Upsilon Chapter Operating Policies

Upsilon Chapter Operating Policies

Ratified April 18, 2005

 

 

Section 1. Dues Collection System

            The amount of National dues, as determined by Phi Sigma Pi is due to the Treasurer by the fourth meeting of each semester for all active and locally inactive brothers.  Failure to pay that amount by that date will result in a $10 (ten dollar) fine for every week it is delinquent.  The remainder of the dues is due to the Treasurer by the eighth meeting of the semester.  A payment plan may be made on an individual basis by contacting the Treasurer and signing a contract no later then the fourth meeting of a semester.  The full amount of dues must be paid no later than the tenth meeting of the semester.  Any brother still owing dues at that time will be placed on suspension or considered for expulsion.

 

Section 2. Point System

            The point system will be set up each semester as follows.  Each fall semester, brothers will be required to complete two fundraising points, two social points, two service points, two scholarship points, one alumni/interchapter point and a minimum of ten homecoming hours.  Each spring semester, brothers will be required to complete three fundraising points, three social points, three service points, three scholarship points and two alumni/interchapter points.  Brothers are also required to attend all weekly meetings, committee meetings, and mandatory events.  Three absences from meetings, for any reason, are allowed.  All mandatory events must be attended.  Any missed mandatory event will result in a $10 (ten dollar) fine.  The only acceptable excuses for missing a mandatory event is death in the family, personal hospitalization, or extreme circumstances approved by executive board at a regular meeting.  Events may only be deemed mandatory if they are announced at a regular meeting at least three weeks in advance.

 

Section 3. Inactivity Requirements

            Brothers wishing to become inactive should follow the procedure outlined in the most recent edition of Upsilon Chapter’s Bylaws.  Specifically, the brother should submit a letter of intent to become inactive to the Executive Board before the second meeting of the semester in which the brother wishes to become inactive.  The Executive Board will make a decision at the same meeting in which the letter is received.  Brothers are considered to be inactive only after the Executive Board approves their letter.  The letter should contain the brother’s name, address, and phone number so that Executive Board can contact them.  It should also specify if they are applying for local or national inactivity.  Those brothers on local inactivity will still be required to pay national dues by the fourth meeting of the inactive semester.  The only circumstances in which a brother may be nationally inactive are student teaching or an internship where no classes are being attended at Edinboro campus.  Reasons for going locally inactive include leave of absence, family death or illness, personal illness, commuting far away to student teach, or other circumstances beyond the control of the individual.  Extreme circumstances may be considered by Executive Board.

 

Section 4. Officer Transitions 

See Appendix A.  

Section 5. Risk Management Policy

            A.  Alcohol and Drugs

                      1.  All applicable laws, including federal, state, local, Edinboro University and Phi Sigma Pi, must be obeyed.

                      2.  The use of alcohol during a Phi Sigma Pi event is discouraged but not prohibited.

                      3.  The possession, sale, or use of illegal drugs at any Phi Sigma Pi event, or any event that others may associate with Phi Sigma Pi, is strictly prohibited.

                      4.  Alcohol may not be present at any event that is organized for or by rushees or initiates, or requires their attendance for part or all of the time.

                      5.  Official chapter monies may not be used to purchase alcohol.

                      6.  Chapter members (active, inactive or alumni) shall not use alcohol in the presence of prospective members or initiates.

                      7.  Items containing Phi Sigma Pi letters (clothing, hats, jewelry, cups, etc.) are not to be worn or used while consuming alcohol unless it is a formal occasion.

            B.  Hazing

                      1.  Phi Sigma Pi does not condone physical, mental or emotional hazing of any kind.

                      2.  The National Constitution of Phi Sigma Pi clearly states that “hazing shall be defined as, but not limited to, any action taken or situation created, intentionally, to produce mental or physical discomfort, embarrassment, harassment and ridicule.  These actions and situations include, but are not limited to: paddling in any form, creation of excessive fatigue, physical and psychological shock, scavenger hunts which involve illegal activities, one-way road trips which leave the individual to find return transportation, wearing apparel at a time or location which is not appropriate, required engagement in public stunts or buffoonery, morally degrading games or humiliating activities, compulsory consumption of any alcoholic beverages or controlled substances or non-controlled substances, and any other activities which are not consistent with the regulations and policies of the sheltering institution, or behavior considered as unbecoming of a member of Phi Sigma Pi.”

                      3.  Phi Sigma Pi National Council will investigate any chapter or individual accused of hazing in accordance with the National Constitution.

                      4.  All brothers and initiates must sign the Phi Sigma Pi Risk Management Agreement at the beginning of each semester.

            C.  Sexual Harassment/Abuse

                      1.  Phi Sigma Pi does not tolerate or condone sexually abusive behavior by members or initiates, whether physical, mental or emotional.  This includes actions that are demeaning to any person, which would constitute sexual harassment of any type or form.

                      2.  Unwelcome sexual advances, requests for sexual favors, and other sexually offensive verbal or physical contact will not be condoned or permitted.

                      3.  Sexual harassment and abuse is illegal and any member who sexually abuses or harasses another member, initiate, alumni, or guest of the fraternity is criminally and personally liable for his/her own actions.

            D.  Emergency Management

                      1.  Each member and initiate must complete and emergency contact card at the beginning of each semester.

                      2.  The Chapter President will be the person in charge at all Phi Sigma Pi events with the following exceptions:

                         a. If the Chapter President is not present or under the influence of alcohol, the highest ranking chapter officer that is sober is in charge.

                         b. If it is a rush or initiate event, the initiate advisor or apprentice is in charge.

                      3.  An incident report should be completed after any emergency situation and a copy forwarded to National Headquarters via the Regional Consultant.

             E.  Education

                      1.  The chapter will present two programs which focus on high-risk content (alcohol, drugs, abuse, etc.) each semester.

                      2.  At the beginning of each semester, the Chapter President should ensure that each member and initiate has read the Risk Management Policy and signed the Phi Sigma Pi Risk Management Agreement.

                      F. Event Planning

                     1.  Any member planning a Phi Sigma Pi event must get an event planning sheet from the Vice President and complete it before the event (see Appendix B for an example).

                     2.  The Vice President shall keep all event planning sheets.

                     3.  At least two designated drivers and one social monitor must be selected and educated on their duties before any event involving alcohol.

 

 

Section 6. Disciplinary Procedure

            Brothers may be disciplined for not adhering to the point system, not adhering to the dues collection system, conduct unbecoming of a brother, and other circumstances deemed inappropriate by Executive Board.  The procedure outlined in the latest edition of Upsilon Chapter Bylaws will be followed for brothers charged with conduct unbecoming of a brother.  Those brothers failing to complete points or failing to fulfill financial obligations will be disciplined in the way that Executive Board sees fit.  Expulsion will only be deemed necessary in extreme circumstances or after the brother has not responded to several communication attempts by Executive Board. 

 

Introduction

One of the keys to a successful year for your chapter lies in how information is communicated and transferred from one officer to the next. The purpose of the Officer Transition Manual is to provide potential officers, new officers, and outgoing officers with the information and tools needed for a smooth and thorough leadership transition. Having a smooth and thorough transition between officers and executive boards is vital for the successful operation of your chapter. This manual has been designed to guide you and your chapter through the transition process. The Officer Transition Manual is divided into two sections, below are a summary of the purpose of each section:

Section One – is designed to guide future and current officers of your chapter through the election process. The manual contains three sections, which contain tips and advice on activities that one should complete before elections, during the elections, and also after the elections. It can be given to anyone considering an officer position for the upcoming term. Current officers should be familiar with the information presented in this part and serve as a resource for all potential officers.

Section Two – has been designed to aid the new officers and outgoing officers through the transition process. It is meant to serve as a reference as the election process nears and after elections have taken place. This section provides ideas on activities that can be held to during your transition process.

 

SECTION ONE

 

Introduction

Section One is designed to guide future and current officers of your chapter through the election process. The manual contains three sections, which contain tips and advice on activities that one should complete before elections, during the elections, and also after the elections. Goal sheets are also provided at the end of the manual for you chapter officers to use.

 

Before Elections

So, you’re thinking about running for an executive board position. At first glance, it may seem easy; just decide you are going to run, give a speech, and let the chapter decide which individual they want for the particular officer position. Although this is one approach to officer elections, there is another alternative, which will make your transition from a chapter member or committee chair to an officer easier. There are numerous activities you can do to prepare for this endeavor.

 

Deciding to Run for Office

The first step towards a leadership position in your chapter is making the decision to run for office. Though this may appear to be a simple yes or no answer, there are certain items one should consider before declaring the intent to run for an officer position.

1. Time you can devote to the position

The first thing you may want to consider is your time availability for the following academic year. Undoubtedly, each position will not require 24-hour attention, but for executive officers, the time requirement is significant. There are executive board meetings, chapter meetings, events, and perhaps student government association meetings, other club meetings, etc. Make sure you are not “spreading yourself too thin” by taking an officer position the following year.

 

2. Knowledge of the position

Are you willing to learn about what it takes to perform the duties associated with the office you are running for? It is important to get a sense of the essential duties of the office that you will be running for so that you can be prepared for your speech. Also, it is important to know what items you will be asked to complete during the course of your term. As you are researching the officer position you are seeking, it is important to consider your strengths and weaknesses as well. For example, if you dislike paperwork and are not good with deadlines, then the chapter secretary position may not suit you well. You can find the officer duties listed in the National Constitution and/or your local chapter bylaws.

 

3. Experience

What experiences have you had in leadership? For example, have you held a committee chair position within you chapter, or do you have leadership experience with other organizations that would be useful in the position you are currently seeking. For example, if you are seeking the treasurer position, do you have good budgeting skills, have you managed a budget for another organization, or are you able to coordinate successful fundraisers? These are all questions that you should ask yourself and be prepared to answer as you are running for office.

 

Learning the Duties of the Office

After you have decided that you definitely want to run for an officer position, what other activities can you do to prepare yourself for an officer position? One of the keys lies in studying the activities of the current officers

1. Talk with the current officer

One of the best ways to learn the essential duties of the office you are seeking is to talk with the current officers. Some of the questions you could or should ask are listed below:

o What is the best thing about this position? What is the worst thing?

o How much time does it take up each week?

o What do you think was you biggest accomplishment in office?

o What was your biggest challenge?

o What would you do differently?

o What types of goals did you set for yourself in office?

o How did you go about working with others to meet your goals?

o What other offices on campus where you in contact with?

o What was your budget for this year?

o Where do you see the chapter headed within the next year?

 

2. Shadow the current officer

Another way to learn the duties of the office is to spend some time shadowing the current officer. You could help plan an event, plan an agenda, work on their committee, or attend some outside meetings that they are required to go to on your campus. You could also go over old minutes with the officer and ask to see their manual in order to gain more insight into the position.

 

Elections

Okay, you have done your homework, and now it is time for the elections. Here is one final checklist to make sure that you are prepared before you give your speech to the chapter:

______ Evaluated personal strengths and weaknesses

______ Related personal/professional experiences to the position you are seeking

______ Talked with the current officer

______ Shadowed the current officer

______ Reviewed minutes, local chapter bylaws, officer reports, National Constitution

______ Developed goals for yourself and the position

 

 

Speech to the Chapter

It is time to make your speech to the chapter. This is the point where you want to take all the knowledge you have gathered from all your investigative work, and craft it into some sort of memorable presentation. Remember, your speech to the chapter does not necessarily have to be a verbal speech. You can be creative by using a video clip, PowerPoint presentation, or some other innovative means to get your main message across.

Two items that you want to make sure you highlight in your speech are your relevant experiences and your goals for office. Highlighting your relevant leadership experiences lets your chapter know your qualifications. For example, if you were running for chapter secretary, emphasizing your attention to detail on a service project or adherence to deadlines would indicate that you are qualified to handle the forms and also get them in on time to the National Headquarters.

Stating your short and long-term goals indicates that you have a plan for your office. It is nice to be elected, but you need to know where the chapter is going and how your position will help achieve the chapter’s goals. For instance, a short-term goal for the treasurer may be to complete four fundraisers per semester or quarter, but a long-term goal would be to establish a savings account for the chapter in the amount of $1,000. Brainstorming goals with the current officer or with other members will help you chart a course for success.

 

After Elections

Congratulations, the elections are over, but now the hard work begins! Even though it may seem as though you have some “down time” after elections, this is a pivotal time for your executive board. During this time, it is crucial to start planning the next steps in terms of handing over materials and officer inductions.

 

Officer Inductions

After the entire executive board has been elected, the next ceremonial ritual is the officer inductions. In The Ritual, there is a specific ceremony for officer inductions. Normally, the oldest Brother reads the last passage, which inducts the entire executive board. Other chapters may have their chapter advisor read the passage as well. The new and old executive boards should plan how bets to conduct this ceremony.

Another item your executive board may wish to do is to conduct the last meeting of the semester. By conducting the last meeting of the semester, the new executive board can se the tone for the following academic year, and also gives the new executive board a chance to practice handling chapter business. Again, it is important for the new and old executive board members should meet to discuss what items of business would be on the table, and what crucial items would need to be considered in the last meeting of the term.

 

Transition Materials

As mentioned previously, the new and old executive boards should meet in order to go over times for the last meeting, as well as handover transition materials. Transition materials should include the names of contacts for different items the chapter needs throughout the year. For example, the President may need the names and numbers of individuals in the student affairs or student government office in order to request rooms, and also as a source of information. The Treasurer would need the name of the bank where your accounts are kept, and may also want to make a trip there before the end of term to change the names or signatures required on the account. The best thing to do would be for the old executive board members to make a folder that includes examples of Form 110 reports, a computer disk (if the individual kept one for the position), and a list of contacts.

Also, it would be good for the old executive board to give the new executive board members a few “rules for the road.” As Yoda would say, “Pass on what you have learned.” Let the new executive board members know what your frustrations were, what events or items did not go as well as you planned, and also some words of wisdom for dealing with your university’s administration. The other thing that the new and old executive boards can do is to discuss goals for the up coming year. Goal sheets are included at the end of this manual for your chapter’s use.

The new executive board should also meet on their own as well in order to make sure items are planned for the following year. Having a barbeque during the summer, or holding some type of retreat during the firs week of classes will help your executive board get off to a good start. The most crucial items will be planning for rush and initiation, making sure the rooms are reserved for this event and for chapter meetings, and setting the agenda for the first chapter meeting. The best suggestion is to have your chapter meetings weekly on a set day and time in order to keep everything consistent.

 

Conclusion

Successful officer transitions pave the way for a productive year for your chapter. Remember, there is not a right or wrong way to complete officer transitions, but it is not good practice just to leave the next officer without a report or any materials concerning what to do. By leaving transition reports, items, and also meeting with your next officer, you are ensuring the continued success and stability of your chapter.

 

Goal Setting Sheet

Position: _____________________________

Duties:

1. _________________________________________________

2. _________________________________________________

3. _________________________________________________

4. _________________________________________________

 

Goals:

1. _________________________________________________

2. _________________________________________________

3. _________________________________________________

4. _________________________________________________

 

Budget needed to achieve goals:

1. _________________________

2. _________________________

3. _________________________

4. _________________________

 

 

 

SECTION TWO

 

What is Leadership Transition?

You year as an officer is coming to an end, and new officers are being selected. How do you leave your position gracefully? How do you ensure that the new officers are ready to continue to provide your organization with strong leadership?

Benefits of a Thorough Leadership Transition Plan

Ϙß Provides for transfer of significant chapter knowledge

Ϙß Minimizes the confusion of leadership changeover

Ϙß Utilizes the valuable contributions of experienced leaders

Ϙß Helps incoming officers absorb the special expertise of the outgoing officers

Ϙß Increases the knowledge and confidence of the new officers

Ϙß Minimizes the loss of momentum and accomplishments for the chapter

Ϙß Gives outgoing officers a senses of closure and accomplishment

 

When Do You Start? Early!

Ϙß Begin early in the year to identify emerging leaders.

Ϙß Encourage these potential leaders through potential contact; help in developing skills, delegating responsibility to them, sharing with them the personal benefits of leadership, clarifying job responsibilities, letting them know that transition will be orderly and thorough, and last, modeling an open, encouraging leadership style.

Ϙß When new officers have been elected, orient them together as a group with all the outgoing officers. This process provides the new leaders with an opportunity to understand each other’s roles and to start building their leadership team.

Ϙß Be sure to transfer the knowledge and information necessary for them to function well. Take time to organize any files or notebooks so they may quickly access information. Be sure to include meeting minutes as well as any other historical information.

 

Finding New Leaders in Your Chapter

Identifying Potential Leaders

Ϙß Which individuals have an interest or skill in a specific activity in which leadership is needed?

Ϙß What individuals have the time and enthusiasm?

Ϙß Who has good interpersonal, communication, and organization skills?

Ϙß Who in the chapter has the knowledge and/or skills, or has access to information needed by the chapter?

Ϙß Who has worked hard and shown commitment and follow-through?

Ϙß Who deserves recognition for past and current efforts?

Ϙß Are there individuals who might develop a greater sense of belonging or commitment to the chapter by being in a leadership position?

Ϙß Who has room to grow and is willing and ready to work hard given the opportunity?

Ϙß Who will add to the diversity of the chapter and its leadership?

Ϙß Do a leadership survey of the membership:

          o Why did they join?

          o What are their needs and goals?

          o What are their time commitments?

          o What are their leadership desires?

          o What are their career aspirations?

          o What experiences do they have in their backgrounds?

          o What does the organization mean to them?

 

Encouraging New Leaders

Ϙß Continually stress the importance of all the leadership roles in your organization (whether formal or not).

Ϙß Help members develop their skills through delegation, support and training opportunities

Ϙß Share with the group the benefits of being a leader-what you’ve gain from the experience, how you have grown.

Ϙß Clarify job requirements and description of responsibilities.

Ϙß Make sure that members know that closure and transition will be orderly and thorough.

Ϙß Model an open, encouraging, and flexible leadership style. Encourage people to talk to you and do not be mysterious about what you do.

Ϙß Personal encouragement by old officers is okay in most cases, but best done privately. Use specific and appropriate feedback for your rationale.

 

Conducting Elections within Your Chapter

Ϙß It is okay to encourage more than one person to run for the same office – just be up front about that with all you encourage.

Ϙß Avoid intense politics. 

Ϙß Be honest with those who do not have potential for particular positions – encourage re-direction of talents and interests and be specific and considerate with constructive feedback.

Ϙß Prepare an election timetable – work backwards and allow more than enough time for each step.

Ϙß Share all election procedures with your membership and other appropriate individuals (i.e. advisors).

Ϙß Consider alternative nomination procedures – self, application, slates, from the floor, etc.

Ϙß Make sure ballots and counting procedures and confidentiality are all above board.

Ϙß Be prepared to handle emotions and conflicts that result from elections.

 

What Do You Need to Transfer?

Think back to your first weeks. What things did you have or what would you have like to have? The following summarizes information that can be passed along to new leadership that will play a key role in easing your chapter through the transition.

 

Personal Transfer: Personal Expertise, Knowledge, and Experience

Ϙß Effective leadership qualities and skills

Ϙß Share problems and helpful ideas, procedures, and recommendations

Ϙß Write and share reports containing traditions, ideas, or completed projects; continuing projects and concerns; or ideas never carried out

Ϙß Your own thoughts and feeling on your term of office and your recommendations for the future

Ϙß Go through personal and organizational files, notebooks, and computer files

Ϙß Discuss chapter’s history and traditions, its relationship to National Headquarters, other campus organizations, and to the University

Ϙß Give the new leadership a sense of the chapter’s cycle of activities, timing of traditional activities and the planning that goes into them

Ϙß Make sure that new officers know the required functions of the chapter (i.e. national forms, dues, and fees, university organization recognition processes, etc.)

Ϙß Acquaint new officers with physical environment, supplies, equipment and any office procedures

Ϙß Introduce related personnel (advisors, administrators, region consultant, contacts, etc.)

Ϙß Share anything else that is important to know

 

Records Transfer: Knowledge of the Chapter’s Structure and Goals

Ϙß National Constitution, Fraternal Governance Document, and Local Bylaws

Ϙß Chapter goals and objectives for previous year(s)

Ϙß Job descriptions/role clarification

Ϙß Status reports on ongoing reports

Ϙß Evaluations of previous projects and programs

Ϙß Previous minutes and officer reports

Ϙß Previous Form 110s

Ϙß Resources/contact lists with addresses, phone numbers, and email addresses

Ϙß Historical records, scrapbooks, and equipment

Ϙß Calendar of important dates

Ϙß Financial records and books

Ϙß Mailing lists

 

How to Transfer the Knowledge

There are numerous activities and techniques for effective leadership transition. The trick is to select those which best fit your organization, its goals, and the people involved. It is best to not depend on one single event or activity, but rather have a variety over a period of time. If you vary the activities in terms of formality and informality and as to how interactive the methods are, you will gain the benefits of complete information and record transmission, personal interaction for questions and explanations, and also personal enjoyment!

 

Possible Activities Include:

Ϙß One-on-One discussions (president meets with new president, treasurer with new treasurer, etc.)

Ϙß Old executive board and new executive board joint meetings over a period of time

Ϙß Have written records and read materials in advance and then meet to discuss

Ϙß Incoming leader “shadows” outgoing

Ϙß Prepare transition notebooks

Ϙß Joint leadership retreat

Ϙß Gradual transfer of responsibilities

Ϙß Joint assessment of leadership inventory with discussion

Ϙß Skill building sessions (organizational budgeting, parliamentary procedure, etc.)

Ϙß Provide theoretical and practical comprehensive leadership workshop for new officers.

Ϙß Learning contracts

Ϙß Structured interviews

Ϙß Transition party!

 

Preparing a Transition Notebook

Think back to your first few days working on your project or in your position. You probably had many, many questions and no one or nothing to turn to. Take the responsibility NOW to make sure this does not happen to the person who takes your position next year. Prepare a transition notebook:

1. Introduction

A. Table of contents

B. Officer contact information

C. Advisor contact information

D. Office of Student Activities/Student Affairs contact information

E. Chapter roster and contact information

F. National Headquarters contact information (i.e. Region Consultant)

2. Roles and Responsibilities

A. Job description

B. Welcome letters from past position holders

3. Historical Documents

A. National Constitution

B. Fraternal Governance Document

C. Local Bylaws

D. Goals and Objectives (current and past years)

E. History of chapter

F. Organization chart for Phi Sigma Pi

G. Officer selection/election process information (timeline)

4. Program/Committee/Officer evaluation

A. Completed evaluations with detailed recommendations

B. Two blank evaluations (one for each term which can be written during the term)

5. Program/Committee/Officer progress reports

A. Completed progress reports

B. Blank progress reports (to be completed throughout the year with guidelines. A progress report provides the “working draft” for most of the transition notebook. It should provide the leaders with an opportunity to write down what he/she is doing new or different, what he/she has improved upon, what is in progress, accomplishments, etc.)

6. Program/Committee/Officer position

A. Letter from former to new officer (should include advice, what you learned, what you improved upon this year, things you wish you had known when you started, prioritizing the tasks for your position, and anything else not mentioned; usually written informally)