30 as for the incoming leadership to ask any pressing questions. This meeting may also identify for all parties any major shared deadlines or responsibilities. For instance, many schools require that student organization status be renewed in the spring for the subsequent fall. Renewal may entail submitting a detailed budget, member records, and plans for the upcoming school year. Finally, if members of the incoming and outgoing leadership teams do not already know each other, this meeting can be an excellent way to begin building rapport and opening lines of communication. Individual meetings by role. It is best for outgoing Chapter Leaders to meet with their incoming counterpart at least one additional time without the remainder of the group with the following goals: • Familiarize the incoming Chapter Leader with any resources and records pertaining to the position • Share best practices and lessons learned. • Instruct the incoming Chapter Leader on any technical skills or other requirements necessary to perform their role. • Introduce the incoming Chapter Leader to important school spaces, procedures or contacts. • Answer any questions the incoming Chapter Leader may have. Introductory meetings. Most Chapter Leaders will have a list of school or campus contacts with whom they work regularly. These relationships may be formal, such as that between the Chapter President and the Chapter Advisor or between the Vice President of Finance and the Student Affairs administrator responsible for managing student accounts. They may also be informal in cases where faculty members, administrators, or even other student leaders have been supporters and allies. Part of a successful leadership handover entails, at a minimum, the introduction of an incoming Chapter Leader by the outgoing Chapter Leader, to all formal and informal contacts. These meetings may need to take place in person—such as during a handover of SVA debt accounts—or may be conducted via email or the appropriate social media, whatever is most appropriate for Chapter culture. Old business wrap-up. Some outgoing leadership teams may have active programs going on despite their departure, so they may maintain continued responsibilities at the time of the elections. To the extent possible, all old business should be concluded during the leadership transition period and no later than the final handover meeting. However, in situations where this proves impossible (for example, outstanding receivables for large events even late in the Spring semester, events with community partners in progress for summer, or graduation plans begun by the outgoing leadership team), there are three options: 1. The ongoing business can be handed over completely, with the incoming leadership team taking on the role or organizer/responsible party. 2. The ongoing business will remain in the hands of the outgoing leadership team with a plan for a delayed handover of any relevant resources 3. The incoming and outgoing leadership teams will divide the responsibility, either with the outgoing team continuing to finish out any remaining responsibilities but including an incoming Chapter Leader where appropriate or with an incoming Chapter Leader taking over primary responsibilities with the ongoing support and participation of the outgoing Chapter Leader. Documents and resources. Most Chapters will have both material (keys, supplies, swag) and virtual resources (passwords, documents) to hand over. If a Chapter has maintained an ongoing inventory, the handover of materials will be relatively straightforward. Virtual resource inventories may need to be created for each Chapter Officer position. Depending on the quality and organization of existing records, it is highly likely that the outgoing leadership team will have to devote significant time to consolidating, organizing, indexing, and editing any virtual documents and records.
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