Alumni Association

Volunteer Handbook

Chapter Eight
Chapter Management

Revised July 28, 2008

Leadership

Maintaining a Strong Chapter

The first requirement for a successful alumni chapter is strong, dedicated leadership. The chapter must be certain that capable officers are chosen - people who will dedicate time to initiate, plan and promote a variety of activities which will appeal to Virginia Tech alumni and friends in the chapter area. Chapter leaders should be able to work well with diverse populations, be imaginative and enthusiastic, and have administrative ability. The infusion of new leaders is particularly critical if a chapter is to remain vital and is to represent all alumni in the chapter area. The chapter must be sure qualified candidates are nominated at each election. Prior to electing officers, a nominating committee should be appointed which will choose appropriate candidates and verify their willingness to serve if elected by the chapter.

The second key in chapter success is dynamic organization. This calls for teamwork and the delegation of responsibilities. One person need not, cannot, and should not do it all. In addition to chapter officers, a host of volunteers should be called on to help.
Finally, interesting meetings are the heart of the chapter's activities. Alumni like to be a part of a viable chapter program. Please the audience - pick quality meeting places, plan thoughtfully, formulate an agenda for the meeting, make those who attend feel welcome, and strive for real fellowship.

The Essence of Leadership

More than ever, there is a need for people to seize upon the opportunities of leadership.
How do you get other people to move forward together toward a common purpose? How do you get people to want to do things? How do you get people to follow you? These challenges are the essence of leadership.

  1. Challenge the status quo. Step out into the unknown and search for opportunities. Take risks, innovate and experiment in developing programs, systems, processes and services. Recognize the good ideas of others and support those ideas.
  2. Develop and inspire a shared vision. Enlist the involvement and support of others in creating a vision (mission, goals, priorities) for the organization. Be enthusiastic, energetic and positive, and communicate frequently about the vision. Know your people, speak their language and articulate how they will be served by a common vision.
  3. Empower others to take action. Support people in making their own choices and taking responsibility for their own choices and actions. Encourage collaboration and teamwork across boundaries (geographic and organizational) in problem solving. Invest in the growth and development of people. Believe in people and trust their judgment.
  4. Encourage risks and don't discourage dissent. Encourage people to take chances and be prepared to accept mistakes. Provide opportunities for people to speak up and say what they think.
  5. Demonstrate a genuine caring for people. Draw people towards the vision by genuine acts of caring. Recognize individual contributions and celebrate group accomplishments. Develop visible signs of encouragement to reinforce supportive coworkers.
  6. Lead by example. Earn respect through consistency of word and action. Develop your individual strengths and accept setbacks or mistakes as learning experiences. Step forward in a crisis or at a critical moment and take a position on behalf of the organization and its members.

Leadership is not only about leaders, but also about followers. Over time, those who would be followers determine whether a person should be or will be recognized as a leader. Sooner or later, people are going to ask themselves if a person is worth following.

People admire leaders who are honest, competent, forward-thinking and inspiring. Taken singularly, these describe the personal attributes or qualities of a leader. Taken together, these characteristics are an indicator of one's credibility.

Leaders must be ever diligent in guarding their credibility. Credibility is one of the hardest attributes to earn and a most fragile human quality. The ability to function as a leader depends upon being perceived as highly credible. Once a leader loses his or her credibility, it is very difficult to earn back.

Leadership is in the eyes of the followers; credibility is the foundation of all leadership.

Executive Committee and Board

Notice

Be sure to notify officers and directors of the meeting time and place at least two weeks in advance. Reminder postcards, e-mail and / or phone calls from the secretary will ensure good attendance.

Place

Select a convenient location. Rotating between board members' homes may be worth considering. Make sure it's comfortable and conducive to good communication.

Time

A regular meeting time will enhance attendance (i.e., first Wednesday of each month). Weekday evenings are usually the best. Start the meeting on time. Do not penalize those who are punctual. Try to limit a meeting to no more than one hour.

Agenda

Have a printed agenda available to distribute to all attendees at the beginning of the meeting.

    1. Roll call
    2. Approval of minutes of previous meeting
    3. Officer reports
    4. Committee reports
    5. Unfinished business
    6. New business
    7. Comments or general discussion
    8. Adjournment

Records

A complete and accurate report should be taken by the Secretary, typed and sent to all members of the board of directors and the Alumni Association. A master copy should be kept for the group's records. If the Secretary is not present, the President should appoint a temporary Secretary.

Content

The meeting must serve a purpose, so be sure to review recently held events (how can the events be improved?) and prepare for future events. If there is little to discuss, use the meeting to brainstorm about future activities - involving more alumni, expanding the group's scope, getting more out of alumni programs.

Facilitating a Smooth Transition

The President should carry out the annual plan devised during the previous year. The President-Elect should spend the year developing the chapter annual plan and recruiting committee chairs for the upcoming year. This will ensure a smooth transition of officers and a well-planned, successful year of programming.

There are many tools which facilitate a smooth transition from one year to the next. These include continuous efforts to bring new people to events and meetings, follow up contacts with those people, staggered terms for officers and directors, one-on-one meetings with the outgoing and incoming officers and committee chairs to discuss past activities as well as future plans, and leadership training.

It is important to ensure that board members, officers and committee chairs have a thorough understanding of what their responsibilities are during their term. A file of their predecessor's actions can help with this understanding. For assistance, contact your chapter liaison.

Sources

Kenneth Labich (1988, October 24). "The Seven Keys to Business Leadership." Fortune, pp. 58-66.
James Kouzes and Barry Posner (1987). The Leadership Challenge. San Francisco: Josey-Bass Publishers.
Warren Bennis and Burt Nanus (1985). Leaders: Strategies for Taking Charge. New York: Harper and Row Publishers.
Steve Scheneman, T. O. Williams, and Dean Farmer.

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Strategies For Attracting New Graduates To Chapter Events

There should be a heavy emphasis placed by your chapter on recruiting younger alumni to participate in chapter events. Recent graduates are an important investment in the future leadership of your chapter. You can obtain a list of the recent graduates in your area by contacting the Alumni Association.

The following suggestions can assist your chapter in recruiting new graduates for active membership.

  1. Each chapter should contact new graduates now located in their area and extend a personal invitation to participate in the chapter. This contact should be made by an active chapter member in person; however, this can be done by letter, e-mail and / or phone call. New graduates will be placed on the mailing list by the Alumni Association.
  2. Encourage recent graduates to get involved in student recruitment. Rely on them for the most recent insights into campus life.
  3. Establish a separate committee with recent graduates and singles to sponsor social events in addition to regular chapter programs.
  4. A chapter could establish a "welcome wagon" for new graduates. Have a special gathering for all the recent graduates in your area. A great deal of planning should go into this event, as it will set the tone for involvement by the recent graduates.
  5. Create positions on the board which are specifically allocated to recent graduates. You may also want to appoint a new graduate as an assistant to each committee chairman.
  6. Key in on the recent graduates who were members of the Student Alumni Associates. These graduates have already shown an interest in and are familiar with the Alumni Association. They can be a great benefit in providing information about the alumni activities taking place on campus. Contact the Alumni Association for names of these alumni.

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Finding Volunteers

Volunteers usually have to be recruited or searched out. Before a recruitment drive, prepare a written analysis of:

  • Why you need volunteers
  • The kinds of activities they will perform and for how long
  • The number of volunteers needed
  • The personal qualifications, physical demands, and skills needed for the different volunteer jobs
  • A plan for orientation, training, evaluation, and recognition
  • What the benefits are to the volunteer

Also prepare written job descriptions. No volunteer should be recruited unless there is a specific useful job for that person to do. Methods of recruitment will vary with communities, organizations, and the need for volunteers.

Individual Approach: a person-to-person approach is a direct appeal to members of the organization, committee, or other volunteers. It is often followed by letters, enclosing pamphlets and other promotional material. There may be an invitation to visit the situation where the volunteer will be involved.

Mass Media: a helpful approach to a number of volunteers. It includes press, radio, television, speakers' bureaus where volunteers deliver talks before groups, organizations, schools, bulletins, newsletters, brochures, window exhibits and posters.

Identifying Volunteers: Volunteers should be identified from interested alumni who attend chapter functions, call to express interest, or respond to questionnaires.

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Volunteer Recognition

Environment

  • Smile
  • Create pleasant surroundings
  • Provide appropriate equipment
  • Assign others to assist

Task

  • Provide thorough explanation, orientation, and training
  • Supervise
  • Give feedback on progress
  • Honor work preferences
  • Assign work that challenges
  • Explain relation of task to overall program
  • Give them additional responsibility

Follow-up

  • Send thank-you note
  • Ask for volunteer evaluation
  • Commend to employer, if appropriate
  • Inform concerning results

General Strategies

  • Quote them
  • Photograph them
  • Ask for their opinion, advice, or criticism
  • Honor with an award
  • Tell them they are appreciated
  • Thank/recognize them publicly
  • Present them a plaque
  • Ask for feedback
  • Listen
  • Send a birthday card
  • Buy them an ice cream cone (coffee, dinner)
  • Recognize personal needs and problems
  • Greet by name
  • Provide discount tickets
  • Provide refreshments
  • Sponsor a volunteer recognition event
  • Create a Volunteer of the Month event

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Volunteer's Viewpoint
(for Leaders to Remember)

Memo to You, as a Leader, from Me as a Group Member:

If you want my loyalty, interest and best efforts as a group member, remember that:

  1. I need a sense of belonging.
    1. A feeling that no one objects to my presence
    2. A feeling that I am sincerely welcome
    3. A feeling that I am honestly needed for myself, not just for my hands, my money or to make the group larger
  2. I need to have a share in planning the group goals. (My need will be satisfied only when I feel that my ideas have had a fair hearing.)
  3. I need to feel that goals are within reach and that they make sense to me.
  4. I need to feel that what I'm doing has real value or contributes something important to Virginia Tech - that its value extends beyond my personal gain or the group itself.
  5. I need to share in making the rules of the group - the rules by which together we shall live and work toward our goals.
  6. I need to know in some clear detail just what is expected of me so that I can work confidently.
  7. I need to have responsibilities that challenge, that are within range of my abilities and interest and that contribute toward reaching our goals.
  8. I need to see that progress is being made toward the goal we have set, and that I am making progress toward my personal goals.
  9. I need to be kept informed. What I'm not up on, I may be down on.
  10. I need to have confidence in our leaders and officers - confidence based upon assurance of consistent fair treatment, or recognition when it is due, and of appreciation for steady, consistent, contributing membership.

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Licensing Steps and Guidelines

Licensing Steps

In order to market (sell) an item containing Virginia Tech trademarks, the Virginia Tech office of Licensing and Trademarks must approve the use, and determine any royalties to be paid. These steps must be followed to obtain permission:

  1. Call the Licensing Office at (540) 231-3748 to get verbal approval before beginning the project.
  2. Fill out the Chapter Waived Royalties Form and send it to your chapter liaison who will forward it for the appropriate signatures.
  3. The Licensing Office will sign off on the form and send a copy to your organization's contact person.
  4. A final sample of the product must be sent to the Licensing Office for approval before selling begins.

NOTE: Only approved vendors and licensees may be used to produce products with Virginia Tech trademarks. If in doubt, call the Licensing Office.

Licensing Guidelines

Any design using the Virginia Tech trademark items must be approved by the Virginia Tech Alumni Association and the Virginia Tech office of Licensing and Trademarks (even if the item is not being sold).

1. The university may be referred to by the following verbiage:

  • Virginia Tech®
  • VT®
  • Hokies®
  • Virginia Tech Hokies®
  • Gobblers®
  • Fighting Gobblers®
  • Virginia Polytechnic Institute and State University®

2. Other trademarks that may be used:

  • The HokieBird
  • The University Seal
  • The University Shield
  • The Athletic VT
  • The Gobbler
  • VPISU (graphic use only)
  • Virginia Tech (some graphic applications)

3. The University Seal and the University Shield have protected areas. No lines, words, or artwork may overlap or intersect these marks, and no changes are allowed in their designs.

4. The following marks are not acceptable in referring to the University graphically or editorially:

  • VPI
  • Va or VA Tech
  • Virginia Polytechnic Institute

5. The ® designation must be used in conjunction with all university marks.

6. The official Virginia Tech colors are (chicago) maroon (PMS 208) and (burnt) orange (PMS 165 or 158).

7. Virginia Tech marks may not be used in conjunction with other trademarks or registered marks without written permission from the owner of the mark. If you have questions on the status of a mark, please contact the Licensing Office for assistance in determining proprietary rights. (Example: using Virginia Tech with the Nike slogan "Just Do It," or using VT with UVA.)

8. Virginia Tech marks may not be used in conjunction with references to alcohol or drugs. In addition, any use of university trademarks which is in poor taste is not allowed.

9. Royalties are usually waived for items produced exclusively for a specific club, organization, or department when the design bears the name of the group and the products are being sold to the membership at cost. Items bearing generic designs which are being sold as fundraisers are subject to standard royalty rates. A determination on royalty rates will be made on a case-by-case basis by the Licensing Office.

10. University departments, colleges, or organizations must obtain written permission from the Licensing Office to use Virginia Tech marks. Examples of this include, but are not limited to, pens, notebooks, caps, shirts, jackets, glassware, pins, key rings, etc. The approval letter should be submitted to the vendor printing the item as approval for them to produce Virginia Tech marks and to inform them of royalty requirements. A copy of the approval letter must also be sent with the invoice to the Controller's Office to ensure payment.

11. Only licensed vendors may produce items bearing university trademarks.

For more information regarding these guidelines, contact Locke White, Licensing Director, 600 Country Club Drive, Blacksburg, VA 24060 - 540/231-3748; FAX: 540/231-3878.

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Recordkeeping and Reporting

Updating Alumni Records

Complete and accurate records are vital to the success of the Alumni Association and, consequently, to its chapters and college / affiliate alumni organizations. Records include home and business addresses and phone numbers, employment title, spouse name, etc.

Alumni chapters can perform an important service for the Alumni Association by assisting in the record updating process. Person-to-person contact through chapter activities provides opportunities not always available to the Alumni Office. Chapter leaders can help:

  1. Encourage alumni to update their personal information on Alumni Gateway at www.alumni.vt.edu/gateway
  2. Gather information on alumni including full name, class year, home address, e-mail, home telephone number, and business telephone number. The chapter may keep a guestbook at events, collect business cards, or hold a drawing at the end of an event.
  3. Note alumni address changes from chapter-mailed items.
  4. Compare chapter roster information to local telephone directories.
  5. Telephone alumni to verify or correct information about them
  6. Identify alumni on the chapter list who are still listed at parents' addresses but have moved elsewhere. Call the parents for new addresses and possible name changes.
  7. Check the names of alumni who are coded as "bad addresses" on the chapter list. Look up these names in the local telephone book to see if they are still in the area or if a relative can be identified. Verify with a telephone call to avoid confusing alumni with other persons of the same name.
  8. Clip items on marriages (especially name changes), job changes, promotions, and obituaries of local alumni. (Notify the Alumni Association office of any alumni deaths as soon as possible.)

Remember always to share the corrected information with the Alumni Association so that the alumni database can be kept up to date! Mail new information and changes to: Virginia Tech Alumni Association, Alumni Hall, Blacksburg, VA 24061; fax to 540/231-3039, 24-hour or e-mail to VaTechAlumni@vt.edu.

Note: An Alumni Association chapter list is never to be used for any commercial or political purpose. It is intended to be used for Association-related purposes only.

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Chapter Financial Management

All chapter income and disbursements should be cash or checks, or in rare cases credit cards. A cash record, check record, and ledger book may be the simplest method to use. Often, the monthly check record provided by the bank at which the chapter has its checking account can serve as the financial report. Chapter funds should not be kept in a personal account. The chapter should be self-supporting and operate on at least a break-even basis, including chapter grants.

The submission of financial reports to the Alumni Office are required to qualify for Outstanding Chapter Awards. These include monthly/quarterly reports, event reports and a year-end report.

Record Keeping

  • Receipts and invoices must be kept
  • Mark each receipt with date and check number and retain until audit
  • Track income and expenses
  • Track event income as check or cash and differentiate between paid in advance and at the door
  • Checkbook should be balanced monthly and transaction history included in financial report

Reporting (see samples)

  • Monthly Financial Reports are prepared for each board meeting and sent to the Alumni Office monthly/quarterly
  • Event Financial Reports are included with event reports
  • Year-End Financial Reports are prepared at the end of each fiscal year and submitted to the Alumni Office

By-Laws Should Include the Following

  • The President and Treasurer have access to chapter funds and may sign checks (bank must have signature cards on file)
  • Double signature is required for transactions over $1000
  • Fiscal year runs from July 1 to June 30

Audits

  • The Alumni Association recommends an audit every two years
  • Try to find an alum, volunteer or local board member to conduct the audit
  • Chapters with $10,000 annual income or assets over $25,000 should obtain an independent audit every year

Recommendations

  1. Chapter programs and activities are required to generate enough income to avoid deficits. (A nominal amount should be added to the actual cost of an event.)
  2. Chapter presidents must request their chapter grants each year. To qualify for a chapter grant, the president must submit a current officers roster, annual plan, year end financial statement, and chapter grant request form.
  3. If a chapter accumulates a surplus of funds in its account over and above its local operating costs, the chapter might consider:
    1. Scholarship(s) for local students entering Virginia Tech
    2. Contribution to the Alumni Association
    3. Contribution to the Alumni Center Campaign
    4. Sponsorship of one or more chapter officers to attend the Chapter Officers Forum
    5. Host an event for local alumni and friends
  4. Chapters should be aware that, if sufficient funds are not available to cover the costs of a function, the chapter, not the Virginia Tech Alumni Association, will be responsible to make up any shortfall.

Insurance Liabilities

The Alumni Association, affiliated constituent groups (including chapters), and volunteer leaders are insured under the state risk management program. Should a chapter event require a certificate of insurance, a request should be submitted to the Alumni Office at least six weeks prior to the event, to allow sufficient time to process the necessary paperwork.

Bulk Mailing Permits

The Alumni Association has a bulk mailing permit which is used for most chapter and college/affiliate mailings. Bulk mail delivery usually takes from a few days to several weeks. Typically, the smaller the distance from the post office of origination to the destination, the shorter the delivery time. The Association usually allows up to four weeks for delivery, depending on the destination.

The Alumni Association staff will be happy to discuss both the advantages and disadvantages of a chapter purchasing a bulk mail permit specifically for the chapter. A bulk mail permit requires payment of an initial fee as well as an annual fee, plus per-piece postage costs. Bulk mailing requires special sorting, bundling, and labeling prior to mailing. See the Self-Mailing policies earlier in the handbook.

sample 1
sample 2
Sample3

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Alumni Association And University Alcohol Policy

Chapters, reunions, and other alumni programs may serve alcohol at events in strict accordance with University Alcohol Policy.

Alumni chapters and other groups are discouraged from serving alcohol at events where underage or prospective students are included as guests.

Advertising or promotion of events where alcohol will be served will be done in a subtle, tasteful manner. The Alumni Association reserves the right to edit, change, or remove any text or art promoting such events.

The university states the following in regard to alcohol:

POLICY 1015: ALCOHOL POLICY

1. Purpose In order to maintain an atmosphere conducive to learning and consistent with the University's instruction, research and extension missions, it is necessary to provide guidelines to the members of the University community regarding the service of alcoholic beverages at events located on University property and in facilities under the care, custody and control of University personnel. University property includes both on and off campus locations, as well as any meeting places that may be rented for university use.

2. Policy The possession and use of alcoholic beverages is prohibited on all University properties except in certain facilities that are fully registered with the Virginia Alcoholic Beverage Control Board (ABC). Alcoholic beverages may be served in other facilities as specified below with appropriate campus approval and a banquet license issued by the ABC Board. The "University Policies for Student Life" govern the consumption of alcoholic beverages in private residence hall rooms and other special purpose housing units. Private residences are not subject to ABC regulation, however, University events held in private residences are encouraged to follow general rules and regulations numbered 1, 2, and 4 in the following section.

2.1 Rules and Regulations

1. Alcoholic beverages may be served in accordance with ABC Board rules and regulations at approved functions located in the following:

a. Facilities that are fully registered with ABC Board:

1. Donaldson Brown Center for Continuing Education
2. Owens Banquet Hall

b. Facilities that may be approved with appropriate campus approval and a banquet license from the ABC Board:

1. Bowman Room in the Jamerson Athletic Center
2. Commonwealth Ballroom, Old Dominion Ballroom and other banquet or reception rooms in Squires Student Center
3. The Horticulture Gardens
4. Other rooms or areas on campus that may be from time to time specifically designated by the Assistant to the Executive Vice President.

2. Alcoholic beverages may only be served in self-contained areas that are not open to the public, or with public access. Typical areas where alcoholic beverages may not be served are outdoor plazas and patios, unfenced lawns, lobbies and reception areas.

3. Sponsors of events to be held on campus must complete the appropriate Event Approval (see Policy 5000, "University Facilities Usage and Event Approval"), along with an Alcohol Beverage Request Form. An events catered by private caterers or individuals as well as university caterers. Event Approval Confirmation will not be provided until all event requirements have been met. All event approval forms shall indicate whether alcoholic beverages will be served. Documented approval must be obtained before alcoholic beverages can be served.

4. The Virginia Tech Police shall be notified by submission of the appropriate Alcohol Beverage Request Form of all events on campus at which alcoholic beverage service is requested.

5. Alcohol may only be served to individuals who are authorized to consume alcoholic beverages under the laws of the Commonwealth of Virginia. It is the sponsor's responsibility to insure alcohol is not served to minors or to anyone visibly intoxicated.

3. Procedures

  1. All sponsors of university functions to be held on campus shall submit event approval forms consistent with University Facilities Usage and Event Approval Policy (see Policy 5000). If alcohol is to be served, the appropriate Virginia Tech Alcohol Beverage Request Form should also be submitted. The sponsor must secure the appropriate ABC Banquet License from the Virginia Department of Alcohol Beverage Control, but should not do so until the requested date and location have been reserved and a contingency approval for Alcohol Beverage Service has been provided to the sponsor. ABC License Requests can be submitted online through the Virginia ABC webpage. All associated fees are the responsibility of the requesting sponsor.
  2. Sponsors of University events held at off-campus locations are responsible for ensuring that the rules and regulations of this policy are adhered to.
  3. For events in locations under the jurisdiction of the UUSA Event Planning Office, the UUSA Alcohol Beverage Request Form should be submitted and an Event Planner will coordinate the necessary approvals from UUSA Administration and the Virginia Tech Police. For events in other campus locations not under the jurisdiction of the UUSA Event Planning Office, a VTPD Alcohol Beverage Request Form should be submitted directly to the Virginia Tech Police Department.
  4. Requests for functions with alcohol must be submitted at least 30 days prior to the event, in order to allow time for processing requests and time to secure a banquet license from the ABC Board.
  5. Events held without event approval and/or without securing a banquet license will result in the non-approval of future event requests by the sponsor. If an event sponsor fails to obtain the appropriate ABC license, alcoholic beverages may be seized while the event is in progress, and all service of alcoholic beverages will cease immediately. Additionally, the event is subject to cancellation at the discretion of Virginia Tech Police and the event sponsor could be charged with criminal violations of the ABC Code.

4. Definitions
Member of University Community: Currently enrolled and registered students, faculty and staff, student and alumni organizations, University colleges and departments.

Alcoholic Beverages: Any beverage containing alcohol, including beer, wine, liquor, and grain alcohol.

University Property: Includes on and off campus property owned, managed, or leased by the University and under the care, custody, and control of University employees.

5. References Policy 5000, University Facilities Usage and Event Approval University Policies for Student Life Student Life Handbook.

6. Approval and Revisions Approved June 26, 1992, by Executive Vice President and Chief Business Officer, Minnis Ridenour.

Revision 1 Changes made to reflect change in policy number for event approval from Policy 5200 to Policy 5000. Changed individual responsible for designating self-contained rooms from Associate Vice President for Personnel and Administrative Services to the Assistant to the Executive Vice President. Approved January 22, 1999, by Executive Vice President, Minnis E. Ridenour

Revision 2 Section 3, #3 - Updated the procedures for review and approval of requested ABC banquet licenses Approved March 26, 2002 by the Executive Vice President and Chief Operating Officer, Minnis E. Ridenour.

Revision 3 Section 2.1, #1b updated to include Horticulture Gardens as an approved site, with the appropriate ABC license, where alcoholic beverages may be served. Approved February 26, 2004 by the Executive Vice President and Chief Operating Officer, Minnis E. Ridenour.

Revision 4 Changes made to update current procedures and processes for administering approval for serving alcoholic beverages on campus facilities.

Approved July 23, 2004 by the Executive Vice President and Chief Operating Officer, Minnis E. Ridenour.

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Tax issues

Tax Status

The Alumni Association Chapter is a nonprofit organization and is not subject to Federal Income Taxes. The Chapter is not exempt from sales tax. Payments made by alumni to attend chapter events are not tax deductible for alumni. Only gifts made by alumni to chapter scholarship funds in the Virginia Tech Foundation are deductible for alumni.

Tax ID Number

The chapter must obtain a Federal Tax ID number before opening an account for the chapter treasury. The chapter may obtain a Tax ID number by filing IRS form SS-4, Application for Employer Identification Number. Form SS-4 and the associated instructions are included in the Forms section of this handbook. When completing Form SS-4, section 8a: Type of entity, check the box beside "Other nonprofit organization" and (specify) Alumni Association Chapter.

Income Reporting

A chapter must file Form 990 or 990-EZ with the IRS only if gross revenue for the chapter exceeds or is expected to exceed $25,000 annually in three years out of any given five year period. The $25,000 threshold for gross revenue does include gifts (if any) made directly to the chapter treasury, revenue generated by events, and the Chapter Grant received from the Alumni Association.

If you believe that your chapter may exceed the average $25,000 threshold for gross revenue, contact your chapter liaison before filing Form 990 or 990-EZ with the IRS.

Tax Liability

Generally, no tax need be paid unless the chapter is engaged in activities which produce "unrelated business income." However, the chapter may be required to report its income under the circumstances outlined above. If you have any questions regarding tax issues for your chapter, contact your chapter liaison immediately. (See Form SS-4 in the Forms section.)

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Chairing Volunteer Board & Executive Committee Meetings
Do's & Don'ts

  1. Absolutely DO have an agenda planned, and written out. It is best to have copies with a space for committee members to add to the list.

    Absolutely DON'T just get together with little idea of what is to be discussed and say, "What do you think we ought to talk about?"
  2. Take charge! DON'T let the meeting go on and on with persons talking about irrelevant matters.

    Also, keep order. It is very frustrating for some people to try to talk while others are having a private conversation.

    So, in a gentle but firm way, see that only one person has the floor at any one time. But, also, try to see that everyone who wants to speak has the opportunity to do so.
  3. DON'T make excuses over and over for not having taken care of a matter pending.
  4. DO finish an item of business before moving on to something else.
  5. DO keep everything as simple as possible. DON'T overwhelm people with a grandiose plan that is obviously too much to handle.
  6. DO your homework. It is the responsibility of the chairperson to read and digest new materials and programs-and present these in a simplified and condensed form. DO NOT expect committee members to read everything themselves.
  7. DO have the meeting place arranged before your committee members arrive. Make sure it is large enough. DO NOT crowd many around one little table in a small space.
  8. DO be positive! If you cannot feel positive about your committee's work, it would be best for you to resign and let someone else do it.

    Nothing is more harmful to good committee work and spirit than a negative attitude on the part of the chairperson.
  9. Absolutely DO NOT complain about what people are not doing or that people will not respond to you-that will only make those who are there and who do respond want to stay away next time and say "no" the next time they are asked.

    If people do not respond, that means one of the following:
    1. You asked the wrong person and that person did right by saying "no".
    2. You asked in the wrong way. For example, you did not make it clear what was needed; you did not spell out the time involved, responsibilities, etc. (did not have a good "job description").
    3. Remember, with few exceptions, we will always be able to find a person who will gladly do a job if we approach him in the right way and give him the help and training needed
  10. DO appreciate those people who are present for your meetings and who respond to the needs and let them know of your appreciation. We all need to learn how to say "thank you".
  11. DO NOT let the meeting drag on and on. Try to have a stated hour of adjournment and stick to it.
  12. DO let every person "speak his mind"; but try hard not to let the negative attitudes prevail. (Some people are fond of saying, "It will never work. You can't get anybody to do it.") Of course, you can get somebody to do it! Anything will work if you are willing to give it your best effort.
  13. DO NOT expect people to remember the meeting night. The President or Secretary should call or send a reminder to the members of your committee.
  14. DO NOT expect people always to do their jobs without being reminded. Most of us need some gentle "prodding" because we have many other things calling for our time and energy.

    It is the chairperson's responsibility to see that it gets done. If the person who said "yes" to that request falls down on the job, it is the committee chairperson's responsibility to secure someone else for the job.
  15. DO NOT expect very much response to a general call for volunteers. Usually, a job that everybody is invited to do is a job which nobody does. DO speak to individuals and ask, "Can you help?"
  16. DO organize! Divide up the tasks in as many areas as possible and get one person to assume the responsibility in each area. And, DO keep a record of who is assigned to do what.
  17. DO keep minutes and review the past minutes as a way of reminding everyone of decisions made and responsibilities assumed.
  18. DO state a specific length of time for which each person is agreeing to serve. (Many of us are getting "gun shy" about volunteering because we have gotten "stuck" in a job and had no way to gracefully get out of it.)
  19. DO long-range planning. There is just no way we can adequately budget for the year ahead unless we have planned what we will do.
  20. DO think in terms of new directions in which to go. It gets boring to do the same old thing over and over. Think in terms of "what new thing can we do in the year ahead?"
  21. DO help each person feel good about being involved. Help them meet their own needs while meeting the needs of the committee. (One committee chairperson had each person identify "What I expect to get out of this." It may only be, "To feel that I have made a contribution", or "to learn more about this phase of committee work"; but such reflection helps each person to benefit more from his or her efforts and feel good about having been involved.)
  22. Generally speaking, your committee's success will depend on you and:
    1. good recruiting style
    2. good attitude
    3. motivation and training
    4. good preparation by you
    5. support and appreciation
    6. follow-up
  23. It is the responsibility of anyone overseeing your committee to practice all of the above DOs and DON'Ts with you.
  24. THANK YOU for reading and heeding, for being a member of this committee and for doing what you do.

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