Membership Intake Certification Membership Services Department International Corporate

Membership Intake Certification Membership Services Department International Corporate Headquarters THE Phi Beta Sigma Fraternity, Inc.

P h i B e t a S i g m a F r a t e r n i t y , I n c. M E M B E R S H I P S E R V I C E S D E P A R T M E N T Introduction Brothers in Sigma, I am excited to welcome you to the 2010 Membership Intake Process (MIP) Certification training program. This training program represents a true paradigm shift for the Fraternity. Gone are the days when we spend only a brief period of time at the end of a state meeting discussing MIP certification. Instead, what we are offering the brotherhood today is an opportunity for us to learn from the past, from industry, and from each other the best, most strategic and consistent way to execute the membership intake process as it is written today. It is my hope that all recognize and appreciate the amount of work, intense effort, and passion it has taken to put this very comprehensive training program together in such a short timeframe. Truly by dedicating their time and energy to building this training, the Brothers that have joined me on MIP Certification Training Team have shown their dedication to our great organization. With those sentiments in mind, I would like to sincerely thank the following Brothers for their contribution to this training effort: Br. Rafael Matos, Br. Donald Basilio, Br. Michael Hines, Br. Greville French, Br. Leonard Lockhart and Br. Bernard Hamilton. I would also like to thank the Brothers, without whose support, this effort would not be possible. In particular I would like to thank our International President the Honorable Jimmy Hammock, International Executive Director Br. Marco Mc. Millian, International Legal Counsel Br. John Turner, Director Membership Services Br. Dennis Lanham, and the Members of the International Membership Committee. Finally, I would like to thank two special Brothers –the MIP Certification Training Team Leads- who have worked tirelessly into the late night and through their weekends to make this training what it is today: Br. Timothy J. Mc. Cray, who has shown a tremendous amount of energy for -and called upon his own experiences as an educator to improve- this training program. Br. Mc. Cray has consistently availed himself at virtually any moment to do the coordinating, fact checking, writing, and editing necessary to make this the best training product it could possibly be. And Br. Luzerne V. Mc. Allister II, the overall team lead, who approached me the day after I was elected International First Vice President about his desire to see our fraternity decrease its potential risk by implementing a real comprehensive, educational MIP Certification training program – and then volunteered to do it. Br. Mc. Allister drove this Team effort with vigor and enthusiasm and helped bring the vision to fruition! Brothers, by participating in this training, you will make yourself eligible to participate in the Membership Intake Process. It is important that while participating in this training, you remain attentive and engaged in all discussions and activities so that you know what it means to be MIP certified; and to understand your role in ensuring that our Fraternity continues to grow and enhance itself in an strategic, sustainable manner. Your Brother in Sigma, Jonathan A. Mason, Sr. International First Vice President Culture For Service and Service For Humanity

P h i B e t a S i g m a F r a t e r n i t y , I n c. M E M B E R S H I P S E R V I C E S D E P A R T M E N T Member Intake Process Certification Training Agenda Date: Region: Trainer: I. Welcome a. Preview of Agenda b. Goals and Objectives c. Icebreaker d. Training Norms II. Recruiting and Sourcing Strategies a. Recruiting As-Is b. Sigma’s Core Competency Discussion c. Skills Sourcing Strategy d. Recruiting To-Be III. Factors for Potential Organization Distress a. National and Regional Process Outline b. Common Disruption to National Process and Mitigation Checklist c. Impact of Intake on Chapters d. Mitigation Strategies and Guidelines IV. MIP Preparation a. Identifying your Committee b. Budget V. An Ethical Sigma a. Back to the Basics b. Selling yourself (Activity) VI. Hazing a. Definition b. Myth versus Truth c. Propensity to be Hazed d. A Word from International and 1 st Vice President VII. Training Prospects a. Approval Process b. Critical Knowledge/Fraternity History c. Chapter Structure/Operations d. Building Brotherhood VIII. Ceremony a. Preparation b. Execution IX. Post Intake Process a. Intake Committee Debriefing Meeting b. New Member Recommended Activities c. Sigma Learning Series X. Wrap Up a. Review Course Objectives b. Assessments c. Course Feedback Culture For Service and Service For Humanity

P h i B e t a S i g m a F r a t e r n i t y , I n c. M E M B E R S H I P S E R V I C E S D E P A R T M E N T Module 2 Activity List of Sigma Core Competencies What Are Sigma’s Core Competencies? Sigma Core Competencies are what make our members unique. They are the skills, talents, personal attributes that our members possess that set them apart from other members in other organizations. If used properly, they can become a source of competitive advantage for Phi Beta Sigma Fraternity. They are the building blocks to future organizational opportunities. Understanding and developing core competencies is necessary to enable the organization to capitalize on the potential that exists within each member. Every chapter consisting of more than one person requires integrating the skills of others. Membership competencies are experience-based capabilities that allow this integration to take place. The effectiveness of these competencies is determined by the personal skills required and how well the chapter/ organization integrates them. List what you feel are our core competencies: 1. _________________________________________ 2. __________________________________________ 3. __________________________________________ 4. __________________________________________ 5. __________________________________________ 6. __________________________________________ 7. __________________________________________ 8. __________________________________________ 9. __________________________________________ 10. _________________________________________ Culture For Service and Service For Humanity

P h i B e t a S i g m a F r a t e r n i t y , I n c. M E M B E R S H I P S E R V I C E S D E P A R T M E N T Module 2 Hand-out Sigma Core Competencies (School Solution) The official list of Sigma Core Competencies as defined per the 1 st International Vice President are: 1. Commitment to serving humanity (Background should show this) Our motto commits us to service. We must embrace this concept enthusiastically! 2. Ability and desire to listen and learn We all come to Sigma from diverse backgrounds and areas of expertise. Members must be willing to listen and learn. It will give us new perspectives that ultimately will help us perform service and complete our tasks in an exemplary fashion. 3. Ability to identify challenges and create solutions Each community has its own unique set of challenges we must tackle. Members must have a high level of awareness. Once challenges are defined, we must be able to develop realistic solutions. 4. Track record of academic excellence (Recruiting/encouraging 4. 0? Or tolerating 2. 5? ) Founder Morse was the valedictorian of his integrated high school class. He received eight degrees before he entered the Omega Chapter and he taught at Edward Waters College for 47 years! In addition, we are the fraternity of Alain Leroy Locke and George Washington Carver! We want members that excel scholastically! 5. Record of outstanding achievement (Scholastically, athletically, professionally, in service) Diversity is critical to our success as a fraternity. Seek candidates that have distinguished themselves in many areas. 6. Recognizes the value of family A fraternity IS a family. It is by its very definition, a BROTHERHOOD. Candidates must understand that by joining us they link themselves with similarly minded men from diverse backgrounds. While we may disagree, we must ALWAYS be brotherly in our discourse and treatment of one another! 7. Recognizes the value of faith (Understanding that there is a power greater than YOU) Self explanatory 8. Recognizes the value of financial responsibility and accountability A candidate must understand the importance of paying dues, raising funds and managing our resources. Organizations that do not manage their finances well always struggle. We want members that will be good stewards of our legacy; this includes proactive investment and management of Phi Beta Sigma money! 9. Personal preparedness (Well dressed, well read, well spoken) Sigma men must be well rounded. It is important that our members represent themselves well internally and externally! 10. Recognizes the value of a legacy (Understanding that your life is defined by the foundation that you have laid for those that will come after you) Candidates must understand that their time on center stage is brief. Ultimately, we must be excellent caretakers of our fraternity. All candidates for the Membership Intake Process should already possess these characteristics such that they are easily recognizable to all Brothers. Culture For Service and Service For Humanity

P h i B e t a S i g m a F r a t e r n i t y , I n c. M E M B E R S H I P S E R V I C E S D E P A R T M E N T Module 2 Activity Chapter Skills Assessment The second step in creating your recruitment strategy is to develop a profile of your chapter’s current membership’s skills. Complete the fundamental organizational skills list below to identify the skills needed to enable your chapter to optimize its effectiveness and services. Skills Chapter Possesses Does NOT Skill? (Y) Possess Skill (N) If you answered yes (Y), list names of Brothers with said skill. Accounting Finance Marketing/Sales Public Speaking IT Specialist Computer Expert Communications Specialist Photographer Videographer Event Organizer Planner Attorney Paralegal Website Designer Stepmaster Other Culture For Service and Service For Humanity

P h i B e t a S i g m a F r a t e r n i t y , I n c. M E M B E R S H I P S E R V I C E S D E P A R T M E N T Module 2 Hand-out Example Skills Sourcing Strategy After identifying the skills and talents in demand within your chapter, identify where to find individuals who can fill those needs. Below is an example, which lists potential sources for recruiting talented prospect. Skills or Talents Needed Future Leadership Where Collegiate Chapters Can Where Alumni Chapters Can Identify Individuals With Skill or Talent ROTC; Student government organizations Professional & community (SGA or BSU); University debate team organizations; military; government agencies; Colleges/ Universities; NAACP; Urban League; local city government Accounting/Booking Campus business organizations; School of Professional or business groups; Business banking Finance Campus business organizations; School of Professional or business groups; Business banking Marketing/Sales Campus business organizations; School of Professional or business groups; Business Public Speaking University debate team; drama or acting Professional groups; Churches; campus organizations; Communications; tv local community organizations; & radio station Toast Masters IT Special/Computer Expert Universities/Colleges; computer related majors Writer University/College newspaper; school website; school yearbook; English majors Photographer/ Videographer University/College newspaper/school website; school yearbook Professional or business groups; local newspaper; local television or cable services Event Organizer or Planner Student government organizations; University campus organizations Professional or business groups Attorney/Paralegal N/A Professional or business groups; Website Designer University/College website; IT related majority Professional or business groups Universities/Colleges; computer related businesses; professional groups Professional or business groups; local newspaper Culture For Service and Service For Humanity

P h i B e t a S i g m a F r a t e r n i t y , I n c. M E M B E R S H I P S E R V I C E S D E P A R T M E N T Module 2 Activity Skills Sourcing Strategy After identifying the skills and talents in demand within your chapter, identify where to find individuals who can fill those needs. Below is a template that you can use to build your strategy. Skills Source Location 1 Source Location 2 Accounting Finance Marketing/Sales Public Speaking IT Specialist Computer Expert Communications Specialist Photographer Videographer Event Organizer Planner Attorney Paralegal Website Designer Stepmaster Other Culture For Service and Service For Humanity Source Location 3

P h i B e t a S i g m a F r a t e r n i t y , I n c. M E M B E R S H I P S E R V I C E S D E P A R T M E N T Module 3 Hand-out National Paperwork Process My Paperwork Has Reached Nationals, Now What? Paperwork Process of the National Office Step 1 Step 2 Step 3 • Monies are logged by the • Materials and monies are • Materials are forwarded to the Executive Assistant forwarded to the Finance and Operations Department for finance verification and mailing of receipt Department of Membership Services for paperwork verification and materials processing Please Remember: If there is a discrepancy with the financial accounting of the file, the paperwork still comes to the Membership Department. If there is a balance due of $100 or more, the materials are not processed until the balance is received. Step 4 • Paperwork Verification Collegiate Applicants 1. PBS-1: Finance form 2. PBS-2: New Member Application(s) 3. PBS-3: Academic Verification form OR Official transcripts for each approved applicant (PBS- 3 MUST have the raised university seal embedded to ensure authenticity) 4. Each applicant must have a minimum of a 2. 5 GPA in order to be processed 5. PBS- 5 A-1: Hold Harmless Agreement 6. Regional Director must have signed each application 1. 2. 3. 4. 5. 6. Alumni Applicants PBS-1: Finance form PBS-2: New Member Application(s) Official transcripts or copy of degree for each approved applicant Each applicant must have completed a minimum of two years of a full degree program at a recognized college/ university in order to be processed without a degree PBS- 5 A-1: Hold Harmless Agreement Regional Director must have signed each application Culture For Service and Service For Humanity

P h i B e t a S i g m a F r a t e r n i t y , I n c. M E M B E R S H I P S E R V I C E S D E P A R T M E N T Module 3 Hand-out National Paperwork Process Complete and Approved Paperwork Step 5 Step 6 • Membership number is assigned and information is entered into the system • Certificate order is placed with Goosecreek Printing (certificate vendor) and New member cards are printed Step 7 Step 8 • Information (GPA, Degreed vs. non, hours completed, etc) is logged for each individual new member for reporting purposes • Addresses are logged (according the PBS-1 form submitted) to ensure shipment to the most accurate address Incomplete and/or Not Approved Step 5 Step 6 Step 7 • Monies are logged by the • Materials and monies are • Materials are forwarded to the Executive Assistant forwarded to the Finance and Operations Department for finance verification and mailing of receipt Culture For Service and Service For Humanity Department of Membership Services for paperwork verification and materials processing

P h i B e t a S i g m a F r a t e r n i t y , I n c. M E M B E R S H I P S E R V I C E S D E P A R T M E N T Module 4 Activity Membership Intake Budget Create a mock MIP budget. Event Budget for PBS MIP Expenses Total Expenses Site Room and hall fees Site staff Equipment Tables and chairs Totals Decorations Flowers Candles Lighting Balloons Paper supplies Totals Publicity Graphics work Photocopying/Printing Postage Totals Estimated Actual $0. 00 Refreshments Food Drinks Linens Staff and gratuities Totals $0. 00 Telephone Transportation Stationery supplies Fax services Totals Estimated Actual $0. 00 Estimated Actual $0. 00 Program Performers Speakers Travel Hotel Other Totals $0. 00 Prizes Ribbons/Plaques/Trophies Gifts Totals $0. 00 Miscellaneous $0. 00 Culture For Service and Service For Humanity

P h i B e t a S i g m a F r a t e r n i t y , I n c. M E M B E R S H I P S E R V I C E S D E P A R T M E N T Module 5 Activity Create Your MIP Mission Statement: At your table, come up with a mission statement that best describes the intake process. It can be in the form of a commercial, song, rap, and/or billboard. Ideas for mission statement: ___________________________________________________ ___________________________________________________ __________________________ Mission Statement: ___________________________________________________ ___________________________________________________ Culture For Service and Service For Humanity

P h i B e t a S i g m a F r a t e r n i t y , I n c. M E M B E R S H I P S E R V I C E S D E P A R T M E N T Module 7 Activity Styles of Communication Purpose: To gain experience in identifying different styles of communication in yourself and in your chapter, in order to better train future Brothers of your chapter. Procedure: We all need to be aware of our characteristics in communication with others as communication is a critical part of leadership. We should all try to be aware when dealing with others which characteristics are a part of you and which characteristics you would like to cultivate. Below you will find a profiled group or members that are in your local chapter. As a group, decide how you should communicate with each member in order to effectively move your chapter. Brother Commentator is the analyzer of the family. He has to say something about everything; he gives a running account of all activities whether or not anyone wants to hear. His ideas are not well-thought out, just blurted out. He makes critical comments about everyone and everything. Typical quotes are: “That reminds me of the time…” or “This is off the subject but…” Mr. Dictator takes everything to the extreme. He likes to be in charge and tries to take over all activities. Overfilled with self-importance, he is domineering and bossy, totally uninterested in hearing others’ suggestions. As a result, no one likes to work with him. Mr. Dictator might be heard saying: “Here, this is the best way to do it…” or “I’ll do it, I know how. ” Mr. Felicitator is the social butterfly of the group. He is always talking and getting the group stirred up socially. He can’t be very helpful because he is too busy partying and organizing social events. Mr. Felicitator might say: “Why don’t we relax first…” and “Let’s party!” Mr. Spectator is an observer; he only watches but doesn’t get involved. He sits around and waits for the right time to jump in, getting in the way of those who are already involved. Of course the right time never comes! Mr. Spectator will say “I’ll just watch for awhile…” or “I’m going to wait and see what happens…” Culture For Service and Service For Humanity

P h i B e t a S i g m a F r a t e r n i t y , I n c. M E M B E R S H I P S E R V I C E S D E P A R T M E N T Module 7 Activity Eggs Business Role I: APH Rep. You are the chief pharmacist at the Agency for Public Health (APH) and specialize in the development of medicine that cures rare diseases. Not long ago the X-Fluoride epidemic broke out on several continents. This is a contagious disease causing dangerous fetal disorders. There is an emergency situation all over the world. If X-Fluoride is not contained in time, an unacceptably high percentage of this generation will require the support of their families and society for decades. Economists predict that the cost will ruin millions of families and will lead to business bankruptcies and high rates of unemployment across a wide spectrum. Psychologists indicate that the emotional impact on each family will entail terrible consequences. Your Agency supported the research on X-Fluoride and found a serum that prevents the disease. The serum is prepared from the yolk of the egg of a very rare, spotted ostrich. These birds are found only in Balaharia and there is only one supplier that breeds these birds. There are only so many of these birds and they lay eggs only once a year. The seller can only promise ten thousand total good eggs and they only stay good for a short time period. Therefore, the eggs must be sold altogether. This is the month of laying eggs. The eggs are usually stored each year and then are sold to a gourmet restaurant distributor as condenser for a special soup. However, since the eggs have in the past only been good for this one soup, the seller is constantly disappointed because he can never sell all his eggs. The rest quickly go bad at his financial loss. Last year the eggs were sold at $15 per egg. You do not believe that the seller knows that this year there will be a new increase in demand for the eggs. Thousands of eggs are needed for producing the serum. Your Agency has decided that you have to buy as many eggs as possible. The Agency empowered you to spend up to $95, 000 for the eggs. There are rumors that the National Agriculture and Forestation Agency also wants the eggs. Your Agency has already had some dealings with the other Agency and there is currently a rivalry between you both because of the deficient budgetary resources. You are worried that NAFA will try to outbid you. You are also worried that the restaurant distributor may have $100, 000 to purchase the eggs. However you have learned that the seller has a soft spot for your cause and may sell the eggs to you for less than what the restaurant distributor is offering; this is not confirmed. You have been authorized to compete with the NAFA and during bidding you can offer your whole sum. You are flying to Balaharia to buy the eggs. You are surprised to recognize that the person sitting next to you is the representative of the NAFA. You feel that you must try to convince him that you need the eggs. If you manage to get all of these eggs you will be promoted in your Agency and it would mean a five times higher salary for you. If you get none of the eggs, your job is in serious jeopardy, and the serum will not be made. Culture For Service and Service For Humanity

P h i B e t a S i g m a F r a t e r n i t y , I n c. M E M B E R S H I P S E R V I C E S D E P A R T M E N T Module 7 Activity Eggs Business Role II: NAFA Rep You are the chief chemist at the National Agriculture and Forestation Agency (NAFA) who is responsible for developing insecticides for agricultural products which kills harmful insects. Recently there have been reports from all over the world about the attack of the Cottermus moth damaging the trees. This moth, if not contained, might damage whole forests within days. It propagates at an extraordinary speed: the larvae hatch within two months and causes irreversible damage on huge areas by attacking the leafage of the trees. Following forest destruction a secondary effect is unprecedented soil erosion, destabilization and disappearance of water resources. The moth might infect cultivated plants causing grave damage to the production – and soon to follow mass starvation to local wildlife and villages in the region. The only way to stop the moth is to spray a the infected forest with a special insecticide called the UOCompound, which is rarely made and never stored because it is made of the shell of the egg of the spotted ostrich living in Balaharia. There are only so many of these birds and they lay eggs only once a year. There is only egg seller and he can only promise ten thousand total good eggs. These eggs only stay good for a short time period so the eggs must be sold altogether. This is the month of laying eggs. The eggs are stored each year and then are sold to a gourmet restaurant distributor as condenser for a special soup. However, since the eggs have in the past only been good for this one soup, the seller is constantly disappointed because he can never sell all his eggs. The rest quickly go bad at his loss. Last year, the eggs were sold at $15 on average per egg. The only owner of these rare ostriches lives on a distant part of Balaharia. You do not believe that the seller knows that this year there will be a new increase in demand for the eggs. Thousands of eggs are needed for producing the insecticide. Your Agency has decided that you have to buy as many eggs as possible. The Agency empowered you to spend up to $55, 000 for the eggs. There are rumors that the Agency for Public Health (APH) also needs the eggs. Your Agency has already had some dealings with the other Agency and there is currently a rivalry between you both because of the deficient budgetary resources. You are worried that the APH will try to outbid you. You are also worried the that restaurant distributor may have $100, 000 but you cannot confirm this. You have also heard that the seller harbors resentment against the restaurant distributor for buying so few eggs in the past, and that he cares more deeply about your Agency’s cause than that of NAFA. You may be able to persuade the seller that if he sold the eggs to you just this one year at a loss, he would be a hero. You are flying to Balaharia to buy this year’s production. You recognize that the person sitting next to you is the representative of the APH. You feel that you must try to convince him that you need the eggs. If you manage to get all of these eggs you will be promoted in your Agency and it would mean a five times higher salary for you. If you get none of the eggs, your job is in serious jeopardy and the Cottermus moth could destroy all forestation. Culture For Service and Service For Humanity

P h i B e t a S i g m a F r a t e r n i t y , I n c. M E M B E R S H I P S E R V I C E S D E P A R T M E N T Module 7 Activity The Orange Story Once there was an orange and two co-workers fought over an orange in the break room refrigerator. “I want this orange!” “No, it’s my orange, I want it!” They both wanted the juicy orange, and were convinced that they just had to have it. “Hey, I bought this orange. See!” “I would rather throw it away than give it to you!” “If you don’t give me the orange, I am not going to give you this extra sandwich that you want!” Their conversation sadden both of them, but neither would give in. They went on and on. Finally, their stalemate broke when one declared “There is one fair way to take care of this. ” The other related “Yeah, yeah, I know. Just like Solomon, we can cut it in half. ” And so that’s just want they did. A few days later, they ran into each other. After exchanging looks, one asked “Hey, why did you want that orange the other day? ” Surprised by the question, the other responded “Well, obviously, I wanted to make some orange juice!” This wasn’t so obvious to the other who exclaimed “Oh, my goodness! If only I had known. I only needed the rind to make marmalade. We could have both had what we really wanted!” They both just shook their heads. Being so head strong cost them both and opportunity. Culture For Service and Service For Humanity

P h i B e t a S i g m a F r a t e r n i t y , I n c. M E M B E R S H I P S E R V I C E S D E P A R T M E N T Module 7 Activity Basic Interest Based Negotiation Technique Start Here Culture For Service and Service For Humanity

P h i B e t a S i g m a F r a t e r n i t y , I n c. M E M B E R S H I P S E R V I C E S D E P A R T M E N T Post-Intake Process Survey Committee and Chapter Feedback Notes for Organizer: Ø An assessment is a tool used to gather feedback regarding a program, event or experience. It is an important part of any productive program, because it allows a committee to gain new insight, propose recommendations, and create action items that will improve the program. Ø In order to measure the success of each intake process this assessment should be used by both the chapter’s membership intake committee and by the rest of the chapter. Ø It should be noted which assessments were completed by the committee and which were completed by the chapter. Ø All assessments should be filled out anonymously. This will ensure the integrity of the process. Ø Numerical (quantitative) responses to each of the first four assessment questions should be averaged. Once average, the committee should pay attention to any questions that scored an average of 3 and below. These questions should be discussed in the final post-intake committee meeting and recommendations for improvement should be documented for presentation at the next chapter meeting. Ø Written (qualitative) responses to each of the last eight assessment questions should be read and used to inform the final post-intake committee meeting. Recommendations for improvement should be documented for presentation at the next chapter meeting. Ø Encourage each brother to write a response to each question. It is important that everyone involved give their opinion. Even if they think that they do not have an opinion, challenge them to write something! Culture For Service and Service For Humanity

P h i B e t a S i g m a F r a t e r n i t y , I n c. M E M B E R S H I P S E R V I C E S D E P A R T M E N T Post-Intake Process Survey Committee and Chapter Feedback Chapter: _______________ Intake Period : WIN SPR SUM FALL 20___ Overall Process 1) On a scale of 1 -5, 1 being disorganized and 5 very organized, how would you rate this intake process? 1 2 3 4 5 Budget 2) On a scale of 1 -5, 1 being ineffective and 5 very effective, how would you rate the budget management for this intake process? 1 2 3 4 5 Education Sessions 3) On a scale of 1 -5, 1 being disorganized and 5 very organized, how would you rate the educational sessions for this intake process? 1 2 3 4 5 Initiation 4) On a scale of 1 -5, 1 being disorganized and 5 very organized, how would you rate this initiation ceremony? 1 2 3 4 5 General Feedback 5) What was the most successful aspect of this intake process? ________________________________________________________________ 6) What was the most challenging aspect of this intake process? ________________________________________________________________ 7) How would you describe communication between the Chapter and the Intake Committee during this intake process? __________________________________________ 8) Did any intake candidates withdraw from this intake process? If Yes, what reasons did the candidates provide for their decision to withdraw? __________________________________________________________________________ 9) Were any adjustments made to the schedule of this intake process? If Yes, what factors changed the course of this intake process? ______________________________________________________________________________ 10) Was the budget adjusted for this intake process? If No, what factors contributed to the adjustment of the budget for this intake process? ____________________________________________________________________________ 11) What recommendations do you have to improve the educational sessions for the next intake process? __________________________________________________________________________________________ 12) What additional feedback do you have to improve the next intake process? Be sure to answer this question if you answered a 1, 2, or 3 on any of the questions above (Please use the back side of this sheet if necessary. ) _____________________________________ Thank you for your feedback! Culture For Service and Service For Humanity (Use back of this sheet if necessary. )

P h i B e t a S i g m a F r a t e r n i t y , I n c. M E M B E R S H I P S E R V I C E S D E P A R T M E N T Post-Intake Process Survey Committee and Chapter Feedback Notes for Organizer: Ø An assessment is a tool used to gather feedback regarding a program, event or experience. It is an important part of any productive program, because it allows a committee to gain new insight, propose recommendations, and create action items that will improve the program. Ø In order to measure the success of each intake process, it is particularly important that the newly initiated brothers complete the assessment. They will be able to provide a perspective that no other brother will. Ø Collegiates ~ Once completed, all assessments should submitted to your chapter’s alumni advisor, before it is reviewed by the committee. Ø All assessments should be filled out anonymously. This will ensure the integrity of the process. Ø Numerical (quantitative) responses to each of the first four assessment questions should be averaged. Once average, the committee should pay attention to any questions that scored an average of 3 and below. These questions should be discussed in the final post-intake committee meeting and recommendations for improvement should be documented for presentation at the next chapter meeting. Ø Written (qualitative) responses to each of the last eight assessment questions should be read and used to inform the final post-intake committee meeting. Recommendations for improvement should be documented for presentation at the next chapter meeting. Ø Encourage each brother to write a response to each question. It is important that everyone involved give their opinion. Even if they think that they do not have an opinion, challenge them to write something! Culture For Service and Service For Humanity

P h i B e t a S i g m a F r a t e r n i t y , I n c. M E M B E R S H I P S E R V I C E S D E P A R T M E N T Post-Intake Process Survey Neophyte Feedback Chapter: _______________ Intake Period : WIN SPR SUM FALL 20___ Overall Process 1) On a scale of 1 -5, 1 being disorganized and 5 very organized, how would you rate your intake process? 1 2 3 4 5 Budget 2) On a scale of 1 -5, 1 being ineffective and 5 very effective, how would you rate the budget management for your intake process? 1 2 3 4 5 Education Sessions 3) On a scale of 1 -5, 1 being ineffective and 5 very effective, how would you rate the educational sessions for your intake process? 1 2 3 4 5 Initiation 4) On a scale of 1 -5, 1 being disorganized and 5 very organized, how would you rate your initiation ceremony? 1 2 3 4 5 General Feedback 5) What was the most successful aspect of your intake process? ________________________________________________________________ 6) What was the most challenging aspect of your intake process? _______________________________________________________________ 7) Did any intake candidates withdraw from your intake process? If Yes, did they share with you their reason(s) for their decision to withdraw? _________________________________________________________________________ 8) What are three valuable lessons you learned from your intake process? __________________________________________________________________________________________ 9) Were there any aspects of your intake process that you thought were unnecessary? If so, what? _____________________________________________________________________________________ 10) What recommendations do you have to improve the educational sessions for the next intake process? __________________________________________________________________________________________ 11) What additional feedback do you have to improve the next intake process? _________________________________________________________ Thank you for your feedback! Culture For Service and Service For Humanity (Use back of this sheet if necessary. )

P h i B e t a S i g m a F r a t e r n i t y , I n c. M E M B E R S H I P S E R V I C E S D E P A R T M E N T Neophyte Two-Year Activity Plan In order to make this plan work, a chapter must hold both itself and its Neophytes accountable. For collegiates, the graduate advisor and graduate chapter MUST be involved EVERY step of the way. The advisor and Chapter MUST work cooperatively to: 1. develop a performance plan that meets the needs of the Neophytes and the school; 2. set realistic timelines for the new Brothers to complete their plans; 3. hold the Neophytes and the Chapter accountable to meet the agreements. First 2 Weeks after Initiation : q Review the initiation rituals. This request is made of Neophytes at the time of their induction. This is important so that our new Brothers are acquainted with our Fraternity secrets. q Review International, Regional and Chapter Constitutions. Neophytes must be aware of the structure of our Fraternity and how Sigma works at the International, regional and local levels. This review should be ongoing. q The Chapter should provide training for the Neophytes on Fraternity protocols, forms and important deadlines(i. e. submitting event registration forms for every event, Program Implementation Assessment (PIA) forms, chapter report guidelines, registration deadlines, etc. ). q. The Chapter should have initiated the Neophytes ‘ recognition process through the school (if this had not been done prior to their initiation). Some schools may require new members to complete paperwork and/or training in order to be recognized as an active member of the Fraternity on campus and plan events, reserve venues and apply for funding. q. Become aware of important campus/community leadership (both student and staff) and resources. It is important for new Brothers to know the movers and shakers of their school (or local community) in order to facilitate Fraternity business and productivity. First Month after Initiation: q Establish connection with older Sigma Brothers, especially those who have been initiated through the Chapter. It is important for Neophytes to connect with alumni Brothers from their undergraduate Chapter to understand the Chapter history and the Fraternity’s contributions to the campus and community it serves. This is also a great networking and mentorship opportunity. This should be done through networking events, newsletters and other forms of communication, as well as social reunions. q Attend at least one (1) alumni chapter meeting (per semester or quarter). This is a great opportunity for Neophytes to connect with older Brothers and alumni Brothers build a relationship with collegiate Brothers (and provide support and mentorship to undergraduate Brothers which can result in helping younger Brothers transition more easily into the alumni Chapter). q Plan and guide at least two (2) community service activities. Neophytes should create a budget. , take pictures, and complete the PIA form. First 3 Months after Initiation: q Begin review of Sigma History. The Chapter should devote part of a meeting to reviewing chapters of the information found in the Sigma Light. , and once the light is completed, the Chapter should research other information that helps maintain interest in the Fraternity’s history. This is an on-going process; Neophytes should be encouraged to review Sigma history on their own. q. Travel to visit Sigma Chapters in nearby cities. This is a great opportunity for Neophytes to further enhance their Brotherhood experience and build their Sigma network. q Complete a t least one leadership workshop. The Chapter, along with the grad advisor, should work with the Neophytes to figure out what areas they need further development, and provide them with appropriate training. q Participate in campus-wide activities, such as homecoming, orientation, Greek-Week, and other events sponsored by the school and other organizations, specially NPHC-affiliated organizations. Culture For Service and Service For Humanity (Continue on next page. )

P h i B e t a S i g m a F r a t e r n i t y , I n c. M E M B E R S H I P S E R V I C E S D E P A R T M E N T Neophyte Two-Year Activity Plan (Continued) First 6 Months after Initiation : q Attend/support at least one event per semester with other local Sigma Chapters (Collegiate and Alumni). * q Co-sponsor at least one program per semester with other local Sigma Chapters (Collegiate and Alumni). ** q Attend/support at least one event per semester by the local Zeta Phi Beta chapter. * q Co-sponsor at least one event per semester by the local Zeta Phi Beta chapter. ** q Attend at least one state/area meeting. This is a great place for Neophytes to learn about Fraternity protocols, policies, updates, and network with Brothers from the local area. * The purpose of these activities is to help strengthen the bonds between the Chapter Neophytes and the Sigmas and Zetas in the local area. This should help new Brothers understand there is more to Sigma than their own Chapter. ** The purpose of planning these programs it to help new Brothers connect with Sigmas and Zetas and develop a productive working relationship. The activities that are organized should range from social functions to programs that reflect each organization’s national initiatives. First Year after Initiation: q Register and attend at least one State Meeting, Regional Board Meeting, and/or Regional Conference. q Attend at least one Founders’ Day formal event. This is a great opportunity for the Neophytes to interact with Brothers and Zetas of different generations in a formal setting. This is also a great time for Neophytes to think about the oath they took upon initiation and refuel their desire to serve Sigma. q Travel to visit Sigma Chapters in nearby states and across the country. By this point, Neophytes should have a firm grasp on the Fraternity and are able to understand how to network within Sigma. q Get involved in Chapter, campus or community leadership. By this time, the Neophytes should have transitioned into Sigma life and are prepared to adequately take on leadership opportunities and represent Sigma in these various capacities. q Go through MIP certification. Neophytes should make it a priority to learn this very important aspect of Sigma business so that they can continue to grow the Fraternity. q Participate in at least one intake process. New Brothers should look for the opportunity to take part in a membership intake process so that they have a practical understanding of the certification process. First 2 Years after Initiation: q Register and attend at least one Regional Conference. New Brothers should write a report to their Chapters where they provide a summary of the events and their own personal experiences. q Register for and attend at least one Conclave. New Brothers should write a report to their Chapters where they provide a summary of the events and their own personal experiences. q Begin developing a post-graduation action plan. This is important to help New Brothers organize and track the activities they must complete in order to obtain their degrees, secure employment, and transition into a graduate chapter. This is a great opportunity for the graduate advisor and graduate chapter to mentor the younger Brothers. Culture For Service and Service For Humanity