transaction is automatically entered in a BillPay account. Electronic dual-signature requirement (when desired) for checks. Payroll Omega Fi has partnered with Paychex, Inc. to provide employee salary and payroll tax services, including providing the year-end 1099 to chapters and Housing Corporations on a fee-for-service basis. This service will integrate with the Chapter DeskTop so that the appropriate officer/volunteer can run payroll reports at anytime. Year-end Tax Reporting Omega Fi is partnering with a professional tax corporation to provide 990 services for chapters that may need assistance filing that form. Chapter Services and applications create the foundation of its invoicing and payment solution that helps active chapters manage their accounts receivable. officers and alumni advisors 24-hour, real-time access to membership data and account information. The Manage individual member account information, member records, payment history, statement information and other account information. Instantly see how much money has been collected and how much is past due. Accounts receivable are detailed within an aging report. View and print a variety of customizable reports, including Deposit Summaries, Payments Received, Delinquency Status, Outstanding Balance, Income & Expense Summaries and more. Send mass e-mails to the entire chapter or a selected group of members. Respond online to member inquiries. View real- edit or update information: Administrator Most often the president, treasurer, and/or a Board of Governors volunteer; the Power User Can perform most of the functions of administrator, with the exception of editing members, changing member status levels, maintaining passwords and other more advanced functions. User Some basic editing functions are allowed. Guest Can read information, but is not allowed to edit data. Review and edit their personal address and contact information. View and pay their bill with a credit card or by Echeck. Sign up for AutoPay, which allows their bill to be paid automatically by credit card or draft of their checking account (Note: There is no cost to use this feature). View a detailed history of their account, including an image of every statement they have received. View and upload important chapter documents. Submit and view photos of favorite events. See favorite Internet links stored by the chapter. See officer/committee chair listings and alumni contacts. Itemized Statements … on your Schedule Omega Fi works with each chapter to define a customized billing schedule Dates that charges will be assessed Dates that statements will be mailed Payment due dates and “late after” dates Implementation, if desired, of late fees Though chapters may send as many or as few as they like, Omega Fi recommends sending at least four statements per semester or three statements per quarter, plus two statements during the summer months. After Omega Fi establishes a billing schedule that fits the needs of the chapter, it mails detailed, itemized ool address (it is recommended that statements be mailed to home addresses whenever possible). and an e-mail notification is also sent to the member each time a statement is mailed. Each mailed statement contains an itemized description of charges, a return envelope, and a perforated reply slip that the member or parent may return with payment. Statements show any previous balance owed, any payments made, any new charges incurred and a total amount due. When service is initially started, Omega Fi also sends statements to members who have graduated or left school and have a balance owed to the chapter. Frequently Asked Questions What member contact information is stored? First name, middle name, last name, officer title, social security number, e-mail address, additional e-mail -mail address, school address, school phone and cell phone number. Additional fields include: date initiated, date pledged, graduation date, GPA, major, birth date and legacy relationships. Customized fields may also be created to house other data, including badge number, room number, text messaging address, IM address, etc. How do members pay their bills? After they receive their statement from Omega Fi, members have several different payment options: Using the return envelope included with each statement, members or parents can pay by , or money order. By phone -free number 24 hours a day to pay by credit card. Online time. To the chapter Payment can still be given to the treasurer, who can enter the payment onto the AutoPay By mail harging paid or may have the entire bill paid, regardless of the amount due. What credit cards does Omega Fi accept? Omega Fi accepts all four major credit cards: American Express, Discover, Visa and MasterCard. Is there an additional charge or fee to pay by credit card? Omega Fi charges no fee, but the credit card processor does charge a merchant discount fee of 2.45 percent for all credit card payments, which is paid by the chapter. We review our merchant fee annually and pass any reductions received directly on to the chapter. If the chapter pays the merchant discount fee, can it pass that charge on to members paying by credit card? If done properly, yes. Though a member may not legally be charged more for paying by credit card, a member paying by cash (check/money order) may be given a discount. Consequently, those paying by credit card are, in effect, paying the merchant discount fee. Example: Dues need to be $100 per month to cover For accounts receivable, does Omega Fi charge an additional fee if an invoice exceeds 30 days? If so, how much? Does the chapter keep this fee or does Omega Fi? set by the chapter and can either be a flat fee or a percentage of the past due balance. Omega Fi encourages the implementation of late fees in order to provide an incentive for on-time payment. And when a late fee is paid, the chapter receives the fee. Doe have left the chapter. What is the process of collecting outstanding receivables? -party collection agency if payment is not remitted and no payment plan is established. This is done, however, only at the specific direction of the chapter. Yes. Real-time reports with all of this Does Omega Fi post payments to individual transactions? Yes. Payments are posted against individual transactions according to a priority schedule that may be defined by Phi Kappa Tau. For example, priority #1 might be National Dues/Fees, #2 Housing Corporation Rent, #3 Meals, and so forth. Consequently, if a member makes partial payment on his total balance, payments are first applied to National Dues/Fees. If payment is sufficient to completely satisfy the National Dues/Fees, payment is next applied to the Housing Corporation. After that obligation is fulfilled, payment is next applied to Meals, and so forth. s? recommends using a limited number to minimize the difficulty for record management. Additionally, ories for the IRS Form 990, simplifying year-end filing of that form. If Phi Kappa Tau has a specific chart of accounts for chapters, it can easily be integrated. How are transactions handled when the chapter receives payment directly? Payments are local Will Omega Fi work with existing fraternity and chapter financial institutions? Yes. A chapter does not need to alter any of its existing banking relationships. During the setup process, Omega Fi will request specific banking information, including bank name, routing number and account number, which allows it to make electronic deposits. As it receives payments on member accounts, it posts account (or to the House Corporation account, if desired) via an Automated Clearing House (ACH) transfer. Will Omega Omega Fi provides year-end reporting to make completion of the 990 as easy as possible, but it does not file the 990 for the chapter. Because of the recent changes to 990 filing requirements, however, Omega Fi is partnering with a professional tax corporation to provide that service to chapters who need assistance. RECRUITMENT CHAIR SESSION #1 Recruitment Chair Session #1 Recruitment Facilitator Saturday, 10:45-11:45 a.m. Session Objectives The participant will know and understand the five-step recruitment process of Phi Kappa Tau. The participant will work to utilize the five-step recruitment process in building the The participant will be knowledgeable of all resources in order recruitment plan. Supplies Needed Computer/projector/Screen/sound Social Media video PKT branding website/internet access Room Setup: Tables and Chairs Session Outline 5/60 Welcome and Introductions Welcome the men to the small group and introduce yourself. Directions Facilitator Note Have each member of the group share: Name Chapter and University Size of chapter (approx.) Hometown Previous offices held Facilitator may want to start and model the way for the students in the group. We are going to start today by reviewing a few concepts that are important to your position. Are there any questions? Please feel free to ask questions at any time today. 5/55 Understanding your Role What does a recruitment chair do? What does your chapter think you do? What kind of qualities should a recruitment chair have? It is expected that as a recruitment chair you will: Understand the Ritual, creed and oath. As recruitment chair you must understand the Ritual of Phi Kappa Tau in order to recruit men that possess and share the same values of Phi Kappa Tau. We are not a reform best to continue to develop and reach their potential. Form a recruitment committee/te recognize and understand that in order to be successful there is no way that one person can plan, organize, and implement a recruitment and do all of the recruiting. Meet and chair the recruitment committee/team meetings a minimum of once per week. Meet with the BOG recruitment advisor. You should be in contact with the recruitment advisor a minimum of once per month via e-mail, phone, or preferably in person. As recruitment chairman you should meet in person with the recruitment advisor prior to implementing any large recruitment effort. Be familiar with and adhere to national risk management policies regarding B and regulations. If you are unsure if you have the most recent copy, consult with the greek advisor or IFC recruitment officer. recruitment strategy/plan, inform the chapter of all event dates and individual responsibilities, and instruct new members on how to effectively recruit. You are expected to Communicate with chapter and area alumni in order to get recommendations and assure their support. Alumni are good guest speakers and reinforce the lifelong commitment that potential members will make if they choose to join. Having good alumni participation at recruitment events is impressive, especially if the other chapters do not have good alumni attendance. Maintain a list of prospective members to be read at chapter meetings. Assure a high level of visibility on campus and in the community. Model the way. Lead by example. Manage all recruitment publications and promotional materials. Create a budget. Develop a recruitment calendar. 5-Step Recruitment Process 20/50 In addition to planning events, you, as recruitment chair, also have the the 5-Step Recruitment Process and further hone your ability to recruit and develop the systems that support effective recruiting. Step 1: Identify Prospective Members Why did you join Phi Tau? We know that people join people. The most frequent response in surveys states that the majority of members join fraternities because they meet someone and they build a relationship or make a connection. These men will not simply come find you. Therefore, the first step is to get out there and meet as many people as possible. Campus-wide event (i.e., 3-on-3 tournament, guest speaker) Service projects Sorority and faculty presentations Student center Dining halls Class, other student organizations Alumni recommendations High school counselors Mentor programs Gym/Recreation center Storm the Dorms Do you do this in your own chapters? Processing Step 2: Introduce Prospective Members to Your Chapter After you meet a potential member the next natural thing to do is to introduce him to the other brothers. Remember that making this young man feel comfortable is key. This stage will also allow the potential member to get to know the other brothers in the chapter and vice versa. Processing The following are tips to remember when introducing your new friend to the rest of the chapter: want him to be overwhelmed, uncomfortable or intimidated. Make a special effort to introduce him to members who you know have something in common with the individual. Do not say anything about him possibly associating. Do not leave him alone at any given time. having him join, indicate how you will follow up. What are the opportunities in this step to advance your recruitment process? What are the potential challenges when it comes to this point in the recruitment process? How will you overcome those challenges? Step 3: Engage with Prospective Members After introducing him to members of the chapter, you should be able to identify if he is interested in fraternity membership and if his core values align with the organization. You can start this conversation by simply asking your new friend if he has ever considered joining a fraternity, suggesting that he would be a good fit for the chapter, or asking why he never joined a fraternity. His response should give you some idea of where he stands. From here you can gauge what message would be the most powerful. Be sure to talk about all of the benefits of membership in Phi Kappa Tau. Bring him to an event if you have not already. Introduce him to an advisor or other alumnus. Introduce him to the creed of Phi Kappa Tau. It is important to demonstrate that fraternity is an opportunity to enhance Use visuals like bro opportunities to fulfill the students goals. How do you identify if a man is interested in joining a fraternity? What are the biggest drawbacks you hear about fraternity membership? Processing How do you overcome them? What would you say are the top three selling points of your chapter? How are you different from other organizations on your campus? Step 4: Invite Prospective Members to Join The chapter should feel comfortable extending your new friend a bid if he is the right man for membership in Phi Kappa Tau. At this point, all questions on both sides should have been addressed and you should extend him a formal bid to join Phi Kappa Tau as an associate member. Let him know again what you expect from him and what he can expect from the chapter so that everything is clear and both parties know what they are getting into financially, time-wise, etc. Tips on ways to extend bids: During formal recruitment periods, your university may have a specific procedure that you must follow. Oftentimes, bids need to be picked up and processed by the greek affair policy. or pressured into signing a bid. This will only result in a poor decision. Make sure the potential member knows why you are extending him a bid. Let him know that as a chapter, you think he possesses the values and beliefs of our beloved Fraternity and that you think the two will complement each other. Set the expectation for membership. He should not be surprised that there is a financial commitment to being a member and should have a clear understanding of the time commitment during the association period. What criteria does your chapter use for membership selection? How do you as recruitment chair plan to keep the conversation focused during membership selection? How can you ensure that the majority of brothers have connected with the potential members? Processing membership selection? How can you ensure a high bid acceptance rate? What can you do to eliminate any concerns from the new member, prior to extending a bid? What are the most frustrating elements of this step? How can you overcome them? Step 5: Affiliate with the Members To affiliate the member, you need to welcome him into the chapter. Let him know You must follow your approved membership orientation program to the letter without deviation. Make sure their membership orientation period is consistent with honor and reason, as your chapter said it would uphold in the associate ceremony. -worth of the individual. This means your chapter should be cultivating a chapter of diverse ideas, personalities and cultures, not boxing people into a certain way of thinking or acting. When is your job as recruitment chair over? Why is recruitment a 365-day process? Processing Whose responsibility is it to ensure that the members you recruited feel welcomed, supported and are initiated? What is your responsibility when it comes to collaborating with other chapters on campus during recruitment? How do the actions of one chapter impact you and your success as a recruitment chair? It is often said that as a fraternal community, we are only as strong as our weakest link. During recruitment, while it is competitive, your support of all of the chapters and the fraternal movement as a whole will result in more positive outcomes. Go outs formal recruitment process. Does anyone have an example of how they are innovative in their approach to recruiting members? Why do you think we as recruitment chairs should follow this process? Each step is important because recruitment is a lot like making a sale, the only difference is instead of closing the sale you get your potential new member to sign his bid. This is how you properly secure a bid from a potential new member. If you skip a step, you run the risk of not securing a bid from the guy into In order to have a successful recruitment strategy, you need a well-executed plan to seal the deal and get a maximum return on signed bids. Recruitment Systems 10/30 What systems do you use to ensure that you are intentionally identifying, tracking How many of you use Google Docs or a list? What are the elements that you track? Who is in charge of the list? When does it get updated? there are at least six categories to help organize your potential members name, phone number, ethe process. Feel free to add to the list if you want to get more in depth (i.e., major, hometown, etc.) p track of who the primary contact is for each potential new member. That way, that member is responsible for making sure the potential new member comes to every event and meets as many members as possible. By having every member responsible for potential new members, you are making the recruitment process something the entire chapter can 10/20 Branding Techniques What stood out? What did it tell us about the role of peer recommendations, image and messaging? So what is branding and how is it used? Is branding different than marketing? How? Branding is what makes your organization unique. It is the way you present your organization and how the world perceives it. Most importantly, it is the way potential members remember your organization. Branding encompasses your key complete experience with your organization. Brands need to be simple, consistent and easy to recognize. They must have these three simple elements. Can you identify the core elements for Phi Tau? 1. Name (Phi Kappa Tau) 2. Slogan (Learning.Leading.Serving.) 3. Icon (star or coat of arms) Facilitator Note The key to branding is CONSISTENCY!! Ads may change themes but the three elements are always there. Pull up national website and branding links In addition Phi Kappa Tau has a new brand. Have you all seen this branding presentation? Were you aware that there are recruitment resources with our brand on the national website? Now think about the video we watched and discussed this morning. How does the WHY influence recruitment and the work you do as an officer? Using your why that you created for Phi Kappa Tau, give me an example of one of recruitment, what is the Why behind doing something like that? 10/10 Who else has an example? Aggressive vs. Passive Recruiting There are two actions that we associate with recruiting. Hunting or aggressive, and fishing or passive. Hunting/aggressive recruiting is going out and actively trying to find members to come to your events. Fishing/passive recruiting is putting out a flyer and hoping that someone comes to your event. Have the groups share their examples of passive and aggressive recruitment. Which method is more effective? Which method have you seen in action before? Which method is easier? Processing How will you teach your chapter members to take on the role of the hunter, or the aggressive approach to recruitment? What will be challenging about the aggressive approach? How will you overcome it? Listen to what one recruitment specialist has to say about branding and marketing: Quick, what do you remember about being recruited? Do you remember T-shirts? Do you remember slogans? Do you remember websites? Do you remember lists of prominently: The person who recruited you How the members seemed like GOOD PEOPLE How you felt safe, comfortable and happy around the members One or two great conversations that made you confident in your decision to join. You can have the best brand out there, but discerning individuals won't choose to be your lifelong brother/sister because of your well-organized marketing campaign or even your values-congruent Tbrother/sister because YOU (the members) are who they want to associate with. It has little (if anything) to do with branding/marketing. Now, do I think advertising, marketing and good public relations is a total waste? No. I think your marketing and PR efforts can make a significant impact on the way your community views you overall. I think, if it is congruent with your behavior, a good marketing campaign can change some general opinions about greek life (please note that I think marketing about how great your organization is alongside incongruent behavior is not only a waste of time, but actually hurts you). I just definitely do not think that traditional branding and marketing will make that much of an impact on RECRUITING THE HIGHEST QUALITY members (with the exception of a few schools that have more than 50 percent of the student body in greek life). It will help you trick the stupid kids that are looking for the best party into joining your club but if you want better than that, focus on a friends-first, networking-heavy, quantity-drives-quality, dynamic recruitment strategy. Great work this morning. Lunch will begin at noon. We will meet back in this room at 1:15 p.m. Membership Maxwell: 110% or more of campus average* chapter size with a minimum of 30 men. Order of the Star: 100% or more of campus average with a minimum of 30 men. Basic: 30 men. Membership data is recorded when associate registration and official requests for initiation are received at the Executive Offices (EO). *Campus average is dete correct, please have your greek advisor send us the new campus average so we may correct it. Recruitment* Maxwell: Recruit and initiate 27.5% of campus average size, with a minimum of 8 men. Order of the Star: Recruit and initiate 25% of campus average size, with a minimum of 8 men. Basic: Recruit and initiate a minimum of 8 men. *Recruitment counts towards new, initiated members only. For additional information about the people responsible for this criterion, a list of applicable resources, programming offered to address this topic, and how to work with your Board of Governors in this operational area, please visit the Chapter Improvement Plan page (www.phikappatau.org/learning/chaptermanagement/chapter-improvement- 5-Step Recruitment Process Step 1: Identify Prospective Members Step 2: Introduce Prospective Members to Your Chapter Step 3: Engage with Prospective Members Step 4: Invite Prospective Members to Join Step 5: Affiliate with the Members Step 1: Identify Prospective Members You must get out there. Remember, people join fraternities because they meet someone and they build a relationship or make a connection. These men will not simply come find you. Therefore, the first step is to get out there and meet as many people as possible. Campus-wide event (i.e., 3-on-3 tournament, guest speaker) Service projects Sorority and faculty presentations Student center Dining halls Class, other student organizations Alumni recommendations High school counselors Mentor programs Gym/Recreation center Storm the Dorms Step 2: Introduce Prospective Members to Your Chapter At this point, you have met a new friend and gotten to know them. You, as an individual of the brotherhood, think that this man has the potential to be worthy of membership into Phi Kappa Tau. Therefore, the next natural thing to do is to introduce him to the other brothers. Remember that making this young man feel comfortable is key. This stage will also allow the potential member to get to know the other brothers in the chapter and vice versa. The following are tips to remember when introducing your new friend to the rest of the chapter: overwhelmed, uncomfortable or intimidated. Make sure he is having a good time. Make a special effort to introduce him to members who you know have something in common with the individual. Do not say anything about him possibly associating. Do not leave him alone at any given time. Step 3: Engage with Prospective Members At this point, the chapter should have a good read on the individual. The chapter should know if it wants to introduce the young man to the Fraternity. You can start this conversation by simply asking your new friend if he has ever considered joining a fraternity, suggesting that he would be a good fit for the chapter, or asking why he never joined a fraternity. His response should give you some idea of where he stands. From here you can gauge what message might be the most powerful. Be sure to talk about all of the benefits of membership in Phi Kappa Tau. Bring him to an event if you have not already. Introduce him to an advisor or other alumnus. Introduce him to the creed of Phi Kappa Tau. Step 4: Invite Prospective Members to Join The chapter should feel comfortable extending your new friend a bid if he is the right man for membership in Phi Kappa Tau. At this point, all questions on both sides should have been addressed and you should extend him a formal bid to join Phi Kappa Tau as an associate member. Let him know again what you expect from him and what he can expect from the chapter so that everything is clear and both parties know what they are getting into financially, time-wise, etc. Tips on ways to extend bids: During formal recruitment periods, your university may have a specific procedure that you must follow. Bids often times need to be picked up and processed by the greek affairs office, so double Go to the a bid. This will only result in a poor decision. Make sure the potential member knows why you are extending him a bid. Let him know that as a chapter, you think he possesses the values and beliefs of our beloved Fraternity and that you think the two will complement each other. Step 5: Affiliate with the Members To affiliate the member, you need to welcome him int not initiated, he is still a member of your chapter. You must follow your approved membership orientation program to the letter without deviation. Make sure the membership orientation period is consistent with honor and reason, as your chapter said it would uphold in the associate ceremony. One of our founding -worth of the individual. This means your chapter should be cultivating a chapter of diverse ideas, personalities and cultures, not boxing people into a certain way of thinking or acting. List Making Name Bill Shideler Email Phone doc@yahoo.com 555-1234 Year Contact Soph. Taylor Borradaile Step in Process 1st (Met him at dining hall) 3rd Ewing Boles Jack Anson honoraryfounder@msn.com mr.fraternity@gmail.com 555-5678 555-9876 Steve Hartman Fresh. John Green Junior (Came over for chapter cookout) 4th (Going to offer a bid on Monday) Note: It’s best to keep up with the list via spreadsheet. Who is in charge of the list? When should it be updated? Why is a list important? Passive vs. Aggressive Passive Aggressive What are some examples you can implement for both passive and aggressive recruiting on your campus? Passive: Aggressive: Best Practices Once the chapter has the right attitude and excitement for recruitment, any number of the following ideas could be effective on your campus: Referrals from sororities Men who are respected by women are prospective members. Pre-existing organizations Recruit men who have already shown interest in getting involved and being committed. Recreation night Men often enjoy sports. Good closing tool, available through the Executive Offices. Laundry room You never know who will have a conversation in the laundry room; bring a deck of cards and get a game going. Philanthropy event A man recruited through a service activity will be a dedicated member. Prospective list Always know who your prospective members are; go over the list every chapter meeting. Sports activities Most sports activities are team related; this is a great way to observe his ability to function in a team setting. One-on-one dinners Sitting down and laying it on the table is the best way to recruit your most outstanding members. Monday night football/Super Bowl A good, consistent way to offer a social environment in an alcohol-free setting. Scholarships reat way to meet outstanding students and create a prospective list before school starts. Identify Legacies Treat them like they are special; invite their dad to visit the house. Clean House It is an important part of presentation and image; we do not want members who are only interested in the Utilizing greek affairs rush lists After formal rush is over, follow up with unaffiliated men in informal recruitment. Utilizing RAs Recruit them into your chapter and you will never have recruitment troubles again. Implement excitement surrounding bid acceptance Excitement builds on itself; people want to be a part of something that is exciting. Utilize nearby chapters for recommendations Men have friends from high school that go to other universities. Go to other chapters and ask their associates if they have any recommendations for members at your university. Passion and excitement sells If you are excited about your Fraternity experience, others will be too. Prior to any recruitment period, chapters should have a pep rally about why they are proud to be Phi Kappa Tau. Get pumped! Follow up Maintaining communication with potential members shows that a chapter is interested; men will join a chapter that wants them and/or sincerely cares about them. Recruitment teams Form teams inside the chapter and create a competition between brothers. Eat in dorms Everyone has to eat, use meal times to make new friends (ask a freshman to sit with you). Consider adopting a motto or philosophy for the chapter as you enter a recruitment period: Be aggressive MEMBERSHIP ORIENTATION SESSION #1 Membership Orientation Session #1 MOO Facilitator Saturday, 10:45-11:45 a.m. Session Objectives The participant will know and be able to run an approved membership orientation program. The participant will understand the objectives of the Mark of Distinction MO program and how it applies to the orientation of new members. The participant will know and be able to educate the chapter about the no-hazing policies of Phi Kappa Tau. Supplies Needed Computer/projector/Screen/sound Room Setup: Tables and Chairs Session Outline 5/60 Welcome and Introductions Welcome the men to the small group and introduce yourself. Directions Facilitator Note Have each member of the group share: Name Chapter and University Size of chapter (approx.) Hometown Previous offices held Facilitator may want to start and model the way for the students in the group. We are going to start today by reviewing a few concepts that are important to your position. Are there any questions? Please feel free to ask questions at any time today. 5/55 Understanding Your Role What does a membership orientation officer do? What does your chapter think you do? What kind of qualities should a membership orientation officer have? Attend, participate in and preside over all associate member (AM) meetings. Attend all AM brotherhood events and educational programs. Be prepared for all AM meetings and events by reading the Membership Manual and the AM Program Weekly Meeting Outline prior to the meeting. Meet weekly with your advisor. Oversee the big/little brother program. Coordinate all aspects of AM education and involvement. Serve as a positive role model for the AMs by living the creed and Ritual. Assure that no hazing takes place and confront any inappropriate behavior by either the AMs or active members. Learning Outcomes for MOO Programs 20/50 Who can tell me about learning outcomes? A learning outcome is a planned result. It is a skill or knowledge or even an attitude that participants show after going through a workshop or lecture. Can someone give me an example of a learning outcome? One example is for this session: The participant will know and be able to run an approved membership orientation program. and utilize them in your work this year? Learning outcomes form a basis to be able to evaluate the teacher and the learner. They give the teacher the ability to connect teachings over a long period of time. There is a model MO program that provides you directions and ideas of how to teach the associates everything there is to know about being a successful member of Phi Kappa Tau. Why were you elected into this position? Processing Who thinks that they had an excellent MOO? What made them so successful? What about an MOO that left a lot to be desired? What could they have done to be more successful? As the MOO, your mission is to demonstrate, through your associates, that they know and understand the nine learning outcomes. These outcomes define what an associate needs to know in order to pass the national exam and will prepare them to be a successful leader and live the values of Phi, Kappa and Tau. The cornerstones of a successful MOO program are: Heritage Structure and Operations Values Communication and Resources room. As we go through each of the learning outcomes, I want you to share with the group how you would teach this element to your associates. Learning objectives of an effective MO program: The associate member will be able to explain the origins, founding and development of Phi Kappa Tau. The associate member will be able to identify our founders and other men who had an impact on Phi Kappa Tau. The associate member will be able to explain the roles and responsibilities of Resident Council chairs and Board of Governors volunteers, as well as how they operate internally. The associate member will be able to identify the structure of Phi Kappa Tau, as well as explain the roles and responsibilities of both the paid and volunteer positions. The associate member will be able to identify and implement the purpose statements and values of Phi Kappa Tau and their relationships with each other and the Fraternity. The associate member will learn the purpose and four components of Phi The associate member will be able to identify and explain the various communications and resources that Phi Kappa Tau provides its associates, undergraduates, and alumni members. The associate member will be able to identify and explain the educational programs and scholarships offered by Phi Kappa Tau and how they are funded. The associate member will be able to explain the requirements and purpose of the Borradaile Challenge. After reviewing the learning outcomes, what concerns you? What inspires you? Processing 15/30 How many of you have already developed a calendar for your associate meetings and included all of the associate ceremony dates, including initiation? How many of you work with a team of people to help you execute the MOO program? Who are some of the members who should comprise the team (consider the chapter advisor, greek advisor and other emerging leaders in the chapter)? Hazing and Risk Management Who can tell me the story of the founding of Phi Kappa Tau? In 1906 a group of men came together to begin something new, something different from the negative environment that the existing fraternities at Miami University were perpetuating. They formed the Non-Fraternity Association, or Phrenocon. Why are we Phi Tau made an intentional choice to reflect in its language the fact that when it extends an invitation to membership, it are saying that that person is a new associate/friend/brother. Associates have the same rights as a full member; the only differentiating factor is that they have not participated in the Ritual. We can learn from them and they can learn from us. This one of the many things that makes membership in Phi Kappa Tau exceptional and unique. It also means that we are publically stating that our associates are our equals and As the MOO, you become the protector and advocate of the associates. Your job is to ensure that they learn all there is to know about Phi Kappa Tau in a safe environment. Many of your schools have intensive programs that identify what hazing is and how you elements to ensure that you are clear about hazing, how to prevent hazing from occurring and how to best protect your new members from hazing situations. What is the definition of hazing? aternity premises, to produce mental or physical discomfort, embarrassment, harassment, or ridicule. Such activities may include but are not limited to the following: use of alcohol, paddling in any form, creation of excessive fatigue, physical and psychological shocks, quests, treasure hunts, scavenger hunts, road trips or any other such activities carried on outside or inside of the confines of the chapter house; wearing of public apparel which is conspicuous and not normally in good taste, engaging in public stunts and buffoonery, morally degrading or humiliating games and activities, and any other activities which are not consistent with academic achievement, fraternal law, ritual or policy or the regulations and policies of the educational institution or applicable state law." What surprises you about this definition? Looking at the definition, how can you discern if an activity is hazing? When it comes to hazing, the heart of the issue lies in the power differential. You as an belong to your organization, to be like you. This power differential immediately enters them into a situation where they are under mental duress and cannot make decisions on their own. When we say that you cannot willingly or unwillingly enter into a hazing activity, it is because of this power difference. To protect yourself and your chapter, your goal should be to create an MO program that is as transparent as possible. What do I mean when I say transparent? All associates should know everything that they need to be successful. Dates, times, locations for any activity. Clearly identify learning outcomes and set lesson plans to educate them about the Fraternity. Help them understand how the membership evaluation occurs and what the timeframe looks like prior to initiation. The more information that you provide the associates, the greater the rapport. The more they are able to communicate to you any issues that are arising, the more successful you will be as an officer. 10/15 Accountability Thinking about hazing scenarios and managing members who want to deviate from your program and standards, how would you address the situation with that member? What would you say? What if you had a new member fail to communicate that they were not able to pay their association fees. How would you address that issue? Holding members accountable is a large part of being a MOO. You are the person that the associates are watching and trying to emulate. If you do what you say you will do and expect the same of your associates, you immediately eliminate many of the barriers for your success as an officer. What other steps can you take to create a culture of accountability with your associates? As you hold people accountable, you also need to motivate them and keep them inspired. An easy way to achieve this is through the process of offering and accepting constructive criticism. 5/5 Facilitator Note Giving and Receiving Criticism If the group has low energy, you are welcome to show this short video to open this subject. If the conversation is moving along, you can just introduce the subject as written below. http://www.howcast.com/videos/233727-How-To-Offer-Constructive-Criticism Think about the opening session and the role of social media. Tools like Facebook and Twitter have made it easy for individuals to criticize one another in a non- Great leaders are those who are able to receive and give constructive criticism. This is a skill that can be developed using the following technique. When you want to provide constructive feedback to someone: 1. Begin by finding something you like or appreciate about the person you're about to criticize. This is not only fair, but will also make the person more likely to be receptive to what you have to say. 2. Focus on what that person has said or done, not on him or her personally. Only the former is relevant and likely to be acknowledged. 3. Conclude by affirming your faith that the other person will consider what you have to say. This is both a respectful way to wrap up the criticism and the best way to ensure that your remarks will be given their due. When someone criticizes you: 1. Resist the urge to dismiss the critic. Considering what the person has to say will only strengthen your own understanding of the issue you care about. 2. Recognize that you may not be right. You may be unaware of one or more of the facts relevant to your argument, or you may have ignored some of the rules or principles at stake. 3. Realize that ad hominem attacks say more about the person making them than about you. Rather than sink to the level of such attacks, it's wise to ignore them. Our goal in life can be to bring out the best in others and ourselves, or it can be to puff up our own egos and debase others by exploiting our power over them. If the former is our mission, we would do well to give criticism respectfully and receive it graciously whenever it is offered in good faith. (Bloomberg Businessweek: http://www.businessweek.com/managing/content/mar2008/ca20080318_504987.htm) Great work this morning. Lunch will begin at noon. We will meet back in this room at 1:15 p.m. Membership Maxwell: 110% or more of campus average* chapter size with a minimum of 30 men. Order of the Star: 100% or more of campus average with a minimum of 30 men. Basic: 30 men. Membership data is recorded when associate registration and official requests for initiation are received at the Executive Offices (EO). correct, please have your greek advisor send us the new campus average so we may correct it. log on, please contact the webmaster at webmaster@phikappatau.org. Recruitment* Maxwell: Recruit and initiate 27.5% of campus average size, with a minimum of 8 men. Order of the Star: Recruit and initiate 25% of campus average size, with a minimum of 8 men. Basic: Recruit and initiate a minimum of 8 men. *Recruitment counts towards new, initiated members only. For additional information about the people responsible for these criteria, a list of applicable resources, programming offered to address this topic, and how to work with your Board of Governors in this operational area, please visit the Chapter Improvement Plan page (www.phikappatau.org/learning/chaptermanagement/chapter-improvement- A Quality Membership Orientation Program The Cornerstones of a Quality Membership Orientation Program Heritage Structure and Operations Learning the heritage of Phi Kappa Tau Learning the structure and operations of Phi Kappa Tau Values Communication and Resources Living the values of Phi Kappa Tau Learning the communication and resources of Phi Kappa Tau Ritual, Creed, Values and Mission Mark of Distinction Membership Orientation Program Outline The associate member will be able to explain the origins, founding and development of Phi Kappa Tau. Week One Origins and Founding of Phi Kappa Tau Week Three Founding through WWII Week Four WWII through 1969 Week Five 1970 through Present The associate member will be able to identify our founders and other men who had an impact on Phi Kappa Tau. Week One William Shideler Week Two Taylor Borradaile Week Three Clinton Boyd Week Four E.E. Brandon and Ewing T. Boles Week Five Dwight Douglass Week Six Roland Maxwell and Jack Anson The associate member will be able to explain the roles and responsibilities of each Resident Council chair and Board of Governors volunteer, as well as how they operate internally. Week One Resident Council Week Two Board of Governors Week Three Resident Council Week Five Resident Council The associate member will be able to identify the structure of Phi Kappa Tau, as well as explain the roles and responsibilities of both the paid and volunteer positions. Week One Resident Council Week Two Board of Governors Week Three National Council Week Four Phi Kappa Tau Foundation Week Five National Council Week Six Executive Offices The associate member will be able to identify and implement the purpose statements and values of Phi Kappa Tau and their relationships with each other and the Fraternity. Pre-Meeting Introduction to purpose statements Week One Creed Line One/Lifelong Commitment to Learning Week Two Creed Line Two/Lifelong Commitment to Brotherhood Week Three Creed Line Three/Lifelong Commitment to Ethical Leadership Week Four Creed Line Four Week Five Creed Line Five/Lifelong Commitment to Exemplary Character Week Six Creed Line Six/Vision Statement The associate member will learn the purpose and four Pre-Meeting Introduction/Purpose of the Risk Management Policy Week Two Hazing/Alcohol and Drugs 153 Week Six Sexual Abuse/Fire, Health and Safety The associate member will be able to identify and explain the various communications and resources that Phi Kappa Tau provides its associates, undergraduates, and alumni members. Pre-Meeting Introduction to all online resources Week One Exchange: Lead Your Chapter: RC Website: BMC Retreats Week Two Website: Presidents Academy and Regional Conferences Exchange: Lead Your Chapter: BOG Week Three Website: Leadership Academy, Historical Vignette: Founding-WWII Exchange: History through the Decades 1906-1945 Week Four The Laurel Website: Chapter Operational Retreats, Press Release Template, PKT Network, Foundation, Scholarships, Historical Vignette 1945-1969 Exchange: Phi Kappa Tau Foundation, History through the Decades 1945-1965 Week Five Website: HITW, FMOS, Convention, Historical Vignette 1969-Centennial, HITW Video Exchange: History through the Decades 1965-Centennial, HITW Week Six The Planner/RSS Feeds ly Released Planners The associate member will be able to identify and explain the educational programs and scholarships offered by Phi Kappa Tau and how they are funded. Week One Building Men of Character Retreats Week Two Regional Conferences/Presidents Academy Week Three Leadership Academy Week Four Chapter Operational Retreats/Workshops, Foundation, Scholarships Week Five HITW/FMOS The associate member will be able to explain the requirements and purpose of the Borradaile Challenge. Pre-Meeting Introduction and Purpose of BC, MO Standard Week One: Recruitment, Membership, Bylaws Week Two: Finance, Risk Management, BOG Week Three: Scholarship Week Four: Communications Week Five: Community Service and Philanthropy Week Six: National Participation and Required Reports Hazing 101 Basic Questions to Ask to Determine if an Activity is Hazing Would you let a student newspaper reporter see and report what the chapter is doing? Still need help figuring out if it's hazing or not? Would you tell prospective members what they will go through? Would you tell the parents of your members what the chapter is doing? Would you let greek affairs know what the chapter is doing? Would you let the Executive Offices know what the chapter is doing? Is the activity an educational experience? Does this activity promote and conform to the ideals and values of the Fraternity? Does the activity involve any physical or emotional abuse? Is there any risk of injury? Is alcohol involved? If you hesitated on any of the above questions, then it’s hazing! How does this activity specifically help the new member become a better brother? Would you allow the activity to be filmed? Does the activity have value in and of itself? You should be proud of all the activities you ask your new members to do. Therefore, you should not hesitate to let everyone know. If you hesitate, that is telling you something! Commonly Asked Questions 155 Voluntary or Coercive? What if someone agrees to participate in an activity and later claims to have been hazed? That can't possibly be hazing can it? As a matter of fact, courts have stated that the willingness of a participant in a hazing activity does not make it OK. Due to the coercive nature and high level of peer pressure of most hazing activities, the courts say that it is impossible to say whether someone actually wants to participate or if they feel like they have to participate, thus making the activity hazing! Who is a Hazer? According to legal precedent, everyone who knows about (but doesn't object to), participates in, or approves a hazing activity is guilty of hazing and can be found liable for any damages resulting from the activity. This can include other new members, associates or pledges. By allowing it to take place and not reporting it, you are just as guilty as the person doing it. What Happens to Hazers? A wide variety of consequences await individuals found guilty of hazing. Specific sanctions and consequences vary greatly on a case-by-case basis. The following are just some of the possible consequences: Expulsion from college Jail time Lawsuits (They cost money even if you're found not guilty!) Fines (Enormous fines!) Community service Probation Revocation of diploma if found guilty after graduation Tarnished record (Try to get a teaching job with hazing on your record!) Chapter may lose charter National fraternity or sorority may pass expense on to other chapters How do I make it stop? Educate Educate your members on what hazing is, why it is not consistent with the values and mission of the Fraternity, and how you can reach the same objective through constructive new member activities. Confront Confront any behavior by members that is considered hazing excuse for allowing hazing to continue. Accountability no matter how big or how small. Institute a culture of accountability. The confrontation piece is the start to stopping hazing. However, if the confrontation is not heeded and/or hazing is still occurring, you MUST hold those individuals accountable. Via a standards hearing, you should institute appropriate sanctions that are both educational and punitive in nature. (Please refer to your standards/judicial procedures or consult your chapter advisor for assistance.) Report Immediately report the situation and your plan for addressing the violation to your chapter advisor. It is important to be honest about the situation and for them to hear it from you first. Taken from StopHazing.org 157 The Myths of Hazing Senseless acts of hazing not only create liability for the chapter and Fraternity, they also hinder the development of friendships that are the basis of our organization. Hazing is a felony in more than 35 states. In addition, no inter/national organization, college administration or greek council condones hazing. Phi The purpose of fraternity education is just that education about the Fraternity, chapter and university. Every member of a fraternity or sorority is responsible for assuring that new members receive a proper education. Before any activity involving new members, whether a part of the new member education program or a spontaneous activity, you should refer to Phi Kappa Tau and you hazing. The Myths of Hazing Myth #1 Hazing is no more than foolish pranks that sometimes go awry. Fact Hazing is an act of power and control over others; it is victimization. Hazing is pre-meditated and not accidental. Hazing is abusive, degrading and often life-threatening. Myth #2 As long as there's no malicious intent, a little hazing should be OK. Fact Even if there's no malicious "intent," safety may still be a factor in traditional hazing activities that are considered to be "all in good fun." For example, serious accidents have occurred during scavenger hunts and kidnapping trips. Besides, what purpose do such activities serve in promoting the growth and development of group members? Myth #3 Hazing is an effective way to teach respect and develop discipline. Fact First of all, respect must be earned, not taught. Victims of hazing rarely report having respect for those who have hazed them. Just like other forms of victimization, hazing breeds mistrust, apathy and alienation. Myth #4 If someone agrees to participate in an activity, it can't be considered hazing. Fact In states that have laws against hazing, consent of the victim can't be used as a defense in a civil suit. This is because even if someone agrees to participate in a potentially hazardous action, it may not be true consent when considering the peer pressure and desire to belong to the group. SCHOLARSHIP SESSION #1 159 Scholarship Session #1 Scholarship Facilitator Saturday, 10:45-11:45 a.m. Session Objectives The participant will know and understand what aspects are included in scholarship programming. The participant will know the academic standards of Phi Kappa Tau. The participant will be able to identify why chapters fail academically. The participant will be able to identify campus resources to help members academically Supplies Needed Computer/projector/Screen/sound Room Setup: Tables and Chairs Session Outline 5/60 Welcome and Introductions Welcome the men to the small group and introduce yourself. Directions Facilitator Note Have each member of the group share: Name Chapter and University Size of chapter (approx.) Hometown Previous offices held Facilitator may want to start and model the way for the students in the group. We are going to start today by reviewing a few concepts that are important to your position. Are there any questions? Please feel free to ask questions at any time today. 5/55 Understanding Your Role What does a scholarship chairman do? What does your chapter think you do? What kind of qualities should a scholarship chair have? Ensure that the chapter achieves a GPA that is 0.1 above the campus allaverage annually. Educate the chapter regarding local and national academic eligibility requirements for association, initiation, election and appointment to office, and 20/50 active standing within the chapter. Enforce local and national academic eligibility requirements. Enforce chapter and National Fraternity statutes regarding academic probation and suspension by referring members who fail to meet academic standards to the Board of Governors. Meet with and counsel members of the chapter who fail to meet academic standards. Mee faculty advisor, the scholarship officer should coordinate the effort to recruit one. Meet monthly with the Board of Governors scholarship advisor. Establish and provide leadership to the scholarship committee. Maintain confidential academic records on each member of the chapter utilizing grade checks and release forms. Attend meetings of the campus IFC scholarship committee, when applicable. Assist the MOO with implementing a scholarship program for the associate class. Work with the recruitment chairman to determine the academic eligibility of potential new members. Work with the social chairman to ensure that social activity does not impede the academic performance of the chapter. Develop and properly train members of the scholarship committee as defined in this manual. Maintain a detailed officer binder to supplement this manual. Academic Standards What are the characteristics of a chapter with high regard to scholarship? Whose responsibility is it for academic success? we have an performance affects the overall performance and standing of the chapter. Therefore, the chapter needs to ensure that each member is living up to academic expectation. and the recognition and accountability for academic success is what Phi Kappa Tau calls ensure academic success. What is the minimum GPA an undergraduate student must have to be initiated in Phi Kappa Tau? Title II The Statutes of the Phi Kappa Tau Fraternity 17. Scholastic Requirement for Initiation. Before initiation, a man must attain a cumulative scholastic average equivalent to a 2.4 GPA (on a 4.0 scale) during the previous academic term with a normal fulltime course load. 161 Who has the ability to waive the academic requirement and in what circumstance? (a) In the event that first-semester freshmen are considered for initiation, upon request, the CEO may waive this requirement as long as the associate has submitted a grade verification reflecting his ability to meet the 2.4 standard. (b) An associate may not be retained for more than one calendar year as an associate member without having been initiated. (c) If after one calendar year the associate member has not attained a 2.4 semester or cumulative GPA, he must be de-associated for at least one full academic term. If he later attains a 2.4 or higher GPA, he may be initiated. However, he must be re-associated with the chapter, paying the associate fee. Each chapter executes the right to determine whether the individual should repeat the membership orientation program or be immediately initiated. What is the minimum GPA an undergraduate student must have to be a Phi Kappa Tau officer? Title V The Statutes of the Phi Kappa Tau Fraternity (l) Eligibility for Office. To be eligible for election or appointment to the offices of president, vice president, VPAR, secretary, treasurer, membership orientation officer, recruitment chairman, scholarship chairman, chaplain and house manager, or to hold any remunerative office of the Resident Council, an initiated member must have a cumulative scholastic average, and an average for the preceding academic term, equivalent to or above a 2.50 GPA. If at any time during his tenure, an officer falls below this standard, he shall immediately forfeit his office and another member shall be elected or appointed to fulfill the remainder of his term. The executive director may at his discretion suspend the application of this Statute to any chapter or chapters. What authority do you have as the Phi Kappa Tau scholarship chair to hold members accountable? Title VII The Statutes of Phi Kappa Tau 62. Scholarship Probation. (a) Membership Probation. The Resident Council shall, under supervision of the Board of Governors, upon the basis of official records of the institution, suspend any Resident Council member whose scholastic record is such that he has been placed upon probation by the administration of his institution for more than one term. In the absence of such a system, any member who has not received passing grades in at least sixty (60) percent of his total number of hours carried shall also be suspended. In the event of such suspension, the Resident Council or Board of Governors shall take the badge of the suspended member and shall hold it in safekeeping. A member thus suspended shall be reinstated when the official records of the institution show that his scholastic average has removed him from probation or that he has passing grades in more than sixty (60) percent of the total hours carried. What authority do your BOG and Domain Director have over the chapter? (b) Chapter Probation. (1) The overall Resident Council cumulative grade point (GPA) average must equal the campus all men's GPA and furthermore... (2) The overall Resident Council cumulative grade point average must exceed the campus all men's GPA by 0.10 points. (3) If a chapter fails to maintain these standards, it will be placed on scholastic probation. Failure to comply with these standards for more than two (2) consecutive terms may result in suspension of the Chapter's charter. (c) The Domain Director and Board of Governors may, in the event of illness or justifiable cause, petition the Chief Executive Officer to suspend the operation of this Statute. Section V Basic Chapter Expectations, National Policies of the Phi Kappa Tau Fraternity A. At a minimum, each chapter must adhere to Title VII, Sections 60(b), (c) and (d) of the Statutes of Phi Kappa Tau, which requires each individual have a scholastic average of at least 2.4. The chapter must also adhere to Title V, Section 46(l) concerning scholastic eligibilities of officers, and Title VII, Section 60(a) regarding scholastic probation of Resident Council members. B. The overall Resident Council GPA must exceed the campus allpoints. The chapter must maintain at least a 2.4, even if the allexpectation. Remember, these standards are the minimum acceptable standards a chapter may enforce. We strongly encourage each chapter to embrace a stricter academic standard and fully enforce that local standard. Why do you think these standards are in place? 5/30 Members should have a successful undergraduate experience but they should also set themselves up for a successful future. Academic success is important for graduate school and job placement. FERPA How many of you have heard of FERPA (Family Educational Rights and Privacy Act)? FERPA is a federal law that states that your academic records are private and confidential 163 between you and the university and any party that you designate can receive your grades. The only individuals who can see the grades are the scholarship chair, advisory board, president and, if needed, standards board. Grades are not to be posted in public places; the information is confidential between the member and you. Schools may disclose, without consent, "directory" information such as a student's name, address, telephone number, date and place of birth, honors and awards, and dates of attendance. However, schools must tell parents and eligible students about directory information and allow parents and eligible students a reasonable amount of time to request that the school does not disclose directory information about them. 15/25 It is recommended that you discuss FERPA with your greek advisor to ensure that you are in compliance with your school standards. Scholarship Program What scholarship programs do you currently use? Processing What are the results of that program? ideas that you could collaborate on with scholarship chair. Please share them with the group. Beginning of the Semester Review and evaluate the scholarship program. Review the scholarship records of each member. Update study files, replacing or removing outdated materials. Schedule a meeting with the BOG scholarship advisor and BOG faculty advisor to review chapter and individual member scholarship. Distribute and explain the scholarship program to the chapter. Meet with members to set individual goals. Review academic expectations of the chapter each semester. semester. Set goals for the current semester at the first chapter meeting of the semester. During Recruitment Inquire about the academic performance of each prospective associate member. Insist that a prospect with a poor academic record be removed from consideration for the current semester. Distribute a scholarship fact sheet. Verify the grades of the men you will bid with a grade-release form and your faculty advisor or greek life office. Working with Associate Members Begin a scholarship file on new members. Distribute and discuss the scholarship program with the associate class. Discuss individual and chapter academic standards and expectations. Complete grade release forms. Invite a representative from the academic advising office to talk to associates about GPA, majors and how to be successful in college. Meet with big brothers and discuss their role promoting academics to the associates. Recruit one or more associate to serve on the scholarship committee. Throughout the Semester Sponsor a series of speakers on issues like study techniques, career development and time management. Encourage members in academic trouble to utilize campus advisors and resources. Meet at least twice a month with your faculty advisor and at least once a month with the BOG scholarship advisor to discuss chapter scholarship. Schedule appointments with the faculty advisor and/or scholarship advisor for members having academic difficulty. Assign peer mentors or tutors, as needed. Review and update the scholarship program, as needed. Recommend probations and suspensions, if necessary. During Midterms sed on semester goals and overall chapter expectations. Review individual midterm grades. Meet with big brothers to discuss their role as a mentor to their little brother. Discuss potential associate member academic problems with big brothers. End of the Semester Compile individual grade information. progress. Schedule appointments with the faculty advisor and/or scholarship advisor for members having academic difficulty. Recommend probations and suspensions, if necessary. Post the following grade information Chapter average In-house chapter average Out-of-house chapter average Campus all Campus all-fraternity average 165 10/10 Class (freshman, sophomore, junior and senior) Why Chapters Struggle Academically members can get distracted because of the Fraternity. What are some of the distractions you can identify? (Use slide after answers are given.) Over-programming by the Chapter If the chapter is filling every available weekend with socials, philanthropies and community service, it is asking for problems with chapter participation, individual performance, and ultimately the scholastic performance of its members. Failure to Use Scholarship as a Criterion in Recruitment Selection only indication of his merit. This is a mistake because it does nothing to consider if he will end up being an asset or a detriment to the chapter once he becomes an initiated member. Scholastic achievement should be a major factor within recruitment. Develop and implement objective expectations during recruitment in order to set the tone early. Lack of Study Skills You cannot simply rely on study hours to solve the problems of the chapter; if your membership does not have good study habits, the study hours could be wasted. Furthermore, many will argue that they cannot study in that atmosphere. This could be an indication that they lack the skills or study habits to make study hours an effective use of their time. Studies have shown that students perform best on exams when taken under conditions similar to those when they learned the material. By hosting workshops for the chapter, you can provide opportunities for your members to develop the skillset to make study hours effective and to succeed in school. Motivation Problems This is the most difficult issue to tackle and is probably the most common source identified as a contributor to nearly every problem with which a chapter deals. What do that can be given to someone the same way other things can be taught. In many ways, it is a quality that each person must have individually. As a leader you can influence motivation through positive reinforcement, recognition, programming, education and by setting a good example. Lack of a Quality Scholarship Program In most cases, for the chapter to continually succeed in any area, the membership needs to have and understand a set of standards, receive motivation in the form of recognition and programming, and have support for those who need it. A strong scholarship program can create institutional scholars if there is a true focus throughout the chapter. Physical Factors There are several physical factors, which influence scholastic performance. A healthy diet, adequate sleep and exercise are all examples of physical factors. Even though the chapter may not have control over these areas, it is important to provide an atmosphere that encourages academic success. Quiet hours and a clean house set a good tone for an environment that is conducive to learning. It is crucial to provide an atmosphere in the house that not only makes it possible for its members to succeed, but encourages academic success by making scholarship an observable part of the chapter culture. So now you know of some of the distractions that a member can run into. But how can you as an officer help support your members? Do you believe you can easily place these ideas into a scholarship program specific to your chapter? The Phi Kappa Tau website has plenty of resources and ways to support you on The Exchange. But there are two important tips that I hope you will start with: How many of you regularly go to office hours for your professors or meet with your academic advisor? Do you think your membership does? Why do you think that is? How many of your members would feel comfortable getting tested for a learning disability? Do you know where on campus this resource is available? How could you make this mandatory? As you serve your membership, it is important to ask yourself what the chapter is doing to distract your members from academic success and what the chapter is doing to encourage academic success. Great work this morning. Lunch will begin at noon. We will meet back in this room at 1:15 p.m. 167 RISK MANAGEMENT SESSION #1 Risk Management Session #1 Risk Management Facilitator Saturday, 10:45-11:45 a.m. Session Objectives The participant will be able to identify the core elements of FIPG The participant will be able to determine how to lower the level of risk in the chapter The participant will understand the steps to take in a critical incident Supplies Needed Computer/projector/Screen/sound Room Setup: Tables and Chairs Session Outline 5/60 Welcome and Introductions Welcome the men to the small group and introduce yourself. Directions Facilitator Note Have each member of the group share: Name Chapter and University Size of chapter (approx.) Hometown Previous offices held Facilitator may want to start and model the way for the students in the group. We are going to start today by reviewing a few concepts that are important to your position. Are there any questions? Please feel free to ask questions at any time today. 5/55 Understanding Your Role What does a risk management chair do? Processing What does your chapter think you do? What kind of qualities should a risk management chair have? Develop a comprehensive risk management plan for the chapter. Ensure that all initiate and associate members are knowledgeable about the Phi Kappa Tau and FRMT Policies on risk management and their adherence. Co-coordinate fire drills with house manager. Report all violations and/or incidents to president, advisor, BOG, Housing Corporation, Executive Offices, insurance carrier and university officials. 169 F policies. Organize and coordinate all four required risk management workshops and ensure completion and submission of reports to the Executive Offices by due dates. Advise all officers and committee chairmen on risk management procedures that should be implemented in all chapter activities. Conduct weekly inspections of the house in conjunction with the house manager. Work in unison with the president, house manager and risk management advisor to provide necessary coverage. Maintain a strong understanding of crisis management procedures, which should be communicated to chapter members. IMPORTANT: Please note this update to your job description. Advisors are to regularly inquire of the chapter and its members the details of all Rituals, formal and informal. The Executive Committee and/or Chapter President are required to invite all eligible advisors to attend and to be involved in such ceremonies. 25/50 Do you have any questions? FIPG When you think of a natural disaster what comes to mind? How do you protect yourself from that? What do you need? Why do you need it? What do you wish you had? an attempt to mitigate risks and in this case it would be an attempt to survive or be prepared in a natural disaster. wearing seat belts, not using cell phones, obeying the speed limit)? Why are these laws in effect? To stop accidents. After previous incidents, experts have found that by obeying these risks by using airbags, shatterproof windshields, poles that bend away from the car when you hit them. This is called risk reduction. Together with risk prevention we call this concept risk management, and just like the progression of reducing injuries during car accidents, the same is true for fraternities. Times have changed. Over the past 15 years, the social climate in our organization has days of free-flowing beer in chapter houses, open parties and keg races are gone. Phi Kappa Tau has never been about the party anyway. We are a fraternity, not a social club. Brotherhood is our substance of choice. However, we still like to have fun and socialize. substantial amount of liability insurance in order to protect ourselves, our members and the greater organization. Each student member now pays a liability insurance premium. This provides more than $6 million in liability coverage for each incident and emphasizes the importance of managing our risk. In 1987, an organization called FIPG, Inc. (Fraternal Information & Programming Group) was formed to establish basic guidelines for chapters to follow in order to reduce risk. These guidelines outline the constitution of risk in the realms of alcohol/drugs, hazing, sexual abuse/harassment, fire/health safety and education. We use these guidelines as our roadmap to reducing the risk we face as members of Phi Kappa Tau. (Turn to Ladder of Risk slide.) Chapter spill for all of Phi Kappa Tau. It is important that we all understand where the risk is, how we are liable, and ways we can take steps down the ladder to soften or eliminate the blow. At a glance, the FIPG Risk Management Policy can be a very intimidating and technical document. When boiled down, it is simply a way to stay low on the ladder of risk. Each time we violate one of these guidelines we climb up a rung on the ladder and increase the chance that a fall from the ladder will harm our organization. We need to stay firm on the ground. Here is a crash course of the FIPG policy in regards to alcohol/drugs and our risk. Ask what this rule would prevent or what risks would be reduced by following these rules. who consumes alcoholic beverages under age runs the risk of trouble. In addition, a chapter function (which is an event an observer would associate with the Fraternity) with third-party vendor. Simply put, chapters do not have liquor licenses and, therefore cannot provide alcohol. Anything else is a step up the ladder and puts a chapter and its members at risk. Rung #2: No Chapter Purchase/No Bulk Quantity be used for the purchase of alcohol. The Fraternity is not a tavern, so we shouldn't be in 171 the business of providing alcohol. When we do, we take on a huge risk. Also, in today's college culture, a bulk quantity of alcohol translates to most observers as an opportunity to binge drink, which creates the risk for things like alcohol poisoning, injuries and even death. This means that kegs, cases and other mass quantity of alcohol are a HUGE risk and liability. Rung #3: No Open Parties In order to further decrease risk, events with alcohol on the premises must have a guest list, and nonmembers of the Fraternity must have specific invitations. Know who your guests are! The campus phone directory does not constitute a guest list. FIPG policy suggests that attendance at social events with alcohol present should not exceed two guests per member. Run It should go without saying that it is against the law to purchase for or serve alcohol to someone who is under 21 years of age. Again, against the law equals risk. Rung #5: No Illegal Drugs in Our Fraternity This one is cut-and-dry. There is zero tolerance for chapters that have illegal drugs or controlled substances on chapter premises or at Fraternity events. Rung # 6: No Co-Sponsoring with Distributors The chapter is equally liable if they co-sponsor an event with a vendor/tavern where alcohol is present, given away or sold to those present. Rung #7: All or Nothing Rule Any chapter that co-sponsors or co-finances an event with other chapters/organizations is equally liable for an incident if any of the other groups purchase alcohol. That means the chapter shares the risk even if it is following every other FIPG guideline. If alcohol is needed to recruit someone, he is not a quality recruit. It is pretty lame if alcohol is the only selling point the chapter has for a prospective member. Therefore, absolutely no alcohol can be present at any recruitment event or activity. participate in such antics are taking a huge step down the risk ladder. 10/25 Like "dry" recruitment in Rung #8, there cannot be any alcohol involved with the development of associate members. Most associates are under the legal drinking age anyway, which means it's not only illegal, but makes the risk and liability especially high. Member Accident Protection Program Does anyone know about the Member Accident Protection Program? The Member Accident Protection Program (map program) of the Fraternity is a benefit of membership. The program is intended to complement the health insurance program of every undergraduate member of the Fraternity for accidents incurred during the undergraduate term. The premium for this program is paid by the Fraternity and the program may be cancelled or changed at the sole discretion of the Fraternity at any time. The information provided is for informational purposes only and is not intended to replace the insurance contract. Explain the Member Accident Protection Program (MAPP) to the participants. All eligible undergraduate and associate members of the Fraternity are insured for covered injuries, which are incurred while the policy is in force and occur while: In good standing with the Fraternity. Membership will be verified with the Executive Offices, so be certain your membership has been reported and all association, initiation, undergraduate dues and risk management/insurance fees have been paid. An enrolled student at an institution of higher learning where there is an undergraduate chapter of the Fraternity, except during appropriate holiday or summer breaks. If a covered injury occurs during a holiday or summer break, the eligible member will have to have been an enrolled student during the prior school term and continuing at an institution of higher learning the following term. The following limits of protection are provided: $100,000 accident medical expense maximum $100,000 accidental dental injury maximum $10,000 accidental dismemberment benefit $5,000 accidental death benefit 52 week benefit period $500 primary coverage excess after $500 is exhausted $25 deductible The Member Accident Protection Program is NOT a substitute for health insurance. It provides NO protection for sickness or illness. Every member of the Fraternity must be certain that they obtain health insurance coverage from their parents or other source. Coverage applies to United States students only. 10/15 If anyone has any questions, contact the Executive Offices How to Host an event with or without Alcohol 173 All social events (both with alcohol and without) should follow the FIPG/Phi Kappa Tau Risk Management Policy discussed before. There are several tips that will reduce risks at Actions that will reduce risk: Doors, windows and the perimeters of the event should be controlled. Members will be assigned to make sure that overly intoxicated people do not leave the premises. There must be a preprinted and valid guest list at the entrance. Someone must be checking IDs carefully to confirm that a person is on the guest list. The social event should not be advertised by posters, leaflets, etc., that would invite people other than those on the guest list. No type of admission (cover charge, "donations," purchasing a T-shirt, poster, etc.) should be required to enter the social event. Have a licensed bartender on the premises at all times. Provide non-alcoholic beverages and non-salty foods. Do not allow intoxicated persons to enter the event. Do not allow intoxicated persons to continue to consume alcohol. Do not allow persons to leave the premises with open containers of alcoholic beverages. Restrict guests to only bring a reasonable amount of alcohol to consume. Do not allow guests to bring hard liquor. Set up a time to close the event, in accordance with city regulations of bars. Have active members (at least three or four) acting as sober monitors to ensure control of the event. Turn music and other noise down as it gets later at night. Do not allow people to congregate on your property or at the entrance to the event. Why is a crisis management phone list important? Be sure to fill this out and keep it in an accessible place. Also, distribute the list to other officers, so if you are not present at the time of the crisis, they will know who to contact. 5/5 When an incident arises at the chapter causing any bodily injury or property damage to any person, the following information must be obtained immediately. This report is being prepared for submission to our attorney so please be thorough, and upon completion, send a copy of the report to dcs@phikappatau.org. If the bodily injury is of serious nature you should call the emergency hotline at 1-800-PKT-1906 x600. Resources Explain that we have provided several resources. We will not be covering these resources but they are important and participants should read over them in their own time. Great work this morning. Lunch will begin at noon. We will meet back in this room at 1:15 p.m. 175 Risk Management Maxwell, Order of the Star, Basic: No risk management violations and all risk management seminars and reports submitted on time. Chapters are required to complete four risk management seminars on a yearly basis (three, if there is no house). For additional information about the people responsible for this criterion, a list of applicable resources, programming offered to address this topic, and how to work with your Board of Governors in this operational area, please visit the Chapter Improvement Plan page (www.phikappatau.org/learning/chaptermanagement/chapter-improvement- Phi Kappa Tau Risk Management Policy The Risk Management Policy of FIPG, Inc. includes the provisions, which follow and shall apply to all fraternity entities and all levels of fraternity membership. Alcohol and Drugs 1. The possession, sale, use or consumption of alcoholic beverages, while on chapter premises or during a fraternity event, in any situation sponsored or endorsed by the chapter, or at any event an observer would associate with the fraternity, must be in compliance with any and all applicable laws of the state, province, county, city and institution of higher education, and must comply with either the BYOB or Third Party Vendor Guidelines. 2. No alcoholic beverages may be purchased through or with chapter funds nor may the purchase of same for members or guests be undertaken or coordinated by any member in the name of or on behalf of the chapter. The purchase or use of a bulk quantity or common source(s) of alcoholic beverage, for example, kegs or cases, is prohibited. 3. Open parties, meaning those with unrestricted access by non-members of the fraternity, without specific invitation, where alcohol is present, are prohibited. 4. No members, collectively or individually, shall purchase for, serve to, or sell alcoholic beverages to any minor (i.e., those under legal drinking age). 5. The possession, sale or use of any illegal drugs or controlled substances while on chapter premises or during a fraternity event or at any event that an observer would associate with the fraternity is strictly prohibited. 6. No chapter may co-sponsor an event with an alcohol distributor or tavern (tavern defined as an establishment generating more than half of annual gross sales from alcohol) at which alcohol is given away, sold or otherwise provided to those present. This includes any event held in, at or on the property of a tavern as defined above for purposes of fundraising. However, a chapter may rent or use a room or area in a tavern as defined above for a closed event held within the provisions of this policy, including the use of a third party vendor and guest list. An event at which alcohol is present may be conducted or co-sponsored with a charitable organization if the event is held within the provisions of this policy. 7. No chapter may co-sponsor, co-finance or attend or participate in a function at which alcohol is purchased by any of the host chapters, groups or organizations. 8. All recruitment or rush activities associated with any chapter will be non-alcoholic. No recruitment or rush activities associated with any chapter may be held at or in conjunction with a tavern or alcohol distributor as defined in this policy. 9. No member or pledge, associate/new member or novice shall permit, tolerate, encourage or consumption of shots of alcohol, liquor or alcoholic beverages, the practice of consuming shots eq consumption of alcohol which involves duress or encouragement related to the consumption of alcohol. 177 10. No alcohol shall be present at any pledge/associate member/new member/novice program, activity or ritual of the chapter. events or activities, and initiation. Hazing No chapter, colony, student or alumnus shall conduct nor condone hazing activities. Permission or approval by a person being hazed is not a defense. Hazing activities are defined as: "Any action taken or situation created, intentionally, whether on or off fraternity premises, to produce mental or physical discomfort, embarrassment, harassment, or ridicule. Such activities may include but are not limited to the following: use of alcohol, paddling in any form, creation of excessive fatigue, physical and psychological shocks, quests, treasure hunts, scavenger hunts, road trips or any other such activities carried on outside or inside of the confines of the chapter house; wearing of public apparel which is conspicuous and not normally in good taste, engaging in public stunts and buffoonery, morally degrading or humiliating games and activities, and any other activities which are not consistent with academic achievement, fraternal law, ritual or policy or the regulations and policies of the educational institution or applicable state law." Sexual Abuse and Harassment The Fraternity will not tolerate or condone any form of sexist or sexually abusive behavior on the part of its members, whether physical, mental or emotional. This is to include any actions, activities or events, whether on chapter premises or an off-site location which are demeaning to women or men, including, but not limited to, verbal harassment, sexual assault by individuals or members acting together. The employment or use of strippers, exotic dancers or similar, whether professional or amateur, at a fraternity event as defined in this policy is prohibited. Fire, Health and Safety 1. All chapter houses should meet all local fire and health codes and standards. 2. All chapters should post by common phones and in other locations emergency numbers for fire, police and ambulance and should have posted evacuation routes on the back of the door of each sleeping room. 3. All chapters should comply with engineering recommendations as reported by the insurance company or municipal authorities. 4. The possession and/or use of firearms or explosive or incendiary devices of any kind within the confines and premises of the chapter house is prohibited. 5. Candles should not be used in chapter houses or individual rooms except under controlled circumstances such as initiation. Education Each fraternity shall annually instruct its students and alumni/alumnae in the Risk Management Policy of FIPG, Inc. Additionally, all students and key volunteers shall annually receive a copy of the Risk Management Policy and a copy of the policy shall be available on the fraternity website. Glossary of Terms Certificate of Insurance A form verifying that a policy is written and outlining coverage in general. Often used as a proof of insurance for loans or other legal matters. Claim A demand made by the insured or a third party for payment of benefits provided by an insurance policy. Compensatory Damages Awarded for injury or loss sustained. Also may include amounts for expenses, loss of wages/salary, and pain and suffering. Contractual Assumptions and Liability Arises when an individual assumes liability under a written contract. May be found in many lease agreements. Deductible The portion of the insured loss to be borne by the insured rather than the insurance carrier. Excess Liability Coverage designed to be above and beyond the primary coverage provided under the insurance policy, and which does not go into effect until the claim amount exceeds a certain sum. Hazard Specific situation that increases the probability of an accident and the extent of the loss (e.g., broken handrail on staircase). Host Liquor Liability Liability arising from serving alcohol or hosting a function where liquor is served/distributed. Does not cover liability for selling alcohol. Intentional Acts Exclusion Precludes the payment under the insurance policy of any damages or legal costs arising from actions that are expected or intended by an insured. Liability Often used to refer to the responsibility one party owes to another party whom they negligently injure. Liquor Liability Exclusion Aimed at firms in the business of selling, serving or furnishing alcoholic beverages. Coverage may be precluded in the following instances: 179 Causing or contributing to the intoxication of any person. Furnishing alcoholic beverages to a person under legal age. Furnishing alcoholic beverages to a person under the influence of alcohol. Violating any statute, ordinance or regulation relating to alcohol. Loss Control/Prevention Any combination of actions taken to reduce the frequency or severity of loss. Negligence Failure to use that degree of care that an ordinary person of reasonable prudence would exercise under similar circumstances. Occurrence Event that results in an insured loss. Personal Injury Injury other than bodily injury arising out of false arrest, malicious prosecution, wrongful entry or eviction, libel, slander, or invasion of privacy. Plaintiff The party bringing legal action against a defendant. Primary Insurance Coverage that covers from the first dollar, or after a deductible, for a covered loss or claim. Property Insurance Insurance indemnifying a person with an interest in physical property for its loss or loss of its incomeproducing capacity. Punitive Damages Damages awarded over and above compensatory damages to punish a negligent party because of wanton, reckless or malicious acts or omissions. Some states do not allow insurance companies to pay punitive damages. Rape An act of sexual penetration with a person against her/his will. Risk Management Involves analyzing all exposures to the possibility of loss and determining how to handle these exposures buy reducing, eliminating or transferring of risk. Sexual Harassment Unwelcome, unreciprocated imposition of sexual attention, usually in the context of a relationship of unequal power. Vicarious Liability Under certain circumstances, a person is liable for the action of someone else. Wrongful Death A civil court suit brought by survivors against someone believed responsible by negligence or intention for 181 Reducing the Risks at Social Events 1. Doors, windows and the perimeters of the event should be controlled. 2. Members will be assigned to make sure that overly intoxicated people do not leave the premises. 3. There must be a preprinted and valid guest list at the entrance. 4. Someone must be checking IDs carefully to confirm a person is on the guest list. 5. The social event should not be advertised by posters, leaflets, etc. That would invite people other than those on the guest list. 6. No type of adm required to enter the social event. -shirt, poster, etc.) should be 7. Have a licensed bartender on the premises at all times. 8. Provide non-alcoholic beverages and non-salty foods. 9. Do not allow intoxicated persons to enter the event. 10. Do not allow intoxicated persons to continue to consume alcohol. 11. Do not allow persons to leave the premises with open containers of alcoholic beverages. 12. Restrict guests to only bring a reasonable amount of alcohol to consume. 13. Do not allow guests to bring hard liquor. 14. Set up a time to close the event, in accordance with city regulations of bars. 15. Have active members (at least three or four) acting as sober monitors to insure control of the event. 16. Turn music and other noise down as it gets later at night. 17. Do not allow people to congregate on your property or at the entrance to the event. Third-Party Vendors Third-party vendors are for-profit businesses that are licensed and insured and not associated with the chapter in any way, and are responsible for identification checks and distribution of beer and alcohol. Third-party vendors can also be used for security purposes. Third-Party Vendors Must: 1. Be properly licensed by the appropriate local and state authority. This may involve both a liquor license and temporary license to sell on the premises where the function is to be held. 2. Be properly insured with a minimum of $1,000,000 of general liability insurance, evidenced by a properly completed Certificate of Insurance prepared by the insurance provider. a. The above Certificate of Insurance must also show evidence that the vendor has as part of his insurance -owned and hired b. include: i. The ______________ chapter of Phi Kappa Tau ii. The name of your Housing Corporation iii. The Phi Kappa Tau Fraternity, Inc. iv. The Phi Kappa Tau Foundation 3. Agree in writing to cash sales only, collected by the vendor during the function. 4. Assume in writing all the responsibilities that any other purveyor of alcoholic beverages would assume in the normal course of business, including, but not limited to: a. Checking identification cards upon entry b. Not serving minors c. Not serving individuals that appear to be intoxicated d. Maintaining absolute control of all alcoholic containers present e. Collecting all remaining alcohol at the end of a function (no excess alcohol opened or unopened is to be given, sold or furnished to the chapter). Vendor must remove all alcohol from the premises f. Require alcohol not be served one hour before closing Things to Keep in Mind: or you make up the difference with chapter funds). The venue must be empty when you come, and they should not allow anyone into the building exce All risk management policies must be followed, and the chapter must have members who agree to remain substance free for the evening. Though having an event with a third-party vendor greatly reduces your liability, it does not relieve you of liability. As always, your insurance covers you only when you are following policies. Planning In-House Functions These guidelines must be used when planning, organizing and executing any social event your chapter conducts. Through your responsible efforts and the use of these guidelines, you can provide your guests with a safe and enjoyable environment for social activities. Budget appropriately to ensure that the social event will be within the means of the chapter. Know in advance whether the event is going to be using a third-party vendor or BYOB (only two ways a party is in compliance with risk management guidelines), and have things lined out accordingly. Make sure you have gone through all levels of proper registration on your campus and in your community. Center your event around a theme. Be creative so that everyone will enjoy participating. This will reduce the emphasis on alcohol to have a good time. However, themes must be appropriate. (Pimps and Hoes, White Trash Bash, etc., are not appropriate) Set definite beginning and ending times for your function. If you are planning a function, especially one held outside, notify your neighbors at least a week in advance. Provide your neighbors with your telephone number so that they can contact you if necessary. Be polite and work together with the neighborhood to reduce conflicts. Whenever possible, use the safest form of transportation to and from the event. Use taxi, shuttle, designated drivers, or rent buses and vans to ensure the safety of brothers and guests. Always use and have available a guest list with specific invitations to your events. Maintain these lists and save in a folder for at least two years from the date of the event. Ensure all exits and entrances are clear of obstructions. At least two monitors should be present at all times to prevent uninvited people from entering. Make sure you have adequate waste disposal containers to prevent accidents and unnecessary litter. Always clean up both the inside and outside of the property immediately following the event. If problems arise during the event, do not take matters into your own hands. Call campus security or the local police department. Review the university, National Fraternity, state, local, and federal regulations with members of the chapter on issues such as alcohol and other illegal substances. Failure to observe these regulations could result not only in legal actions, but also in loss of insurance coverage. Review crisis management procedures. Crisis Management Crisis Management Planning The chapter president should meet with the executive council and at least one Board of Governors volunteer for a crisis-management planning session. Select a time and location that will allow for at least 90 minutes of uninterrupted time. Ask the following questions: What is the worse-case scenario that could or might occur in your chapter? What can we do to prepare for each situation? If the chapter has a house, how prepared are we for a fire? Who will be the spokesperson for the chapter? Redundancy: Have at least two other persons in line for each key position in terms of crisis management. If the president is not available, what two persons are in line to handle those responsibilities? Prepare a who-to-call list. List all persons by name, with cell, home and office phone numbers, who should be contacted if something occurs. Think: Domain Director, Board of Governors volunteers, Housing Corporation members, college/university administrators, and local police and fire. Have a secondary list of persons to help after the initial calls have been made: grief counselors and sexual assault counselors are examples. The benefit of being at or near a college/university campus is that these persons are accessible, available and ready to help. If a local alumnus who is an attorney is agreeable, include that person as a contact. Make certain that accurate notes from your meeting are taken and that an emergency procedure and contact list is sent out to all officers and involved volunteers immediately after the meeting. If a situation occurs, you will want the information in writing and ready to go. A good practice: The chapter president collects personal information for each member, including parent names, telephone numbers, e-mails, special medical concerns or information, and any other information that a member will share with the understanding that this information will remain in confidence it will not be accessed or used unless needed in an emergency. That information is then kept in a secure place and manner. If a member is involved in a situation that requires medical attention and his parents are not available to provide information, at least the chapter president can offer what was provided by the member. In addition, the contact information for parents may be a value to college/university administrator or law enforcement officials. It is recommended that one or two other trusted officers, or an alumnus who lives nearby, have access to the information and can respond quickly. Regardless of the situation, circumstances or day or time, it is always better to call the is an emergency or less significant. Someone will be available. It is much better to hear about a situation from the chapter at 3:25 a.m. than receive an 8:01 a.m. telephone call for a The following guidelines are to be used when a crisis occurs on or off chapter property. Some chapters may already have similar crisis-management procedures, and this document supplements those procedures. General Procedure During a Crisis Remain calm. The president is in charge of any emergency situation, and he should consult other members who may possess more expertise or insight when making decisions. In the event that the president is absent, the next ranking officer assumes control. Dial 911. In nearly all cases, the president should briefly and calmly explain the situation. Notify the chapter advisor and BOG chairman. The BOG chairman or advisor must contact the CEO or director of chapter services. Close the chapter house at once. Permit only members, alumni and appropriate officials to enter. Assign a few responsible members to calmly control access to the chapter house. Assemble the membership for a chapter meeting. Explain that there is an emergency and the house is closed. Do not discuss details, speculate on events or otherwise project consequences until the police, your advisor, or school officials have arrived. Members are not to speak with anyone outside the chapter. The president is the official spokesperson for the chapter. If the news media should contact the chapter, only the president or the advisor should speak for the chapter. No statement or comment should be given. Release no names until an investigation is completed. In the case of a Serious Injury or Death of a Member Do not notify the parents. Medical personnel or the police will notify the family. Provide parental contact information to the authorities. keep the door locked, if possible. In an emergency, use extreme tact and caution in your actions and statements to members, the media and others. Where possible litigation may follow, be extremely cautious about jumping to conclusions or speculation. Officers Crisis Management Phone List Name Number Tim Hudson 1.800.PKT.1906 x231 Fraternity/Sorority Advisor Board of Governors Chairman Chapter Advisor Housing Corporation President Domain Director Phi Kappa Tau Executive Offices Police, Fire and/or Ambulance: 911 Risk Management Claim Form When an incident arises at the chapter causing any bodily injury or property damage to any person, the following Risk Management Claim Form must be obtained immediately (located at www.phikappatau.org, . This report is being prepared for submission to our attorney, so please be thorough, and upon completion, send a copy of the report to dcs@phikappatau.org. If the bodily injury is of serious nature, please call the emergency hotline at 1-800-PKT-1906 x600. Date of incident: Telephone #: Chapter name: Chapter president: Chapter address: Name of injured party: Telephone # of injured party: Witnesses: Telephone # of witnesses: Description of what happened (what, when, where, how, and how much): ________________________________ Chapter President Signature Crisis Management Resources Injury or Death Verification Verify names Follow campus procedures for death notification Follow Media Make comments only after consulting with Executive Offices representative Follow campus procedures and contacts Anticipate questions Create a fact sheet/press release Identify one spokesperson Wait to release information (until next of kin informed) Issue a formal statement from student leaders Counseling Victims Survivors Ripple effect for non-victims (bring up past experiences) On-site (residence hall, chapter, etc.) Continuous (individual vs. support group) Different counseling needs at different times/for different people Humor is very important for the healing process Written handout from counseling department (i.e., who to contact, where, times people can come in for counseling, etc.) Group Morale and Rebuilding Turning negatives into positives, retreats Fireside talks, support groups Humor People processing at different times Memorial services Fundraisers Emergency Contact System Act on all emergencies Phone tree, voice mail Have a list of important alumni to contact Make sure a copy of this list is also kept outside of the house Housing who to contact if you lose your house to a fire Red Cross Residence halls Hotels Fraternities and sororities Salvation Army Donations from friends, family and alumni Books, Registration Cards how to acquire new items Student Union Association Greek Advisor Personal Items how to regain if lost in a crisis Red Cross Salvation Army Donations from friends, family and alumni Academic Accommodations Student Life Office Residence Life Office Professors Relief and Scholarship Funds Scholarships: developmental offices, alumni, parents, National Fraternity Use of money Distribution of money Healing Karen Kenney and Ilene Brenner, March 12, 1992, University of California at Berkeley Guidelines for Dealing with Law Enforcement Do… Cooperate Listen to their concerns and suggestions for correcting the situation. Respond in a civil manner. Be calm, responsible and rational. Deal with them immediately Have a responsible individual address them as soon as possible. Have a chapter officer present at the door This reduces difficulties, especially those that may arise between sponsoring houses. Police officers prefer working with chapter officers who have control over the social function. Be sober Both the chapter officer and party monitors should be sober and able to handle problems that may arise and respond accordingly. Don't… Mouth off Quite possibly the biggest irritant to police officers. Shut the door in their face Quite possibly the second biggest irritant to police officers. This gives cause for alarm, indicating that something potentially illegal is happening. Congregate at the entrance Not only does this increase the apparent size of a party, it makes the job of those trying to monitor the party more difficult. Deny responsibility If it is happening in your house, you will in all likelihood be held responsible. Take responsibility Monitor your own events. Handle potential problems before the police get involved. Establish a working relationship with police officers If a situation does arise, the police officer knows who to ask for. 192 Ensuring a Safe Chapter House The responsibility of maintaining a safe and positive learning environment for chapter members is a concern. Our goal in the area of chapter housing must be to make sure that all who live in our chapter houses are protected to the best of our ability. The responsibility of meeting our housing goals rests with chapter members working in close cooperation with local property-holding alumni corporations. The policies and standards that we establish to meet this goal become a risk-management program. Area of Concern Two major issues of concern have been shown to cause liability and property-loss problems for fraternities: fire safety and house maintenance. In both areas, a responsible risk management program can lessen the probability of causing damage to the chapter house. How we manage risks will determine our ability to obtain liability and property insurance. Insurance provides a basic tool we use to limit or control exposure to loss. It does not take the place of anything else, nor does it excuse anyone for exhibiting a lack of common sense. Insurance is only designed to control the losses of corporation, chapter officers and members in the event of a genuine accident. Alumni Set Standards In most chapters, one role of alumni is to form a not-for-profit corporation within the state in which the chapter is located. This corporation serves as the landlord when it owns the chapter house or the leaseholder if it rents. In either case, the primary responsibility for operating and overseeing maintenance of the chapter house rests with this group. Chapter house officers serve as the agent for the corporation. In doing so, chapter officers manage the house on a daily basis, making sure policies and procedures adopted by the corporation are implemented and adhered to by the chapter house residents. While chapter officers and members should regularly have input regarding house policies and procedures, the corporation must have the final voice since it bears the major burden of responsibility. House Maintenance Suggestions A successful risk management program requires a cooperative effort of both alumni and chapter members to lessen the likelihood of accidents and hazards that potentially exist in the chapter house. Listed below are some basic suggestions that any chapter and corporation can follow to develop their own local house maintenance risk management policy: 1. Schedule regular inspections. Thoroughly inspect the chapter house every three months with the chapter president, house manager, and a specified alumni corporation board member, doing the inspection together and completing a written checklist. 2. Pay attention to traffic areas. Particular maintenance attention should be directed toward doorways, railings, stairways, carpet, floors and windows. Outside, regular inspection of fire escapes should be scheduled to check their operation and make sure they are clear of obstacles. 3. Develop a written maintenance program. Have a written schedule to replace or change furnace filters, light bulbs, exit lights, smoke detector batteries, etc., when needed. 4. Keep halls and stairways cleared. All halls, stairways and exits should be kept clear and well lighted at all times. 5. Service heating and air conditioning equipment. Schedule annual service and inspection of these and other major mechanical systems. 6. Service kitchen equipment. Schedule regular cleaning, service, and inspection of all kitchen equipment, paying particular attention to stoves, deep fryers, exhaust-hood filters and fireextinguishing systems. 7. Restrict access to dangerous areas. As appropriate, limit or prohibit access to certain areas of the house, such as roofs, furnace rooms, fuse boxes, etc. House Security Chapter leaders must become more aware of the need to limit access to the chapter house. Unfortunately, cases of arson and vandalism are not unknown to fraternities. Some house security suggestions are listed below. 1. A locked house is a safer house. The minor inconvenience of maintaining a locked house is justified by the safety benefits to the members and physical structure. Give all members a key. 2. Install deadbolts on all doors and lock windows. Consider installing a timer that automatically sets deadbolts from midnight to 7 a.m. Lock all ground-access windows during the same hours. 3. Let people knock. No one enters your family home without knocking. Keep it that way at your chapter house. The only exception should be during social events with door monitors greeting guests. 4. require access to the house. 5. sure all mechanical systems function. 6. Install outdoor lighting. Floodlights in front and security lights in back are the best way to deter chapter house vandalism and arson. 7. and ask if you can help them. Tips for Vacations and Winterizing Property damage can occur during vacation periods. Be aware of the potential for claims resulting from extreme weather and plan accordingly. Shut off the domestic water supply. This should be done especially during cold-weather vacations if the house will be unoccupied. Maintain heat. Have your computer property checked periodically during all vacation periods. Have furnace and heating systems professionally checked. Check for proper operation, automatic shutoff and proper venting. Store combustibles away from heating or furnace areas. These areas should be checked and cleaned regularly. Use wood-burning fireplaces with extreme care. Have the chimney cleaned periodically. Do not use flammable liquids to start the fire. Keep the fireplaces enclosed when in use. Keep combustibles clear of the hearth. Use extreme caution with portable heaters. Use only U.L.-approved heaters. Keep these heaters away from combustibles. Fill units outside of the building. Never fill while the unit is in operation or still hot. Do not smoke during refilling. Maintain ventilation by opening a door or window. Store flammable refill material clearly marked in a cool, dry place. Fire Safety Suggestions Managing our risk requires all alumni and chapter members to set high standards for the safety of our houses. In no area of house operations is this more important than in the area of fire safety. An analysis of 260 fraternity and sorority house fires conducted by the National Fire Protection Association determined the leading causes of these fires to be as follows: 24.9% Careless smoking and match disposal 22.7% Electrical system misuse and overusing 19.6% Defective heating devices, chimneys 9.6% Arson or other suspiciously caused fires 6.2% Spontaneous ignition 5.8% Kitchen and cooking hazards 0.8% Lightning 0.8% Ignition from building next door 4.2% Miscellaneous This list clearly demonstrates that the majority of chapter house fires are preventable. The number of fires (260) shows it can happen to you. Basic fire safety suggestions for a fire safety risk management program: 1. Establish a no-smoking policy. Ban smoking in bed and establish other non-smoking areas. Provide plenty of ashtrays in designated smoking areas. 2. Do not overload circuits. Prohibit the use of extension cords, multi-outlet devices, etc. Do not permit members to install their own custom wiring. 3. Install alarm system. Consult with local fire officials to determine the number and preferred location of smoke and heat detectors in sleeping rooms and common areas. Also, consider installing an alarm system wired to a central location. 4. Provide and maintain fire extinguishers. Extinguishers should be well marked and readily available throughout the house. Establish penalties for tampering with a fire extinguisher. Make sure extinguishers are checked and serviced regularly. 5. Hold regular fire drills. Plan, design and post your emergency-evacuation plan. Post it inside each bedroom door. Quarterly fire drills with evacuation leaders and an established post-evacuation roll call procedure are recommended. Have emergency telephone numbers posted at all house phones. 6. Keep the chapter house clean. Avoid keeping flammable materials in the house. Extra clutter, such as paper, boxes and clothing, provide fuel for a fire. Trash removal is especially important. 7. Comply with fire codes and regulations. Local fire department officials and insurance investigators will be willing to provide regular inspections and answer your questions, usually without cost. Help for Friends that Drink too Much Dear Alice, I have two friends who I think are drinking too much. I don't know what to do. They get very defensive when anyone brings up their excessive habit. A lot of our friends are giving up on them. Their drinking has become a daily thing and their schoolwork and friendships are suffering. They are both 21; one recently broke up with his girlfriend of several years, and the other has been single for awhile and he hates it. I know that has a lot to do with it. Please suggest some non-intrusive ways to help them. I'm really at a loss. Thank you, A Concerned Friend Dear A Concerned Friend, It's not unusual for people to get defensive when friends approach them about excessive drinking. It's also normal for you and the others who have been trying to help to feel frustrated, defeated, sad, and at a loss for what to do next. Your friends are lucky to have such a dedicated and persistent person looking out for their well-being. Here are some pointers to get you started: Approach each of your friends separately. Although it might seem like their situations are similar, they are sure to appreciate being treated as unique individuals. Choose times when your friends are sober. This may be a challenge, since you mention that they're drinking to excess daily. Perhaps you can invite them out for breakfast or to a coffee shop where they might be less likely and able to drink. Talk with your friends in a quiet, private environment. This will give you an opportunity to concentrate and will lessen feelings of embarrassment and self-consciousness for your friends. No one likes to have their weaknesses pointed out in front of a staring crowd of onlookers or eavesdropping restaurant diners. Rehearse ahead of time. This will give you an opportunity to explore what you'd like to say, how to say it and prepare you for the possible responses. If you're not a student here, try practicing with someone similar at your school, with another concerned friend or supportive family member. Do some research. Before talking with your friends, investigate the resources available. Find out if your counseling service has drop-in hours, if any self-help or support groups meet on or near your campus, and if there's an alcohol and drug specialist available. There are a number of different techniques that can be helpful when approaching your friends. You can use various combinations based on what's comfortable for you, how well you know your friends and what you know has (or hasn't) been successful in the past: Be specific. Tell your friends what you've noticed about their behavior and what concerns you. For example, you could say, "I've noticed that lately you've been drinking a lot and often. I'm worried because it seems like it's having an effect on your schoolwork." Identify their behavior, rather than criticize their character. Say, "Your drinking seems to be getting in the way of your friendships," rather than, "You're a pathetic drunk and a real loser." Tell them how their drinking affects you. Very often, people don't realize that their behavior has an impact on other people. Tell your friends how their excessive drinking has made you feel, how it's affecting your day-to-day life, and how it could affect your friendship. Use "I" statements such as, "I don't feel comfortable with the way you've been drinking lately. I find it hard to spend time with you, because when you're drunk you act like a different person." Explore some of the underlying causes for their drinking. Your perceptiveness is a great asset. You are right to think that your friends' romantic frustrations could be contributing to their excessive drinking. Very often people turn to drugs when faced with extra stress, heartache or fear. Your friends need to find other ways of coping and talking with you about their worries can be a first step. You can start the conversation with, "Hey, I know you've been under a lot of stress lately. What's going on?" or, "How have you been feeling since you and ____ broke up?" Challenge your friends to think about their behavior. They may be drinking out of habit, since it's sometimes hard to try something new. Or, maybe they're so overwhelmed with their troubles that they don't know what else to do. You can offer to hang out with your friends, step in when the urge to drink strikes or plan diversions. You can also ask your friends to try drinking less. Some people have had success suggesting that a friend "test" their habit by going out and relaxing without getting drunk. Present options. Your friends might not be ready to spill their guts right away. They also might not want to admit that they may have a drinking problem. If you've opened up the door though, they'll be more likely to look to you for help when they are ready. You can offer specific assistance, or simply make an open-ended offer. Here are some examples that others have found useful: o "I would be happy to go with you to a counselor. We could even call now to make an appointment." o "Well, just know that I'm thinking of you. If you need anything, let me know, OK?" o "I've heard that there's an AA (Alcoholic Anonymous) meeting right here on campus. Maybe you could go check it out, and I could come if that would be helpful." o "There's this really cool website that has loads of information about ways to drink in a healthy way. Feel free to check it out on my computer." You can use any or all of these suggestions. The bottom line though is that your friends will need to recognize for themselves the ways in which their drinking is interfering with the rest of their lives. You can be supportive and offer suggestions but they have to be motivated from within, too. Also, be sensitive to your own needs during this time. It's important to set limits as to how much time and energy you are going to put into trying to help these friends. In the long run, this will prevent you from becoming tired, resentful or overwhelmed, and you will also be modeling some healthy self-care behavior. Good luck, Alice (http://www.goaskalice.columbia.edu/about.html ) Sexual Abuse and Harassment Why should we be concerned about sexual abuse? Legal liability is a reality in sexual abuse incidents. It is possible that a victim of sexual abuse or rape may be able to sue the perpetrator, even though criminal charges are not filed or are dismissed. The chapter, chapter officers and others may be sued if an incident of sexual abuse occurs at a chapter function. What is sexual abuse? In order to understand sexual abuse, we must define both sexual harassment and rape. Sexual harassment is defined as the unwelcome, unreciprocated imposition of sexual attention, usually in the context of a relationship of unequal power. Rape is defined as an act of sexual penetration with a person against his/her will. Both of these actions fall under the definition of sexual abuse. There are many types of sexual abuse. Recognize that sexually abusive behavior occurs on a continuum ranging from harassment to rape. Sexual abuse usually falls into two categories, verbal and physical. Verbal abuse may include: Whistling Humor and jokes about sex or male- or female-specific traits Suggestive or insulting sounds Demands for sexual favors accompanied by implied or overt threats Physical abuse may include: Obscene gestures Staring suggestively Any inappropriate touching, pinching or patting Coerced sexual intercourse Assault Why does sexual abuse occur? Although there is not one direct cause for sexually abusive behavior, there are some factors that help build an environment conducive to sexual abuse. Factors such as gender-role stereotyping what our society says is females are discouraged from experimenting with their sexuality. The double standard sex prevails. This social environment that encourages males to be aggressive and females to be passive is ripe for sexual abuse. Sexual harassment and rape are issues of power abuse. If we can understand how gender-role stereotyping often leads to power imbalances, we can better understand how the phenomenon of sexual abuse happens in our society. What can you do as an individual to minimize sexual abuse? Understand that you are responsible for your own actions as individuals and as a member of a group. Understand your own sexuality, and be aware of social pressures. previous permission for sexual activity applies to the current situation. engage in sexual activity. However, know these actions may be misinterpreted. -being. The underlying intention is to intimidate the women. Take an equal role in your relationship with the opposite sex. Reject sexual stereotypes that define women as passive, weak and irrational, and men as aggressive, macho and dominating. Avoid excessive use of alcohol and other drugs that will impair your judgment and interfere with effective communications. force have no place in love-making. What can we do as a group to prevent sexual abuse? members that it is OK to demean and not respect others. Host educational programs for your chapter. Hold a program on human sexuality. Hold another program on alcohol and other drugs. Aggressively address problems of substance abuse that lead to other problems. Invite a campus counselor to conduct a program on male-female relationships and assertiveness communication. Take a leadership role in the greek system to condemn sexual harassment and abuse and promote a safe environment for all. What can you do if you or someone you know has been sexually harassed? harasser know that you feel uncomfortable. Tell him that you do not like what he is doing. Keep written details of each incident. It is important to record date, place, time, the type of harassment and your response to that harassment. Seek out support from friends with whom you can share your concerns. Explore your options to file a formal complaint with the university. Most universities have a set procedure to be followed concerning sexual harassment complaints. What can you do if you or someone you know has been raped? Contact a close friend or relative with whom you would feel comfortable telling. If a friend tells you that she has been raped, believe her. False alarms are extremely rare. It is important to listen to her and then encourage her to call a crisis center, contact the police, and receive medical treatment. Call a rape-crisis center or rape-crisis hotline. Rape-crisis centers are staffed with professional counselors who will help you begin to sort through your feelings. Counselors are available 24 hours a day and all calls are confidential. Contact the police. By contacting the police, you will have some flexibility in your legal options. You may or may not decide to prosecute. But if you do, the necessary evidence will have been collected. Confidentiality is also observed by the police. Get medical treatment. It is important that you receive medical treatment for several reasons. First, you may or may not decide to prosecute. But if you do, evidence will have been collected by medical personnel. Although you may feel very dirty, do not brush your teeth, urinate or take a shower before receiving medical treatment. It treats crucial evidence. Secondly, seeking medical help will help prevent any possible consequences of rape such as sexually transmitted diseases or even pregnancy. What can you do if someone in your chapter has been accused of rape? The president of the chapter is the spokesperson for the Fraternity. He is responsible in an emergency situation and must make all necessary phone calls and important decisions. The president should contact his advisor and inform him of the situation. inform them of the situation. They will be able to give you guidance regarding the next step. The president should then contact the greek advisor and inform him/her of the situation. Only the president and his advisor should make comments to the media regarding this situation. Do not feel as though you must give the media an answer. It is alright to tell them that you may call when you receive any additional information. Advise the accused member to seek legal advice. A Few Things to Remember Professed Values x Consistent Actions = Integrity Acts of Integrity x Time = Credibility Values-Based Experience x Policy Enforcement = Safety Integrity x Credibility x Safety = A Successful Phi Kappa Tau The Alarm The Alarm Should Sound When You Encounter This: have an associate class, and the house is a pigsty. The chapter president thinks the membership manual is the Ritual book. The chapter cares more about the post-initiation party than the initiation itself. Chapter members cite brotherhood as a reason not to hold one another accountable. The chapter views great alumni involvement as the person who comes back and yells at the associates. Bob Marley and Bud Lite posters decorate the walls instead of Maxwell or Order of the Star awards. The chapter has no money to attend leadership programming, yet it has a $10,000 social budget. You have never seen an associate walk through the front door. The chapter has no Ritual robes, yet everyone is wearing the latest house party T-shirt. Strippers are involved in any recruitment event. Officer transition consists of having a good discussion over some beers. town or at out-ofYour chapter president is still a freshman and an associate. The chapter thinks community service is keeping its mile of highway clean. The chapter has to pay incentives to its members to get them to recruit. Housing contracts are not used because it seems anal to do so. OFFICER GOAL SETTING SESSION #2 Office Goal Setting, Session #2 Office specific Facilitator Saturday, 1:15-2:15 p.m. Session Objectives The participant will know how to review their Chapter Improvement Plan. The participant will be able to identify target areas for which they will set goals. Supplies Needed Printed summary of Borradaile Challenge metrics for the past year President Action Plan Room Setup: Tables and Chairs Session Outline 10/60 Borradaile Challenge Results Review We are now going to focus on your individual chapter issues. You should have in front of you the summary of the Borradaile Challenge results for your chapter for the current year, as well as your President Action Plan from Presidents Academy. The Borradaile Challenge is a standards program within the Fraternity wherein criteria indicate a quality Phi Kappa Tau undergraduate experience. To obtain Borradaile Challenge status, a chapter must meet standards in various categories. Within each category, the standards are tiered into three groups--Maxwell, Order of the Star and Basic Expectations. In some categories, more than one tier may share the same standard. Chapters that meet Maxwell standards are those that perform the strongest. Chapters that do not meet Basic Expectations in a given area will be assisted by national and local officers. The information for the Borradaile Challenge is determined by a review of the forms that you submit online to the national office. It is important that you are aware of the reporting deadlines. Often, you can improve your results by simply turning the form in on time. Does any chapter have a system in place that enables them to easily remember to submit their reports on time? In addition to these documents, there is something called the Chapter Improvement Plan which provides you resources and ideas to address the areas that are deficient in 15/50 the Borradaile Challenge. A list of Chapter Improvement Plans for each chapter can be found on the national website. Borradaile challenge results review First, spend a few minutes reading the Borradaile Challenge summary. If there is affecting your chapter. Second, review the President Action Plan and contemplate what you would like to set as your goals to improve the chapter during your tenure. Facilitator Note 35/35 Then take some time and critically complete the Chapter Operations Assessment. This is a tool that can be used throughout the year with your Exec board members. If there are specific questions, the student is encouraged to check with a member of the staff during the break or contact DCS@phikappatau.org Goal Setting A goal is a specific, measurable occurrence, object, or accomplishment that you would like to achieve or obtain in the future. One where you develop concrete action plans to take you to where and what you want in your future. Example: Recruit more men. Raise our GPA. We all know what a goal is, but some of us may not be familiar with a stretch goal. A stretch goal is a goal that might be just out of our reach. It is realistic at first glance but a little beyond what we may normally strive for and readily know that we can achieve. Stretch goals are important for bringing out the best in all of us. Many of us do not know what we are truly capable of until we are asked to get outside of our comfort zone and obtain something a little loftier than what is normal. Stretch goals energize and push you to work harder at meeting more difficult targets and achieve more than if you had set an easier goal. Example: Recruit 20 new men who have higher than a 3.0 GPA and are involved on campus and hold leadership positions in other organizations. Raise our chapter GPA to higher than 3.0. Have participants share some of their own examples. Define SMART Goals Specific: Your goal must be detailed. You must know the who, what, where, when, which and why of your goal. Vague goals = vague results. Measurable: Your progress in your goal attainment must be concretely measured. When progress is measured, you stay on track. If your goal is measurable, anyone can tell whether you have succeeded. Action Oriented: In writing goals, use verbs to establish urgency and encourage doing and accomplishing. Realistic: This does not mean easy. Goals ought to represent an objective you are willing and able to accomplish with some stretch beyond your comfort zone. Unattainable goals will de-motivate. Timely: Due dates are important. Without deadlines, there is no urgency. that you would like to accomplish during your term in office. These goals will be provided to your president during the next session to be used to set the direction for the chapter for the remainder of the year. -minute break and met back in this room at 2:30pm. Chapter Improvement Plans The Borradaile Challenge is a standards program within the Fraternity wherein criteria indicate a quality Phi Kappa Tau undergraduate experience. To obtain a certain Borradaile Challenge status, a chapter must meet standards in various categories. Within each category, the standards are tiered into three groups: Maxwell, Order of the Star and Basic expectations. In some categories, more than one tier may share the same standard. The Borradaile Challenge not only provides a snapshot of the each chapter state, but also allows Board of Governors members, Domain Directors, and Executive Offices staff to identify with which areas a specific chapter needs assistance and resources. Chapter Improvement Plans (CIP) were developed to provide all Phi Kappa Tau chapters a guideline on -end Borradaile Challenge results. The Borradaile Challenge is based on the calendar year. Chapters that are basic or below in a given Borradaile Challenge metric will receive an improvement plan for that area. The combination of all improvement plans for all Basic or Below Basic metrics will be the clude a mixture of the following: Academic Improvement Plan Bylaws Improvement Plan Communication Improvement Plan Community Service Improvement Plan Finance Improvement Plan Membership Orientation Improvement Plan Membership Improvement Plan National Participation Improvement Plan Philanthropy Improvement Plan Recruitment Improvement Plan Risk Management Improvement Plan Ritual and Regalia Improvement Plan What is Included in each Chapter Improvement Plan? Borradaile Challenge Metrics: The criteria for Maxwell, Order of the Star and Basic are included to show what criteria must be met to achieve each status. These metrics will serve as tangible year-end goals for the chapter. Responsible Parties: The undergraduate officer(s) and BOG advisor(s) are directly responsible for the content of the plan; this does not exclude the entire chapter membership from working to better the chapter in any and all areas. Suggested Monthly Board of Governors Inquiries: At each monthly BOG meeting, the board membership should inquire on the progress of various areas of chapter operations and ask questions to determine progress, or lack thereof. The checklist will provide the BOG membership the baseline questions that need to be asked during each monthly BOG meeting. Suggested Activities for Resident Council: There are many ways a chapter can improve in a given area. This section contains suggested baseline activities that should take place in order to see improvement in a given area. Available Resources on The Exchange: The Exchange is the online site where Phi Kappa Tau houses all of its chapter-operations resources. Each undergraduate officer and BOG advisor has a webpage located in the several resources (documents, video, websites, job descriptions, etc.) that will provide the appropriate volunteer with the needed material and knowledge to affect change. Available Program: Phi Kappa Tau offers a variety of programs, retreats, and workshops spanning from national programs that bring members together from across the nation to chapter-specific workshops that address a variety of needs. Depending on the nature of the program, retreat or workshop, facilitation will be provided by a national volunteer, Executive Offices staff member and/or local volunteers. Local volunteers will be responsible for delivering many of the retreats and workshops for the chapters with which they are involved. Whose Responsibility is the CIP? Domain Director: The Domain Director has ownership of the CIPs for the chapters in his domain. The group is holding the chapter accountable for improving in the necessary areas. When the chapter is in need of a local retreat or workshop, the Domain Director is responsible for finding a local volunteer to facilitate the event or involving other trained facilitators or Executive Offices staff. Board of Governors: Under the direction of the BOG chairman, the Board of Governors has ownership of the implementation of the CIP. The BOG should ask the appropriate questions (located in the CIP) and maintain a constant accountability mechanism to monitor progress. If the chapter needs a local retreat or workshop, the BOG, with the assistance of the Domain Director, is responsible for providing the facilitation. Resident Council: Ultimately, the chapter is responsible for implementing the necessary improvements. The Resident Council should implement the suggested activities and report its activities to the BOG. The Executive Offices: Through The Exchange, Executive Offices staff members will provide the resources that the chapter, BOG and Domain Director need. The Executive Offices, and more specifically the chapter services department, will assist the Domain Director and BOG with finding facilitators for needed retreats and workshops. A variety of national/regional programming in which the chapter can participate will be sponsored by the National Fraternity (Regional Conferences, Presidents Academy, etc.). Borradaile Challenge FAQ What is the Borradaile Challenge? The Borradaile Challenge is an overall code of practice for our Fraternity, a series of standards that our chapters and officers have agreed are important to our success. There are chapter standards in membership, recruitment, programming and operations, bylaws, Ritual and regalia, scholarship, finance, philanthropy, community service, risk management, national participation, alumni relations. How does this help Phi Tau? There are three primary benefits from having the Borradaile Challenge in effect. First, it will clearly communicate Phi Kappa Tau's high standards to all members; second, it will assist chapters in meeting those standards; and third, it is a way for the Fraternity to document its top-level performance and share it with others. How does it work? Almost all data gathered for the Borradaile Challenge comes from chapter reporting. Therefore, if your chapter is behind in reporting, your full performance will not be logged in the Borradaile Challenge. When the Executive Offices receives a report or roster, the data will be entered into the Borradaile Challenge tracking page. You can check your page on the web and monitor your progress in all areas of performance. The information will be updated within a week. What if we don't meet the standards? Check a few things. First, ask the Executive Offices if you have reported information correctly. (It may say you are below the standard in philanthropy, but this is OK if you haven't held your annual fundraisers yet.) Second, see if you expect that you'll meet the standard by the end of the calendar year. If not, your first point of contact should be a resource staff member at the Executive Offices. He will be able to help you meet and explain the standards. Please be aware that if it is the beginning of the year, you won't have had the chance to meet all standards. This is OK. How do I view the Borradaile Challenge? The Borradaile Challenge is a component of the Dashboard and national website. Register and log in, and you will be able to access the Borradaile Challenge and Dashboard tools. Academics Maxwell: Order of the Star: Chapter GP average. Basic: Greek advisors (and in some cases chapters) can provide the campus men's average GPA to the Executive Offices. Chapters are responsible for obtaining GPA information and reporting it to the Executive Offices. Data for all terms will be reported and chapters are evaluated on a yearly average. Communication: Maxwell: Three alumni newsletters, two alumni events, maintenance of an updated chapter website and one press release about a chapter event to The Laurel and area/campus media. Order of the Star: Two alumni newsletters, two alumni events and maintenance of an updated chapter website. Basic: One alumni newsletter and one alumni event. Chapters send a copy of the newsletter to the Executive Offices at dcs@phikappatau.org. Press releases should be e-mailed to communications@phikappatau.org. Events are reported on the alumni relations report. Board of Governors Maxwell, Order of the Star, Basic: Five certified advisors through the Phi Kappa Tau Volunteer Certification Program, 10 BOG meetings annually (with minutes available upon request), completed end-of-term chapter assessment, and representatives present at two Resident Council meetings per month, plus other important activities. Board of Governors self-report their positions and contact information on the alumni officers report. Bylaws Maxwell, Order of the Star, Basic: Approved set of bylaws submitted once every four years. Bylaws must be submitted every four years or anytime the chapter makes a change to its bylaws. Community Service Maxwell: Average of 20 hours per man and minimum one HITW volunteer. Order of the Star: Average of 10 hours per man. Basic: Average of five hours per man. Executive Offices staff records community service hours from the community service report. Finances Maxwell, Order of the Star, Basic: Must submit an annual budget, the IRS 900 and be in good financial standing at the end of the year. The Executive Offices updates this information monthly. It takes account of payment plans and displays balances. Updated financial information is available on the Dashboard, which you can access at www.phikappatau.org. Membership Maxwell: 110 percent or more of campus average chapter size and a minimum of 30 men. Order of the Star: 100 percent or more of campus average and a minimum of 30 men. Basic: 30 men. Membership data is recorded when associate registration is completed on the dashboard and official requests for initiation are received at the Executive Offices. The chapter is also responsible for submitted the required change reports with the semi annual billing; and the spring roster report. Membership Orientation Maxwell, Order of the Star, Basic: Approved Membership Orientation (MO) program on file with the Executive Offices. The MO program is reviewed by the national membership orientation committee anytime the chapter wishes to change any aspect of its program. National Participation Maxwell: Two members at Leadership Academy, six members at a Regional Conference and two members at Convention, if applicable. Order of the Star: Two members at Leadership Academy, four members at a Regional Conference and two members at Convention, if applicable. Basic: Two members at Leadership Academy, two members at a Regional Conference and two members at Convention, if applicable. Executive Offices tracks attendance at all events through the online registration offered for each listed program Philanthropy Maxwell: $4,000 contributed to any philanthropy, with minimum $2,000 to SeriousFun Order of the Star: $1,500 contributed to any philanthropy, with minimum $750 to SeriousFun Basic: $750 contributed to any philanthropy, with minimum $375 to Network A SeriousFun camp contribution counts only when the Executive Offices receives the donation. Other contributions are reported by chapters on the philanthropy report. Recruitment Maxwell: Recruit and initiate 27.5 percent of campus average size, with a minimum of 8 men. Order of the Star: Recruit and initiate 25 percent of campus average size, with a minimum of 8 men. Basic: Recruit and initiate a minimum of 8 men. The chapter must also complete the Chapter Recruitment and Planning Guide. initiated members only. Risk Management: Maxwell, Order of the Star, Basic: No risk management violations and all risk management seminars and report submitted on time. Chapters are required to complete four risk-management seminars on a yearly basis (three if the chapter is not occupying a house). Ritual and Regalia Basic, Order of the Star, Maxwell: One set of regalia (or access), adherence to the Ritual and submission of the Post-Ritual Discussion Report. National volunteers or Executive Offices staff may periodically evaluate chapter Ritual adherence. Chapter Operations Assessment—Part 1 Name: Chapter: Date: greatest strengths? What challenges did your chapter experience in the past year? How does the CIP help you focus your efforts to improve? greatest successes in the past year? (For this question, think beyond the Borradaile Challenge and the CIP and include any area of chapter activity.) Rate the involvement, effort, and overall performance of the following groups, as you see it currently. Chapter members Very High High Moderate Low Very Low Chapter officers Very High High Moderate Low Very Low BOG Very High Moderate Low Very Low High Graduate Council members not on the BOG or Housing Corporation Very High High Moderate Low Very Low Phi Kappa Tau Executive Offices staff Very High High Moderate Low Very Low College or university student affairs or greek life staff Very High High Moderate Low Very Low 214 Drafting SMART Goals Definition Specific Measurable SMART Goal Your goal must be detailed. You must know the who, what, where, when, which and why of your goal. Vague goals = vague results. I will graduate. I will graduate Magna Cum Laude in four years. I will commit myself to studying to get a minimum 3.679 GPA. Your progress in your goal attainment must be concretely measured. When progress is measured, you stay on track. If your goal is measurable, anyone can tell whether you have succeeded. We will have a successful recruitment. In the fall, we will associate 10 men with leadership experience, and eight more in the spring. We will be recognized as the top fraternity on campus in community service. We will attain the Maxwell level of service hours, including HITW camp volunteer hours and campus service hours, and win the campus service award. We will raise funds for a new house in a year. VPAR will work with alumni to establish a fundraising plan to be announced in three months, and get $100,000 in pledges within six months. We will review the chapter bylaws. The vice president will complete the review of one major section of chapter bylaws each week, and complete all by end of semester. He will report any issues and recommended changes to the executive committee at each meeting. Action Oriented In writing goals, use verbs to establish urgency and encourage doing and accomplishing. Realistic This does not mean easy. Goals ought to represent an objective you are willing and able to accomplish with some stretch beyond your comfort zone. Unattainable goals will de-motivate. Timely Incorrect Goal Due dates are important. Without deadlines, there is no urgency. 215 OFFICER COMMUNICATION SESSION #3 Office Goal Setting, Session #3 Office specific Facilitator Saturday, 2:30-3:30 p.m. Session Objectives The participant will be able to effectively understand group dynamics when solving problems. The participant will be able to differentiate between rules and norms. The participant will be able to identify flaws in effective listening. The participant will be able to identify ways to listen empathetically. Supplies Needed Computer/screen/projector/sound Room Setup: Tables and Chairs Session Outline 10/60 Check In 20/50 Check in with the group and see how everyone I doing. Watch the energy here. If it is lagging, you may want to them find someone in the room they have not spoken to yet and have them go and introduce themselves. Group Dynamics As an officer of Phi Kappa Tau, it is very important to understand group dynamics when solving problems. Why is there so much conflict at times? How can you, as an officer, be this. Ask for an example or more of a problem that a chapter is dealing with, and walk the problem through these stages. Change each slide as you discuss. Orientation stage Members are more concerned about the atmosphere at this point that they hardly argue or take a stand on an issue. Members may also need information about the problem. Who can give me an example of a time when they were in the orientation stage? Conflict stage When members are more comfortable and have a better understanding of the problem conflict may arise. Varying viewpoints and ideas may create cliques and small support groups for specific ideas. As an officer, it is important to keep discussions objective and away from any personal comments. When recently have you engaged in the conflict stage? Emergence stage This occurs when the group finally settles and comes to an agreement on which decision is best to solve their problem. Stubbornness subsides. Think of a time when you worked on a group project, how did you overcome challenges in the group? Processing Reinforcement stage Members accept the decision, but also support it. There is an unspoken attitude to make this decision work. When working with your EC, what stage do you think that your team is currently in? What do you think is the most challenging stage? Why? 10/30 These stages are cyclical. You will go through several of these stages over and over again with your team throughout the year. It is important to remember that it is natural and part of the process. It is important to continue to work through it together and not isolate yourself. Rules and Norms is whether your decision will be a rule or a norm. Can anyone tell me what a rule is? Rules are official guidelines that determine how members behave and how things are done. Can anyone tell me what a norm is? Norms are unstated rules that can be described as common standards Pair up and answer the following questions with your partner. What is an example of a rule in your chapter? What is an example of a rule in Phi Kappa Tau? Ask for examples of norms in the chapter? Norms in Phi Kappa Tau? Once the pairs have discussed, ask them to report back to the group. Processing Would you say your chapter is governed by rules or norms? Do rules or norms change the behavior of an individual? of rules, those rules can easily be broken, but rules can easily be changed. If your chapter change norms j that norms occur from observed behaviors overtime. And as an officer, your behavior is watched more than others. Make sure you are neither creating potential harmful norms nor encouraging negative ones that could hurt the chapter in the long run. 10/20 Perception and Listening essential to understand that you serve your membership. And by doing so, you have to know how to listen effectively to them. Most conflicts originate because individuals failed to sit down and listen to each other. And as you will find out, the perception your members have on any topic is their reality, whether true or not. Therefore it is extremely Sometime as leaders we assume that our members feel a certain way because of the attitudes we perceive to be true. Perception is reality. However, to be sure we do not perceive the wrong impression we can simply ask the member what is going on For example: something on your mind? there something you want to talk about, or am I just catching you at the wrong times? You said you were OK when I asked you last night, but you still seem unhappy. Are you really OK, or am I feeling this way for a reason? Asking questions deters listening that can save us from assumptions. Pair up in twos or threes. For the next minute or two I want you to think of all the poor listening examples that you have encountered. Share with each other, and then we are going report. Ask groups to report. Poor listening habits can come from anyone, but it even more frustrating when it comes from those in a position of authority or power such as yourselves. chapter or in classes and think of a time when you practiced the following types of listening. Pseudo listening When a listener pretends to listen. Nods of heads and verbal agreements are some ways a pseudo listener can hide the fact that they are thinking of everything but your message. Selective listening These members may hear words coming out of your mouth, but only pay attention when they hear certain topics or words that interest them. In other words, unless they find it interesting, these members will not listen. Defensive listening These listeners are usually worried about their public image and take every comment as a personal attack. Ambushing The listeners take information from the speaker in hopes to attack the speaker. Members may listen to grammar mistakes and interrupt the speaker, rather than the point the speaker is presenting. Insulated listening These listeners attempt to stay away from topics that they are not interested in. When a specific topic is addressed, they may step out of the room, or if an officer approaches them about a problem, they may acknowledge the problem but forget about it once they are away. Insensitive listening These listeners are clueless about nonverbal communication. They focus on the words and not the emotion behind them. Processing Stage hogging These listeners turn any conversation into one centered on them. You may speak about an issue at hand and these listeners will explain how they had the same issue. You may speak about a problem with the group and these listeners may begin to speak about their personal problems. Who can share a time when they experienced one type of the listening skills? What would you do if one of your brothers was partaking in the ambushing style of listening? What about insulated listening? 10/10 How will knowing these forms of poor listening skills improve your leadership skills as an officer? Empathetic Listening listening skills. Can anyone tell me what they think empathetic listening skills are? No other listening style is as important to an officer as empathic listening. As an officer, advisor or anyone who leads, it is important to understand each individual group member on a professional and relationship level. Since personal problems may distract the goals of the groups, it is essential that you have a sense of the emotional status of the group. Facilitator Note Go through the following items and after each ask a student to provide an example or demonstrate it with a partner. Here are some tips: Advising Offering advice may be helpful, however, members may simply want you to listen. Offering the wrong advice can also have a negative impact upon your relationship with them. Judging can harm the harmony in the group. Analyzing Sometimes you may feel that you have a better understanding of a problem than what the member is telling you. By explaining your interpretation, it may leave the member more confused or frustrated that you do not agree with their interpretation. Questioning When a member has a problem, you may decide to question them about the problem. It is easy to ask questions to satisfy your own curiosity so you can solve their problems, but you should ask questions to make them analyze the problem themselves and come up with a solution on their own. Supporting Every member likes to be supported when they have ideas and challenges, but sometimes ideas conflict with other ideas from your members. By showing support or taking Prompting This type of listening encourages the member to continue speaking. Head thoughts or stop. Paraphrasing One of the ask them. By paraphrasing the points of the speaker, you can effectively have a better understanding of how the member feels, instead of assuming. Are there any questions? How might this benefit you when working with on a team? better position to learn about your brothers, lead them, and serve them. Closing Make sure to sit with your chapter when you go back in the large room. CLOSING SESSION Closing Session Lead Facilitator Saturday, 3:45-5:00 p.m. Session Objectives Review the learning outcomes. Review bystander behavior. Understand goals from the chapter president. Give and receive feedback from the chapter president. Supplies Needed Computer/screen/projector/sound Case study handout T-shirts for participants Ritual book or copy of officer installation ceremony Assessment Thank you notes for facilitators Room Setup: Tables and Chairs-ideally in small clusters so they can sit as a chapter Session Outline 5/60 Welcome Back Welcome back! How has the day been so far? Have you been able to meet some brothers and learn about how to effectively lead this year? 20/55 Have you figured how to make your why apply to the what and how of all that you do as an officer? Case Study together all of the elements that you learned today. This will be a competition between Facilitator Note occurs every day in chapters around the country. Pass out two copies of the case study to each group You will have 20 minutes to complete the exercise. Read through the case presented before you and determine the best course of action to resolve the situation. There will be facilitators moving around the room to assist you with any questions. You should write you final recommendations on the paper provided, as a statement to the BOG of how you are going to address the situation. The facilitators will collect those statements and then ask two members from your team to come to the front and present your statement. Another set of facilitators will be scoring you based on a variety of factors including well-rounded approach, application of officer duties and accountability and presentation style. Are there any questions? Facilitator Note Your time begins now. It is important that the facilitators cycle around and then are prepared to collect the responses when time is up. Students should only read what is on their paper as part of their presentation. Collect the student papers, after the presentation and send back to the national office. Scenario: The new executive officers of this chapter have just received their recent Borradaile Challenge results. They were surprised to find that their chapter is at basic in all areas. They have risk management reports that have not been submitted, but they did the training. Their philanthropy numbers are inaccurately reported. Their membership numbers are off by three associate member classes. They are behind in dues. The chapter would say that they have strong brotherhood, and that is what they pride themselves on during recruitment. They have a standards board but they rarely meet and when they do try to hold someone accountable they fine them, then never collect the money. Chapter meetings are occasionally productive. They have a full BOG full of certified advisors. There are a large number of alumni in the area but none are involved with the chapter, mostly due to lack of communication. There have been two risk management incidents that occurred in the fall one involving alcohol and the other involving a fight with a neighboring chapter. 10/35 Read to Group The EC had always thought they had a strong chapter but after reviewing this information go on an EC retreat to plan how to lead the chapter in the future. Results As we call your chapter, two representatives from the group will come forward and read how they would address the issue. The recommendations will then be turned back in and the winner will be announced at the end of this session. Those of you not presenting should consider yourselves the BOG because you have an Facilitator Note with you vote. If there is no cell phone service, then pass out a slip of paper at the end to collect votes. Call up chapters in founding or alphabetical order. Maintain a competitive and formal tone in the room. 5/25 Judges should use the provided rubric to score the responses. Use the written response as a backup to the presentation. Review the scenario and Proper Course of Action What is the problem? There is a lack of accountability within the chapter. Brothers are not able to hold brothers responsible for their duties. Who should be held accountable? 10/20 President Vice president Recruitment Chair Secretary EC members Committee members Chapter members Other issues: Communication challenges with the chapter, EC, BOG and university. Lack of planning ahead of time, setting reasonable, achievable goals. Ensuring that there is strong training and transition between officers. Confrontation challenges and caring enough to address the issues with the brother. Nice work. This is just a small simulation of one of the many situations that you will face during your tenure as an officer. It is important that you remember to work together as a team, use all of your resources and be transparent. Chapter President Feedback on Goals Your chapter presidents have been hard at work reviewing the goals that the other ar what the president has to say and determine the next action steps for your chapter. assist if needed. Evaluations: Distribute and collect the evaluations. 10/10 provide us to shape and direct the conference for the subsequent years. For those who learned about learning outcomes, this is where we determine if we were able to effectively communicate what we wanted to teach. Closing Ceremony I want to thank you gentlemen for all of your hard work today. I am excited to see what great things you will be doing in your chapter over the remainder of the year. I also would like to thank all of the facilitators who have given up their time to come and spend the day with us. We have a small token of appreciation for all of your hard work. us such great space and wonderful meals. and make a difference. Your time as an officer is going to be challenging and exhilarating. The important thing is to persevere, be honest and continue to focus on the goal. When opportunities arise Michael Josephson Perform Officer Installation Ceremony Facilitator Note Defer to National Officer, if one is present. Collect evaluations and turn into staff to be sent back to Executive Office. Board of Governors Primary Responsibilities Board of Governors Chairman The Board of Governors chairman is to maintain membership and organization of the board, provide a professional environment, encourage compliance and improvement in regards to the Borradaile Challenge, and communicate with constituencies (undergraduates, board members, Executive Offices, greek advisor, university officials, Domain Director, etc.). Alumni Advisor The alumni advisor alumni relations program. is to help the chapter to develop, implement and maintain all aspects of an Chapter Advisor The chapter advisor primary purpose is to serve as the primary advisory to a chapter; coach and support undergraduate membership in values-based, effective decision making; help develop continuity in chapter operations through the orientation, training and transitioning of chapter officers; and serve as an advocate for undergraduate members while challenging them when necessary. Financial Advisor The financial advisor is to work with undergraduate leadership (primarily treasurer) to establish and sustain suitable financial strategies and fiscal management of the undergraduate chapter, facilitate the creation and approval of a financially responsible term and/or annual budget which adheres to all national and local financial statutes, enforce financial policies in the best interest of the chapter with absolute authority as defined by the Phi Kappa Tau Constitution treasurers and chapter leadership changes, and facilitate implementation of short- and long-term financial goals with the chapter. Recruitment Advisor The recruitment advisor is to work in conjunction with the undergraduate chapter leadership (president or recruitment chairman) to develop an annual recruitment strategy, work in conjunction with the undergraduate chapter leadership (president or recruitment chairman) to complete and submit the annual recruitment plan to the Fraternity, monitor adherence to the recruitment process as supported by the Fraternity, and coach and support undergraduate membership in proactive recruitment efforts that align with the mission of the organization. Risk Management Advisor The risk management advisor is to ensure that the chapter has a safe environment for members and guests, ensure that the chapter (Board of Governors and Resident Council) has a working knowledge of all risk management and liability insurance policies, and be the primary contact for the ch social chairman in the area of risk management. Scholarship Advisor The scholarship advisor is to promote an environment of scholarship throughout the chapter, be a scholarship resource specialist for the cha Go to www.phikappatau.org and click on The Exchange for more detailed job descriptions Executive Council Primary Responsibilities President The p completed and submitted to the Executive Offices, including membership reporting and financial compliance. The president should develop a strong relationship with the greek advisor. As the president, you are a voting member of the Board of Governors and its secretary and thus should send typed minutes to the BOG one week after the meeting. You should establish and maintain a strong working relationship with this team and attend the monthly meetings. In addition consider proactive communication with the BOG Chairman. Empower others in the chapter to take ownership, through delegation-facilitate the organization and individuals to accomplish their agreed upon objectives. Run the Resident Council meetings. Serve as the face of the organization to the institution and constituents. Vice President The vice president has a great deal of management to do in the chapter. He chairs the weekly Executive Council meeting, thus allowing the president to remain impartial. Chairs the standards committee, oversees all committee chairmen, organizes an officer transition, organizes and motivates the chapter members, ensure that required reports are submitted on time, assumes the role of president or other officer if needed and runs meets or acts as the president in his stead or where appropriate. . Vice President of Alumni Relations (VPAR) The has duties outlined in your chapters local by-laws. In addition, expectations include developing and maintain and effective alumni relations program, attending alumni/brotherhood events, ensuring that consistent alumni communication occurs, maintain a biographical & address file on alumni and send this to the Executive Offices to update records. The vpar should also acknowledge all gifts and correspondence from alumni, teach associate members and active brother about the importance of alumni relations and have a strong working relationship with the advisor. Treasurer The job is divided into three areas: planning the budget and fiscal policies, implementation of the budget and fiscal policies and administrative/reporting responsibilities. Under Planning the treasurer should work with the EC /Resident Council and BOG to develop a budget, prepare housing agreements prior to moving into chapter facilities, education members about their financial responsibility to the chapter, and serve as the chair of the finance committee. Under implementation the treasurer issues bills to members/associates, maintains good records, approves all purchase, and manages Omega Fi. They also provide a written report to the BOG monthly and serve as a representative of the Resident Council on the BOG. The Treasurer should file a 990 with the IRS. Secretary Often referred to as the secretary and/or pr chairman the chapter may have a Recording Secretary and a corresponding secretary. The duties for this person(s) include producing an agenda for Resident Council meetings, recording and posting minutes of the Resident & executive council meetings, tracking attendance at events and meetings, preparing r the necessary offices (Executive Offices, campus offices), create and distribute a contact list for members, maintain the by-laws and make necessary updates. Finally the Corresponding elements or PR elements of this position can include sending notes (thank you, congratulations et.), producing a chapter newsletter and calendar of events, written press releases and letters to parents and finally articles for The Laurel and school newspapers. Recruitment Chairman The recruitment chair is to plan and coordinate the recruitment plan & strategy for the chapter. Elements of this position include chairing the recruitment committee/team for the weekly meetings, conducting recruitment retreats, thorough understanding of national and local recruitment and risk management policies, communicate with chapter and alumni for support, create a budget and recruitment calendar, maintain a list of prospective members to be read at chapter meetings and assuring a high level of visibility on campus and in the community. Membership Orientation Officer The moo works closing with the EC and his committee to follow and implement the Associate member program. This officer presides over Associate Member meetings, attends all Associate Member brotherhood events and programs, meets weekly with the Chapter Advisor, is thoroughly versed in national and local risk management policies and procedures, and serves as the mentor for the Associate Members as they are educated about the Fraternity prior to Initiation. The moo also oversees the Big/Little Brother program and insures that the Associate Members have a hazing free educational experience. Scholarship Chairman The scholarship chairman is responsible for developing and academic awareness among members of the Resident Council and helps to maintain an atmosphere and tone within the chapter to advance academic pursuits. This officer must ensure that the chapter achieve a GPA .1 abov regarding local and national eligibility requirements for association, initiation, election and appointment. They will enforce chapter and National Fraternity statues regarding academic probation and suspension, by referral to the advisor and BOG advisor, Maintain confidential academic records on each member of the chapter using grade checks and release forms. The scholarship chair, work with the recruitment chairman and membership orientation officer to ensure academic viability of recruits and associate members. Community Service Chairman This officer is responsible for creating and environment within the chapter focused on a commitment to benefitting others. Many elements of this position are outlined hairman will develop and maintain a regular schedule for service projects using a service committee to plan and coordinate the events, educate members about SeriousFun Camps, track the volunteer hours served by members and report to the necessary offices, distribute press releases following a successful event, communicate regularly with an advisor,. Finally praise outstanding individual achievement through and award or recognition program. Philanthropy Chairman The philanthropy chairman works directly with the chapter and his committee to execute events and projects related to raising money for charity. This officer should create an atmosphere that expects and encourages active participation of brothers in philanthropy, develop and maintain a regular schedule of philanthropic events utilizing a committee to plan and coordinate activities. Ensure that the chapter conducts at least one event to benefit SeriousFun camps and submit the funds to the Phi Kappa Tau Foundation within three weeks following the program. Track the funds raised from any philanthropic activity and report it to the pertinent offices (Executive Offices, campus offices). Provide thank you letters to those who donate and provide appropriate gift recognition. House Manager The local chapter by-laws will define elements of this position. In addition this officer should pay rent to the housing corporation, assist in collection of rent and parlor fees, assist in securing a room contact and security deposit from each occupant, perform maintenance agreed to with house corporation, develop and maintain good relationships with neighbors and officials, require all proposed alterations to the property to be approved by the house corporation prior to any work being started. This officer will submit to the advisor, BOG, House Corporation all suggestions, complaints or comments regarding fraternity property. Finally, this officer will maintain a clean house, check for hazards, and adequately secure the proper before all school and summer breaks. Risk Management Chairman The risk management chairman works with his committee to oversee and monitor risk management programming to assure that measure are in place to prevent accidents and injuries in all chapter activities. Overall responsibilities include developing a comprehensive Risk Management plan for the chapter, ensure that all members are aware of the risk management and FRMT risk management policies, co-coordinate fire drills with house manager, report violations to President, advisor, BOG, House Corp, Executive Offices, Insurance carrier and university officials. Follow and enforce the local, state and national fraternity policies, Advise all officers and committee chairmen on risk management procedures to implement in the planning of chapter activities, conduct weekly inspection of the house. Social Chairman The social chairman and his committee are to plan appropriate social events, properly schedule events on time, and manage risk. The social chairman should report all events and file the appropriate paperwork with the university and chapter. Work with the risk management chairman while organizing all social events, and ensure that they comply with all risk management policies of the Fraternity, university, state and local guidelines. The social chairman organizes and guides list for all social functions, ensure that there are sober chapter members to monitor each events, report violations to president, chapter advisor and BOG, maintain appropriate theme of events, and ensure a safe environment for all participants. Chaplain The Chaplain should know thoroughly and understand all of the rituals and other material contained in The Ritual of Phi Kappa Tau. This officer supervises all ritual work, making sure it is carried out with the appropriate reverence and solemnity and in the proper manner, as well as insuring that ritual equipment is clean and repaired. Conducts reflection and prayer at the opening of chapter meetings, before meals and at other times when appropriate, and conducts workshops on the meaning and practice of ritual. Maintain good relations with religious organizations on campus and post in the chapter house or on the chapter bulletin board schedules of services and other activities and resources provided by them. Phi Kappa Tau Undergraduate Resources President Job Description Order Chapter Management Toolkit Recruitment Chairman Job Description 5-Step Recruitment Process Names List Tabling Risk Management Chairman Job Description Liability Insurance Explanation Liability Insurance Legal vs. Illegal Liability Insurance Chapter Meeting Etiquette Nonverbal Communication Order of Business in Chapter Meetings Chart Sample Chapter Meeting Agenda The Challenge of Introducing Change Vice President Job Description Developing Committees Expectations of a Vice President Sample Agenda for Exec Meeting Standards Overview Tips for a Successful Standards Board VP Alumni Relations Job Description Alumni Clubs Alumni Relations Resources Alumni Fundraising Campaigns Alumni Newsletter Alumni Relations Best Practices Chapter Leadership Flow Chart Elements of Outstanding Alumni Program From Undergraduate to Alumnus Phases of Alumni Evolution PKT Organizational Flow Chart Planning a Successful Alumni Event The Five Rules to Alumni Relations Three Special Alumni Events Ways to build Alumni Support 5-Step Recruitment Process (video) Cold Calls Tips for Tabling Club and Organization Presentations Sorority Presentations Chunking One on One Meetings 99 Small Group Activities Sample Individual Expectations Pre-Close Response Guide Pre-Closing Standards Based Selection Criteria The Golden Circle Bids Additional Recruitment Resources Recruitment SWOT Recruitment Action Plans Covered Liability Insurance Covered Crisis Management Resources Ensuring a Safe Chapter House FIPG History Fire Safety Suggestions Glossary of RM Terms How to deal with the Police Help for Friends that drink too much Crisis Management Phone List Planning In-House Functions Reducing Risk at Social Events Sexual Abuse and Harassment The Alarm The Ladder of Risk Third Party Vendor Tips for Vacations and Winterizing Membership Orientation Job Description Goals of a Membership Program Hazing FAQ How do I know we are Hazing? Myths about hazing Chaplain Chaplain Handbook Scholarship Chairman Job Description A Few Words on Chapter Scholarship Academic Standards Developing a Mentor Program Executing the Scholarship Program Sample Academic Probation Letter Sample Scholarship Program Scholarship Programming Ideas Scholarship Resources The Scholarship Program Why Chapters Fail Academically Social Chairman Job Description Treasurer Job Description Budgeting Financial Delinquency Policy Financial Incentives and Penalties Financial Responsibility Summary Formula for Chapter Financial Success Glossary of Financial Terms Major Responsibilities of BOG Philanthropy Chairman Job Description Fundraising for the Camps HITW Wish List PKT and the SeriousFun Camps Philanthropy Best Practices Philanthropy Event Ideas Philanthropy Planning Fundamentals The SeriousFun Camps For the Associate Risk Management Policy Dispute Resolution Plan A Statement of Fraternal Values and Ethics Sample Agenda Resident Council Flow Chart Sample Agenda for an Executive Council Plan for a Chapter Room Omega Financial Overview Sample Local Policies Secretary Job Description Overview Press Release Guidelines and Template Community Service Chairman Job Description Community Service Committee Community Service Ideas Coming Soon Online Officer Certification Program for: President Vice President VP Alumni Relations Membership Orientation Recruitment Chairman Treasurer Scholarship Chairman Community Service Chairman Philanthropy Chairman House Manager Risk Management Chairman Conflict Resolution Resources Mark of Distinction Certification The Philanthropy Committee Developing Committees Hazing Defined House Manager Examples of Hazing Job Description Hazing Myths Fraternities and Alcohol Miscellaneous Snapshot of Annual High Risk Sample Bylaws CALL 911! Bylaws Checklist Hazing A Chapter Gets Shutdown Drugs A Chapter Gets Shutdown Programs Alcohol PKT Death pt. 1 Building Men of Character Retreat Alcohol PKT Death pt. 2 Recruiting Men of Character Retreat Board of Governors Roles and Ritual Retreat Responsibilities Executive Council Retreat Domains and Domain Directors Response Ability Phi Kappa Tau Domains Presidents Academy Constitution and Statutes National Regional Conferences Council Leadership Academy Brotherhood Activity Suggestions Convention Two Ways to Give Back to Phi Kappa Conclave Tau SeriousFun Experience Constitution National Convention Founders Month of Service Sexual Abuse and Harassment Housing Fire Safety Suggestions House Maintenance Suggestions House Security How to Survive a Fraternity House Fire Sexual Abuse and Harassment Making Bad Events Worse Housing Unhealthy Conditions Sexual Abuse Drinking and Consent Housing PKT Death A Word from Our Chief Executive Officer Robert's Rules of Order Motions Chart Based on Robert's Rules of Order (10th Edition) Part 1, Main Motions. These motions are listed in order of precedence. A motion can be introduced if it is higher on the chart than the pending motion. § indicates the section from Robert's Rules. § PURPOSE: §21 Close meeting §20 Take break §19 Register complaint §18 Make follow agenda §17 Lay aside temporarily §16 Close debate §15 Limit or extend debate §14 Postpone to a certain time §13 Refer to committee §12 Modify wording of motion §11 Kill main motion §10 Bring business before assembly (a main motion) YOU SAY: I move to adjourn I move to recess for ... I rise to a question of privilege I call for the orders of the day I move to lay the question on the table I move the previous question I move that debate be limited to ... I move to postpone the motion to ... I move to refer the motion to ... I move to amend the motion by ... I move that the motion be postponed indefinitely I move that [or "to"] ... INTERRUPT? 2ND? DEBATE? AMEND? VOTE? No Yes No No Majority No Yes No Yes Majority Yes No No No None Yes No No No None No Yes No No Majority No Yes No No 2/3 No Yes No Yes 2/3 No Yes Yes Yes Majority No Yes Yes Yes Majority No Yes Yes Yes Majority No Yes Yes No Majority No Yes Yes Yes Majority Part 2, Incidental Motions. No order of precedence. These motions arise incidentally and are decided immediately. § PURPOSE: YOU SAY: §23 Enforce rules §24 Submit matter to assembly §25 Suspend rules §26 Avoid main motion altogether §27 Divide motion §29 Demand a rising vote Point of order I appeal from the decision of the chair I move to suspend the rules I object to the considerati on of the question I move to divide the question I move for a rising vote §33 Parliamenta ry law question §33 Request for information INTERRUPT? 2ND? DEBATE? AMEND? VOTE? Yes No No No None Yes Yes Varies No Majority No Yes No No 2/3 Yes No No No 2/3 No Yes No Yes Majority Yes No No No None Parliament ary inquiry Yes No No No None Point of informatio n Yes No No No None Part 3, Motions that Bring a Question Again Before the Assembly. No order of precedence. Introduce only when nothing else is pending. § PURPOSE: YOU SAY: INTERRUPT? 2ND? DEBATE? AMEND? VOTE? §34 Take matter from table I move to take from the table ... No Yes No No Majority §35 Cancel previous action I move to rescind ... No Yes Yes Yes 2/3 or Majority with notice §37 Reconsider motion I move to reconsider ... No Yes Varies No Majority The Power of the Gavel Three Raps of the Gavel Directs Members to Stand Two Raps Directs Members to be Seated One Rap Enjoins Silence
