As
a chapter leader, the most important responsibility at the beginning of your
term is to evaluate and analyze your chapter’s strengths and weaknesses.
Once you have defined your chapter’s characteristics, you should
establish goals to elevate your chapter. The following are the ten main areas
you should strive to address:
1. Leadership: The presence of a
complete local executive committee with defined roles and responsibilities
dedicated to the AIAS. Leaders also serve as mentors for the chapter - advising
underclassmen and officers that will be the future of the organization. Also,
work with your local AIA component to find mentors in the professional
community to serve the chapter and its members in a mentorship role.
2. Membership: The majority of your school’s students
are AIAS members and value their membership.
3. Involvement: Members are active participants in AIAS programs
and activities, within the greater university or college setting and within the
larger community thereby making the chapter highly visible and well-respected.
Participation earns a high level of student body, faculty, and administrative
support and interest—spawning their own involvement in events and
activities.
4. Programming: Major events (1-3) planned for the year,
involving members and non-members as well as smaller events (3+) each term giving the chapter valuable exposure.
5.
Communications: Monthly membership meetings and other
publications (chapter newsletter published four or more times per year with
timely announcements, quality presentation, and graphics; weekly email updates
to chapter members; telephone contact with less active members and
non-members). Publications such as year-end reports and/or chapter
yearbooks/slide shows, submissions to Crit
and AIASinfo are also a good way to
promote your chapter on a large scale.
6.
Recognition: Be assured that the active members of your
chapter know their worth. This can be done very simply by an occasional
“thanks” or more formally by a small gift or certificate. To go
further, submit nominations for your chapter’s president and/or programs,
noteworthy faculty, etc., for national recognition within the AIAS Honor Awards
program.
7. Political
Engagement: Put your chapter in positions to affect
change by having a strong voice in student government and curriculum reviews
(have the “ear” of the department head and dean) and by attending
and participating in local AIA component meetings.
8. Regional/National
Influence: Superior level of involvement and participation in AIAS
national activities; influential in setting national policy and direction;
attendance and participation at Grassroots and FORUM; service on a task force
or committee.
9. Responsibility:
Maintain
accurate financial records/documentation of events and meetings computerized
for ease of operation, archiving, and National Honor Award submissions.
Positive budget balance, strong sponsorship, and creative fundraising.
10. Continuity: Smooth transition
of officers and continuity of programs (Achieved primarily through mentorship
and communication).
The mission of the
American Institute of Architecture Students shall be to promote excellence in architectural education, training, and
practice; to foster an appreciation
of architecture and related disciplines; to enrich communities in a spirit of collaboration; and to organize students and combine their
efforts to advance the art and science of architecture.
As a chartered chapter of the AIAS, your chapter’s
mission is the same as that of the national organization. However, you are free
and encouraged to develop your own “strategic” plan to coincide
with, perhaps, that of the university environment. As chapter leaders, you might not be able to
do everything you have planned for in your term. Therefore, the future success
of your chapter is dependent upon how much guidance and information you can
pass on. Planning provides continuity and direction from year to year and
administration to administration, evaluates and helps revise programs to insure
relevancy, and keeps pace with the ever-changing professional and academic
environments.
It is important to keep in mind that a plan is a logical set
of guidelines, not a rigid document full of facts, figures, and specific
timelines. The following suggestions
will help you to form plans for both this year and the next three to five years. Each topic is more defined and narrower in
scope than its predecessor is.
Goals – long-term
intentions or plans that support the purpose of your chapter. All other parts of your plan will assist in
making goals realities. Goals for your
chapter might include:
·
“To increase the quality of membership in the
AIAS”
·
“To become financially stable”
·
“To broaden the influence of the AIAS in the
community”
Note:
Since many chapters rely upon activities for sources of revenue, you may be
tempted to call your largest and most successful activity a “goal,”
(i.e., “Goal: To have a Beaux Arts Ball”). Activities are not goals or objectives; they
are strategies for realization of goals and objectives. If you simply call
activities “goals,” you will find that the chapter will lack real
direction and thus can turn members off to the AIAS’s true mission.
Strategies – the
methods to accomplishing objectives and define a particular course of
action. Success and failure of
strategies can be determined following implementation. Strategies might
include:
·
“Survey chapter members as to their desires for
programs”
·
“Identify new sources of revenue for the chapter”
·
“Create a list of potential persons from the community,
profession, and general public who may be interested in an alliance with the
AIAS”
Tactics – specific
actions that will realize strategies. Tactics should include resources and
specific tasks:
·
“Use directors and chapter meetings to discuss AIAS
programs with membership”
·
“Charge the treasurer to locate potential
sponsors”
·
“Charge the chapter officers to contact community
leaders, public officials and professionals to meet/discuss AIAS involvement in
the community.”
The
role of the president is to lead the chapter and its members toward fulfillment
of the goals defined in the long-range plan, as well as implementation of
programs outlined in the budget. But no one person alone can ensure the
success—or failure—of a chapter. The president must be able to
delegate certain assignments to the other chapter officers with some security
that the tasks will be accomplished appropriately. It is difficult to give up
the “control,” and not to have a hands-on approach to everything
that is going on. With effective delegation, you can be mentoring the future
leaders of the chapter, as they will have learned along the way what it takes
to get a job done, and well, and want to share this knowledge with their peers.
Consider delegation as a form of mentoring, which will lead to chapter
continuity.
·
Delegate sufficient authority to accomplish the task
assigned.
·
Do not delegate too much authority—that is, authority
for which there is no accountability. For example, in most cases, only the
Treasurer can make financial decisions or incur debts on the chapter’s
behalf.
·
Specify, at the time of delegation, a time for reporting the
results of the delegated tasks. Asking for updates or reports at each chapter
meeting is not out of line.
·
Specify the level of performance expected and the constraints
under which the committee member will be working. If there is a budget or time
limitation, make sure the person is aware of that, too, so they can help you to
meet your objectives.
·
Delegate consistently, not just when you feel overloaded or
under time constraints.
·
Delegate both pleasant and unpleasant tasks. Let others do
the “fun” stuff, too, not just the boring or dirty work.
·
Do not supervise too closely after the task has been
delegated. Let the person succeed on his or her own. It’s okay, though,
to step in and offer gentle advice when you see there’s a problem
brewing.
·
Delegation increases your personal discretionary time, which
leads to effective time management.
·
Delegation helps to develop the capabilities and knowledge of
your committee members so that their own effectiveness is increased.
·
Delegation enhances the commitment of committee members to
the task and to the AIAS. Participation
in decision-making improve morale, understanding of the work, and motivation.
·
Delegation demonstrates trust and confidence in committee
members.
·
Delegation often improves the quality of decisions by
bringing the member more information, closer to the source of the problem, than
you have alone.
·
Delegation increases the efficiency of you and your chapter
by getting work done while expending fewer resources.
The
chapter executive committee works together as a team and needs to be
accessible, personable, and action oriented. It is important to know and remember
what the members want, and be aware of what they need. The following job
descriptions are suggestions, adjust them to your needs.
Chapter President
The president is both the
spokesperson and administrative head of the chapter. It is important to the growth
of the chapter and the future ability of AIAS to represent architecture and
design students that the president attends both Grassroots and FORUM. In
financial obligations, the president should approve the annual budget with the
chapter executive committee, and be one of the two people who must sign each
check of the chapter’s bank account. Presidents should distribute
information to their executive committee or to members directly. Obviously, the
president cannot do everything for the chapter; however he/she must make sure,
that as a group, the chapter gets everything done. The key is delegation.
While
every chapter is unique, there are certain key attributes to effective chapter
leadership. Below are suggestions that will help make the presidential term
more successful and rewarding:
·
Be yourself. The chapter
elects a president for a number of different reasons, but the main reason is
because that person has earned the respect and confidence of his/her fellow
students. Don’t feel an obligation to be someone that you are not; this
can only lead to confusion and disappointment. The president will obviously
feel a burden of responsibility and accountability, but fear should not be an
additional worry.
·
Be informed. Aspire to know as
much as you can about what is happening around you. The president acts as a
representative of the chapter. Be aware of all programs, projects, and
activities, and be prepared to answer questions about these activities. Good
decisions are made with good information.
·
Know your chapter
thoroughly. Know your school, its leaders, and events. If you are aware
of the actions of the school, so is your chapter. Professionals are also a
great resource to an AIAS chapter. If there is a local AIA chapter, get to know
its leaders and programs. With the same basic goals, you can complement one
another.
·
Delegate. An easy trap to
fall into is trying to do too much. By giving your members something to do,
their interest will grow. Delegating responsibility is a show of confidence in
your chapter members. The president is there to guide the efforts and track
progress, as well as to monitor and resolve any problems.
·
Communicate. The natural enemy
of effective leadership is poor communication. When a task is delegated to a
chapter member, be sure to emphasize the need to communicate.
·
Be organized. The president has
to keep on top of things so the chapter will stay organized. This may sound
simple, but it is extremely important. The president must be diligent in the
duties of the office. As the chapter president, schedule your time wisely.
·
Set direction. Every chapter has
the potential to grow and improve. The president should seek out ways for this
to happen. Encourage members to share ideas for something new, or an
improvement. Share the suggestion with your officers and members. The chapter
holds the wisdom and the foresight of the collective membership. Once again,
communication is the key! Goals should
be set for the chapter each year. Constant work towards reaching these goals
will improve the chapter, even if the goal is not exactly realized.
·
Depend on your
officers.
Just as the president is elected, so are the other chapter officers. (Each will
have duties and responsibilities unique to his/her office, but the end result is
the chapter as a whole.) Talk with your officers often, in meetings and
whenever you see them. Just as the president is an information source to the
chapter, so are the other officers. Keep them aware of everything you are aware
of.
·
Be prepared. Try to foresee
every possible scenario. Constantly analyze the chapter. Being prepared will
prevent small surprises from becoming big problems. Don’t dwell on the
past; look to the future and plan for it.
·
Practice positive
reinforcement. Without your members and their efforts, the chapter
wouldn’t exist. Let them know that they are appreciated and that their
efforts were a contribution to a successful product. A little appreciation goes
a long way.
President-Elect
Chapters
can build continuity into their organization with a President-elect position.
This individual serves an overlapping term with an earlier executive committee.
In other words, a President-elect is elected in lieu of a President. The -elect
from the previous year would be the President while the -elect learns how the
chapter functions daily. The next year, the -elect assumes the position of
President and a new President-elect is chosen. A year of overlap increases
institutional memory, but it also requires an additional year of commitment.
The
President-elect’s job description is somewhat different from the
President. The idea is not for the -elect to follow the President like a
shadow, but to observe meetings, committees, and programs so that a basis for
action is formed for the following year. The qualities necessary to become
President are obviously the same required to become President-elect. However,
because there is a year of overlap, deficiencies in an -elect’s abilities
can be recognized and compensated for before his/her term begins.
Vice President
The
chapter Vice President can and should be as active and involved as the
President. The two must work closely as a team, and share the workings of the
chapter. Like the President, the Vice President should be an information source
for the chapter members and an information gatherer. Be prepared to answer any
and all questions about the chapter, or at least know where the answer can by
found. The Vice President can act as a research assistant to the President and
the chapter. The Vice President should play a complementary role in relation to
the President. The Vice President fills in where needed, often when the
President is tied up with time-consuming responsibilities.
Depending
on the size of the chapter, the Vice President’s responsibilities will
vary dramatically, but the goal of a strong, constantly improving chapter is
consistent for all chapters. The Vice President should feel an obligation to
know the organization at all levels: nationally, locally, and within the
school. Take time to read the materials sent out by the AIAS office and discuss
them with the President before presenting the content to the chapter.
The
Vice President should be informed to the point that, if the President were not
available, the Vice President could assume the chapter leadership without
hesitation. The Vice President can also be a good person to deal with the
school’s faculty and administration as the chapter liaison. The chapter
officers, past officers, and Faculty Advisor should meet and assess the chapter’s
needs and identify the Vice President’s specific duties for the
year. It is possible to merge the
President-elect’s and Vice President’s roles into one person. This
need will depend on the size of your chapter and the number of activities you
organize in a given year.
Secretary
The
chapter Secretary has two types of responsibilities: internal and external.
Internally the Secretary will keep the records of the chapter. This includes
writing and distributing meeting minutes for both general chapter meeting and
officers’ meetings. A copy of these minutes should be distributed to the
officers, the class representatives, and the Faculty Advisor, and copies should
be posted for the membership. Additional copies should also be kept on file for
future reference.
Externally,
the Secretary should be involved with all correspondence leaving the chapter.
Letters to other student chapters, to local AIA components, the AIAS office,
etc., all fall under the Secretary’s duties. At the beginning of each
school year, the Secretary should submit a copy of Membership Forms, national
dues and the Chapter Information Form to the AIAS office. A record of all
correspondence should be kept on file in the chapter office or the Faculty
Advisor’s office, or if no office is available, the records should be
passed from Secretary to Secretary each year.
The
Secretary should be an active part of the chapter executive committee and
should be aware of all chapter activities. The Secretary often serves as the archivist/historian
for the chapter and organizes the national and local mailings. An efficient
chapter depends on organization, and the Secretary can be responsible for this
order.
Treasurer
Briefly
stated, the chapter Treasurer is the officer who is entrusted with the receipt,
care, and disbursement of chapter funds. The Treasurer should be actively
involved in recruiting chapter membership at the beginning of each school year.
For many chapters, the Treasurer can also serve as the director of membership,
since chapter dues can be received and membership information processed at the
same time.
The
Treasurer’s primary responsibility is the development and shepherding of
the chapter’s budget, with the input and assistance of the chapter
officers and perhaps the Faculty Advisor. A monthly balance sheet should be
presented to the chapter executive committee for review and approval.
Treasurers should also be in charge of submitting dues to the AIAS office each
year, on time. Chapter Treasurers are encouraged to look to the local AIA
component for assistance in preparing and using a budget. The local AIA
component’s Treasurer can give advice and assistance on the effective use
of the chapter’s money.
AIA Board
Representative (AIAS to AIA)
The
AIAS and the AIA have essentially the same goals in mind: the advancement of
the art and science of architecture and heightened public
awareness/responsibility. To that end, student and professional chapters can be
of assistance to one another in many situations. A Student Director is a
consistent channel of communications between students and professionals.
Typically there are both local and state AIA organizations, both of which
should have student representation. The Student Board Director can make an
important contribution to the AIA component, at the same time serving as a
valuable resource to the local AIAS chapter.
The
goal of a Student Director is to facilitate free and concise communication
between the students and the professionals. Typically, a report of student chapter
activities and school news will be delivered at each AIA component’s
Board meeting. This report should be prepared in advance and reviewed for
corrections and clarifications. Similarly, a report of AIA component activities
should be prepared following the component’s Board meetings and presented
to the chapter membership. Consistent communication and interaction with the
AIA component is conducive to AIAS chapter strength and growth; thus, the
Student Director can be a crucial member in the AIAS chapter.
Depending
on the chapter’s structure, the Student Director can be chosen or elected
to serve a one-year term. At many chapters, this Director is the AIAS chapter
President, however other chapter executive committee members or delegates may
serve as well. Consideration must be given to the time commitment involved with
serving on an AIA component Board. The most important duty of the Student
Director is to attend all meetings. The chapter’s credibility can suffer
if attendance is not consistent.
AIA Liaison (AIA to
AIAS)
Just
as important as student representation on your local AIA Board, chapters should
consider the value of an AIA member on their local AIAS chapter’s
executive committee. The liaison should act in an advisory capacity and assist
in matters dealing with the professional community. The AIA Liaison should make
reports to your chapter concerning involvement in AIA programs and should lobby
equally to his/her own organization to ensure student participation in the AIA.
With representatives on each other’s respective boards, communication
between organizations can improve and thus improve the quality of programs
offered by each.
Faculty Advisor
Because
the AIAS is a student organization, a healthy relationship with faculty and
administration is critical to chapter success. The chapter’s Faculty
Advisor can be an important contribution to this relationship. The AIAS chapter
should not be dependent on the Faculty Advisor for programs and decisions;
however, at times this person can be very helpful to the chapter, especially
with the issue of yearly continuity.
The
Faculty Advisor has two key roles in the chapter. The first is to promote and
support the chapter within the faculty and administration. This is not to say
that the chapter should not do this as well, but the Faculty Advisor can be
more effective at gaining the attention and support of the school’s
faculty. The Advisor’s second major responsibility is in the role of a
financial supervisor. Because the chapter Treasurer serves for a one-year term,
financial continuity is difficult. The Faculty Advisor can contribute to the
AIAS chapter’s fiscal stability. Your faculty advisor should work with
the Treasurer and other officers to prepare a budget and adapt it throughout
the year as needed. This person is there for assistance only. The chapter
should never rely on him/her for more than advice and support. It is a fact
that everyone in collegiate education is busy; respect your Faculty
Advisor’s time.
Smooth transitions between consecutive years of AIAS chapter
officers are essential to beginning and maintaining successful terms. As
officer transitions are some of the most vulnerable times for chapters, it is
extremely important to establish and follow some simple procedures for leaving
and coming into office. Think back to when you assumed office. Did you get an
explanation of what was expected of you? Did you meet the people with whom you
would be working closely?
In
order to strengthen the flow of information from one administration to another,
some chapters may overlap terms of
office or certain positions may be elected a year before the term actually
begins, i.e., President-elect. Such situations often offer the best chance for
disseminating important chapter information. If your chapter does not have a
President-elect or a Vice President who assumes the duties of President upon
the next year, the following suggestions will be very helpful. It is important
to note that such positions are not appropriate for every AIAS chapter, so
don’t rush out to change your bylaws. However, even if such positions do
exist, a comprehensive system for transitioning may not be in place.
·
Pass all AIAS chapter materials on to the next set of
officers. Have a place for storage of this information in your chapter office
or some other convenient yet safe location. Outgoing officers should discuss
resources with incoming leadership.
·
Hold an old officer/new officer retreat. Retreats are an excellent
way to exchange information. Review the
positive and negative aspects of the previous year and always make suggestions
about how things could have been done better. Set an agenda for the retreat and
make sure that notes are taken. The minutes can act as a reference throughout
the entire year. Review the current status of the organization and develop a
long-range plan.
·
Inform those who need to know that new officers are taking
charge. These people might include: the local AIA chapter, the AIAS office,
your school’s Dean’s office or equivalent, any sponsors of your
organization, your university’s campus organization department, and your
members.
·
Find ways to integrate the ideas of all candidates, not just
those who won the chapter elections.
Perhaps such individuals should chair a committee. Contrasting opinions
often ensure that matters are fully debated. If a new administration simply
turns its back on those who came up short in elections, alienation of members
is possible. Remember: these people obviously care about AIAS or they would not
have run for an office in the first place.
·
Make sure that the chapter’s funds are in order.
Financial problems easily arise when the books are not turned over properly.
Incoming and outgoing Treasurers must sit down and review expenses over the
past year while discussing the calculation methods used. Make a budget for the
chapter. Create realistic and specific dollar amounts for activities throughout
the year in your budget and follow them as much as possible.
·
Appoint officers or committee chairpersons as prescribed in
your chapter’s bylaws. Identify any committees to create or delete.
·
Make a calendar of events for the year. Post calendars
monthly or per semester so that your members will know what AIAS is doing. They
will start asking questions about the value of their membership if they are
uncertain about the activities of the chapter.
·
Organize the chapter’s office and files. Several people
helping in this task will ensure that nothing valuable gets thrown away.
·
Read: your chapter bylaws, everything in the Chapter
Handbook, your university’s student organization handbook, and anything
else that deals with policies and procedures.
·
The summer months are a perfect time to overlap terms of
office. Hold meetings during the summer
(maybe once or twice a month). Try to have at least one meeting prior to
Grassroots and several more after the conference but before the next semester
or quarter begins. If you wait until classes begin again, you are likely to
forget quite a bit and will have lost valuable time for planning as well.
·
If your chapter does not already do so, establish specific
dates when officers assume their duties. This might mean writing dates in your
chapter’s bylaws. (For example: officers shall assume power July 1 of
each year following chapter elections.) Also indicate in written form, either
in your bylaws or procedures, how new and old officers are to interact so that
the transition of power is smooth.
·
Prepare a checklist of things that new officers must do. It
is very useful to at least have a task list for the incoming President. Such
lists can apply not only to events during transition but also to the entire
term of office. Posting this checklist is a great way for members to see that
your chapter is achieving its goals.
Chapter Presidents and local
executive committees cannot perform each and every task required to run an AIAS
chapter smoothly. To alleviate this fact: delegate power by forming committees.
Committees are formed by gathering small groups of people who are interested in
furthering or promoting a specific or special interest topic. Committees can
review and evaluate performance of programs under its jurisdiction; deliberate
initiatives and develop recommendations on ways to carry out its mission or
charge; implement programs and activities; and encourage member participation.
In short, committees are an AIAS chapter’s way to translate plans into
action.
You must first look at why you want to
start a committee. It is important to realize that committees should be formed
only as need arises. Forming unwieldy numbers of committees after you take
office just because you want to involve people is not a valid reason. You
should also consider the state and necessity of your existing committees.
Periodic evaluation of your committee structure is necessary to continue
providing the best possible membership services for your chapter. If you or
your executive committee determines that a committee is no longer serving a
useful purpose, disband it and form new committees that meet new needs.
Committee
Structure and Scope
AIAS committees do more than lighten the
burden on officers to serve the chapter members. Committees can increase
visibility of a particular interest or organization; be a tool to enhance
networking between students, practitioners and faculty; serve the interests of
other students concerned with the same topic; and increase your chapter’s
visibility on the local and national levels.
Committees are classified into two
categories based on longevity and function. Standing Committees perform continuing functions and may operate
indefinitely. Such committees are often outlined in your chapter bylaws and are
responsive to membership needs. They usually deal with organizational or
operational procedures or with permanent programs. Ad Hoc Committees serve specific and often short-term objectives
and should be disbanded after the Committees’ objectives have been met.
Ad hoc committees can last for extended periods of time as well, such as
semesters or consecutive years. They may be formed to deal with emergency
situations, study new issues or prepare for upcoming events.
After elections, meet with new and old
officers and review committees and organizational goals for the upcoming year.
Have a membership meeting to discuss new directions/committees for the upcoming
year. Circulate an interest sheet for persons to sign indicating what issues should
be addressed and how many individuals are willing to participate. It should be
the decision of the chapter President or executive committee to select chairs
for each committee.
With list of all committees and
chairpersons, the executive committee and chairs should establish priorities,
goals, and objectives consistent with all other policies and visions for the
chapter. This group should write a clear and concise charge for each Committee.
Be sure to inform the members and make certain that they understand the purpose
and scope of each Committee. Depending on the issue or program, Committees
should do one of the following:
You should establish reporting procedures
for all committees. Each executive committee and chapter meeting should have a
block of time allotted to Committee reports. It is important that both the
executive committee and the chapter members understand the status of AIAS
Committees. You can save meeting time by making Committee reports in written
form and asking questions. Critical reports should be made orally or in both
written and oral form.
Standing
Committee Examples
Executive Committee
Usually made up of all elected officials plus any
appointed individuals such as Faculty Advisors and the AIA Liaison. Scope
usually defined in chapter’s bylaws. Responsive to members’ needs.
Policy-setting group.
Newsletter Committee
Charged
to organize and produce chapter newsletters about the chapter, members, school,
community, and any other issues relevant to members.
Beaux Arts Ball Committee
Group
of individuals charged to organize this specific event each year. Should be
formed at least three months in advance of the event to ensure adequate
planning.
Studio Culture
Committee
Goal to promote dialogue regarding studio culture
issues within the school. Coordination with other chapters and the National
Office may be useful.
Lectures Committee
Charged
with holding lectures valuable to the membership. Panel discussions, shows, or
information seminars should be included. This Committee may or may not be in
charge of fundraising.
Fundraising Committee
Used
to identify sources of income for the chapter. May be chaired by the
chapter’s Treasurer. Charged to raise a specified amount of money for
each chapter program.
Environmental Committee
Goal
to raise awareness of responsibility of architecture to the environment. May be
responsible for recycling programs or stations.
Ad
Hoc Committee Examples
Membership Drive
Improving relations with AIA
Long Range Planning Committee
Financial Advisory Committee
Diversity Committee
NAAB Accreditation Visit Preparation
Committee
Selecting
a Chairperson
When selecting Committee Chairs, consider
the following criteria:
• Ability to communicate
• Ability to follow through
• Willingness to listen
• Ability to control and command without
dominating
• Initiative
• Knowledge in the subject area in which the
committee functions
• Ability to think and act in terms of the
chapter’s overall goals and objectives
• Ability to create the proper atmosphere for
productive committee work
The duties of a Chair may or may not be
described in your chapter’s bylaws. The aforementioned criteria are
directly related to the duties of the Chair and its ability to plan and conduct
meetings, provide leadership so that the committee addresses and completes its
charge, prepare and deliver reports on the committee’s activities and
progress, and select members to participate who are interested and will offer
insight to the Committee.
Committee member selection is equally as
important as finding an effective Chair. Members should be willing to work with
others, have a genuine interest or specialty that will assist the Committee in
completing its charge, and may or may not be AIAS members. Allowing other
students to participate for a limited time in AIAS Committees is an excellent
way to demonstrate the necessity of involvement in AIAS. The Chair should also
select a few individuals who have committee experience and try to achieve a
representative balance so that a broad range of concerns and views will be
represented.
Effective
Communication
Communication
is one of the most important keys to leading a successful chapter. Whether your chapter and its events will
succeed depends highly on mastering and maintaining good communication. There is no one perfect way of communicating
with everyone, everywhere and all the time, but there are characteristics
inherent to effective communications.
The
duty of maintaining communication is not isolated to the chapter level but is
seen through all levels of our organization. The AIAS communicates regularly
through AIASinfo, Crit, the
AIAS Web site, and the chapter mailings. The National Directors may communicate
with the COP via phone calls and email. The channels and frequency through
which you, as chapter leaders, communicate with your members is up to you.
Chapter
Communication
To
improve involvement and awareness in your chapter and school, regular and
public communication is a must. As your
chapter evolves and the year progresses, you will discover what works best for
you and those around you. Some suggestions are listed below that may be helpful
for your chapter.