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Essentials in
Chapter business
Chapter Management Guide 2004
The magnum opus on all facets of chapter operations.
Updated: 11/11/2003 3:43:00 PM
How to use this Chapter Management Guide
1.1 Guiding Principles
1.1.1 Keep the Whole World Singing!
As an active chapter member, officer or someone interested in becoming an officer, you are familiar with the SPEBSQSA motto: “Keep the whole world singing.” Given the demands of these busy times, consider the challenge of keeping your own quartet or chorus singing.
How can you keep yourself and 32,000 Barbershoppers in more than 820 North American chapters and other lovers of the barbershop style on the harmonic highway?
- Start by reading this Chapter Management Guide.
- Learn how to make barbershop harmony singing fun through multiple chapter activities. Discover the available resources and where to go for information and support. Understand how a variety of chapter activities interrelate.
- Develop the necessary skills required for success.
This manual is a guide, not the only definitive source of information. Chapters are living, breathing, and evolving organizations that respond to change. This guide can be a springboard to help launch you and your fellow Barbershoppers into the harmony future you want to create.
1.1.2 Chapters are a life force
In January 1997, the Society Board of Directors introduced a new governance structure to recognize that chapters are the life force of the Society. The chapter provides the environment in which men can enjoy fellowship and the thrills of barbershop harmony. The Society supports the chapter; the chapter supports its members, its quartets and its chorus.
The Society's bylaws, which contain the Unified Chapter Mission Statement (UCMS), empower chapters and their leaders to create their own governance structure and control their own destiny. The Society structure recognizes that while all chapters have some common elements, purposes and obligations, they differ in their styles, membership interests and goals. It encourages chapter leaders to define their own mission and establish their own board of directors and committees.
Simply stated, the new governing structure says, “Look at your chapter, assess your membership, define your goals, then do it your way!”
1.1.3 Mission statement
Your chapter is encouraged to write its own mission statement that supports the Society's Unified Chapter Mission Statement (UCMS) as described in the Society's Standard Chapter Bylaws, Article II, Sections 2.01 and 2.02.
The UCMS states that each chapter's mission is:
- To perpetuate the old American institution, the barbershop quartet, and;
- To promote and encourage vocal harmony and good fellowship among its members, and;
- To serve the musical needs of all current and potential members by providing and actively supporting a wide variety of barbershopping opportunities, which may include organized quartetting, pickup quartetting, chorus singing, and group or "gang" singing, and;
- To encourage and promote the education of its members and the public in music appreciation, and;
- To initiate, promote and participate in Harmony Foundation and other charitable projects, and;
- To promote public appreciation of barbershop harmony.
The Standard Chapter Bylaws also state:
- Every chapter shall have a mission statement reflecting its own place in the community, and in the Barbershop Society.
The purpose of a mission statement is to identify specific goals and define the function of the chapter within its community. To maintain growth and enthusiasm, the board of directors and the membership should review your mission statement annually. Your chapter can take whatever direction it wishes in support of the Society's UCMS.
A well-designed mission statement contains carefully chosen words to describe the focus of your efforts. Your goals and strategies make your organization unique among the Society's chapters. If your chapter needs help in formulating or revising your mission statement, contact your chapter counselor.
1.2 Assess your chapter’s abilities
1.2.1 Organize activities by audiences
The barbershop universe is large and its range of activities diverse. Chapter activity can be broken down into eight categories that form a “wheel” of barbershop products. The hub or center of the wheel represents the chapter. The wheel fans out to serve the “customer” who might be a member, a non-member, a prospective member, someone in an audience, a newspaper reader, or just a curious onlooker or listener.
1.2.2 Proficiency levels are different in each chapter
Each section of this manual describes activities based upon chapters having basic, intermediate or advanced levels of skill in handling various tasks. Basic level chapters are able to handle most basic tasks; at the intermediate level, basic and intermediate tasks; and at the advanced level, chapters should be able to handle all tasks.
Every chapter has varying degrees of skill in each category. The area closest to the hub concerns chapter activities at a basic level of proficiency. As you move outward from the hub, the levels of proficiency increase in a natural progression to intermediate and advanced levels. For example, singing starts with mastering notes and words then improves to making harmony and becoming more artistic.
1.2.3 Consider “force-vector” influences
Relationships exist between the categories. Proficiency in one area can have a definite impact on the ability to succeed in another. For example, a chapter with an advanced level of proficiency in chorus singing and an intermediate level in membership can expect an improvement in its membership efforts because of its success in performance. A chapter’s goals, members and skill levels give each chapter its own unique “color.”
This relationship comparison is about vector influences: how a chapter's level or proficiency in one category can influence, or be influenced by, another category. It is critical that officers assess their chapter and honestly determine the group's strengths, weaknesses and levels of proficiency. With this knowledge, they can best determine how to proceed or advance in any one category, understanding the inter-relationships of the different categories.
For example, an energetic, barbershop harmony-loving chapter that has poor singing skills can still be effective in its Young Men In Harmony campaign. Instead of performing, its members may consider raising money for Harmony Foundation and supporting youth camps, referring a youth group to qualified coaches for training or lending manpower to a community event.
1.2.4 Use this guide
This Chapter Management Guide is organized around this level of proficiency principle as a starting point only. While exploring each activity, assess the chapter's current level of proficiency and how well it can carry out the basic level tasks, before moving on to more complex tasks. Throughout the book, you will be directed to associated resources for further information. Some resources are human; some are found in texts covering the topic in much further depth.
1.2.5 COTS: your best training resource
Chapter Operations Training Seminars are held throughout North America every fall. An experienced, trained faculty explores every facet of running a successful chapter. Instructors and members of different chapters share their successes and shortcomings. COTS attendance is a legitimate chapter expense. Every chapter should send its leadership team and other members interested in building a successful barbershop organization to a district COTS.
COTS is continuing education in the art of bringing barbershop harmony to more singers. There's something for everyone at COTS. It’s not just for officers. You will enjoy the fellowship, singing and knowledge shared during a COTS weekend.
1.2.6 Chapter counselors: your chapter’s resource
A valuable guide to resources is the chapter counselor. Learn more about this Barbershopper who has been trained to assist your chapter as it meets its own objectives. Contact your District Vice President for Chapter Support and Leadership Training (DVP-CSLT) to learn how to get one. Talk to Barbershoppers from other chapters or call the Society office for help. It's up to you and your members to decide how you want to grow, sing and have fun!
RESOURCES
- Chapter counselor
- District VP/ Chapter Support & Leadership Training
- Operations Manual (on-line)
2 Chapter Administration
2.1 Background
2.1.1 Read the SPEBSQSA Operations Manual
In 1994, a management study team was commissioned to “look at our Society from the top down and recommend an effective management structure to carry our Society forward into the next century.” The team began their task with a set of guiding principles:
- Unity of purpose.
- Empowerment of leaders at all levels.
- Accountability.
- Support for chapters.
- Emphasis on the musical experience.
From this study came the SPEBSQSA Operations Manual that defines how the Society operates and illustrates how the chapter and its members are at the top of the Society’s organization chart.
Chapter leaders should read the entire SPEBSQSA Operations Manual. In it you will find:
- Job descriptions for officers and committee members who support and run the chapter.
- The Society bylaws and policies, including standard chapter bylaws under which all chapters are governed.
- Society contest rules.
The Operations Manual is available to chapter officers from the Society office or the Society Web site at www.spebsqsa.org > Docs.
RESOURCES
- Operations Manual
2.1.2 Organization = more time to sing
A chapter with organized administration is able to devote more time to what members want to do—sing! While there are a number of administrative duties that must be done to keep your chapter operating efficiently, the Society has suggestions and forms designed to make those jobs easier.
The chapter secretary handles many chapter administrative duties, from ordering supplies to filling out the paperwork for membership renewal. The chapter treasurer develops budgets, performs general accounting duties and handles specific aspects of a chapter’s administration. Other chapter leaders have similar significant responsibilities.
RESOURCES
- Chapter Secretary Manual ( stock no. 4076 and on-line)
- Chapter Treasurer Manual ( stock no. 4078 and on-line)
2.1.3 Use the chapter counselor
Every chapter will have a chapter counselor available to work with it in identifying its mission, goals and action plans to create a successful chapter. The counselor is trained to help members understand and adopt the Society's Unified Chapter Mission Statement (UCMS) when they create their own unique chapter mission statement.
The chapter counselor is a facilitator, a conduit for information, not a chorus or music coach. The chapter counselor is held accountable for results produced by the chapter.
The chapter counselor, when requested, is to:
- Assist the chapter leadership in formulating an effective chapter mission statement.
- Assist chapter leadership in establishing a board structure consistent with their mission.
- Support chapter leadership by identifying resources and providing motivation and guidance.
- Assist chapters in their efforts to increase membership and attendance.
- Make chapter contacts on a regular basis as time and distance may allow.
- Support up to four chapters.
2.1.4 Familiarize yourself with Society resources
Ask your chapter counselor, Society staff or members of other chapters about ways to approach certain tasks. However, your chapter is unique, so don't be afraid to innovate. Knowing your members, your leadership team will probably know what works and what might not work.
2.1.5 Refer to the SPEBSQSA Web site
Frequent updates are made to the Web site information, including interactive forms that make application processes to schools and other events faster and easier. You can access the Society Web site at www.spebsqsa.org for a complete up-to-date listing of available resources.
2.2 Administration—Basic Level Activities
2.2.1 Be sure that your chapter conforms to tax laws and that your “Statement of Continued Existence” has been filed with your Secretary of State or Provincial Administrator
Tax laws differ in Canada and the United States. See the Chapter Treasurer Manual ( stock no. 4076) or contact the Society office for tax information.
Each U.S. state or Canadian province may have a different filing deadline for taxes and continued existence statements.
2.2.2 Set goals, plan your future and evaluate your effectiveness
Whether your chapter is growing or declining in membership, understand where you are today and make plans for your chapter’s future. Systematic, regularly scheduled chapter evaluations, assisted by the chapter counselor, maintain the health of the chapter and gives you time to administer any necessary “preventive medicine.” This manual will help your chapter achieve its goals.
After you’ve gathered your observations, step back and take a look at the overall picture. If you are concerned about your chapter’s future, consult with your chapter counselor for his diagnosis and advice. You might need back-to-basics advice. Or, you might simply require some refinements, but you will benefit from having your chapter counselor help your chapter meet its stated goals.
RESOURCES
- Music Leadership Team Manual ( stock no. 4042), 1.5 Organization meeting, 1.6 Set the Plans; 11.1 Chapter Evaluation
- Chapter counselor
- Chapter Secretary Manual ( stock no. 4076 and on-line)
2.2.3 Plan your future
Good organization is the product of a leadership team that knows its chapter well enough to identify current deficiencies and establish a set of attainable chapter goals. Set concrete goals. And keep the following in mind:
- Be selective: Choose a few specific goals and objectives; don't try to do it all the first few months.
- Choose appropriate goals: Maintain an atmosphere of success and optimism. Chapter leadership will need to supply inspiration, good humor and consistent dedication to achieve goals that are new or difficult.
- Be flexible. Do not hesitate to reevaluate your goals if they become too difficult or costly.
Chapters usually hold elections the first or second week in October. Elected leaders should set down realistic goals in their area of responsibility then, meet to discuss those goals and make plans for their accomplishment.
At election time, circulate a chapter evaluation questionnaire to the entire membership. This will help your goal setting process and a review of your chapter's mission statement. Publish and circulate the results of the questionnaire to your members as a separate chapter document, not in a newsletter as this is internal information that should stay within the chapter.
2.2.4 The planning process
Your planning should include:
- Tactical planning—board meetings, committee meetings, etc.
- Strategic planning—more involved events such as district conventions, annual shows etc.
- Long-range planning—events beyond the election year.
The planning process might take more than one meeting. Consider holding a weekend retreat away from distractions. Depending on the size of your chapter, establish working committees to handle various issues.
Hold a meeting with your entire board of directors to discuss and refine proposed plans. Present those plans to the membership for their approval. Once defined and approved, organize the chapter to implement the plan.
Publish an annual calendar that details key events and activities the chapter plans to undertake. Schedule activities at times that will offer opportunities for the greatest membership participation. Check with your district for a list of competitions and conventions to avoid event conflicts. Keep your program varied, interesting, and fun! Note that the chapter is likely to make many changes during the year.
2.2.5 Follow-up
Include follow-up reports on the agenda of your regular monthly board meeting to track the progress your chapter is having carrying out its planned activities and achieving its goals.
Test for success. Be alert to the need for changing goals and objectives based upon the chapter's unique mission statement. Be prepared to eliminate an activity if the benefits you expect do not materialize.
2.2.6 Develop and execute your vision
A review of the basic steps:
- Develop a vision.
- Develop/revise the mission statement.
- Assess available resources.
- Identify functional strengths and weaknesses.
- Identify team strengths and weaknesses.
- Create a shared vision.
- Identify and prioritize goals and objectives.
- Put a team together.
- Create measurable goals, attainable objectives.
- Empower the workers.
- Create a milestone chart.
- Communicate the effort.
- Motivate the workers.
- Be optimistic, flexible.
- Follow up.
RESOURCES
- Planning calendars
- Chapter counselor
- Chapter Mission Statement
2.3 Administration—Intermediate Level Activities
2.3.1 Lead, inspire and motivate your chapter
An administrative team is more than the sum of the tasks it performs. The role of a chapter officer is to lead, inspire, motivate his chapter and manage the resources in his area of responsibility. In terms of human resource management, this involves inspiring a shared vision, enabling others to act, and demonstrating other personal leadership characteristics.
Leadership qualities create an environment and set the tone for success. Among them are:
- Strength of character. This includes integrity, courage, morality, humility and determination.
- Knowledge. Know your job, and the jobs of others on the team. Learn what you need to do and how to do it.
- Communication. Enlist the support and involvement of everyone toward the common goal and listen carefully for feedback.
- Ability to get things done. Talk the talk, then walk the walk.
- Power of decision. Based on your knowledge, have the courage to make a decision about the right course of action, and stick by it.
- Ability to work with others. A good leader can work effectively with many types of individuals and groups.
- Organizational skills. Successful leaders are proficient at managing multiple functions.
2.3.2 Use a step-by-step approach to problem solving
- State the problem as simply and clearly as possible.
- Gather and organize all relevant information and available resources.
- List all your ideas and solutions.
- Evaluate each idea or solution and choose the best one.
- Design a plan for the idea or solution.
- Follow up to see what worked, what didn't, and why
When working with people:
- Keep everyone involved.
- Remind everyone of the chapter's mission statement from time to time.
- Use compromise and cooperation.
- Be creative.
- Give appropriate recognition.
- Delegate authority.
- Accept responsibility for getting things done.
- Offer help and information.
- Seek help and information.
2.3.3 Generate income
Fund-raising, marketing, public relations and advertising are intertwined. Active chapters market themselves to generate dollars for operating budgets, Harmony Foundation and special projects.
For many chapters, the only fund-raising activity is the annual show. Yet there are many other ways to raise money for the chapter’s operating fund or for special needs such as new uniforms, risers, and sound and lighting equipment.
Following are a few suggestions that have proven successful for some chapters:
- Corporate matching grants. Every chapter member works for or does business with a medium or large company. Companies receive tax benefits for contributing to non-profit organizations. Some have matching funds whereby they match employee's charitable contributions. Encourage your members to check their options.
- Endowment fund. A chapter can set up an endowment fund, similar to the Society's fund, through Harmony Foundation. A member can donate or stipulate in his will that a portion of his estate will go to the chapter, as well as to Harmony Foundation. The fund is established to serve a specific purpose, such as a uniform fund or Harmony College scholarship.
- Grant proposals. There are many public sources (states, counties, art councils, etc.) that have money set aside specifically for use by non-profit organizations. When writing a grant proposal, don't be shy about asking for a large sum. Some agencies will not bother with small amounts because of the cost to process the request. All grants must be cleared with the Harmony Foundation office. They have prepared a manual to help understand the grant writing process. It is called, “Grant and Sponsorship Guidelines for Barbershoppers.” It is available on the Society Web site, or by calling the Harmony Foundation office.
RESOURCES
- The Music Leadership Team Manual ( stock no. 4042), 11.2 Organizational Worksheet
- Local library for books and current publications
- Harmony Foundation
- “Grant Sponsorship Seeking Guidelines for Barbershoppers” at www.spebsqsa.org > Run Your Chapter > Chapter business > Grant and Sponsorship Seeking Guidelines for Barbershoppers
- Grocery scrip. Many large supermarkets have a program that allows non-profit organizations to purchase scrip money. This money comes in denominations of between $5 and $25 and looks like a gift certificate. Organizations have to invest up-front dollars to start a program. The more a chapter invests the higher the return. However, once you make your investment the program pretty well supports itself. This is a great project for a chapter auxiliary. Two or three volunteers set up a table during chapter meetings so members can purchase their weekly grocery allotment in scrip. The scrip money spends just like cash at the supermarket. The chapter can begin to receive a substantial profit in a few short weeks. Ask family, friends and neighbors to help out too. Contact your local supermarket for information about grocery scripts.
- Chapter Marketing Ideas ( stock no. 4083 and on-line), p.12.
- “Grant- and Sponsorship-Seeking Guidelines for Barbershoppers,” Harmony Foundation
2.3.4 Create and maintain a library
RESOURCES
- Music Leadership Team Manual ( stock no. 4042), Chapter 9
2.4 Administration—Advanced Level Activities
2.4.1 Build for future success.
The advanced level of chapter administration is a refinement and reinforcement of the basic and intermediate skills discussed above.
Continued growth and experience gained in leadership and management skills, planning and goal setting, fund-raising, performance, resource management and education are all examples of success factors that define a chapter administration on the move.
Motivational leadership and ambitious chapter goals presented to and enthusiastically supported by the members inspire the need for advanced skills on the part of the administration. Those skills are more easily achieved with planning and commitment
2.4.2 Train your leaders
The Society offers a number of educational programs. Encourage and support your leaders to attend these events that are designed to sharpen their barbershop skills—from singing to administration.
They include:
- Harmony College
- Directors College
- District Schools
- Chapter Operations Training Seminars (COTS)
- Instructional materials and learning tapes available through the Society.
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