Comments for combined boards/representatives Kappa Kappa Psi/Tau Beta Sigma

1. I. Introduction
II. Draw a line between experiences and NPL
i. approx. three weeks, nightly reading (library books, “slideshare,” kindle
downloads)
ii. a couple of books purchased based on rec. from friends who are NP XDs.
iii. ~ a semester of NPL in just a few weeks
(best list, from Rothschild, S., 2012, The non nonprofit: For-profit
thinking for nonprofit success. San Francisco: Jossey-Bass.)
1. Have a clear and appropriate purpose
2. Measure what counts
3. Be market driven
4. Create mutual accountability
5. Support personal empowerment
6. Create economic value form social benefit
7. Be learning driven
iv. key components to NPL
A. Vision/Mission/Passion
B. Administration
1. Supervision
2. Financial
3. Risk Management and Legal
C. Relationships
1. Board
2. Constituents
3. Supporters
4. Office staff and CFRs
Two best quotes:
 “If at first you don’t succeed . . . skydiving is not for you” (Burnett, K, 2006, The Zen of
fundraising: 89 timeless ideas to strengthen and develop your donor relationships .
San Francisco: Jossey-Bass).
 …successful leaders need to engage in the following five key leadership activities
[from Kouzes and Posner].
1. Challenge the Process
2. Inspire a Shared Vision
3. Enable Others to Ac
4. Model the Way

2. 5. Encourage the Heart
Tschrhart, M., & Bielefeld, W. (2012). Managing nonprofit organizations. San
Francisco: John Wiley & Sons.
A. What have I done, “Vision” and “Passion”
1. Mission congruence.
o taught in MS program, incl. “College Management.” All department goals related to
institutional mission.
o taught “outcomes” measurement. Instrument questions align with departmental and
institutional mission.
o led committee for “Mission” for institutional accreditation (HLC / NCA visit), to
measure/demonstrate mission coherence between departments/institutional mission
statement)
o part of daily practice and a visible part of my on-campus work and on-campus persona.
o Key Issue: ht be innovative, ht be flexible to new experiences while avoid mission-creep.
No solid/resolute answer but an issue I am constantly mindful of.
2. Passion
o college experience and the role “band” plays in this.
o my wife and I, just before we were married here on campus, in front of the KKΨ obelisk
on campus (couldn’t find this, but she remembers it being important to me).
o screen-shot, Sudler trophy. A part of conversation as appropriate with students.
o while no official role, “hung out” w KKΨ at UConn; learned the hymn with KKΨ at
UMaine (the hymn was not adopted when I was a member in the ‘80s). “hung out” to
watch band practice ~:15-:20 1x time, sometimes more, at CU Boulder.
o Key Issue: not clear of the directionality/expansion or retrenchment plans of KKΨ/TβΣ. I
have the right passion, but I don’t know whether we are in expansion mode.
3. (not really on the list, but an asset, I believe).
o As a conduct officer for approx. 14 years at three schools, I will have credibility with
President/VPSAs/ “student involvement offices” in addressing situations
 involving hazing and/or sexual assault (which I would expect to be more frequently
risky to organization),
 involving drug use, alcohol. or other violations (which might occur more often but
do not pose the same severity of risk-per-incident).

3.  Can assist institutions where investigations are occurring. I assume these
investigations are linked to proscribed behaviors.
o as a chapter advisor, well-educated in responding to hazing concerns. Delta Upsilon is a
“no secrets” fraternity – invitation is open to public, and dates/family members
generally attend.
o as an investigator, have completed investigations into chapters (including housed
chapters) on issues including drug use/drug trafficking/alcohol abuse/sexual
assault/hazing/other assault or harassment.
o as a crisis responder, not easily shaken, recognize need to be calm and act calmly; follow
policy and “what is best” for organization and for the students involved.
o (not difficult for me to imagine a “sexual assault” scenario between band members
on a trip; institution has response and requirement to do so. I would guess few band
direct faculty have this type of specialized experience). Odd resource in these
settings, and the organization needs to act to protect itself, too.
_____
Carlson, D., & Donohoe, M. (2010). The executive director’s guide to thriving as a nonprofit
leader. 2d ed. San Francisco: Jossey-Bass.
 refer to key responsibilities: being a visionary, being a change agent, and being a relationship
builder, being a community creator, and being a resource wizard. While instructive, this is not a
complete list (addresses “A” and “C” on my synopsis; light on “B,” as it focuses on “rainmakers”
and austerity-when-needed rather than seeking consistency).
B. Administration
(Carlson and Donohue write to the “difference between a leader and a manager;” there
are times to use one, or the other; there is a need to exercise both and a need to
acquire the sense of which to use in a given circumstance).
1. Supervision.
o supervised FT administrative staff, FT professional staff. Generally free-hand with
process, expect outcomes. Interested in the personal and professional development
of these employees.
o supervised easily 200 grad students in career
o indirectly supervised approx. 1000 undergrads, and
o directly supervised approx. 300 undergrads in career.
o find ways to link their “work” to their “career” and to institutional mission.
teacher, coach, mentor (if they want)
o skilled at “confrontation,” saying what needs to be said.

4. o confronted “volunteer,” “temporary employee,” and “independent contractor”
situations at b’nai israel.
o Key Issue: experienced supervisor who sees relationship generally through
“educational” lens. generally not a micromanager, nor am I easily flustered.
(fundamental belief ppl will do their best when their “better angels” are called
upon. my go-to attitude. Have also had to play the other “HR” path.)
Problem as described in ph. Int. – supervising people in the office when I’m out of the
office; supervising CFRs when they are on the road (and I’m not), managing my work
and the work of people who are not physically proximate.
(no immediate answer, but understand the problem. Liken it to RH supervision. Are
there electronic means? How do we keep in touch when not together?)
2. Financial
o unique community based experiences relating to “shared” money
 Supervisory Committee for UND Credit Union
 Treasurer for B’nai Israel
 In these roles, regularly meet with Investment Bankers (one for each board)
related to funds in reserve/foundation
 Met with auditors to determine quality of bookkeeping, compliance with
NCUA expectations. On-going training.
o taught budgeting in HEd classes
o managed dollars in office – “grant,” “soft,” “appropriated,” and “student fees”
dollars; encumbered and unencumbered elements
o Key Issue: not an accountant, but experiences that prepared me to be ED of
KKΨ/TβΣ.
2. .part two – ready to learn about fundraising. Have experience in speaking to congregation
about needs (fee, budget increase three years ago to expand clergical visits schedule).
Newish area; ready to learn, expect to lean on established staff
3. Risk Management and Legal (related to the conduct information above).
o all organizations and institutions (specifically collegiate) currently under increased
scrutiny related to harassment, alcohol/drug use, sexual assault (most importantly,
response to s.a.), hazing (esp. with injury involved), and to other assault or
harassment cases.
o Strong, transferable knowledge and experience in the above, in “behavioral
evaluation teams,” responding (helping chapter a/o Director of Band respond to
students presenting threat).

5. In reference to the balance (leader or manager), I have (advertised, interviewed, selected,
trained, and) supervised; I have terminated; I have coached and provided limits to struggling
employees. Similarly as a conduct officer, I have promoted “dream big” concepts while providing
students sanctions or “reduced options.” Helping people along is in my blood. Drawing a line
(suspension, etc.) is a tool I’ve used. It’s like grading – you do the right thing and keep in mind
your values, assess how your values fit the situation.
(I would best describe myself for 20 years as an educator – there are some attitudinal changes
(more “hard nose business, less “educator”) I may need to consider in this work, but not my plan
on day one.)
I didn’t list this on my top three, but there is a fourth area in which I have significant experience and will
be beneficial. It informs areas “A” and “B,” – assessment.
Morino, M.(2011). Leap of reason: Managing to outcomes in an era of scarcity. Washington., DC:
Venture Philanthropy Partners.
 describes the need for “nonprofit leaders [to] inherently think about the what, how, and
why of their services; [to be] evidence based; [to] talk naturally and frequently about” the
impact of our service.
C. Relationships
 Key elements/my personal attributes – authenticity, kindness, seeks to be helpful
1. Board
o board of directors can provide strategic guidance, valuable contacts and resources
to nonprofit organizations. While the board of directors is responsible for making a
range of vital company decisions, it is not involved in making day-to-day operational
decisions.
o Key Issue: transparency. Need to be able to account for time, work to complete/be
successful as instructed by board.
2. Constituents – high involvement
o .
o Key Issue: .
3. Constituents – low involvement
o .
o .
o .

6. 4. Public / Supporters
5. Office staff
6. CFRs
___
Note about references:
I provided three:
Dr. Cassie Gerhardt – has seen me work with on-campus greek leaders, “my” house in
particular; she has seen me work with national ED or CFRs for social greek chapters. She will
be able to say I generally understand what this role looks like for social greek and it’s
translation to KKΨ/TβΣ.
Bonnie Solberg – as the advisor to the SRC, the body that suspends students or student
organizations for rules violations, she can speak to my (1) ability to serious confront critical
issues of safety; (2) clearly articulate expectations, actions in violation of expectations, and
recommended sanctions for violators; (3) role in “writing” or modifying policy or protocols.
Dr. Joshua Bronfman – (1) passion for music and music ed students; (2) he has seen me work
up-close with students in sexual assault response, in eating disorder and self-harm
situations, and in alcohol misuse situations. Can speak to my willingness to take on hard
cases and “make it work.”
Additional list – my “presence on campus.” Available, “go to” for several faculty. The question was asked
in my phone interview about the ability to communicate with Directors of Bands, and I believe the
Department Chairs of academic programs will attest that I have the ability to be a presence. I think the
dynamics are sufficiently similar to allay any concerns.
left over junk
Pakroo, P.H. (2013). Starting and building a nonprofit: A practical guide. Berkeley, CA: Nolo.

7. (p. 90) “
 implementing the board’s plans and policies
 managing programs, activities, and general operations
 hiring and supervising staff
 monitoring and managing finances and accounting
 reporting information about the organization’s activities to the boar
 advising the board on policy and program issues
 assisting committees with program and social policy development
 services as a liaison between staff and the board, and
 communication with the nonprofit’s constituency.
I’m sure there is no “typical week” but I bet there are three -types of typical days – can you describe
what one (or all of these) might be?
? how much traveling?
o PD lists “conferences and conventions” (plural) – general idea of
which/when/frequency/role
o (in ph interview you discussed managing the office while I was away – which leads me
to believe it’s a healthy ratio).
o Are there “schools visits” – how does that complement/could my presence detract from
the CFRs?
o I identified a “non-profit XD conference” in Dallas in early October (about 10 weeks into
this role). Is that (or a different one) something I could attend? (a ten minute google
session – I don’t know what is “out there.”) (while I think I can make the argument I
have the modular skills for the position, this is a first for me is this type of role. A
dedicated conference is a good use of my time and our resources.)
Is there a “project” or a campaign that has not been discussed?
Tschrhart & Bielefeld (2012) suggest board directing a 30-day and 90-day plan for new
XD.
o When was the last time our finances were audited, externally? If hired, will the board be
open to a financial review/audit by outside agency. (We just did this for credit union
supervisory board - not exactly cheap ( > $4900 ) - is there a "mid-range" solution) ?
In general, how are our finances? Solid, shaky? An area of concern?
Are there “fundraising” expectations? How do I work with you to identify those?

8. Is there a "re-gifting" expectation that is a part of my salary?
how will I be evaluated?
I indicated in my ph interview that I thought among the best pre-determined skill sets I have is that of an
investigator, a student affairs professional, and a policy developer and enforcer. I have a career where I
will comfortably speak with a president, vps, and faculty at a campus when a crisis or investigation of a
significant nature is initiated. I think I used the phrase “instant credibility.”
While I am musical and can express passion for both music and the musician-in-college experience, can
it be overlooked that I don’t currently “play?”
CFR: two? Are both hired for next year? will I meet them?
pre-visit packet is good, but could use some attention. (typo “don’t” instead of “done.”) ? Too eager to
“crash on a couch” – (I don't mind that that is an option - it should be. But let's not make it our go-to
expectation/position).
(“One of the most common complaints we’ve heard from career nonprofit staff with sma ll and mid-sized
organizations is that they don’t feel valued by their organization because they have no budget for
conferences and trainings, and when they travel for work they have to sleep on couches and eat cheap
food. Not feeling valued by your option is a good recipe for undermining motivation, performance, and
passion…” (Smith, J., & Beck, T., 2012. The nimble nonprofit: An unconventional guide to sustaining and
growing your nonprofit. creativecommons.org)).
template visit schedule looks like private meetings and attend a chapter meeting – is there a
“presentation?” Is there information we are pushing, or only seeking? What does a completed chapter
report look like?
# of chapters on probation, # who are inactive – is this a problem?
1. Are we having discussions about reestablishing chapters?
legal? counsel?

9. Website problems:
2. http://www.kkytbs.org/national_info.html - "about us" has a grammatical/syntactical error in
the first sentence.
3. Too many paper-forms. We need to find a way (intern from OSU would be fine, maybe;
 or look at an off-the-shelf product) for webforms
4. About 1/3 of the first few links (I didn’t try all) are dead. Some internal links (for example, “The
Podium”) doesn’t work.
5. There are additional dead links within the site
6. ? why TBS national list of chapters in a “pdf box” rather than just an pdf file?
7. More interactivity
 “news notes” – last one spring 2013; the "Council Connection" last used 2011
 let’s create a ? “band of the week?” -
youtube channel – direct submit show by 6:00 am Monday and we decide, tweet out the “winner”
(i admit my "marching band" predisposition and recognize something for orchestral/symphonic/stage
band may be appropriate; same/difference cycles?)
8. https://www.kkpsi.org/natcon - has a clock at -315 days (more now). let's put some "2015" info
up (I know there is a FB page but nothing is on this website).
9. there is a "forum" last used in 2012 (one forum kky ("https://www.kkpsi.org/forum")/one forum
tbs; both last used 2012). Is this meant to be active? retired? if retired can we label as such - has
the 'conversation' moved elsewhere? (I'm guessing google groups or yahoo groups, but no
indication).
I suspect some of the unattended-to pages are a function of the staffing change, but some of it is
older than that.
10. I am worried about the AA “social media policy."
 “Kappa Kappa Psi is liable for anything they post to social media sites.
(who is “they“ and this is the type of statement that can “get us in trouble)
 There are other hanging modifiers
 There is at least one “it’s” that should be “its.”
 I’m not sure how “policy” is approved, and there is nothing suggesting it’s an approved
document – just info on our website.