Chapter Quality & Support Pi Kappa Phi will enhance and improve overall chapter quality by actively working to support undergraduate men by leveraging the power of technology, utilizing volunteers and improving business systems for overall chapter success.
“PKC and Build America made me more passionate about changing my chapter for the better. My leadership in other organizations has become more principled. Pi Kappa Phi has given me tools to make myself a better person and the world a better place.” David Straka
Pi Kapp College for Emerging Leaders, Build America
FOCUS AREAS
Ensure each chapter shall have no less than three advisors, with a national average of seven, supported by the appropriate resources and training from the national headquarters. Establish a metric and a benchmark for determining annual chapter excellence, supported by appropriate infrastructure and resources. Develop, enhance and expand the capacity of the fraternity’s educational programs. Continue to invest in a national staff structure to support the development of chapters.
An Uncommon Future Awaits BY TOM ATWOOD
WITH MORE THAN $5 million already pledged, the Pi Kappa Phi Foundation Common Loyalty Campaign helps to chart a new course for the fraternity. “This is an exciting moment for our fraternity,” said CEO Mark E. Timmes, “because this is the first time in our nearly one hundred ten year history that we’ve raised significant funds to directly impact a student’s educational experience with the fraternity. Our previous capital campaign efforts have been tied to special projects. While important, impactful and meaningful, they were not principally about the development of a young man’s leadership potential.” At the 54th Supreme Chapter in Atlanta, Ga., in August, the Pi Kappa Phi Foundation announced plans for an ambitious $7 million capital campaign to support the leadership, academic and service learning programs of the greater fraternity. Organized around the immutable principles espoused in the student creed, a guiding document for the fraternity for the last eighty-two years, the foundation’s Common Loyalty Campaign seeks capital gifts and multi-year pledges from every brother and friend of Pi Kappa Phi who believes in the mission of forging uncommon leaders for the challenges of tomorrow. Rooted in the fundamental belief that leadership is not positional, but rather a personal potential that can be cultivated and developed with proper investment, Pi Kappa Phi seeks to expand the capacity and improve the quality of its existing,
award-winning educational programs, offer additional grants and scholarships to deserving students, and offer greater access to its signature, servant-leader experiences through The Ability Experience (formerly Push America). In 2006, we had a very successful campaign for the Kelley A. Bergstrom Leadership Center of Pi Kappa Phi which raised $1.6 million to support the build out of the fraternity’s new administrative office and established a leadership center for students and alumni. The Common Loyalty Campaign will push the philanthropic bar even further as it looks to help effectuate important, strategic goals. Co-chaired by former Foundation Chairman Kelley A. Bergstrom, Alpha Omicron (Iowa State), and former Ability Experience Chairman Bruce Rogers, Chi (Stetson), the campaign is first and foremost about establishing long-term funds for the Foundation from which additional educational grants can be made. “Strengthening the Foundation’s ability to deliver on its core mission of supporting our student members is critical for several reasons,” said Kelley Bergstrom. “Increasing long-term funds, that can augment the fraternity’s grant each year from the Foundation, not only diversifies the fraternity’s revenue streams, blending income derived from student dues and other sources with qualified donations from alumni, but also gives Pi Kappa Phi additional tools with which new programs can be tested and implemented. The college landscape is dynamic and ever-changing. Within
Like all effective businesses, we need to be nimble in order to react to a fickle marketplace and have capital to drive innovation. 14 || FALL2014
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