The High Alpha Manual

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Introduction
The High Alpha position is the chapters highest office, and with the position is a series of challenges and expectations not found in any other chapter office. For most people in the chapter, the brother elected to serve as High Alpha is always on duty, and can never formally escape the pressures and expectations of leading the chapter. Thus, being a prepared and knowledgeable officer is more important as High Alpha than with any other office. Simply put, the chapter elects someone to lead them and expects that man to know the answer to their questions. The High Alpha Manual is intended to serve every High Alpha. It offers a broad framework to provide a new High Alpha with a better understanding of his responsibilities and expectations. It contains detailed information that a seasoned High Alpha should use to measure his performance and to identify new programs for implementation. The High Alpha Manual is a resource only if used regularly. The High Alpha is encouraged to photocopy relevant sections and distribute them to the appropriate officers and members. The High Alpha should also review this manual completely at the start of each school term, while planning the chapters activities. The High Alpha Manual focuses on the individual standards areas for the High Alpha listed in the Standards for Chapter Excellence Program. There are three major programming categories the High Alpha is responsible for: Chapter Management, Lambda Chi Alpha Identity, and College/University Relations. The Executive Committee has also been added to the High Alpha Manual, because as the head of the committee, the High Alpha is responsible for seeing that the committee meets the standards outlined for it as well. To use this manual properly, it is important to be familiar with Lambda Chi Alphas Standards for Chapter Excellence Program. Some details about the Standards Program are included here, but the High Alpha should also read the full Standards for Chapter Excellence Program Manual. Lambda Chi Alpha would like to recognize the contributions of the following staff members in developing The High Alpha Manual:

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The High Alpha Manual Table of Contents

Introduction

Section 1 - The Office of High Alpha

Overview of the High Alpha Office On Leadership Achieving Excellence The Standards for Chapter Excellence Program The Standards for the High Alpha Using the Standards Program 1-8 The Suggested Ratings Guide for the Standards Program Goal Setting and Use of the Standards Program How to Set Goals Creating and Using a Goal Board Effective Time Management The High Alpha Transition Checklist

1-1 1-2 1-3 1-5 1-6 1-8 1-10 1-11 1-11 1-13 1-14 1-15 2-1 2-2 2-7 2-9 2-13 2-13 2-14 2-15 2-16 2-16 2-16 2-17

Section Two - Chapter Management

Chapter Management Standards Managing the Bureaucracy of Lambda Chi Alpha 2-4 Effective High Zeta Operations Effective Chapter Meetings Committees Committees - When to Meet? Committee/Team Structure Member Participation Job Descriptions Effective Meetings Documentation Tri-Team System Communicating with Officers 2-18 Communicating with the Membership 2-20 Communicating Policy to the Members Documenting Goals and Achievements Holding Retreats The Chapter Retreat The High Zeta Retreat 2-25

2-21 2-22 2-24 2-25

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The Recruitment Retreat Using Alumni and Outsiders for Retreats Chapter Bylaws Making the Chapter Bylaws a Living Document Training Future Leaders 2-29 The Election Process The Annual Election The Nomination Process Code X-16 and the Election Process The Election Meeting The Officer Transition Process Alumni Relations Recruiting Alumni Negative Alumni Rewarding Involved Alumni The House Corporation The Structure of the House Corporation The Alumni Advisory Board Why do alumni want to be involved with an AAB? Working with Difficult Members Confrontation by Peers Confrontation by Officers/Alumni Confrontation by the High Alpha Confrontation 101- Seven Steps for Constructive Change Financial Management 2-47 The Executive Committee Financial Operations Risk Management The Risk Management Task Force Event Planning Forms How does a chapter know which forms to complete? Lambda Chi Alpha Insurance Crisis Management Member Education General Procedures Serious Injury or Death The High Alpha/High Pi Relationship 2-59 Motivating Officers and Members Incentives Holding Yourself Accountable

2-26 2-26 2-27 2-28 2-31 2-31 2-31 2-32 2-32 2-34 2-36 2-36 2-36 2-37 2-38 2-39 2-41 2-42 2-44 2-44 2-44 2-44 2-45 2-48 2-48 2-49 2-49 2-50 2-50 2-51 2-54 2-54 2-55 2-57 2-60 2-60 2-62

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Section Three - Lambda Chi Alpha Identity

Lambda Chi Alpha Identity Standards The Lambda Chi Alpha/Chapter Relationship 3-3 How the Lambda Chi Alpha Works The Grand High Zeta The Lambda Chi Alpha Staff Finance, Insurance and Record Keeping Advancement and Communications Chapter Services Communicating with the Lambda Chi Alpha Lambda Chi Alpha Policies Basic Membership Expectations Financial Requirements Scholastic Requirements Sexual Harassment Inactive Status Transferring to another Chapter Alcohol Drugs Dry Recruitment Womens Auxiliary Organizations Discrimination Policy Voting Percentage for Association/Initiation Legacies Hazing Length of Association Wearing Letters/Coat of Arms Enforcing Lambda Chi Alpha Policy in the Chapter Education on Lambda Chi Alpha Policy Confrontation Positive Reinforcement The Educational Leadership Consultant Preparing for the Educational Leadership Consultant 3-22 Getting the Most out of the Visit Follow-up after the Visit The Regional Leadership Director The Difference Between the ELC and the RLD Working with the RLD 3-27

3-1 3-2 3-4 3-4 3-6 3-6 3-7 3-7 3-9 3-12 3-12 3-13 3-13 3-13 3-14 3-14 3-14 3-15 3-15 3-15 3-16 3-16 3-17 3-17 3-18 3-18 3-19 3-19 3-20 3-20 3-21 3-23 3-24 3-26 3-26

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The General Assembly The Leadership Seminar How to attend and maximize the experience The Leadership Conclave Hosting a Leadership Conclave The Student Advisory Committee The Educational Foundation How does the Foundation raise money? What does the Foundation do with its money? Lambda Chi Alpha Awards Planning to Win Recognition Chapter Awards Grand High Alpha Award McIntosh Award Phoenix Award Tozier Brown Public Service Award Warren Cole Recruitment Award Lew Plourd Fraternity Education Award Campus Involvement Award Recruitment Award Academic Achievement Award Alumni Affairs Programming Award Alumni Publications Award North American Food Drive Award Individual Awards for Undergraduates Cyril F. Duke Flad Outstanding Undergraduate Award Leadership Recognition Program Aspiring Leader Award Emerging Leader Award Master Leader Award Individual Awards for Outstanding Alumni Order of Merit Order of Achievement 3-40 Order of Distinguished Service Individual Awards for Non-Members 3-41 Order of Interfraternity Service Fraternity System Adviser of the Year Award

3-28 3-29 3-29 3-30 3-30 3-31 3-32 3-32 3-32 3-34 3-34 3-34 3-35 3-35 3-35 3-36 3-36 3-37 3-37 3-37 3-37 3-38 3-38 3-38 3-38 3-38 3-38 3-39 3-39 3-39 3-40 3-40 3-40 3-41 3-41 4-1 4-2 4-3 4-6 4-9 4-14

Section Four - College/University Relations

College/University Relations Standards Understanding the Chapter/School Relationship Following the Schools Policies The Greek Adviser The Educational Adviser

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Recruiting a Educational Adviser Training a Educational Adviser A Educational Advisory Board Recognizing Outstanding Faculty Members The Interfraternity Council Dues and Fees Recruitment Rules Judicial Proceedings Representation/Voting Elections Interfraternal Spirit Expansion Hosting Chapter Events for the School Faculty Mixer Faculty Awards Faculty Car Wash Lecture Series Representing the Chapter at School Events

Section Five - Executive Committee

Executive Leadership Standards Overview of the Executive Committees Duties Legislative Branch Executive Branch Judicial Branch The Executive Committee Meeting Dos and Donts of Successful Executive Committees Due Process and Member Discipline Offenses and Penalties 5-15 Formal vs. Informal Disciplinary Hearings Individual Offenses of Fraternity Law by a Member Disciplinary Action Against Alumni Penalties for Disciplined Members Expulsion Reinstatement after Expulsion 5-18 Suspension Reinstatement from Suspension Probation Fine, Censure or Other Lawful Penalty Probation for Scholastic Deficiency (Code X-16) Automatic Suspension for Financial Delinquency (Code X-15) Financial Hardship Status Removal of a Chapter Officer Disassociation Informal Disciplinary Hearings
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4-14 4-15 4-16 4-16 4-17 4-17 4-18 4-19 4-19 4-20 4-20 4-20 4-21 4-21 4-21 4-22 4-22 4-22 5-1 5-2 5-4 5-5 5-5 5-5 5-6 5-9 5-14 5-15 5-15 5-17 5-17 5-17 5-18 5-19 5-19 5-19 5-20 5-20 5-21 5-21 5-21 5-23

Rights of the Accused Formal Disciplinary Hearings The Aftermath Evaluating Officer and Member Performance 5-32 Scheduling the Review Process Using Goals/ Standards Program to Evaluate Job Performance Offering Feedback and Suggestions Using the ELC Report and Recommendations Documenting/Follow-up on E.C. Recommendations Fiscal Oversight

5-23 5-27 5-31 5-32 5-33 5-34 5-35 5-35 5-37

Appendix
Standards Quicksheets Goal Board Action Plan Executive Committee Agenda Event Evaluation Form Committee Report Form Committee Meeting Agenda High Zeta Meeting Agenda Contract for Membership Event Planning Forms Officer Report Form Executive Committee Weekly Treasurer Report Lambda Chi Alpha Award Applications High Pi Application Monthly Chapter Report Form Sample Bylaws SAC Application

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SECTION ONE
The Office of High Alpha
Overview of the High Alpha Office On Leadership Achieving Excellence The Standards for Chapter Excellence Program The Standards for the High Alpha Goal Setting and Use of The Standards Program Effective Time Management The High Alpha Transition Checklist

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Overview of the High Alpha Office

Details of the High Alpha Office may be found in the Constitution and Statutory Code (Code IV-16). The general responsibilities of the High Alpha are as follows: 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. Serve as the executive head of the chapters operations. Preside at all chapter meetings. Call special meetings as needed. Attend to all communication inside his responsibilities. Countersign all chapter checks with the High Tau. See that the other elected and appointed officers execute their duties. Enforce the laws and policies of Lambda Chi Alpha and school. Decide all points of order. Appoint officers and/or committees not already established in the chapters bylaws or the Constitution and Statutory Code. Participate as an ex-officio member on all standing and special committees of the chapter. Vote only when his ballot will break a tie or change the outcome of a decision. In addition, the High Alpha may vote in electing the chapters Official Delegate and in balloting for candidates for association and initiation. Fulfill other duties as required by school policy or chapter bylaws.

Note that the Constitution and Statutory Code says nothing about being a leader, but that is the foremost job of a High Alpha. The High Alpha must be a member committed to upholding and enforcing Lambda Chi Alphas ideals and must seek to live his daily life by those ideals. A successful High Alpha understands and executes all of the various responsibilities of his office. At times, certain responsibilities may take precedence, but the most effective High Alpha never loses sight of all his responsibilities. The High Alpha must understand that his responsibilities are constant; he cannot pick and choose the time to assume his High Alpha responsibilities while ignoring those duties at other times. The High Alpha is constantly being evaluated and reviewed by his fellow members. The High Alphas success often stems from his ability to consistently be a leader, and his ability to create other leaders inside the chapter.

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On Leadership
Ten Characteristics of a Leader:
1. 2. 3.

Persistence
Not insistence. A good leader stays with something longer and works a little harder.

Imagination
A good leader turns his dreams into realities through practical plans.

Vision
A good leader thinks into the future a semester, a year, three years, or even further. He imagines the possibilities and plans backward to the present to accomplish his vision.

4.

Sincerity
A good leader is trusted by his friends and coworkers, and cares about their actions and the thoughts of his peers.

5.

Integrity
A good leaders actions are founded in his principles, and any leader in Lambda Chi Alpha must base his actions upon Lambda Chi Alphas principles.

6.

Poise
A good leader isnt overbearing or hasty in his decision making, and will consider all of the possibilities before acting.

7. 8. 9.

Thoughtfulness
A good leader is considerate of others and aware of their feelings about relevant issues.

Initiative
A good leader is a self starter, but knows others can be trusted to accomplish a goal.

Communication
A good leader keeps everyone informed of his actions and decisions and seeks feedback to improve his work. A good leader listens and seeks alternatives to his methods.

10.

Motivation
A good leader provides others with a reason to work toward specific goals. Motivation occurs both at the individual and group levels, and a good leader knows how to motivate each individual with whom he works.

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The High Alpha must be a leader in the chapter. His leadership skills will be tested over his term of office. The High Alpha will need to work hard to master leadership skills and become an effective officer. A good leader provides all of his members with specific responsibilities. He is not necessarily someone who has a title. A leader is someone who, through his words and actions, demonstrates his desire to improve himself, others and the chapter. A leader must be thorough. Any officer will find occasions to accomplish just the bare minimum of his responsibilities and expectations. A true leader does what is right, not what is easy. He leads by example and expects fellow members to live up to the obligations he swore to when joining Lambda Chi Alpha. An effective officer will sell fellow members the ideas and programs involved with his plans. He will keep the memberships best interests in mind each time he implements a program or plans an event. A strong officer doesnt promise things he cant deliver and doesnt mislead chapter members about the benefits of his programs. Honesty and sincerity improves effectiveness in promoting events to individual members. A good leader praises in public. He recognizes the work and accomplishments of all. On those occasions when someone fails, he speaks with them privately. Few people are motivated by public criticism. A good leader gives the credit for his work to others, but shoulders the responsibility of failure. His rewards come from performing his duties to the best of his abilities. You can accomplish a lot if you dont care who gets the credit - Harry S Truman

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Achieving Excellence
People who have accomplished worthwhile work have had a very high sense of the way to do things. They have not been content with mediocrity. They have not confined themselves to the beaten tracks; they have never been satisfied to do things just as others do them, but always a little better. They always pushed things that came to their hand a little higher up, a little further on. It is this little further up, this little further on, that counts in the quality of lifes work. It is the constant effort to be first-class in everything one attempts that conquers the height of excellence. -Orison Sweet Marden Going beyond the call of duty, doing more than is expected, that is the meaning of excellence. It comes from maintaining the highest standards, examining the smallest of details, and working a little harder. Excellence comes from caring about ones work, caring enough to do what it takes to make it the best. Excellence can only exist in Lambda Chi Alpha through individual and group efforts. All of Lambda Chi Alphas actions must be in pursuit of excellence. A strong High Alpha builds on his chapters strengths as well as its weaknesses. By growing in the knowledge of Lambda, its teachings, applications and possibilities, both Lambda Chi Alpha and its individual members improve. A High Alpha needs to set an example of excellence daily. Whether its being the first one to clean up after a party, picking up loose trash in the house or applying the first bucket of paint at a service project, the High Alpha needs to be setting the example that excellence can and should be a daily part of a chapter members life. Excellence is a habit, not something that comes along occasionally. Just make up your mind at the very outset that your work is going to stand for quality ... that you are going to stamp a superior quality upon everything that goes out of your hands, that whatever you do shall bear the hallmark of excellence. -Orison Sweet Marden

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The Standards for Chapter Excellence Program

Each newly elected officer of any organization sets goals, building upon the work of previous officers, taking a program to a new, higher level. After leaving office, will plans and good intentions have resulted in significant improvements, or did the High Alpha simply maintain the traditions and status quo? The Standards for Chapter Excellence Program maximizes the potential of individual members and the chapter as a whole, and provides a solid understanding of the expectations that produce a quality Lambda Chi Alpha fraternal experience. The High Alpha is in charge of the program, and must know not only his own areas of programming, but also how the program works overall. The High Alpha is the chief salesman and advocate for the Standards Program and must constantly educate the membership about how the Standards Program can help improve their experience as members. The Standards for Chapter Excellence Program empowers a chapters brotherhood to propel themselves to ever greater heights by working together to achieve common goals. The program provides a set of standards for all chapters and colonies to strive for and the tools and framework for a chapters success in reaching its potential. The Standards for Chapter Excellence Program has four major objectives: 1. Provide a measuring stick for all areas of fraternal operations. The Standards Program outlines expectations for the chapter, its committees and individual members in 20 distinct programming areas. Evaluate the chapters strengths and weaknesses. Once the chapter has an understanding of its operational expectations, it can clearly identify the things it does well and the things that need improvement. Goal setting for the short-term and long-term; for individual chapter members, teams and committees, and the chapter as a whole. The Standards Program allows goal setting on three different levels: personal goals for the individual member, committee/team goals for small groups of the chapter, and chapter goals for the entire Zeta. Make all members commit and hold them accountable for their involvement. The Standards Program allows each individual member to track his involvement, set goals as an individual, identify areas of responsibility as a team or committee member, and understand how his personal actions help the chapter achieve its common goals.

2.

3.

4.

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Like any effective tool, the Standards Program works only when used properly and regularly. The High Alpha must make implementation of the Standards Program one of his main priorities if he hopes to maximize his time in office. Using the Standards Program will allow a High Alpha to focus his management of other officers and the chapter as a whole. It will help empower other members, create accountability, train future leaders and map a future for the chapters programming. The Standards Program can help any chapter build on its past accomplishments instead of having to start from scratch every year with new officers. The Standards Program has been updated and revised numerous times to keep it relevant and useful for todays fraternal experience. As more and more schools and Greek systems set standards for all of their chapters, Lambda Chi Alphas Standards Program becomes even more important to the chapters operations. A complete history of the Standards for Chapter Excellence Program can be found by reading the actual program manual. If the chapter does not have any copies of the program, copies may be ordered from the Lambda Chi Alpha Headquarters.

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The Standards for the High Alpha

A High Alpha who doesnt utilize the Standards Program cant possibly involve all members or fulfill all his responsibilities. His understanding and willingness to use the Standards Program is crucial to the success of his programming. The High Alpha is responsible for four of the chapters twenty programming areas. Those four areas are: Chapter Management, Lambda Chi Alpha Identity, University/College Relations, and the Executive Committee. The Standards for each of these areas can be found at the start of each of the following four High Alpha Manual sections.

Using the Standards Program

The Standards Program involves six distinct steps to achieve success. These steps develop a process for setting and achieving goals: 1.

Introducing Standards for Chapter Excellence

The High Alpha reviews all the standards in his four areas of responsibility, discussing generally the strengths and weaknesses of each individual standard with other High Zeta officers. He then assigns ratings based upon the chapters Level of Performance (LOP) for each area. He should be objective when rating each individual standard; be careful not to overrate the chapters performance. The objective is to clearly identify areas that are successful, areas that are weak, and areas that simply are not operating.

2.

Building Accountability
After rating the LOP for each of the standards in his four areas of responsibility. The High Alpha must set goals and priorities. He should address some of the clearly identified weaknesses, but also endeavor to improve some of the things the chapter already does well. Of course, the chapter cannot accomplish everything at once, so the High Alpha must remember to prioritize.

3.

Fostering Individual Commitment

Once goals have been set, the High Alpha must delegate responsibility to manage and oversee the accomplishment of these goals. The High Alpha cannot possibly achieve all of his goals on his own (although many of the management goals can only be accomplished by the High Alpha himself). Where possible, the High Alpha needs to delegate responsibility to other chapter members.

4.

Acknowledge and Reinforce Achievement

The High Alpha must recognize members who achieve their goals and follow through with their individual responsibilities. He should develop incentives and recognition for individuals, teams and committees, and the chapter. The High Alpha must regularly recognize members for accomplishing their goals, as should all other officers.

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5.

Evaluate Progress
Once a month, the High Alpha evaluates and rates the individual standards of each area. He will need to review goals regularly (two to four times a month). When necessary, he will redefine goals or set new goals to keep all members involved. Again, the High Alpha must make sure that other officers are evaluating progress by regularly setting new goals and updating progress toward current goals.

6.

Keeping in Touch The High Alpha develops a pattern of regular meetings to review work. Each committee should meet formally at least twice a month. The High Alpha takes time to meet individually with each member of his committee to review work and to discuss progress as a group. He should use meeting time to recognize achievement, reevaluate operations and repeat the process.

All officers should take the time to develop a notebook and to put a list of goals in them. A successful officer creates a process to achieve his goals, and reviews them regularly. Here are some ideas for using the Standards Program as a tool for a committee, team, or chapter: 1.

Idea Factory
Use the Standards Program to generate as many ideas as possible related to an individual area or the chapter as a whole. Create lists of things to do, improvements to make, problems to be solved, and goals to achieve. Decide how to make Lambda Chi Alpha a better place. Once the ideas have been generated, move on to the next step.

2.

Target Practice
Take the list of ideas and decide which ones are the most important for improving a given area. Eliminate some ideas for lack of resources or time. Conducting target practice allows for an evaluation of the current status of a given standards area. Be honest, because glossing over a weakness is, in effect, shooting off-target.

3.

Research, Plan and Organize

To be successful, know the obstacles between the chapter and their goals, have a clear battle plan to overcome those obstacles, and effectively utilize all members. When researching issues, ask others for advice and feedback. Use this feedback to further enhance the chapters goals. Next, develop action plans and time lines for each goal. Set completion dates for each goal and track them until they are completed. Determine each part of achieving a goal and delegate responsibility for each goal to an individual member. Dont spread personnel too thin; cut back on the minor goals as necessary.

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4.

Execute
Put those thoughts and words into action. Not all obstacles can be foreseen, so continually track progress. By tracking a committee or chapters progress its possible to spot problems and make necessary adjustments. Praise achievement - recognition provides the motivation toward achieving the next goal.

The Suggested Ratings Guide for the Standards for Chapter Excellence Program
In 1996, the Lambda Chi Alpha issued a new manual that clarifies some of the Standards Program. The Suggested Ratings Guide for the Standards for Chapter Excellence Program includes explanations of the differences in programming levels for any area. For example, the chapters High Kappa feels he is doing an excellent job, but many other members feel he is not. The Suggested Ratings Guide examines each one of the High Kappas Standards requirements and then outlines characteristics of an Excellent, Good, Average, Below Average, and Poor program in this area. The Executive Committee can then review the High Kappa using the Suggested Ratings Guide. Not only will it identify where the chapters programming for fraternity education stood, but it would also offer suggestions and ideas for how to take the program to the next level. The Suggested Ratings Guide can offer a chapter new ideas and help the chapter use the Standards Program to more accurately evaluate the chapters strengths and weaknesses. If a chapter does not have a copy of the Suggested Ratings Guide, copies can be ordered from the Lambda Chi Alpha Headquarters.

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Goal Setting and Use of The Standards Program

The High Alpha oversees any detailed goal setting activities of the chapter. Goal setting relates directly to the High Alphas duties of individual involvement and accountability.

How to Set Goals

Goal setting is a process. Used successfully in Lambda Chi Alpha, it can be applied to any other aspect of a members life. In Lambda Chi Alpha, good goal setting involves three different levels of goals: chapter, committee, and personal. Chapter goals are things all members need to support if they are to be accomplished. Committee goals require the attention of individual or small groups of members. Personal goal setting includes things the member does to improve himself and to make Lambda Chi Alpha a better place. Without personal goals and efforts, the rest will collapse. Without committee and chapter goals, the energy and efforts of individual members have no focus. Setting goals increases skills and overcomes obstacles. Setting a good goal requires three things:

1.

Set a specific goal

The chapter cant set a goal of a good food drive because that is not measurable. The goal needs to be measurable (ex. - raise 2,000 pounds of food), a number or landmark so that members and outsiders can clearly tell if the goal has been achieved.

2.

Set a goal that is realistic yet challenging

The chapter needs to stretch to reach their goals, always trying to do a little better than in the past. Goals set too low dont push the chapter to perform at its best. At the same time, unrealistic goals leave members frustrated and disappointed when they fall significantly short. Many realistic goals arent met, as most chapters dont achieve all of their goals each year, but the process of determining the chapters capabilities is key to a good goal setting program.

3.

Build accountability
Who will achieve this goal - a chapter, a committee or an individual member? When will it be accomplished (actual calendar date)? The accountability associated with a goal allows members to keep the chapter focused on when goals are scheduled to be completed and who is responsible for completing them.

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A typical goal-setting process takes place at a chapter retreat or similar introspective time for the members. The members examine the past performance of the chapter and its committees before deciding on goals for the future. Any chapter goal setting session should follow the same basic process:

1.

Analyze past efforts

What were last years goals? What was accomplished and why? What failed and for what reasons? How satisfied were members with the goals and the events tied to the goals?

2.

Set major chapter goals

The High Alpha helps the chapter set three to five major goals for the term or school year. Each goal generally falls inside one standards area. The chapter should always have recruitment, academic and involvement goals but they may choose to add up to two others. Limiting major chapter goals to five keeps members focused on their priorities. Major chapter goals include Who (usually the entire chapter, although much of the planning is done in a specific committee), What (the specific goal itself), and When (the date the goal will be met).

3.

Set committee goals

Once the chapter identifies its priorities, the committees are in a position to determine their goals. The committees develop goals to support the chapters main goals in any way possible. The committee goals follow the same process of Who, What and When that is found in the chapter goals. The only substantial difference is the Who section, now delegated to individual committee members or the entire committee.

4.

Set personal goals

These goals are the key to success. What will each member contribute to the chapter and his personal development in the months or year ahead? Each individual member sets goals for himself in at least three areas: Fraternity involvement (what will I do for Lambda Chi Alpha this year?), academics (What is my expected level of performance in the classroom this year?), and personal life ( How will I further develop myself in the coming year?).

5.

Share the process

After all three stages of goal setting are complete, the chapter reconvenes to share the goals. The committees present their goals and receive feedback. The individual members present their goals to allow for better accountability and support from their fellow members, and all goals are posted to encourage commitment and enhance visibility.

6.

Follow-up and provide recognition

The goals are reviewed weekly in committee meetings and review chapter goals twice a month at chapter meetings. Individual member goals are reviewed once a month. When

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a goal has been met, a new one is immediately set, so the chapter continually works on improving itself. Those who achieve a personal, committee, or chapter goal are recognize and rewarded.

Creating and Using a Goal Board

A goal board is an important part of a chapters goal setting and accomplishment process. A goal board keeps the objectives of Lambda Chi Alpha in front of all members. It is a visible reminder of our hopes and dreams. The chapters goal board should be kept in a high traffic area or room. The goal board should be reviewed by the entire chapter at least twice a month. As goals are completed, other goals are added. The chapter should always be working toward the same number of goals. Some chapters will appoint a separate Goal Board Chairman to manage the project while other chapters will expect the High Alpha to fulfill this task. Either way, the completion of goals should result in recognition of all involved with the completion of such goals. The chapter should also use the goal board to confront members on why some projects are delayed or unfinished. The most difficult task is not in starting a goal board, but in maintaining its use throughout the year. If used properly, the goal board becomes the road map to excellence for a chapter. The chapters goal board can be created through the committees, a special chapter meeting or a retreat. A typical goal board will feature three different levels of goals: chapter goals, committee goals, and individual goals. A sample goal board can be found in the Appendix. Chapter goals are major objectives that require the effort of all members in order to be achieved. The goal should be specific, measurable, and attainable, with a firm date for completion. Chapter goals are set by reaching a consensus with the entire membership on what they would like to accomplish. A chapter should always have three to five chapter goals it is trying to achieve. Committee goals are goals that will improve a specific office or area of Lambda Chi Alpha, and require most of the chapters support to be achieved. These goals must also be specific and measurable, and should include the names of committee members responsible for completing the goals. Depending on a chapters size, they might have 15-75 committee goals. Individual goals are also included on the goal board. These goals keep individual members accountable for improving themselves as well as Lambda Chi Alpha. Typically, each member of the chapter would set a fraternal goal (run for office, attend 90 percent of all events, be a Big Brother, etc.), an academic goal (graduate this fall, get a 3.00 G.P.A. this term, etc.) and a personal goal (run ten miles a week, lose ten pounds by the holidays, etc.).

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Effective Time Management

The position of High Alpha could be a full-time job. With school and various other commitments, the High Alpha obviously needs to maximize the efficiency of time spent on his office. A large part of the High Alphas job is not only executing his duties, but seeing that his fellow officers are also executing their duties. Solid time management and organizational skills are a key to success as a fraternity officer and in the professional world. Anyone can improve his organizational and time management skills. The following are some basic suggestions designed to help an officer make the most of his valuable time:

1.

Create a Master List

A master list documents all unfinished work. It consolidates lists of class work, fraternity work and personal tasks onto one list. Include a deadline for the completion of each task. Update the list daily as things are completed or new tasks arise.

2.

Schedule your Time

Use the calendar to maximize each day. Schedule time in each day to work on goals, as well as class time, fitness time, meals, free time, work, etc.

3. 4.

Expect the unexpected

Budget extra time in each day to allow for such occurrences.

Deal with the Disorganized

When delegating responsibilities to others, follow-up regularly, but stop short of personally completing the work. Maintain control by overseeing deadlines; procrastination is lost time. Cushion schedules for completing tasks and projects; most things take more time than expected to complete.

5.

Learn to Communicate and Listen

The High Alpha will not always communicate in the same way with every officer, and some of these differences in communication styles can result in poor relations or problems working together. The High Alpha must learn to work with each officer in a manner that will result in their comfort and convenience, rather than his own. More often than not, the High Alpha will be the one blamed in a communication breakdown between officers, so a strong High Alpha will be constantly working on improving his relationships with his fellow officers and members. Most important, the High Alpha needs to be a good listener, to be sensitive to the needs of his fellow officers and

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members, and to respond to those needs, instead of charging ahead with his own personal agenda.

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The High Alpha Transition Checklist

The following checklist should be used for a successful transition. ______ 1.

Schedule a transition meeting.

The old and new High Alpha need at least two hours to discuss the efforts of the old officer and to start planning for the coming year. Several additional meetings should be planned to cover specific topics in greater detail.

______

Turn over all materials, including the following information:

2. A. B. C. D. E. F. G. H. I. J. K. L. M. Written summary of last years chapter goals and accomplishments Copies of all chapter meeting minutes Copies of all Executive Committee minutes Copies of all High Zeta meeting minutes Copies of all past ELC reports and recommendations A copy of the High Alpha Manual A copy of the Standards for Chapter Excellence Program A written calendar of last years events Evaluations from all High Alpha programs Written list of all committees or teams Copies of all other materials kept in the High Alpha Manual List of contacts and resources used in organizing events A copy of the Suggested Ratings Guide for the SFCE Program 3.

_____

Review the chapters programming using the

Standards.
The old and new High Alpha review last years programming and identify areas to focus on in the coming year. The High Alphas discuss the problems encountered over the past year and ways to avoid repeating those same mistakes. _____ 4. Schedule a meeting with the schools Greek Adviser. The new High Alpha meets with the Greek Adviser to discuss the chapters programming, especially relating to college relations, goal setting and interfraternal involvement.

For more information, see the Emphasis on Excellence special issue on officer transition. Copies of the Emphasis may be obtained from the Lambda Chi Alpha.

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SECTION TWO
CHAPTER MANAGEMENT
Chapter Management Standards Managing the Bureaucracy of Lambda Chi Alpha Effective High Zeta Operations Effective Chapter Meetings Committees Communicating with Officers Communicating with the Membership Communicating Policy to the Members Documenting Goals and Achievements Holding Retreats Chapter Bylaws Training Future Leaders The Election Process The Officer Transition Process Alumni Relations The House Corporation The Alumni Advisory Board Working with Difficult Members Financial Management Risk Management Crisis Management The High Alpha/High Pi Relationship Motivating Officers and Members Holding Yourself Accountable

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Chapter Management Standards

Level of Performance 5 . . . . Excellent 4 . . . . Good 3 . . . . Average 2 . . . . Fair 1 . . . . Poor 0 . . . . Does not exist Total Points Possible: 65 Total Score . . . . . . . . . ____ Level of Performance (LOP) . . . ____ [Total Score divided by Points Possible] LOP
_____ _____

The chapter is operating at a ____% level of performance in this area.

A. B. C. Weekly meetings of High Zeta and Executive Committee. High Zeta retreat once each term.

Written programs in accordance with the Standards Program for all officers that are well communicated to the membership and kept in orderly and well maintained notebooks. _____ Chapter master calendar prepared well in advance, posted and properly distributed to all members. Chapter retreat held annually with full participation of all members required. Chapter goals developed at retreat and implemented at chapter meetings and presented by goal-board chairman. Executive Committee follow-up and evaluation of officers written programs on a weekly basis. _____ _____ _____ _____

D. E. F. G. H. I. J.

Organized and efficient committees involving the entire chapter, with a chairman designated and minutes kept of committee meetings. _____ Efficient, properly conducted chapter meetings with well prepared and well presented officer reports. Programs designed to educate and develop interested members toward assuming future leadership positions. _____ _____

K.

Review and revision of chapter bylaws after each biennial General Assembly and submission of bylaws to the Lambda Chi Alpha for approval. _____

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L. M.

Proper procedures used during chapter elections with eligibility to hold office (including scholastic and financial) strictly enforced. Program implemented to ensure a successful transition of officers following each officer election.

_____ _____

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Managing the Bureaucracy of Lambda Chi Alpha

Every High Alpha eventually comes to the realization that running a chapter is very similar to running a growing business. The chapter is always in a state of flux, with people coming and going, positions of leadership shifting, objectives, goals and plans constantly being updated for a new day. A High Alpha who understands change is inevitable and that embracing change is a good management tactic will be more successful than the High Alpha who wants only to keep things the way they have always been. Inside the chapter, the High Alpha will come to discover there is a lot of paperwork and record keeping that is an essential part of the business operation. The High Alpha should roll up his sleeves and learn firsthand about all of this record keeping, so he has an understanding of what some officers (such as the Gamma, Tau, and Iota) do to keep Lambda Chi Alpha running. On a regular basis, the chapter handles the following record keeping chores:

Chapter Meeting Minutes (filed within 24-72 hours after each meeting)
The High Alpha should always keep a copy in his officer files or notebook.

Executive Committee Meeting Minutes (filed within 24-72 hours of a meeting)

The High Alpha should always keep a copy in his officer files or notebook.

Report of Elections (Form 100, sent within a week of a change in High Zeta
officers) This report allows the Lambda Chi Alpha to track the home addresses of members (home meaning permanent address, not school address) and to send personalized correspondence to officers.

Report of Association Card (Form 599 - mailed within 24 hours of a man joining)
This card allows the Lambda Chi Alpha to mail a Paedagogus and a Constitution and Statutory Code to the chapter for each new member.

Report of Associate Membership Form (Form 600A - it must be typed and

mailed with a check for the association fee within one week of a new members association) The High Alpha is required to sign these forms and the chapter is billed for each form sent, regardless of whether or not the associate ever pays the chapter.

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Request for Initiation (Form 600B - it is the carbon copy of 600A, only it asks for
initiation number and order, as well as the proposed date of initiation) This form must be sent in at least two weeks prior to the proposed date of initiation, along with a check to cover the initiation fees. Failure to include payment with the forms results in the chapter being fined up to $200 for each illegal initiate. The forms will be returned to the chapter with a signature, granting the request to initiate, prior to the initiation. If the forms have not been received, the High Alpha must call the Lambda Chi Alpha to receive permission to initiate or the chapter could be fined.

Report of Initiation (Form 600-C, it must be mailed within one week after an
initiation has occurred) This card verifies who was initiated and their Zeta number. After this card is sent, it is impossible to switch Zeta numbers for new initiates.

Report of Disassociation (Form 599-D, sent within seven days of a mans

disassociation) This form notifies the Lambda Chi Alpha an associate member is no longer part of Lambda Chi Alpha. If the disassociation occurs within the first ten days of association, the chapter may be eligible to receive a refund for an associate member fee.

Membership Rosters
The membership rosters are sent to the chapter every fall and spring and are used to calculate the chapters bill for dues and insurance. These rosters are due back by a set date, listed on the accompany letter, or the chapter is fined. Every member still in school must be listed on this roster.

Change in Membership Status (Form 650 - must be sent within seven days of a
change in any members status, except when a member is being disassociated) This form notifies the Lambda Chi Alpha of a suspension, expulsion, reinstatement, or of a member leaving school before graduating. Trial transcripts must accompany the forms if a member is being expelled or placed on a disciplinary suspension (not needed for academic or financial suspension). If the Lambda Chi Alpha is not notified correctly, a reinstated member could still be listed as suspended and would not be able to receive his Cross and Crescent or other long-term benefits of membership.

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External Event Planning Forms (To be completed by the High Iota for major
chapter events and sent at least 30 days prior to the events start) These forms ask for the Lambda Chi Alphas permission to hold an event. These forms must be signed by the officer in charge of the event, the High Iota, the High Alpha and the High Pi, all of whom sign to verify that the information listed is complete and truthful. These forms must be sent to the Lambda Chi Alpha if the chapter is holding an event that meets any one of the following requirements: A. An event with another fraternity (regardless of who hosts the event). B. An event that is scheduled to last more than six hours. C. An event that is to be held more than ten miles from campus. D. Attendance at the event is to exceed more than two guests per member. E. The chapter has had an accident or injury at this event in the past. F. A contract with a third party is being signed for the event. (Please note that in these cases the External Event Planning Form must be sent and approved before the contract is signed.) The chapter also maintains several records locally, including:

The Chapter Roll

The chapter roll lists all initiates since the chapters founding. Names are added after each initiation, and the roll should be kept by the High Gamma in a secure location.

Weekly/Monthly Financial Reports

These should be completed by the High Tau and distributed to all members of the Executive Committee. The High Alpha should keep a copy of these reports in his files or officer notebook. With all this paperwork constantly being processed, the High Alpha must be aware of the different forms and requirements for each individual administrative task. By doing this, the High Alpha can help keep his fellow officers on schedule and prevent any bureaucratic mistakes involving the status of the chapters members.

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Effective High Zeta Operations

One of the High Alphas most visible roles will be in overseeing the operations of the High Zeta. Each chapters High Zeta is comprised of the officers that carry a Greek letter designation, a total of eleven undergraduate officers and one alumnus. Keeping these 12 leaders focused on the chapters goals, their offices goals and current projects is a Herculean task if it is not managed correctly. The High Zeta is not the Presidents Cabinet. Each High Zeta officer has been elected in his own right with plans and goals that he articulated in the course of being elected. Unlike the Presidents Cabinet, which serves at the Presidents convenience and is directed to implement the Presidents policies, that will not be the case with the High Zeta. An ineffective High Alpha will treat his fellow High Zeta members like a Cabinet instead of fellow team members. The key to a strong High Zeta is coordination of the groups activities. The High Alpha will serve as the coordinator of the High Zeta, allowing officers the time and space to exchange vital information and discuss the challenges and goals facing the officers of the chapter. High Zeta meetings should allow officers to do three things: discuss recent chapter events, prepare for upcoming chapter events, and adopt unified positions on chapter goals or problems. High Zeta meetings should never be used as a preview of the chapter meeting, with officers reporting what they will say at that meeting. To avoid discussing each High Zeta members report for the upcoming chapter meeting, the High Alpha should utilize an Officer Report Form, a copy of which can be found in the Appendix. The Officer Report Form allows each officer to record any announcements he will be making at the next chapter meeting. The form allows him to list goals achieved since the last meeting, report on upcoming activities, list new goals set since the last meeting, or make any other necessary announcements. The Officer Report Forms should be turned in to the High Alpha well in advance of the High Zeta meeting so that he may review the forms and make suggestions or ask for clarifications. The High Alpha should keep a copy of each officers weekly report form as an aid for officer transition and future planning. The High Zeta officers, after using the Officer Report Form to make their weekly chapter report, should keep the original copy in their notebook to assist with the transition of their own office. Every High Zeta meeting should have its own agenda, to maximize time and prepare all officers for the meeting. The agenda should clearly outline the meeting objectives. Copies of the agenda should be distributed to all High Zeta officers prior to each High Zeta meeting. The agenda should also be posted where all general members can review the agenda and decide if they would like to attend the High Zeta meeting. A sample High Zeta Agenda can be found in the Appendix.
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Reviewing chapter and committee goals should be done at each High Zeta meeting as well as each chapter meeting. The High Alpha should have the chapters goal board at each High Zeta meeting and must budget time to review and discuss the chapters main goals. These questions should be addressed at chapter or committee meetings: 1. What progress has been made in the last week to accomplish these goals? 2. What work must be done in the near future to continue progress? Officer goals should also be reviewed and evaluated. When a specific officer or committee goal is completed, the High Alpha should immediately ask the committee head to set a new goal, so that the chapter is always working toward the same number of goals. The High Alpha should also recognize the work of the officer and his committee at the next chapter meeting, letting everyone know another goal has been accomplished and a new goal has been set. The High Alpha or his appointed Goal Board Chairman should keep track of all of the goals set by the chapter, documenting them for officer transition and using the goal board to prepare their annual McIntosh Award application. A copy of the McIntosh Award application can be found in the Appendix. An explanation of the McIntosh Award, and other Lambda Chi Alpha Awards, can be found in Section 3-34.

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Effective Chapter Meetings

The High Alphas most visible role will be in running the meetings of his chapter. Many members primary impression of the High Alphas abilities, good or bad, will come from how he conducts the chapter meeting and utilizes his chapters talents during these sessions; thus it is important that a High Alpha prepare for chapter meetings. The High Alpha should be thoroughly familiar with Roberts Rules of Order, which govern the process for having a meeting. Roberts Rules of Order allow meetings to flow quickly and smoothly, if used correctly, by imposing a strict process for taking certain types of actions. While a chapter meeting is not expected to be as formal as Congress or Parliament, the High Alpha who cannot utilize Roberts Rules of Order will find the chapter meetings running out of control, causing lengthy debates, delays, and a general lack of understanding about the actions the chapter ultimately takes. It is recommended that the High Alpha purchase a copy of Roberts Rules of Order (usually found at any large bookstore) as a reference for his term in office. Chapter meetings have a different purpose than committee meetings or High Zeta meetings, and that purpose should be clearly communicated to the chapters membership. Chapter meetings have four objectives:

1.

Inform and Educate

Inform members about upcoming events, providing Who, What, Where, When, Why, and How for each event in which the chapters members are expected to participate. Whenever possible, provide written notice of events through a personal calendar. Also, the High Zeta should use the chapter meeting to do some quick education (ex: High Phi gives a weekly trivia fact; High Kappa does a two minute educational session.) Goal setting and follow-up should be done at this stage of the meeting, although it can also be accomplished as part of the recognizing and rewarding achievements segment of the meeting (See number three below).

2.

Decide or Act on Issues

Make decisions that can only be made by the entire chapter, decisions such as voting on associate membership or initiation, electing officers, or setting chapter policies. Whenever possible, these decisions should sit on the table for one week to allow people to consider them and allow for informal discussion outside the chapter meeting. Some decisions, such as voting on initiation, are required to be tabled for one week.

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The High Alpha should work with the High Zeta whenever possible to try and reach a group consensus on an issue that will be voted on by the chapter. This High Zeta recommendation can play a pivotal role in focusing the chapters discussion on an issue. Any issue where the High Zeta can come to a consensus position of support or opposition will draw the notice of members, as the High Zeta accurately reflects the makeup of the chapter in most situations. 3.

Review, Recognize and Reward Achievement

Offer an opportunity for members to review the chapters goals and achievements in a positive manner. Literally every officer in the chapter should be able to come up with a regular form of recognition for members involved in specific responsibilities or programs. The entire chapter will enjoy meetings more with consistent, sincere forms of recognition for involved members. The more positive recognition offered by the chapter, the more members will go out of their way to earn that recognition. The recognition can be as varied as a round of applause, a discount coupon for food, a candy bar, a certificate or traveling trophy. The idea is to reward involved members. It is far too easy for the chapter to focus on the members that dont participate, when many times the answer to better involvement lies in recognizing those that do participate. The High Alpha must set the example, using his report to single out outstanding efforts by individual members in chapter or campus activities. The High Alpha must strongly encourage other officers to set up recognition programs as well, and must monitor the implementation of those programs.

4.

Share and Enjoy Brotherhood

Provide a regular setting for members to meet and share brotherhood through such methods as a Pass the Gavel, a Roses and Thorns, or a For the Good of the Order session. Sometimes the High Alpha might choose to restrict the discussion to a particular subject or issue while other times there may be no chosen topic as the session begins. The key to success in these sessions is allowing members to vent their frustrations, but only if they can also propose solutions and positive alternatives. The High Alpha must direct these brotherhood sessions carefully, to insure that they end on a positive note and dont cause more anger than was present at the start. The High Alpha must also be willing to take more than his fair share of criticism for his actions without lashing back at his critics. Such criticism is important feedback for a leader, for inside that criticism are valuable insights on how the High Alpha is viewed and how he can improve his relationships with other members. Used properly, these sessions will form a better chapter, one committed to the same ideals and principles, and will form a membership more understanding of each others viewpoints, values and motivations.

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The High Alpha must budget time for brotherhood to be part of the agenda at a chapter meeting. Again, making good decisions, recognizing excellent work by fellow members and educating the membership will make for a superb meeting that allows time to make brotherhood a priority. The weekly business meeting is the best possible example of brotherhood that a chapter could show to a prospective member.

What to Avoid at Chapter Meetings

Chapter meetings should not be about reviewing the little details of chapter events or decisions. Those items should be handled at the High Zeta and committee levels. As an example, the chapter should not be using chapter meeting time to approve the theme for a particular social event. The social committee should have selected a partner organization for the event, prepared a budget and selected a theme. The event should be approved by the Risk Management Task Force to insure it meets Lambda Chi Alphas risk management requirements. Next, the High Zeta should review the event to guarantee it will be attractive to the members and is in keeping with the chapters current goals and mission. Only then is the event ready to be announced to the chapter. Unsuccessful chapter meetings are generally ones where too many details are discussed. If the High Alpha feels the chapter does not have enough information to offer an informed decision about something, he should make sure more information is provided. If the details become the subject of debate, the High Alpha should table the issue and send it back to the proper committee, allowing interested members more time to settle the details and then forward the proposal back to the chapter for a final decision. Time is the number one complaint members will have about a chapter meeting. If a chapters weekly business meetings are regularly lasting more than 90 minutes, the High Alpha must closely examine what is occurring at those meetings. Perhaps too much detail is being given or too many people are talking about issues and decisions. A High Alpha with a written agenda for a meeting will be able to fine-tune his meetings and make them an acceptable length.

Making Goals a Priority at Chapter Meetings

The High Alpha or Goal Board Chairman should review the chapters goals and achievements each week at chapter meetings. Do not allow anything to push the review of goals and achievements off the chapters schedule, as the High Alpha should do everything possible to keep the goals in front of the membership. When a goal is accomplished, the officer and committee members responsible for the achievement of the goals should be recognized at the meeting. New goals should be set to replace the accomplished goals, and these new goals should also be announced weekly.

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Through a weekly review of chapter goals and achievements, the High Alpha can start to build a chapter culture focused on success. A chapter cannot be successful unless it has defined what success is and how it can be achieved.

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Committees
The first key to good involvement is utilizing all members and their special skills and talents. A good chapter with a strong involvement program allows its members to work on projects they care about, to develop and practice skills they will use later in life and to work in a variety of different settings with ever changing problems and opportunities. To involve the entire chapter in Lambda Chi Alphas operations, the High Alpha needs to think like the head coach of a college football team. The team has many players, of varying ages and abilities. The coach in the course of the season has many different games to play, and must develop a strategy for each game. He must use his best players in the most logical situations, but he cant rely solely on those players or he wont develop any talent for the future. He must ask every player to play hard each time he steps onto the field, or the team will fail. The chapter is just like a football team. The same officers and members cannot oversee every project during the year or there will be no one capable of handling the projects when those members leave. Every member is needed to make some events work; most events will require a majority of the chapters membership to participate. If members arent motivated to work, projects and events are doomed, regardless of the High Zetas good intentions.

Committees: When to Meet?

One decision every High Alpha will have to make is when to have committee meetings. For some chapters, committee meetings are most successful when held as part of the weekly chapter meeting. These chapters feel members have already committed to spend time working for Lambda Chi Alpha and find it effective to have committees meet and make reports at that chapter meeting. Other chapters find it more effective to have committee meetings on a separate occasion, when members will have more time to discuss their committees goals and objectives in greater detail. Whichever path a chapter chooses, the High Alpha must be committed to making it work. The High Alpha must reinforce the importance of having the committees meet regularly, not allowing special circumstances to cancel a weeks meetings, as that will result in less communication and fewer accomplishments. The High Alpha should work to see that committee meetings are held at a time when all members can participate on their respective committees. The High Alpha must work with the High Beta and the committee chairmen to document their meetings through the use of the Committee Report Form. From the Committee Report Form, the High Alpha can make necessary changes to the chapters goal board, announce upcoming events to the chapter, and help the committee document its work for future use. A copy of the Committee Report Form can be found in the Appendix.

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Committee/Team Structure
The High Beta is in charge of the chapters committee and team system. The High Alpha should work closely with the High Beta in forming these committees, but the actual oversight for making sure those committees operate belongs to the High Beta, as he is in charge of member involvement. A chapter makes the most effective use of its manpower when it assigns members to committees or teams. These committees or teams usually fall under the guidance of one or more of the High Zeta officers. These are called standing committees, as they are a permanent part of the chapters operations. Most chapters will have the following teams or committees: 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. Management and Operations Public Relations Community Service Involvement Reporting and Record Keeping Financial Management Recruitment Fraternity Education Ritualism Scholarship Social Development Alumni Programming House Management

The number of committees rise and fall based on the number of members in the chapter. Committees must be large enough to be working on several projects at any one time, so committees of one to three people are usually ineffective. When there are fewer committees, the manpower and responsibility for that committee may be shared by more than one officer. A detailed explanation of the Tri-Team system, the most common committee for chapters with less than 50 men, is detailed later in this section. The chapter may also choose to have ad hoc committees, which are formed for a specific purpose or event and then dissolved at the conclusion of that event. Many chapters will appoint Homecoming, Founders Day, Formal or Food Drive committees as ad hoc groups. Most of the High Betas large projects and special events should be handled through ad hoc committees. The High Alpha and High Beta should work to decide when committee meetings are to be held, as has been previously discussed. The important rule is to make sure the committees meet regularly and that all members of the committee can attend.

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Member Participation
All chapter members must be assigned to a committee. Dividing manpower is important; dont overload some committees or shortchange others. The size of the committees depends on the chapters goals for the year. Typically, the members are assigned in areas of personal interest to help the chapter meet its established goals. As a general rule, some committees require more manpower to accomplish their goals, so consider assigning the membership based on a committees need for manpower, evaluated as follows:

High Need for Manpower

1. 2. 3. 4. 5. 1. 2. 3. 4. Involvement (Beta) Recruitment (Delta) Fraternity Education (Kappa) Community Service (Beta) Social Development (Epsilon) Reporting and Record Keeping (Gamma) Financial Management (Tau) Management and Operations (Alpha) House Management (House Manager)

Moderate Need for Manpower

1. 2. 3. 4. Public Relations (Beta) Ritualism (Phi) Scholarship (Sigma) Alumni Programming (Rho)

Low Need for Manpower

The High Alpha typically does not have a committee, but may choose to have an administrative assistant, someone who is interested in running for his position in the future. Once the number of members assigned to each committee has been determined, place each member where he belongs. Ask each member to list three committees he would like to serve on, with the understanding he is not guaranteed to get his wish. High Zeta officers are automatically assigned to the committee that oversees their particular area of the Standards Program. Encourage the High Beta to consider a draft of members, with High Zeta officers taking turns selecting members for their respective committees. If this method is used, the high need committees get more draft picks than the moderate need committees and the low need committees. High need committees would draft first, but all committees would select members in rounds, so that even low need committees are able to select top quality members. A draft allows the officers to select individuals they feel comfortable working with, while still filling each committees need for manpower. The High Beta may choose simply to assign people to committees, with or without their opinions on which groups they would like to serve. If this is the chosen method of dividing
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manpower, the High Beta works with the High Alpha and High Pi to assign members to committees.

When associate members join Lambda Chi Alpha, they should immediately be assigned to a committee. Associate members are allowed to serve on all of the chapters standing committees. The associate members should be spread out among all of the committees, as the members have been, so they may participate and develop leadership skills.

Job Descriptions
Once members have been assigned to committees, they must be given specific responsibilities in order to stay involved. Each member of a committee gets a Job Title and a Job Description. The Job Title identifies to the entire membership what this member is responsible for. For instance, the High Delta may appoint a Transportation Captain, whose job it is to arrange for the transportation of any prospective members to the recruitment events. The Job Description is a summary of that members responsibilities, so everyone is aware of his duties and expectations. All committee members work with their committee chairman to develop job titles and job descriptions.

Effective Meetings
The committees are now ready to start meeting to plan and implement the chapters programming. Effective use of the committees time will maximize the involvement and enthusiasm of the members. Committee meetings are held on a regular basis, at least twice a month. Some chapters may choose to hold committee meetings as part of a chapter meeting; others will have committees establish a separate meeting time and place. Whenever there are committee meetings, all committee members attend. An agenda for the meeting is planned by the committee chairman. A normal committee meeting will cover recent events, review committee goals, plan for upcoming events, and provide feedback and reinforcement for the members of the committee. The High Alpha should visit each committee meeting at least twice a term, to show he is interested in the programs being planned by the group. If committees are held immediately prior to or at chapter meetings, it should be easy for the High Alpha to move through several committees at a time, to track several projects at once.

Documentation
Documenting a committees work will help sustain the groups work and will allow future committees to improve the chapters programming. Minutes are kept and typed for all committee meetings. All members of a committee get copies of committee minutes, goals, action plans (a sample copy may be found in the Appendix) and calendar dates as part of their notebook. The committee also completes a Committee Report Form for the High Alpha and the
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chapter after each of their meetings.

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The committees report includes a summary of their work at their most recent meeting, as well as their plans for upcoming events. The High Beta keeps copies of every committees minutes, goals and calendar dates for his officer notebook. The High Alpha does not need to keep copies of committee reports if the High Beta is keeping them and they are easily available to the High Alpha.

Tri-Team System
For chapters of 50 members or less, the Tri-Team system will allow for the best allocation of manpower and resources. In a Tri-Team system, all members are assigned to one of three large teams which oversee all of the chapters programming. The teams are as follows: Management Team High Alpha (Chairman) High Gamma High Tau High Iota House Manager High Pi At-Large Members Involvement Team High Beta (Chairman) High Delta High Epsilon High Rho At-Large Members Education Team High Kappa (Chairman) High Phi High Sigma At-Large Members

The Management Team oversees the day-to-day operations of the chapter, including financial management, risk management, chapter management, reporting and record keeping, Lambda Chi Alpha relations, house management, and the overall goals and action plans of Lambda Chi Alpha. This teams at-large members will include assistants, members who will specifically help one of the officers with his duties. This team does not need to be large, as many of the teams duties can only be executed by the officers themselves. The High Alpha may choose to make the High Tau chairman of the Management Team so that the High Alpha can more easily float between the three committees as a need arises. The Involvement Team oversees a majority of the chapters actual programming, such as recruitment events, community service, public relations, campus involvement, individual involvement, social development, and alumni programming. The at-large members of this team will outnumber the officers, as these officers require a great deal of delegation and manpower. This will be the largest team. The Education Team oversees the education of the chapter, including academics, fraternity education and ritualism. The at-large members of this team are involved in the planning and execution of a large number of events. Some of these events, like the Ritual, will require a great deal of planning and manpower. This will be the second largest team in the chapter.

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Communicating with Officers

Besides the weekly High Zeta meetings, the High Alpha should spend time each week working with his fellow High Zeta officers. This time should be spent doing three primary things: 1. Developing ideas and events for the chapter. 2. Reviewing goals and accomplishments. 3. Providing feedback on each others performance. Each of the High Zeta officers should keep an officer notebook with the following information:

A master calendar of events. Goals for the chapter, committee and individual members. Advice for the next officer. Copies of the Standards for Chapter Excellence Program, including completed copies of the Quicksheets evaluating the chapters Level of Performance and a photocopy of that specific officers section from the Suggested Ratings Guide. Contacts of outside vendors or counterparts with other organizations. Copies of all Lambda Chi Alpha policies. Copies of Event Planning Forms, both blank and completed forms from past events. Committee roster and phone tree of membership. Event Evaluation Forms, both blank and completed forms from past events. Transition checklist for incoming officer. Officer Report Forms, both blank and completed forms from the past. Copies of the chapters current Crisis Management Plan.

The High Alpha should budget funds for each officer to acquire a notebook and should work with each officer to keep his notebook updated and maintained. The High Alpha should also work to collect much of the information other officers keep for their notebook as a backup in case the notebook is lost before the next officer transition. Thus the High Alpha might need a complete set of files or several binders for his officer notebooks, as he will need more space than just one binder. The High Alpha should meet individually with each High Zeta officer at least every other week to discuss operations. The meeting should focus on the officers Standards area and his work and accomplishments since the last meeting. The High Alpha should review the Standards regularly with each High Zeta officer during his individual meeting and should keep written notes and recommendations that result from their discussions. These written recommendations can be utilized as part of the Executive Committees review of each officer.

The High Alpha Manual

Section 2-20

To facilitate meeting with each of the High Zeta officers, the High Alpha should establish office hours. These office hours are a time when he will be available during the day for any officer or member to meet with him to discuss the chapters condition, or any particular problem or goal the chapter has. By making himself available and encouraging members to attend these office hours, the High Alpha can gain valuable insights into the thoughts of the chapter membership, thoughts that might not be shared at chapter or High Zeta meetings. As a general rule, the High Alpha should be using his officer meetings to both praise and criticize his fellow officers and should expect and encourage the same behavior from his fellow officers. Any negative feedback or criticism should be delivered in private, where it can be discussed unemotionally and without embarrassment to the person or activity being criticized. The High Alpha should offer praise for deserving officers during his individual meetings with them, but should also make a point of praising the officer and his committee members during more public opportunities such as the chapter meeting. The adage Praise in Public, Confront in Private is a good rule for the High Alpha to implement as a leadership style. The High Alpha should be developing methods to recognize and reward his officers in addition to public praise at chapter meetings. He should, if the chapter does not already have one, develop an officer recognition program. The High Alpha should recognize an Officer of the Week, Officer of the Month, and an Officer of the Year. This recognition can be determined solely by the High Alpha, by the High Zeta or by the chapter as a whole. The point is to recognize the chapters leaders for their work and commitment, offering some incentive for them to pursue excellence, while encouraging others to seek out positions of leadership. An Officer Recognition Program is only effective when the chapter is already offering several methods of recognition for all chapter members. If the Officer of the Week is the only form of recognition, it will cause alienation and resentment among the membership.

Communicating with the Membership

The High Alpha must work to communicate effectively with the non-officers of the chapter, for they are the engine that makes things happen. The High Alpha who remains aloof, or maintains open lines of communication only with his fellow officers, will be resented and will eventually be cut off from understanding how to motivate and reward his fellow members. An effective High Alpha will have three main goals in communicating with the general membership of the chapter: 1. Keep members informed of activities and events in which the chapter is involved. 2. Communicate the policies and procedures of Lambda Chi Alpha in a manner that makes individual members understand how to act as responsible members of Lambda Chi Alpha. 3. Work with the general membership to develop goals and plans that all members will want to achieve.

Keeping the Membership Informed and Enthused

Often times, being High Alpha means being the chief communicator and cheerleader of the chapter. The High Alpha must always work to keep the membership aware of the activities and events planned for them, as well as to motivate them to attend and participate. One of the best methods for communicating with the chapters membership is through a weekly newsletter. While the Standards for Chapter Excellence Program notes this is a requirement of the Reporting and Record Keeping area administered by the High Gamma, the High Alpha should push for the implementation of such a newsletter. It gives him and the entire chapter a chance to discuss the weeks calendar of events, offer praise for outstanding member achievements and build brotherhood through stories and jokes contained in the newsletter. By making the newsletter weekly, the High Alpha gives members a trustworthy vehicle to deliver important information to them and insures that a lack of knowledge about events cannot be used as an excuse for missing a chapter function.

The High Alpha Manual

Section 2-22

Communicating Policy to the Members

Right or wrong, the High Alpha will be seen as the chief rule enforcer of the chapter. Yet the High Alpha is really the member who simply communicates policies to members who have already agreed to live by those policies (through the oaths taken during Initiation). Many High Alphas will make the mistake of simply passing out policies to members or posting them on a bulletin board, never to be read by the general membership. A strong High Alpha will know that members need to understand the Why and How, as much as they need to know the What. How a High Alpha can clearly articulate Lambda Chi Alphas rules and policies to his members is discussed in greater detail later in Section 3-19.

Helping the Membership Buy Into Goals

So much of the High Alphas job is focused on the goals of the chapter and on achieving those goals that its easy to overlook the fact that these goals should be member-driven. The High Alpha serves the chapter; the chapter does not serve the High Alpha. An effective High Alpha will learn to build his job around pushing the chapters membership to express their vision for the chapters future and then work to develop that vision. The first key to success in this area is having the membership be involved in the goal setting process. Any time major chapter goals are going to be set a majority of the chapters membership should be present and available to participate in the process. If the High Zeta holds its own retreat and returns to announce the chapters goals for the coming year, they should rightfully expect little support or enthusiasm from the uninvolved members. The chapters members should set chapter goals and then the committees should set complementary goals to help the chapter achieve its overall mission and vision. The second key to success in this area is asking every member to make a personal commitment to Lambda Chi Alpha. This commitment should come in the form of goal setting as well. Without goals set by individual members, the chapter will have little drive to achieve its common goals. Every chapter goal is achieved on the back of dozens of personal goals that are met along the way. Lambda Chi Alpha should be a vehicle for helping members to reach their true potential; goal-setting by individual members helps them improve. The High Alpha must be the leader who insures that goal setting takes place, that members are held accountable and that recognition is given to those members who achieve their personal goals.

Documenting Goals and Achievements

Every chapter that is actively using the Standards Program should have either a Standards Committee, a Standards chairman, or both. This group or individual is responsible for managing the entire implementation of the Standards Program in the chapter and typically reports directly to the High Alpha. To start the documentation process, a chapter must create some sort of goal board or other mechanism for tracking all of the goals they have set. A good goal board should include the What, Who and When for goals. The goal board should include all major chapter goals, all committee goals and a copy of all individual member goals. The chapters goal board should be placed in a highly visible location in the chapter house (for those with housing) and should be brought to every chapter meeting. At chapter meetings, the Standards Chairman or the High Alpha needs to review the goal board and what goals have been completed since the last review. By reviewing the goals weekly, the chapter will be more likely to achieve the goals it has set. After a goal has been completed, the Standards Chairman or High Alpha should remove the goal from the goal board and replace it with a new goal. In this way, the chapter will always be working on the same number of goals. Completed goals should be moved to two or three different locations, so the Standards Chairman might want to make copies of all goals. First, the chairman should move all the goals to an accomplishment board. An accomplishment board is a chance for the chapter to brag about all that it has done and for members to note all the goals that have been reached. An accomplishment board is one of the most effective ways to offer positive recognition inside a chapter. Next, a copy of all completed goals should be kept in the High Alphas notebook or files. This allows the outgoing High Alpha to pass on all information about the chapters activities to his successor. These completed goals can then be used at the next High Zeta or chapter retreat as a starting point for a new goal setting session. The High Alpha and the Standards Chairman might choose to use the completed goals in developing an Annual Report for the chapter. An Annual Report summarizes all of the chapters major activities and achievements for the past school or calendar year. Such an Annual Report is an effective tool to use with various publics such as the schools administration, parents, other Greeks, neighbors, and even prospective members. At a glance, these various publics would have a document (perhaps with pictures) that explains exactly what Lambda Chi Alpha has achieved for the last year.

The High Alpha Manual

Section 2-24

Finally, a copy of all goals should be kept by the Standards Chairman himself and used for various award applications. Most campuses have a Deans Cup or Presidents Award that fraternities can apply for annually. The goals of the chapter can be used for completing those applications and might even be needed as evidence of the chapters accomplishments. Also, the Lambda Chi Alphas award applications require proof of accomplishments, and again the goals cards can help the chapter in completing these applications. One award in particular, the Bruce Hunter McIntosh Standards for Chapter Excellence Award, is designed to recognize chapters and colonies who have successfully implemented the Standards Program at their chapter over the past year. Goal setting and follow through are two key parts of this application. Keeping the completed goal cards and using them for the application will be needed to win the McIntosh award.

Holding Retreats
The chapters High Beta is responsible for planning retreats, as these events fall under the individual involvement Standards area. In most chapters, the High Alpha will be extremely involved with the High Beta (and usually the High Pi) in planning any type of retreat for the membership. The High Delta and High Kappa are also occasionally involved with retreat planning, if recruitment or member education are to be major topics at the retreat. The High Betas job in planning a retreat should be to help the High Alpha achieve his objectives for the event. A good retreat has several features that must be present: 1.

Leave campus
A true retreat is held away from the demands of everyday life. A change in scenery makes for a more productive work environment, especially when the theme of the retreat is new ideas and programs for Lambda Chi Alpha. Hotels, other chapters, an alumnus or members house, state parks and resorts are all excellent sites for a retreat. A retreat may be for a single day, a weekend, a half day or even just three hours, but the important thing is for it to be a physical departure from the campus.

2.

Have a clear purpose

A clearly established purpose for the retreat is communicated to all involved members. A chapter may choose to have a retreat to discuss problems among members, address a specific issue like recruitment, or to plan for the coming year. The High Alpha must make sure the entire chapter knows why the retreat is being planned and what the chapter hopes to gain by holding the event. The High Alpha must keep the officers and members at the retreat on task and focused on fulfilling the purpose for the retreat.

3.

All affected members participate

The High Alpha must help the officers planning the retreat by making sure that everyone who should attend does attend. The best retreats involve the whole chapter, while other retreats might only be for a specific committee, Big/Little Brothers or the High Zeta. The High Alpha must help communicate to the affected members the absolute need for their participation in the retreat, especially a retreat that might affect changes in the chapters programming. By having everyone present, it becomes easier for the entire chapter to buy into the changes and new ideas that are born at a retreat.

The High Alpha Manual 4.

Section 2-26

A balance of business, brotherhood and fun is planned

A good retreat offers a variety of activities, regardless of its focus. There should be an effort to balance fun with learning and serious discussion. A good retreat features events, discussions and competitions that will help build brotherhood. A successful retreat should be alcohol free.

The Chapter Retreat

The Standards Program notes that each chapter should have an annual retreat, with all members participating. The event is best held immediately before the start of a school term, or as part of the High Zeta transition. A chapter retreat is most effective when all members participate and discuss the chapters future programming. A typical chapter retreat asks members to discuss the chapters strengths and weaknesses over the past year, then uses the Standards Program to set goals for the entire chapter. The chapters committees use the newly established goals to evaluate previous efforts and set committee goals for the coming year, and then share those goals with the membership. Sporting events, chapter meal functions, and an introspective event like a gavel pass round out a strong chapter retreat.

The High Zeta Retreat

Depending on the chapters circumstances, there may be an annual or semiannual retreat for the High Zeta. A retreat for the High Zeta should focus on goal setting, calendar planning and building a winning team of officers. A standard High Zeta retreat includes a round table discussion of each officer and the individual standards areas that each officer is responsible for. The High Zeta provides feedback and suggestions for improving each area. The High Zeta then sets priorities for the chapters goals for the coming year or school term, and determines which committees and officers will be responsible for achieving each goal. A discussion on working together and opening lines of communication should be held and directed by the High Alpha. If possible, the High Alpha should lead the High Zeta through some team building exercises designed to build trust, understanding and better communication skills between members of the High Zeta. Before any High Zeta retreat ends, the High Alpha must spend some time addressing how the High Zeta will sell its new programs and goals to the chapters membership, since they did not participate directly in the retreat. Presenting the goals and asking members to buy into those goals, developed when members were not present to help set, them will require the High Zeta to clearly communicate its intentions to the general membership of the chapter. The High Zeta could choose to hold a retreat after the chapter has set its goals, and use its retreat to add depth to those major goals or address other topics altogether.

The Recruitment Retreat

A recruitment retreat is planned and executed in conjunction with the High Delta and should take place immediately before the start of an intense recruitment period for the chapter. A recruitment retreat helps all members address some key issues facing them, such as membership criteria, promoting the chapter, identifying prospective members, planning events, learning basic recruitment skills, and motivating the membership to participate in the chapters recruitment activities.

Using Alumni and Outsiders for Retreats

Alumni can offer insight and expertise to any retreat, and a retreat offers a chapter an opportunity to build relations with some alumni by asking them to participate. The High Alpha should look for ways to involve alumni as participants or discussion leaders at any type of retreat the chapter might have. The High Alpha should always plan a session for the High Pi to run at a retreat. The High Pi or another outsider should be used to hold discussions on divisive issues inside the chapter. Alumni and outside facilitators are also effective at leading discussions on goal setting for the future. The High Alpha might want to consider inviting involved alumni, such as members of the House Corporation or an Alumni Advisory Board, to participate in a retreat. If alumni are asked to participate, the High Alpha should lock in that portion of the schedule, so that participating alumni can just attend certain parts. The High Alpha needs to plan the retreat with an understanding that some alumni might want to be involved, but wont have the time to attend more than a fraction of the retreats events. The chapter might also consider contacting some outsiders; such as a professor or the Greek Adviser, to lead a discussion or workshop at a retreat. If the chapter is tackling any particular subjects where an expert would be welcome, look for outsiders with experience on that topic. The High Alpha will probably be expected to help by soliciting outsiders to be involved with the event. Any retreat that will take place more than ten miles from campus, or lasts more than six hours, requires an External Event Planning Form to be completed and sent to the Lambda Chi Alpha at least 30 days prior to the event.

The High Alpha Manual

Section 2-28

Chapter Bylaws
A chapters bylaws are central to the governance of the chapter and go a long way toward defining its personality as a group. Chapter bylaws are the rules a chapter imposes upon itself to fit the campus environment and conditions. Chapter bylaws also are an opportunity to offer more details about certain areas of policy or operations that have been left deliberately vague in the Constitution and Statutory Code. Every chapters bylaws should be updated every two years, preferably after each General Assembly. Since the General Assembly usually results in the passage of legislation affecting chapter operations, a chapters bylaws will need to change to come into agreement with any changes to the Constitution and Statutory Code. Changing a chapters bylaws must follow a process allowing for all members to have a chance to review and approve the changes. The High Alpha should appoint a Bylaws Committee every two years or delegate responsibility for amending the bylaws to one of the chapters standing committees. The members reviewing the bylaws should consult the Constitution and Statutory Code as they work. Once the committee of members have reviewed the current bylaws, they should submit written changes to the entire chapter, with an explanation for the proposed changes. These changes must be tabled for one week, to allow chapter members to review the materials and understand them. After the changes in the chapter bylaws have been tabled for one week, members are free to debate them and take action. Approval for amendments to the bylaws usually requires a two-thirds majority vote unless otherwise noted. Once changes have been approved, a clean copy of the entire set of bylaws should be sent to the Lambda Chi Alpha Headquarters for approval. The Grand High Pi approves all chapter bylaws and a chapters bylaws are not official until they have received written notification of this approval. Regardless of how many times a year a change is made in a chapters bylaws or how minor the change might be, a full copy must be submitted to the Lambda Chi Alpha for approval.

Making the Chapter Bylaws a Living Document

The chapter bylaws can be a musty set of rules rarely called on in a chapter meeting or they can be the defining work of the chapter, expressing its culture and direction clearly to members and non-members alike. To make the bylaws more effective, the High Alpha should examine them closely for relevance to the everyday fraternity experience. An effective set of bylaws will have several extras included:

Housing Policies (For groups with housing)

This policy could include criteria for room selection, house rules of conduct and cleanliness, parking rules, and specific fines and penalties enumerated for damaging chapter property.

Chapter Code of Conduct

A Code of Conduct specifies how individual members and the chapter as a whole will conduct itself, basically the chapters definition of conduct becoming a gentleman and member of Lambda Chi Alpha. A Chapters Code of Conduct might include the answers to questions such as: 1.When and where is it appropriate for members to wear letters? 2.How are members expected to treat each other? 3.How are members expected to treat guests of the chapter and women? 4.How are members expected to act while competing in sporting events? 5.What are the values and ideals we want to communicate to others through our daily actions?

Chapter Mission Statement

A Mission Statement clearly identifies why the chapter exists and what it hopes to accomplish both as individual members and as a group. A Chapter Mission Statement is fluid and can be adapted over time to reflect the changing needs of the membership, as can the chapters Code of Conduct. While the Ritual and ideals of Lambda Chi Alpha will remain the foundation for membership expectations, a Code of Conduct and Mission Statement allow a chapter to personalize and visualize the chapter they will strive to be on a daily basis.

Chapter Fines and Incentives

This schedule should note automatic penalties, including possible fines, that result from the action or inaction of a member. A chapter might choose to have a schedule of incentives and rewards listed in their bylaws as well, so as to institutionalize them as part of the chapters culture.

The High Alpha Manual

Section 2-30

Training Future Leaders

The mark of a true leader is his ability to train and leave behind better leaders when he moves on. The High Alpha is responsible for overseeing Lambda Chi Alphas young leaders: identifying them, nurturing them and bringing them into major positions within the chapter. The High Alpha should be encouraging the High Delta to make leadership abilities a priority in the chapters membership criteria during recruitment. After joining, the entire High Zeta should be working to make new members feel welcome and expose them to the various roles of the officers within the chapter. Future leadership can be developed from the first day new members join. Associate members are most vulnerable to leaving the chapter within the first two weeks of joining, a period when they are uncertain about their decision and are still focused on getting to know the chapters members. Thus, it is important to identify a role for the associate members immediately upon joining Lambda Chi Alpha. The High Alpha should assign associate members to a committee immediately upon joining. The associate members should get an explanation of each committees function and then should be allowed to express interest in which committees they would like to serve on as members. After they join, the High Alpha should make an effort to involve associate members in various activities that will expose them to the chapters leadership processes. Associate members should be invited to attend retreats, High Zeta meetings and Executive Committee meetings. Each Big Brother should be encouraged to take his Little Brother to a High Zeta and Executive Committee meeting to explain the role of each group to the new member. Besides exposing the chapters newest members to the leadership opportunities inside the chapter, the High Alpha should be devising methods to promote leadership inside the chapter. Regardless of the committee system used in a chapter, each officer should have a Low officer (ex: The High Delta would have a Low Delta) shadowing him and learning his responsibilities. These Low officers would in essence be training for holding the High Zeta position in the future. While these Low officers might gain some slight advantage in elections by serving as Low officer for a High Zeta position, there is no guarantee these Low officers will win election for the full High Zeta position they are shadowing. Without a doubt, the chapter benefits by having more members familiar with the operations and responsibilities of a High Zeta position through the use of a Low Officers Program. For Low officers and other committee members, the High Alpha should be working to see that these members are assigned meaningful responsibilities within the chapter, rather than routine tasks. This can be accomplished by encouraging the High Zeta to delegate their projects and events to individual members.

By learning how to be responsible for coordinating and executing a single event or project for Lambda Chi Alpha, the committee or general member will gain a better understanding of the entire job a specific High Zeta officer does. This method of leadership also helps general members become more enthusiastic and supportive of chapter programming because they are in charge. The High Zeta officer is also able to act more as a leader overseeing several events simultaneously, rather than plodding through the details of every single event he is responsible for. As an election period nears for a chapter, the High Alpha can do several things to stimulate interest in leadership. First, he can encourage the chapter to hold a fraternity education session on the High Zeta. At the session, the High Zeta could cover their job responsibilities in detail and share their accomplishments and frustrations from their term in office. From this workshop, prospective new leaders might draw ideas and advice about how to direct the chapter in the future. It might also keep less serious candidates from pursuing leadership positions for the simple glory of holding an office. The High Alpha can also help the chapter define an election process that rewards leaders and leadership. A leadership driven election process might require candidates to submit written goals and ideas for their office at the time of their nomination. While this would be a lot of work, particularly for members running for multiple offices, it would encourage members to consider why they want to hold a leadership position and what they will do with the position. It will also give the incoming High Zeta a huge head start on possible goals and events for the new officers to implement.

The High Alpha Manual

Section 2-32

The Election Process

Most chapters will have one major election period each year, where they fill the entire slate of High Zeta positions. In addition to the elected High Zeta positions, many chapters will elect other officers and committee chairmen as needed for their individual chapter situation. Most chapters will need to fill other offices through vacancies throughout the course of a school year, making the election process an important part of how the chapter is operated. The High Alpha coordinates and conducts the entire election process for the chapter.

The Annual Elections

All chapters are required by the Constitution and Statutory Code to have annual elections for High Zeta positions. No High Zeta officer may be appointed unless special permission is first granted from the Grand High Pi. Annual elections should be noted on the chapters master calendar and should be announced for several weeks prior to the actual nomination and election days. As discussed earlier, the chapter is encouraged to have a fraternity education session on the High Zeta positions prior to the date of officer nominations, to fully educate the chapter members on various officer responsibilities. As specified in the Constitution and Statutory Code, no chapter may hold elections within two weeks of the close of a school term. This policy is to allow for adequate transition time for the incoming officers.

The Nomination Process

Any member may nominate any other member, including himself, for any High Zeta position or elected official. Associate members may be elected to serve as any officer in the chapter and are encouraged to run for office. All rules that apply to the election of High Zeta officers, such as scholastic and financial obligations, also apply to the election or appointment of other chapter officers, including At-Large members of the Executive Committee. Nominations for office must be taken at least one week prior to election, as per Roberts Rules of Order and the Constitution and Statutory Code. When election day arrives, additions or subtractions to the list of nominees are allowed, provided it follows the requirements listed in the chapter bylaws. The High Alpha should encourage each nominee to submit a written summary of his goals and plans for his office, his basic platform. Doing this will make prospective nominees consider what they plan to accomplish, reducing the number of chapter members who run for office.

The High Alpha is encouraged to post these platforms where all members can see and read them between the date of nomination and the election day itself. This will lead to a more informed chapter and will allow the High Alpha to reduce the time needed for speeches and questions during the election process.

Code X-16 and the Election Process

A chapters election process must be run in accordance with Code X-15 and Code X-16 of the Constitution and Statutory Code. Any member running for office must be in compliance with Code X-15, meaning his membership fees and dues are current. Any chapter members that would be defined as suspended by the terms of Code X-15 are ineligible to run for office or vote in any chapter proceeding, including chapter elections. Code X-16 will affect a chapters election processes in different ways depending on the time of election and the timing for the installation of new officers. Any member who has not released permission to the chapter for access to his grades is ineligible to be nominated or hold office in the chapter. If a chapter holds elections in one school term, but delays the installation of new officers until the start of a new term (ex: December elections with a January installation), then any member is eligible to run for office, unless he is on scholastic suspension. Members on scholastic probation may be nominated and provisionally elected, but must achieve a sufficient grade point average that will return them to good standing before the installation of new officers. If a chapter is electing officers in the middle of a school term with installation to also take place during that same school term (ex: January elections with a February installation or filling an officer vacancy mid-year), then only members who are in good academic standing with the chapter are eligible for nomination and election.

The Election Meeting

The High Alpha should run the election process at the chapter meeting. If the High Alpha is running for a position, he must allow the High Beta or High Pi to chair the election process for that particular position; because the High Gamma is charged with the responsibility of counting the votes, he should never be in the position of running the actual election process. If the chapter is electing its entire slate of officers, the High Alpha should work to clear the chapter meeting agenda of other major issues so that elections are not delayed and the meeting doesnt become too long. In some situations, it is appropriate for the High Alpha to split the election process, electing the higher half of the High Zeta one week, and holding the election of other positions the following week. This decision should be made in advance of the nomination and election process.

The High Alpha Manual

Section 2-34

For any contested election (two or more candidates), the High Alpha should allow time for each candidate to speak. A maximum of three to five minutes for remarks is sufficient. A question and answer period from the membership may follow the speech, and again a defined time limit should be set in place prior to the start of the election. If the chapter membership desires more time to question a candidate, anyone may make a motion to extend the time for questions. At the chapters discretion, they may choose to ask candidates to be present for each others speeches or they may choose to ask them to leave the room until it is their turn. After speeches and questions from the audience, the High Alpha should allow time for Pros and Cons for the positions. Each candidate may receive up to three Pros and three Cons from individual members. A Pro is a favorable statement made on behalf of a candidate; a Con is an unfavorable remark made against the candidacy of a member. Pros and Cons should not be used to debate issues among members, but are merely to allow members to point out a candidates strengths and weaknesses to each other. Generally speaking the High Alpha should allow members to make only one Pro and one Con during the election of any single office. This forces brothers to use their speaking time wisely and cuts down on the number of people who want to speak overall. All elections are to be held until a candidate receives a majority of the quorums votes. If multiple candidates are running for an office, the member with the least number of votes is eliminated after each ballot until one candidate receives a majority. At the time of the vote, the High Alpha should vote on a piece of paper and give that vote to the High Gamma, who sets it aside from the other votes. The High Alphas vote should only be counted in the case where he could break a tie or create a tie. The High Alpha should identify a room or area for the High Gamma to count ballots, and that area should be out of the sight of the chapters membership. Whenever possible, the chapters High Pi should lend his assistance with the ballot counting process. After an election has been decided, the High Gamma should dispose of all ballots. The High Alpha should advise the High Gamma before elections that ballot results are secret and should remain confidential, so as not to upset members who want to know if they were close to winning an office.

The Officer Transition Process

The days of officers simply handing over a notebook or box of files to his successor should be over. The mark of a successful term as High Alpha will be the ability to pass down the knowledge and lessons learned to the next High Alpha. More importantly, a successful High Alpha will assist with the transition of all High Zeta and appointed positions to assure that the chapters operations are not hindered by new officers. A High Alpha should start preparing for the transition process from the moment of his own election. The High Alphas notebook should contain a journal/diary section where the High Alpha can record his thoughts and observations on the chapters operations as a guide for his successor. The High Alpha should keep copies of each High Zeta officers goals during his term of office, and track the accomplishment of these goals. This will allow the incoming officers to have a complete set of goals and accomplishments even if the individual High Zeta officers are not keeping their notebook up to date. The High Alpha should attempt to review each officers notebook at least once a month. This will keep the officers accountable and build the paper trail of processes, evaluations, goals and accomplishments, which can be passed on to the next High Zeta. Perhaps one of the best habits a High Zeta can start is to plan a term ahead to ease the transition process. If the incoming High Zeta must immediately assume their duties and plan events which might start as early as the following week, there will be some slip in operations. If incoming officers are simply spending their first month or two executing the events already planned by their predecessors, they will have the time to become acclimated to their office and develop a better sense of what they hope to accomplish. A successful High Zeta will not leave the calendar empty, but will try to keep some events on the calendar for the next set of officers to implement. The officer transition process will be aided if incoming officers are already serving on the committees they will head. If there is some lag time between the election and installation, the incoming officer should start to attend the committee meetings for his new office. This will help him learn their planning process and develop a sense of teamwork with his committee that can carry over into his term of office. The last event of any High Alphas career should be an officer transition retreat. This retreat should bring together both the old and new High Zeta officers to discuss the past, present and future. While some members of the High Zeta may be both assuming a new High Zeta position and handing one off to a new officer, there should still be the time to have a successful group retreat.

The High Alpha Manual

Section 2-36

The officer transition retreat should be run by either the High Pi (or other suitable alumnus) or by the outgoing High Alpha. The transition retreat should accomplish several major items: 1.

Determine the chapters mission for the coming year.

Review the past years events. Agree on the chapters strengths, weaknesses and internal problems that cropped up during the last year.

2.

Outline the expectations of membership for the coming year.

Discuss officer accountability and member accountability. Are there changes that the new officers need to let everyone know of from the very start? The High Zeta and Executive Committee that are incoming should set some expectations for all members to follow and should clearly communicate those expectations to the members. The outgoing officers can share their thoughts on what has and has not worked over the past year in developing these policies.

3.

Set goals for the year and celebrate the success of the past year.
Discuss the future direction of the chapter. What are the goals and objectives everyone can support in the coming year? How will the new officers address the lingering problems of the chapter? Take a moment to recognize all that the outgoing officers have accomplished for the chapter. Have a session where each outgoing officer shares his goals from the past year, and discusses how he achieved those goals.

4.

Define the budget for officers and the monetary priorities of the chapter.
Once goals have been set, the money, time and manpower should flow toward these goals. For example, if scholarship is a priority for the chapter, the High Zeta should earmark a substantial amount of available funds for that endeavor.

5.

Train the new officers on the Standards for Chapter Excellence Program.
The Standards Program is what allows the old officers to pass on their knowledge to their successors, to build on past achievements and create new programs and events. The retiring High Zeta must cover the overall program as well as the individual officer areas with their respective replacement. If the retreat doesnt embrace the Standards Program, the retreat will bear little fruit for the incoming officers.

The High Alpha who is leaving office must make this retreat a priority, but must plan the event with his successor. Without a successful retreat, the new officers will be left with little understanding of the How or Why surrounding last years decisions. That will make the new officers more prone to criticize past events, instead of seeking to build on them.

Alumni Relations
The High Alpha will often be the most visible undergraduate member to the alumni of the chapter. Thus, the High Alpha will have to work closely with the High Rho to communicate with alumni. An effective High Alpha can assist both the High Rho and the House Corporation or Alumni Advisory Board to increase alumni involvement. The High Alpha will represent the undergraduates in all their relations with the various alumni groups such as a House Corporation or an Alumni Advisory Board. If the High Alpha seeks to understand the alumni perspective on issues affecting the chapter, he must keep the lines of communication between the chapter and alumni open.

Recruiting Alumni
The High Alpha should assist in the recruitment of alumni volunteers. Each semester or quarter, the High Alpha should work with the High Pi and the High Rho to identify alumni who have the skills, interest and time to aid the chapter. The High Alpha would assist the High Rho and High Pi as needed, perhaps writing letters to potential alumni volunteers or writing a short list of the chapters recent accomplishments. More importantly, the High Alpha can prioritize the chapters needs in terms of alumni assistance, identifying offices which require mentors. If the chapter needs to recruit alumni to work with the undergraduates, generally the High Pi and High Rho would be responsible for such an effort. The High Alpha should assist these officers in achieving their goals, but is probably too busy to be totally involved in the recruitment process. What the High Alpha can do is set a tone for the recruitment of alumni, by making it known that recruiting alumni is a chapter priority and that all members should do everything they can to make alumni feel welcome. The High Rho Manual has several pages (starting with Section 3-42) on how to recruit alumni volunteers.

Negative Alumni
All too often a chapter is faced with the presence of an alumnus (or alumni) who is a negative influence. These alumni take many forms. Some seek to relive their experience through the current members. Others will seek to involve themselves in the decision making process of the chapter, offering unwelcome or unneeded input. Most common are alumni who return to restore negative traditions to the chapter. These traditions are often in conflict with the current policies and practices of the chapter and can result in the chapter being disciplined for the restoration of these traditions.

The High Alpha Manual

Section 2-38

The High Alpha must take a proactive stance in addressing negative alumni. As these alumni crop up, the High Alpha must ask the Executive Committee to take a unified position and confront the individual alumnus. The High Alpha should address the alumnus through the following steps: 1. 2. 3. 4. Establish contact. Agree on the problem behavior. Discuss why the behavior is not in keeping with the current memberships policies and ideals. Ask the alumnus to modify his behavior to conform with the undergraduates current policies and practices. If this is unsuccessful, the High Alpha, through the Executive Committee, should propose a solution acceptable to the chapter.

As a last resort, the High Alpha should be aware that the chapters disciplinary process allows for undergraduates to take action against alumni whose actions violate the policies or ideals of Lambda Chi Alpha.

Rewarding Involved Alumni

The High Alpha should make sure the chapter has a program in place to recognize the accomplishments of involved alumni. Such a program will accomplish two objectives. First, the recognition for currently involved alumni serves as the motivation to sustain their involvement. Simple acts of recognition go a long way toward sustaining volunteers. Also recognize the contribution of an alumnus family members, who forgo time with their husband/father when he is involved in fraternity activities. Second, the program serves to lure other alumni into renewing their commitment to the chapter. By publicizing the recognition for involved alumni, others might be sparked to offer their assistance.

The House Corporation

Every chapter that rents, leases or owns a chapter house is required to have a House Corporation. The House Corporation is responsible for the long-term chapter house maintenance by providing needed continuity. With a complete membership turnover every four years, a chapter cannot provide the stability necessary to maintain a property over a long period of time. In short, the House Corporation is necessary to maintain the physical assets of the chapter, to encourage sound undergraduate chapter management and to provide continuity to the undergraduate chapter operations. The functions of House Corporations will differ between chapters, depending upon the chapter house arrangements, relationship with the school, and the presence of other chapter-alumni organizations. For example, where an Alumni Advisory Board is present, the House Corporation would generally not advise chapter operations, beyond basic house maintenance. While House Corporation functions can be as broad or as specific as desired, the general objectives are as follows: 1. 2. 3. 4. 5. 6. 7. 8. To hold the legal title to any real property. To secure and maintain housing for the benefit of the chapter. To provide continuity to undergraduate chapter management and operations. To encourage sound undergraduate chapter management through advice and counsel, with particular emphasis on the physical condition and maintenance of the chapter house and the financial condition of the chapter. To serve as a liaison between the chapter, school and the Lambda Chi Alpha. To represent the interests of all alumni members of the chapter, and to insure that the undergraduate chapter thrives and survives. To provide for both a short-term chapter house maintenance plan and a long-term house improvements strategy. To recruit alumni to serve as new volunteers for the House Corporation.

To properly perform these functions, every effort should be made to establish and continue an active organization of members who are willing, have the time and possess the ability to devote themselves to the duties of the House Corporation. The House Corporation should not be viewed as a group that gathers for social reasons; it must be a working organization.

The High Alpha Manual

Section 2-40

The Structure of the House Corporation

A House Corporation is a separate legal entity from the chapter, and in many states or provinces, the corporation is required to submit annual reports detailing its activities and plans. To be fully functional, every House Corporation must have a set of bylaws which outline its objectives, governance, membership, duties, meetings, etc. A sample set of bylaws may be obtained from the Lambda Chi Alpha. It is suggested that there be 13 directors on the House Corporation, at least three of whom should be undergraduate members. The High Alpha, High Tau and High Rho should be full members of the House Corporation Board of Directors. When possible, the House Manager should also be on the board. The undergraduate terms on the corporation should mirror their terms as High Zeta officers. Alumni terms vary from chapter to chapter. The election of other directors, the alumni, should occur at the annual meeting of the Corporation. The Corporation is required to hold at least one meeting a year where all members are invited to attend and discuss Corporation business. Generally, this meeting coincides with a major chapter or campus event like homecoming or initiation. The time of the annual meeting should be stated in the Corporations bylaws. The Board of Directors for the House Corporation should meet at least four times a year, though monthly is the ideal time frame. Typically, the Board of Directors consist of a President, Vice President, Treasurer and Secretary. Corporation bylaws could detail other specific offices. Otherwise, the other directors are merely at-large members of the Board. The House Corporation should have several standing committees, which could have undergraduate representation. These committees should be enumerated in the bylaws, and could include a fund raising committee, an alumni communications committee, an events committee, and a property management committee. All House Corporations should have an audit or financial management committee (with the High Tau and the Alumni Treasurer sitting on that committee). This committee is responsible for having the corporations finances audited by a professional accountant each year, and preparing the corporations annual report. Undergraduate representatives must be aware of the long-term aspects of a House Corporation. The House Corporation must be able to balance a short-term maintenance plan and a long-term strategy for the condition of the house. Thus, undergraduates must understand that all of a House Corporations resources cannot be exhausted over a short period. Undergraduate representatives on a House Corporation are important because they provide insight concerning the current living conditions and operations of the chapter. They also act as the Corporations representative to the active chapter.

The High Alpha should make a regular written and oral report to the chapter after attending any House Corporation meetings, including meetings of the Corporations Board of Directors. Where possible, the High Alpha should encourage potential leaders to attend House Corporation meetings to learn about the groups plans and operations. The High Alpha must be careful in presenting undergraduate concerns to the House Corporation, as problems can arise with a group that meets so infrequently. Relationship problems with alumni can take longer to solve, so the High Alpha must express his opinions, but also must listen attentively to opposing viewpoints and look to build consensus. The High Alpha must convince the chapter to take a long-term viewpoint when considering housing issues, for that is the viewpoint the Corporation will take in making decisions.

The High Alpha Manual

Section 2-42

The Alumni Advisory Board

An Alumni Advisory Board exists solely to improve Lambda Chi Alpha experience for the undergraduate chapter. Men who serve on the Alumni Advisory Board are looking to give some of their time and knowledge back to the chapter. Starting and maintaining an Alumni Advisory Board is generally the responsibility of the High Pi and the High Rho, but again the High Alpha will be expected to play a highly visible role in the groups operations. An Alumni Advisory Board has four main objectives: 1. Act as mentors, counseling and guiding undergraduate members. 2. Act as teachers to develop and refine fraternity related skills. 3. Act as evaluators to help measure success and compliance with Lambda Chi Alphas standards. 4. Act as a cheerleader, offering encouragement and recognition for achievements by the chapter and individual members. Most chapters have some type of alumni advisory resources available to them. Often alumni involvement surfaces on a regular basis and is utilized by the chapter. In too many instances, however, a chapter has only a few alumni involved on a sporadic basis, and alumni become organized in advising the chapter only when the chapters operations decline to the point of being life-threatening. So why is a functioning Alumni Advisory Board so important to the successful operations of a chapter or colony? 1. It shows alumni commitment 2. Provides a process for alumni involvement and help, which then becomes easier to manage and coordinate. 3. Provides an experienced perspective by supplying the chapter with information, expertise and insight. 4. Provides regular and individualized officer support, training and advising. 5. Assists the chapter in making the tough brotherhood decisions by helping members develop self-discipline and responsibility. 6. Teaches techniques of good leadership. 7. Assists the chapter in working toward the achievement of its objectives and goals. 8. Assists the chapter in obtaining more alumni support and involvement. 9. Provides a better networking system, for both undergraduates and alumni. 10. It further strengthens the fraternal experience.

Simply outlined, the purpose of an Alumni Advisory Board is to work hand-in-hand with the chapters officers, committees and members toward the goal of expanding the day-to-day operations and programs of the chapter. Usually, the Alumni Advisory Board (AAB) is chaired by the High Pi. The AAB can contain anywhere from three to 15 alumni working closely with an officer or a committee. Ideally, an alumnus works only with one officer or committee in an area where he has a natural interest or expertise. Alumni participation in the AAB will vary, but a good adviser will be in contact with his undergraduate officer twice a month by phone, fax or e-mail, and will meet with the officer at least twice a term to have a more in-depth discussion. When possible, some more involved alumni will want to participate in High Zeta meetings, committee meetings, and chapter events. The Alumni Advisory Board itself should meet at least four times a year, always when school is in session, so members can meet directly with their respective undergraduate officers. At the meetings of the AAB, discussion should center on how the alumni can help the chapter address some pressing problems, or how to help the chapter meet its current goals.

Why do alumni want to be involved with an Alumni Advisory Board?

Some common reasons alumni choose to make a commitment as a member of an Alumni Advisory Board: 1. To add to the undergraduates fraternal experience. 2. To gain opportunities to work with other alumni. 3. To pass on their lifes experiences to those who share their fraternal affiliation. 4. To continue friendships gained at school and to develop new ones. 5. To further direct and develop a chapters pursuit of excellence. 6. In some cases, to help a chapter out of a desperate situation. 7. To be a role model and teacher of fraternity to men in a highly developmental stage. 8. To gain the enjoyment of observing young men mature into responsible leaders. 9. To repay Lambda Chi Alpha for what it provided to him as an undergraduate member. 10. To develop undergraduate loyalty to Lambda Chi Alpha. The High Alpha can choose to help make the Alumni Advisory Board a strength of the chapter or he can simply ignore the opportunities that are available in the AAB. In assisting with the operations of the Alumni Advisory Board, a High Alpha must set the example by meeting regularly with his own alumni adviser and seeking advice from that adviser. The High Alpha also must constantly remind other officers to make contact with their alumni advisers, to keep them informed and to seek advice whenever possible.

The High Alpha Manual

Section 2-44

In many cases the High Alpha might need to work with the High Pi and High Rho to develop a schedule of AAB meetings for the year, so they coincide with chapter events the alumni might want to attend. Finally, the High Alpha must continually help with the recruitment of alumni to serve on the AAB. Over time some alumni will need to drop their commitment to serve. Through recruitment, the chapter can always have a replacement ready to step in and keep up the counseling and mentoring. For chapters looking to start an Alumni Advisory Board, the Lambda Chi Alphas Educational Leadership Consultants and Regional Leadership Directors often schedule time to help organize an AAB or update an operating group on current Fraternity trends and policies. If a chapter wants help in forming an AAB or working with one already in place, the High Alpha should call the Lambda Chi Alpha to request specific assistance.

Working with Difficult Members

It is a certainty that the High Alpha will need to confront difficult members or address problem behavior during his tenure in office. How the High Alpha chooses to confront and how effective he is at confronting problem members or unacceptable behaviors will dictate the degree of success he will have while in office. The High Alpha cannot be the only person in a chapter seeking to enforce the rules or confront unacceptable behavior. So the first thing the High Alpha must do is clarify expectations for behavior and seek consensus before problems occur. Once a problem does occur, the High Alpha needs to determine if the unacceptable action should be confronted and what is the best possible way. There are three potential avenues for confrontation:

Confrontation by Peers
This is the most effective confrontation method, as most problem members will recognize the error of their ways if a regular member is offended and thinks they need to change their behavior. This method is the most difficult to initiate, as many general members do not feel it is their place to confront violations of Lambda Chi Alphas ideals. A strong High Alpha will try to point out which problems could and should be confronted directly by individual members.

Confrontation by Officers/Alumni
Some issues clearly need an officer, in an official capacity, to start a confrontation. People involved in these confrontations need to be careful that their role as officers does not hinder the confrontation, but merely conveys that they are confronting on behalf of the entire chapter. The High Alpha should always seek to find the officer who can most naturally initiate a confrontation with a problem member (ex: Use the Kitchen Steward to confront people who dont do their kitchen assignments).

Confrontation by the High Alpha

This is the least effective method of confrontation in many instances, because the people being confronted will feel defensive. The High Alpha should only be the front line person on a confrontation if the involved behavior requires an immediate response from the chapter. The behavior would need to be a clear violation of Fraternity policies that threatens chapter property or the safety of members and guests. Confrontation is a skill the High Alpha must develop and utilize on a regular basis. Confrontation means getting people to agree there is a problem and creating change in behavior, not lecturing someone about how to change.

The High Alpha Manual

Section 2-46

Confrontation 101 - Seven Steps for Constructive Change

The National Interfraternity Conferences Commission on Values and Ethics has developed a resource called Confrontation 101. A copy of the resource can be obtained by contacting the NIC at (317)872-1112. The Confrontation 101 materials list seven steps to a healthy, successful confrontation. They are:

Step One: Initiate Contact

Pick a private place for the confrontation so involved parties do not feel threatened or embarrassed. Dont gang-up on the individual during the confrontation. A confrontation team of two or more should only be used for a second confrontation or for individuals who are resistant to change.

Step Two: Establish Rapport

The second step is to create a comfortable presence for the confrontation, meaning there is a sense of mutual trust. Its important to remember that people only confront those they care about or only confront people about issues they care about, so the confrontation would not be taking place unless the member feels strongly about the person hes confronting or the issue hes addressing.

Step Three: Identify Issue/People Involved

Its important to reach agreement about the issue being discussed. If the person being confronted is going to be constantly debating the facts of the issue, the confrontation will not proceed. Being able to agree Dan, you seem to be drinking five nights a week and thats causing some problems is a key step in the process. Do not ask Why?, because the justification for the behavior will sidetrack the discussion and give the person being confronted an out.

Step Four: Problem is Agreed Upon

Once the issue has been clarified, the person being confronted must be in agreement that the problem exists. This step can take some time and can require some convincing, but without it there will be no forward progress.

Step Five: Obtain a Realistic Commitment

After agreement on the problem, there must be agreement on a realistic solution. Remember that any goal should be specific, measurable and attainable. The parties involved must develop a solution that outsiders will clearly recognize as completed or unfinished. Also, the people involved need to look for win-win situations. The person with the problem must feel he will be getting something out of the solution, but the chapter or individual members confronting must be able to show how the behavior modification will help the chapter.

Step Six: Keep the Commitment

Follow-up on the confrontation at a predetermined time and place, perhaps through the Executive Committee as part of a regular review of individual members. If progress toward the solution is not being made, move back to the previous step and rethink the solution. If rethinking the solution is an unacceptable option, the time for the or else in an ultimatum or threatened penalty has arrived.

Step Seven: Praise Success

When the behavior has been modified and change has occurred, it is the duty of all parties involved to recognize the completion and to offer some public praise (some issues need to remain private, so public praise of changed behavior would not be acceptable, but private communication of that recognition of change is still vital to the process). If the behavior being praised was only one step in the right direction, move back to step five and create the next step in the long-term solution.

The High Alpha Manual

Section 2-48

Financial Management
The High Alpha has a responsibility to make sure the financial operations of the chapter are sound. The High Alphas relationship with the High Tau is extremely important, as they need to develop a close working relationship. The chapter needs to feel confident that the two undergraduates who are charged with Lambda Chi Alphas financial affairs are comfortable working together. The High Alpha, shortly after his election, should make sure he and the new High Tau are listed as the signatures of record at the bank. Typically, some paperwork must be completed by the incoming and outgoing officers, including the High Gamma. It is a good idea for the incoming officers to go to the bank personally and introduce themselves to the manager, in case they ever need to call on the bank for additional services in the coming year. The High Pi should also be listed as a signer for all checks written over $500. This allows the alumni of the chapter to have some basic control over the major expenses of the chapter, to prohibit two officers from taking all of the chapters money. This safeguard is one of the key checks and balances built into the role of the High Pi in the chapter. A new High Alpha should try to attend the transition meeting between the old and new High Taus. This will allow the High Alpha to understand all of the aspects of the High Taus duties. The High Alpha needs to be aware of the following procedures and operations concerning finances: 1. 2. 3. 4. 5. What are the methods of payment to the chapter for any/all bills? What are the deadlines for payment of dues for the coming school term? What are the total costs for being in the chapter this term? Where does all the money go? What does each officer have to spend this term and what percentage of the total money available to all officers does this represent? 6. What does money paid to the IFC get used for? 7. What outside vendors does the chapter use for services and what are the costs involved? 8. What incentives does the chapter currently offer for people to pay their dues early and in full? 9. What members already have established payment plans with the Executive Committee? 10. What members are interested in meeting with the Executive Committee to establish payment plans for the coming term? 11. What are the chapters current liabilities (debts)? 12. Are any members financially suspended or are there members who need to be financially suspended?

The Executive Committee

The Executive Committee is responsible for the budgeting of all chapter finances, not the High Tau. The Executive Committee is also responsible for reviewing and approving each individual member who wants a payment plan. The Executive Committee should meet with all members who are falling behind on their dues payments before their 30 day grace period is up. After 30 days, the Executive Committee needs to meet and finalize the automatic suspension of members as outlined in Code X-15 of the Constitution and Statutory Code. The High Alpha should never let the High Tau play too major a role in dealing with these issues, as it will make the Tau seem like he doesnt have the backing of the chapter. The Executive Committee is always the forum for these issues to be discussed.

Financial Operations
In most chapters, the High Alpha will be signing checks for expenses on a regular basis. To maximize efficiency and time for both officers involved, the High Alpha and High Tau should identify two or three times a week when each is available to sign checks. Also, all officers or members requesting checks should complete a form for the High Tau letting him know what event the check is for, who to make the check out to, and how much he intends to spend. In this way, the High Tau and High Alpha will know about the chapters expenses before they happen, and can prevent officers and members from spending at will. The High Alpha should never sign a blank check for any officer or member. Each week, the High Tau should be preparing a copy of the Executive Committee Weekly Treasurer Report (a copy of the form for this can be found in The Executive Committee Manual and The High Tau Manual). This report updates the status of: 1. 2. 3. 4. 5. 6. Members who owe the chapter money. Outside vendors that are owed money by the chapter. The balance of the chapters account with the Lambda Chi Alpha. The status of each officers individual budget. The income and expense for the past week. The current balance of all chapter checking and savings accounts.

Its important that this report be updated and distributed weekly, to at least the members of the Executive Committee. The Executive Committee has a responsibility to know all the details of financial management, and they must regularly address this issue. Keeping up with the financial data each week will keep small cash flow problems from increasing. The High Alpha and the High Tau should review the weekly report before it is submitted to the Executive Committee, so the High Alpha is aware of any concerns before the meeting begins. The High Alpha should keep copies of these weekly reports in his officer notebook.

The High Alpha Manual

Section 2-50

Risk Management
The High Alpha is responsible for the safety of all chapter members, as well as guests at chapter events or on chapter property. The chapter has a risk manager, the High Iota, and the High Alpha must work with the High Iota to insure that safety is a foremost concern in planning and executing all chapter events. Making the chapter as safe as it can be requires two major issues to be constantly on the mind of the High Alpha. First, the High Alpha must make sure that his chapters membership and guests are aware of the rules, policies and practices that are designed to make their participation in Fraternity events safe and fun. Second, the High Alpha must insure that the officers and members are actively looking to prevent problems from happening at events, by meeting to discuss potential problems before they occur and by monitoring events as they take place.

The Risk Management Task Force

The High Iota is in charge of a group called the Risk Management Task Force (RMTF). The Risk Management Task Force includes the High Alpha, High Beta, High Epsilon, House Manager, and High Pi. The High Iota is the RMTF chairman, and as such is responsible for planning and running the groups meetings. The Risk Management Task Force is generally considered responsible for planning the steps needed to prevent any problems at a chapter function. The RMTF should be reviewing all chapter events: social events, rush events, community service projects, retreats, pre-initiation activities, etc. Perhaps the only events the RMTF doesnt need to review are the chapters weekly business meetings and fraternity education sessions (any fraternity education session that involves an activity or involves participants traveling to another location should be reviewed by the RMTF). The RMTF examines an event and asks several basic questions: 1. 2. 3. 4. What could go wrong at this event? What safety measures do we have in place for this event? How will this event be perceived by outsiders, including critics of Lambda Chi Alpha? If there is an emergency, how will we handle it?

Typically, the officer in charge of planning an event will attend the RMTF meeting where the event is being reviewed. The RMTF should walk through the event step-by-step, including setup and clean-up, to discuss potential problems. The visualization of the event is important, as it helps the officers planning the event think of new details to add, and it also helps identify every possible situation that could come up at the event. Visualizing the event and having a discussion about it will also help younger officers and members learn how to plan events, a critical step in training and developing new leaders. The Risk Management Task Force should also be in the habit of reviewing events after they

occur, to discuss changes to the event that would make it safer in the future. This post-event safety evaluation is critical to the long-term ability of the chapter to improve its programming and make all members more aware of potential liabilities and risks. The High Alpha must be in attendance for all Risk Management Task Force meetings, as his absence will detract from the groups credibility inside the chapter. The High Alpha and High Iota should meet prior to each session of the RMTF to discuss the agenda for the meeting.

Event Planning Forms

The Risk Management Task Force usually reviews the safety of upcoming events by utilizing Event Planning Forms. These forms, provided by the Lambda Chi Alpha, help the officer in charge of an event map out an event and address how potential problems will be handled. There are two different types of Event Planning Forms that will be utilized by the chapter. External Event Planning Forms are for major chapter events or events that pose a greater likelihood of risk to the chapter. These External Event Planning Forms are sent to the Lambda Chi Alpha for approval before the event takes place. The forms must be sent at least 30 days prior to the event to allow the Lambda Chi Alpha to review the event and to allow the chapter enough time to respond to any concerns the Lambda Chi Alpha might raise about the safety of an event. Internal Event Planning Forms are for the chapter to complete and maintain in a file kept by the High Iota. Internal Event Planning Forms are for smaller chapter events or events that probably present less risk (Sample copies can be found in the Appendix).

How does a chapter know what form to complete?

The chapter should file an External Event Planning Form with the Lambda Chi Alpha at least 30 days prior to the events start if any one of the following conditions is met: 1. The event will be cosponsored with another fraternity (regardless of who actually hosts the event). 2. The event will occur more than ten miles away from the campus. 3. The event will last more than six hours. 4. The event has been held in the past and an accident or injury occurred at the prior event. 5. The events attendance will exceed two guests per member. 6. The chapter will need to sign a contract with a third party vendor, hotel, bus company or other organization as part of the event. If the chapter is signing a contract, the External Event Planning Form must be filed and the chapter should wait for a response back from the Lambda Chi Alpha before signing a contract. The chapter should also have legal counsel review the document before it is signed.

The High Alpha Manual

Section 2-52

Lambda Chi Alpha Insurance

The High Alpha should be aware that the chapters insurance with the Lambda Chi Alpha is based on a Premium Allocation Model that essentially determines the safer you are, the less you pay. As of 1996, all chapters and colonies pay a base fee of $75 per man per year for insurance, due in October and February. This premium can rise or fall based on several other factors, many of which can be controlled by the chapter. These factors include (All prices listed below are in 1996-97 schedule of fees. Subsequent years may differ): 1.

State/Province Location
The location of the chapter is a factor in insurance because the laws of a state or province vary, as do the judgments and penalties that are often conferred in that jurisdiction. Lambda Chi Alphas insurer, Lloyds of London, uses a mathematical model to determine which states are safer and which are riskier. For example, the Canadian schools are deemed very safe because personal liability laws vary significantly from those in the U.S., making it much harder for an individual to blame an injury on his or her host. While this category is out of the chapters control, the High Alpha should be aware of his chapters state/province rating.

2.

Chapter Housing
Chapters with houses are more likely to have accidents, because brotherhood becomes a 24-hours-a-day, seven-days-a-week experience. Who owns the housing is also an issue, as properties owned and maintained by the school are safer, because the school shares in the responsibility of maintaining the living standard in this housing.

3.

Previous Claims History

If a chapter has had a claim in the past, and the Lambda Chi Alphas insurance has had to pay out on that claim, then the chapter could be paying a penalty for that claim. The penalty can be assessed for up to three years after the claim has been settled.

4.

Chapter Management
The more thinking and planning a chapter does, the safer they are. This area is based solely on the Educational Leadership Consultants evaluation of how a chapter is performing in relation to the chapter management standards in the Standards for Chapter Excellence Program. If a chapter is rated excellent in this area, they receive a $15 per man reduction in insurance. A good rating results in a $7.50 per man credit. An average chapter management rating results in no credit. A below average rating results in a $7.50 per man penalty, while a poor rating results in a $15 per man penalty. It is obvious that goal setting, planning, evaluation and follow-up will result in a safer chapter and give the chapter more money to spend on events instead of insurance. Every High Alpha needs to make chapter management a priority as it is literally worth money to the chapter to excel in this area.

5.

Risk Management
The amount of education and the steps a chapter takes to reduce risk are all central to making for a safer environment. This area is also based on the Educational Leadership Consultants evaluation of chapter performance according to the risk management standards outlined in the Standards for Chapter Excellence Program. The chapter must prove its events are being run in compliance with Fraternity policy and must show what steps are being taken to insure events are run safely and by the book. The same rating system of penalties and rewards as listed above under chapter management applies to this factor as well (Excellent rating equals a $15 pr man savings, Poor rating equals a $15 per man surcharge, etc.)

6.

Event Planning Forms

The chapters risk management rating is tied to this rating as well. The chapters history of sending in External Event Planning Forms for events that require Lambda Chi Alpha approval, as well as the chapters record keeping of Internal Event Planning Forms, will help document that the chapter is actively trying to minimize risks at their events. If the visiting Educational Leadership Consultant has adequate documentation of the chapters use of Event Planning Forms (generally, he will want to see all completed forms for the school year, along with response from the Lambda Chi Alpha for any External Event Planning Forms), the chapter will receive a credit of $3.75 per man. If the chapter is only completing paperwork for the Internal or External Event Planning Forms, but not both, they will receive a $3.75 per man penalty. If the chapter cannot show they are using any Event Planning Forms (both Internal and External), they will be charged an $11.25 per man penalty. Obviously, the High Alpha will want to make sure this paperwork is being completed as needed for all chapter events.

7.

Housing Inspection Follow-ups

Each time the Educational Leadership Consultant visits a chapter with housing, he completes a House Safety Inspection Form, usually while touring the house with the House Manager or High Iota. After his visit, the Educational Leadership Consultant sends back a form noting all of his recommendations for improving the propertys safety features. If these recommendations are acted on by the stated deadline in the letter, and the chapter sends the Lambda Chi Alpha a letter confirming these changes have been made, the chapter will receive a credit of $3.75 per man. If the chapter does not respond, they will be charged $7.50 per man.

The High Alpha Manual 8.

Section 2-54

Probation History
Groups that have violated the policies of Lambda Chi Alpha and are on probation pose a greater risk to Lambda Chi Alpha than do other chapters. If a chapter is currently on probation with the Lambda Chi Alpha, they are likely paying a surcharge on their insurance for that violation. Lambda Chi Alpha has four different levels of probation to match a wide variety of policy violations. If a chapter is on Level One probation, there is no surcharge. If the chapter is on Level Two probation, there is a $3.75 per man surcharge. If the chapter is on Level Three probation, there is a $7.50 per man surcharge. If the chapter is on Level Four probation there is an $18.75 per man surcharge.

Usually, if a chapter is on probation, many other factors they control (like risk management, Event Planning Forms and chapter management) are poorly run and are costing the chapter money as well. The eight factors are then added together and applied to the base cost to compute the new charge for the chapter. There is a basement a chapter can reduce its costs to: $62 per man per year (1996-1997 fee). There is no ceiling or maximum cost, so poor planning and policy violations can cost chapter members a great deal of money. In addition to the eight factors that affect a chapters insurance costs, the chapter can use education to lower their costs. If a chapter holds four risk management workshops in a school term, with at least 75 percent attendance at each event (verified by the High Alpha, High Pi, High Iota and Greek Adviser), the chapter is eligible for a credit to its insurance dues. The High Iota has a Premium Credit Application in his manual that explains in further detail how the chapter can use education to lower its risk and insurance costs. Every term, when the chapter receives its insurance bill, an explanation of how the chapters insurance price was determined will be included. Please note that the ratings of the Educational Leadership Consultant take effect after his visit, meaning a fall visit will result in changes to the spring premium. The High Alpha needs to make sure the High Iota is educating the membership about risk management. He also needs to help inform the chapter that their insurance costs are largely in their control, and that safer, more carefully planned events will result in cheaper insurance for the chapter.

Crisis Management
Many High Alphas will find themselves confronted with an emergency situation that demands an immediate response. While no chapter leader wants to face that situation, the High Alpha needs to be prepared to respond and to lead his fellow chapter members when such a situation develops. The materials listed below have been taken directly from the High Iota Manual and are intended to be shared with the entire High Zeta and the entire chapter as needed. The following guidelines are to be used in the event a tragedy or crisis occurs on chapter property, at a chapter event or involving chapter members. Examples of such situations include but are not limited to: The death or serious injury of a member. Fire in the chapter house. Any injury or incident involving alcohol at social events. Any injury or incident involving a member and/or a non-member at or during a chapter event or on chapter property. The arrest of a chapter member. Some chapters may have already developed similar crisis management procedures with the House Corporation or on their own. This document supplements those procedures by providing names and telephone numbers of Lambda Chi Alpha contact people who may be of assistance. The High Alpha must make it clear to all chapter members that they must deal honestly with any local, school or Fraternity officials investigating a crisis situation. The chapter and its individual members can only come to more harm when involved members do not give an honest account of the situation or their involvement.

Member Education
The High Iota is responsible for educating the membership on crisis management and on all risk management related topics. It is critical that the High Alpha ensures this education is continually ongoing, as an educated membership is a less-risky membership. 1. The entire High Zeta should view the Crisis Management videotape (available from the Lambda Chi Alpha) at least once a year and be familiar with important concepts of handling a crisis. Every officer should have a copy of the Crisis Management Plan that is outlined below and should keep it in his officer notebook). 2. Let all members know the High Alpha is in charge of every emergency situation. In the High Alphas absence, the highest ranking officer is in charge. Because its possible that the High Alpha might not be present to deal with a crisis situation, all other High Zeta officers need to know how to handle such situations. 3. All members must know who is in charge and should be prepared to follow instructions.

The High Alpha Manual Section 2-56 Include a review of the chapters crisis procedures in the chapters risk management education program every term.

General Procedures
1. If a crisis occurs, close the chapter house to the general public (including the media) immediately. The High Alpha cannot give instructions and maintain control if members are leaving and strangers are entering. Permit only chapter members, alumni and appropriate school or local officials to enter. Assign a few responsible members to assist the High Alpha in calmly controlling access to the chapter house. 2. In nearly all situations of an emergency nature, the High Alphas first call should be to an emergency (911) number. The High Alpha should briefly and calmly explain the situation so that the appropriate emergency personnel can respond. 3. The High Alpha next needs to notify the High Pi and ask him to come to the chapter house if at all possible. High Pi Name/Phone Number:
4.

The High Alpha should then notify the Lambda Chi Alpha Headquarters at (317)872-8000. If the call is made after normal business hours, there is a taped message which indicates how a High Alpha or chapter member can leave a message in the Emergency Message Center. Leaving such a message will enable an on-call staff member to respond to a chapter emergency rather than simply waiting for the next business day to speak with someone.

5. The High Alpha should call and inform the House Corporation President of the situation. House Corporation President Name/Phone Number: 6. The High Alpha should call the chapters legal counsel and advise him/her of the situation. Chapter Legal Counsel Name/Phone Number: 7. The High Alpha should call the schools Greek Adviser and advise him/her of the situation. Greek Adviser Name/Emergency Phone Number:

8. Assemble the members for an emergency chapter meeting. Explain that there is a crisis situation and that the chapter house is closed to outsiders for the moment. The High Alpha should inform the members they are not to speak to anyone outside the chapter regarding the incident (the only exception being the appropriate local officials who might be investigating or responding to the emergency). The High Alpha is the chapters sole spokesman to the public and media regarding this issue. Chapter members should be told not to discuss details or speculate about the emergency until the police and other appropriate local officials have arrived. Undue discussion of the emergency can only result in agitating the membership and causing confusion throughout the crisis, so the High Alpha must work to keep the membership calm. 9. If the news media contacts the chapter, only the High Alpha or the High Pi should speak for the chapter. With the help and approval of chapter legal counsel, the High Pi and/or the Lambda Chi Alpha, a carefully worded statement should be issued by the chapter prior to any individual remarks being made to the media. Do not, under any circumstances, release the names of any individuals involved in the crisis or the investigation of the crisis, until the appropriate local officials have completed their preliminary investigation. For assistance in preparing a media response, the appropriate contact at the Lambda Chi Alpha is the Director of Communications and Alumni Relations. 10. The High Alpha should appoint an accident investigation team comprised of the High Iota, High Pi, Chapter Legal Counsel and a representative from the Lambda Chi Alpha (if deemed necessary by the Executive Vice President of the Lambda Chi Alpha). 11. The accident investigation team follows these guidelines in completing their work: Investigators are to use the prepared questions from the Accident Investigation Reporting Guidelines (found in the High Iota Manual). All chapter members are required to participate in the investigation. Members refusing to cooperate must state their reasons for not cooperating. All interviews with members are to be videotaped or recorded. A detailed, typewritten narrative summary should be developed as an addendum to the Accident Investigation Report (found in the High Iota Manual). Include all names, addresses and phone numbers for witnesses as well as the statement from each witness. 12. The written investigation report must be sent to the Lambda Chi Alphas Headquarters within 48 hours of the event. These reports should be faxed to the attention of the Director of Finance and Insurance at (317)875-3828. 13. The Lambda Chi Alpha staff will review the report and request clarifications or supporting data as necessary. A final report will then be submitted to the Lambda Chi Alpha within 48 hours of this request.

The High Alpha Manual

Section 2-58

14. The Grand High Zeta will then review the situation and determine the appropriate course of action, within ten days of submission of the final report. The Lambda Chi Alpha staff will then notify the appropriate parties of the action taken.

Serious Injury or Death

1.

Do not notify the parents.

In the event of a serious injury or death, medical or police personnel are trained to notify the family properly. The chapter should always have parent/guardian information on file for each member (Have the High Gamma check the 600A-B Forms) and should make this information available to the proper authorities. After the family has been notified, it is appropriate for the High Alpha or High Pi to call and share concerns and express sympathies on behalf of the chapter.

2.

Do not remove any personal items from the members room.

Do not let members enter the room. Temporarily move the deceased members roommate(s) to another room, and allow only authorized personnel to enter the room. If possible, keep the door locked. Ask the family what their wishes are with regard to the members possessions. The chapter may offer to pack them in boxes, but the family will more than likely want to do that themselves. Before they arrive make sure all items borrowed from the member have been returned. When the deceaseds family members arrive, have empty boxes available and offer to help. Understand that this is a difficult time for them and that they may want privacy.

3.

Coordinate member attendance at the funeral or memorial service.

Along with the High Pi, discuss with the family or the familys clergyman the possibility of conducting a Lambda Chi Alpha Fraternity memorial service. Use the guidelines found on pages 139-140 of the High Phi Manual and materials from pages 32-47 of The Open Rituals of Lambda Chi Alpha. In the case of serious injury or illness, find out the visitation wishes of the family and coordinate this with chapter members.

In any emergency, the High Alpha must work closely with the High Iota, High Pi, university officials, local authorities, the media, and the chapters members. The High Alpha should employ restraint and caution in all of his actions and statements. Where the possibility of legal action exists, the High Alpha must be very careful about jumping to conclusions or speculating, as any statements he makes could be used against him in a later lawsuit. The Lambda Chi Alpha and school officials are always available for counseling and other assistance. Individual and group counseling are strongly recommended following any crisis situation, regardless of how well members seem to be coping with the event. These guidelines are provided for a chapter in an effort to ease the shock and provide a logical

framework for a response in the face of a crisis. The High Alpha must be able to follow this plan immediately upon the start of a crisis, and he should be able to expect other members to be familiar with the planned response as well. To do this, the High Alpha must insure that all members have a copy of the crisis management plan in their Big Brother Resource Kit or other appropriate materials. While it is the Lambda Chi Alphas hope a chapter will never need to use these materials, advance preparation could help prevent a crisis from growing out of hand. Appropriate preventive measures - fire safety, risk management procedures, etc., can help any chapter avoid many potential crises. By taking time to prepare and ultimately prevent tragedies, a brothers life and the chapters life could be saved.

The High Alpha Manual

Section 2-60

The High Alpha/High Pi Relationship

The High Alphas relationship with the High Pi is among the most important relationships the Alpha will have during his term of office. With a shared vision and goals, the High Alpha and High Pi can work together to move the chapter forward. Without a shared vision and goals, the High Alpha and High Pi will often find themselves at odds and the chapter will suffer for the lack of unified leadership. The High Pi is the Chancellor of the chapter and his duties are clearly outlined in Code IV-13 of the Constitution and Statutory Code. As Chancellor, the High Pi acts as the representative of the Grand High Zeta and Lambda Chi Alpha at the chapter level. Thus, the High Pi becomes the ultimate arbiter of Fraternity laws and policies on the chapter level, and has the limited ability to cancel events that dont comply with Lambda Chi Alphas standards, ideals or policies. The High Alpha and High Pi should meet weekly to discuss chapter business and membership issues. During this meeting, the High Alpha should cover the following details: 1. 2. 3. 4. 5. 6. 7. 8. The agenda for the next chapter meeting. The agenda for the next Executive Committee meeting. The results of any events held since the last time the High Pi was at a chapter event. Any emerging problems with individual chapter members. The status of the chapters finances. The status of any paperwork due to the school or Lambda Chi Alpha. Housing issues with the chapter. Alumni relations issues with the chapter.

It is the High Alphas duty to keep the High Pi informed of events and happenings at the chapter level and to try and seek the High Pis help and involvement. A High Pi will become more active with a chapter if the High Alpha has strong communications with him, and clearly defines why the High Pis increased involvement is part of an overall plan to improve the group. Conversely, a High Pi can drift away from the chapter if he is kept in the dark about chapter issues and events, and no one ever goes out of their way to let him know his efforts are appreciated. The High Alpha and the High Pi must have a relationship built on trust, which means the High Alpha cannot hide anything from the High Pi. Once the High Alpha starts down that path, it becomes difficult for the High Pi to decipher when an undergraduate leader is telling him the truth and when he is lying. If a chapter is in need of a High Pi, the High Rho Manual offers advice on how to recruit a new High Pi. The High Pi should be encouraged to attend Conclaves, Leadership Seminars and General Assemblies with his chapters delegation. Programming at all of those events will include sessions for alumni advisers.

Motivating Officers and Members

One of the best parts of the High Alphas job should be his ability to help other members get the most of their experience inside Lambda Chi Alpha. As the leader of the chapter, it is the responsibility of the High Alpha to see that Lambda Chi Alpha experience is as good as it can possibly be, and all of the High Alphas actions should further that goal. Everyone inside a chapter communicates differently and is motivated in different ways. For the High Alpha, those different communication styles and motivational tools are important in unlocking the potential of each member. It is too simplistic to merely address the entire chapter the same way, and such efforts are bound to leave some members unmotivated. While the rules and ideals of Lambda Chi Alpha are the same for everyone, the motivation and rewards can differ to a large degree. The High Alpha must spend some time examining the motivations of each member, trying to figure out what that member derives from Lambda Chi Alpha and what he gives back. Once the High Alpha feels he know the answers to those two questions, he should know how to present new ideas, criticism and suggestions to this member. For example, if the High Alpha is trying to sell the chapter on starting a goal board, he might first go to the management majors and sell them on the analogy of a small business plan: Lambda Chi Alpha is like a small business and needs a plan similar to the plans management majors work on in some of their classes. Next, the High Alpha goes to some of the older members who are griping that there is little direction in the chapter, and he sells them on using the goal board as a way for them to help the chapter focus its priorities and for the seniors to give back some of their expertise about chapter operations. Finally, he approaches some of the younger members, who might be more interested in making the chapter more socially active on campus, and he sells them the goal board as a mechanism to track progress toward their goal. In each case, the High Alpha has developed a reason the members he is talking with should support a new idea or project.

Incentives
Any student leader knows members of a group will perform better if they can see a tangible result or reward in sight. The same is true for Lambda Chi Alpha. A leader who says, Do this or else X will happen, has established a penalty for not following through rather than a reward. Rewards have more impact. While a High Alpha will definitely find himself in a few Do this or else situations, hes far more likely to need to know how to complete this sentence: If you do this, you will benefit because.

The High Alpha Manual

Section 2-62

Incentives and rewards can take 1,000 different forms from the spontaneous round of applause for a job well done to a point system with pre-established awards. To maximize involvement inside a chapter, a High Alpha will work with the other officers to create multiple systems of incentives. As discussed earlier in The High Alpha Manual, every officer can offer at least one incentive or reward for being involved in that officers programming. Each of the officers should create a list of ideas for incentives and rewards for chapter members. The High Alpha must either encourage starting these programs, or revive dead incentives, or work with the officers to brainstorm new incentives. Members will be motivated if they have a clear understanding of how their involvement helps the chapter improve, and if they can see what they are getting from being involved. Typically, the people in a chapter who cause problems are people who have no responsibility inside the chapter. The High Alpha and the High Beta must see that the committee system is functioning and that all members have some responsibility they are working on at all times.

Holding Yourself Accountable

A High Alpha should be his own harshest critic. The ability to take a hard, objective look at ones job performance is not easy, but the High Alpha must learn to do this or he will miss signs of poor management and poor communications with his fellow members. First and foremost, the High Alpha needs to be open to criticism. Inside each bit of criticism is some advice about how the High Alpha can improve his job performance. It is important for the High Alpha to be objective in receiving criticism, and not get defensive. If other members feel the High Alpha is open to criticism, they will be more likely to supply the High Alpha with feedback and suggestions. It is extremely important that the High Alpha maintain a regular business schedule, time he uses to consult with other officers, plan meeting agendas, hold office hours to discuss chapter business, attend interfraternal meetings, etc. By keeping to a regular schedule, the High Alpha will be more effective in managing his time and other members will find the High Alpha easily accessible. The High Alpha will find himself with a lot of opportunities that other members may not be able to enjoy. These privileges include interfraternal opportunities as well as in-house situations. The High Alpha must learn to practice restraint in these situations and should probably decline some of these opportunities. Doing so will give chapter members one less opportunity to criticize the High Alpha. No High Alpha ever accepts the position for the rewards and privileges that come with it, but he must remain constantly vigilant that he is not creating that impression with the chapter. The High Alpha can give chapter members a chance to provide criticism and suggestions by starting a Suggestion Box and encouraging people to give anonymous suggestions on how he can perform his duties. The High Alpha might even choose to expand the Suggestion Box to include suggestions for all officers. Another idea the High Alpha might choose to implement is the use of anonymous evaluations. The High Alpha could create an evaluation form for his job performance (or the performance of the entire High Zeta), based on the Standards Program, and ask members to fill it out each month. The High Pi could then compile the surveys and type out the results (to preserve the anonymity of member suggestions). The best way the High Alpha can hold himself accountable is to be involved in all the chapters activities. The High Alpha needs to be at events, on the front lines, seeing and hearing how the membership enjoys the programming. The feedback he gets first hand will always be more effective than when he has to hear about an event from afar.

SECTION THREE
Lambda Chi Alpha Identity
Lambda Chi Alpha Identity Standards The Lambda Chi Alpha/Chapter Relationship How the Lambda Chi Alpha Works Communicating with the Lambda Chi Alpha Lambda Chi Alpha Policies Enforcing Lambda Chi Alpha Policy in the Chapter The Educational Leadership Consultant Preparing for the Educational Leadership Consultant The Regional Leadership Director The General Assembly The Leadership Seminar The Leadership Conclave The Student Advisory Committee The Educational Foundation Lambda Chi Alpha Awards Individual Awards for Undergraduates Individual Awards for Outstanding Alumni Individual Awards for Non-Members

Lambda Chi Alpha Identity Standards

Level of Performance 5 . . . . Excellent 4 . . . . Good 3 . . . . Average 2 . . . . Fair 1 . . . . Poor 0 . . . . Does not exist Total Points Possible: 50 Total Score . . . . . . . . . ____ Level of Performance (LOP) . . . ____ [Total Score divided by Points Possible] LOP
_____ _____ _____ _____ _____ _____ _____ _____

The chapter is operating at a ____% level of performance in this area.

A. B. C. D. E. F. G. H. I. Chapter members are aware of Lambda Chi Alpha programs, procedures and policies. Compliance with policies of Lambda Chi Alpha Fraternity. Implementation of the Standards for Chapter Excellence Program. Appropriate representation at and participation in General Assemblies, Leadership Seminars and Leadership Conclaves. Proper behavior of members when attending General Assemblies, Seminars, Conclaves, or visiting other chapters. Complete preparation before, and cooperation during, the Educational Leadership Consultants visit. Follow-up on the Educational Leadership Consultant recommendations and directives. Chapter open accounts and loan accounts kept in good standing. Prompt reporting to Office of Administration of associations, initiations, chapter elections, membership roster, and other specifically requested reports. Prompt and proper response to correspondence from the Office of Administration.

_____ _____

J.

The Lambda Chi Alpha/Chapter Relationship

The Lambda Chi Alpha is a term that refers to Lambda Chi Alpha as a whole, the union of all chapters, colonies and members. Inside the Lambda Chi Alpha are more than 220 active chapters and colonies, more than 80 dormant chapters, and over 225,000 alumni worldwide (all statistics are as of July 1, 1996). In this manual and other resources available to a chapter, the term Lambda Chi Alpha usually refers to the International Headquarters. Terms such as Office of Administration, which might be found in older publications, are also referring to Lambda Chi Alphas International Headquarters. Note that because Lambda Chi Alpha has chapters in both the United States and Canada, the term nationals is incorrect. Typically, most students and alumni use the term Lambda Chi Alpha or Headquarters. The Lambda Chi Alpha serves the chapters, alumni and undergraduate members of Lambda Chi Alpha, enforcing and interpreting policies and laws. As a large organization, the challenge facing Lambda Chi Alpha is to provide a uniform set of expectations for all members at all locations, so that the essence of the Lambda Chi Alpha experience is the same whether a member joins in Florida or Alberta. Certain elements of the Lambda Chi Alpha experience like the Ritual, officers, laws, policies, and our ideals are required to be utilized correctly wherever Lambda Chi Alpha has a chapter or colony. Other elements of fraternity such as membership selection criteria, philanthropies, social partners, housing, etc. are elements that each chapter adopts in its own unique fashion (thus are born the local traditions of any chapter). Lambda Chi Alpha is a union of its members, not a confederation. That means that all members and units (chapter/colonies) of Lambda Chi Alpha have joined knowing what the expectations, standards and policies are. There are no options or exceptions allowed to these policies. One of the chief roles of the Lambda Chi Alpha, then, becomes enforcing the common expectations, standards and policies with all of Lambda Chi Alphas units. The Lambda Chi Alpha always tries to act in a supportive environment that teaches members how to improve the experience for current and future generations of members.

How the Lambda Chi Alpha Works

The High Alpha needs to understand the operations of the Lambda Chi Alpha and how each chapter fits into the overall makeup of Lambda Chi Alpha. Lambda Chi Alpha has its own lexicon, which often confuses undergraduates and creates misunderstandings about lines of authority and power. To understand how Lambda Chi Alpha works, first take a look at the opening pages of a copy of the Constitution and Statutory Code. Article One, Section Three defines the laws of Lambda Chi Alpha and their ranking as: 1. 1. The Constitution and Statutory Code

2. The Ritual of Lambda Chi Alpha 3. Orders of the Grand High Zeta On a chapter level, the bylaws and university/IFC policies would come next in order of authority. The Constitution and Statutory Code of Lambda Chi Alpha is determined by the General Assembly. This body meets every other year (in even-numbered years) to make changes as needed to the laws and policies of Lambda Chi Alpha. The General Assembly has the power to do anything inside Lambda Chi Alpha, including electing members of the Grand High Zeta and changing the Ritual of Lambda Chi Alpha.

The Grand High Zeta

Between meetings of the General Assembly, a Board of Directors has been authorized to make decisions on behalf of the Lambda Chi Alpha. This Board of Directors is known as the Grand High Zeta, just as each chapters set of officers is known as the High Zeta. The Grand High Zeta is comprised of twelve men, elected by three different processes. Nine of the Grand High Zeta members are elected to four year terms and are elected directly by the General Assembly. These nine terms are staggered so that four or five of the positions expire every two years, and the Grand High Zeta always has plenty of experience to offset new members. These gentlemen are, by tradition dating to the earliest years of Lambda Chi Alpha, alumni of Lambda Chi Alpha with a variety of backgrounds in law, medicine, business, education, etc. The composition of the Grand High Zeta typically reflects the diversity of careers and backgrounds of our alumni members. A man may serve two terms as a member of the Grand High Zeta and then must be either elected Grand High Alpha or step off the board. After sitting out two years, a man may run again for the Grand High Zeta.

There is one student who serves on the Grand High Zeta and that student is the elected chairman of the Student Advisory Committee (for further details on the Student Advisory Committee see Section 3-31). The student representative has a vote on the Grand High Zeta, but serves only a one year term, matching his term on the Student Advisory Committee. Two additional alumni may be selected to the Grand High Zeta, and are elected by the Grand High Zeta. These two men fill positions that last two years. These positions are typically given to outstanding leaders and alumni who do not have the time for a full four year term or are working with the Grand High Zeta on a specific project. When the position of Grand High Alpha, or International President, is open, the men interested in running for that position go through a slightly different nomination process and interview. All candidates for the position of Grand High Alpha must be former or current members of the Grand High Zeta. The Grand High Alpha is the only member elected to a specific position by the General Assembly. All other men selected to the Grand High Zeta are elected only as members of the board. After election, the board organizes itself and selects its specific officers, like the Beta, Tau and Pi. All twelve of the Grand High Zeta members are volunteers, not professional fraternity employees. These men serve on the Grand High Zeta in their spare time, often traveling at their own expense to chapter and alumni events as representatives of the Lambda Chi Alpha. The members of the Grand High Zeta all have Greek titles, similar to the title used by a chapters High Zeta. Only five of these titles have the same relevance as they do on the chapter level. The Grand High Alpha is Lambda Chi Alphas International President and runs the Grand High Zeta meetings. The Grand High Beta is Lambda Chi Alphas International Vice President and is the Grand High Alphas replacement if he is incapacitated. The Grand High Gamma is Lambda Chi Alphas International Secretary, and signs all official documents of Lambda Chi Alpha, including charters and initiation certificates. The Grand High Tau is Lambda Chi Alphas International Treasurer and is responsible for managing Lambda Chi Alphas financial resources. The Grand High Pi is Lambda Chi Alpha Chancellor and has the ultimate authority on appeals from a chapter or interpretation of Fraternity law. All other members of the Grand High Zeta are simply directors. For example, the Grand High Delta has no special knowledge concerning recruitment; his title is honorary and recruitment questions are better directed toward the staff at the Lambda Chi Alpha Headquarters. The Grand High Zeta meets up to four times a year, and also conducts business through other means in the interim. The Grand High Zeta is concerned with the strategic long-term plans of Lambda Chi Alpha and the major policies of Lambda Chi Alpha. As such, the Grand High Zeta is not directly involved in the details of day-to-day Fraternity business, and has hired and trained a professional staff to manage these affairs.

The Lambda Chi Alpha Staff

The staff of Lambda Chi Alpha reports to the Grand High Zeta and is responsible for the day-today operations of Lambda Chi Alphas chapters and services to all of its members. The Grand High Zeta hires Lambda Chi Alphas Executive Vice President, who is responsible for hiring other staff to oversee the operations of Lambda Chi Alpha. The Lambda Chi Alpha Headquarters houses a majority of the staff members and is located in Indianapolis, Indiana. The staff is currently comprised of 32 people, 22 of whom are members of Lambda Chi Alpha (the other ten are support staff primarily associated with record keeping and communications for Lambda Chi Alpha). The staff plays a role in many parts of the undergraduate experience, and it is with the staff that a High Alpha will have most of his Lambda Chi Alpha interaction. The staff is organized into three departments that serve different functions for members. They are listed below.

Finance, Insurance and Record Keeping

This department executes nearly all of Lambda Chi Alphas business functions including: Billing chapters for active dues Billing chapters for insurance Managing Lambda Chi Alphas liability insurance program Managing Lambda Chi Alphas property insurance program Tracking membership records for all members Supervising Lambda Chi Alphas risk management program Supervising Lambda Chi Alphas housing program Managing the day-to-day operations of the Headquarters facility and equipment The Director of Finance and Insurance oversees all operations in this department and is assisted by an Associate Director of Risk Management and Housing. Lambda Chi Alpha also utilizes a full-time accountant for its chapter billings and financial records.

Advancement and Communications

This department is primarily responsible for services to Lambda Chi Alphas 120,000 living alumni. Inside this department are the offices and employees of the Lambda Chi Alpha Educational Foundation, which is a separate legal entity of Lambda Chi Alpha. Specific duties of this department include: Managing Lambda Chi Alphas Annual Loyalty Fund Soliciting major gifts to Lambda Chi Alpha Long-term planning for the Educational Foundation Coordinating work with the Educational Foundations Board of Directors Administering Lambda Chi Alphas Graduate Scholarship Program Editing and producing Lambda Chi Alphas major publications: 1. The Cross and Crescent 2. The Paedagogus 3. The Constitution and Statutory Code 4. Alumni Update 5. The Annual Report Public relations with Lambda Chi Alphas various publics Promoting Lambda Chi Alphas various events and achievements Planning and execution of regional and local alumni events This department is run by the Vice President of Advancement, and also features a Director of Development and a Director of Communications and Alumni Relations.

Chapter Services
This department is the staffs largest and is primarily concerned with assisting the individual Zetas of Lambda Chi Alpha. Specific responsibilities include: Administering Lambda Chi Alphas Consultant Visitation Program Implementing Lambda Chi Alphas Regional Leadership Program Starting and supporting new colonies Developing and supporting alumni volunteers for chapters Assisting house corporations and Alumni Advisory Boards Running the annual North American Food Drive Establishing new resources for Lambda Chi Alphas membership Assisting the chapters with recruitment and retention of members Planning the educational aspects of the General Assembly and Leadership Seminar Planning the twelve regional Leadership Conclaves This department is run by a Vice President of Fraternity Operations. Other professional staff members include a Director of Chapter Services, five Regional Leadership Directors and nine Educational Leadership Consultants.

The Lambda Chi Alpha staff is designed to serve the needs of Lambda Chi Alphas members, and should be utilized whenever a member has questions or concerns. There are many services the staff can offer to a chapter or member. A chapter needs to only ask for some special attention and they will usually be able to receive it when they need it. Using the services and programs available at the Lambda Chi Alpha level will insure that a chapter has the best of both local traditions and successful programming ideas from other chapters.

Lambda Chi Alpha Headquarters

8741 Founders Road Indianapolis IN 46268 (317)872-8000 (phone) (317)875-3828 (fax) 75162.44@compuserve.com (e-mail)

Communicating with the Lambda Chi Alpha

The High Alpha is one of three undergraduates who will have regular correspondence with the Lambda Chi Alpha. The High Tau and the High Gamma will also frequently correspond with the Lambda Chi Alpha. In the section of this manual called Managing the Bureaucracy (Section 2-4), some of the regular correspondence with the Lambda Chi Alpha was listed. Below is another list of the information that might need to be sent to the Lambda Chi Alpha: 1. Report of Elections (Form 100) 2. Report of Association Card (Form 599) 3. Report of Associate Membership Form (Form 600A) 4. Request for Initiation (Form 600B) 5. Report of Initiation (Form 600-C) 6. Report of Disassociation (Form 599-D) 7. Membership Rosters (Sent to the Lambda Chi Alpha by October 15 and February 15) 8. Change in Membership Status (Form 650) 9. External Event Planning Forms (Sent at least 30 days prior to the events start). In addition to this paperwork, the High Alpha will receive many different regular communications from the Lambda Chi Alpha, including:

Monthly Financial Statements

Each month during the school year, every chapter and colony receives a bill for its open account. This bill will reflect any new members joining, any initiation fees, membership fees and supplies ordered from the Headquarters. The High Alpha receives a copy of the statement that is sent to the High Tau The chapters High Pi will also receive a copy of the monthly statement.

Insurance Invoices
Twice a year, the chapter will be billed for insurance. The High Alpha will receive a copy of the invoice sent to the High Tau, along with an explanation of how that cost was determined.

Emphasis on Excellence
The Emphasis on Excellence is a periodic publication of the Chapter Services Department and focuses on developing officer skills and programming. The publication is sent out in a giant poster format, and the High Alpha receives two copies (the poster is two-sided) to post in the house or take to meetings. It is the High Alphas job to see that all officers review the Emphasis on Excellence when it arrives.

Fraternal Law
Fraternal Law is a publication of a law firm that specializes in fraternity related cases. It addresses recent legal decisions in court cases involving fraternities and offers practical advice on how chapters and members can prevent lawsuits and accidents. The High Alpha receives a copy of this quarterly publication and it is his job to see that all officers and members have a chance to review it.

Crossed Swords
The Crossed Swords is a quarterly publication sent to all chapters, with tips and information on how to improve chapter safety and risk management. The High Alpha should see that the Crossed Swords is available for all members to see and read, and that the High Iota is utilizing the information in the Crossed Swords to improve education and safety procedures at the chapter.

Visit Letters from an Educational Leadership Consultant

Twice a year the chapter will receive a visit from an Educational Leadership Consultant, once in the fall and again in the spring. About a month prior to this visit, the High Alpha will receive a letter from the Headquarters notifying the chapter of an upcoming visit. This letter will provide a packet of materials called Maximizing the ELC Visit. This packet will be used by the chapter to prepare for the ELCs visit. After that letter arrives, another letter will arrive from the ELC who is scheduled to visit the chapter. This letter will provide more specific information on the visit. The High Alpha is responsible for distributing the materials from the packet and helping the chapter prepare for the visit.

Report and Recommendations from the Educational Leadership Consultant

After a chapter has been visited by the ELC, they will receive a summary of the visit, along with specific written recommendations for each area of the Standards for Chapter Excellence Program. The High Alpha and the High Pi will receive a copy of this report. It is the High Alphas responsibility to distribute copies of the recommendations to all officers and members and to share the report summary with the entire chapter. Copies of the recommendations and report summaries should be kept in the High Alphas notebook or files.

Event Planning Response Form

When the chapter submits an External Event Planning Form to the Lambda Chi Alpha, they will receive a response that grants permission for the event, or denies permission for the event, or withholds permission pending additional information from the chapter. The High Alpha needs to work with other officers to see they are aware of when the response form is returned to the chapter. If a response form is returned, and it withholds permission for an event pending more information, the High Alpha and the chapter must either respond in a timely manner or cancel the event. If a chapter holds an event that has been denied by the Lambda Chi Alpha, the chapter faces disciplinary sanctions by the Lambda Chi Alpha. A copy of these letters should be kept on file in the High Alphas notebook or files.

House Inspection Response Form

During the Educational Leadership Consultants visit, he will complete a house inspection and submit some recommendations on improving house safety. The High Alpha will be sent a letter and form detailing these recommendations and asking for prompt follow-up. A copy of these letters should be kept on file in the High Alphas notebook or files. The High Alpha must work with the House Manager to address the recommendations and return the response form in a timely manner.

Call for Help

The High Alpha will occasionally find he has questions that need a prompt response from the Lambda Chi Alpha. The Headquarters of the Lambda Chi Alpha is open from 8 a.m. to 5 p.m. Monday to Friday (Indianapolis remains on Eastern Standard Time all year), although emergency messages can be left and retrieved by an on-call staff member at any time. Lambda Chi Alphas staff is always ready and willing to answer a chapter members questions and assist him in any way possible. If the High Alpha is familiar with his Regional Leadership Director and has his direct phone number, he should feel comfortable calling his RLD as well.

Lambda Chi Alpha Policies

The High Alpha is expected, by many of his fellow chapter members, to be an authority on all Lambda Chi Alpha and campus policies. The High Alpha is the one held ultimately responsible for the conduct and actions of the chapter and its members, so its wise for him to spend some time learning the policies and procedures that affect his chapter. Other publications of Lambda Chi Alpha should be required reading for the High Alpha. Among resources that the High Alpha should read prior to starting his term (and should reread throughout his term) are: 1. Roberts Rules of Order 2. The Constitution and Statutory Code 3. The High Iota Manual 4. The Paedagogus 5. The High Phi Manual 6. Open Ceremonies of Lambda Chi Alpha 7. Chapter bylaws 8. The Executive Committee Manual 9. The schools Student Code of Conduct or other applicable policies Listed below is a summary of all major Lambda Chi Alpha policies, along with a note on where to find the complete explanation of each policy.

Basic Membership Expectations

1. 2. 3. 4. 5. 6. 7. 8. All members are expected to live up to the 13 Basic Expectations listed below. Know the ideals in the Ritual and strive to implement those in daily life. Abide by Fraternity laws and policies. Respect all other people, and dont sexually abuse or haze anyone. Strive to practice academic integrity and achieve academic excellence. Be active in Lambda Chi Alpha and on campus. Meet the financial obligations of Lambda Chi Alpha. Recruit other men who could enrich Lambda Chi Alpha. Dont use or support the use of illegal drugs; dont misuse or allow the misuse of alcohol. 9. Protect the health and safety of all people. 10.Act as a gentleman and a responsible citizen, accountable for all actions. 11.Respect the chapters property and the property of others, protecting it from damage and abuse. 12.Keep the chapter property clean and properly maintained. 13.Enhance Lambda Chi Alpha experience for all members in any way possible.

This Resolution was passed at the 1992 General Assembly and can be found in the back of the Constitution and Statutory Code.

Financial Requirements

All members must pay bills within 30 days of bills being issued, unless the Executive Committee has granted an extended payment plan. Members who are more than 30 days past due on a bill are automatically suspended Suspended members are not reinstated until they have paid their bill in full Suspended members are not allowed to live in house or be present on chapter property or attend chapter events.

This policy is enumerated in Code X-15 of the Constitution and Statutory Code.

Scholastic Requirements

To associate, a man must be a full-time student at the school and meet the schools minimum requirements to join. To associate, be initiated, or be in good standing, a member must have a 2.25 Grade Point Average, both cumulatively and for the previous grading period. First semester freshmen and transfers can be associated and initiated prior to ever receiving grades. Members who are not in good standing cannot be Big Brothers or hold office. The Executive Committee has the right to impose additional sanctions on members on academic probation. Two consecutive grading periods below the minimum requirements (either cumulatively or for the grading period itself) results in a member being placed on scholastic suspension. Members on scholastic suspension cannot attend any chapter functions other than chapter meetings, but are responsible for paying dues. Such members can live in house at the discretion of the Executive Committee.

This policy is enumerated in Code X-16 of the Constitution and Statutory Code.

Sexual Harassment

Lambda Chi Alpha believes sexual harassment is a societal problem that deprives victims of their dignity and respect. Lambda Chi Alpha is designed to promote high ideals and gentlemanly behavior totally at odds with sexual harassment. Thus, Lambda Chi Alpha condemns all forms of sexual harassment and violence, including date rape or gang rape. Lambda Chi Alpha is committed to upholding these high standards of gentlemanly behavior, will work to educate the membership and will deal swiftly with individuals or groups that violate this policy.

This Resolution is from the 1988 General Assembly and can be found in the back of the Constitution and Statutory Code.

Inactive Status

No undergraduate inactive status exists. A member may request financial hardship status. Executive Committee reviews request for financial hardship status and forwards a copy of the petition and a recommendation to the Lambda Chi Alpha. If granted, the petition is good for only one school year. If needed for an additional period, another petition must be filed. To apply for and receive this status, a member must be in good standing with no outstanding debts at the time of the appeal. This appeal will generally only be granted at the beginning of a term, before a member has been billed for dues. Such members may only attend chapter meetings and the Ritual, and cannot attend any other event or have any other privilege of membership.

This policy can be found in Article Six, Section Seven-B of the Constitution and Statutory Code.

Transferring to Another Chapter

A member transferring needs a certificate of transfer from his original chapter, verifying he left in good standing. A member choosing to end his affiliation with a new chapter may do so at any time, provided he is in good standing. To return to that new chapter again would require a majority vote of the chapter.

This policy can be found in Code VI-15 and Code VI-16 of the Constitution and Statutory Code.

Alcohol Policy

No alcohol bought with chapter funds or pooled funds (pass the hat, slush fund, etc.). No bulk containers of alcohol (kegs, party balls, trash cans of punch, etc.). A maximum six pack per person of legal drinking age at any BYOB event. No sale of alcohol. No open parties (must have guest list of reasonable size) or open access to alcohol. No sponsorship with or by a bar or organization that has a majority of revenue from alcohol (beer distributors, liquor stores, etc.). No drinking games. No alcohol at, before, or after association, initiation or pre-initiation events. Designated drivers assigned for all events with alcohol. Guest lists for all social events. Comply with state/province/local/campus laws regarding alcohol. Start an alcohol awareness program as part of fraternity education.

This Resolution was passed by the 1988 General Assembly and revised at the 1992 General Assembly. It can be found in the current issue of the Constitution and Statutory Code.

Illegal Drugs

No possession of drugs or paraphernalia in a chapter house or at a chapter function. Chapters must include drug education in their fraternity education program. The chapter cannot in anyway indicate it condones or supports the use of illegal drugs (i.e., no references in chapter publications, T-shirts, etc.).

This Resolution is from the 1982 General Assembly and can be found in the back of the Constitution and Statutory Code.

Dry Recruitment

Membership recruitment should not be tainted by the use of alcohol to solicit prospective members. A strong majority of prospective members are not of legal drinking age. Lambda Chi Alpha faces increased liability in cases involving recruitment and alcohol. Membership recruitment based on friendship will fare better than recruitment using alcohol. Thus, alcohol is not permitted at any function which has the primary function of soliciting prospective members. Lambda Chi Alpha will endeavor to level the playing field on campus by pushing IFC and host institutions to require dry recruitment.

This Resolution was adopted at the 1988 General Assembly and can be found in the back of the Constitution and Statutory Code.

Womens Auxiliary Organizations

Membership in Lambda Chi Alpha is only for men. Auxiliary groups, commonly called little sisters, are a threat to the single-sex status of Lambda Chi Alpha because some courts consider it an illegal form of second-class citizenship. Such groups often send a negative message about fraternities and their relationships with women. Time spent on little sister events is better spent on furthering the ideals of Lambda Chi Alpha. Thus, no chapter or colony is allowed to have a womens auxiliary group (Little Sisters).

This Resolution was passed at the 1990 General Assembly and can be found in the back of the Constitution and Statutory Code.

Discrimination Policy

Lambda Chi Alpha does not discriminate on the basis of race, creed, color or national origin. Lambda Chi Alpha membership is only for men. Lambda Chi Alpha condemns all forms of discrimination and will work to eliminate it inside the chapter. Some campuses specify more elements which fraternities must agree they will not discriminate against.

This Resolution was passed at the 1970 General Assembly and can be found in the back of the Constitution and Statutory Code.

Voting Percentage for Association/Initiation

Chapter bylaws must state percentage. Percentage cannot vary from candidate to candidate. Minimum percentage is 51 percent (if the school requires) or 66 percent (if school has no policy). Maximum percentage is 87 percent. Term and practice of black balling is illegal and grounds for disciplinary action. At least 50 percent of chapter must cast a vote. The High Alpha may vote on such actions. If minimum number of unfavorable votes is cast, all members voting negatively must state their reasoning (regardless of whether or not vote was secret ballot) and then a new vote must be taken. The new vote must result in one more negative vote than the minimum or the candidate is accepted. If a member voting negatively in above situation refuses to state his reasoning, he forfeits his ballot and the prospective member is associated or initiated. Votes for initiation must be held at last two weeks prior to the initiation, to allow time for the authorization papers to be sent to the Lambda Chi Alpha. After this final vote, a prospective initiate cannot lose his right to be initiated unless extraordinary circumstances arise.

The policy on associations can be found in Code VI-1 of the Constitution and Statutory Code, while the information regarding initiations can be found in Code VI-11.

Legacies

Legacies are men who are relatives of members (undergraduate or alumni in good standing). A legacy is not required to be offered membership, nor is he expected to accept membership merely because he is a legacy. Some of Lambda Chi Alphas best candidates for membership, including men who are legacies, have been recommended by alumni. Legacies should be given the utmost consideration in the recruitment process, with all members attempting to meet and know the prospective member. An alumnus or member wanting to recommend a prospect or legacy can contact either the chapter president or the Lambda Chi Alpha. Letters of recommendation or information on prospects/legacies from alumni should be reciprocated with a letter of thanks and a note indicating if the prospect was asked to join, and if he did in fact accept a bid to join.

This Resolution was passed at the 1984 General Assembly and can be found in the back of the Constitution and Statutory Code.

Hazing

Lambda Chi Alpha will take every opportunity to halt hazing. Hazing is defined as any action taken or situation created intentionally to produce physical discomfort or mental discomfort by embarrassment, harassment or ridicule. A fraternity is created by tearing down separation between members, not by artificially creating it. Hazing continues to be a major campus issue. All forms of hazing are forbidden. Lambda Chi Alpha will work to halt hazing on campus. Lambda Chi Alpha will endeavor to provide quality educational and brotherhood programming to prevent opportunities for hazing.

This Resolution was passed at the 1988 General Assembly and can be found in the back of the Constitution and Statutory Code. Code VI-10 and Code XI-3 also address hazing and related issues.

Length of Association

The 1984 Resolution on Fraternity Rituals recommends six to eight week maximum. The current Big Brother Resource Kit is designed to last no more than eight weeks. Many schools are requiring a shorter period of association to improve grades and retention. Lambda Chi Alphas sole current requirement is that no man can be an associate member for more than 15 months. The Lambda Chi Alpha strongly recommends that all associate members be initiated within the same grading period as when they joined.

This Resolution was passed at the 1984 General Assembly and can be found in the back of the Constitution and Statutory Code.

Wearing Letters/Coat of Arms/Badge

Lambda Chi Alpha Badge can only be worn by fully initiated members in good standing, or his mother, sister, wife or fiance. Lambda Chi Alphas Coat of Arms and letters may be worn by any member, initiate or associate, who is in good standing. Associate members have the right to wear letters or the Coat of Arms because the definition of many of the symbols and Lambda Chi Alpha have been explained to them in the Associate Member Ceremony. (For an associate member, Lambda Chi Alpha means Fraternity, Patriotism, Learning and Morality, as it has been explained in the Associate Member Ceremony.)

Page 135 of the High Phi Manual lists some of the further reasoning as to why any member can wear the symbols of Lambda Chi Alpha.

Enforcing Lambda Chi Alpha Policy in the Chapter

The High Alpha is the primary member responsible for enforcing the policies of Lambda Chi Alpha, but in Lambda Chi Alphas best chapters, the expectation is that all members enforce the policies. A successful High Alpha will convince his fellow members that it is always in their interest to live by the rules and expect other members to live by those rules as well. The High Alpha must use the Executive Committee as a tool in enforcing the policies of the chapter and Lambda Chi Alpha. As a group, the Executive Committee must take the lead in insuring that all members understand and comply with the policies of Lambda Chi Alpha. Agreeing with the policies is not as important as understanding why the policies must be followed. The Executive Committee must help individual members and the chapter understand that Lambda Chi Alpha has higher standards than the outside world. Thus, some things that a member or a group of people might be legally and morally able to do in the outside world (such as drinking games or buying a keg for a party) are illegal inside Lambda Chi Alpha. Lambda Chi Alphas ideals require members to hold themselves to a higher standard than the conduct allowed in the outside world. To help enforce the policies of Lambda Chi Alpha, the High Alpha and the Executive Committee must focus on three things: education, confrontation and positive reinforcement.

Education on Lambda Chi Alpha Policy

The High Alpha and the Executive Committee should see that the High Kappa has included the Lambda Chi Alpha policies as a topic in the chapters fraternity education program during each school term. The High Alpha and the Executive Committee could consider asking all members to sign a copy of the Lambda Chi Alpha policies each year. Doing so will allow the Executive Committee to enforce the policies because no member can claim ignorance. Individual members are more likely to live up to their obligations because they have made a commitment to follow a policy. The chapters Big Brother Resource Kit should include a copy of all Lambda Chi Alpha policies, IFC policies and a current copy of the chapter bylaws. This will help members learn the policies and have them available as a reference. Another form of education would be for the chapter to create and utilize a Minimum Expectations Contract. The key aspects of the Minimum Expectations Contract are creating a process for members to discuss their expectations and how not meeting those expectations hinders the members of the chapter. The use of the contract makes it easier for confrontation to succeed, because all members have already bought in to the concept of living up to the expectations.

Confrontation
As discussed earlier, confrontation, used properly, will assist the chapter in enforcing the expectations of membership. See Section 2-45 for further information on confrontation tips.

Positive Reinforcement
A successful High Alpha will continually work to recognize the work done by his members. While just meeting the minimum expectations of membership or abiding by the policies of Lambda Chi Alpha doesnt always seem like a reason to celebrate, such actions are reason to stop, evaluate, and recognize achievements. Only by recognizing all of the members who are complying or meeting the minimum standards can the chapter hope to address those members who are failing to meet those standards.

The Educational Leadership Consultant

The Lambda Chi Alphas front-line resources for chapter assistance are the Educational Leadership Consultants (ELCs). These men are recent college graduates with outstanding records as fraternity members, campus leaders and scholars. Each ELC has accepted a two year assignment to work for the Lambda Chi Alpha. ELCs travel across North America, visiting two chapters a week to assist with programming, brotherhood and recruitment. The ELCs main job is to make the undergraduate experience at each chapter better, and to do so using the Standards for Chapter Excellence Program. The ELC is not intended to be a cop or lawyer, although part of the job entails enforcing and explaining the policies passed by the Grand High Zeta and the General Assembly. The ELCs spend three months in training at the Lambda Chi Alphas Headquarters in Indianapolis. The ELCs learn the latest in fraternity management techniques, teaching skills and programming opportunities. The ELC is scheduled to visit each chapter twice a year, once in the fall and once in the spring. These visits are designed to be at the most convenient time for a chapter (rush, pre-I, ritual, homecoming, etc.), especially if a chapter has requested a specific visit date or assistance. The High Alpha should attempt to look ahead and determine a convenient time for an ELC visit in the coming months. He should then send a written request to the Lambda Chi Alpha Headquarters requesting a specific date for a visit and listing the reason why the chapter wants to be visited on those dates. Generally, most written requests are honored.

Preparing for the Educational Leadership Consultant

The ELC visit takes place twice a year, once in the spring and once in the fall. Prior to the visit, the High Alpha will receive two letters outlining plans for the visit. The first letter will come from the Headquarters and will include a set of materials to be distributed and completed by the officers. The second letter will come from the Educational Leadership Consultant himself, with specific requests for his visit. Both letters will arrive two to four weeks prior to the ELCs visit. The ELC will call the High Alpha seven to ten days before his visit to finalize all the details of the trip. The High Alpha will need to schedule some time to prepare himself and the chapter for the ELCs visit. The following steps will need to be completed prior to the ELCs arrival: 1. Inform the chapter of the dates for the upcoming ELC visit. 2. Schedule meetings with all High Zeta officers, the High Pi, the Greek Adviser, and the House Corporation President. Each meeting is scheduled for one hour, with the exception of the High Beta, High Kappa, High Delta and High Tau, which will need to be 90 minutes each. The Executive Committee needs to meet as a group with the ELC as well. 3. Schedule an opening meeting with the entire chapter for the first night of the ELCs visit (if the chapter already has a business meeting or other function that night, use that event to introduce the ELC). This meeting is mandatory and designed for the ELC to develop an understanding about what the chapter hopes to accomplish during the ELCs visit. 4. Schedule a closing meeting with the entire chapter on the last night of the ELCs visit. This meeting should be scheduled for one hour, and the hour before that meeting should be left open on the ELCs schedule so he can prepare his remarks. This final meeting will be used for the ELC to offer recommendations and suggestions to the chapter about how to improve their experience as members. 5. Be sure to allow time on the ELCs schedule to attend chapter events such as intramurals, recruitment, fraternity education, social events etc. Attending a well-run chapter event will help the ELC have a better understanding of how a chapter operates. 6. Find a clean, comfortable place for the ELC to stay. If the chapter has a house or residence hall, the ELC must stay there. If the chapter does not have housing, the ELC should stay with the High Alpha or a member who lives close to the campus. In addition, provide a set of sheets, towels, pillows and blankets for the ELC during his visit. 7. Schedule meals for the ELC. If the chapter has a dining program, the ELC will take his meals at the house with the membership. If not, members should plan on taking him to eat (at chapter expense). At least one hour should be allotted for each meal.

8. All officers need to come prepared for the meeting with a copy of their officer manual and their officer files and notebook. The ELC will want to see documentation for all of their work, so the officers must be told by the High Alpha to bring those materials with them. In addition to the Officer Information Sheets each High Zeta officer will be asked to complete, several officers have other forms and paperwork that will be needed by the ELC during his visit. Other materials (which are included with the Maximizing the ELC Visit packet unless otherwise noted below) include: 1. Alumni Organization Roster (High Alpha) 2. House Corporation Officer Worksheet (High Alpha) 3. Membership Roster Form (High Gamma) 4. General Information Form (High Gamma) 5. Report of Elections (High Gamma) 6. Copies of chapter, committee, High Zeta, and Executive Committee meeting minutes (High Gamma) 7. Chapter Budget (High Tau) 8. Chapter checkbook (High Tau) 9. Risk Management Task Force meeting minutes (High Iota) 10. Last grading periods grades for all members (High Sigma)

The High Alpha will need to work with all the other High Zeta officers to see that they have prepared and collected all of the materials on their officer checklist for the ELC meeting.

Getting the Most out of the Visit

Before the ELC arrives, the chapter should discuss the strengths and weaknesses of the chapter and identify some areas they would like assistance in improving. The ELC is available to deliver a workshop or fraternity education session to the chapter on nearly any fraternity-related subject, provided the High Alpha gives him ample time to prepare for such a presentation.

When the ELC calls the High Alpha prior to the start of his visit, the High Alpha should take the time to discuss the current state of the chapter and what problems they would like to target during the ELC visit. Developing rapport with the ELC prior to his arrival will make for a smooth visit and a better relationship. The High Alpha should go out of his way to see that all members of the chapter meet the ELC. The ELC will get a much clearer picture of the chapter by meeting with more members. The High Alpha should encourage all chapter members to sit in on at least one officer meeting during the ELCs visit. Doing so will allow the recommendations given by the ELC to be implemented more quickly, as more members will be aware of the reasoning for the change. The more members who participate in the ELC visit, the more people who will take something out of the visit. The High Alpha needs to encourage the chapter to be open and receptive during the ELCs visit. By sweeping problems under the rug, the chapter will lose the opportunity for help in addressing its problems. The ELC is ready and willing to help a chapter confront problems, even difficult ones.

Follow-up after the Visit

After the ELC leaves, the High Alpha will need to do some follow-up on the visit. First, the chapter will receive an evaluation form for the visit, asking how the ELC did and what impact he had on the chapter. It is important for the High Alpha to complete this form and return it to the Lambda Chi Alpha, as it helps to provide feedback for improving the ELC program. At the next High Zeta meeting after the ELC departs, each officer should take a minute to discuss the recommendations the ELC gave to the officer, and how the High Zeta officer intends to follow up on those recommendations. The High Alpha should track these recommendations and recognize an officer or committee when one of the recommendations has been completely implemented. Again, all of the recommendations given by the ELC are based on the Standards Program and are designed to help the chapter improve its programming significantly inside that given standards area. A few weeks after the ELC visit, the High Alpha will receive a copy of the ELCs report. This report will contain a summary of the visit. In the summary is a list of what the ELC considers to be the chapters four strongest points and four weakest points, according to the Standards Program. Next, is a summary of the condition of the chapter during the ELCs visit, as well as a prognosis of what direction the chapter is heading. Finally, there are two to three pages of recommendations for the chapter, with two to four recommendations for improving each area of operations.

The High Alpha should see that each officer receives a copy of the ELCs recommendations. Each month, the High Zeta should review these recommendations and highlight recommendations that have been completed. When the next ELC visits, a copy of the previous ELCs recommendations, with highlighted sections denoting recommendations that were implemented, should be given to the new ELC. If the chapter has any problems with the ELC or is particularly pleased with his visit, it is appropriate for the High Alpha to write or call the Lambda Chi Alpha. The ELCs visit is designed to help make the chapter a better place for all members. The High Alphas preparation and follow-through can make the difference between an average and excellent visit for the ELC, which will make a difference in the brotherhood experience for all members in the chapter.

The Regional Leadership Director

The Regional Leadership Director program is a recently implemented, new level of service and support for chapters and alumni. The High Alpha needs to be aware of who his Regional Leadership Director (RLD) is and how the RLD can assist the chapter. All RLDs are former Educational Leadership Consultants and have spent at least one year traveling as an ELC. All RLDs have made a two to three year commitment to serve as the RLD for their area, and are full-time employees of Lambda Chi Alpha. Lambda Chi Alphas Regional Leadership Director program is designed to take experienced staff members and center them conveniently in an area where they can develop a relationship with a chapter. Lambda Chi Alpha has split Lambda Chi Alpha into five geographic areas (the 12 Conclaves are not split exactly inside these five areas), with a Regional Leadership Director assigned to each area. Each RLD is responsible for approximately 45 chapters and colonies, and lives in a city that is central to the area he is responsible for. The five current areas and the home base of the RLD are:

Northeast: (Eastern Canada, Maine to Washington D.C.) - This RLD lives in the
Philadelphia/Baltimore area. Midwest: (Ohio, Indiana, Kentucky, Michigan) - This RLD lives in Indianapolis. Southeast: (Tennessee, Virginia, the Carolinas, Georgia, Florida, Alabama, Mississippi) This RLD lives in Atlanta. Great Plains: (The Dakotas, Colorado, Nebraska, Kansas, Missouri, Illinois, Wisconsin, Arkansas, Louisiana) This RLD lives in Kansas City. West: (Texas, New Mexico, Oklahoma, Arizona, California, Nevada, Oregon, Washington, Montana, Idaho, Western Canada.) This RLD lives in Dallas.

The Difference between an ELC and RLD

The RLD in each area will travel approximately half of each month, and will be back in his home city for the remainder of each month. During the RLDs travels, he will visit a chapter for a specific purpose, as opposed to an Educational Leadership Consultant who is usually visiting a chapter to conduct a general visit and evaluation. The RLD typically will not need to meet with all of the officers, and the length of his stay may be as a short as a day. The RLDs focus on assisting chapters in several major areas: 1. 2. 3. 4. 5. Recruitment Alumni Cultivation and Development Leadership Development Implementation of the Standards Program Critical needs at a Chapter (chapter emergency or an issue requiring outside assistance)

The RLDs visits and services are supplementary to the visits provided by the Educational

Leadership Consultant Program. It is the intention of the RLD program to visit every chapter or colony once each year (in addition to the two visits of the ELC), if the chapter desires the extra help. Chapters that show no interest in RLD services will not receive assistance unless the Lambda Chi Alpha deems such assistance critical. The RLD focus in visiting the chapter will be to assist the chapter with some of its needs, but it will also be to develop a relationship. While most chapters never see the same ELC twice, the RLD will work with a chapter for a period of two to three years. Thus, an entire generation of membership will be familiar with their RLD and should feel comfortable looking to him for advice and assistance.

Working with an RLD

The High Alpha should work with the High Zeta to evaluate the chapters needs and then request assistance from the RLD. Usually over the summer, the RLD plans recruitment assistance visits for the early fall, so the High Alpha should request specific visit dates for specified purposes over the summer. Throughout the course of the school year, the High Alpha will hear from the RLD in his area, asking about the chapters needs. The High Alpha needs to seek out advice from the RLD and look to develop this relationship throughout the High Alphas term in office. The RLD will work with the High Alpha and the chapter if the chapter shows an interest in receiving such help.

The General Assembly

The General Assembly is the supreme ruling body of Lambda Chi Alpha. The General Assembly meets every other year, in even numbered years, to elect the officers of the Lambda Chi Alpha and to determine policies and procedure for the chapters, colonies and members. Each chapter is required to send at least one delegate to the General Assembly. While a chapter is encouraged to send as large a delegation as possible to the General Assembly, only one member may serve as Official Delegate. The chapter should elect and register the Official Delegate early in the spring of a General Assembly year, so that he can fully participate in the committees and actions of the General Assembly. The High Alpha can serve as the Official Delegate. The chapter should elect at least one alternate who will attend the General Assembly and can be ready to assume the duties of the chapters Official Delegate should he be unable to attend. The chapters Official Delegate will have a vote at all General Assembly proceedings, including the election of the Grand High Zeta. The Official Delegate will be appointed to serve on a legislative committee for the General Assembly, which considers new laws and policies for the entire Fraternity. By law, undergraduates must comprise at least 66 percent of the votes at the General Assembly, meaning any significant legislation must be endorsed and supported by a majority of current undergraduate members. Any chapter which fails to pay its Lambda Chi Alpha bill 60 days prior to the General Assembly runs the risk of losing its right to vote at the General Assembly. Any chapter or member may propose legislation to change the Constitution and Statutory Code, or other applicable policies and standards of Lambda Chi Alpha. Any proposed legislation must be submitted to the Lambda Chi Alpha Headquarters no later than 45 days prior to the General Assembly. Typically, many chapters submit legislation for each General Assembly. In addition, the Student Advisory Committee and the Grand High Zeta will also sponsor legislation. The chapters Official Delegate is expected to reflect his chapters position on legislation for the General Assembly. He is also expected to review the decisions of the General Assembly with the chapter when the chapter opens for business in the fall. After each years General Assembly, a chapter is expected to update their bylaws to comply with any changes in the Constitution and Statutory Code. These changes must be made as soon as possible after the General Assembly. After the changes to the bylaws are made, a copy must be forwarded to the Lambda Chi Alpha for approval. Alumni participate in the General Assembly and can comprise up to 34 percent of the votes in any given year. All members of the Grand High Zeta, along with Board of Councilors and Order of Merit recipients, enjoy full voting rights. On the first day of the General Assembly, after the final number of chapters with voting privileges has been determined, the other alumni present may elect up to 18 delegates to voting positions for the General Assembly.

The Leadership Seminar

The Leadership Seminar is held annually, either alone or in conjunction with the General Assembly. On odd-numbered years, the Leadership Seminar is held on a college campus; on even-numbered years the Leadership Seminar is held at the hotel where the General Assembly will take place. The Leadership Seminar has been held since 1949 and is designed to develop the programming and leadership skills of Lambda Chi Alphas undergraduates. The Leadership Seminar is focused more on the educational aspects of Lambda Chi Alpha and is targeted toward undergraduates, much more so than the pomp and circumstance of the General Assembly.

How to attend and maximize the Leadership Seminar experience

The High Alpha should help the chapter prepare to send as many people as possible to the Leadership Seminar. With multiple tracks of programming and other educational opportunities, the Leadership Seminar is too vast in scope for just one or two undergraduates to cover. While the chapter will elect an Official Delegate, the Official Delegate has no special duties at the Leadership Seminar. The chapter should review the schedule of events for the Leadership Seminar when it is first published and identify which officers and members would benefit the most from attending the event. These officers should then be encouraged to attend, or to send a representative from their committee. The chapter should set aside enough money to help the entire delegation attend the event. While each individual member can pay part of the cost, more people will be able to attend if the chapter sets aside money for travel costs. After the Leadership Seminar, the chapter members who attended should plan a workshop or series of workshops to transmit the data to the entire chapter. If the chapter has a retreat scheduled prior to the start of the school year, this would be an excellent opportunity to share the knowledge acquired at the Seminar. Often, the people attending the Seminar will be asked to set goals for the chapter they are representing. These goals should immediately be shared with the entire chapter upon their return, to get everyone to accept and support these goals.

The Leadership Conclave

Each February and March, the Lambda Chi Alpha sponsors twelve regional leadership weekends, called Conclaves. These Conclaves are almost as old as Lambda Chi Alpha itself, dating to 1921 when three Indiana chapters gathered for a weekend to discuss chapter programming. The Leadership Conclaves are typically held at a college campus and are hosted by the chapter on that campus. The host chapter is responsible for all of the on-site management of the weekend and for part of the educational programming. The host chapter works closely with the Lambda Chi Alpha in planning the event. The High Alpha will be responsible for selecting and sending a chapter delegation to the Leadership Conclave. These events are usually quite cheap and are within driving distance, making it possible for many members to attend. The benefits of Conclave include excellent leadership training for the chapters new members or officers, a chance to interact and learn from the other chapters and colonies in the area, and a chance to interact with members of the Grand High Zeta and Lambda Chi Alpha staff. The chapters delegation should attend all of the Leadership Conclaves events, and if there are multiple educational sessions, the delegation should split up to cover all opportunities. After returning from Conclave, the chapter members who attended should host a fraternity education session where they share their knowledge with the rest of the chapter.

Hosting a Leadership Conclave

Each year the Lambda Chi Alpha selects twelve chapters to host Conclave, one in each of the regions. These selections are based on a few basic criteria: The chapter must have at least 40 members returning to school the fall before the Conclave. This allows the chapter to have the manpower needed to plan all events, including Conclave. The chapter must be in good financial and disciplinary standing with the school and Lambda Chi Alpha. All host chapters must be role models of Lambda Chi Alphas standards. The chapter must be able to send a delegation to the Leadership Seminar or General Assembly to attend a workshop for the express purpose of planning the Conclave.

Any chapter interested in hosting Conclave, and which meets the above criteria, can apply to host the Conclave. Presentations by prospective host chapters are made at the Leadership Conclave and each chapter present for the Conclave casts a vote to recommend a chapter to the Grand High Zeta. This vote is not binding, and the Grand High Zeta uses the recommendations from the area to determine the hosts for future Leadership Conclaves.

The Student Advisory Committee

The Student Advisory Committee (SAC) was formed in 1970 and reports directly to the Grand High Zeta. SAC was formed to help the Lambda Chi Alpha staff and the Grand High Zeta stay in touch with current undergraduate concerns and problems, and allow undergraduates to communicate directly with Lambda Chi Alphas highest levels of international authority. The SAC plays a vital role in Lambda Chi Alphas ability to remain on top of the fraternal world. In the past quarter century, the SAC has developed and helped pass almost all of the significant legislation inside Lambda Chi Alpha including: the alcohol policy, the hazing policy, associate membership, higher academic standards, and the creation of minimum operating standards for chapters. Each of Lambda Chi Alphas twelve Conclaves is represented by a SAC member, selected by the Grand High Alpha. The SAC members serve a one year term, starting in October and running through the following Leadership Seminar or General Assembly. The Student Advisory Committee is selected directly by the Grand High Alpha through a competitive application process. Applications are mailed to all High Alphas in the spring and summer, with applications typically due the first week of September. The applications evaluate participation in campus involvement, chapter involvement, participation in Lambda Chi Alpha events (Conclaves, General Assemblies, Leadership Seminars), academic performance, and a short essay on what a member hopes to do as a member of the SAC. The Student Advisory Committee meets three times a year, in October, February and June. The October meeting is used for the undergraduates to form and discuss common concerns and issues. From the October meeting, the SAC selects issues and programs it wants to develop legislation for or investigate in further detail. Also at the October meeting, the SAC elects its chairman, the Grand High Sigma. The Grand High Sigma has a voting position on the Grand High Zeta, and serves a term on the Grand High Zeta that is concurrent with his SAC term. The February and June meetings of the SAC include meeting time and discussion time with the Grand High Zeta. This time allows the students on SAC to voice concerns directly to the Grand High Zeta and keep the GHZ current with student issues. The SAC member also attends the regional Conclave in early spring, and runs an informational meeting to discuss the legislation and programming the SAC is working on. At the Conclave meeting, the SAC member might solicit input on how legislation and new policies will impact the chapters in the Conclave. Any chapter member in good standing is eligible to serve on the Student Advisory Committee, provided he will be in school for the entire term of his SAC service. If selected, the SAC member must be the chapters Official Delegate to the General Assembly or Leadership Seminar. A copy of a SAC application is in the Appendix.

The Educational Foundation

Lambda Chi Alpha has three separate legal entities which make up the Lambda Chi Alpha. First, and foremost is Lambda Chi Alpha itself, which provides services and support to the chapters and members of Lambda Chi Alpha. The other two organizations are the Lambda Chi Alpha Educational Foundation and the Lambda Chi Alpha Educational Foundation of Canada, Inc. Both of the Educational Foundations are designed to raise money to provide educational support. The Foundations are separate legal organizations for tax purposes, which allow alumni and corporations to donate money to the Foundations and write it off as a tax deduction. Money donated directly to Lambda Chi Alpha or to a specific chapter typically does not meet the requirements for a tax deduction. The Educational Foundations have their own board of directors, separate from Lambda Chi Alphas Grand High Zeta. These alumni members are elected by the Grand High Zeta to four year terms on the Foundation board of directors. Each of the two Foundations have separate boards.

How does the Foundation raise money?

The Educational Foundation raises money through three methods: annual giving, capital gifts and planned giving. First, Lambda Chi Alpha has an Annual Loyalty Fund which raises money through an annual campaign of letters and solicitations. The Annual Loyalty Fund counts several thousand members as contributors and a list of all annual donors is printed once a year in the Cross and Crescent. Second, Lambda Chi Alpha receives capital gifts from alumni for funding of specific programs. Capital gifts usually are earmarked for a specific purpose, and often these gifts are added to the Foundations endowment. The Foundations endowment is not spent, but the interest generated from investments is used for supporting the programs of Lambda Chi Alpha. The third method of support is through a planned or estate gift, which includes members designating the Foundation as a beneficiary of a will or trust. The Educational Foundation provides recognition for alumni who have provided documentation of their gift through inclusion in The Society of Living Legacies.

What does the Educational Foundation do with its money?

The Foundation gives grants to Lambda Chi Alpha for educational purposes. The Annual Loyalty Fund and interest generated from the Foundations endowment is used to support programs of an educational nature in Lambda Chi Alpha.

Programs usually included in the Foundations educational grants include: Educational programming and speakers at the General Assembly and Leadership Seminar. Educational programming and speakers for the Regional Leadership Conclaves. Lambda Chi Alphas Double Vision Program. Workshops and educational time provided at a chapter visit by an Educational Leadership Consultant or Regional Leadership Director. The Leadership Academy. The High Pi Conference.

The Foundation provides individual assistance to graduate members through a Graduate Fellowship Program. This program provides grants to outstanding members attending graduate school. Applications are available all year and are typically due in early April. To be eligible for a grant, a member must be applying to a graduate program and must have a minimum grade point average of 3.4 (on a 4.0 scale). The High Alpha receives a letter from the Educational Foundation each January, along with a copy of the application, encouraging qualified members to apply. The Educational Foundations offices are included with Lambda Chi Alphas offices in Indianapolis. If a High Alpha or chapter member needs more information on the Foundation, call the Lambda Chi Alpha Headquarters and ask to speak with the Vice President of Advancement.

Lambda Chi Alpha Awards

Each year, the Lambda Chi Alpha recognizes the outstanding achievements of many of the chapters and colonies of Lambda Chi Alpha. Yet, many outstanding chapter programs and individuals go unrecognized because a chapter does not know how to gain the recognition it deserves. Most campuses offer a Presidents Award or Deans Cup for the Outstanding Fraternity on campus, along with numerous other Greek awards. Applying for chapter awards and campus awards is the responsibility of the High Alpha.

Planning to Win Recognition

The High Alpha, early in his term of office, should discuss the Lambda Chi Alpha and campus awards with the High Zeta. The High Zeta might discover it is capable of winning some of the awards offered by the campus or the Lambda Chi Alpha. Next, the High Alpha will want to appoint an awards application chairman to handle the completion of all campus award applications. Compiling and completing the award applications could be a great way for the chapters seniors to have an impact or assist the chapter with one last major project, especially if the seniors were officers for some or all of the time span covered in the awards. The Executive Committee should allocate funds for the award application process to cover the costs of scrapbooks, pictures, designs, etc. Finally, the High Alpha, working with the High Zeta and the awards application chairman, should develop a timeline for completing the awards, allowing adequate time for revisions or last-minute changes. Throughout the late winter and early spring, the High Alpha will receive several sets of applications for Lambda Chi Alpha Awards. These applications are typically due at the end of March. If a chapter is interested in applying for an award and does not have a copy of the application, the High Alpha can call the Lambda Chi Alpha Headquarters and request a copy. All of the Lambda Chi Alphas awards are given at either the General Assembly or the Leadership Seminar, with the exception of Academic Achievement Awards and the North American Food Drive Awards, which are presented at Conclave. Listed on the next few pages is a synopsis of the criteria for all Lambda Chi Alpha Awards, including awards that do not require applications.

Chapter Awards
The Grand High Alpha Award This award is Lambda Chi Alphas highest honor for a chapter. This award does not require an application, as the selections are made based on the visits and recommendations of Lambda Chi Alphas staff. To win the Grand High Alpha Award, a chapter must: Exhibit mastery of the Standards for Chapter Excellence Program. Be rated excellent in overall operations for at least the last three school years. Have shown significant progress in attacking the weaknesses of the chapter. Exhibit outstanding campus and IFC leadership. Produce members of the highest caliber. A chapter that has won the Grand High Alpha Award is not eligible to win the award for another three years. In any given year, the Lambda Chi Alpha awards two to ten Grand High Alpha Awards. The Bruce Hunter McIntosh Standards for Chapter Excellence Award This award is the highest annual award a chapter can receive, and recognizes groups that understand, utilize, and implement all elements of the Standards Program. This award requires an application which demonstrates the chapter is addressing all of the steps involved with the Standards Program (Building Accountability, Keeping in Touch, etc.). A chapter using a goal board will find compiling this application to be relatively straightforward. The chapters High Pi and the campus Greek Adviser must submit letters of verification, attesting to the applications contents. A chapter can win this award every year, and the award is given regardless of overall chapter condition. A chapter needs only to show that it is using the Standards Program to improve the experience of its members. In a typical year, seven to 15 McIntosh Awards are given. Bruce Hunter McIntosh was a DePauw initiate (Xi Zeta) and served as Lambda Chi Alphas first full-time employee and Executive Director. The Phoenix Award The Phoenix Award recognizes a chapter that has made significant improvements in the last three years. There is no application for the award; the selection is made by the staff based on improvements documented through visits by the staff. To be considered, a chapter will have significant recruitment growth, an upswing in member quality, an increase in the quality of programming, and improved public relations. The Phoenix Award is given when a chapter is deemed to be worthy; it is not necessarily given every year. More than one chapter can win the award in any given year.

The Tozier Brown Public Service Programming Award This award recognizes the community service and public relations programming in a chapter. There are three separate Tozier Brown awards categories. They are: Outstanding Public Affairs Program This award recognizes an overall program for depth and variety in community service programming, outstanding communications and programming with various publics, and member involvement. The award requires an application documenting all community service programs and public relations efforts for the year (including pictures, videos, audio tapes, flyers and other media). A first place award is given in this category, along with a second and third place award. On occasion, honorable mention awards are given in this category. Outstanding Public Affairs Publicity This award recognizes the promotion of a single event for a chapter. An application is required for the award, containing any and all media used in promoting the event. A first place award is given in this area. On occasion, a second and third place award is given. Outstanding Public Affairs Project This recognition is for a single service event that was outstanding. The chapter completes an application for this award, detailing all of the planning and implementation steps for the event, the media coverage for the event, and the impact the event had for the charity and on the chapter membership. The High Pi and the Greek Adviser are required to submit letters verifying the contents of the application. Usually, a first place, a second place, and a third place designation is given in this category. A chapter may apply for all three of these awards with one single application. The application will simply need to note which project is being nominated for the Outstanding Public Affairs Project award. Tozier Brown is a former Grand High Alpha and is an initiate of Denver (Alpha-Pi Zeta). The Warren Albert Cole Recruitment Program Award Recruitment programming is a field where improvements are continual and necessary for programming to be successful. This award recognizes an outstanding overall recruitment program, including use of membership criteria, year-round recruitment, outstanding promotional materials, an excellent ratio of men associated to men initiated (ex: 90 percent or better), evaluation of and improvements in recruitment events. The High Pi and the Greek Adviser are required to submit letters verifying the contents of the application. The Lambda Chi Alpha will recognize every chapter that applies and can document meeting the award criteria. Warren Albert Cole was a student at Boston University and was the founder of Lambda Chi Alpha. He also served as the first Grand High Alpha of Lambda Chi Alpha. The Lewis A. Plourd Fraternity Education Award

Fraternity education assists the chapters programming in every other area. This award is for overall excellence in membership education. A chapter must complete an application that addresses big brother training, associate member orientation, depth, variety and quality of educational sessions, ongoing education throughout the school year, using outside resources and speakers, using fraternity education to improve chapter operations and a positive pre-initiation experience. The Lambda Chi Alpha gives awards to all chapters that demonstrate they have met the awards criteria. Lewis Plourd was Grand High Alpha from 1970-1974 and oversaw the transition to associate membership and fraternity education. He was a Butler (Alpha-Alpha) initiate. The Campus Involvement Award There is no application for this award. Selection is based on the ELCs evaluation of the campus involvement standards at the chapter. To be eligible, a chapter will need to have at least 90 percent of the members involved in another campus organization, with many members serving as leaders of major campus organizations. This award is given in three categories: small campuses (5,000 students or less) medium-sized campuses (5,000 to 10,000 students) and large campuses (more than 10,000 students). In a typical year, eight to 15 total awards are given to chapters with outstanding campus involvement. The Recruitment Award Recruitment is the lifeblood of Lambda Chi Alpha, and the Lambda Chi Alpha wants to recognize groups that are doing an outstanding job in the quantitative areas of recruitment: increase in membership size and the percentage of associate members who go on to be initiated. These awards are selected by the Lambda Chi Alpha based on analysis of recruitment statistics. In any given year, 12 to 25 awards are given. The Academic Achievement Award These awards are based on the scholastic records sent to the Lambda Chi Alpha by the host institutions. Chapter recognition is based on the number of fraternities on a campus. With chapters of one to nine fraternities, the chapter must be first among all IFC fraternities to win an Academic Achievement Award. For chapters on a campus with ten to 19 fraternities, a chapter must be first or second among all IFC groups. For chapters with more than 20 fraternities, the chapter must finish first, second or third among IFC groups. All awards are based on the entire calendar year for the chapter (not the academic year), so only annual grades (compared to semester or quarter grades) are used in figuring the awards. These awards are given at the regional Leadership Conclaves, held in the early spring.

The Outstanding Alumni Affairs Programming Award This award requires an application noting the depth and quality of alumni correspondence, the frequency and effectiveness of alumni events, and the number of alumni still actively involved in chapter events. A first, second and third place award are given in this category. The Outstanding Alumni Publications Award The quarterly newsletter to alumni and other special publications help keep an important link to the chapters past. This award requires an application which includes a copy of all publications from the previous year. A first, second and third place award are given each year for this category. The North American Food Drive Award These awards are given to all chapters that verify they participated in the North American Food Drive and met the pre-set goal for their chapter size. The chapter must register for the food drive prior to the event, raise food on the day of the event, and have the charity send a letter verifying the food was donated.

Individual Awards for Undergraduates

The Cyril F. Duke Flad Outstanding Undergraduate Award Each year, Lambda Chi Alpha seeks to single out one member who best represents the potential for leadership development and overall excellence in Lambda Chi Alpha. Each chapter of Lambda Chi Alpha may nominate one member of the chapter, and must complete an application for the nomination, including several letters of recommendation. A special committee reviews all applications and selects one winner, along with several runnersup and honorable mentions. The Lambda Chi Alpha strongly encourages all chapters to nominate a member for this honor, as the nomination itself should be an honor and significant recognition from the chapter. The Leadership Recognition Program Many members in each chapter are actively working to build their leadership skills through Lambda Chi Alpha. The Lambda Chi Alpha has created a new program to reward and recognize leaders, as well as encouraging other members to strive to become leaders. The Leadership Recognition Program has three distinct levels of awards, for which any member could eventually become eligible. To participate in the program, a member must complete and submit an application during the early spring, at approximately the same time as other Lambda Chi Alpha awards are due. All decisions for recognition are made in early April, with notification made shortly thereafter.

Please note that a chapter may have as many members apply for these awards as possible. Regardless of which level of recognition the member is seeking, a current copy of the members transcript must be included. Without a current transcript, the application is not complete and no decision will be reached. The criteria for each level of recognition is outlined below. Distinguished Member Award To be eligible for this level a member must have: A 2.5 grade point average, both cumulatively and for the previous grading period. Hold or have held a High Zeta office for at least one year. Be an active member of another recognized campus organization. Have attended and graduated from a leadership-oriented event such as the General Assembly, Leadership Seminar, Leadership Conclave or a campus leadership workshop. Members who meet these criteria receive recognition in a special ceremony at the Leadership Seminar or General Assembly. They also receive a certificate noting their recognition. Certified Chapter Leader Award To be eligible for this recognition, a member must demonstrate, through the application, that he meets the following criteria: Meets all criteria to be a Distinguished Member. Has a 2.75 grade point average, both cumulatively and for the previous grading period. Has held two High Zeta offices (or their equivalent) . Has served as a Big Brother or as a member of the chapter ritual team. Members who receive this honor receive a plaque during a special ceremony at the General Assembly or Leadership Seminar. Outstanding Student Leader Award This honor is Lambda Chi Alphas second highest honor for an undergraduate member, second only to the Duke Flad Outstanding Undergraduate Award. Up to 25 members may be selected to receive this honor in any given year. To be eligible, a member must: Have all of the qualifications to be a Certified Chapter Leader. Include a written essay on his leadership experiences.

Members selected for this honor receive a plaque and an award named for a deceased member of Lambda Chi Alphas Order of Achievement who had a career that matches the undergraduates career interest ( ex: a political science major might receive the Harry S. Truman Outstanding Student Member Award.).

Individual Awards for Outstanding Alumni

The Order of Merit This award is the highest honor Lambda Chi Alpha can give to an alumni volunteer. Every other year, shortly before the General Assembly, the Grand High Zeta may vote to select up to ten outstanding alumni volunteers to receive this honor. The Grand High Zeta selects the honored members from among the members who have been nominated by applications. Generally, an alumnus must be a volunteer with a chapter for at least ten years before he will be given strong consideration for the award. By tradition, no member of the Grand High Zeta can be selected to receive this award, although men who have received the award have gone on to be elected to the Grand High Zeta. Any chapter can nominate any alumnus, and a chapter may nominate as many alumni as they feel deserve the honor. Members selected to the Order of Merit are honored at a special ceremony at the General Assembly and receive a medal and certificate noting their honor. Members of the Order of Merit also have permanent franchise (a vote) at the General Assembly. The Order of Achievement This award recognizes Lambda Chi Alphas alumni who have excelled in their chosen careers. A member must have risen to the top of his profession and sustained his performance for many years. The Grand High Zeta votes to confer this honor on members, though there is no formal application process. To receive the honor, the alumnus must travel to the General Assembly, Leadership Seminar or other special event to receive his honor and offer some remarks. Each man selected receives a medal and a plaque noting their achievements. A copy of the members plaque also hangs in the Lambda Chi Alphas Headquarters. The Order of Distinguished Service This honor is given to men who have contributed to the Lambda Chi Alpha as a whole. Most previous members of the Grand High Zeta receive this honor after their term has expired. Recipients receive a medal and a certificate thanking them for their contributions to the Lambda Chi Alpha.

Individual Awards for Non-Members

Order of Interfraternity Service Lambda Chi Alpha recognizes that members of other fraternities and sororities have been instrumental in the development of Lambda Chi Alpha. This award seeks to thank some of the interfraternal leaders who have made contributions to Greek life as a whole. The award recipient is selected by the Grand High Zeta. People selected for this honor receive the award at a General Assembly and receive a medal and certificate. Lambda Chi Alpha System Adviser of the Year Award Greek Advisers are critical to the support system a campus offers to Greek life. Lambda Chi Alpha annually selects an outstanding Greek Adviser, from nominations from chapters, to receive this honor. The recipient receives a certificate and offers remarks at a session of the Leadership Seminar or General Assembly. Copies of all Lambda Chi Alpha award applications can be found in the Appendix. Currently, copies of the award applications are sent each year as part of the registration process for the General Assembly or Leadership Seminar.

SECTION FOUR
College/University Administration Relations
College/University Administration Relations Standards Understanding the Chapter/School Relationship Following the Schools Policies The Greek Adviser The Educational Adviser The Interfraternity Council Hosting Chapter Events for the School

College/University Administration Relations Standards

Level of Performance 5 . . . . Excellent 4 . . . . Good 3 . . . . Average 2 . . . . Fair 1 . . . . Poor 0 . . . . Does not exist Total Points Possible: 20 Total Score . . . . . . . . . ____ Level of Performance (LOP) . . . ____ [Total Score divided by Points Possible] LOP
_____ _____ _____ _____ _____ _____ _____

The chapter is operating at a ____% level of performance in this area.

A. B. C. D. E. F. G. Compliance with all college/university policies that govern students and fraternities. Maintenance of a positive relationship with the college/university administrators through frequent communication. Monthly meetings with the college/university adviser to fraternities. Prompt reporting and submission of any reports or fees due to the college/university. One or more active Faculty advisers selected by the chapter. Membership in and active participation on the Interfraternity Council or governing Greek body. Performance of two public relations events per year directed toward the college/university administration and faculty.

Understanding the Chapter/School Relationship

The college, university or institution that houses every chapter and colony of Lambda Chi Alpha has formed a partnership with the Lambda Chi Alpha, a partnership aimed at improving the quality of student life at that school. The Lambda Chi Alpha believes in that partnership and looks for ways to solidify that partnership and improve the on-campus assistance offered to our chapters and members. Both the school and Lambda Chi Alpha agree that the members of Lambda Chi Alpha are students first and members of a Fraternity second. This is true for academics and any situation that involves a violation of school policy. The school will seek to deal with members first as students, then as a member of a student organization. Because every campus is different, the partnership a chapter has with the school is different. The stronger a partnership is, the more a chapter can rely on assistance from the school as well as from the Lambda Chi Alpha. Weaker partnerships breed distrust among both parties involved and there are less services provided to our members. The High Alpha is one of the key players in developing and improving the relationship the chapter has with the administration of the school. The High Alpha should first seek to understand how services are provided to students at his school, and understand how Greek life fits into the services provided. Every schools organizational chart is different and that has an impact on the chapter. At some campuses, the High Alpha will find one single person has control over the chapter on campus: usually a Dean of Students or Greek Adviser. On other campuses, especially where the chapter is using university housing, the chapter might have two or three different people that oversee the group or different elements of the chapters operations. The High Alpha must seek to understand how the schools support system works and who can assist him with the chapters various needs. The High Alpha will need to be honest, open and proactive in dealing with the host institution, as that is the only way to cultivate and improve the partnership with the school. If the schools administration does not feel they can trust the High Alpha, the entire chapter will suffer as the partnership deteriorates. The school has a Greek system because it wants to see that system succeed and wants its students to enjoy their time on campus. Thus, rarely is a university administration out to get the Greeks or shut down the system. While that has happened on many campuses, primarily in the Northeast, those situations occurred after the administration had tried a variety of possible remedies with the Greeks that didnt work. The High Alpha needs to understand that the school wants Greek life to succeed, but it wants to hold Greeks accountable for the high standards they have pledged themselves to. That, coupled with the fact most schools give the Greeks special services and attention they dont offer to other student organizations, is why the administration at a school will occasionally be harsher in dealing with the Greeks.

Most other student organizations never committed themselves to higher standards, but the Greeks did. The High Alpha will learn to impress upon his fellow members that the school will help the chapter implement its lofty ideals in everyday life. At almost every campus where Lambda Chi Alpha has a chapter, the Lambda Chi Alpha is there at the invitation of the school (Canadian schools, which dont recognize Greek organizations, are the only exception). This invitation was made because the Lambda Chi Alpha promised to follow the schools policies. This invitation to exist can change if the chapter demonstrates it does not want to follow the schools expectations for students or Greek life. With the exception of the Canadian chapters, the Lambda Chi Alpha will not allow a chapter to exist on a campus where the administration does not recognize the group or has removed recognition from the chapter. Thus, the High Alpha must be constantly aware that the school has a great deal of control over the existence of the chapter on campus. Without cooperation and open communication with the administration, the chapters long-term existence is jeopardized. Some basic Dos and Donts for a High Alpha in working with the administration of his school include:

Dos
Meet once a month with the Greek Adviser or campus official responsible for Greek life to discuss chapter and campus programming. Be honest in working with the school. Participate in special committees and panels on campus to study ways to improve student life. Attend all meetings and programs the school or IFC plans for Greek leaders. Seek out the advice of other chapter presidents on campus and use them to build consensus for positive changes in the system. Keep all commitments made to the university, oral and written. Keep the Greek Adviser informed, through regular written updates on chapter programming. Help the campus enforce its policies at the chapter level. Look for ways to involve the schools administration in the chapters public relations, fraternity education, scholarship, social and alumni programming. Look for outstanding faculty members that might be interested in serving the chapter as advisers. Fill out all forms and reports requested by the school and turn them in on time. Cooperate fully with the school when they request the chapters help. Plan events that will allow the chapters membership to interact with the faculty and administration. Encourage the chapters leaders to take part in IFC or other Greek umbrella organizations on campus. Understand that Greek life is a complement to the educational experience at a college or university, not a replacement for going to class.

Donts
Ignore the resources available to the chapter on campus. Burn bridges with the school over a policy or incident. Rarely will one situation be worth the chapter damaging its relationship with the school. Allow the High Alpha to be the only chapter member that develops a relationship with the Greek Adviser or other key players on campus. Forget to turn in forms or rosters the school requires. Ignore the rulings and policies of the IFC or other Greek umbrella organizations. Forget that school, not Lambda Chi Alpha, should be every members first priority.

The schools relationship with the chapter is a long-term one. Thus, the schools perspective is similar to the chapters alumni: Often times, whats good for the immediate future is not the best long-term answer. Both the alumni and the school will almost always be searching for the best long-term answer to a problem or situation inside the chapter. A High Alpha who can think past the next month, year, or even this generation of chapter members, will be able to communicate and deal more effectively with the university administration.

Following the Schools Policies

Every host institution has its own set of rules and policies that govern Greek life. Most chapters will find themselves in a situation where they will be following the policies of not only the school, but also an IFC and/or a Greek Council as well. The first thing a High Alpha needs to do is educate himself about the policies of the school. The IFC bylaws and the schools Student Code of Conduct or other such materials should be among the first items a High Alpha should review after taking office. In a High Alphas first meeting with the Greek Adviser, he should discuss the IFCs policies and the schools policies, to make sure he understands all relevant rules that can impact the chapter. After the High Alpha understands the rules, he will need to see that other chapter members understand the rules they live by on campus. A good place to start is with the High Zeta, to make sure each officer in charge of planning events understands how the IFC and campus policies affect his office. Listed below are some sample questions each High Zeta officer should be able to answer about campus rules and policies. This listing is generic and should be added to at the chapter level, so the officers are familiar with the schools policies.

High Gamma
Does the school require a membership roster to be turned in. If so, when is it due? Does the school require a roster of officers. If so, when is it due? What are the costs of IFC dues and when are they to be paid? What is included in the chapters IFC dues? Does the chapter owe additional money to the IFC for each associate member who joins? If so, how much is the cost and when is it due? Does the school or IFC require paperwork/approval of social events with alcohol or large events? If so, where is the paperwork available, and how soon before an event is it needed? Does the school or IFC require any risk management education? If so, what is required, and how does the chapter document it has complied? What is the IFC/school alcohol policy? How is the IFC /school alcohol policy enforced, and how are violations reported? Does the school offer any risk management training for chapter officers?

High Tau

High Iota

High Kappa
Does the campus or IFC require any educational sessions be attended by the whole chapter or the associate members? Does the school have any sort of leadership training program open to Greeks? Does the school or IFC offer any sort of training for new officers of a chapter? What paperwork and fees are required for all of the men who join the chapter? What rules surround visiting prospective members in on-campus residence halls? What rules are there regarding advertising, flyers, and other promotional materials for recruitment? What rules are there about having contact and conversation with prospective members? Do these rules change depending on when and where the conversation takes place? What are the rules governing offering bids for membership to a prospective member? What are the penalties for violating an IFC or campus recruitment policy? Is the minimum G.P.A. for recruitment higher than Lambda Chi Alphas? If so, what is it? Does the school or IFC require notification of when the chapter will hold initiation? Does the school have a set limit on the length of association before a man must be initiated? Does the school have academic requirements a man must meet before he can be initiated? Does the school require a copy of the events taking place in the pre-initiation week? What are the campus and IFC rules regarding academic performance for Greeks? Does the chapter have to achieve a minimum grade point average to retain full privileges on campus? If yes, what is the G.P.A. the chapter must achieve, and what benefits can be lost if the chapter does not meet this goal? When does the chapter need to update its academic roster, so the university can determine the member and chapter grades? How does the chapter remove a name from the academic roster after a member has left school or has left Lambda Chi Alpha? What awards and incentives does the IFC offer for academic achievements by the chapter or individual members?

High Delta

High Phi

High Sigma

High Epsilon
Does the school or IFC require paperwork/approval of social events with alcohol or large events? If so, where is the paperwork available, and how soon before an event is it needed? Does the school or IFC require any risk management education? If so, what is required, and how does the chapter document it has complied? What is the IFC/school alcohol policy? How is the IFC /school alcohol policy enforced, and how are violations reported? Does the school offer any risk management training for chapter officers?

High Rho
Does the school or IFC have any rules regarding alumni events, other than the rules that already govern the chapter? Can the school help the chapter locate alumni who are no longer on the chapters mailing list? Are there meetings the chapter adviser is required to attend? If so, when and where are they? What education does the campus or IFC offer to alumni volunteers?

High Pi

The chapters High Alpha, High Beta and IFC representative should be able to answer all of the questions regarding campus and IFC policies. Once the chapters officers are educated, they can share this education with the entire chapter. At the first meeting of the year, the High Zeta officers might remind chapter members about the relevant campus/IFC policies and inform them of any changes in campus policy. The High Alpha should work with the High Kappa to see that the Big Brother Resource Kit includes a summary of all relevant IFC or campus policies. This way members will always have a resource with the answers nearby when a campus policy question arises. Campus and IFC policies should be posted on a chapter bulletin board, if a chapter has a house. The more the High Alpha can see that members are becoming aware of the campus policies, the more confident he will be that these policies will be complied with.

The Greek Adviser

It is important that the High Alpha develop a close working relationship with the school official that oversees Greek life. While this person typically has a variety of titles on a campus, the term Greek Adviser shall be used here. The Greek Adviser has been trained to work closely with Greeks, and is an advocate for Greek life, not an opponent of it. This official will want to work closely with the chapters on campus to see that they are upholding their own lofty ideals and are meeting the schools requirements. On a typical campus, a Greek Adviser could have a myriad of other duties to execute, including working with housing, student activities, student orientation, or academic advising. Many campuses with larger Greek systems have a Greek Adviser who works on just the Greek system, but has up to 50 chapters on a campus to work with. The High Alpha needs to understand what responsibilities the Greek Adviser has and how much time that allows that official to focus on Greek life and the chapter. By understanding the Greek Advisers responsibilities, time demands and areas of expertise, the High Alpha will have a better understanding of how the chapter can utilize the Greek Adviser to improve. Immediately after his election, a new High Alpha should meet with the Greek Adviser to introduce himself and to set a regular meeting time. Hopefully, this post-election meeting is not the first contact the High Alpha has ever had with a Greek Adviser. At the High Alphas first meting with the Greek Adviser, lines of communication should be opened and expectations outlined. The High Alpha should leave the meeting aware of the following items: How to contact the Greek Adviser/campus security in a chapter emergency? What forms are due to the school and when? What money is due to the school/IFC and when? An understanding of the alcohol policy and how the school enforces it on campus? What steps does the chapter have to take to have a social event approved? Are there any standards and expectations the school has of the chapter? When can the chapter apply for campus awards? What workshops/resources does the Greek Adviser and his/her office have available for the chapter? Are there regular meetings of all Greek Presidents on campus? Is the Greek Adviser interested and available to join the chapter for a meal sometime in the near future? Can other officers come and discuss programming with the Greek Adviser? Is the Greek Adviser aware of the chapters goals for the coming year?

The High Alpha should also use that meeting with the Greek Adviser to establish a schedule of regular meeting times. It is recommended that the High Alpha meet with the Greek Adviser at least once a month to discuss chapter goal setting, problems and programming. This meeting should last one hour. The High Alpha will want to bring other officers to his regular meeting with the Greek Adviser. He might select one to three officers a month to take with him. This allows the Greek Adviser to develop a relationship with other members of the chapter and also allows the Greek Adviser to offer direct programming advice to those officers. For example, the High Alpha might take the High Delta, High Kappa and High Sigma along to the first meeting of the school year, so the chapters officers can discuss recruitment, membership education and scholarship development with the Greek Adviser before the school year starts. The High Alpha should see that the Greek Adviser has a written copy of the chapters goals and that regular updates are given to the Greek Adviser. These updates serve to remind the Greek Adviser of the work the chapter is attempting and completing. While the High Alpha wants other officers to work with the Greek Adviser, it is the High Alpha/Greek Adviser relationship which will likely define the chapter to the schools administration. Listed below are some Dos and Donts in trying to build a solid relationship with the Greek Adviser

Dos
1.

Be honest.
Nothing will poison the relationship quicker than lying or attempting to keep the truth from the Greek Adviser. The Greek Adviser can be an advocate for the chapter only if the chapter has painted an honest picture of its operations.

2.

Ask for help.

The Greek Adviser is there to serve the chapter. If no assistance is sought by the chapter, most Greek Advisers will shift their attention to groups that want and need the help.

3.

Be appreciative of assistance.
Just as the chapter recognizes members and alumni who work in the chapters behalf, so too must the chapter recognize a Greek Adviser who works to improve the chapter. A thank you note, a gift certificate for dinner, flowers, or a thank-you advertisement in the school newspaper can serve to let the Greek Adviser know the chapter appreciates the assistance and support.

4.

Provide information early and often.

The Greek Adviser should receive copies of the chapters goals, roster, phone list, master calendar, monthly financial reports, chapter and executive committee meeting minutes, and any other information that will allow better advice to be given. High Zeta officers with a great deal of planned programming (Beta, Delta, Kappa, Phi, Epsilon, Rho) should be giving the Greek Adviser a written description of the chapters planned programming, seeking suggestions for improvements. The more information the Greek Adviser has, the better advice the chapter is likely to receive, because that advice will be tailor-made for the chapters situation.

5.

Seek to understand what the Greek Adviser expects from the chapter.
The Greek Adviser typically has a long-term perspective on the chapter, and has seen its ups and downs. The Greek Adviser also has an opinion about what the chapter can realistically expect to accomplish, and can thus help the chapter refine its goal setting for a term or year. The High Alpha must also make sure he has learned everything the chapter must do for the school and/or the IFC to maintain its partnership with the school.

6.

Seek to learn what the Greek Adviser expects from the Greek system.
The school generally has some expectations for the entire Greek system. Often times these expectations are carefully explained and enforced through the Greek Advisers office. The High Alpha must understand these expectations and must educate the chapter on them as well. By understanding these system-wide obligations, the High Alpha will have an understanding of how each chapter and member fits into the larger picture of the Greek system.

7.

Use the Greek Adviser to help educate the chapter.

The Greek Adviser has a vast knowledge of fraternity operations and is generally available to share that information with the chapter. The chapters High Kappa might want the High Alpha to arrange a fraternity education session with the Greek Adviser every term, switching subjects each term, so the Greek Adviser can share as many different areas of expertise as possible with the chapter. This exposure to the chapters general membership will help the Greek Adviser get a better understanding of how the chapter works and what motivates it to succeed.

8.

Use the Greek Adviser to recruit potential Faculty Advisers.

The Greek Adviser will be aware of much of the campus faculty, and will know how the chapter can solicit prospective Faculty Advisers. The High Alpha should specifically ask the Greek Adviser for assistance in this area, and then the High Alpha should supervise the High Beta or High Sigma in seeing that this recruitment takes place.

9.

Ask the Greek Adviser to evaluate the performance of the chapter.

The Greek Adviser has the ability to objectively view the chapter compared to other groups on campus, pointing out the strengths and weaknesses of the chapter. The High Alpha should ask the Greek Adviser to provide the feedback on a quarterly basis, as it will help the chapter with goal setting and in providing an honest appraisal of how they compare to the campus competition. The High Alpha might also wish to give the Greek Adviser a copy of the Standards for Chapter Excellence Program, so the Greek Adviser could offer an assessment of how the chapter fares in relation to those standards. Such an assessment would be invaluable to the chapter, as it shows what the chapter is projecting to the outside world.

10.

Ask the Greek Adviser to participate in some chapter events.

While the chapter should be using the Greek Adviser in Lambda Chi Alpha education program, other events could include the Greek Adviser. The High Alpha should invite the Greek Adviser to several events each term, recognizing that the Greek Advisers schedule will prevent an appearance at most chapter functions. Still, if the Greek Adviser does attend an event, it allows the chapter a great opportunity to display its work in a particular programming area. It is appropriate to invite the Greek Adviser to recruitment events, fraternity education, pre-initiation events (such events should not foreshadow the Ritual, thus an outsider like the Greek Adviser would not be able to infer anything about the chapters ceremony from attending), community service, faculty receptions, alumni events and social events.

Donts
1.

Dont hide the truth or lie.

This only prevents the Greek Adviser from working with the chapter to solve problems. Even though a problem might force the Greek Adviser to penalize the chapter, lying will never help the chapter. The chapter will nearly always receive a lesser penalty for being honest and sincere, than if they hid the problem and denied it to the end.

2.

Dont avoid meeting with the Greek Adviser.

Nothing tells the Greek Adviser the chapter isnt interested in a partnership like simply ignoring the Greek Advisers existence. Because of the Greek Advisers other duties and the other people seeking help, if the chapter does not initiate contact with the Greek Adviser, their only contact could come when the chapter has a problem.

3.

Dont let issues linger.

Once the chapter and the Greek Adviser have discussed an issue, the High Alpha needs to see it addressed in the chapter immediately. Letting issues between the chapter and the school grow will only breed resentment and distrust on both sides.

4.

Dont forget to meet the schools schedule.

Each school has its own deadlines and requirements for paperwork, award applications, and other items the chapter needs to complete. The High Alpha needs to see that these items are done on time, and correctly, to avoid having the Greek Adviser or his/her staff waste time hunting this information down.

5.

Dont forget the Greek Adviser has other people who need assistance.
The chapter needs to be aware there are other Greeks that need the time and attention of the Greek Adviser. Often times a crisis situation with another chapter could prevent the Greek Adviser from delivering promised support to the Lambda Chi Alpha chapter. The High Alpha must be sensitive to the needs of his fellow Greeks, and thus should seek to maximize any time he has in working with the Greek Adviser.

6.

Dont stop the flow of information.

If the Greek Adviser has out of date information or incomplete information, then the advice offered by the Greek Adviser will not be helpful. Providing complete and timely information to the Greek Adviser serves as a regular reminder of the open and honest relationship you have. Cutting that information off could call into question the chapters relationship with the Greek Adviser.

7.

Dont be the only member who knows the Greek Adviser.

The High Alpha must be helping other chapter members meet and develop a relationship with the Greek Adviser. It is especially important that members who are interested in running for High Alpha, whether or not they have the support of the current High Alpha, meet the Greek Adviser.

The Greek Adviser receives a copy of the Educational Leadership Consultants report after each visit, including the recommendations for improving operations at the chapter. It is appropriate for the High Alpha to meet with the Greek Adviser to discuss these recommendations and how the chapter can implement them. The High Alpha will learn that the Greek Adviser can be a trusted advocate for the chapter and someone for him to turn to personally as his term wears on, if the High Alpha is willing and able to be honest and proactive in making the Greek Adviser a part of the chapters planning and operations. Rarely does a chapter or a High Alpha get into trouble because the Greek Adviser has too much information about the chapter, or is too close to the members.

The Educational Adviser

Recruiting, training and using an Educational Adviser is generally the responsibility of the High Sigma and the High Beta. Yet, just as the High Alpha is expected to assist in the recruitment of alumni volunteers, so too will he be expected to assist in the recruitment of faculty. The Constitution and Statutory Code discusses the need for each chapter to have an appointed and functioning Educational Adviser (Code IV-15). The functions of the Educational Adviser are to: 1. Supervise the cultural, intellectual and educational programming of the chapter. 2. Assist the High Sigma and his committee in the execution of their duties. The Educational Adviser does not need to be a member of Lambda Chi Alpha and does not even need to be Greek. An Educational Adviser can be a man or a woman, but must be a full-time employee of the host institution where the chapter is located. The Educational Adviser must be a teacher of some sort or be directly involved in student services (residence life, student affairs, orientation, admissions, etc.).

Recruiting an Educational Adviser

A chapter without an Educational Adviser should make it a priority to recruit at least one Educational Adviser during the High Alphas term in office. The process starts by having the High Sigmas committee or the Executive Committee brainstorm a list of criteria they think would make a successful Educational Adviser. Next, the High Alpha and the High Sigma (or the High Beta) should meet with the Greek Adviser to share their list of criteria and seek input on faculty who might meet those criteria. Often times, the Greek Adviser can assist the chapter in setting up meetings with department chairmen or deans to share the chapters Educational Adviser criteria list and to solicit feedback and suggestions from those faculty members. The High Alpha should then see that the chapter sends members to meet with prospective Educational Advisers. The members meeting with these prospective advisers should have a clear sense of what they are asking the faculty member for and why he or she has been asked to give assistance to the chapter. The chapter members should be inviting the faculty members to a chapter meeting or event to allow the faculty member to get to know the chapter before the chapter makes a commitment (and before the faculty member makes a commitment). Inviting the faculty member to an event will lower the pressure the faculty member will feel from the chapter in accepting or rejecting the offer to be an Educational Adviser.

Training Educational Advisers

If a faculty member is interested in the position, the chapter must outline the responsibilities and expectations of the office. The Lambda Chi Alpha has a resource available to chapters to do just that. The Educational Advisers Guidelines are available to be ordered directly from the Lambda Chi Alpha. This material will give the prospective Educational Adviser some idea of what role he or she might play in the chapter, but the High Alpha needs to make sure clearly defined expectations are outlined to the Educational Adviser. Every Educational Adviser will have different skills and abilities to offer the chapter, and the chapter will need to understand these skills before deciding how to best utilize their Educational Advisers. Some basic skills the chapter will want to utilize in an Educational Adviser include: Advising chapter members on class loads and staying on track to graduate. Time management and study skills development. Offering advice on how to make the chapters environment more conducive to academic success. Ideas on how the chapter can successfully interact with faculty members. Developing academic assistance plans for members on academic probation or suspension.

The Educational Adviser will also serve as a conduit for the chapter, capable of leading the High Sigma and other members to resources available on campus and in the community. These resources might include materials on career development, graduate school testing, or improvement of basic skills necessary for success in higher education. The key will be for the chapter to urge the Educational Adviser to regularly provide ideas on how the membership can improve in the classroom and the real world. An Educational Adviser should meet regularly with the High Sigma and his committee. Some may choose to meet regularly with members who are on academic probation or suspension, serving as an extra academic counselor. When possible, the Educational Adviser should attend chapter meetings or events. The High Alpha should see that the High Sigma and High Beta have invited the Educational Adviser to any appropriate events. If an Educational Adviser has offered a great deal of assistance to the chapter and appears to be interested in Lambda Chi Alphas ideals and operations, it is possible to initiate him. A male Educational Adviser can be initiated provided he has never been initiated into another local fraternity on that campus or any other national Lambda Chi Alpha. The chapter must vote on a faculty initiate just as they might vote on any other candidate. Faculty initiates require Lambda Chi Alpha approval, and the chapter must complete a request for an honorary initiation. Usually, the chapter pays the cost for the faculty member to be initiated.

A Faculty Advisory Board

Every chapters long-term goal should be to start and operate a Faculty Advisory Board (FAB). This FAB will consist of several Faculty Advisers who have all chosen to narrow their field of work with the chapter. For instance, one of the FAB members may work in academic counseling and may want to only serve the chapter in that capacity. Another faculty member might work in the career center and might choose to assist the chapter only in that area. Finally, the FAB might have a department chairman who is interested in developing a faculty lecture series for the chapters fraternity education program. By using a Faculty Advisory Board, the chapter is actually requiring less time from each of the members and allows the members to narrow their focus down to subjects that interest them more. If a FAB exists, it should meet twice a term to discuss the chapters academic environment, program and relationship with the host institution. The High Alpha should attend all meetings of the Faculty Advisory Board.

Recognizing Outstanding Faculty Members

It is appropriate for the chapter to recognize outstanding teachers on campus. Either the High Beta or the High Sigma should be starting an Outstanding Faculty Member Award which recognizes those teachers who excel in their field. Few fraternities offer recognition to the faculty, so the chapter can get a great deal of positive public relations out of being one of the few to recognize the facultys efforts. The High Alpha should also see that any faculty member working with the chapter regularly receives recognition from the chapter for his/her efforts with the academic growth of the chapter. Such appreciation will keep the faculty member interested in maintaining a relationship with the chapter.

The Interfraternity Council

The High Alpha will find that there are many campus organizations that directly impact the operations of the chapter. These organization are often umbrella organizations, designed to create common rules and expectations for all fraternities or all Greek letter organizations. In addition to these groups, many High Alphas will find that they also have some responsibility to the student government, as the chapter is an officially registered student organization. Almost every campus has an Interfraternity Council (IFC), whose objective is to build a healthy Greek system with a variety of options for men interested in joining that system. Most campuses also have a Panhellenic Council, which serves as an umbrella group for all of the womens fraternities. Many campuses which have historically African-American fraternities and sororities will have a separate council for those groups, called the National Pan-Hellenic Council (NPHC). Some campuses will have a fourth organization which oversees all Greek letter organizations on campus. This group is usually called a Greek Council. The IFC will vary from campus to campus, with rules and requirements being adapted to the campus environment. Most IFCs will meet weekly to discuss business and common problems. All IFCs will have an executive board of five to twelve officers who oversee the groups operations. The High Alphas role in the IFC will vary, given the campus rules. Some IFCs will require the chapter presidents to attend all meetings and give them the power to vote on all issues. Other IFCs will have delegates from each chapter, and few chapter presidents will participate. Whatever form of representation the chapter has, it is important for the High Alpha to be knowledgeable of the IFCs policies and its problems.

Dues and Fees

The High Alpha will want to first concern himself with the cost of being a member of the IFC. The IFC costs should be built into the chapters budget every term. Some IFCs charge a per member fee, so that larger chapters pay more to IFC than smaller chapters. Other campuses have a flat chapter fee, so that all chapters pay the same amount, regardless of chapter size. Most IFCs have fees for members joining a Fraternity. These fees will need to be budgeted in the chapters budget, and should be incorporated in the fees an associate member pays to the chapter. It is not uncommon for the IFC to charge special fees for Homecoming, Greek Week or other major IFC sponsored events. Again, these fees should be anticipated and incorporated into the budget.

It is important that the High Alpha and High Tau see that the IFC dues are paid in a timely manner to avoid fines or the loss of voting rights at IFC meetings. Many IFCs will prohibit the chapter from holding any events or participating in intramurals unless all fees are paid in full.

Recruitment Rules
Every IFC will have slightly different recruitment rules. It is critical that the High Alpha know these rules and that the members of the chapter are aware of the rules as well. Each year, the High Alpha and High Delta should review the rules for recruitment prior to planning a major recruitment period. Some issues that will vary from IFC to IFC will include: When is recruitment held? How soon can the chapter offer a prospective member a bid? How many chapters must a prospective visit before he can be offered a bid? When and how can a prospective member accept a bid? How often can the chapter host recruitment events? Are freshmen treated differently in the recruitment process? What events can freshmen attend as prospective members? What academic requirements are there for prospective members? Can the chapter visit prospective members in residence halls? What rules are there on advertisements and flyers? What fees are there for prospective members interested in participating in formal recruitment on campus? What fees are there for men who join a Fraternity? Does the IFC know if prospective members are legacies? What rules apply to chapter social events held during formal recruitment periods? After formal recruitment is over, can the chapter offer membership to more men? Does the IFC allow year-round recruitment, with men being offered membership at any time after formal recruitment is over? What penalties exist for the chapter if any recruitment rules are violated?

Knowing the answers to these issues will assist the chapter in planning recruitment programming that stays within the rules. The IFC rules tend to change annually, and too often a chapter assumes they know how the rules work and end up paying for that false assumption. The Lambda Chi Alpha strongly opposes any rush or recruitment fees for prospective members to go through the recruitment process, as such fees keep Maybe Joiners from seeking out the Greek experience. Wherever possible, the chapter should oppose the implementation of such fees in favor of charging men who join a chapter.

Judicial Proceedings
Each IFC has its own process for settling disputes between groups and policy violations. Some IFCs have full autonomy from the schools judicial system, meaning a chapter or individual that faces IFC sanctions does not face penalties from the school Other IFCs will have concurrent forms of justice, meaning the school and the IFC could punish a group or individual through separate processes (this also means the school could hold the group or individual responsible for a violation, but the IFC chooses not to prosecute the violation). The High Alpha must have a clear understanding of the judicial process for the school and the IFC as he is the person most likely to represent the chapter if a problem arises. The chapter should always cooperate fully with any IFC investigation of a policy violation. While the IFC rules are to be followed by all groups, the chapter should utilize its right to appeal any sanctions it feels do not reflect the severity of a violation they have committed. Obviously, the High Alphas main responsibility is to insure the members are aware of the policies and avoid ever having to appear before the IFC to debate a policy infraction. The High Alpha should consult with the Lambda Chi Alpha and a legal counsel before meeting with the IFC to discuss any policy violation which could result in more than probation for the chapter (i.e., suspension or expulsion from the IFC or campus).

Representation/Voting
If the High Alpha is not the official voting delegate for the IFC, the chapters bylaws will clearly state if the IFC delegate is elected or appointed. Either way, the High Alpha should instruct the IFC delegate to provide a written and oral report at all chapter meetings of what is occurring at the IFC level. The minutes from the IFC meetings should be included in the High Alphas notebook. Any votes in the IFC should be discussed at the High Zeta meeting before those votes are scheduled to be taken, and the IFC delegate should be dispatched to the meeting with a firm idea of what the chapter wants him to accomplish in voting or debating policies. It is not necessary for the High Alpha to attend IFC meetings (unless he is a voting delegate). On most campuses, the responsibilities of the voting delegate will be better handled by a member who is not a High Zeta officer, as he will have the time to run for an IFC office and serve on committees. The High Alpha must make sure that all IFC meetings are attended by some chapter representative, as most IFCs have stiff penalties for missing meetings. On occasion, the High Alpha will want to attend an IFC meeting. He will need to avoid stepping on the IFC delegates toes, as the delegate has been elected to convey the chapters opinion on policies to the IFC.

Elections
Most IFCs have elections once a year for their executive boards. The High Alpha should encourage a chapter member to run for each of the vacancies on the IFC. The chapter should always seek to have a member on the IFC executive board as this promotes cooperation with other fraternities and also allows the chapter to have a better understanding of IFC decisions. A member on the IFC executive board will also help the chapters campus leadership, by providing yet another member who is learning leadership skills that can be applied inside the chapter.

Interfraternal Spirit
The High Alpha must encourage the chapter to work closely with other Greeks, for the chapters fortunes are tied to the success or failure of the system as a whole. The High Alpha should encourage all members to interact with other Greeks, especially other fraternities. This interaction will help to break down the stereotypes and labels other Greeks attach to each other. Many chapters will cosponsor community service events, social events (All social events cosponsored with another mens fraternity requires the use of an External Event Planning Form and approval of the Lambda Chi Alpha), meal exchanges, retreats, and special events (teammates for Homecoming, Greek Week, etc.) Such interaction can only raise the visibility of the chapter and help it further promote its ideals on campus. The High Alpha should work with his fellow chapter presidents to address common problems. Many campuses will have a Presidents Round Table or Presidents Council that meets once a month to discuss common campus problems. It is vital that the High Alpha participate in such events, as they help define the chapter and Lambda Chi Alphas ideals to other Greeks. If the campus does not already have such an organization, a High Alpha might work with a few other chapter presidents to start such a group. The only type of interfraternalism that must be avoided is collusion, where chapters or members of several groups work together to defy the rules of the IFC, campus or their national/international organization. A High Alpha can never support these efforts, as it places him in a position of violating the rules he has pledged to enforce. The practice of ignoring one chapters policy violations in hopes they will subsequently ignore ours is likely to end in trouble for both groups.

Expansion
Each chapter on campus represents a niche that some students will find appealing. The more chapters available, the more likely a student is going to find a chapter that fits their needs. Thus, expansion of the IFC is an issue Lambda Chi Alpha strongly encourages its chapters to always support. Chapters that vote against expansion fear the loss of a few men to a new group, never realizing how positive it can be for the whole system when dozens of new men join a new chapter.

Hosting Chapter Events for the School

The chapter should always have some events on its calendar that are focused on the faculty and staff of the school, as well as the other Greeks. Such events are critical for defining the chapter to its various publics, and if successful, can assist the chapter in a variety of ways. Generally such events are planned and executed by the High Beta, but again the High Alpha will play a role in assisting with these events. Any events that are intended to involve faculty and staff should focus on interacting with those groups. This interaction is the only way to break down many of the stereotypes that exist about Greek Life. Some popular events involving faculty and staff are listed below.

Faculty Mixer
All chapter members deliver invitations to their professors, inviting them to the event. This event is best held in late afternoon, after classes are out, and before the faculty leave campus. The event includes snacks for the guests and perhaps brief remarks from the High Alpha about why the chapter is seeking to work more closely with the faculty. If the chapter has an Educational Adviser, it is appropriate for him or her to offer a few words. Most of the event consists of faculty meeting students and touring the house (if not at a chapter house, this event should be held at the student center or other convenient location for faculty). The event should last a few hours, so faculty can come and go as needed. The chapter may choose to hold this event with a sorority. The chapter should have awards and scrapbooks available for the faculty to see to better understand the Lambda Chi Alpha experience.

Faculty Awards
The chapter could choose to recognize outstanding faculty members with awards that they offer each month. At a small campus, the award could go to any teacher each month. On a larger campus, the chapter might give several awards, by college or department. The conferring of these awards should be done at an appropriate chapter event, or at the professors office. A press release should be sent to campus and local newspapers, with pictures if possible. The professor should be told which student nominated him and what was said about his outstanding work. It is appropriate for the High Alpha to invite the faculty member to a dinner with the chapter at some later date.

Faculty Car Wash

The chapter holds a car wash for faculty for free, or for a nominal cost with all proceeds going to a campus scholarship fund. This will allow the faculty to see that the chapter engages in community service and will spark their interest in the chapters activities.

Lecture Series
The chapter can sponsor a lecture series as part of its fraternity education program. The series could be held on campus, in auditoriums or classrooms, so that interested parties could attend. The chapter would advertise the series and make it available for all students to attend. The chapter would seek out professors who have written books or have unique expertise or experiences to share, and will solicit them to participate in the series. Each month, one professor would be the speaker, with the chapter heavily promoting the topic and professor on campus. This would help faculty members reach students outside their discipline, allowing students to learn outside the normal confines of their own classes, and would promote Lambda Chi Alpha as a complement to the educational experience of its members. The lecture would serve as the chapters fraternity education for the week, with all members in attendance. It is appropriate for the chapter to send a thank-you gift to faculty members who participate in the series. Any event involving faculty and staff of the school must be alcohol free. To include alcohol at such an event will only serve to reinforce the negative stereotypes the faculty (which could be the Greek systems primary critics on campus) have of Greeks in general and the chapter specifically. The High Alpha cannot allow the chapter to program its calendar without taking into account working with the faculty. To do so would hurt the chapter, as they are doing nothing to create an impression with a public that will be on campus longer than individual members of Lambda Chi Alpha will be. The facultys impression of Lambda Chi Alpha is critical to the long-term success of many chapters.

Representing the Chapter at School Events

The High Alpha will represent the chapter at many events, be they Greek or non-Greek sponsored events. He will be the most recognizable face in the chapter to the outside world, and it is important that the High Alpha understand his actions will be viewed as a reflection of the chapters attitudes and ideals. When representing the chapter at other events, the High Alpha must make sure he is dressed appropriately for the event. It is not acceptable for the High Alpha to stick out at such an event because he was unaware that coat and tie was the expected attire. By dressing properly, the High Alpha sends a message to the hosts, conveying the chapters respect for the organization or individuals involved in the event.

The High Alpha must display his best behavior and social graces when representing the chapter at an event. Poor manners and other bad social skills will damage relationships that could be important to the chapters future. It is critical that the High Alpha refrain from offering gossip or negative comments on another leader, faculty member, student or organization. Such displays will only encourage others to offer comments about the High Alpha and the chapter when he is not present to defend himself. Some comments offered at such an event are often taken out of context, and by the time they reach the person that was being discussed a negative response is guaranteed. The High Alpha will always be better off by not actively participating in such discussions at a campus event.

SECTION FIVE
Executive Leadership
Executive Leadership Standards Overview of the Executive Committees Duties The Executive Committee Meeting Dos and Donts of Successful Executive Committees Due Process and Member Discipline Offenses and Penalties Informal Disciplinary Hearings Formal Disciplinary Hearings Evaluating Officer and Member Performance Fiscal Oversight

Executive Leadership Standards

Level of Performance 5 . . . . Excellent 4 . . . . Good 3 . . . . Average 2 . . . . Fair 1 . . . . Poor 0 . . . . Does not exist Total Points Possible: 60 Total Score . . . . . . . . . _____ Level of Performance . . . . _____ [Total Score divided by Points Possible]

The chapter is operating at a _____% level of performance in this area. LOP A. B. Executive Committee selection performed in accordance with Code IV-28 of the Statutory Code. Chapter and Executive Committee operating in compliance with Lambda Chi Alpha, House Corporation, federal, state, provincial, local and college/university laws, policies and regulations. Executive Committee meeting on a weekly basis and following a regular agenda to include review of officer budgets, accounts receivable collection, High Zeta officer performance, enforcement of scholastic discipline including the review of probationary members and other situations as deemed necessary. Executive Committee meeting minutes neatly typed and filed in the chapter permanent files. Executive Committee Handbook utilized by each Executive Committee member. Enforcement of established policy for full chapter meeting attendance with disciplinary action against those members with chronic absenteeism. Full participation by the chapter High Pi in all Executive Committee proceedings. _____

_____

C.

_____ _____ _____

D. E. F.

_____ _____

G.

H. I.

Member review conducted if necessary for members not fulfilling their minimum obligations to Lambda Chi Alpha and the chapter. Formal discipline enforced in the following areas: financial delinquency, scholastic deficiency, house residency and meal requirements, general conduct and violations of Fraternity policy. Enforcement of Article VI, Section 7 of the Constitution regarding financial hardship and inactive status. Procedures for reinstatement of disciplined member performed in accordance with Code X-4 of the Statutory Code. Discipline for social misconduct, alcohol or drug abuse, general misconduct and hazing.

_____

_____ _____ _____ _____

J. K. L.

Overview of the Executive Committees Duties

The Executive Committee of the chapter is intended to be the backbone of all chapter discipline, accountability and standards. With a strong Executive Committee committed to enforcing the policies and expectations of membership, the chapter will thrive. With a weak or ineffective Executive Committee, the chapter will have no compass for basing its actions, and will often find itself in trouble over actions that could have been foreseen and avoided. The High Alpha is the chairman of the Executive Committee, and many members will choose to base their impressions of the committee by the job performance of the High Alpha. Thus, like many other things, the High Alpha will discover his job performance as an individual will often be characterized as the performance of a group. This makes it all the more important that the High Alpha be aware of the Executive Committees policies and procedures. First, every High Alpha should read The Executive Committee Manual and be familiar with its contents. Much of what is contained in this section is taken directly from that manual so that a High Alpha has a single source for his materials, but it will still be useful to read The Executive Committee Manual and bring it to all meetings of the committee. Code IV-29 of the Constitution and Statutory Code contains a description of the powers and duties of the Executive Committee. The Executive Committee has six major responsibilities: 1. Act on behalf of the chapter in all matters not requiring the vote of the entire membership and not otherwise provided for in the laws of Lambda Chi Alpha. 2. Prepare the annual budget for approval by the chapter and House Corporation. 3. Hire, fire, and determine salaries for all employees of the chapter. 4. Remove officers who fail to meet the requirements of their office, and fill the vacancy by appointment or special election. 5. Impose a penalty in a private, informal disciplinary hearing. 6. Represent the chapter in all transactions with the House Corporation. Many of these decisions (numbers two, three and four above) can be automatically appealed to the chapter, by any member, for a full vote of the membership. The imposition of a penalty against an individual member can only be appealed directly by the member himself, which would result in a formal disciplinary hearing before the entire chapter. The Executive Committee is not the ultimate authority in any chapter; the chapter itself is. Rather, the Executive Committee has powers delegated to it by the chapter. Those actions then may be appealed to the chapter as a whole. The only time these rulings cannot be appealed are when a reversal would result in a violation of fraternity policy or state/province law (ex: A member with past due bills is suspended by the Executive Committee through Code X-15. The chapter cannot overturn this decision as it would violate the Constitution and Statutory Code). Think of the Executive Committee as if it were all three branches of the United States

government, for it incorporates some aspects of each branch into its operations.

Legislative Branch
The Executive Committee is similar to the legislative branch of the government in that the budgeting process takes place in this arena. While officers of the chapter may submit budgets and the chapter may tinker in the margins of the budget, the real work will be done by the Executive Committee. The Executive Committee also passes policies it believes will be in the chapters best interests. Usually these policies spell out the sanctions for violations of the membership expectations, but they can take any form.

Executive Branch
The Executive Committee is like the executive branch of the U.S. Government in that it has the ability to remove and appoint or elect the officers of the chapter. Note that this power rests with the entire Executive Committee, not the High Alpha. By having a group responsible for evaluating the performance of all officers, the standards and expectations are raised, for an officer must work to satisfy everyones expectations. Also, the Executive Committee has the ability to hire and fire employees (cooks, house moms, etc.). Finally, the Executive Committee serves as the chapters representative to the House Corporation.

Judicial Branch
The Executive Committee, through its power to hold informal hearings and issue sanctions against a member or members, is executing judicial authority. In all three cases, the Executive Committee is the starting line for decisions, not the final word. For judicial affairs, the Executive Committee is the first hearing, the chapter is the second, and in extreme cases, a case may be appealed all the way to the Grand High Zeta, which will have the final say in a matter. The same process is mirrored for legislative and executive decisions. Thus, the Executive Committee must always make decisions it can rationally defend to the chapter, for the chapter has, in most cases, the ability to overturn a decision.

The Executive Committee Meeting

Executive Committee meetings, like all other meetings in the chapter, should be efficient and orderly. They should also be held regularly, as this helps participants make consistent decisions and helps build respect and communication with the general membership of the chapter. The High Alpha should always utilize the Executive Committee agenda for all of his meetings. This agenda has a clear format that all participants and members can understand, and offers a road map for the meeting each week. Much of the Executive Committees work each week is repetitive (financial review, scholastic review, etc.) but having it clearly outlined makes it easier to manage and keep records, two keys to a successful Executive Committee. A copy of the Executive Committee Agenda can be found in the Appendix. The High Alpha should start every meeting with a review of the minutes from the previous weeks meeting. This review should include the distribution and approval of the minutes from the previous meeting. It is critical that the Executive Committee keep typed, detailed minutes of all meetings. Next, the High Alpha will help the Executive Committee exercise its oversight responsibilities by reviewing the work of the High Tau and the High Sigma. Each member should receive a copy of the Executive Committee Weekly Treasurer Report, a copy of which can be found in the Appendix. This gives all members of the committee a quick idea of where the chapter stands financially. It also allows the committee to take action before a financial crisis takes hold (ex: the Executive Committee noted the High Rho has spent 80 percent of his budget only three weeks into the term. They move quickly to keep him from exceeding his budget). Any fines assessed against individual members are assessed next, with the Executive Committee giving members who are scheduled to be fined a chance to appear before the committee and state the reason why they should not be fined. The High Tau will need to work with the other officers to determine if anyone should be fined, and the High Alpha or High Tau must notify those members that they are being fined and that they have a chance to appear before the Executive Committee to state why they should not be fined. If the member does not appear before the Executive Committee, they can consider his absence an acceptance of the fine and move on to other matters. The review of the chapters academic performance is next. The High Sigma should report on the status of members who are on scholastic probation or suspension. These members should be placed on a rotating schedule so that the Executive Committee meets with them each at least twice a term to assess how they are progressing and to solicit ways the chapter can assist the member in succeeding academically.

The High Alpha will need to work with the High Sigma to schedule meetings with all of the members on scholastic probation and suspension, and then must inform these members when they will be meeting with the Executive Committee (ex: Joe is assigned to meet with the Executive Committee and have his scholastic progress reviewed at the first Executive Committee meeting of each month, while Scott is assigned to the second meeting of each month.). A meeting with an individual on scholastic probation or suspension is a chance for the brothers on the Executive Committee to show they care for the member on probation. Often times, the chapter places a man on probation and expects him to return to good standing without offering the regular support needed to see that member reach his goal. The Executive Committee should play the roles of cheerleader and brothers keeper. Sometimes, when a member on scholastic probation or suspension is not making the strides needed to succeed academically, the Executive Committee will have to further restrict the activities of this member. This restriction will be taken well if the member knows the Executive Committee is looking out for his best interest and if the committee has already established a relationship with him. After all of the reviews of scholastics and finances, the Executive Committee needs to turn its attention to reviewing the performance of the High Zeta officers. At least one High Zeta officer should be reviewed each week, and every attempt should be made to review each High Zeta officer twice a term. Two reviews of an officer allows the Executive Committee to make short term recommendations that can be followed up on later in the term. The High Alpha will need to develop a schedule of officer reviews and inform all High Zeta officers when they will need to meet with the Executive Committee. Further details on officer reviews are in Section 5-32. A review of membership involvement is next, and could well be the difference between a good Executive Committee and an excellent Executive Committee. The Executive Committee should meet individually with every member of the chapter at least once each term. The Executive Committee should evaluate the performance of all members based on the expectations outlined in the Membership Obligations section of the Standards Program. For many members, the large majority of whom are never on scholastic probation and are not High Zeta officers, this will be their only contact with the Executive Committee. Again, the committee must be able to work with the members to point out some specific ways they can improve their involvement in the chapter, while letting them know how much their current efforts are already appreciated. For men who are not High Zeta officers, the review of their involvement offers an excellent opportunity for the High Alpha and the Executive Committee to praise their involvement. The High Alpha will need to devise a schedule of meetings with all chapter members, inform them of their meeting, and inform them of how their participation in chapter events will be evaluated. It is appropriate for the High Alpha to give the individual member a copy of the Membership Obligation section of the Standards Program or the Suggested Ratings Guide and allow him to evaluate himself before meeting with the Executive Committee. Members who are on scholastic probation or suspension could have their review as part of one of their normal meetings with the Executive Committee.

Finally, the Executive Committee comes to Old and New Business. To this point, everything the Executive Committee has done is proactive: they are working with the members and officers to define and enforce already established expectations. Now, the Executive Committee can turn to unanticipated problems. This would be the time and place for the committee to meet with members who are being charged with a violation of fraternity policy (this would be the time and place for an informal hearing on such charges) or who wish to have a discussion with the Executive Committee about a particular subject. This portion of the meeting should always be last, so that the Executive Committee can always spend time being proactive and try and minimize problems before they occur. If the Executive Committee uses meetings only to respond to problems, the problems will never dissipate, because the Executive Committee is missing its chance to inform, educate and inspire members to improve their performance. The High Alpha should consider appointing an assistant to work with him on the Executive Committee, specifically a non-officer who might be the At-Large or Alternate member of the Executive Committee. This member could help the High Alpha plan the Executive Committee agenda, inform members of meetings, and keep records on all of the Executive Committees activities. This would be the member with the time and the ability to help the High Alpha prepare his weekly agenda. For a non-officer there is enough substantial here to be accomplished and it will help the chapter operate more efficiently.

Dos and Donts of Successful Executive Committees

Any Executive Committee that wants to be successful will try and establish itself early in its term to demonstrate its desire to be proactive and strong to all the members. Many times a new High Alpha and a new Executive Committee will take over and want to demonstrate right away how they will be different than their predecessors, but this can often be a bad move. Just as each High Zeta officer needs to have a plan and some goals, the Executive Committee also needs to have a well-defined set of goals and plans that it seeks to follow throughout its term. The High Alpha will need to lead the way in helping to set these goals and plans for the year, but the harder part will be keeping to these goals and plans when they are more conveniently abandoned. There are some basic points all Executive Committees should keep in mind as they work. They are listed below as Dos and Donts.

Dos
1.

Involve the High Pi in all decisions.

The High Pi should be at all Executive Committee meetings. His presence at these meetings is more important than his presence at chapter meetings because he cannot vote at a chapter meeting. With the High Pi present for a vote, it gives the decision an air of legitimacy that is lacking in decisions made without the High Pi.

2.

Use past decisions as a baseline.

Like the Supreme Court, the Executive Committee has the ability to look to its past to see how similar decisions were made. Often times referencing these past decisions to show the consistency of a new ruling will help appease critics of the decision. Also, a new decision that runs counter to decisions made in the past can clearly demonstrate a new Executive Committee direction, if this new precedent is clearly outlined to the chapter.

3.

Try to involve past members of the Executive Committee.

Just as using the precedents of the past can help justify decisions or clarify new directions, past members of the Committee can contribute as well. If the chapter has people who were on the Committee in the past they should be solicited for advice on a regular basis. Often times they will provide critical alternative actions that a new committee has not pondered. Such use of experience can also help the Executive Committee by showing older members have been consulted.

4.

Try to involve future members of the Executive Committee.

The younger members of the chapter are left with the long-term ramifications of all Executive Committee decisions. These sophomores and freshmen are not always represented on the Executive Committee. If not, it is important that the High Alpha invite them to attend the meetings of the Executive Committee, as they will some day be running the group. If the younger members can understand why a decision was made, they will be more likely to use it for a precedent and follow that previous decision in later years.

5.

Have all committee members keep a copy of all materials they need.
A well prepared committee is essential if the Executive Committee is to establish its credentials to the rest of the chapter. All members of the Executive Committee should have copies of the following materials with them at all meetings: Current copy of the Constitution and Statutory Code. Current copy of the chapter bylaws. Minutes from last years Executive Committee meetings. Minutes from current years Executive Committee meetings. A copy of The Executive Committee Manual. Copies of the agenda for the weekly meeting of the Executive Committee. A current copy of the chapter budget. A current copy of the IFCs bylaws.

6.

Allow all meetings to be open.

Many chapter members have the mistaken belief that the Executive Committee meeting is secret, never to be discussed or shared with those outside the meeting. Actually, about 90 percent of all business before the committee is open and a member of the chapter has the right to attend. The High Alpha should help the Executive Committee set a time and place for meetings that would allow interested members to attend. While these members have no vote or voice at the meeting, and would have to be excused when discussing the discipline of an individual member (an informal hearing, academic problems, or a personal financial matter), such open meetings would help open the lines of communication. These open meetings would also make it easier for the chapter to develop members capable of following the precedents set by previous committees.

7.

Respect the right to privacy for certain issues in front of the committee.
The only issues that are private in the Executive Committee are issues that involve the status of an individual member. Thus the following proceedings are open only to the members of the Executive Committee: Informal Disciplinary Hearing. A members request for a payment plan. A members request for financial hardship status. Review of a member on probation (disciplinary or scholastic).

An officer review is not private, and is thus open to all members. The High Alpha must remind members of the Executive Committee that any discussion or details from a closed meeting of the Executive Committee is not to be shared with non-members of the committee. When compiling minutes from the meeting, the Secretary of the Executive Committee (usually the Alternate) should create an edited and unedited version. The edited version may be read to the chapter and distributed. It can contain a decision regarding a member, but none of the details of the discussion from the meeting. The unedited version may contain all details, but should only be distributed to members of the Executive Committee. 8.

Involve an At-Large member of the Committee.

There is too much work for the High Alpha alone in creating a successful Executive Committee. The Alternate or an At-Large member should be appointed by the High Alpha to work specifically on Executive Committee matters. This member would: Make the weekly report to the chapter on Executive Committee actions. Take all notes at meetings. Type and distribute minutes (edited minutes for the general chapter) to all members. Help the High Alpha create a written agenda for all meetings. Help the Executive Committee determine a process and schedule for review of all officers and members.

9.

Approach all decisions as if they will need to be defended to the chapter.

Many of the controversial decisions made by the Executive Committee will be appealed to the chapter, where they can cause a great deal of distress and emotion, usually because the issue quickly becomes one where members are forced to pick sides. The High Alpha and the Executive Committee need to work together to develop a rationale for each decision that explains why a decision was made. When possible, the relevant laws and policies of Lambda Chi Alpha should be noted in the rationale. This rationale then becomes the materials used by the Executive Committee to point out why the decision should be upheld. By using a rationale, the Executive Committee should be successful in preventing issues from becoming personal at the chapter level.

10.

Be Proactive, not Reactive.

One of the Executive Committees biggest jobs is looking into the future and asking What If? The Executive Committee can prevent problems if they anticipate them and outline responses before they occur. For example, the Executive Committee may be worried that members are going to want to sit on the roof when spring brings nice weather. The Executive Committee then passes a policy that will fine anyone who goes onto the roof. The Executive Committee announces the policy and seeks to educate the chapter on why the policy exists (to keep members from falling off the roof and injuring themselves). By being proactive, they drill home the message of what is unacceptable behavior and what the penalty is for that behavior. If a member does go onto the roof and the Executive Committee must impose its fine (or the chapter will know it does not stand behind its own policies), the chance of a member

successfully appealing the fine to the chapter are slim.

Donts
1.

Dont keep meetings a secret.

Decisions made in private create an us vs. them mentality and dare people to oppose an Executive Committee decision. The agenda for all meetings of the committee should be posted for all to see. Members should be encouraged to attend, and in some cases allowed to speak at those meetings. For example, it would be appropriate for other members to attend the High Deltas officer review to offer criticism and positive feedback on how he could improve his job.

2.

Dont make decisions that violate the Constitution and Statutory Code.
Simply put, the Executive Committee or the chapter has no authority to pass a policy that runs counter to the Constitution and Statutory Code, state or local law. It is impossible for the Executive Committee to enforce an illegal law. The Executive Committee cannot allow some actions to occur that are illegal, while seeking to enforce others. Such actions will inevitably result in charges of hypocrisy and double standards from the general membership.

3.

Dont let the High Alpha control the Executive Committee.

If the High Alpha is too closely identified with the Executive Committee and its decisions, that will almost always be a negative for the committee. This occurs because the general members then think the other Executive Committee members arent behind the groups decisions and that the democratic process is not working on the committee. Thus, more decisions will be appealed, simply so the chapter can feel the democratic process is being utilized.

4.

Dont eliminate a members right to due process.

An individual member accused of a violation of Fraternity policy has a right to due process and the Executive Committee has a responsibility to give him his due process and reach the right conclusion. A discussion on due process and how to proceed through disciplinary hearings is detailed starting in Section 5-14, but the High Alpha and the Executive Committee must always follow this process or risk seeing a member escape punishment on a technicality.

5.

Dont make the popular decision, when you can make the right one.
This could be the biggest challenge for the Executive Committee, as many times members will see what is popular and will try and twist it into some semblance of what is right. It is an absolute certainty that the Executive Committees popularity will ebb and flow throughout the course of the year, especially as controversial decisions are made. But respect is more important than popularity, and as long as the Executive Committee has a sound rationale for its decisions, respect will be there. When decisions are appealed to the entire chapter, the Executive Committee must distinguish why they have made the right decision even though it is unpopular.

Due Process and Member Discipline

Due process is an important legal concept that is one of the traditions of democratic institutions. It protects the rights of all citizens by forcing a strict process for reviewing possible crimes (in Lambda Chi Alphas case, violations of Fraternity policy). The issue of due process and the rights of the accused must be followed inside Lambda Chi Alpha, just as they are in the outside world: No member may be found guilty of a crime if he has not been accorded all of his rights to defend himself. A laymans definition of due process is as follows: The body of laws unique to an organization which must be implemented when making a decision involving the fate of an individual or entity within the organization. There will be occasions when an Executive Committee member will be tempted to take the law into his own hands when dealing with any disciplinary situation. This must not be allowed under any circumstances. In dealing with a policy violation, the end does not justify the means. The High Alpha is responsible for training his fellow Executive Committee members on due process. The High Alpha will want to make sure all members of the Executive Committee are aware of three major facts in regard to due process. They are:

All members have taken an oath to abide by the laws and traditions of Lambda Chi Alpha and the rulings of its officers. Any decision of the Executive Committee that is made outside the laws found in the Constitution and Statutory Code can be easily nullified by the appeal of a member. Also, any decision made outside the bounds of the Constitution and Statutory Code is likely illegal and unenforceable by the Executive Committee. Any Executive Committee decision that does not follow the laws and traditions of Lambda Chi Alpha has the potential to expose the members of the Executive Committee, chapter and Lambda Chi Alpha to potentially damaging civil liability.

The High Alpha must insure that all members of the Executive Committee are familiar with the laws of Lambda Chi Alpha, the processes for disciplinary action that are outlined in the Constitution and Statutory Code, and the steps for disciplinary action that are outlined in The Executive Committee Manual. If members of the Executive Committee are uninformed, it is more likely they will make a decision that is wrong or violates a members due process. If a High Alpha has a question regarding the Constitution and Statutory Code or how to use due process to hold a member accountable for his actions, the High Alpha should contact the Lambda Chi Alpha Headquarters. If at all possible, this contact should take place prior to the filing of charges, so the High Alpha can make sure all elements of due process are followed. The Lambda Chi Alphas staff should be able to answer all questions.

Offenses and Penalties

A member of Lambda Chi Alpha can be involved in a wide range of problems or crimes which can result in disciplinary action by the chapter. This section seeks to outline some of those crimes, and the potential penalties that face a member found guilty in an informal or formal disciplinary hearing. The High Alpha is expected, as the member who will more than likely supervise all informal disciplinary hearings, to know all of the possible offenses a member may commit against the chapter, as well as the possible penalties facing a member.

Formal vs. Informal Disciplinary Hearings

Lambda Chi Alpha has three levels of judicial reviews, two of which take place inside a chapter. The first takes place at the Executive Committee level and is called an informal disciplinary hearing. It is at this level where a complaint must be filed against a member, an investigation into the charges must be launched, and a finding reached. If the finding indicates a members guilt, the Executive Committee imposes a sanction. If the member found guilty of an offense disagrees with the decision of the Executive Committee, he may appeal the decision to the entire chapter. This becomes a formal disciplinary hearing, involving all members of he chapter. An entire new airing of the facts takes place before all chapter members. The chapter then votes on guilt or innocence and imposes the appropriate punishment on members found guilty of an offense. If a member is found guilty at the formal hearing, he may appeal to the Grand High Zeta. This process is the last step and the decision of the Grand High Zeta is usually final (All decisions of the Grand High Zeta are formally approved by the General Assembly every other year. It is theoretically possible for a member to challenge an individual decision of the Grand High Zeta). At all three levels of judicial review, the laws and processes are weighted in the favor of the accused. An accused and convicted member is the only one who can appeal a decision to the next level for review, where a whole new hearing must be granted. Detailed information on conducting an informal or formal disciplinary hearing can be found in Section 5-23.

Individual Offenses of Fraternity Law by a Member

All offenses must be treated on a member by member basis; there are no group offenses listed under Fraternity law. General offenses by a member are broadly defined as either disobedience of the laws of Lambda Chi Alpha (Article I, Sec. 3) or disobedience of chapter bylaws, acts of the chapter, the Executive Committee, officers, etc. (Article X, Sec. 2).

Some specific offenses by a member have been defined as follows:

Conduct unbecoming a gentleman (Code X-1) Slander or libel of Lambda Chi Alpha, a unit, or member (Code X-1) Failing to act for, or act to, the good of Lambda Chi Alpha (Code X-1) Violation of an oath of membership (Rituals) (Code X-1) Conviction of a criminal offense (by society) which reflects on Lambda Chi Alpha (Code X1) Offense, criminal in nature, against another member of Lambda Chi Alpha, the University, or the community (Code X-1) Violation of a resolution of a General Assembly (Code X-1) Hazing of a member, or members (Code VI-10; Code XI-3; Resolution) Gambling at a fraternity function or at a chapter house (Code XI-2) Divulging Ritual or Fraternity secrets (Article VIII, Sec. 1) Purchasing jewelry from an unauthorized jeweler (Code XI-4, 5) Illegally circularizing Lambda Chi Alpha (Code IX-5) Scholastic deficiency (Code X-16) Failure to abide by laws, customs and traditions (Article VI, Section 6) Failure to pay dues and fees (automatic suspension) (Article VI, Section 6) Failure to attend meetings and functions (Article VI, Section 6) Failure to recruit new members (Article VI, Section 6) Failure to live in the chapter house and take meals (where available) (Article VI, Section 6) Violation of chapter bylaws Violation of chapter decisions Violation of authorized acts of officers Officer incompetence (Code IV-29-3)

Lambda Chi Alpha acts in the best interest of all members and the unit as a whole. It is not necessary for an affected member to feel a violation occurred if Lambda Chi Alpha feels such a violation occurred (ex: An associate member is hazed by a chapter member. Regardless of whether or not the associate member feels he was hazed or wants to press charges, the chapter has an obligation to press charges for the violation). Some offenses are subject to automatic penalties, for which no right to appeal to the entire chapter exists. Some examples of these are: Financial suspension (Code X-15) Scholastic deficiency (Code X-16) Resignation (automatic expulsion) (This must be submitted in writing and requires Grand High Zeta approval) (Article X, Sec. 8)

Disciplinary Action against Alumni

It is possible for an Executive Committee and chapter to take disciplinary action against an alumnus of Lambda Chi Alpha. Typically, to be disciplined, the alumnus must be an initiate of the chapter taking action against him. If the chapter has alumni from other chapters that are violating Fraternity policy, it is best to refer these matters directly to the Lambda Chi Alpha. All alumni are subject to the same rules and potential penalties as the undergraduate members face; there are no separate standards for the alumni members (Article X, Sec. 1-2). Any alumnus who owes a chapter money (usually money he was obligated to pay as an undergraduate) should be reported to the Lambda Chi Alpha Headquarters, which will attempt to notify him of his debt to the chapter. If this money was charged to him while he was an undergraduate then he would have been automatically suspended (Code X-17; Code X-15).

Penalties For Disciplined Members

The Executive Committee and the chapter have a wide range of options for disciplining a member found guilty of an offense against the chapter. Listed below are some penalties, along with a definition of some of the terms of such a penalty.

Expulsion (Termination of Membership)

Expulsion is the highest penalty that exists inside Lambda Chi Alpha. Expulsion is used in cases where the Executive Committee or the chapter feels a violation of Fraternity policy was so severe that it would be nearly impossible to rehabilitate the offending member and keep him involved inside the chapter. By expelling him, the chapter will no longer be able to associate with this member in any fashion that connects him to Lambda Chi Alpha, and he will have no opportunity to redeem himself. The penalty of expulsion requires a two-thirds vote in the Executive Committee (in reality, four of the five voting members must vote for expulsion if all five voting members take part in a decision). Thus, even in making the decision to expel, the requirements for such a decision are weighted in the favor of the accused. If a member is expelled, his penalty includes the following conditions: The member must surrender his badge, emblems, fraternity clothing, etc. The chapter is expected to pay the fair value for these items to the expelled member. If the expelled member has an outstanding balance owed to the chapter, the return of these items can be credited toward that balance. The member must vacate the chapter property, taking all personal possessions with him. The member may never again step foot on chapter property or attend any fraternity functions. The member may have no further identification with Lambda Chi Alpha.

The member is still liable for all bills, dues and fees he accrued up to the date of his expulsion. The member is no longer in good standing (Code VI-23).

Reinstatement after Expulsion

To be reinstated, an expelled member must request in writing such an action. The written request must include a narrative history of the member and his association with Lambda Chi Alpha, circumstances of his expulsion and the reasons he is applying for reinstatement. After receiving such a petition, the chapters Executive Committee has ten days to present the unit with the appeal. At that time, the Executive Committee must also present a copy of the original transcripts from the expulsion proceedings and must deliver a written report on whether or not the expelled member has complied with all conditions of his penalty. The chapter may then hear testimony from individual members, as well as the expelled member. The expelled member may attend the hearing, but is not allowed to vote or attend the session where voting will occur. A three-fourths vote is needed to reinstate the member to good standing or impose a lesser disciplinary status (suspension, probation, etc.). A copy of the decision is sent to the High Pi and the Lambda Chi Alpha. If an expelled members petition for reinstatement is denied, he must wait at least one calendar year (365 days) to apply again for reinstatement. For further details, see Code X-4 of the Constitution and Statutory Code.

Suspension
Suspension is the second highest penalty in Lambda Chi Alpha, and because of the difficulty of expelling a member, is a far more commonly used penalty. A member may be suspended for a definite time (ex: one month, one year, one semester, etc.) or an indefinite time (He may then appeal for reinstatement at any time during such a suspension). In suspending a member, the Executive Committee and chapter is sending a clear message that his violation of Fraternity policy was unacceptable, but that they think he is capable of complying with Fraternity policy in the future. Suspension of a member requires a majority vote in the Executive Committee or at the chapter level. If a member is suspended, his penalty must meet the following: The member must vacate the chapter property, taking all personal possessions with him. The member may not be on chapter property or attend any fraternity functions during the duration of his suspension The member may have no identification with Lambda Chi Alpha during his suspension. The member is still liable for all bills, dues and fees he accrued throughout his suspension, unless the chapter specifically exempted him from these fees as a term of his suspension. The member may not hold a chapter office. The member has no vote in chapter affairs. The member may not affiliate with any other Lambda Chi Alpha chapter or alumni group. The member is no longer in good standing (Code VI-23).

Many requirements of a suspension such as paying dues throughout the suspension and staying away from chapter events are designed to see if the member will honestly follow the terms of his suspension. If the suspended member does not comply with all terms of his suspension, the Executive Committee and the chapter will realize he has no interest in learning from his past mistakes. Failure to comply with all terms of the suspension are grounds for the Executive Committee to extend the suspension.

Reinstatement from Suspension

A suspended member who wishes to be reinstated must request in writing to be reinstated and deliver this request to the High Alpha. The request should include a narrative history of the member and his association with Lambda Chi Alpha, circumstances for his suspension and the reasons he is applying for reinstatement. The request is then brought before the entire chapter, which may review the original proceedings that resulted in suspension, consider whether some or all terms of the suspension have been met, hear testimony from chapter members, and hear testimony from the suspended member himself. The suspended member may be present for the discussion on his petition but not for the actual voting or the discussion. A majority vote of the chapter is required to remove the suspension, and the chapter may chose to impose a lower penalty, such as probation, instead of automatically returning the chapter member to good standing with the chapter. The decision is conveyed, in writing, to the suspended member, with a copy of the decision forwarded to the Lambda Chi Alpha. If the vote is unfavorable, the suspended member must wait at least 60 days to appeal his suspension. For further details, see Code X-4 of the Constitution and Statutory Code.

Probation
Probation is a warning or sanction against a member that allows him to still be active in the chapter, but carries some conditions with that status. Failure to abide by the conditions of probation should result in a members suspension. Probation is the most common form of sanction inside a chapter. A member on probation must follow the terms of probation as set down by the Executive Committee or chapter and pay all dues and fees owed to the chapter (including Lambda Chi Alpha dues). A member may be removed from probation at any time by a majority vote of the chapter.

Fine, Censure or Other Lawful Penalty

These penalties represent the lower end of the scale for sanctions against an individual member. Fines are effective only when a monetary sanction fits the violation committed (ex: a $20 fine for paying dues late). Censure is typically reserved for instances where a chapter member has mistakenly spoken or acted on behalf of the chapter and such actions did not reflect the ideals or beliefs of Lambda Chi Alpha.

Other lawful penalties usually are created to respond to specific violations and again are suitable punishments for the violation (ex: a member is barred from the chapter formal for violating the chapters Code of Conduct. A member is barred from meals at the house for one week for breaking into the kitchen.). A disciplined member must pay the fine or be placed under automatic financial suspension. A member must abide by any terms of censure or other lawful penalty, or further disciplinary action is in order.

Probation for Scholastic Deficiency (Code X-16)

A member is placed on probation if he fails to make the scholastic average set in the Constitution and Statutory Code (Code X-16) and the chapter bylaws (which cannot be less than that required by the Constitution and Statutory Code), cumulatively or in one semester/term. A member needs to only fall below a 2.25 in either category to be placed on probation. The High Sigma must send reports to the chapter and to the Lambda Chi Alpha Headquarters. A member on scholastic probation shall not hold any elected or appointed office in the chapter. If the member fails in the second consecutive term to maintain the scholastic average necessary (either through cumulative grades or for grades in the previous term) then he shall automatically be suspended. Members on scholastic suspension lose the following benefits of membership: He cannot vote. He cannot hold office. He cannot represent the chapter in any kind of activity. He cannot attend any chapter functions other than chapter meetings. He is still liable for all Lambda Chi Alpha dues, but the chapter may waive his local dues. The Executive Committee may also deny him the right to live in the house and/or take meals. The Executive Committee has the right to impose any other lawful penalty. A senior may not be so disciplined during his final term if his cumulative average is above the graduation requirement. A member who leaves the school under such probation or suspension automatically becomes an alumnus in good standing (so long as this is his only disciplinary status). A member who leaves the school under such probation or suspension and later returns resumes his previous status. The same is true if he transfers to another school and returns.

Automatic Suspension for Financial Delinquency (Code X-15)

A member is automatically suspended if his account is not paid within 30 days after it is due. A member on a payment plan is considered automatically suspended one day after he fails to make a scheduled payment on his plan. Financial suspension of a member includes all provisions of suspension listed earlier in this section. A member may return to good standing as soon as he brings his account balance with the chapter to zero.

Financial Hardship Status

The Lambda Chi Alpha does not recognize inactive status, but does grant petitions for financial hardship status for members with extraordinary circumstances. To receive this status, a member must meet with the Executive Committee and present a petition asking for financial hardship status. The petition must demonstrate the members financial situation, including his inability to pay. The petition must also clearly demonstrate that the member has no outstanding bills with the chapter at the time of the petition (ex: a member cannot petition for the status on the 29th day after his bill is due, one day before he is to be suspended for failing to pay). If the Executive Committee looks favorably upon the petition, they send the Lambda Chi Alpha a copy of he petition along with a letter of support. The Lambda Chi Alpha will review the case and a written response will be sent as soon as possible. If the petition is granted by the Lambda Chi Alpha, the member is granted the status for the remainder of the academic year. Members placed on this status have few rights and privileges in the chapter. They can attend chapter meetings and the Ritual, but are allowed no voice or vote at meetings. Such members also cannot attend any other chapter functions, represent the chapter in any way or hold office.

Removal of a Chapter Officer

The Executive Committee has the power and ability to remove a chapter officer who is not executing his responsibilities or is placing the chapter in danger through his official actions. Such an action must be undertaken with great care by the Executive Committee. The High Alpha will want to see that the Executive Committee has clearly documented all of its supervision of the officer, and can demonstrate how the officer is not complying with the standards for his office. After meeting with the ineffective officer, the Executive Committee may remove an officer by majority vote of the committee. Such a decision can be appealed to the chapter, which would require a two-thirds vote to remove the officer. For further information on this subject, refer to Code IV-11 or Code IV-29-3 of the Constitution and Statutory Code.

Disassociation (for Associate Members) (Code X-2-g)

The terms and process for disassociating a member are generally taken by the chapter rather than the Executive Committee. If the Executive Committee wishes to discipline an associate member, the procedures in place for expulsion apply to the procedure for disciplining an associate member.

The High Alpha will find that penalizing members for violations of Fraternity policy will cause a great deal of discussion and arguments inside the Executive Committee and the chapter as a whole. It is critical the High Alpha always work to apply a just penalty for the violation, a penalty that the members of the Executive Committee and the chapter will work to enforce.

Informal Disciplinary Hearings

An informal hearing always takes place in the Executive Committee and is the start of any judicial process in Lambda Chi Alpha. All rights of the accused must be honored and due process must be followed for an informal hearings result to be valid. The result of any informal hearing will be controversial enough without having people accuse the Executive Committee of improperly applying the rules. Thus, the High Alpha must supervise an informal hearing in such a way as to prevent any problems and to place the Executive Committees process above reproach. The following procedures must be used under the Laws of Lambda Chi Alpha when determining if an individual member should be disciplined.

Rights of the Accused

Be aware of the rights of the accused (see Article X, Sec. 5). A member accused of any violation of Fraternity policy has the right to the following: 1. 2. 3. 4. 5. 6. The accused has the right to see written charges prior to an informal or formal hearing. The accused has a right to timely notice of the hearing. The accused has a right to a hearing. The accused has a right to be present and be heard at the hearing. The accused has a right to be represented by another member. The accused has a right to appeal.

If any of these steps are omitted, the process is flawed and due process has been lost, resulting in the required dismissal of charges against the accused. These charges cannot be reinstated as it would constitute a case of double jeopardy, which is illegal. Double jeopardy is defined as attempting to try a member for the same violation twice, and is a violation of a members right to due process.

Listed below are the steps needed for any informal hearing. The High Alpha should utilize this set of steps as he works through any informal hearing process. The High Alpha should thoroughly review all of these steps once a term with the High Beta, in case the High Alpha must excuse himself from a case and the High Beta is forced to preside over an informal hearing.

Step 1
A complaint is written by a member detailing the offense - the accusation, when, where, how it supposedly happened (Code X-5). A member of the Executive Committee can file a complaint, but he thereby disqualifies himself from voting on the case. In cases where the offense is against the chapter (ex: vandalism of chapter property), a member must step forward and offer charges. If the High Alpha chooses to press charges, the High Beta will supervise the entire informal hearing process.

Step 2
This complaint must be delivered to the High Alpha within 30 days of knowledge of the offense. A late charge is not a valid one. The 30 days starts when the violation is known, not when the violation occurred (ex: Joe vandalizes the house. For 30 days no one knows who did the damage. After 31 days, Joe brags to another member. It is from that point that the 30 days in which a member may bring charges against Joe begins.) If the Executive Committee is unsure if the time element has been met, the High Alpha should call the Lambda Chi Alpha Headquarters to discuss the situation.

Step 3
The High Alpha schedules an Executive Committee meeting on the charges (informal hearing) within 7 school days of receipt of the written charges (Code X-6).

Step 4
The High Alpha gives timely written notice of the hearing time and location, along with a copy of the written charges to the accused (Code X-6). The member bringing the charges should be notified of the hearing time and place at this point.

Step 5
The informal hearing must be held within seven school days. The following is a suggested procedure for the Executive Committee informal hearing: A.At this informal hearing, the High Alpha must make sure there is a quorum of Executive Committee members (three of five). It is highly recommended that the High Pi be present for the hearing.

B.The High Alpha should take a few minutes to review the powers and duties of the Executive Committee with the members of the Committee. The Executive Committee should review the procedures for an informal hearing before beginning the informal hearing.
C.The

accused member may be present. Since proper notice has been given to the accused, the informal hearing can be held whether he is there or not. complaining member must be present. If he is not, the charges may be dropped, or the hearing may be postponed provided the new date takes place within seven school days of the preferring of charges and the accused is again notified in writing of the charges and the new time and place for the hearing.

D.The

E.No other members are allowed at this hearing unless allowed by the Executive Committee, such as witnesses. Witnesses are generally only allowed to attend the hearing for their actual testimony. F.The complaining member states his complaint to the Executive Committee. If he so chooses, he may request that the accused not be present when stating his complaint. G.The accused or his representative may respond to the complaint and may request testimony from other members. H.The Executive Committee may question the accused, the complainant, and other members. I.The Executive Committee goes into closed session to discuss the case.

Step 6
The Executive Committee, by majority vote of the quorum present, finds the accused innocent or guilty and if guilty, sets the penalty. A two-thirds (2/3) vote is required for the penalty of expulsion. Such a vote would require four of the five members of the Executive Committee to vote for expulsion, as three of the five are only 60 percent instead of the required two-thirds. If the Executive Committee vote is tied, then the accused is discharged as not guilty. The Executive Committee then announces its decision to the accused and the complainant. A written copy of the hearing proceedings is distributed as the Executive Committee sees fit (for the purpose of an informal hearing, the minutes from the hearing could be part of the minutes from any normal meeting, though these minutes cannot be distributed to the general membership). If there is no further business, the meeting is adjourned.

Step 7
If the accused member does not appeal within ten school days of the informal hearing, the High Alpha announces at the next chapter meeting the charges, the decision, and that no appeal was filed. While some High Alphas will want to announce the decision immediately after it is made, the appeal time allows both sides to cool off. If a decision were announced immediately to the membership, the affected member might allow his anger to convince him to appeal the Executive Committees decision. The silent period is designed to allow the affected member to make his decision without scrutiny from the general membership. The chapter does not vote on whether they like the decision or not. The chapter has no review of the decision unless the accused member appeals for a formal disciplinary hearing. The Secretary of the Executive Committee (not the High Gamma) shall give the minutes of the hearing to the High Pi and send a copy to the Lambda Chi Alpha Headquarters. He shall keep on file only the decision and a notation of whether or not there was an appeal (Code X-14). No evidence or narrative of testimony may be retained by anyone other than the High Pi or the Lambda Chi Alpha Headquarters (ex: The Executive Committees file would show: John Doe found guilty of alcohol violations, Jan.1, 19XX; indefinitely suspended; no appeal.).

Formal Disciplinary Hearings

If a disciplinary matter reaches the stage of a formal hearing, the High Alpha will need to be ready and prepared for the situation to keep it from taking all of his time and energy. A formal disciplinary hearing will attract the energy and opinions of all members and can likely be a divisive influence inside the chapter. The High Alpha and the Executive Committee will need to exert positive leadership to keep the chapter from splitting into cliques over the impending decision (or in the aftermath of the decision made at a formal disciplinary hearing). An accused member can appeal the decision of the Executive Committee within ten school days. He must do so in writing to the High Alpha. It could be as simple as: I appeal the Executive Committees decision. Note: Only the accused member can request a formal disciplinary hearing. Even if the High Alpha voted against the decision of the Executive Committee that is now being appealed, he must work on behalf of the Executive Committee to see that its case is presented in the best possible manner. The High Alpha, at this point, must be concerned with the Executive Committees decision being upheld, because to overturn the decision will show a lack of trust in the group. The High Alpha will also need to unite with the other members of the Executive Committee in support of the decision, because if the chapter senses the Executive Committee is not united, the chapter will be more likely to dissolve into cliques based on their positions on the decision. Listed below are all of the steps the High Alpha should follow in planning for a formal disciplinary hearing. Unlike the informal hearing, the High Alpha will not preside at this event. Therefore, the High Alpha will need to work with the High Pi and/or the presiding alumnus to see that the presiding officer has all of the training and knowledge he needs to make the hearing proceed in an orderly fashion.

Step 1
Within ten days of the receipt of the written appeal of an informal hearing ruling, the High Alpha (or presiding officer) shall:
A.

Contact the High Pi (or another alumnus, preferably a lawyer) to preside over the hearing (Code X-9).

B. Set the date and time of the formal disciplinary hearing. It must be not less than seven days nor more than 30 days after the receipt of the appeal.

The formal hearing should be set for a time when all members can consider the case with care. Generally, three to four hours should be budgeted for the process. The High Alpha should work with the High Pi or the presiding officer to determine the best time for the hearing, as sometimes an immediate hearing is in the chapters best interests. Sometimes the High Alpha might want to wait almost the full 30 days to allow a cooling off period, so members can more rationally discuss the case before them. C. Notify the accused member and the complaining member, in writing, of the date and time of the formal disciplinary hearing.
D.

Post notice of the date and time of the hearing on the chapter bulletin board along with a copy of the charges, without stating any evidence or details.

Step 2
The formal disciplinary hearing is held (see Code X-11).
A.

A quorum must be present. A quorum is a majority of the initiated members in good standing. Associate members may be present, but they do not vote.

B. The presiding officer (High Pi or other alumnus) votes only in the event of a tie vote or in the event his vote can affect the outcome. C. A majority vote is needed to decide guilt or innocence and, if guilty, a majority vote is needed to decide punishment.
D.

The accused can have counsel, and the complaining member can have counsel. Counsel must be a Lambda Chi Alpha member (Code X-11c). The complaining member or his counsel must be present, unless their absence is due to extraordinary cause, or else charges will be dismissed (Code X-11c).

E.

Absence of the complaining member or his representative usually means a change of heart. However, after dismissal of the charge for such absence, it may be learned that there was an extraordinary cause, such as: illness, unavoidable delay or intimidation. In such a case, it is not double jeopardy to reinstate the charges and convene a new hearing. The rule against double jeopardy (Code X-13) prevents either: (1) two hearings before the same group (only one informal hearing before the Executive Committee and only one formal hearing before the chapter is allowed), and a hearing does not count as such until after the evidence has been heard; or (2) the chapter twice punishing a member for the same offense. This does not affect cases where a member is punished for violating probation.

F.

The accused member may or may not be present, and if his counsel is also not present, then the Presiding Officer appoints a member to represent the accused member and the hearing proceeds (Code X-11c(1)) All initiated active members present and in good standing, (including the complainant and the accused) have the right to vote on guilt or innocence. If the accused is found guilty, he will not vote on his punishment (Code X-11b).

G.

Only members in good standing have a right to vote, including the complaining member, counsel, witnesses, etc. Alumni and associate members do not vote. Again, the presiding officer votes only in the case of a tie. All members must be present to vote; there is no voting by proxy.
H.

The High Gamma shall make careful records of the formal disciplinary hearing. But he shall only retain in his files the decisions and notations on whether an appeal was filed. All other evidence and minutes shall be deposited with the High Pi, with copies sent to the Lambda Chi Alpha Headquarters (See Code X-11d & X-14). The presiding officer maintains order, rules on legal questions and supervises the hearing (Code X-11e). Proceedings: (Code X-11f). 1.Call to order. 2.Prosecution reads charges, makes opening statement. The prosecution can be the complaining member, his counsel or perhaps an Executive Committee member who voted guilty in the informal hearing. 3.Defense makes opening statement. 4.Prosecution presents witnesses, evidence, etc. 5.Defense presents witnesses, evidence, etc. 6.Presiding officer determines admissibility of evidence. 7.Counsel for both sides are the only ones allowed to cross-examine witnesses, etc. 8.Presiding officer determines when the evidence is all in. 9.Non-member testimony is allowed in accordance with Code X-11i. 10.Closing arguments are made from counsel of both sides. Equal time, no rebuttal.

I.

J.

11.The

presiding officer calls for determination. Vote of the chapter on guilt or innocence. If innocent the hearing ends. If guilty then: Prosecution proposes a penalty. Defense can argue what they feel should be the penalty. Presiding officer calls for a vote of expulsion (Only a majority vote is needed). If majority vote, hearing ends; the member is expelled. If no vote for expulsion, then: Presiding officer calls for vote on suspension...etc. until a penalty is reached. (See Code X-11h). Once a penalty is reached, hearing ends.

Step 3
A member can then appeal to the Grand High Pi (Code X-12). Only the convicted member can do so. The convicted member must: A. Give written notice of appeal to the High Gamma and the Lambda Chi Alpha within ten days of the hearing. B. The High Gamma, within 20 days of the notice of appeal, prepares the records. C. The High Pi or presiding officer must approve the records. D. A copy is given to the convicted member and the original is sent to the Lambda Chi Alpha Headquarters within 30 days of the receipt of the appeal by the High Gamma.
E.

The convicted member files his appeal with the Grand High Pi within ten days of receiving his copy of the record (Code X-12a). The Grand High Pi approves or disapproves the decision of the hearing within 20 days of his receipt of the records (Code X-12b).

F.

Step 4
Reinstatement After Discipline
A.

An individual member may be reinstated by the unit (chapter, Grand High Zeta, etc.) effecting the discipline (Code X-4).

It takes a three-fourths vote to reinstate after expulsion. To reinstate after lesser forms of discipline takes a majority vote of a quorum.

B.To

reinstate a member who resigned, as in the case of expulsion, requires a threefourths vote and Grand High Zeta approval (Article V, Sec. 8).

Chapter dues and Lambda Chi Alpha dues accrue during the disciplinary period (except for expulsion) (Code X-4e), unless the chapter or Executive Committee makes an exception.

The Aftermath
After a formal disciplinary hearing, the High Alpha needs to address brotherhood and the line of communication inside the chapter. The High Alpha needs to help the chapter put the hearing behind them, asking them to agree that what was said in the hearing is over and there is no reason to rehash it in small groups. The High Alpha might want to plan a brotherhood event or other activities for later in that week to start the healing process. It is common for chapter morale to be low after a formal hearing and for there to be division inside the chapter. The High Alpha and the entire Executive Committee must work together to try and bring the chapter back together.

Evaluating Officer and Member Performance

The Executive Committee has a responsibility to see that the officers of the chapter are executing their duties and meeting their goals. The Executive Committee is also responsible for seeing that all members of the chapter are meeting the minimum expectations of membership. In this area, a strong High Alpha and Executive Committee can work together to make the High Zeta stronger and improve the programming in the chapter. Working with the chapters officers is a place where the Executive Committee can start to exercise some proactive steps, instead of reacting to a crisis or problem. Reviewing the High Zeta officers on a regular basis makes them accountable to perform the duties of their office, and makes them less likely to ignore some of their duties. Regular review of the chapters officers helps motivate the individual members of the chapter because they know the High Zeta is being held to a higher standard. Members of a committee will work harder to assist with projects, knowing an officer is being held responsible for not only implementing the project, but for making it more successful than last year. The review of chapter officers also builds morale because all members will know the Executive Committee is working to see that the long-term goals of the chapter are being addressed by the officers and members. There are five critical areas that need to be addressed by the High Alpha and the Executive Committee in reviewing and evaluating the performance of the High Zeta officers. They are: 1. Scheduling the Review Process. 2. Using Goals and the Standards Program to Evaluate Job Performance. 3. Offering Feedback and Suggestions. 4. Using the ELCs Report and Recommendations. 5. Documenting and Follow-Up on Executive Committee Suggestions. Each of these five critical areas is discussed below, with a special emphasis on the High Alphas role.

Scheduling the Review Process

As was mentioned earlier, the High Alpha should consider appointing an At-Large member (or the Alternate) of the Executive Committee as his assistant, specifically to work on the scheduling and record keeping for the committee. Before the start of the school term, the High Alpha (and his assistant) should devise a schedule of meetings for the entire term. The schedule should allow the Executive Committee to meet each week and take into account major chapter or campus events which might cause the meeting to move around on the calendar.

In planning the calendar the High Alpha and his assistant should determine which officers must meet with the Executive Committee early in the term (ex: High Delta, if a major recruitment period is early in the school term, to see that planning for the events is on schedule). Each officer must meet with the High Zeta at least once a term, although it is preferred that two meetings a term take place. The High Alpha should also use this time before the start of the term to schedule a meeting with the members on scholastic probation or suspension. Finally, all members of the chapter should be scheduled onto the calendar for their review of member obligations and performance. It makes sense to schedule the review of a High Zeta officers job performance on the same day you will review his overall member performance. In the end, the High Alpha and his assistant should have a master agenda for the entire term that lists who will be meeting with the Executive Committee each week. This master agenda should be distributed to all chapter members at the first meeting of the year so they are all aware of when they are expected to see the Executive Committee. It is always a good idea for the High Alpha to make sure he is evaluated early in the term, both as an officer and as a member of the chapter. This will show the other members the High Alpha takes the process seriously, which can only help other members take the process more seriously.

Using Goals and the Standards Program to Evaluate Job Performance

Once the High Alpha has arranged a schedule of meetings for all officers and members, there will be a need to educate them about the process and incorporate the review process into the other management tools the chapter is already using. If a chapter is already using a goal board and the Standards Program, it will find evaluating members to be a simple process, and will also find that members will buy into the process with little explanation or complaint. Before an officer arrives for his review with the Executive Committee, both he and the Executive Committee will need to do have done some homework. All members of the Executive Committee and the officer being reviewed, say the High Delta, will need to receive a copy of the standards (from the Standards for Chapter Excellence Program) for recruitment, which is the responsibility of the High Delta to oversee. All members of the Executive Committee will take time, on their own, to examine the standards and rate the recruitment program of the chapter in all areas. The Executive Committee members should also be asked to provide some comments about the officers leadership style and what he is doing well. The High Delta will do the same. The High Alpha or his assistant on the Executive Committee will collect these evaluations before the meeting, and will compile the ratings and comments to create a master evaluation. This master evaluation will average all of the Executive Committees ratings for recruitment into one rating for each area.

When the High Delta arrives for his meeting, he receives a copy of the Executive Committees master evaluation of recruitment (as do all members of the Executive Committee), while he passes around his own evaluation of his job. There is now a starting point for the discussion, which should focus first on the strengths of the chapters recruitment programming and how they can continue to improve in these areas. After discussing the strengths in recruitment, the Executive Committee and the High Delta discuss the weaknesses. Differences in impressions about the job performance or the overall chapters performance in the area of recruitment can be discussed here. By using these evaluations, the Executive Committee makes it far easier to offer constructive criticism and feedback, suggestions that wont be taken personally by the officer. For individual members of the chapter meeting with the Executive Committee, each member should receive a copy of the Membership Obligations section from the Standards Program, prior to their meeting. The individual member should take the time to complete the form, evaluating his own performance as a member. The Executive Committee does not need to do this for all members, but rather uses a members impressions of his own performance as a starting point for discussing his strengths and weaknesses. If the chapter is using a goal board, with goals for the officers and individuals, the Executive Committee must use these in evaluating an officer or member. The goals give the Executive Committee a glimpse of what the member or officer hopes to accomplish for the term or year. Comparing the goals to what has actually been accomplished can give the Executive Committee a chance to offer praise and support, remind members of the goals they set earlier in the year, or deliver a warning about failing to meet the expectations of an office or Fraternity membership.

Offering Feedback and Suggestions

Now that all members and officers are comfortable using a process and are comfortable knowing that the review process is as fair as possible, they will be receptive to ideas, feedback and criticism. All of this will have to be given to the officer or member in the context of the Standards Program, as that is the tool that is being used to evaluate him. When reviewing an officer, the Executive Committee should try and focus on three key areas: 1. How is this officer leading and communicating with others in the chapter? 2. What specific responsibilities does he have that can be improved to the benefit of all chapter members? 3. What can the chapter and this officer logically accomplish in the time left this term/year?

Members of the Executive Committee need to phrase their advice and suggestions in a nonconfrontational way, avoiding terms like us and them, do this or else, etc. When offering suggestions and feedback the Executive Committee needs to point out why the member should improve and what he will gain from implementing the suggestion. Positive reinforcement will spur most people; most brothers will not be motivated by a do it or else edict from the Executive Committee (although there will be situations that call for that statement to be made). Every officer and member should leave their review with the Executive Committee optimistic about their future and the chapters, because the Executive Committee should have given them a clear idea of how to improve their personal experience in Lambda Chi Alpha.

Using the ELC Report and Recommendations

The Executive Committee will have the report of the Educational Leadership Consultant, which should contain specific recommendations for each officer or standards area, as well as some suggestions that apply to all members (listed in the Membership Obligation section of the report). The Executive Committee should use the ELC report when evaluating an officer of the chapter, especially after the ELCs departure. Has the officer implemented any of the suggestions of the ELC? Why or why not? Are there recommendations included that can be acted on by an officer? If so, the Executive Committee must reinforce these recommendations with the officer. In almost every case, the recommendations listed on the report from the ELC were specific ones the ELC offered to the High Zeta officer, who agreed to work on these areas. Thus, few recommendations or suggestions from the ELC can come as a surprise to the chapter. Before the next ELC comes, the Executive Committee should review the recommendations of the last ELC and note which recommendations have been completed. This list of completed recommendations should be given to the High Alpha to present to the ELC upon his arrival. Completed recommendations indicate a chapter or an officer that is interested in trying new ideas to improve.

Documenting and Follow-up on Executive Committee Suggestions

Once the Executive Committee is comfortable offering suggestions, using previously set goals as a benchmark for performance, and utilizing the ELCs recommendations as a tool for change, the committee is ready to perpetuate their evaluation process. This is done by documenting the suggestions and evaluations done for each officer and member. The High Alpha or his Executive Committee assistant should keep a master file of all materials used in the review process. After an officer or member meets with the Executive Committee to discuss his job or membership performance, he should receive a typed set of recommendations from that discussion. The form should contain some positive feedback, first and foremost, noting all of the things the member or officer has done that have assisted the chapter.

Next, the form should list some areas where the Executive Committee feels the member or officer can improve in the near future. Finally, the form should list specific recommendations for how to improve (ex: Attend all chapter meetings this term). This feedback will help members and officers know exactly what they need to do to improve their experience and to be better brothers. The use of written feedback also makes it easier for the Executive Committee to document its work and provide continually improving feedback. In the case where the Executive Committee must discipline a member or remove an officer for poor performance, these evaluations and feedback will supply the evidence that the Executive Committee tried to address the problem with the member and failed. By using these five steps, the Executive Committee can create a long-term process for success, a process that can be easily adapted by future Executive Committees, and a process that will be respected by the members.

Fiscal Oversight
Managing the chapters finances is one of the Executive Committees major responsibilities and will be a task that must be addressed at each meeting. The Executive Committee must exercise control of the finances on a regular (weekly) basis or risk losing control of the chapters key resources. The High Alpha and the High Tau should discuss financial management of the chapter shortly after elections take place. It is important that these two officers feel comfortable working together. The High Alpha and the High Tau need to discuss the role of the Executive Committee in chapter finances, so that the High Tau doesnt feel that the Executive Committee distrusts him with the chapters money. The chapters finances are simply so important that is it is critical the entire Executive Committee be familiar with them each week. Each week, the High Tau is expected to give the Executive Committee a full report on the chapter financial state. This report is easily summarized in the Executive Committee Weekly Treasurer Report. All members of the Executive Committee should receive a copy of this report each week. The High Alpha should try and obtain his copy in advance of the Executive Committee meeting, to see if any problems have arisen in the last week. The High Alpha and the High Tau should sign checks once a week, at a set time and place. No checks should be sent out without two signatures or without identifying who will be paid with the check. As part of each weeks Executive Committee meeting, members who are in danger of being suspended for being late with their dues should be asked to appear. This will help the chapter and the Executive Committee be proactive in addressing these problems and perhaps will help prevent some members from being unnecessarily suspended. Further information on the High Alphas role in financial management can be found in Section 2-47.

Appendix I
Standards Quicksheets Goal Board Action Plan Executive Committee Agenda Event Evaluation Form Committee Report Form Committee Meeting Agenda High Zeta Meeting Agenda Contract for Membership Event Planning Forms Officer Report Form Executive Committee Weekly Treasurer Report Lambda Chi Alpha Award Applications High Pi Application Monthly Chapter Report Form Sample Bylaws SAC Application