Real Job Chapter Leader1
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The document outlines the real job of a chapter leader for a student organization. The job involves: 1. Acting as a liaison between the chapter and executive board by communicating updates and information through formal weekly calls and informal methods like email. 2. Supporting and leading the executive board and committee members by providing resources and feedback to help them succeed, rather than completing all tasks personally. 3. Setting and achieving goals by establishing priorities and communicating plans to reach milestones.
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The document outlines the real job of a chapter leader, which is to act as a liaison and support the executive board and members. As a liaison, the leader must effectively communicate and represent the chapter at meetings. Their main role is supporting and leading the group by providing resources and feedback to allow members to succeed, rather than completing all tasks themselves. Additional duties include setting and achieving goals, building future capacity, and ensuring the chapter operates responsibly and maintains its campus charter. Key skills for fulfilling these roles are managing conflict, leading effective meetings, and defining success for the chapter.
Nourish International Chapter Policies
The document outlines Nourish International's policies regarding chapters, international projects, and ventures. Chapters must abide by Nourish's policies, maintain an executive board and faculty advisor, and select and fund at least one international project every three years. Projects require approval and must demonstrate strong local leadership and community support. Ventures are on-campus businesses run by chapters to raise funds and awareness, and venture leaders must record expenses and revenues and deposit profits within 48 hours.
Key Milestones For Success
The document outlines 16 milestones for measuring the success of student chapters, divided into 3 categories: participation, profitability, and projects. Some key milestones include building an executive team, attaining student organization status, holding interest and general body meetings, establishing committees, transitioning leadership smoothly, holding profitable ventures that earn $3,000-$5,000 annually for chapters, selecting and implementing international projects that meet funding and participation goals, and conducting follow up on projects.
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This document outlines goals and priorities for building up a campus chapter, including creating a strong leadership team, growing membership, cultivating leadership, running ventures and international projects, and building bridges to sustain the chapter long-term. The goals are to generate campus support, make ventures and outreach easier to conduct, develop future leaders from new members, and form connections and partnerships through integration with the campus community.
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This document outlines goals and priorities for building up a campus chapter, including creating a strong leadership team, growing membership, cultivating leadership, running ventures and international projects, and building bridges to sustain the chapter long-term. The goals are to generate campus support, make ventures and outreach easier to conduct, develop future leaders from new members, and form connections and partnerships through integration with the campus community.
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Resources And Timelines
The document discusses resources and timelines available to chapters from the national Nourish organization. It provides details on chapter coordinators, sample agendas, available documents and materials, project databases, finance systems, reimbursement processes, fundraising guidelines, and timelines for selecting projects and important organizational dates. The national office aims to provide flexible financial resources and partnerships to multiply chapters' effectiveness.
Roles Responsibilities And Expectations
Nourish is an organization that aims to establish 50 sustainable chapters by 2013. It is currently going through a process of setting organizational goals for the fall. The document outlines Nourish's organizational structure and defines roles for the national board, national office staff, and chapters. It states that the national office works to increase chapter capacity by accomplishing goals like obtaining campus status and building membership. Chapters are expected to create impact on their campuses through committees and uphold Nourish's policies by meeting milestones, communicating, fundraising, and reporting information.
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Nourish is a student organization founded in 2003 at UNC-Chapel Hill that works to eradicate poverty through student-run ventures and community partnerships. Ventures generate funds for projects through small businesses, while projects partner with community organizations to address local issues. Since 2003, Nourish has invested over $145,000 through chapters partnering with 23 communities and providing 140 students international experiences. Nourish aims to have 50 successful chapters by 2013 and strengthen its impact and sustainability.
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Real Job Chapter Leader1
- 1. The Real Job of a Chapter Leader
- 2. Real Life Perspective Zina Badri: Former Chapter Founder, University of Michigan
- 5. 1. Being a Liaison Chapter Leaders
- 6. 1. Being a Liaison Executive Board Members
- 10. 2. Supporting and Leading What it looks like:
- 11. 2. Supporting and Leading Steps to provide effective constructive feedback:
Editor's Notes
- Being a liaison b/w NINO and EB, or b/w EB and committee Supporting & leading your exec board members or committee members Goal setting and prioritizing Assess where your chapter is at and where you want it to go Oversee progress towards those goals Connecting the now and later Building capacity Preparing future leaders of Nourish Ensuring that the chapter outlives you Representing Nourish responsibly Making sure the chapter as a whole does this
- -As a liaison, you are the lynchpin-the piece that holds the chapter and NINO together and where communication can potentially break down -Importance of accurately communicating top-down and bottom-up to keep things running smoothly -Balancing act
- Same situation for exec board members b/w your Exec Board and committee groups
- -Delegating:
- Delegating: -Will talk in depth about purpose and process of delegating this afternoon -More can be accomplished by delegating -Ownership is given to your exec board members -By giving ownership over pieces of the puzzle, you can focus your attention on other things -This enables them to grow as leaders Providing tools and resources: -Begins as simply as asking your exec board members if they have what they need to accomplish goals and tasks -If not, what do they need? -If you can not provide this yourself, look to NINO Feedback: Emphasizing the feedback piece because it is something we need to be intentional about doing. Set the expectation from the outset that this will be a part of our process as an organization -you will receive feedback in your weekly calls -you are expected to provide feedback to your exec board members We want to create the space for those conversations this year to ensure we are firing on all cylinders -Positive feedback: comes more naturally—important point is to make sure you do it, motivate your group and encourage good performance -Constructive feedback can be more difficult to do well—flesh this out
- How we talk about our work is important -ex, kegger Gray areas/judgment— Guard our name Environmental piece—do what you can, not our central focus
- 2 separate ideas 1-managing conflict, facilitating group decision-making 2-leading meetings/tone
- -Elements in the agenda: Objectives Materials needed Topics covered Speakers Time estimate
- Milestones hand-out Informal goal setting