THETA PHI ALPHA PRESIDENTS’ ACADEMY LEADERSHIP CONFERENCE 2007 DAYTON, OH

THETA PHI ALPHA THETA PHI ALPHA

PRESIDENTS’ ACADEMYPRESIDENTS’ ACADEMY

LEADERSHIP CONFERENCE LEADERSHIP CONFERENCE 20072007

DAYTON, OHDAYTON, OH

IntroductionsIntroductions

ScheduleSchedule

ExpectationsExpectations

What’s Important to Your What’s Important to Your Chapter?Chapter?

AppearanceAppearanceAuthority/Authority/PowerPowerEmploymentEmploymentHaving FunHaving Fun

Time ManagementTime Management PartyingPartying Pledge Sister Pledge Sister EducationEducation MotivationMotivation

WinningWinningMoneyMoneyRitualRitualScholarshipScholarshipPhilanthropPhilanthropyy

HousingHousingMenMenGraduationGraduationSexualitySexualityTeamworkTeamwork

SpiritualitySpiritualityRelationshipsRelationshipsSupport GroupSupport GroupTransportationTransportationValues and Values and EthicsEthics

Our ValuesOur Values

JusticJusticee

WisdoWisdomm

LoyaltyLoyalty

FaithFaith

TruthTruth

HonoHonorr

SecuritSecurityy

PurityPurity

Small GroupsSmall Groups

Ice BreakerIce Breaker

Ground RulesGround Rules

Values Values WorkshopWorkshop

JournalingJournaling What value is most important to you? What value is most important to you?

Why?Why?

Do you incorporate this value into your Do you incorporate this value into your life as a student? … as a chapter leader? life as a student? … as a chapter leader?

Building the Executive TeamBuilding the Executive Team

Chapter ChallengesChapter Challenges

Having One Aim Having One Aim

Goal PlanningGoal Planning

CharacteristicsCharacteristics

Guidelines for Team Guidelines for Team MembershipMembership

Having One AimHaving One Aim

www.teamtechnology.co.uk

There is a common goal for which There is a common goal for which everyone has shared responsibility everyone has shared responsibility

Everyone understands that goal and Everyone understands that goal and feels committed to itfeels committed to it


SS SpecificSpecificMM

MeasurablMeasurablee

AA AttainableAttainableRR RealisticRealisticTT Time Time

BoundBoundOur chapter will increase on time Our chapter will increase on time dues payments by 25% by March dues payments by 25% by March

2008.2008.

Goals, Action Plans, TasksGoals, Action Plans, Tasks

GOALGOALOur chapter will increase on time dues Our chapter will increase on time dues

payments by 25% by March 2008.payments by 25% by March 2008.

ACTION PLANSACTION PLANS Develop incentives for members to pay on Develop incentives for members to pay on

timetime Develop additional methods for dues Develop additional methods for dues

payment (fundraising, service hours, etc)payment (fundraising, service hours, etc)

TASKSTASKS Survey members about their knowledge of Survey members about their knowledge of

chapter treasury in September 2007chapter treasury in September 2007 Call other chapters to talk to Treasurer about Call other chapters to talk to Treasurer about

best practices in November 2007best practices in November 2007 Develop incentive program in December 2007Develop incentive program in December 2007 Educate members about chapter treasury in Educate members about chapter treasury in

January 2008January 2008 Propose incentive program to members in Propose incentive program to members in

February 2008February 2008


Chapter Best Chapter Best PracticesPractices

Characteristics of Well Characteristics of Well Functioning TeamsFunctioning Teams

PurposePurpose

PrioritiesPriorities

RolesRoles

DecisionsDecisions

ConflictConflict

www.nsba.org

Personal traitsPersonal traits

NormsNorms

EffectivenessEffectiveness

SuccessSuccess

TrainingTraining


www.nsba.org

PurposePurpose: Members proudly share a sense : Members proudly share a sense of why the team exists and are invested in of why the team exists and are invested in accomplishing its mission and goals. accomplishing its mission and goals.

PrioritiesPriorities: Members know what needs to : Members know what needs to be done next, by whom, and by when to be done next, by whom, and by when to achieve team goals. achieve team goals.


www.nsba.org

RolesRoles: Members know their roles in getting : Members know their roles in getting tasks done and when to allow a more skillful tasks done and when to allow a more skillful member to do a certain task. member to do a certain task.

DecisionsDecisions: Authority and decision-making : Authority and decision-making lines are clearly understood. lines are clearly understood.

ConflictConflict: Conflict is dealt with openly and is : Conflict is dealt with openly and is considered important to decision-making considered important to decision-making and personal growth. and personal growth.


Personal traitsPersonal traits: Members feel their : Members feel their unique personalities are appreciated and unique personalities are appreciated and well utilized.well utilized.

NormsNorms: Group norms for working : Group norms for working

together are set and seen as standards for together are set and seen as standards for everyone in the groups. (The written and everyone in the groups. (The written and unwritten rules of a group; the shared unwritten rules of a group; the shared values, beliefs, behaviors and procedures values, beliefs, behaviors and procedures that govern group operation; a rule that is that govern group operation; a rule that is socially enforced.)socially enforced.)www.nsba.org


www.nsba.org

EffectivenessEffectiveness: Members find team : Members find team meetings efficient and productive and look meetings efficient and productive and look forward to this time together.forward to this time together.

SuccessSuccess: Members know clearly when the : Members know clearly when the team has met with success and share in this team has met with success and share in this equally and proudly. equally and proudly.


TrainingTraining: Opportunities for feedback and : Opportunities for feedback and updating skills are provided and taken updating skills are provided and taken advantage of by team members.advantage of by team members.


Contribute ideas and solutions Contribute ideas and solutions

Recognize and respect differences in others Recognize and respect differences in others

Value the ideas and contributions of othersValue the ideas and contributions of others

Listen and share information Listen and share information

www.nsba.org


Ask questions and get clarification Ask questions and get clarification

Participate fully and keep your Participate fully and keep your commitments commitments

Be flexible and respect the partnership Be flexible and respect the partnership created by a team -- strive for the "win-created by a team -- strive for the "win-

win" win"

Have fun and care about the team and the Have fun and care about the team and the outcomesoutcomes

www.nsba.org

Small GroupSmall Group

Are these characteristics present in your Are these characteristics present in your executive board?executive board?How can these characteristics be cultivated How can these characteristics be cultivated in individuals? In a group? in individuals? In a group?

PurposePurpose PrioritiePrioritie

ss RolesRoles DecisionDecision

ss ConflictConflict

Personal TraitsPersonal Traits NormsNorms EffectivenessEffectiveness SuccessSuccess TrainingTraining

How to be a LeaderHow to be a Leader

Leadership QualitiesLeadership Qualities

Small Ways to be a LeaderSmall Ways to be a Leader

The Three R’s of LeadershipThe Three R’s of Leadership

Situational EthicsSituational Ethics

How to be a LeaderHow to be a LeaderLeadership QualitiesLeadership Qualities

Good leaders know themselvesGood leaders know themselves Good leaders are committedGood leaders are committed Good leaders know they don’t know Good leaders know they don’t know

everythingeverything Good leaders are open to changeGood leaders are open to change Good leaders go the extra mileGood leaders go the extra mile

www.girlscouts.org


Good leaders know themselves:Good leaders know themselves: Knowing Knowing oneself is necessary when faced with oneself is necessary when faced with challenges or ethical choices, communicating challenges or ethical choices, communicating with those who have different ideas, making with those who have different ideas, making decisions, and identifying sources of decisions, and identifying sources of satisfaction. satisfaction.

Good leaders are committed:Good leaders are committed: An effective An effective leader is not afraid to take on responsibilities. leader is not afraid to take on responsibilities. Sometimes it requires putting the organization Sometimes it requires putting the organization or group first—and keeping it there.or group first—and keeping it there.

www.girlscouts.org


Good leaders know they don’t know Good leaders know they don’t know everything:everything: While the ultimate decision and While the ultimate decision and responsibility may lie with one individual, it is responsibility may lie with one individual, it is incumbent upon her to gather information incumbent upon her to gather information and trust others' points of view before and trust others' points of view before creating a plan of action. creating a plan of action.

Good leaders are open to change:Good leaders are open to change: Changes Changes need to be anticipated and responded to if need to be anticipated and responded to if growth is going to continue; and that applies growth is going to continue; and that applies to minor changes, as well as major ones.to minor changes, as well as major ones.

www.girlscouts.org


LoyaltyLoyalty Self-Self-ConfidenceConfidence

CourageCourage AccountabilitAccountabilityy

DesireDesire ResponsibilityResponsibility

StaminaStamina CredibilityCredibility

EmpathyEmpathy TenacityTenacity

DecisivenessDecisiveness DependabilityDependability

AnticipationAnticipation StewardshipStewardship

TimingTiming“Leadership Secrets…” W. Roberts

Small Ways to be a LeaderSmall Ways to be a Leader Be a clarifierBe a clarifier: listen, summarize, and make things : listen, summarize, and make things

clearer. clearer. Be a coachBe a coach: encourage others to develop their skills. : encourage others to develop their skills. Be a facilitatorBe a facilitator: help the group set goals, make : help the group set goals, make

decisions, choose directions, and evaluate progress.decisions, choose directions, and evaluate progress. Be a delegatorBe a delegator: help each group member apply her : help each group member apply her

talents and interests to the group's goals. talents and interests to the group's goals. Be an initiatorBe an initiator: get things moving. : get things moving. Be a mediatorBe a mediator: help resolve differences. : help resolve differences. Be a networkerBe a networker: connect people with people and : connect people with people and

people with ideas people with ideas Be a problem-solverBe a problem-solver: suggest solutions and ways to : suggest solutions and ways to

get things done.get things done. Be a visionaryBe a visionary: see creative solutions, new directions, : see creative solutions, new directions,

and possibilitiesand possibilities..

www.girlscouts.org

How to be a LeaderHow to be a LeaderThe Three R’sThe Three R’s

ResourcesResources

RelationshipsRelationships

ResultsResults

“Leadership Dilemmas…” Blake and McCanse

Convert Resources into Results through Relationships

How to be a LeaderHow to be a LeaderThe Three R’sThe Three R’s

ResourcesResources: The knowledge, abilities, : The knowledge, abilities, skills and motivations people have skills and motivations people have available (when using non-human and available (when using non-human and indirect resources)indirect resources)

RelationshipsRelationships: The interactions between : The interactions between people and how we do thingspeople and how we do things

Results:Results: Measurable through the Measurable through the outcomesoutcomes

“Leadership Dilemmas…” Blake and McCanse

How to be a LeaderHow to be a LeaderSituational EthicsSituational Ethics

Using a different set of rules to determine Using a different set of rules to determine behavior based on the specific behavior based on the specific

circumstances.circumstances.

Situational EthicsSituational EthicsCase StudiesCase Studies

CASE STUDY ONECASE STUDY ONE The worst thing that a member of your The worst thing that a member of your

chapter can do is drink alcohol in the chapter can do is drink alcohol in the house.house.

Julie and Mary are both caught drinking in Julie and Mary are both caught drinking in the house. This is the third time Julie did it the house. This is the third time Julie did it and the first time Mary did.and the first time Mary did.

Both women are referred to the Board of Both women are referred to the Board of Directors for discipline. The Board refers Directors for discipline. The Board refers both women for suspension.both women for suspension.

What do you do?What do you do?

Situational EthicsSituational EthicsCase StudiesCase Studies

CASE STUDY TWOCASE STUDY TWO One of your pledge sisters violates the Policy One of your pledge sisters violates the Policy

on Use of Technology by posting on Use of Technology by posting inappropriate pictures on Facebook . She inappropriate pictures on Facebook . She tagged a collegian who was also in the photo.tagged a collegian who was also in the photo.

Her personal blog also talks about hazing Her personal blog also talks about hazing activities that the chapter didn’t do, but activities that the chapter didn’t do, but makes it seem like the chapter did haze.makes it seem like the chapter did haze.

What do you do?What do you do?

JournaliJournalingng

What team characteristics are well represented What team characteristics are well represented on your executive board? …which are lacking? on your executive board? …which are lacking? As chapter President, what responsibility do you As chapter President, what responsibility do you have to help develop the characteristics that are have to help develop the characteristics that are lacking?lacking?

What leadership qualities are most important for What leadership qualities are most important for you to have for your chapter? Do you have them? you to have for your chapter? Do you have them? How can you develop/further develop them? How can you develop/further develop them?

Do you, as President, have a responsibility to Do you, as President, have a responsibility to embrace situational ethics? To avoid it?embrace situational ethics? To avoid it?

Standards BoardStandards Board

PurposePurpose

National RequirementsNational Requirements

Program ComponentsProgram Components

Standards Board PurposeStandards Board Purpose

To address problems with individual membersTo address problems with individual members Establish incentives and penaltiesEstablish incentives and penalties Serve as an appeal board for those members Serve as an appeal board for those members

who have been penalizedwho have been penalized Monitor attendance, academics and disciplineMonitor attendance, academics and discipline

Standards Board Program Standards Board Program RequirementsRequirements

Program is due to National Office on April 15Program is due to National Office on April 15 Program should include, but is not limited to: Program should include, but is not limited to:

incentives, penalties, mandatory events, incentives, penalties, mandatory events, expectationsexpectations

Standards Board Program Standards Board Program ComponentsComponents

IncentivesIncentives

PenaltiesPenalties

AccountabilityAccountability

CommunicationCommunication

Best PracticesBest Practices

Proven TechniquesProven Techniques

Making it WorkMaking it Work

CommunicationCommunicationProven TechniquesProven Techniques

Stay Focused

Listen Carefully

Try to See Their Point of View

Respond to Criticism with Empathy

Own What’s Yours

www.stress.about.com

http://www.stress.about.com/



Use “I” Messages

Look for Compromise

Take a Time Out

Don’t Give Up

Ask for Help if You Need It





Stay Focused:Stay Focused: Try not to bring up past Try not to bring up past hurts or other topics. Stay focused on the hurts or other topics. Stay focused on the present, your feelings, understanding one present, your feelings, understanding one another and finding a solution.another and finding a solution.

Listen Carefully:Listen Carefully: While it might be While it might be difficult, try really listening to what is difficult, try really listening to what is said. Don’t interrupt. Don’t get defensive. said. Don’t interrupt. Don’t get defensive. Just hear them and reflect back what Just hear them and reflect back what they’re saying so they know you’ve heard. they’re saying so they know you’ve heard. Then you’ll understand them better and Then you’ll understand them better and they’ll be more willing to listen to you.they’ll be more willing to listen to you.www.stress.about.co

m




Try To See Their Point of View:Try To See Their Point of View: Try to see the Try to see the other side, and then you can better explain yours. other side, and then you can better explain yours. Others will be more likely to listen if they feel heard.Others will be more likely to listen if they feel heard.

Respond to Criticism with Empathy:Respond to Criticism with Empathy: While While criticism is hard to hear, often exaggerated or colored criticism is hard to hear, often exaggerated or colored by the other person’s emotions, it’s important to listen by the other person’s emotions, it’s important to listen for the other person’s pain and respond with empathy for the other person’s pain and respond with empathy for their feelings. Look for what’s true in what they’re for their feelings. Look for what’s true in what they’re saying; that can be valuable information for you.saying; that can be valuable information for you.





Own What’s Yours:Own What’s Yours: Realize that personal respons- Realize that personal respons-ibility is a strength, not a weakness, and admit when ibility is a strength, not a weakness, and admit when you’re wrong. If you both share some responsibility in a you’re wrong. If you both share some responsibility in a conflict, look for and admit to what’s yours. It defuses conflict, look for and admit to what’s yours. It defuses the situation, sets a good example, and shows maturity. the situation, sets a good example, and shows maturity.

Use “I” Messages:Use “I” Messages: Begin statements with “I”, and Begin statements with “I”, and make them about yourself and your feelings, like, “I feel make them about yourself and your feelings, like, “I feel frustrated when this happens.” It’s less accus-atory, frustrated when this happens.” It’s less accus-atory, sparks less defensiveness, and helps the other person sparks less defensiveness, and helps the other person understand your point of view rather than feeling understand your point of view rather than feeling attacked.attacked.





Look for Compromise:Look for Compromise: Instead of trying to Instead of trying to ‘win’ the argument, look for solutions that ‘win’ the argument, look for solutions that meet everybody’s needs, either compromise or meet everybody’s needs, either compromise or a new solution.a new solution.

Take a Time-Out:Take a Time-Out: If you feel yourself If you feel yourself or or your friend starting to get too angry to be your friend starting to get too angry to be constructive, or showing some destructive constructive, or showing some destructive communication patterns, it’s okay to take a communication patterns, it’s okay to take a break from the discussion until you both cool break from the discussion until you both cool off. off.





Don’t Give Up:Don’t Give Up: If you both approach the If you both approach the situation with a constructive attitude, situation with a constructive attitude, mutual respect, and a willingness to see mutual respect, and a willingness to see the other’s point of view or at least find a the other’s point of view or at least find a solution, you can make progress toward the solution, you can make progress toward the goal of a resolution to the conflict. goal of a resolution to the conflict.

Ask For Help If You Need It: Ask For Help If You Need It: You can You can turn to your BOD, CD, Greek Advisor, etc. turn to your BOD, CD, Greek Advisor, etc.





How can the communication techniques discussed How can the communication techniques discussed be applied to the following groups/people?be applied to the following groups/people?Executive BoardExecutive BoardChapterChapterGreek AdvisorGreek AdvisorBOD ChairBOD ChairCD/CA/Colony AdvisorCD/CA/Colony AdvisorNational OfficeNational Office


What are some of your communication What are some of your communication strengths? Weaknesses?strengths? Weaknesses?

What can you do to overcome the weaknesses?What can you do to overcome the weaknesses? Do you think your communication style affects Do you think your communication style affects

the chapter? Why or why not? If it does, how? the chapter? Why or why not? If it does, how?

Conflict ResolutionConflict Resolution

BenefitsBenefits

StylesStyles

ApproachesApproaches

Self AssessmentSelf Assessment

Conflict Resolution BenefitsConflict Resolution Benefits

Causes listening and consideration of Causes listening and consideration of different ideas. different ideas.

Enables people to increase their Enables people to increase their alternatives and potential paths. alternatives and potential paths.

Results in increased participation in, more Results in increased participation in, more ownership of and commitment to the ownership of and commitment to the decisions and goals of the group or decisions and goals of the group or person.person.

humanresources.about.com

CommunicationCommunicationConflict Resolution StylesConflict Resolution Styles

AvoiderAvoider

DominatorDominator

AccommodatorAccommodator

CompromiserCompromiser

ConsensusConsensus

humanresources.about.com


AvoiderAvoider: Stay out of conflict; remain : Stay out of conflict; remain neutral on issues. Employed by neutral on issues. Employed by individuals that do not have enough individuals that do not have enough invested in the issue to see value in the invested in the issue to see value in the conflict. This style is often used when the conflict. This style is often used when the conflict is not critical or is perceived to be conflict is not critical or is perceived to be beyond their capacity to manage. beyond their capacity to manage.

DominatorDominator: Remain singularly focused : Remain singularly focused on one resolution to a conflict. These on one resolution to a conflict. These individuals will not readily yield and often individuals will not readily yield and often fail to recognize the value of alternatives. fail to recognize the value of alternatives.

www.projectmechanics.com


AccommodatorAccommodator: Entirely yielding to the : Entirely yielding to the conflicting point of view. This style is conflicting point of view. This style is seeking to preserve personal relationships seeking to preserve personal relationships even when it does not benefit project tasks even when it does not benefit project tasks and objectives and objectives

CompromiserCompromiser: Assumes that no solution : Assumes that no solution can be achieved that will yield complete can be achieved that will yield complete satisfaction for all participants involves. satisfaction for all participants involves. This style attempts to balance personal This style attempts to balance personal relationships and project success when one relationships and project success when one or both may be compromised in the conflict. or both may be compromised in the conflict.



ConsensusConsensus: Mutual agreement and under-: Mutual agreement and under-standing between all conflicting parties. This standing between all conflicting parties. This style leads to project success while simul-style leads to project success while simul-taneously reinforcing personal relationships. taneously reinforcing personal relationships. Is often the lengthiest resolution to a Is often the lengthiest resolution to a conflict, but produces the most favorable conflict, but produces the most favorable results. results.


CommunicationCommunicationApproaches for Each StyleApproaches for Each Style

AvoiderAvoider

DominatorDominator

AccommodatorAccommodator

CompromiserCompromiser

ConsensusConsensus


AvoiderAvoider: Find potential wins for this style. Provide : Find potential wins for this style. Provide incentive to engage them in the process of incentive to engage them in the process of resolution. Avoidance is usually detrimental in resolution. Avoidance is usually detrimental in finding valuable resolution to conflict. finding valuable resolution to conflict.

DominatorsDominators: Remain focused on the real : Remain focused on the real objectives and put conflict into perspective. objectives and put conflict into perspective. Identify the merits of the dominator’s position, and Identify the merits of the dominator’s position, and seek to demonstrate places where their position seek to demonstrate places where their position complies with conflicting ideas. Let them complies with conflicting ideas. Let them recognize that they can win without others losing. recognize that they can win without others losing.



AccommodatorAccommodator: Emphasize the significance : Emphasize the significance of project objectives, and demonstrate of project objectives, and demonstrate solutions whereby personal relationships can solutions whereby personal relationships can benefit from the continued success of the benefit from the continued success of the project. project.

CompromiserCompromiser: Determine whether a true : Determine whether a true consensus can be achieved. If so, reinforce consensus can be achieved. If so, reinforce through merits of their position and through merits of their position and constructively guide the conflict into a free constructively guide the conflict into a free communicating environment where the communicating environment where the consensus can be pursued. consensus can be pursued.



Consensus: Encourage consensus, even in Consensus: Encourage consensus, even in relatively minor conflicts. The potential relatively minor conflicts. The potential synergistic value is worth the additional synergistic value is worth the additional time it takes to yield a true consensus. time it takes to yield a true consensus.


ScenariosScenarios


What practices has your chapter What practices has your chapter implemented to handle conflict?implemented to handle conflict?

What have been your successes? …your What have been your successes? …your challenges?challenges?

CommunicationCommunicationMaking It WorkMaking It Work

CommitmentCommitment

AccountabilityAccountability


What is your conflict resolution style? Do What is your conflict resolution style? Do you think you exhibit the same style all the you think you exhibit the same style all the time? If not, when is it different? Why?time? If not, when is it different? Why?

How does your style of conflict resolution How does your style of conflict resolution affect the chapter?affect the chapter?

Officer TransitionOfficer Transition

ElectionsElections

ShadowingShadowing

Transition RetreatTransition Retreat

ElectionsElections

Held 6-8 weeks prior to the last day of fall Held 6-8 weeks prior to the last day of fall semester classessemester classes

Candidates must be able to hold executive Candidates must be able to hold executive board positions for the full term of office, board positions for the full term of office, January to JanuaryJanuary to January

Candidates must be able to attend our Candidates must be able to attend our national meetingsnational meetings

ElectionsElections

Improve transitioningImprove transitioning Avoid summer transitionAvoid summer transition Allow last semester seniors to concentrate Allow last semester seniors to concentrate

on graduation requirements and life after on graduation requirements and life after collegecollege

ShadowingShadowing

The incoming officer should meet with the The incoming officer should meet with the outgoing officer and assist her with all job outgoing officer and assist her with all job office responsibilities, including reportsoffice responsibilities, including reports

The outgoing officer should introduce the The outgoing officer should introduce the new officer to all contactsnew officer to all contacts

Both officers should attend meetings Both officers should attend meetings and/or participate in phone calls togetherand/or participate in phone calls together

ShadowingShadowing

Incoming officer should:Incoming officer should: Attend all meetings with outgoing officerAttend all meetings with outgoing officer Assist with report completionAssist with report completion Be informed of all spontaneous Be informed of all spontaneous

communications (emails, calls, one-on-one communications (emails, calls, one-on-one conversations) the outgoing officer hasconversations) the outgoing officer has

Review all officer filesReview all officer files

Transitions RetreatTransitions Retreat

Assessment and EvaluationAssessment and Evaluation

Transfer of InformationTransfer of Information

Policy and Procedure ReviewPolicy and Procedure Review

Personal ReflectionPersonal Reflection

Goal Setting and Calendar PlanningGoal Setting and Calendar Planning

Wrap Up and Next StepsWrap Up and Next Steps

Transition RetreatTransition RetreatAssessment and EvaluationAssessment and Evaluation

Facilitated by the BOD Chairman (or the Facilitated by the BOD Chairman (or the outgoing President) for the outgoing officersoutgoing President) for the outgoing officers

List the chapter’s successes over the last yearList the chapter’s successes over the last year Assess previously established goalsAssess previously established goals Review the Standards of AchievementReview the Standards of Achievement Review the latest TEC ReportReview the latest TEC Report Review recent historyReview recent history

Transition RetreatTransition RetreatTransfer of InformationTransfer of Information

Outgoing Officers:Outgoing Officers: Schedule of due dates and upcoming Schedule of due dates and upcoming

eventsevents Inventory transfer and Officer Transition Inventory transfer and Officer Transition

FormForm Top Ten List of helpful informationTop Ten List of helpful information

Incoming OfficersIncoming Officers Review needed resourcesReview needed resources

Transitions RetreatTransitions Retreat Policy and Procedure Review Policy and Procedure Review

National Constitution and BylawsNational Constitution and Bylaws Chapter BylawsChapter Bylaws Theta Phi Alpha HandbookTheta Phi Alpha Handbook Campus Relationship Statement Campus Relationship Statement

and/or Standardsand/or Standards

Transitions RetreatTransitions RetreatPersonal ReflectionPersonal Reflection

Unformatted personal time to reflectUnformatted personal time to reflect Consider:Consider:

What do you want to accomplish?What do you want to accomplish? What challenges will you face?What challenges will you face? What commitments will you make?What commitments will you make? How will you know that you’ve been How will you know that you’ve been

successful?successful?

Transition RetreatTransition RetreatGoal Setting and Calendar Goal Setting and Calendar

PlanningPlanning

Transition RetreatTransition RetreatWrap Up and Next StepsWrap Up and Next Steps

Wrap UpWrap Up Rededication of Vows ceremonyRededication of Vows ceremony Pass the Candle/PenguinPass the Candle/Penguin

Next StepsNext Steps Ritual for Installation of OfficersRitual for Installation of Officers

What Next?What Next?

FinancesFinances

Making a BudgetMaking a Budget

Are you charging enough for chapter/colony Are you charging enough for chapter/colony dues?dues?

What National expenses are covered by your What National expenses are covered by your payment of chapter/colony dues?payment of chapter/colony dues?

APHAPH

QuestionsQuestions


INCOMEINCOME Collegian Dues ($150 * 40 members * 2 semesters) = Collegian Dues ($150 * 40 members * 2 semesters) =

$12,000$12,000 Insurance Fees (40 members * $40/year) = $1,600Insurance Fees (40 members * $40/year) = $1,600 Pledge Sister Dues (20 * $20 * 2 semesters) = $800 Pledge Sister Dues (20 * $20 * 2 semesters) = $800 Pledge Sister Fees (20 * $60 (PS fees + MSMF Pledge Sister Fees (20 * $60 (PS fees + MSMF

assessment) * 2 semesters) = $2,400assessment) * 2 semesters) = $2,400 Initiation Fees (20 * $100 * 2 semesters) = $4,000Initiation Fees (20 * $100 * 2 semesters) = $4,000 Jewelry Income (20 * $94 * 2 semesters) = $3,760Jewelry Income (20 * $94 * 2 semesters) = $3,760 Fund Raising $4,000Fund Raising $4,000 Fund Raising for Philanthropy $1,000 Fund Raising for Philanthropy $1,000 Chapter Portrait ($40 * 60 members) = $2,400Chapter Portrait ($40 * 60 members) = $2,400 Founders’ Day (60 members * $25 -- $5 each to Founders’ Day (60 members * $25 -- $5 each to

Founders’ Foundation) = $1,500Founders’ Foundation) = $1,500 White Rose Formal (60 attendees * $50) = $3,000 White Rose Formal (60 attendees * $50) = $3,000


EXPENSESEXPENSES Per Capita (40 members * $25 fall) + (60 members * $25 Per Capita (40 members * $25 fall) + (60 members * $25

spring) = $2,500 spring) = $2,500 Insurance Fee $1,600 Insurance Fee $1,600 Pledge Sister Fees (20 * ($30 pledge sister fees + $30 MSMF Pledge Sister Fees (20 * ($30 pledge sister fees + $30 MSMF

binder) * 2) = $2,400binder) * 2) = $2,400 Initiation Fees $4,000 Initiation Fees $4,000 Jewelry Payments $3,760Jewelry Payments $3,760 Growth & Development (60 members * $1) = $60Growth & Development (60 members * $1) = $60 Leadership Conference/Convention Fee: $475 Leadership Conference/Convention Fee: $475 Recruitment Program Expense $2,000 Recruitment Program Expense $2,000 Pledge Sister Education Program $500Pledge Sister Education Program $500 Scholarship Program Expense $250 Scholarship Program Expense $250 Philanthropy Program Expense $250Philanthropy Program Expense $250 Philanthropy Donations $1,000Philanthropy Donations $1,000


EXPENSESEXPENSES, con’t, con’t Ritual Expense $1,000Ritual Expense $1,000 Panhellenic/Greek Council Dues $500 Panhellenic/Greek Council Dues $500 Postage $100Postage $100 Phone Calls $100Phone Calls $100 Stationary $100 Stationary $100 Fund Raising Expense $250 Fund Raising Expense $250 APH Fees (40 * $15) + (60 * $15) = $1,500APH Fees (40 * $15) + (60 * $15) = $1,500 Chapter Portrait $2,400Chapter Portrait $2,400 Board of Director’s Expense $500 Board of Director’s Expense $500 Founders’ Day $1,200Founders’ Day $1,200 Founders’ Day Donation to Founders’ Foundation Founders’ Day Donation to Founders’ Foundation

($5/member) $300($5/member) $300 White Rose Formal $3,000 White Rose Formal $3,000

Chapter/Colony DuesChapter/Colony Dues National DuesNational Dues

Insurance - due September 30Insurance - due September 30 $40/member$40/member Fall Per Capita - due October 31Fall Per Capita - due October 31 $25/initiate$25/initiate Winter Per Capita - due February 28Winter Per Capita - due February 28 $25/initiate$25/initiate Pledge Sister FeesPledge Sister Fees $30/PS one-time $30/PS one-time

feefee My Sister My Friend MaterialsMy Sister My Friend Materials $30/PS $30/PS

one-time feeone-time fee Initiation FeesInitiation Fees $100 one-time fee$100 one-time fee Leadership Conference/Convention Leadership Conference/Convention $475$475

Fee - due March 31Fee - due March 31 Growth & Development – due Growth & Development – due $1/initiate$1/initiate

March 31March 31 APH Fee APH Fee $15/semester$15/semester Badge – due w/in 6 months of initiationBadge – due w/in 6 months of initiation

Chapter/Colony DuesChapter/Colony Dues

Pledge sisters should be ready to pay $160 Pledge sisters should be ready to pay $160 National dues National dues plusplus the price of their badge. the price of their badge. Determine any extra dues to cover local fees.Determine any extra dues to cover local fees.

Initiated sisters should be ready to pay $121 Initiated sisters should be ready to pay $121 National dues. Determine any extra dues to cover National dues. Determine any extra dues to cover local fees.local fees.

You can split the annual Leadership Conference/ You can split the annual Leadership Conference/ Convention fee amongst all the members or fund Convention fee amongst all the members or fund raise.raise.


Make sure to invoice on APH early in the semester Make sure to invoice on APH early in the semester to ensure members receive a bill and have paid to ensure members receive a bill and have paid insurance by September 30, per capita by October insurance by September 30, per capita by October 31 and February 28. This will enable the chapter 31 and February 28. This will enable the chapter to pay the National fees in a timely manner.to pay the National fees in a timely manner.

Fund raise to cover expenses for alternate delegate Fund raise to cover expenses for alternate delegate and other members to attend the Leadership and other members to attend the Leadership Conference (odd years) or Convention (even years) Conference (odd years) or Convention (even years) and the delegate’s registration fee. Plan on at least and the delegate’s registration fee. Plan on at least $1,000 for delegate and alternate delegate.$1,000 for delegate and alternate delegate.


DO NOT SEND CASH THROUGH THE DO NOT SEND CASH THROUGH THE MAIL TO COVER DUES.MAIL TO COVER DUES.

Dues Payments Cover…Dues Payments Cover… Chapters account for about 85% of the Fraternity’s Chapters account for about 85% of the Fraternity’s

operating incomeoperating income Colonies account for about 1%Colonies account for about 1% Alumnae account for about 10%Alumnae account for about 10% 4% of operating income is received from trademark 4% of operating income is received from trademark

licensing, Founders’ Foundation and the Penguin Shoppelicensing, Founders’ Foundation and the Penguin Shoppe

46% of the expenses used for chapters46% of the expenses used for chapters legal, training and expenses for chapter administration legal, training and expenses for chapter administration

officers (CAs and CDs) such as phone calls, insurance, officers (CAs and CDs) such as phone calls, insurance, investigations, Leadership/ Regional Conference, investigations, Leadership/ Regional Conference, Programming Guides, TEC, jewelryProgramming Guides, TEC, jewelry

3% of the expenses used for colonies for colonization 3% of the expenses used for colonies for colonization weekends, installation weekend, extension presentationsweekends, installation weekend, extension presentations

Dues Payments Cover…Dues Payments Cover…

41% of the income covers general operating 41% of the income covers general operating expenses: web site; Grand Council postage, expenses: web site; Grand Council postage, supplies, meetings in each others’ homes; supplies, meetings in each others’ homes; copier lease, office computers, office copier lease, office computers, office furniture, payroll for National Office staff, furniture, payroll for National Office staff, rent, postage, nonprofit fees; NPC rent, postage, nonprofit fees; NPC delegation/seminars (such as AFA/ delegation/seminars (such as AFA/ NGLA/SEPC); trademarkingNGLA/SEPC); trademarking

10% spent for alumnae for Compass articles; 10% spent for alumnae for Compass articles; insurance, postage, jewelry, alumnae insurance, postage, jewelry, alumnae associations bulk mailing, volunteer weekassociations bulk mailing, volunteer week

Dues Payments Cover…Dues Payments Cover… PER CAPITAPER CAPITA: TEC expenses (airfare and wages), : TEC expenses (airfare and wages),

development of guides such as Ritual/Officer development of guides such as Ritual/Officer Transition/Fund Raising/Health and Wellness, Transition/Fund Raising/Health and Wellness, operating expenses such as postage, copies, wages operating expenses such as postage, copies, wages for staff, stationery, envelopes, rent for National for staff, stationery, envelopes, rent for National Office, web siteOffice, web site

INSURANCE: GINSURANCE: General liability for all eneral liability for all chapters/colonies, chapters/colonies, does notdoes not cover illegal activities cover illegal activities such as hazingsuch as hazing

PLEDGE SISTER FEES:PLEDGE SISTER FEES: Pledge pin, pledge sister Pledge pin, pledge sister exam, yellow emergency cards, emergency trifold, exam, yellow emergency cards, emergency trifold, National Policies, National Constitution and Bylaws, National Policies, National Constitution and Bylaws, postage for these materials and wages for staffpostage for these materials and wages for staff

MSMF ASSESSMENT:MSMF ASSESSMENT: Covers production costs for Covers production costs for the handbook at the printer and postagethe handbook at the printer and postage

Dues Payments Cover…Dues Payments Cover… INITIATION:INITIATION: Quality color initiation certificate Quality color initiation certificate

suitable for framing, postage to mail certificate and suitable for framing, postage to mail certificate and NC&B, printing of these documents, salaries of office NC&B, printing of these documents, salaries of office staff as they work with the printer and process the staff as they work with the printer and process the fees, and all general operating expenses as reflected fees, and all general operating expenses as reflected with Per Capitawith Per Capita

JEWELRYJEWELRY: Covers the badge that each member : Covers the badge that each member orders, orders, must bemust be ordered within six (6) months of ordered within six (6) months of initiationinitiation

GROWTH & DEVELOPMENT:GROWTH & DEVELOPMENT: Used to invest in a Used to invest in a fund for chapters that need to borrow money for fund for chapters that need to borrow money for housing needs, certain requirements must be methousing needs, certain requirements must be met

LEADERSHIP CONFERENCE/CONVENTION FEE:LEADERSHIP CONFERENCE/CONVENTION FEE: Covers rising costs of delegate's transportation, Covers rising costs of delegate's transportation, lodging and mealslodging and meals

APHAPH Should make things easier for the TreasurerShould make things easier for the Treasurer Invoice members through APHInvoice members through APH Treasurer does not have to collect duesTreasurer does not have to collect dues Members pay in a timely manner and the funds are Members pay in a timely manner and the funds are

available for the chapter’s operationsavailable for the chapter’s operations No calculator needed for Treasurer to create monthly No calculator needed for Treasurer to create monthly

Financial ReportFinancial Report No need to transfer numbers to the Theta Phi Alpha No need to transfer numbers to the Theta Phi Alpha

Financial Report - just export the Income Financial Report - just export the Income Statement/Available Balance Report/Aging Receivable Statement/Available Balance Report/Aging Receivable on APH for the selected month and email to on APH for the selected month and email to [email protected]@ThetaPhiAlpha.org

Contact National Assistant Treasurer Jennie Lecesse Contact National Assistant Treasurer Jennie Lecesse with questions at [email protected] questions at [email protected]

Sample Financial ReportSample Financial Report

APH How ToAPH How To Export the Chapter/Colony Income Statement, Export the Chapter/Colony Income Statement,

Available Balance Report, and Aging Receivable from Available Balance Report, and Aging Receivable from APH:APH: Log into APH.Log into APH. Go to Chapter Services tabGo to Chapter Services tab Go to ReportsGo to Reports Select the report you want Select the report you want

Income Statement, Available Balance Report or Income Statement, Available Balance Report or Member Aging ReportMember Aging Report

Select the Fiscal Year and Period (Month)Select the Fiscal Year and Period (Month) Aging Report- UserID is 0Aging Report- UserID is 0

View Report (report will be generated)View Report (report will be generated) At the export drop down arrow, select Excel then At the export drop down arrow, select Excel then

click Export.click Export.

APH How ToAPH How To

Putting the reports inPutting the reports in one one Excel file: Excel file: Open the 3 APH report files and the TPA cover Open the 3 APH report files and the TPA cover

sheetsheet In the Available Balance Report go to Insert: In the Available Balance Report go to Insert:

Worksheet Worksheet Do this 3 times to fit all of the forms Do this 3 times to fit all of the forms

In each one of the worksheets Copy and Paste In each one of the worksheets Copy and Paste Special the other 3 reportsSpecial the other 3 reports

Right click the Worksheet tabs and Rename Right click the Worksheet tabs and Rename Send to [email protected] and your Send to [email protected] and your

Chapter’s Financial Advisor, Board Chair or Chapter’s Financial Advisor, Board Chair or AdvisorAdvisor

Save the Excel report into a 200_ fiscal year Save the Excel report into a 200_ fiscal year report file for your records. report file for your records.

Financial Things to KnowFinancial Things to Know

Budget to Actual can be created and exported in Budget to Actual can be created and exported in APH and sent to [email protected] and sent to [email protected]

All chapters must be creating the BUDGET and All chapters must be creating the BUDGET and BUDGET TO ACTUAL on APH to receive full BUDGET TO ACTUAL on APH to receive full cooperation pointscooperation points

All Chapters MUST be using APH or they will be All Chapters MUST be using APH or they will be fined $100 for each month it is not being used.fined $100 for each month it is not being used.

Documents

THETA PHI ALPHA PRESIDENTS’ ACADEMY LEADERSHIP CONFERENCE 2007 DAYTON, OH