House Directors Manual

ASSOCIATION OF FRATERNAL LEADERSHIP & VALUES AFLV HOUSE DIRECTOR’S MANUAL | SECOND EDITION

HOUSE DIRECTOR’S

MANUAL

SECOND EDITION

ASSOCIATION OF FRATERNAL LEADERSHIP & VALUES A house director is one of the most important and influential positions on the college campus. Few other people in the college community have so many opportunities to influence the lives of young people in various direct ways. The attitudes, habits, values, and standards the house director encourages have an impact that often lasts long after graduation.

The House Director’s Manual was designed with house directors in mind. In developing the content for this updated manual, the Association for Fraternal Leadership & Values compiled the most current and relevant tools, tips, checklists, forms and other materials essential for the women and men serving in these important roles. This second edition contains new information on personnel management. Utiliz-

AFLV HOUSE DIRECTOR’S MANUAL | SECOND EDITION

ABOUT THIS MANUAL

HOUSE DIRECTOR’S

MANUAL

ing the resources and information contained within this guide in conjunction with attending formal professional development conferences while creating informal networks of support will assist house directors in becoming the most effective resources for the students with whom they reside.

PO Box 1576 Fort Collins, Colorado 80522-1576 Toll free 866.980.AFLV (2358)

www.aflv.org

SECOND EDITION

ASSOCIATION OF FRATERNAL LEADERSHIP & VALUES A house director is one of the most important and influential positions on the college campus. Few other people in the college community have so many opportunities to influence the lives of young people in various direct ways. The attitudes, habits, values, and standards the house director encourages have an impact that often lasts long after graduation.

The House Director’s Manual was designed with house directors in mind. In developing the content for this updated manual, the Association for Fraternal Leadership & Values compiled the most current and relevant tools, tips, checklists, forms and other materials essential for the women and men serving in these important roles. This second edition contains new information on personnel management. Utiliz-

AFLV HOUSE DIRECTOR’S MANUAL | SECOND EDITION

ABOUT THIS MANUAL

HOUSE DIRECTOR’S

MANUAL

ing the resources and information contained within this guide in conjunction with attending formal professional development conferences while creating informal networks of support will assist house directors in becoming the most effective resources for the students with whom they reside.

PO Box 1576 Fort Collins, Colorado 80522-1576 Toll free 866.980.AFLV (2358)

www.aflv.org

SECOND EDITION

The authors have worked diligently to ensure that all information in this manual is accurate as of the time of publication and consistent with standards of good practice in the general management community. As research and practice advance, however, standards may change. Every campus and each fraternity and sorority house is also different. Many have valued customs and traditions that should, when appropriate, be honored. For this reason, it is recommended that readers evaluate the applicability of any recommendations in light of particular situations and changing standards and varying customs and traditions.

Association of Fraternal Leadership & Values PO Box 1576, Fort Collins, CO 80522-1576

Š2012 Association of Fraternal Leadership & Values. No part of this publication may be reproduced or transmitted in any form or by any means without the prior written permission of the Association of Fraternal Leadership & Values.

AFLV HOUSE DIRECTOR’S MANUAL

The content of this manual has been compiled, edited, and produced by the Association of Fraternal Leadership & Values.

ASSOCIATION OF FRATERNAL LEADERSHIP & VALUES

HOUSE DIRECTOR’S

MANUAL

AFLV House Director’s Manual

TABLE OF CONTENTS INTRODUCTION THE ROLE OF THE HOUSE DIRECTOR.........................1 CHAPTER 1 THE HOUSE DIRECTOR POSITION .............................5 CHAPTER 2 FRATERNITY AND SORORITY BASICS .........................21 CHAPTER 3 CHAPTER COMMUNICATIONS .................................27 CHAPTER 4 CHAPTER HOUSE OPERATIONS ...............................39 CHAPTER 5 DINING MANAGEMENT ...........................................51 CHAPTER 6 PERSONNEL MANAGEMENT ......................................53 CHAPTER 7 MENU PLANNING ....................................................75 CHAPTER 8 KITCHEN OPERATIONS..............................................83 CHAPTER 9 PROFESSIONAL DEVELOPMENT.................................97

GLOSSARY ..............................................................103

©2012 Association of Fraternal Leadership & Values.

No part of this publication may be reproduced or transmitted in any form or by any means without the prior written permission of the Association of Fraternal Leadership & Values.

PO Box 1576, Fort Collins, CO 80522-1576 Toll free 866.980.AFLV (2358)

AFLV HOUSE DIRECTOR’S MANUAL

Introduction | WHAT IS A HOUSE DIRECTOR? A house director is one of the most important and influential positions on the college campus. Few other people in the college community have so many opportunities to influence the lives of young people in various direct ways. The attitudes, habits, values, and standards the house director encourages have an impact that often lasts long after graduation.

Often, people think that the life of the house director, much like the house mother of the 50’s, is spent playing bridge and attending parties, teas, and college events. Nothing is further from the truth. Although these activities are a part of the house director’s life, s/he is responsible for sharing professional, mature judgment seven days a week for nine or ten months of the year as house manager and role model. The house director also oversees the finances, operation, and atmosphere or ambiance of the house.

Most fraternity and sorority chapters with housing on college campuses have house directors. These student organizations range in size from 25 to 100 or more live-in members. Chapter houses may be owned and operated as private, non-profit corporations, or they may be owned by the university. In some cases, the house is owned by the inter/national fraternity or sorority. A landlord owns a property and provides room and board services for the residents, usually comprised of all members of the organization or chapter. Typically, the house has sleeping spaces, public areas, study facilities, dining facilities, a kitchen, a laundry room, and an apartment of one to three rooms for the house director.

Some houses have guest bedrooms. The landlord is responsible for owning and operating a residence for the students who are members of the chapter. Room and board may be paid by the chapter or by the individuals living in the home.

House directors are generally employed by the chapter and/or a house corporation board. In the case of universityowned housing, the college itself may do the hiring of house directors. The university fraternity/sorority advisor may assist in recruiting applicants and overseeing the training process.

Student members comprise the chapter, a self-governing organization. Member contracts are an organizational necessity. The landlord(s) should not be involved in chapter governance or activities. The chapter is governed by elected officers and advised by adult advisors, usually alumni/ae of the organization and/or the chapter. There is also usually a campus fraternity/sorority advisor who works with all the chapters primarily through an umbrella governing council. In some cases, the campus fraternity/sorority advisor may work with the house corporation/chapter advisors on a monthly or term basis. In addition, the campus fraternity/sorority advisor also usually makes a point to meet with and communicate with the house directors on a regular basis.

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| Introduction

House directors are best described as resident advisors.

Generally, they have specific responsibilities for planning menus, ordering food and supplies, supervising the kitchen staff, and administering the commissary budget.

However, at least half of the house director’s duties are “intangible.” S/he is sometimes called upon to advise individual members, officers, or committees regarding personal matters as well as chapter activities. In this respect, house directors must be people who enjoy working with young people, have an ability to listen, and know that although college students generally like to exist without excessive adult supervision, they also enjoy the opportunity to have someone around to use as a sounding board. In order to maintain communication in the chapter and to assist in the planning of chapter activities, a weekly meeting between key officers and the house director is recommended. This also helps provide continuity from year to year.

House directors are provided furnished quarters and meals in the chapter house. These quarters are private, but small; apartments are not able to accommodate children, although in a few cases a small pet may be allowed. In addition, the house director may receive benefits or perks that range from a reserved parking spot to an opportunity for professional development.

House directors receive regular school holidays as vacation time as well as other weekends that are arranged in advance with the chapter officers and/or advisor. There should be a clear understanding about sick days and overtime.

What Does a House Director Do?

Serves as the official chapter host/hostess for planned activities

Works with the chapter officers and alumni/ae boards to: ----

maintain a clean and hazard-free chapter house make recommendations for major purchases, repairs, and replacements

support the chapter officers’ enforcement of policies as required by the national organization, the university, the house corporation board, and the undergraduate officers

--

prepare for emergencies of all kinds

--

prevent emergencies whenever possible

Respond to emergencies as needed

Serve as a property manager, a listener, a counselor, and an advocate for chapter members Supervise the openings and closings of the house during school vacation

Hold weekly meetings with the chapter officers and an alumni/a advisor

Inform members of concerns and issues that need to be addressed Oversee the kitchen operations which may include: -------

hiring and evaluating personnel (cooks, servers, housekeepers, etc.)

planning menus and organizing recipe files, cookbooks, and other resources ordering food

ensuring proper preparation, serving, and storage of food maintaining a clean, sanitary kitchen operation managing the food and housekeeping budgets, including petty cash operations.

What are the Qualifications for a Successful House Director?

A successful house director is a patient, qualified, and highly versatile individual. Good health is a necessity, not only because of the duties and the sometimes long, late hours, but also because young people will be less receptive to a tired, complaining house director.

Genuine affection for youth, which is reflected in tolerance, parental concern for each individual, sympathy for failure and disappointments, and pride in accomplishments, is also important.

The ability to maintain members’ confidence is vital.

Campus gossip is often the outcome of revealing an individual confidence within the house or discussions with other house directors. There is probably no surer way for a house director to lose the respect of the chapter members than to be indiscreet in this respect.

Although there are exceptions, the most successful house directors are usually between the ages of 45 and 60 when they are first hired. The house director must have experience dealing with youth, either through raising a family or regular interaction with college students.

The personal knowledge of fraternity and sorority life

and the associated traditions and terminology that come from having a son or daughter who has been a member of a fraternity or sorority is a great advantage.

Financial independence is desirable. Complete reliance on a house director’s salary can give the house director a sense of insecurity that can often impair judgment and effectiveness. Since the late 1990’s, some house corporation officers have allowed house directors to work part-time outside the chapter.

Of all the requirements of a house director, emotional stability is one of the most essential. Coping with the energy of youth and the problems of emerging maturity requires tact, understanding, and emotional stability.

Educational and cultural backgrounds are also important for the house director. S/he need not be a college graduate, but the marks of the well-educated, such as faultless grammar, are necessities. The house director should also have an appreciation of the educational objectives of the university.

If the new house director has been employed at another campus, s/he must be able to adapt to different chapter or campus styles. No assumptions should be made about transferring experiences and responsibilities from one campus or chapter to another.

How Does a House Director Stay Organized?

1. Use a planning calendar to schedule all chapter events and activities as far in advance as possible.

Keep the calendar as a model for the next year as many activities are traditional and occur annually.

2. Schedule blocks of time each day to accomplish the items on a “to-do” list. Avoid unnecessary interruptions by specifying certain times when you are available for drop-in visitors.

3. Use forms and checklists for as many jobs as possible (e.g. staff schedules, meal sign-up, food and household inventories, etc.).

4. Assign priorities to all responsibilities and tackle high priority agenda items first.

5. Divide major projects into smaller, more manageable tasks. Recruit others to help if necessary.

6. Voice mail is a must for those times when you’re not available; often a short message is easier to respond to than a long, involved conversation.

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7. Put together “tool kits” for various responsibilities so everything is immediately available when needed (e.g. first aid kit, kitchen supply kit, mending kit, mail kit, etc.).

8. Request that the chapter buy a computer for your use only, and use it to organize a multitude of tasks, plan menus, manage the budget(s), etc.

9. Use email regularly (membership with social networking sites, such as Twitter and Facebook, may also be helpful ways to communicate with the chapter members).

10. Meet with the key chapter officers on a regular basis. Always ask about future events.

11. Have contingency plans prepared for various possible scenarios (e.g. the cook calls in sick, the housekeeper can’t come to work, a mixer or social event is scheduled 12 hours in advance, etc.).

Profile of a Successful House Director Because the house director is host/hostess for all chapter functions, s/he not only feels at ease, but is able to help the chapter members, parents, and guests feel comfortable in new social situations.

S/he encourages officers to share concerns and keep the house corporation informed.

S/he is pretty slow to give advice, but is skilled in helping others review alternatives and consider consequences. Listening is one of the things s/he does best.

Although s/he may have a “meat and potato” or a “veggie only” chapter, s/he is able to introduce the members to new and healthy foods.

S/he knows a budget is a budget, not a guideline, and lives within it.

Flexibility is his/her middle name. A successful house director understands that plans change, emergencies arise, and young people occasionally make mistakes and s/he takes these in stride.

Does s/he have stamina? You bet! Keeping up with young adults is physically and emotionally wearing. It also helps if a house director can sleep soundly through a moderate amount of noise.

S/he knows when to laugh and when to be serious, when to be firm and when to yield, and can tell a mountain from a molehill at 50 paces every time

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| Introduction

Between the university and the community there are many programs, organizations, and activities. A successful house director participates in many of these activities because s/he has a variety of interests and because s/he recognizes the need to “get out of the house” occasionally.

Playing favorites is not his/her game. A successful house director never gets involved in chapter government or elections.

S/he enjoys the social company of other house directors and never succumbs to the temptation to share gossip.

A successful house director recognizes that the generation gap is valuable and knows that his/her life experiences will be helpful in counseling young people as they react to their own experiences.

S/he never socializes or drinks with chapter members in order to seem “cool.”

S/he has a clear understanding regarding roles associated with: -------

Money and budgets

Enforcement of house rules

Kitchen duties and responsibilities Enforcement of chapter rules Chapter initiation

Each fall, the officers should give the house director a list of all members with their campus addresses, phone numbers or extensions, and email addresses, as well as all parents’ names, addresses, and phone numbers. When available, the house director should receive a university and/or student activities calendar.

The house director should be notified of special chapter events as soon as possible (e.g. visits by national officers, alumni-sponsored functions, Founder’s Day, Parents’ Weekend, Homecoming activities, house meetings, etc.).

All members should be required to indicate when they will be missing meals, requesting late plates, or inviting guests to meals in advance.

The house director should be notified immediately if a member is ill.

A copy of fraternity/sorority magazines, newsletters, campus newspaper, and other relevant publications should be given to the house director.

The house director should be invited to all meetings concerning house matters and special events.

Guests should always be introduced to the house director.

The house director should be included in all group functions, activities, and intramural events. S/he should be told which activities s/he is expected to participate in, as well as his/her role during the events, and which activities are optional. The house director should know what the policy is regarding his/her own guests and who will pay for events requiring a fee. In all instances, if the house director is expected - or desires - to attend an event, chapter members should volunteer to escort him/her.

Following chapter elections, the house director should be informed of the results.

If the house director is ill, consideration should be shown by offering to take meals to his/her room.

Members should be alerted so that s/he is not unnecessarily disturbed and attention should be paid to keeping the area around his/her room quiet.

The house director may want some down time, but chapter members should also drop by to visit him/ her every once in a while.

What Can the House Director Expect from the Chapter?

Committees planning activities requiring food or special materials to be ordered should discuss their plans well in advance with the house director.

Emergency chain of command

The students in the fraternity or sorority chapter have an obligation to keep the house director well informed regarding the members’ and chapter activities and they should give him/her customary courtesies. For example, they should use good manners, speak respectfully, and respect the house director’s privacy.

The social chair should provide the house director with a weekly or monthly social calendar and should always check with the house director in advance of all chapter events and all occasions when guests are invited or residents will miss a meal.

AFLV HOUSE DIRECTOR’S MANUAL

chapter

The House Director Position Application, Interview, & Evaluation

1

| FINDING & APPLYING FOR POSITIONS Finding the locations of vacancies for house director positions can be challenging. In a few instances, the job may come to you when a friend, co-worker, or family member knows of a position and encourages you to apply. Sometimes networking with other house directors is the best approach. There are several other resources that may be very helpful.

There are two placement services for house directors:

AFLV CAREER CENTER This web-based service has been established to help connect house directors through the process of posting openings and/or resumes. The links guide employers, recruiters, and job-seekers.

House directors can post their resumes online. Whether you’re actively or passively seeking work, your online resume is your ticket to great job offers. Access the newest and freshest jobs available to professionals seeking employment.

The personal job-seeker account will allow you to find jobs, manage your resume, and set up job alerts. Employers can check out resumes and, regardless of staffing needs or budget, find interesting candidates. You can visit the website at www.jobs.aflv.org.

Another option is to contact the campus fraternity/sorority advisor at universities in which you might be interested.

S/he can usually provide a list of open positions and the necessary contact information. In some instances, the university office may serve as the collecting point for applications and resumes. Or, you could choose to send your resume and cover letter to the sorority or fraternity headquarters. Some headquarters are very interested in the search process and others may have little or no involvement at all.

GREEK HOUSE RESOURCE Greek House Resource located at P.O. Box 195, Wimberly, Texas 78676. This placement service is run by Barbara Gray and Charlotte Sands-Malu. Their phone number is (512) 847-1668 and their email address is greekhs@sbcglobal.net. Their web site is www.greekhouse.net. Greek House Resource works very much like a traditional placement service. House corporations, chapters, and others can list openings and for a fee utilize the services in finding a house director(s) to interview. House director applicants can pay a very small fee to register their resume. The fee pays for reference checks and other administrative matters that make it possible for the candidate to be recommended by Greek House Resource.

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| Chapter 1: The House Director Position

HOW TO WRITE YOUR RESUME The following information should be used as a formatting guideline for your resume, but not as the final word. Friends, family members, and former employers are good people to have critique your resume, as they are able to tell you if you have left out something significant.

Identifying Information Your name, address, telephone number(s), fax number, and email address should be placed in a prominent position, usually at the top of the resume.

Objective You can include a statement describing your career goal or job target, but this is not appropriate for all resumes. Oftentimes, a cover letter may be a better way to state your objective in seeking a particular type of employment.

Education Include all undergraduate and graduate study as well as foreign study or special academic programs. Degree, institutions and their locations, dates graduated or dates attended, and major and minor fields of study should be included.

Experience List full-time and part-time jobs, as well as volunteer work, internships, and other career-related experiences. State the titles you held and the names of the organizations and describe the experiences in active, skills-oriented terms.

Whenever possible, mention specific accomplishments. The appropriate way of presenting this information is in reverse chronological order. You also can group related experiences together under special titles, such as Counseling Experience, Computer Experience, or Business Experience.

Community Activities Provide the names of organizations and, if appropriate, offices held, accomplishments, and special projects. The description of activities in organizations should make potential employers aware of your skills. If your activities associated with a club or community organization are directly related to the job you want, describe them under an “Experience” heading. Whether you received payment for your contributions of time and energy should not determine where you describe it on your resume. The nature of your responsibilities and their relationship to your career goals should be the deciding factors.

Special Categories Almost anything can be treated as a special category on a resume. Presenting information under its own heading is a good way of highlighting it. The following categories are the most common: Skills, Qualifications, Languages, and Computer Skills. Other special headings might include Supervisory Experience, Finance Background, Teaching Activities, or Travel and International Experience. You can use such special categories to support your objective and to project a sense of direction to employers.

Personal Data

Personal data, such as height, weight, date and place of birth, and marital status should NOT be included in the cover letter or the resume. Nor should there be questions asked on these topics during either a telephone or on-site interview.

Photos should also NOT be a part of the process.

References The names of references can be given along with their professional titles, addresses, phone numbers, and email addresses if those involved have given you permission to use this information. “References available upon request” also may be added to the end of the resume, but since employers will request them if they are needed, the phrase is superfluous and may be omitted to save space. It is a good idea to develop several lists of references, printed on separate sheets, for different job targets. Then a reference sheet is easily enclosed with your resume, making it easier for the prospective employer to follow through if s/he is interested.

Cover Letters These are the means by which you communicate directly to employers your goals and qualifications for specific positions.

A poorly written cover letter will devalue even the best resume, so never underestimate the power of first impressions.

Everything a potential employer receives from you must project professionalism and your power to perform.

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| SAMPLE RESUME Name

Street Address City, State, Zip Phone Number(s) Email Address

PROFESSIONAL EXPERIENCE

House Director

Administrative Assistant

August 2009 - present Alpha Alpha Alpha, American University, City, State

Supervised kitchen staff, food service, property maintenance, and accounting for 70-member sorority.

Ensured cost-effective management procedures.

Interacted with campus security, city police, and fire departments.

Mediated conflicts among staff and students.

Developed detailed job descriptions for kitchen and housekeeping staff.

Consulted with engineer on installation of new security system.

Facilitated repair of fire-alarm system, resulting in savings of more than $5,000.

September 2002 - July 2008 Thompson and Thompson Law Office Researched specific case law

Managed $300,000 budget

Supervised four law clerks

Performed all routine clerical tasks

EDUCATION

B. A. in English Kansas State University, 1960

Certificate in Small Business

Development and Administration Hutchinson Community College, 1959

COMMUNITY ACTIVITIES

USD #378 School Board

4-H Community Leader

Volunteer for Flint Hills Breadbasket

Sunday School Teacher

REFERENCES

References available upon request or References listed separately (be sure your name is on the page)

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| Chapter 1: The House Director Position

THE JOB APPLICATIONS One method some businesses use to screen those seeking jobs is the application. This one- to four-page form provided by the employer includes questions about your past experiences. The purpose of the application is to provide a summary of your work history and skills. If possible, fill out the applications before you go for an interview. You may be called for an interview and asked to complete the application on-site.

Applications may be available online. Be prepared to complete the form online or to print the application in order to complete it.

a family schedule are a lot alike. Running errands and getting home with the right tractor part shows experience in following directions and taking orders.

Keeping farm records and balancing financial accounts are accounting and bookkeeping. Feeding a large family and a harvest crew is menu planning and food preparation. Give yourself credit for all the skills you possess, and then sell yourself on your application.

To ensure that you will look your best on an application, use these hints:

Print all information neatly. Only your signature should be written.

Use a black or a blue ink pen (be sure you take a comfortable black ink pen with you).

Take a copy of your resume with you to the interview.

Be prepared. Have with you a sheet of dates, names, and addresses of previous employers, schools attended, references, etc. This information should also be on the resume.

Do not misspell any words on the application. Take along a sheet of words that you may want to use.

Fill in all blanks. If the question does not apply to you or you do not have an answer, write “NA” (not applicable) in the blank.

Give yourself credit for all of your “jobs.” For example, self-employed farmers and farm wives have had many different job responsibilities. Farmers keep records and thus can be considered accountants. Farmers decide what to plant, how much to plant, and what to do with the harvest, etc., and so they are managers. The list of comparisons is endless: farmers can be construction workers, animal caretakers, heavy equipment operators, soil technicians, etc. Expand about yourself on the application.

The employer may not recognize or understand all of your experience if you say only “Homemaker – 20 years.” Use words and terms that describe skills and will help demonstrate your experience.

If you have been a full-time homemaker or worked on a farm, you have a vast number of skills and experience applicable to a position as a house director. It is thus important that you utilize employable language in transitioning your experience from farm to house director. Organizing an office and juggling

Prepare yourself to answer financial questions. You may be asked about your previous employment salary and expected starting salary for this new position. Be prepared to give an estimate of your previous or present salary. Even if you have operated at a loss, you can still come up with a living expense estimate. Keep the figure realistic–neither too high nor too low. You also may be asked what salary you desire. If at all possible, you should have an idea of what the starting salary is on that particular campus or on similar campuses. You should write “negotiable” or “willing to discuss” when asked about salary.

Be careful not to limit yourself with an answer that is too high or too low.

Questions you should be prepared to answer may concern reasons why you have left your previous employer. No matter what your situation, the negative aspects should never show on an application for new employment. A potential employer will avoid hiring people in crisis situations or those who speak negatively about others. Be prepared to provide a brief, professional response.

Remember your appearance when asking for and completing an application. Show your interest in the position by presenting yourself as neatly and professionally as possible.

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SAMPLE APPLICATION SORORITY OR FRATERNITY HOUSE DIRECTOR

NAME:_______________________________________________________________________

First

Middle

Last

CURRENT ADDRESS:____________________________________________________________

Street or P.O. Box Number

CITY:__________________________________________ STATE:______ ZIP:______________ TELEPHONE/ CELL PHONE (Include Area Code): ____________________________________ EMAIL: ______________________________________________________________________ FAX number: __________________________________________________________________ If the above address is temporary, please give the date it will expire, and provide your permanent address below.

EXPIRATION DATE: _____________________________________________________________ PERMANENT ADDRESS: _________________________________________________________

Street or P.O. Box Number

CITY: _______________________________________ STATE: _______ ZIP: _______________ EMERGENCY NOTIFICATION NAME: _______________________________________________________________________

First

Last

ADDRESS: ____________________________________________________________________

Street or P.O. Box Number

CITY: __________________________________________ STATE: _____ ZIP: ______________ TELEPHONE/CELL PHONE (Include Area Code):_____________________________________ RELATIONSHIP: ________________________________________________________________

10 | Chapter 1: The House Director Position

SAMPLE APPLICATION (continued) EDUCATIONAL & PERSONAL EXPERIENCE Circle the last year of school you completed High School

1

2

3

4

College

1

2

3

4

College(s) Attended:

Degree(s) Received and Date(s):

How familiar are you with university life and activities?

Very Somewhat

Not Very

How did you gain this familiarity?

What are your interests and hobbies?

Describe any volunteer activities relevant to this position (e.g. church, community organizations, etc.). Include responsibilities and offices held.

Are you a member of a fraternity or sorority? Yes

No

If yes, please list the name of the organization: ___________________________________ Briefly explain any work with you have done with young people, such as scouting, camp counseling, etc.

What experience have you had in food preparation, menu planning, kitchen management, budgeting, supervising staff, or accounting?

Do you own a pet? Do you expect to bring the pet to the position?

Do you have a valid driver’s license? Do you own a car?

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SAMPLE APPLICATION (continued) OCCUPATIONAL INFORMATION List all positions which you have held, beginning with the most recent. Please give addresses, including city and state, and the approximate dates of your employment.

Position

Location

Dates Employed

Summarize briefly the duties of your most responsible position or the one most closely related to the house director position: Discuss briefly your reasons for applying for this position:

What do you feel would be your greatest contribution to a group of college students?

The position requires some lifting and the ability to climb stairs. Can you think of anything that would interfere with your carrying out the responsibilities of this position? Please describe.

When would you be available for employment?

REFERENCES Please list the names, titles, complete addresses, email addresses, and phone numbers of at least three people from whom we may obtain recommendations regarding your character, experience, and abilities. Include at least one recent employer, if applicable.

1.

2.

3.

4.

5.

INSTRUCTIONS The completed application should be returned to the campus fraternity/sorority life office. It will be shared with the individual fraternity/sorority selection committees; they will make the final employment decisions and/or recommendations to their chapters. If you have questions, please call or email the campus fraternity/sorority life advisor at their listed phone number or email address.

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| INTERVIEW QUESTIONS & ANSWERS Here are some sample questions you may be asked during a telephone or in-person interview. Be prepared to answer these questions before the interview.

Why do you want this job?

I enjoy working with young people and I believe I have strong skills that fit the needs of your organization. The job requirements you have described would not only challenge me but would also provide me with the type of environment that I would really enjoy being involved with.

Why are you leaving your current position?

I have been in the position for three years and there is no possibility of advancement. I enjoy being challenged.

What experiences do you have that make you qualified for this job?

My experience as a full-time homemaker has given me the opportunity to organize the schedule for my family of five. I juggle schedules around 4-H, school, sports, and social activities. This experience in organization, combined with my accounting and computer skills, helps me feel confident in applying for this position.

Other questions that may be asked include:

What do you know about college life?

Are you familiar with fraternities/sororities?

What will you contribute to this chapter?

What are your strengths and weaknesses?

Why should we hire you over other applicants?

What experiences do you have that make you qualified for this job?

MORE QUESTIONS AND ANSWERS You must go to the interview well prepared with questions to ask the potential employer:

Ask if they have a written job description for the position. You might have received this in advance of the interview in which case you can ask for clarifications. If you do not have a copy until after the interview, ask if you can call with questions. It is much better to have a clear written job description in advance of accepting a position so that you have a clear understanding of what is expected.

In the ideal situation, how would you describe the skills

and qualities of the person filling this position? The employer should be able to provide a clear response to the questions. The skills listed first are likely to be those most important to them.

What is the most significant problem or concern related to the position that you have for the chapter at this time? Hopefully they have a clear understanding of the needs of their house and the best ways to address problems and concerns. They should be able to articulate some general concerns that will give you a good understanding of the situation.

Do you have a short term and long term plan for the management of the house and what can you tell me about your goals? Again, a clear, articulate response is a good sign that your potential employers know what they are doing and are committed to making the house a good living environment for the residents.

Does the house director meet on a regular basis with the house corporation board? Does s/he attend chapter house meetings on a regular basis? The response will give you good information about the support you will get during the year from the house corporation.

How involved in the policy making and enforcement of policies is the house director?

The response to this question should give you a great deal of information about the role you may or may not want to play in living and working with the chapter members.

What sort of benefits and support do you routinely provide for the house director?

Ideally, the answer will include information about significant benefits: health benefits, professional development, sick leave, vacation, etc.

AFLV House director’s manual | 13

THE INTERVIEW The interview is the procedure employers use to meet candidates and discuss qualifications. It is also an opportunity to observe the personality of the candidate and determine how the candidate will fit into the organization. The impression you make at the interview is very important.

Each interview will differ in procedure; however, most interviews follow a basic pattern. In order to be prepared to create a positive impression, follow these steps:

Learn as much as possible about the organization, campus, and chapter. Utilize websites, the campus fraternity/sorority advisor’s office, the council’s website, and any other resources that are available.

If you must travel to the interview, travel in professional attire. You may be met by the employer and taken to lunch or dinner with members of the search committee. They will be evaluating you during the meal. Do not drink alcohol, use your best manners, and be mindful of the conversation topics.

Arrive 5 to 10 minutes before your scheduled formal interview time.

Greet the group with a warm, friendly smile and a handshake. Introduce yourself and then relax! Be calm and speak slowly. Pretend you are hosting a group of guests visiting the chapter house.

Be enthusiastic and confident! The better you prepare in advance, the easier it will be to accomplish this goal.

Answer the interviewers’ questions with more than “yes” or “no.” Use the opportunity to tell them about accomplishments that relate to the new position.

Tell the interviewer your good qualities; for example, include your ability to work hard and complete tasks. If you do not tell them, they will not know.

Also show that you are willing to learn. While you may not have the exact skill, a willingness to learn can get you the job.

Ask questions of the employer; this shows interest in the group. However, your first question should not be about salary or benefits.

Keep the interview positive. Avoid telling the interviewer how tough times are, how badly you need the job, or anything negative about colleagues or previous employers.

When the interview is almost finished, wrap it up by reinforcing your good qualities. Let the interviewer know you appreciated the opportunity and that if you are selected, you will do your best to work with them to accomplish their goals and do a good job.

Ask when you can expect to hear about their decision. Follow up with a call if you do not hear.

After the interview, send a note to thank the committee for the opportunity to meet with them.

Reiterate your interest in the position.

The purpose of an interview is to let the employer get to know you and for you to get to know the employer.

The conversation, questions, and answers let you get to know each other, so be yourself and make sure it is your best self.

Carefully choose what to wear to your interview. The general rule is to wear slightly nicer clothing to the interview than what you will wear if you get the job. For example, if you know that house directors usually wear dresses or slacks, women should wear a professional dress or suit. If men wear slacks and shirt on the job, a suit and tie are in order. Most important in choosing what to wear is to be neat and clean. Clothes should be in current fashion. Your appearance tells much about you. Make sure your appearance tells the employer you are neat, care about yourself, and pay attention to detail.

14 | Chapter 1: The House Director Position

| WHEN YOU RECEIVE A JOB OFFER...

BEFORE ACCEPTING A CONTRACT… know the answers to the following questions:

How many months is the contract?

Who hires and fires the staff ?

Are you allowed to work or volunteer outside of chapter responsibilities?

Is a 40-hour week specified in the contract?

Who pays for liability insurance?

What are the specifics regarding vacation and days off (with or without pay)?

Who evaluates the staff ?

Is there a “hold harmless” clause in your contract?

Are the number of sick days specified in the contract?

Who evaluates your performance?

Do you have a written job description?

If a substitute house director is required, who hires and pays?

Who do you report to (and if that person is unavailable, then who)?

When you observe a chapter or individual problem, what is expected of you?

When negotiating a contract, consider asking for the following benefits in addition to the cash stipend:

How often is performance evaluation done?

House director salaries are notoriously low and in some cases, house directors are limited in the amount of salary that can be earned without affecting social security and other sources of income. Remember that room and board is a valuable part of the whole package.

Do you have the authority to sign contracts?

BENEFITS, PERKS & PEACE OF MIND

parking space and/or a campus parking permit moving expenses (clarify the amount)

two season tickets to cultural or sports activities

car allowance (perhaps in the form of a credit card with airline miles)

car insurance

reimbursement for car expenses (55.5 cents per mile is the IRS rate from 2012) subscriptions to local newspapers, favorite magazines, etc. cable or satellite TV

membership at the campus or community sports or recreation center coupons or discounts for local restaurants

free bed and breakfast accommodations if you are asked to leave the house during initiation tuition for university classes cell phone

computer (including appropriate software) airline vouchers or points for free travel

professional development fund each year for travel, hotel, registration, and a per diem

Some headquarters sponsor an annual house director training and the Association of Fraternal Leadership and Values has sponsored the annual National House Director Conference/Fraternal Housing Conference for almost 20 years. The AFLV Conference is a four-day professional develop opportunity held in different locations throughout the country. salary in 12-month installments even though the contract may be for only nine or ten months

ability to live rent-free in the chapter house during the summer months medical insurance and/or life insurance

AFLV House director’s manual | 15

HOUSE DIRECTOR CONTRACT SAMPLE FOR CONSIDERATION ONLY THIS AGREEMENT, made this day of _____, 20__, between ________________, a corporation organized and existing under the laws of the State of (insert state), and , undergraduate chapter hereinafter referred to as “fraternity,” parties of the first part, and ,hereinafter referred to as “house director,” party of the second part, WITNESSETH THAT: 1. Fraternity hereby employs house director for the period _____, 20__, to, _____ 20__, for a total of dollars ($____), payable in equal installments of $_____ on the day of each month of the period hereof.

2. This agreement may be terminated by either party hereto upon ninety (90) days notice in writing by the party desiring to terminate the contract to the other party; provided, however, that the house director may be released from this agreement in the event of illness or other circumstances beyond his/her control with the consent of the fraternity without giving said ninety (90) days notice.

3. During the period of this agreement, the house director will perform all the duties usual and customary to such a position as outlined herein and such other duties as may be agreed upon from time to time between fraternity and house director. The house director shall: 1. Purchase food and supplies for the operation of the fraternity’s kitchen to provide twenty meals per week; 2. Purchase such food and supplies within the budget restrictions adopted by the fraternity and through such sources as are approved by the fraternity; 3. Supervise and have control of the operation of the kitchen and dining room and other employees working in the fraternity kitchen and dining room in cooperation with the officer or committee appointed by the fraternity for liaison purposes; 4. Supervise and have control of the house including housekeeping staff; 5. Have the authority to contact and employ a handy person, equipment repair people, lawn service, and other providers; 6. Maintain and manage the kitchen and house operations within the provided budget; 7. Be the official host/hostess for the fraternity in the operation of a fraternity house in (city/state), and maintain him/ herself in a pleasing and professional appearance; 8. Reside in the fraternity house during the period of this agreement and preside in the dining room at lunch and dinner; 9. Encourage good health practices and sanitary standards throughout the fraternity house; 10. Work with, advise, and assist appropriate officers to develop and maintain an atmosphere which is conducive to study, guide in good social training for all members, and assist in the planning of social activities participated in or sponsored by the fraternity.

(Duties and expectations should be outlined in advance if the house director is allowed to remain in the house for the summer.)

4. The fraternity shall: 1. Seek the advice and counsel of house director by participating in regularly scheduled meetings between house director and selected officers of the fraternity each week during the regular school term; 2. Pay all bills and provide accounting services necessary for the operation of the kitchen and dining room and regularly report to the house director concerning financial transactions of the kitchen and dining room in relation to the budget; 3. Provide the house director with a private, furnished apartment in the fraternity house for the period of this agreement;

16 | Chapter 1: The House Director Position

HOUSE DIRECTOR CONTRACT SAMPLE (continued) 4. Provide the house director’s meals during the days meals are prepared in the fraternity kitchen which shall be identical to the days (name) University is officially open for classes during the period of this agreement; 5. Provide two daily newspapers selected by the house director; 6. Provide private telephone service for local calls; 7. Provide two admission tickets to sports and/or cultural events not to exceed dollars ($ ) during the period of this agreement; 8. Permit house director to be away from the fraternity house overnight at least two weekends (Friday to Sunday) per month when major social activities are not scheduled or guests are not anticipated at the fraternity house, and such other weekends or overnight periods of time as are mutually determined by the house director and the president of the fraternity; 9. Reimburse the house director monthly for expenses incurred in the performance of his/her duties such as the operation of an automobile, official entertainment, long distance telephone calls, laundry and dry cleaning, personal food items, and furnishings and appliances for his/her apartment. Such reimbursement shall not exceed dollars ($) per month during the period of this agreement.

5. All parties agree that the house director’s duties as outlined in paragraph 3 hereof will require no more than approximately 40 hours per week during the period of this agreement.

6. With the consent of the house director, s/he may be re-employed by the fraternity for the school year succeeding that covered by this agreement, provided notice shall have been given to him/her at least thirty (30), sixty (60), or ninety (90) days prior to the expiration of the period hereof.

7. The fraternity shall pay necessary hotel and meals incurred by the house director at such times that s/he may be required by the fraternity to be away from the fraternity house because of fraternity activities related to ritual work.

8. The house director will earn one day’s paid sick leave for each month employed under this agreement, which may not accumulate to more than ten.

9. This agreement shall be effective only after the campus fraternity/sorority advisor for Fraternity/Sorority Life at (name) University has acknowledged receipt of a copy upon the original hereof.

____________________ For the Alumni/ae Corporation

____________________ President, Fraternity Chapter

____________________ House Director

INDEMNIFICATION AND HOLD HARMLESS CLAUSE The fraternity (or sorority or house corporation) hereby covenants and agrees to indemnify and hold house director harmless against and in respect of any claims, demands, damages, or causes of action of any kind or nature which arise or which may arise out of fraternity activities. The fraternity also covenants and agrees to indemnify and hold house director harmless from all liability, actions, suits, proceedings, assessments, judgments, and reasonable and necessary costs and expenses, including all attorney fees incident to any of the foregoing. This indemnification and hold harmless provision is intended to protect the house director from any responsibility or expense which may result from fraternity activities whether or not the house director attends the activity. The fraternity, in order to effectuate this provision, agrees to obtain a liability insurance policy in which the house director is named as an insured, or co-insured, with the fraternity, regarding fraternity activities as set forth above.

17 | Chapter

1: The House Director Position

AFLV House director’s manual | 17

HOUSE DIRECTOR EVALUATION SAMPLE House Director: _______________________________________

Date: ________________

Instructions: Please rate the house director on all the listed characteristics by circling the appropriate number of the scale beside each characteristic (use a whole number–do not check between numbers). In the space provided below each characteristic, it would be helpful for you to add brief comments or give examples on any item marked “rarely” or “never.” This information will be tabulated and reviewed confidentially with the house director in conference with the housing corporation officer and chapter officer.

How well do you know your house director?

Very Well

Well

Not At All

The house director in my chapter:

5- Always

4 - Almost Always

3 - Usually

2 – Rarely

1- Never

1. Seems to know the students in the chapter by name and some relevant information about each one.

5 4 3 2 1 2. Is consistent in treatment of all students; does not display favoritism; does not reflect biases in services to chapter.

5 4 3 2 1 3. Accepts each student as an individual.

5

4

3

2

1

4. Understands university/fraternity viewpoints; is able to interpret university policy for students.

5 4 3 2 1 5. Understands university/fraternity viewpoints:

5

4

3

2

1

6. Is able to be firm when needed; able to say “no” at appropriate times:

5 4 3 2 1 7. Is well-groomed; dresses appropriately for the occasion: 5

4

3

2

1

8. Meets unusual and difficult situations calmly and with good judgment; does not consistently over-react: 5 4 3 2 1 9. Is tactful; displays ability to say the right things at the right time:

5 4 3 2 1 10. Offers constructive, valuable ideas and suggestions concerning the group and its programs:

5 4 3 2 1 11. Displays initiative; goes ahead on his/her own when appropriate:

5 4 3 2 1 12. Displays too much initiative; goes ahead when not appropriate:

5 4 3 2 1 13. Conscientious; dependable.

5

4

3

2

1

14. Fulfills assigned duties responsibly; is on time with reports and other responsibilities:

5 4 3 2 1 15. Is able to refer; recognizes when it is no longer appropriate to handle a situation personally:

5 4 3 2 1

18 | Chapter 1: The House Director Position

HOUSE DIRECTOR EVALUATION SAMPLE (continued) 16. Is able to talk with students and listen to students talk about things in general; is approachable:

5 4 3 2 1 17. Helps create open, honest and frequent communication between the chapter advisor and undergraduates: 5 4 3 2 1 18. Has a sense of humor and is able to look at the brighter side of things:

5 4 3 2 1 19. Sets a good example for students to follow (e.g. manners):

5 4 3 2 1 20. Complains:

5

4

3

2

1

21. Is on top of things and knows what is happening within the group:

5 4 3 2 1 22. Is able to keep confidences; does not gossip with residents or other house directors:

5 4 3 2 1 23. Is available; is there when needed:

5

4

3

2

1

24. Seems interested personally in me and my group, but is not pushy:

5 4 3 2 1 25. Gets along well with other staff(cooks, servers, alumni/ae, and advisors):

5 4 3 2 1 26. Has a quieting effect on boisterous and gross behavior by being present:

5 4 3 2 1 27. Meets students’ needs in meal management, recognizing budgetary limitations:

5 4 3 2 1 28. Gives students opportunities for input into meal planning:

5 4 3 2 1 29. Understands the relationship of alumni/ae and students; knows his/her “place”:

5 4 3 2 1 5 - SUPERIOR

4 - VERY GOOD

3- GOOD

2- FAIR

1- POOR

30. Relationship with other members:

5

4

3

2

1

31. Overall rating of house director’s performance:

5

4

3

2

1

Please use the back of this evaluation to write a brief statement of your general impression of the house director’s job performance. Include any suggestions for improvements that might be needed. THANKS for completing this evaluation!

AFLV House director’s manual | 19

| SECRETS OF PERSONAL SUCCESS

By Dr. Norman Vincent Peale (at age 89)

If you’ve ever doubted the power of positive thinking, take a look at Dr. Norman Vincent Peale, a member of Phi Gamma Delta Fraternity. At the age of 89, he continued to maintain a schedule that would exhaust most 20-year-olds. He radiated good health and was sharp of mind and of wit. Yet his “recipe for living” was really quite simple—always maintain a positive attitude about yourself and those around you. In addition, he offered the following rules for successful living.

Continually tell yourself you can do anything you want.

Each of us is born with a little extra hidden potential that I call “the plus factor.” If you believe in yourself and in your abilities, your plus factor will automatically shine through, allowing you to accomplish whatever you wish. But if negative attitudes dominate your thinking, your plus factor will be stifled...and so will your abilities.

When self-doubt creeps up on you, slap it down. Many prominent people have an uneasy feeling that they don’t have what it takes. In spite of their obvious successes, they are still occasionally gripped with self-doubt. For example, every time I go on stage to deliver a speech, I find myself worrying that my speech isn’t as good as another speaker’s was. But instead of letting self-doubt overtake me, I tell it to “get down.” Then I say aloud to myself, “I know I can do it. I am somebody. I believe in myself.”

Work toward your goals one step at a time, always moving forward. It’s hard to go from being a nobody to being a somebody in one big jump. But if you accomplish a little each day, you’ll reach your ultimate goal before you know it.

Gravitate toward people who believe in you, and avoid those who put you down. When others have faith in you, you are more likely to believe in yourself. For example, a woman wrote to me about her son, who as a child accepted a dare to drop a lighted match into a tank of gasoline. He lost most of his face and both of his hands. Her husband was so devastated that he died.

But she bravely faced her son’s disabilities and told him he could overcome them. Today he is a professor at a prominent university...all because someone believed in him.

Find out what you do best, and stick with it. I found out long ago that the thing I could do best was to make a simple speech—and I mean simple. So that is what I have continued to do all my life. Many people try to be something they’re not...and fail completely. If you’re doing what you do best, you’re guaranteed to be happy.

For example, a man who owned a successful manufacturing company came to me complaining that his son was destined to be a failure. When pressed for details, he said he’d trained his son to take over the family business, but the boy wanted to study music instead. I pointed out that if his son were forced to take over the business, he would surely fail, but if allowed to pursue music, he would most likely succeed—and he did.

Delight in your work without feeling guilty. Work has somehow become a dirty word in our society. Yet most voluntary workaholics are happily doing what they want to do when they want to do it. I love working and am not ashamed to admit it. It’s what keeps me healthy and energetic. So wake up in the morning and thank the Lord you have a job. Then go to your place of business with anticipation and delight.

Never try to solve a problem by reacting emotionally.

It can’t be done. Instead, think coolly, objectively, and intellectually. The less emotional your thoughts, the better your solution.

Think of everyone you meet as a good person unless you find out otherwise. If a new acquaintance immediately rubs you the wrong way, he is most likely reacting to an upsetting personal situation, not to you. Give him another chance before writing him off.

Love every single human being, lovable or not. If you have good feelings about people and let them know it, your goodwill will wash back over you. For example, a Hollywood character actor had been very successful, but then he suffered an unlucky streak where he just couldn’t find a job. Finally, he got a small part in a play, delivering a few humorous lines. While waiting to go on, he spotted a rather glum-looking man in the audience. He decided to give his part all he had to make the man laugh. Result: he not only made the man laugh, he got the whole audience’s attention...and inspired by the feat, he eventually regained his popularity.

20 | Chapter 1: The House Director Position

ARE YOU READY TO TRY SOMETHING NEW? Age isn’t always a factor in your success or failure. Consider these examples:

Actor George Burns won his first Oscar at age 80.

Golda Meir was 71 when she became prime minister of Israel.

At age 96, playwright George Bernard Shaw broke his leg when he fell out of a tree he was trimming in his backyard.

Painter Grandma Moses didn’t start painting until she was 80 years old.

She completed over 1,500 paintings after that; 25 percent of those were produced when she was past 100.

Michelangelo was 71 when he painted the Sistine Chapel.

Physician and humanitarian Albert Schweitzer was still performing operations in his African hospital at 89.

Doc Counsilman, at 58, became the oldest person ever to swim the English Channel.

S. I. Hayakawa retired as president of San Francisco State University at 70, then was elected to the U.S. Senate.

Casey Stengel didn’t retire from managing the New York Mets until he was 75.

AFLV HOUSE DIRECTOR’S MANUAL

chapter

Greek 101

2

| THE AMERICAN FRATERNITY — A Brief Overview

by Betty Mullins Jones, Alpha Phi, International President, NPC Delegate and first Lady of Butler University

Fraternities are uniquely American. Although European schools have clubs and societies, nothing parallel to the American fraternity system exists elsewhere in the world.

The first fraternity was begun at the College of William and Mary in Williamsburg, Virginia, on December 5, 1776, when a group of students formed a secret society which they called Phi Beta Kappa, after the first initials of their Greek motto: “Love of wisdom, the guide of life.” Phi Beta Kappa existed as a social group for the first 50 years of its life, and chapters were established at other schools, including Harvard, Yale, and Dartmouth. It did not become the scholastic honor society we know today until after the anti-Masonic and anti-secret-society agitation of the 1820s.

But Phi Beta Kappa set the tone and instituted many of the characteristics which are considered “typical” of fraternities: a Greek-letter name, a Greek motto, an oath of secrecy, a badge, a ritual, a seal, and a secret grip or handshake.

(Undoubtedly the Greek motto and Greek name arose from the fact that all these students studied Greek as an academic requirement).

Other groups that were founded shortly thereafter emulated the characteristics of Phi Beta Kappa in most respects, and fraternity chapters were established at many of our early colleges. Of the 75 men’s fraternities that are now members of the North American Interfraternity Conference, 36 were founded in the 19th century.

Education in the 18th and 19th centuries was rigid, structured, and dogmatic. Fraternities filled a need in the lives of these young students by providing friendships and recreation. Although clubs, particularly literary societies, flourished at this time, most of them were too large and too specialized to provide variety and to foster close friendships.

When young women were finally admitted to what had previously been all-male colleges, they too wanted “something of their own.” Consequently, after the Civil War, several women’s fraternities appeared within a few months of each other. I. C. Sorosis (coined from the Latin word soror meaning “sister”) was patterned after the men’s groups and was established at Monmouth College in Illinois on April 28, 1867. It later took the name Pi Beta Phi, after the initials of its secret motto. Kappa Kappa Gamma followed I. C. Sorosis at Monmouth in March 1870, but Kappa Alpha Theta was founded as the first Greek-letter woman’s fraternity on January 27, 1870, at DePauw University in Greencastle, Indiana. At about the same time and without any prior knowledge of the existence of the others, Alpha Phi was founded at Syracuse University in New York in September 1872 and Delta Gamma was founded at Lewis School in Mississippi in December 1873. All of these groups were incorporated as “women’s fraternities,” because at that time the word “sorority” did not exist. This term was created for Gamma Phi Beta in 1874 because their advisor, a professor of Latin at Syracuse University, thought the term “fraternity” ill-advised for a group of young ladies.

AFLV House directors manual | 21

22 | Chapter 2: Greek 101

By the turn of the century, ten women’s fraternities had established themselves as national groups, and in 1902 they organized what is now called the National Panhellenic Conference. Today the conference has 26 member groups.

In 1909, 26 men’s groups founded the National Interfraternity Conference, and it now has a membership of 75 fraternities. Not all of these fraternities are designated by Greek names; the exceptions are Acacia, FarmHouse, and Triangle.

In 1930, eight national Greek-letter sororities and fraternities united to form the National Pan-Hellenic Council. Five of these traditionally black groups were founded at Howard University: Alpha Kappa Alpha Sorority in 1908, Delta Sigma Theta Sorority in 1913, Zeta Phi Beta Sorority in 1913, Phi Beta Sigma Fraternity in 1914, and Omega Psi Phi Fraternity in 1911.

The remaining sorority in the council, Sigma Gamma Rho, was founded in Indianapolis in 1922 and granted its first collegiate charter at Butler University in 1929.

Kappa Alpha Psi Fraternity was founded at Indiana University in 1911, and the oldest NPHC fraternity, Alpha Phi Alpha, was founded at Cornell in 1906.

American fraternities were created as social organizations and they retain this characteristic to the present day. Even the so-called “professional” societies, which select their members from a particular discipline, have a distinct social function.

But in the middle of the 19th century, a change occurred on the American campus that caused fraternities to acquire a secondary characteristic: the fraternity house. Because of many factors and circumstances (most of them economical), a number of schools were unable to maintain housing for their students. Consequently, campuses were ringed with boarding houses where students secured their own lodging and meals.

By this time many chapters had grown too large to meet in a student’s room and had started renting halls.

And in 1854, at the University of Michigan, Chi Psi built a 20 by 14-foot-long cabin in which to hold its meetings.

So the students’ reaction to this double need–for meeting rooms and for living quarters–was to lease, and finally to build, their own homes. Thus evolved the fraternity house and the substitution of the word “house” for the word “chapter” as in “What house do you belong to?” This expression is common today even on campuses where there are no housed chapters.

The effects of going into the housing business have been many and varied. Owning and maintaining property required the cooperation of the alumni and alumnae, many of whom in the past had simply graduated

and disappeared. Now they became involved with the management of the chapters, which indirectly benefited the colleges by keeping alumni and alumnae interested in the school. Likewise, private ownership of these houses relieved many schools of the financial burden of building dormitories. In fact, this willingness on the part of sororities and fraternities to assume responsibility for housing has gradually led to many arrangements on the part of the institutions, such as “leased land” agreements, whereby the school owns the land and the fraternity constructs the building.

But the change from being a group that “met” together to being a group that “lived” together was a real turning point in the fraternity movement. It altered the entire concept of fraternity–with all its advantages and disadvantages. It strengthened unity, discipline, activities, and friendships. On some campuses the fraternities fostered the extracurricular activities, such as athletics, the newspaper, homecoming, and school dances. Many colleges concerned themselves solely with the educational process and took no responsibility for the other facets of student life.

In 197 it was estimated that only 60 to 70 percent of fraternities and sororities lived in their own houses–either leased or owned. The rest have lodges or suites or rent meeting rooms. But the spirit of unity engendered by the “house” concept is evident even with un-housed chapters. In the early years of the twenty-first century, probably less than 50 percent of fraternity and sorority chapters are housed.

From the earliest days of the fraternity movement, rivalry among the groups to pledge members led to excesses in “rushing” practices, and finally to charges of exclusiveness and snobbery, resulting in several legal disputes regarding the right of fraternities to exist. Beginning in the late 1870s, several schools passed antifraternity rulings and some state legislatures prohibited fraternities in state institutions. Litigation, in various forms, has persisted to the present time, although the charges have gradually shifted from “secret societies” to “discrimination.”

Beginning at the close of World War II, when fraternities experienced a decided rise in popularity, many educators expressed the opinion that restrictions in membership based on race, color, or creed had no place on the campus. As private organizations, fraternities maintained their right to select their own members, but several federal commissions and acts of Congress threatened fraternal rights, and the campus upheavals of the 1960s led to a serious decline in fraternity

membership. Although Title IX of the Education Amendments of 1972 prohibiting sex discrimination in the schools was amended in 1974 to exempt membership practices of social fraternities, many schools demanded that discrimination based on race, color, or creed be discontinued if the fraternity were allowed to remain on the campus. Many groups founded along religious beliefs were adversely affected by these demands.

Nevertheless, such restrictions have been eliminated, although membership selection is still the privilege of the individual chapters.

The “national” character of fraternities (and many of them are “international” with chapters in Canada) evolved gradually. Before the Civil War, as a rule, chapters were independent and did as they pleased. In fact, it was common for a chapter at one school to establish a chapter at another school and not even bother to inform the rest of the fraternity. But gradually authority for the “government” of the groups was vested in convention--usually a type of reunion–and one chapter would be designated as the “Grand” or “Presiding” chapter, to be responsible for information. Sometime in the 1870s, fraternities began to elect national officers, a practice imitated from their beginning by the sororities.

After the turn of the century, one by one the groups established national offices. Many now own their own buildings.

Although sororities patterned themselves after fraternities, and their structure is parallel, there are tremendous differences between sororities and fraternities. And, yes, it begins with differences between the sexes.

Men’s fraternities, generally, have followed a “laissezfaire” or “free enterprise” philosophy. The national organization tends to allow the chapters to run their own affairs as much as possible. The national offices are run by paid professionals who supervise a staff of paid professionals who oversee the chapters. There are, of course, volunteer advisors to the chapters and volunteer house corporation boards, but the men’s groups do not have a tradition of constant supervision which characterizes the typical sorority chapter.

Sororities are managed with a somewhat “maternal” philosophy. Each chapter has a board of alumnae advisors–all volunteers–that supervises the chapter and is directly responsible to the national organization. The national officers, also volunteers, supervise the various departments of the sorority.

AFLV House director’s manual | 23

There is not a “fault” on either side; it is merely the difference between the men’s philosophy and the women’s.

When the National Panhellenic Conference was formed in 1902, the first thing the ladies did was draw up agreements–practical statements of fair play–that no one would belong to more than one group, that a pledge was binding for a specified period, that no one would be pledged before she was enrolled in college, and so on. The men’s groups had no such agreements and felt no need for such strict observances.

Fraternities and sororities were created by students to fill a void in their lives–to foster friendships, to encourage sociability, to provide an outlet for free expression.

Few students looked upon them then–or look upon them now–as agents for philanthropy, as instruments for self improvement, or as training in leadership. And yet that is what they have become through the friendships, the sociability, and the free expression. Scholarship is emphasized. The chapter provides an excellent laboratory for leadership training because chapter affairs demand responsibility.

Currently all groups are going through a period of intense self-appraisal. All associations connected with fraternity management–NIC, NPC, FEA, NPHC, and AFA among them–are demanding an end to hazing and irresponsible social behavior. Although this will not be achieved overnight, signs of improvement are evident. Some colleges and universities have threatened to eliminate the fraternity system. Some have already done so. And many national groups have expelled or put on probation chapters that have not observed proper standards.

But these young people are human beings, and the human animal has always sought companionship, preferably with those who are congenial. If the fraternity system were eliminated today, tomorrow something would rise to take its place. And, it would rise without 200 years of tradition to mold it, without strong national organizations to supervise it, and without the intense loyalties which have perpetuated fraternities.

The American college and university would be bereft of one of its most unique institutions–the fraternity– which has grown and developed by the side of American education.

24 | Chapter 2: Greek 101

| THE UNIVERSITY’S COMMITMENT TO THE GREEK COMMUNITY In recognizing the potential for a healthy fraternity/ sorority community, many colleges and universities provide support and assistance to ensure fraternities and sororities on their campuses will be a positive part of the total education experience. Some of the programs and services that are typically provided include the following:

1. Designated university staff members to act as fraternity and/or sorority advisors with preference going to individuals who were undergraduate members of a fraternal organization and who have prior fraternity/sorority advising and/or headquarters experience with a national fraternity or sorority, as well as a master’s degree.

visits, and publications.

15. Support and services including monthly meetings with house directors.

WHY SHOULD THE UNIVERSITY SUPPORT HOUSE DIRECTORS? 1. House directors are asked to do many of the same things that residence hall directors do, yet unlike the residence hall staff, there is little or no built-in support network from the university.

2. House directors are on the front line in the fraternities and sororities. If they are personally acquainted with university administrators, including the fraternity/sorority affairs staff, they are much more likely to keep them abreast of situations in the chapter house or of trends and issues that may affect the university’s students.

2. Encouragement or financial support for an adultin-residence program for all chapter houses.

3. Office space, supplies, and funding for the Interfraternity, Panhellenic, NPHC, and other governing councils.

4. Budgeting and accounting assistance and other related services to councils and chapters.

3. Studies have shown that chapter houses with house directors are much less likely to cause trouble with their neighbors or to let social events get out of hand. An informed, educated, and connected house director will be able to make knowledgeable decisions AND s/he will know what the university and Greek policies are.

5. University resources for academic learning skills, health education, publications, public relations, recruitment, alumni/ae relations, etc.

6. Educational workshops and resources on topics such as learning skills, health and wellness issues, career counseling, gender relationships, alcohol use and abuse, eating disorders, etc.

7. Statistics for the fraternal community such as scholarship, membership, retention, etc.

8. Communication opportunities for chapter advisors, recruitment advisors, and house corporation officers through listservs, roundtable discussions, periodic mailings, and get-togethers.

9. Reinforcement for council judicial action regarding hazing, risk management, and other concerns.

10. Facilities and support for community service and philanthropic activities.

WHAT SHOULD THE UNIVERSITY PROVIDE FOR HOUSE DIRECTORS?

11. Resource library for chapter programming.

12. Opportunities for fraternal leaders to attend leadership conferences.

13. Recognition and awards for individuals and chapters that excel in a variety of areas.

14. Inclusion of fraternities and sororities in university admissions and orientation programs, activities,

A directory of contact information for all house directors on campus. The directory should include contact information for all the house corps presidents and all the fraternity and sorority chapter advisors.

A directory of key players in the university administration (e.g. fraternity and sorority advisor, assistants, and graduate assistants; dean of students office; student health center; alcohol education office; counseling center; campus/community police; etc.).

A directory of contact information for all house directors on campus.

Faculty/staff ID cards for house directors (which allow privileges such as parking, reduced ticket prices to sports and cultural events, library usage, recreation center access, etc.).

AFLV House director’s manual | 25

Monthly meetings with the campus fraternity and sorority advisor to provide information regarding the fraternity and sorority community as a whole (e.g. current activities, issues and concerns, updates on IFC and Panhellenic policies, etc.). It is suggested that the meetings can take place in various campus areas to introduce the house directors to resources available to the students.

A fall workshop for new and returning house directors.

Invitations to a social event once a term, perhaps hosted by the IFC, Panhellenic, and NPHC officers and/or chapter presidents.

An email listserv for house directors.

At nearly every campus with a fraternity/sorority community, the university hires a fraternity/sorority advisor to advise, educate, and direct the activities and programming of the fraternities and sororities. Although the job description varies, the fraternity/sorority advisor (and his or her staff ) generally has the following responsibilities:

Use of campus email and a campus email address.

THE FRATERNITY AND SORORITY CAMPUS ADVISOR

advises the Interfraternity and Panhellenic as well as other governing bodies, their officers, and all related committees

advises fraternity/sorority-related organizations (e.g.

GAMMA–Greeks Advocating Mature Management of Alcohol, Up ‘til Dawn, Adopt-a-School, etc.)

advises the Greek honoraries

attends all meetings of the councils, executive boards, and committees

counsels individual chapter officers and members on chapter management, finances, chapter standards, date rape, suicide attempts, philanthropy projects, house director concerns, etc. coordinates fraternity and sorority recruitment activities

meets with chapter consultants from headquarters and national/regional officers meets periodically with chapter advisors, financial advisors, recruitment advisors, and house corporation/alumni association officers

receives and responds to all noise complaints from the campus and community police departments

solicits house director applications, assists with screening, conducts an annual house director training workshop, and meets with house directors monthly serves as a university department head in the student life area serves on several university committees

meets with prospective students and their parents during summer orientation and throughout the year speaks at chapter dinners and retreats

conducts programs and retreats for councils and chapters

speaks about the fraternity/sorority community to local and state civic clubs and alumnae Panhellenic organizations

maintains the fraternity/sorority statistics (e.g. scholarship, membership, finances, pledging, initiation, chapter officer and advisor directories, etc.)

serves as the chief financial officer for the fraternity/ sorority office and the councils prepares briefings for university administrators prior to their speeches at fraternity/sorority functions distributes news releases

serves as a spokesperson for the fraternity/sorority community to university administrators, media, city government, zoning board, etc. trains university admissions representatives about the fraternity/sorority community

Many fraternity/sorority advisors have additional job responsibilities in other areas (e.g. student government, student activities, etc.). ALL fraternity/sorority advisors recognize the valuable role that house directors play, and although they may not have time to meet frequently, they do know that house directors make the fraternity/sorority advisors’ jobs easier!

26 |窶イhapter 2: Greek 101

POLITICALLY CORRECT FRATERNITY AND SORORITY TERMINOLOGY Correct term Incorrect term Chapter Fraternity or Sorority Recruitment Recruitment Events New Member/Associate

House Greek - letter Organizations Rush Rush Parties Pledge

New Member Educator

Pledge Trainer

Semester/Winter Break

Christmas Break

Men/Women Fraternity Residence Hall

Boys/Girls Frat Dorm

Potential Member

Rushee

Initiated Member

Active

Fraternity/Sorority Community Headquarters or (Inter) National Recruitment Advisors

Greek System Nationals Rho Chi

AFLV HOUSE DIRECTOR’S MANUAL

chapter

Chapter Communications Working with the Chapter

3

| STARTING OFF STRONG Success depends on good communication and clear expectations. During the first week of each term, the president, house manager, a representative of the house corporation, and the house director should meet and establish clear expectations. This is an opportunity for the house director to ask questions and express his/her own view of the job. The president should convey what the chapter expects, not just his/her personal opinion. This visit should also include the expectations of the house corporation or alumni/ae association, since in many instances, the house director will actually be their employee by contract. In houses managed by the headquarters, there will be guidelines to incorporate into the discussion.

Below is a list of items which may be provided at this first meeting if not sooner:

1. Composite picture of the chapter (to help put names with faces). Facebook and other social networking sites may also help the house director get to know the members.

2. Chapter publications (recruitment materials, alumni/ae newsletter, website, etc.).

3. National fraternity/sorority magazines, AFLV Connections magazine, and national website.

4. Names and contact information for all members and advisors.

5. Names and addresses of parents (the house director may wish to write notes to the parents of the new members).

6. A campus directory and student handbook.

7. A copy of the house rules and bylaws (a copy of the pledge/associate/new member manual will also be helpful in learning chapter history and traditions).

8. Calendars (university academic calendar, chapter social calendar, and fraternity/sorority activities calendar).

9. Telephone numbers, both emergency numbers (campus and city police, ambulance service, department, and campus health service) and general numbers (university fraternity/sorority advisor, other house directors, and maintenance personnel such as pest control, fire alarm, yard work, kitchen hoods, carpenters, plumbers, electricians, carpet cleaners, and painters).

10. Recipes and menu files, cookbooks, computer with internet access, furnishings, and equipment inventories.

AFLV House directors manual  | 27

28 | Chapter 3: Chapter Communications

Benefits which could also be provided (and which should be specified in the contract) might include:

Newspapers (local and campus) plus a choice of a hometown or metropolitan paper Sports tickets (the chapter could buy two season tickets so that one will always be available for an escort; also check with the ticket office as to the availability of block seating for house directors Cultural and artist series tickets

Local telephone service and/or cell phone service

Health insurance (if a group plan is not available through the university or national fraternity/sorority, the chapter may want to pay the premiums on the house director’s current policy) Written sick day with pay policy

Car allowance (IRS guidelines suggest $0.55 per mile as of 2012) Cable TV options, internet, etc.

The lines of good communication should be made clear to the house director. Those lines of communication may vary in different situations.

The chapter should have in its files the name of someone to contact in case of personal illness or an emergency concerning the house director.

If the house director will be required to leave the house during initiation, s/he should be told during the initial meeting and then given at least three weeks notice. The chapter should help to make arrangements and should pay for a hotel room if necessary.

Volunteers should escort the house director to special fraternity/sorority events such as parties and functions, to intramural games, and to all meals in the house or to a restaurant when the kitchen is closed.

Special fraternity/sorority events should be reported to the house director as soon as possible, such as visits from chapter consultants, Founder’s Day, Homecoming, Parents’ Day, and other appropriate dates.

Each week at a specific time, the president, house manager, or other designated officer should visit with the house director to check on problems or questions s/ he may wish to have brought up or discussed. Likewise, a specific appointment should be established for the social chair to see the house director to inform him/her of the dates of upcoming social events. At this meeting, the social chair should determine the responsibilities that the house director will have at each of the functions.

These responsibilities may include:

1. Making physical arrangements for parties (in house or out)

2. Sending invitations for all special guests to chapter functions

3. Preparing serving facilities for buffets or receptions 4. Organizing table decorations at meals or banquets 5. Determining menus

6. Serving as official host/hostess at all social functions 7. Supervising the clean-up committee after the event or activity 8. Replacing equipment and supplies 9. Sending thank you notes

10. Making notes about what worked well and what improvements can be made for future events

The house director should understand that any and all arrangements and plans should be reviewed with the officer in charge.

There are many details that the house director can handle, but it is necessary to make sure everyone has a clear understanding of who is doing what. Of course, it goes without saying that the house director should be given ample notice before being expected to do something.

Good relations between the chapter and the house director rely on communication. The chapter should always keep the house director informed and listen to his/her recommendations. They may not always follow the suggestions, but common courtesy dictates they listen and consider them. The new member educator should have a scheduled time to visit with the house director after each new member meeting to discuss upcoming activities.

The house director should be treated with courtesy and respect at all times. Chapter members should extend simple courtesies such as carrying in groceries or heavy packages, helping take care of his/her car (e.g. removing ice and snow), standing when s/he enters the room, and using appropriate language in his/her presence.

The house director should be included in chapter activities as much as possible. S/he can be an interested, helpful member of the fraternity/sorority family if encouraged.

Individual knowledge and imagination can help discover other ways to improve the relationship with the house director. His/her loyalty and cooperation can be cultivated into a permanent asset for the chapter if the members will make the effort.

AFLV House director’s manual | 29

| CHAPTER RELATIONS The house director should maintain a close relationship with the president and the officers, discussing with them both major and minor situations which s/he feels need to be addressed. However, the house director should have nothing to do with discipline directly. If certain things need correction, they should be mentioned to the president.

The president and/or the house manager should report to the house director after chapter meetings anything that might affect the operations of the house or the activities of its members.

The chapter advisor should also chat often with the house director, getting his/her reaction about the chapter attitude and perhaps recommendations for improvement in the chapter. The advisor should also acquaint the house director with any suggestions from the alumni/ae.

The house director must NOT have favorites. This is extremely important in order to maintain the equality of brotherhood/sisterhood and unity within the chapter.

The successful house director has the ability to create a close, genuine, and warm family feeling among all the members of the chapter. This will create an attitude and atmosphere within the chapter which provides a strong base for the overall success of the chapter. It is essential that this aura be immediately evident to guests when they enter the chapter house, as it also directly affects the chapter’s ability to recruit and accomplish other important goals and objectives.

Following is a general list of duties and responsibilities in this area: 1. Students may from time to time seek advice and counsel from the house director. Use a degree of caution and listen carefully to the student. While it is fine to offer your advice or opinion, there may be students who need a more professional counselor. In situations where the student may have serious concerns and need professional assistance, the house director should know how s/he is expected to responds. Maintain confidentiality regarding details of the conversation.

2. Strive to set a high standard of social behavior and tone for the chapter without being judgmental. Encourage worthwhile extracurricular activities, mental and physical health, and participation in outside activities.

3. Become acquainted with key alumni/ae members of the chapter.

4. Become familiar with the history and traditions of the chapter and the inter/national fraternity/ sorority. The new member manual and the national website are excellent resources.

5. Coordinate with the university fraternity/ sorority advisor with respect to the chapter’s compliance with housing standards, life safety codes, and other regulations.

6. Support the chapter’s legitimate goals and objectives, and demonstrate loyalty to the chapter and its members (this does not mean covering up or ignoring wrongdoing or condoning unacceptable behavior).

7. Read chapter and campus publications to become well-informed about campus and fraternity/sorority life in general.

8. Become familiar with all campus and community resource services in order to be able to refer members for appropriate professional help or guidance.

9. Be aware of individual members with apparent health problems, referring those who are ill to proper treatment facilities.

PRESIDENT RELATIONS The president and the house director together are accountable in some degree to the university, the house corporation board, the parents, and alumni/ae for many things. They should confer often so that both are familiar with the rules, responsibilities, and general condition of the chapter. The president should feel free to come to the house director for advice if disturbing incidents arise, knowing that s/he will be impartial and the discussion confidential.

30 | Chapter 3: Chapter Communications

The president should inform the house director ahead of time of any expected guests and s/he should also arrange an escort to activities such as lectures, concerts, or sporting events. While the house director should consciously work toward gaining the respect of members in the chapter, the president, both by instruction and example, should influence members to respect the house director. The president should remind the chapter that the house director is a member of the household, and as such, it should be both their desire and privilege to show him/her the attentions that mean so much.

Regularly scheduled (weekly) meetings between the house director and house manager are an excellent way to insure the house is managed well. Remember, the house director should NOT get involved in the election process. Remember also that some house managers are great and some are not so great. The house director is wise to establish and/or revise expectations of the house manager each year, taking into consideration the skills of the person in the position at the time. Maintain the same standards, but be prepared to be flexible with expectations of performance.

HOUSE MANAGER RELATIONS

ASSOCIATE/NEW MEMBER RELATIONS

While the responsibilities of this officer may vary from chapter to chapter, the house director and the house manager have many similar duties. It is important to clarify who does what early in the school year to avoid misunderstandings and duplication of efforts. In terms of responsibilities, generally the house manager:

The house director has a special obligation to serve as mature role model for the new members. First-year students are young and sometimes immature and will respond well to encouragement. The house director should encourage them to maintain a balance between getting involved in activities, studies, work, and chapter responsibilities. The first term is usually the most stressful and new members/ associates are sometimes urged by older members into activities beyond their strength and ability.

makes small repairs

coordinates room assignments/creates room chart distributes key/door codes assigns parking spaces

organizes house duties

assigns phone and door duty

The house director should visit with new members about their responsibilities around the house, helping to instill pride in the care of the house, its traditions, its reputation on campus, and scholarship achievement.

maintains files

In a few years, the new members will be the leaders. The house director should impress upon them the importance of good conduct and regular attendance in classes. Some will not be prepared to meet the more difficult university work. They should be encouraged to be themselves and to maintain their values. The house director should know the values of the fraternity/sorority and feel free to encourage conversations and behaviors that support those values.

coordinates fire drills and inspections

The house director may want to consider implementing the following ideas:

designs the master calendar in conjunction with the house director communicates regularly with the house director reports at house meetings

creates master phone list and assigns mail boxes is responsible for household inventory checks house security

supervises room inspections

directs special house cleaning efforts (e.g. before and after recruitment) distributes and collects housing contracts oversees the menu planning committee

revises and distributes house rules when necessary

leads workshop for new members on house policies helps with planning the budget

1. Create a way to recognize new members (even if they do not yet live in the house) on their birthday.

2. Be sure to have the new members complete the emergency card that includes parents’ names and cell phone numbers, allergies, special diets or medications, etc.

3. Send a letter to parents at the time of pledging that introduces the house director and gives a phone number to parents who may have special concerns or may just need reassurance from time to time.

AFLV House director’s manual | 31

4. Ask the new member for his/her favorite recipes from home so that their favorite meals can become part of the chapter’s menus.

ALUMNI/AE RELATIONS An organized alumni/ae group can be of invaluable help to the chapter and to the house director by visiting with him/her and the officers and showing concern for - and interest in - chapter scholarship, financial conditions, and overall management. Alumni/ae who know the members are usually the most helpful.

One of the best methods to gain graduate or alumni/ ae interest is to encourage the chapter officers to invite them to dinner and chapter meetings. The chapter should invite the chapter advisor or other local alumni/ ae to attend its social functions, community service activities, and appropriate fraternity/sorority campus events. Alumni/ae and their families are always welcome to visit the chapter house and it is the job of the house director to receive them graciously.

PARENT RELATIONS

The house director should meet parents whenever they come to the house. After greeting them graciously and chatting a few moments, s/he should leave them to have their family visit. Since parents get few opportunities to see their son/daughter, they appreciate as much time as possible for personal conversation. It is impolite for a talkative house director to keep the parents from the object of their visit.

The house director should urge the parents to come to campus often and should assure them of the genuineness his/her concern for the members of the chapter.

Parents can be assured that good food is provided and that the house is a safe environment. The parents should be encouraged to maintain good communication directly with their son/daughter.

It is NOT the house director’s role to provide the parents with information about the activities, grades, or location of their son/daughter. The residents of the house and members of the chapter are legally adults and their privacy should be protected. The house director should develop a clear understanding about expectations in this regard.

Parents’ Day, football weekends, and Moms’ or Dads’ Weekends are ideal times for close contact with parents, alumni/ae, and their families. Parents sometimes need

to be reminded that they have sent young men and women to college who are anxious to prove their ability to be independent and make their own decisions.

UNIVERSITY RELATIONS The university fraternity/sorority advisor is oftentimes a good source of information on fraternity/sorority operations as well as house director responsibilities, and s/he can make the house director’s job easier. Therefore, the house director should feel free to consult the university fraternity/sorority advisor at any time, particularly if s/ he senses that a problem is developing.

The house director should encourage the chapter to develop more than a casual acquaintance with deans, advisors, and other college officials. Invitations to dinner and informal chats and a genuine encouragement to stop in at any time make the exchange of ideas and opinions easy when relations are smooth and make for better understanding when trouble arises.

The house director should also encourage members to develop a positive relationship with the campus and community police. Most campus police respond to friendly consideration and welcome a dinner invitation.

They are glad to explain their duties and responsibilities. They can also help the students understand the laws and important safety measures that should be incorporated into daily practice. A good relationship can come in handy if there are any problems.

It is also a good idea to have a good relationship with fire and health department officials.

SOCIAL RESPONSIBILITIES The house director has much to do with setting the social standards of the house. Cordial hospitality to all guests, faculty members, alumni/ae, parents, and students serves as an example to be followed by members of the house. This can result in valuable social skills education.

Work with the chapter officers at the beginning of the school year to establish the expectations for behavior in public areas of the house. Determine expectations about who will greet guests, answer the phone, insure the public areas are neat and tidy, etc. The house director should support the chapter’s house rules and communicate to the house manager and/or president when problems occur.

32 | Chapter 3: Chapter Communications

Many students may be interested in learning etiquette, especially table manners, and business etiquette. The seniors may be the most interested, but it is good to establish expectations about dinner manners and social courtesies from the beginning of the school year. The practice of good social skills all year for four years will make the seniors very confident that they know how to behave in a professional setting.

Social expectations lessons might include the following topics: 1. Meeting guests at the door

2. Proper cell phone and texting courtesy

3. Introductions (this may require instructions and practice) 4. Reception etiquette

5. Escorting a guest to dinner and seating him/ her (guests should always be placed with someone who will act as the host/hostess during the dinner) 6. Proper handling of foods and table service 7. The art of hand written thank you notes 8. Houseguest etiquette 9. Conversation skills 10. Professional dress

A current book on accepted social behavior should be used by the house director as a reference. Additionally, the university fraternity/sorority advisor’s office will usually have videos and handouts available.

It may be advisable to invite a guest speaker to provide instruction to the members about etiquette and social skills. The community and the campus (career center) can often recommend speakers. The university president’s office may have a “protocol” officer who would be glad to assist.

Generally, the dinner hour should be a leisurely time with members engaging in interesting conversation. The ability to converse well at the table is a coveted social grace and is certainly part of a college education. This is an excellent time to discuss traditions and history of the fraternity/sorority and the university, current events, and campus happenings. Singing fraternity/sorority songs between courses is a great way for the pledges/ associates/new members to learn them. The chapter officers may want to determine whether or not to allow cells phones at the dinner table.

Occasionally, parents or alumni/ae send a gift or provide some service to the chapter. In addition to the appropriate officer sending a note of acknowledgement,

the house director might also want to write a personal thank-you note.

During the year, there are numerous traditional social events, such as open houses after football games, Parents’ Day, Homecoming, Founder’s Day, and holiday dinners. All of these events require extra planning and table decorations. These may or may not be the house director’s responsibility.

MISCELLANEOUS RESPONSIBILITIES The house director should keep a list of vendors who provide necessary services for the house and furnishings as well as for lawn care.

The house director should remember that the vendors go from one house to the next and typically love to share “news.” Treat the vendor as a guest, not a friend.

Be professional at all times.

If the house is to be unoccupied and closed during the summer, the house director should prepare the public areas for closing.

The house director should establish office hours and post a schedule of appointments. It is important to maintain some privacy, but to expect interruptions. Post a sign that tells members when you will be out and what time you expect to return. Utilize email, texting, and other methods to facilitate communication and a quick response time.

The house director should attend any scheduled meetings with the campus fraternity/sorority advisor (i.e. the house director training workshops or monthly meetings).

HOUSE DIRECTOR’S EXPECTATIONS OF NEW MEMBERS The house director should review and revise these guidelines with the chapter president, chapter advisor, and house corporation president before using it. This is an outline for house directors to use and adapt according to their own chapter’s policies.

Welcome everyone and let them know how happy you are to be part of the group. Introduce yourself; tell the members who you are in terms of background, experiences, special skills, and interests (no more than three minutes).

Review your responsibilities (e.g. menu planning, supervising kitchen operations, serving as social hostess and etiquette educator, etc.).

AFLV House director’s manual | 33

| DEVELOPING LISTENING SKILLS VERBAL

Repeat and relay meaning. It is often helpful to paraphrase or summarize what you have just heard.

Listen beyond words. Be aware of nonverbal messages and behavior.

Take care of yourself. There may be times when you are busy or distracted with your own concerns. Be honest.

Don’t pretend to listen.

NON - VERBAL

List what YOU expect from the MEMBERS:

Respect for the organization

Respect for the physical facility (reiterate that this is their home, so they should help keep the public areas ready for visitors and alumni/ae)

Respect for each other and the staff (cook, housekeeper, handy person). Members should use courtesy and treat others as they want to be treated Honesty. Members need to follow the house rules and not abuse the system (i.e. theft of food items or kitchen utensils) Communication. Members should let the house director or other officers know of problems; be sure to specify how the members can communicate with you and how you will communicate with them

List the specific house rules pertaining to your areas of responsibility (e.g. meal times, closed kitchen, breakfast options, etc.). Ask the house manager to speak to the other house rules.

Explain the procedures for reporting repair requests (e.g. plumbing problems).

Be quiet. A short break gives you time to form your response and helps you avoid the biggest barrier to listening: listening with your answer running.

Maintain eye contact. It demonstrates your attention and helps keep your mind from wandering.

Display openness. You can communicate through your facial expression and body position.

Listen without response. When listening to another person, we often interrupt with our opinions, suggestions, and inappropriate comments.

Send acknowledgments. Your words or nonverbal gestures of acknowledgment let the speaker know you are interested.

Discuss the emergency procedures (or make sure one of the officers does).

Talk about house keys and chapter security in general (or ask the risk management officer to do so).

If there are committees such as menu planning, post a sign-up sheet.

Schedule a one-on-one time to get-acquainted with each member. During that meeting, have them fill out the information cards. Be sure to let them know that the information they give you is confidential. Keep the cards in a safe place and shred them at the end of the year.

34 | Chapter 3: Chapter Communications

| STRESS PERIODS FOR STUDENTS SEPTEMBER

NOVEMBER

Homesickness often arises, especially for freshmen.

Academic pressure is beginning to mount because of procrastination, difficulty of work, and lack of ability.

Values crises occur and students are confronted with questions of conscience over value. Conflict arises over areas of race, drugs and alcohol experimentation, morality, religion, and social expectations.

Feelings of inadequacy and inferiority develop because of the discrepancy between high school status and grades and initial college performance.

“In Loco Parentis Blues.” Students feel depressed because of real or perceived restrictive policies and regulations of the college and/or the chapter.

International students may feel confusion, vulnerability, and powerlessness as well as a lack of any advocate in power positions.

OCTOBER New students begin to realize life at college is not as perfect as they were led to believe by parents, teachers, and counselors. Old problems seem to continue and new ones are added. An external reality in which they had put their hopes often fails them.

Grief develops because of inadequate skills for finding a group or not being selected by one.

Midterm workload pressures are followed by feelings of failure and loss of self-esteem.

Sexual conflicts and confusion result when confronting, often for the first time, different sexual orientations and conformity to different standards of sexual behavior.

Non-dating students sense a loss of esteem because so much value is placed on dates.

Job panic may arise for mid-year graduates.

Depression and anxiety increase because of feelings that one should have adjusted to college by now.

Homecoming blues develop because of dates and/ or lack of ability to participate in activities. Increased alcohol consumption may also cloud judgment.

Economic anxiety may occur as funds from family and summer earnings begin to run out and loans become due.

Some students have ceased to expand their network of friends beyond the first few people with whom they came into close contact.

DECEMBER Extracurricular time strain occurs; seasonal parties, concerns, social service projects, and religious activities drain students’ energy.

Anxiety, fear, and guilt increase as final examinations approach and semester papers are due.

Pre-holiday depression develops, especially for those who have concerns for family, those who have no home to visit, and for those who prefer not to go home because of family conflicts.

Pressure increases to perform socially because of the approaching vacation and extended separation time.

JANUARY Post-holiday depression may arise once members are away from the secure and positive environment of home.

Significant time spent socializing occurs because of the perception that academics haven’t really begun until the second or third week of classes.

FEBRUARY Many students experience optimism because second semester is perceived as going “downhill.”

Vocational/career/major choices cause anxiety and/or depression.

Couples begin to establish stronger ties or experience weakening of their relationship.

Depression increases for those students who have failed to establish a social relationship or achieve a moderate amount of recognition.

MARCH Drug and alcohol use increase significantly before, during, and after spring break.

Academic pressure increases. Extracurricular crises for juniors develop (Will I get an internship?) as well as for seniors (Will I get a job? Have I really learned anything? Was my major a mistake?).

Diets and body image concerns for both men and women become “critical” this time of year.

Pressure increases to perform socially because of the approaching vacation and extended separation time.

APRIL Academic pressures continue and midterm results are received.

Frustration and confusion develop because of decisions necessary for fall pre-enrollment.

Summer job pressures develop.

Major often has to be declared and pressure mounts.

Papers and exams are beginning to pile up but motivation to study decreases as the weather changes to spring.

AFLV House director’s manual | 35

36 | Chapter 3: Chapter Communications

| TEN RULES FOR GETTING THINGS DONE 1. PLAN AHEAD. Every moment spent planning saves three or four minutes of executing.

2. WRITE IT DOWN. It helps a great deal to visualize your plans on paper. Use separate sheets from a small pad for each item. Then you can arrange them in order like a deck of cards.

3. DO THE MOST IMPORTANT THINGS FIRST. Frequently the most important things are also the toughest. Discipline yourself severely on this score. Then, before plunging into the job, separate the essentials from the less important factors by writing them all down. Most people know what’s important and what isn’t, but they don’t think they do.

4. DON’T WASTE TIME WRESTLING WITH INSIGNIFICANT DETAILS. If you do, you will never find time to tackle the real issues.

5. DELEGATE AND DIVIDE. Delegate as many tasks or details to others as you can.; that’s a cardinal rule for every administrator. Do nothing that an assistant (or cook or chapter officer) could do as well. If they don’t know how, train them. Keep yourself free for important things. You also need time to relax and let your mind work.

6. DON’T POSTPONE. Don’t waste valuable minutes dreading a pesky job. If it needs to be done, plow into it. Otherwise, it will take you twice as long to accomplish the same job later.

7. BUDGET YOUR TIME. Allot yourself just the amount of time you feel you need to accomplish each task. Then stick to it. Do the job carefully and do it well, but don’t waste time retracing steps or on senseless striving for perfection.

8. MAKE HABITS WORK FOR YOU. Establishing good habits will speed up your routine tasks.

9. LEARN TO SAY NO. Popularity with one’s friends is a wonderful thing, but don’t let it lure you away from the accomplishment of tasks you consider important. When you’re busy, excessive social conversation can be a great time-waster. Don’t get the idea that your presence is vital to every social gathering. Learning to say “no” will save you time for the things you value most and give your life a sense of direction otherwise impossible.

10. RELAX AND LET YOUR MIND CREATE. The well-organized person who observes these rules can expect more leisure time as a reward.

AFLV House director’s manual | 37

| THE SEVEN HABITS

by Stephen Covey 1. BE PRO-ACTIVE. You are responsible for your life. Decide what you should do and get on with it.

2. BEGIN WITH THE END IN MIND. Think of how you want to be remembered at your funeral. Use this as a basis for your everyday behavior.

3. PUT FIRST THINGS FIRST. Devote more time to what’s important but not necessarily urgent.

4. THINK WIN-WIN. Have an abundance mentality. Seek solutions that benefit all parties.

5. SEEK FIRST TO UNDERSTAND, THEN TO BE UNDERSTOOD. Don’t dive into a conversation. Listen until you truly understand the other person.

6. SYNERGIZE. Find ways to cooperate with everyone. Value the differences between people.

7. SHARPEN THE SAW. Continually exercise and renew the four elements of self: physical, mental, emotional-social, and spiritual.

38 | Chapter 3: Chapter Communications

HOW TO BE MORE EFFECTIVE Would you like to be able to:

Take control of daily problems that confront you?

Accomplish much more in the same amount of time?

Come out a winner in most of the situations you face?

1. Learn from the experiences of others, rather than your own.

2. To win in other people’s ballparks, play by their rules. If you try to buck a system you have no power to change, you’ll lose in the long term.

3. Use near misses as a sign that you’re off course, not a sign that you have failed.

4. Make your goals specific and measurable. To do this, ask yourself these questions about each goal:

What will the result look like?

What signpost will help me know when I’ve accomplished the goal?

5. Use driving time to increase your knowledge by listening to audiotapes.

6. Utilize the voice recording feature on your cellphone for capturing ideas and making to-do lists.

7. Determine your hours of peak performance and use these peak performance periods for activities that require maximum mind power. Use these periods to make decisions, write business letters, negotiate, etc. Use off-peak hours to pay bills, visit with people, etc.

8. Eliminate worry by refocusing your thoughts on the present. Worrying projects your mind into an imagined negative future. Clear your mind by thinking of something positive going on right now.

9. Immediately set a limit for the time you will spend on the phone with a talker.

Tell the person, for example, that you have only two minutes to spare.

AFLV HOUSE DIRECTOR’S MANUAL

chapter

Chapter House Operations

4

| BITS & PIECES OF ADVICE FOR HOUSE DIRECTORS

No matter how “cool” you are, students will always listen to other students first.

Sometimes NO is the best answer.

You cannot be a good mentor to anyone without building a solid relationship first.

Give students ownership of the project and/or process.

Listen to both sides of the story.

Challenge the process.

Sometimes you just have to laugh it off.

Everyone loves recognition.

When it stops being fun, move on.

Give students the freedom to fail, no matter how hard it is to watch.

Choose your battles.

Don’t neglect your personal life.

Have an open door and an open heart.

Advise, guide, but never decide.

You have two eyes, two ears, and one mouth; use them in this proportion and in this order.

Hold students accountable for their words and actions.

Just because you have seen it, done it, or confronted it before doesn’t mean the students have.

Empower others to do their jobs; do not micromanage.

If you only affect one student, you are a success.

Challenge is the best catalyst for change.

Never lower your expectations to meet those of your students.

You cannot change patterns of behavior overnight.

AFLV House directors manual | 39

40 | Chapter 4: Chapter House Operations

Always act in accordance with your expectations.

Remember that students are in the process of growing and learning.

That which does not kill you will make you stronger.

Students will go the extra mile if you do.

Learn every member’s name and use it often.

Every encounter you have with students is a teachable moment.

Keep a personal file of thank-you notes that you have received to review during the dark moments.

Self-disclosure is good...but only to a point.

People hear what you say but believe what you do.

Do what is right/ethical and those actions will most likely address liability concerns.

Being a house director is not a popularity contest.

Create professional and personal support networks.

A lot of things will happen over which you have no control–worry only about the things you can control.

The dynamics of the house change every time one new person moves in or someone moves out.

The dynamics of the leadership of the chapter change each time a new officer is elected.

OPENING THE CHAPTER HOUSE 1. Meet with chapter officers and the alumni/ae board to determine the opening dates.

2. Check that all lights are working, both inside and outside.

3. Review the heating and cooling system operation procedures, and ensure that qualified personnel have inspected all equipment.

4. Prepare a list of vendors and repair company phone numbers.

5. Have emergency numbers posted by every phone.

6. Inspect the kitchen and public areas of the house to ensure that they are properly cleaned.

7. Post safety rules and procedures in appropriate places.

8. Have a key check-out list ready, and have all keys ready to distribute (in some cases, this may be the house manager’s responsibility).

9. Prepare and post the first week’s menus.*

10. Make sure health and kitchen inspections have been completed and licenses have been issued.

11. Arrange for lawn maintenance, trash collection, phone service, exterminator service, etc.

12. Hire all employees and conduct a training/orientation session; set up staff schedule.

13. Finalize the budget and have petty cash on hand.

14. Purchase necessary food and housekeeping supplies.*

* see starting the Kitchen Operation Below

AFLV House director’s manual | 41

STARTING THE KITCHEN OPERATION 1. Inventory all equipment.

2. Check to see that everything is in operating condition.

3. Inventory all food and supplies.

4. Hire all necessary personnel.

5. Clean the kitchen thoroughly.

6. Set up cleaning procedures and establish an ongoing cleaning schedule.

7. Establish kitchen rules.

8. Set hours for meal service.

9. Determine the number of meals to be served and establish a budget by meal, day, month, etc.

10. Meet with chapter officers to create an annual chapter calendar that includes important events from the university calendar, major holidays, council events, community events, and chapter traditions such as game days (home and away), open house, parents’ weekend, etc.

11. Establish a plan for getting chapter members’ menu suggestions.

12. Plan the first two weeks’ menus, and order the necessary food items.

13. Put together paperwork and/or computer programs for kitchen operations (e.g. ordering forms, inventory, schedules, etc.).

14. Have keys available for checkout.

15. Begin planning centerpieces, decorations, and treats for special occasions.

16. Attend a workshop for food handlers.

17. Choose vendors based on company reputation, quality of products, cost, ease and flexibility of ordering procedures, delivery procedures, billing procedures,

18. Check the availability of needed items vs. minimum order sizes, service, extras (e.g. sample menus, recipes, special promotions), and knowledge of sales people.

19. Remember recruitment and exam weeks are very different from “normal” weeks.

CLOSING THE CHAPTER HOUSE 1. Instruct residents to remove all personal items by date/time.

2. Dispose of all perishable food and supplies.

3. Ensure that the entire house is cleaned.

4. Inform city and/or university police and the Fraternity/Sorority Life Office of the name, address, email, and cell phone number of the person responsible for the house, as well as the contact information for emergency situations.

Be sure to inform them of special situations (e.g. construction, summer rentals, meetings, etc.).

5. Set furnaces on 55 degrees; set air conditioning units to 90 degrees.

6. Leave all utilities on.

7. Disconnect refrigerators, freezers, ice machines, soda machines, and personal refrigerators.

8. Unplug TVs, radios, computers, stereos, etc.

9. Empty all indoor garbage containers.

10. Tightly secure all outdoor garbage containers and arrange for a final pickup.

11. Store or secure valuable articles such as silver, artwork, and televisions.

12. Store outdoor furniture and other portable items.

13. Turn on timers for outside lights.

14. Set alarms where applicable; replace batteries as appropriate.

15. Collect all keys from residents, cooks, and others.

16. Arrange for mail holding and/or pickup.

17. Set answering machine for house phones.

18. Leave blinds, curtains, and drapes open/closed.

19. Stop newspaper delivery.

20. Lock all windows and doors.

42 | Chapter 4: Chapter House Operations

| SAFETY CONCERNS 1. Schedule regular inspections every three months with the house director, chapter president, house manager, and an alumni/ae representative. Use a written checklist to ensure consistency.

2. Pay attention to traffic areas, particularly doorways, railings, stairways, halls, carpeting, floors, and windows. Regular inspection of fire escapes to make sure they are clear of obstacles is essential.

3. Schedule and know how to do fire safety inspections.

4. Work with the city fire department and house manager to schedule regular, assisted fire drills.

5. Connect the fire alarm system directly to the fire department.

6. Secure fire escapes to prevent unauthorized entry.

7. Schedule regular cleaning, service, and inspections of all kitchen equipment, especially stoves, deep fryers, exhaust hood filters, and fire extinguishers.

8. Schedule and know how to do the biannual health inspections.

9. Restrict access to dangerous areas such as roofs, furnace rooms, and fuse boxes.

10. Keep the house locked at all times. Require guests to knock: the only exception should be during social events when door monitors are greeting guests.

11. Install deadbolts on all doors.

12. Lock all ground access windows.

13. Install outdoor lighting; floodlights in front and security lights in back are the best way to deter chapter house vandalism and arson.

14. Greet unescorted strangers. Confront everyone, even students, and ask if you can help them.

15. Designate “key” alumni/ae and give them keys so they can check the house during vacation periods.

16. Keep a photo inventory of valuable items.

17. Have heating and air conditioning equipment inspected and serviced annually. Develop a written maintenance program for changing furnace filters, light bulbs, exit lights, etc.

18. Make sure the parking lot is well-lit.

19. Check the credentials of salespersons, vendors, repairmen, and delivery people prior to admittance into the house.

20. Do background checks on kitchen and cleaning staff.

21. Have the fireplace and chimney cleaned periodically. Do not use flammable liquids to start the fire, keep the fireplace enclosed when in use, and keep combustibles clear of the hearth.

22. Limit the use of extension cords and portable heaters.

AFLV House director’s manual | 43

| TOOLS OF THE TRADE SUGGESTIONS

Have a ransom box—any items left in public areas are placed in the box, and members must pay one dollar to get them back.

When checking out tools, require a driver’s license as a deposit to ensure the items are returned.

Give the tool box to the house manager.

Keep a feminine product emergency kit in fraternity guest bathrooms and also in sorority guest bathrooms during recruitment.

Keep hand sanitizer handy.

Tool boxes are just ways to make life easier. Create your own based on the needs of your house and the chapter.

Keep the boxes in secure places and use for emergencies or when time is of essence. It is not the house director’s job to provide these items for the members’ personal use.

GENERAL TOOL BOX 55

masking tape super glue

wood glue

Elmer’s glue graph paper

construction paper jumper cables hot glue gun

double stick tape

ice scraper/de-icer

55

flashlight

fire extinguisher

screwdrivers (large and small; regular & phillip’s)

hammer

electrical tape fuses

batteries (extra batteries)

tacks

extension cords

soap or candle wax (for tight drawers)

toothpaste or putty (for holes in walls) plunger

small saw duct tape

picture-hanging hooks coil of very thin wire fishing line yardstick

retractable tape measure

safety-edge razor blade or x-acto knife paint brush

small chisel

pliers (regular and needle nose) WD-40

LAUNDRY ROOM TOOL BOX

gas meter wrench scissors

nails

scissors

flashlight (extra batteries) fire extinguisher bleach

detergent and softener

sewing repair kit (thread, needles, safety pins, straight pins, etc.) spot remover

blackboard or message board over the washers and dryers to write the name of the person who has clothes in the machine spray starch

iron and ironing board

Goodwill box (for unclaimed items or donations) change machine

44 | Chapter 4: Chapter House Operations

clean the dryer lint filter (post a sign to remind users) phone number for repairman trash can

extra hangers

“JUST IN CASE” TOOL BOX 55

package mailing supplies (labels, tape, stamps)

Fed Ex and UPS forms and flat rate mail boxes name tags

light bulbs

masking tape markers

newsprint

power plug adapters extension cords

room freshener/Febreeze

pencils, pens, paper, envelopes paper clips safety pins

bathroom scales

stamps (sell them; don’t give them away) telephone book

stapler (extra staples)

change for a $20

KITCHEN TOOL BOX 55

scissors

flashlight (extra batteries) fire extinguisher(s) aloe for burns

hand sanitizer baking soda

Swiss Army knife recycling guide

conversion tables

emergency substitutes

maps of campus and of the city

things to do and/or places to dine locally rubber and disposable gloves

emergency info related to food allergies kit for working with body fluids

list of favorite restaurants in town

phone numbers for pizza delivery places jar opener

ice packs

FIRST AID TOOL BOX 55

----

flashlight (extra batteries) fire extinguisher

emergency phone numbers fire

police

poison control center rape crisis center

emergency contact and medical information on all members first aid instruction book tweezers

thermometer

feminine hygiene products heating pad

mouth protector for CPR

first aid kit with band aids, ace bandage, eyewash, Tylenol, Pepto Bismol, etc. (students should help themselves; house directors should NOT dispense medicine)

Item

Quantity

Description (Brand, Model, Serial #, Features)

Room or Category: ________________ Date Purchased/Acquired

Cost/Value

Sample Household Inventory List

Appraised Value Date: ____

Appraised Value Date:_____

Appraised Value Date:______

AFLV House director’s manual | 45

| SAMPLE INVENTORY LIST

46 |窶イhapter 4: Chapter House Operations

| SAMPLE RESIDENT EMERGENCY INFORMATION CARD Sample Resident Emergency Information Card RESIDENT EMERGENCY INFORMATION CARD Name: ___________________________________________________________________ (first and last) Nickname:____________________ Birthday: _________________ Age: _____________ Major: ___________________________ Yr. in School: __________ Expected Graduation: __________ E-mail: _____________________________________

First Parent/Guardian Name: ___________________________________________________________________ (first and last) Cell Phone: _______________________________________________________________ Address: __________________________________________________________________ (Street or P.O. Box Number) City: ___________________________________ State: __________ Zip:__________ Email: ____________________________________________________________________

Second Parent/Guardian

Name: ___________________________________________________________________ (first and last) Cell Phone: _______________________________________________________________ Address: __________________________________________________________________ (Street or P.O. Box Number) City: ___________________________________ State: __________ Zip:__________ Email: ____________________________________________________________________

AFLV House director’s manual  | 47

Special Health Needs Allergies: ______________________________________________________________________________ ______________________________________________________________________________ Medications Taken on a Regular Basis: ______________________________________________________________________________ ______________________________________________________________________________

In Case of an Emergency, Please Notify Name: ___________________________________________________________________ (first and last) Cell Phone: _______________________________________________________________ Address: __________________________________________________________________ (Street or P.O. Box Number) City: ___________________________________ State: __________ Zip:__________ Local Physician: ________________________ Local Dentist: ________________________ Phone: _______________________________ Phone: _____________________________ Health Insurance Provider: _______________ Policy Number: ______________________ Religious Information Pertinent in a Medical Situation: __________________________________________________________________________ Car: ______________________________________________________________________ (Model Color License # University Permit # House Permit #) House Key Date Issued: ____________ Room Deposit:___________ Key Returned: ___________ Key #: _________________ Key Deposit: ____________ Refund Date: ____________ Additional Information: ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________

48 | Chapter 4: Chapter House Operations

| HOUSE DIRECTORS CAN SAVE THEIR CHAPTERS MONEY FOOD BUDGET 1. Build a strong relationship with the food vendor sales representatives.

2. Take advantage of sale items and in-season produce.

3. Check orders carefully. Don’t forget to check the prices as well.

4. Allow chapter members to make sample menus to help ensure that they’ll like the menu.

5. Do a food survey each term.

6. Designate specific days each week as Guest Day. Then choose entrees that are less expensive for those days.

7. Serve a hot breakfast only two times a week instead of every day.

8. Supervise the amount of food the cook is preparing to eliminate waste.

9. Watch the food that is being thrown out to determine unpopular choices.

10. Insist that the house corporation give you the dollar amount of the food budget.

11. Divide the total annual food budget by ten equal months. Then keep track of where you stand each month and plan accordingly. Tighten the budget when you’re behind or enjoy special, more expensive items when you’re ahead.

You won’t be unpleasantly surprised at the end of the year. Spend the full budgeted amount— the members deserve it!

12. Don’t offer bonuses to cooks who stay under budget.

13. Learn about food purchasing options by going to trade shows and comparing prices.

14. Buy bread products at the day-old bakery.

15. Schedule fewer deliveries.

16. Get bids for food products.

17. Make good use of leftovers.

18. Check out prices at Sam’s Club and other volume vendors and challenge vendors to meet those prices.

19. Purchase in bulk quantities (if you have adequate storage).

20. Alternate meat entrees with vegetarian entrees (one or two/week).

21. Keep accurate daily/weekly records of money spent.

22. Keep track of numbers of people attending meals at special events. It will help estimate the number to expect from year to year.

OVERALL KITCHEN OPERATION 1. Have a congenial staff who are willing to help keep costs down. Give them ownership in decisions by allowing them to have input.

2. Review kitchen operation rules and enforce them consistently.

3. Praise the staff for work well done.

4. Meet weekly with the cook to monitor the purchases and the budget limitations.

5. Make sure that food doesn’t “go out the back door” (i.e. employee and/or member theft).

6. Have a self-serve breakfast.

7. Buy cleaning and paper products on sale.

8. Install a time clock for kitchen employees.

9. Turn off kitchen exhaust fans when not cooking.

10. Use center-pull paper towels to cut down on waste.

11. Lock the kitchen.

APPLIANCES 1. Purchase a maintenance contract and schedule preventive maintenance.

2. Solicit bids before purchasing new appliances.

3. Clean appliances thoroughly after each use.

4. Buy good quality—it will pay off in the long run.

5. Establish an annual equipment budget, and spend it!

6. Unplug appliances and equipment during the summer.

7. Unplug computers during vacation periods.

8. Keep instructions for appliances accessible.

AFLV House director’s manual | 49

DINING SERVICES 1. Serve buffet style—it helps prevent waste.

2. Have housekeepers help in the kitchen and dining room after completing their housekeeping assignments.

16. Schedule services (exterminator, yard work, deliveries, etc.).

17. Negotiate payback on vending machines.

18. Have chapter members stock the pop machines instead of having the company do it.

3. Do not serve lunch on Saturday or Sunday (except on ballgame days).

19. Charge members if there are continual problems.

5. Have a sit-down formal meal once a week.

21. Use motion detectors for night lights in bathrooms.

4. Do not serve an evening meal on Friday, Saturday, or Sunday.

20. Install water-saving devices in showers.

6. Don’t hire servers in a sorority; let the chapter members do the serving.

22. Change smoke alarm batteries on a regular schedule.

7. Purchase table linens instead of using a service.

HOUSEKEEPING HOUSE MAINTENANCE 1. Get estimates on projects over $500.

2. Ask other house directors for references on companies.

3. Hire one handyman to work one hour per day so things are taken care of immediately.

4. Schedule frequent meetings with the house manager.

1. Ask the housekeepers to report maintenance needs (e.g. dripping faucets, non-functioning toilets, malfunctioning doors or windows, etc.).

2. Ask the residents to fill out a “work request order” form when they recognize maintenance needs.

VACATION PERIODS

5. Don’t be guilty of deferred maintenance—it’s more cost-effective to repair a small problem before it escalates into a larger one.

1. Have the trash dumpster removed during the summer months.

7. Use a handyman for repairs instead of paying the cost for a licensed plumber.

3. Close the house during the summer months for maintenance and repairs.

6. Change filters on a regular basis. Keep records of the dates, sizes, and locations.

8. Implement penalties for false fire alarms.

9. Ask the housing corporation to install ultralow-flow toilets.

10. Purchase surge protectors, compact fluorescent light bulbs, on-off sensors, etc.

11. Suggest ceiling fans for individual study rooms.

12. Have drains cleaned in the shower stalls on a bi-weekly basis.

13. Buy cases of copier paper on sale rather than one ream at a time.

14. Recycle!

15. Use reverse osmosis water systems.

2. Turn off phones, cable TV, internet connections, etc. during the summer (unless it costs more to have them re-connected).

4. Notify campus security when the house is closed.

5. Adjust the thermostats for an empty house (40° in winter and 90° in the summer).

6. Close draperies to keep out heat and sun.

7. Unplug non-essential electrical items.

8. Make sure all trash is emptied.

9. Secure all doors and windows.

10. Use night lights/timers for lighting.

50 |窶イhapter 4: Chapter House Operations

| FOR THE HOUSE DIRECTOR HOW TO FIND A HOUSE DIRECTOR SUBSTITUTE On that rare and wonderful weekend away, you may be required by your housing corporation to find a substitute.

Ask the housing corporation the following questions: a) Who is responsible for finding a substitute? b) What are his/her duties? c) What will they be paid? d) Who is qualified?

If you are responsible for hiring a substitute, look for names from the following: a) the house corporation

b) the chapter advisory board

c) the Fraternity/Sorority Life Office d) chapter members

e) other house directors

AFLV HOUSE DIRECTOR’S MANUAL

chapter

Dining Management

5

| BITS & PIECES OF ADVICE FOR HOUSE DIRECTORS The area of dining management has probably the greatest variation among chapters. In some instances, the cook is in charge of all kitchen duties. The house director should then be sensitive in seeing that kitchen operations are unhampered. In other situations, the house director has responsibility for planning menus, ordering food, and supervising the kitchen staff. Regardless of specific duties, the house director should maintain an understanding and friendly relationship with the cook, ensuring that the chapter members show him or her courtesy and consideration at all times. Friction in the kitchen reverberates throughout the entire house. Good cooks are hard to find, so it should be a priority of the house director to keep things running smoothly in the kitchen.

Dining room supplies and maintenance are generally the house director’s responsibility. Table linens, silver, and china require periodic inspection and replenishment. Various important repairs will escape the notice of even the most capable student house manager.

While the maintenance of an orderly, neat house is primarily up to the chapter and its members, the house director should let it be known that he or she takes great pride in its condition so that a little “prompting” when necessary will not be resented.

The management of a large house cannot be left to inexperienced young people. It is important that the house director be able to act quickly and on his or her own judgment in an emergency (such as heating problems or defective plumbing) without having to locate the house manager, who may be in class, at home for the weekend, or out of reach.

Again, communication is important, and the chapter should have a clear understanding with the house director as to exactly what the kitchen and dining responsibilities are. Also, if the chapter has given the house director a budget with which to work, he or she must do everything possible to stay within its guidelines. Ideally, the chapter and the house director will work out a budget together.

A job description of the duties and responsibilities of food service and housekeeping might include the following: 1. Plan menus.

2. Supervise the preparation and serving of meals.

3. Coordinate with appropriate chapter personnel to budget for and provide quality food service as well as hire and compensate other chapter employees.

4. Purchase food and household supplies as efficiently and economically as possible.

AFLV House directors manual | 51

52 | Chapter 5: Dining Management

5. Maintain control over the consumption and utilization of all purchases, establishing and maintaining adequate inventories.

6. Maintain records of expenditures, costs, and cash outlays.

7. Participate in the development of the chapter budget.

8. Coordinate with chapter financial managers and alumni/ae advisors on required house maintenance and on the purchase of major equipment items.

9. Ensure the cleanliness and orderliness of common areas of the house.

Set up breakfast

----

Make juices for the following day

Set up salad bar for lunch and dinner; replenish as needed Set up for lunch (plates, cups, silverware, napkins, beverages) Wash all lunch dishes/pots/pans

SERVERS

Employed from 6:00 a.m. to noon, Monday through Saturday

--

Put the food away

12. Advise and/or consult on purchases of major furniture items and on the overall appearance, tastefulness, and livability of the house.

MORNING COOK

--

Wash all breakfast dishes/pots/pans

As supplies arrive, check off inventory and put things away

SUGGESTED JOB DESCRIPTIONS FOR KITCHEN EMPLOYEES

--

Employed from 9:30 a.m. - 3:30 p.m., Monday through Friday

10. Train, supervise, and evaluate other employees (e.g. cooks, housekeepers, and serving staff ).

11. Monitor utility costs and recommend and/or implement energy conservation measures, etc.

--

KITCHEN ASSISTANT

Cereals

Assist cook(s) as needed

Employed from 4:30 p.m. to 6:30 pm, (this may vary depending on the special event) Monday through Friday, and from 11:30 a.m. to 1:00 p.m. on Sunday Set tables

Put ice water pitchers on tables (help conserve water)

Place food on tables when serving family style or serve plated meals Put food away, clean kitchen, wash dishes, empty garbage, mop floor, and secure kitchen Recycle as many things as possible (consult with the university’s recycling office for information)

Juices

AFTERNOON DINNER COOK

Bagels and muffins (Saturday only)

Employed from noon to 6:00 pm, Monday through Saturday

Bread

Toasters

Omelettes

Milk, coffee, tea, hot chocolate

After breakfast is set up, start setting up lunch Keep counters clean

Give assistance to salad bar when needed

On Saturday, do miscellaneous chores (wash windows, clean top of stove, clean storeroom, wipe down cupboards, inventory supplies, refill catsup and mustard, refill salt and pepper, etc.)

Prepare evening dinner

Bake as needed (pastries, breads, desserts)

Prepare condiments for Saturday morning breakfast (cream cheese, jam, etc.)

Do routine cleaning as time permits (stove top, counters, cupboards, floors)

Work with house director on menus and food purchasing

Lock kitchen cupboards and kitchen door when leaving

AFLV HOUSE DIRECTOR’S MANUAL

Personnel Management

6

| INTRODUCTION Even with an excellent facility, ample fiscal resources, and plenty of professional support, the people who run the chapter house are the most valuable resources available to a house director. Accountable, pleasant workers can make the house a welcoming and well-run facility. Similarly, poor performers can just as easily make the house an unpleasant place to be. Managing a fraternity/sorority house often requires managing people in addition to logistics and resources; this chapter outlines some of the most important ways to build a strong foundation for managing and supervising others.

Hiring, training, and supervising employees is vital to building a strong team. Whether a house director is working with student or professional colleagues, each worker plays a critical role toward making the chapter home a happy place.

THE HIRING PROCESS Hiring the wrong person is costly. Poor performers drain their colleagues, cost the organization resources, and can contribute to a low morale. On the other hand, high performers can increase team efficiency, improve team morale, and help move the organization forward. Finding the right fit during the hiring process is key; an under qualified applicant may need more training or direction than there is time or resources to provide while an overqualified candidate may feel under challenged or bored in their new role.

JOB DESCRIPTIONS Taking time to create an accurate and comprehensive job description is important for many reasons. A well-written job description balances the need to clearly define a role while leaving room for gray areas. Having a clearly defined role is important for any individual; it’s important to minimize opportunities for staff members to state, “I didn’t know that was my job” but it’s also important to leave room for a position to evolve and include other duties as assigned.

AFLV House directors manual | 53

54 | Chapter 6: Personnel Management

JOB DESIGN

RECRUITMENT

Any position should have a complete description, in writing, before attempting to fill it. The process of creating a written job description helps to determine many facets of a position including:

In a niche industry like fraternity/sorority housing, taking the time to connect with potential candidates is even more important. Attracting the right candidates is a constant process; waiting until a staff member leaves is too late to begin seeking their replacement.

•

•

•

Do I need a part or full time person? You may initially believe you need a full time cook but after careful analysis you believe the job can be completed in fewer than 40 hours per week.

What skills will the ideal candidate possess? This helps you create the qualifications as listed on the position announcement, define minimum qualification, and more.

With whom will the new staff member regularly interact while at work? These individuals may need to be involved in the hiring process.

ADVERTISING POSITIONS Because positions in fraternity/sorority housing are such unique positions, special attention needs to be given to where the position is posted.

Here are some examples of advertising venues: AFLV Career Center: www.jobs.aflv.org

The following components are essential pieces of any job description:

This service is one of the few available that exists specifically for fraternity/sorority professionals, including a specific category for house directors.

•

Association of Fraternity/Sorority Advisors Job Board: www.afa1976.org/Jobs.aspx

•

• •

• •

•

Job Title

Supervisory relationships including both to whom the position reports and whether the position supervises others

Summary of minimum qualifications including degrees earned, work experience, specific skills, etc.

Position overview: It is almost impossible to write each and every duty and responsibility on a list. A general paragraph about overall responsibility can often provide this overview A list of any unique certifications, skills, or trainings that are required or preferred

Detailed list of duties the position will regularly perform and responsibilities the position will hold.

These are best listed in terms of most important to least important and/or from largest percentage of time spent to duties that are performed sporadically or irregularly.

General description of the organization and the working conditions

Job descriptions should be dynamic and written in a way that allows for them to be amended from time to time. While it is important to write descriptions that provide a detailed overview of the duties and responsibilities, it is also helpful to allow room for generality.

Positions are posted within the following categories: college/university positions, graduate assistant positions, related organization positions, and other.

Other Recruitment Venues: •

Word of mouth

•

University personnel office

• • • • • •

Local newspaper

Fraternity/Sorority Advisor/Office

Local civic and philanthropic organizations Other house directors

Chapter alumni groups Previous applicants

Although the AFLV Career Center and word of mouth are likely the best recruiting tactics, local newspapers and online forums will likely produce unexpected applicants. However, these types of options of often free or low cost and, therefore, worth exploring.

AFLV House director’s manual | 55

All applicants should be required to submit a resume and letter of interest. Some organizations require applicants to complete a paper application. Collecting these materials allows for keeping records and ensuring that the hiring individual or group has comparable information about all applicants before selecting finalists to interview.

Reviewing applications, resumes, and cover letters allows the hiring body to determine which candidates meet the minimum qualifications and have the experience and skills necessary for the job.

| INTERVIEWS It is wise to personally interview a small group of finalists. Depending on the size of the initial applicant pool, the finalist group may consist of two to six individuals.

The main goal of the personal interview is to assess a candidate’s fit. Will this individual get along with the rest of the team? Will they get along with the students who live in the house? Is their working style complimentary to the rest of the team? Do they have a positive attitude?

Interviews should include a question and answer period. Moreover, some positions may require additional tasks or projects to determine the applicant’s level of skills and competence. For example, finalist for a cook position may be asked to prepare a meal or demonstrate their abilities in running a kitchen, especially if there is other staff.

Before the Interview • • • • •

Be sure that all involved in the selection process have complete copies of finalists’ application materials.

Schedule an interview time and date that includes a start and end time and is in a private setting with few interruptions.

Create a list of interview questions that are relevant and legal.

Do your homework; review the application and resume ahead of time. Make sure all dates and names are consistent.

When possible, invite a house corporation board member or a chapter leader to assist in the interview process. Two opinions are better than one.

POSITION ANNOUNCEMENTS It is wise to create two versions of a job description: an announcement and a full description. An announcement is most often a general, single-paragraph overview; it can be easily placed in a newspaper. Position announcements are usually only a few sentences and cover the basics: the job title, minimum qualifications, and instructions for obtaining additional information.

SAMPLE POSITION ANNOUNCEMENT (COOK) Sorority at Springfield College seeks full-time cook. Applicants should have a minimum of two years’ experience, preferably in a school, hospital, or cafeteria setting. Salary and benefits are competitive. Contact Jane Doe, House Director, for more information at jane@doe.com

SAMPLE POSITION ANNOUNCEMENT (HOUSE DIRECTOR) Fraternity at Springfield College seeks live-in House Director. Applicants should have at least two years’ experience in facility management and working with college-aged adults. Separate apartment includes one bedroom, bathroom, living area, and has outside entry. Salary and benefits are competitive. Send resume and letter of interest to John Doe, House Manager, at 123 University Avenue, Springfield, OR, 98101 or email to John@doe.com.

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| SAMPLE SAMPLE EMPLOYMENT CONTRACT FOR HEADFOR COOK EMPLOYMENT CONTRACT HEAD COOK Be sure the contract is approved in advance by the house corporation and the health department (please refer to the sections about health department rules, etc.).

For the considerations to be received and under the terms stated below, ______________________ agrees to perform and fulfill the duties of Head Cook for the ____________________ Chapter of ____________________.

I.

Terms of Employment a. From: _____________________________ To: _______________ b. Vacation dates: _________________________________________ c. Thanksgiving From: __________________ To: _______________ d. Semester Break From: ________________ To: _______________ e. Spring Break From: ___________________ To: _______________

II.

Remuneration a. The salary of the Head Cook shall be ($ ) per month, payable on the last day of each month following the date employed for _____ months. b. Federal and State withholding taxes shall be deducted. c. The chapter (will/will not) provide full Social Security coverage based upon a salary and perquisite figure tailored to the employee’s situation and (will/will not) provide workman’s compensation insurance.

III.

Relations with Chapter Residents and Other Employees: a. In all contacts relating to employment, the planning of menus, food costs, and complaints, the Head Cook shall confer only with the House Director and persons officially delegated to represent the chapter.

IV.

Health Standards a. A current food handler’s health certificate shall be furnished by the Head Cook to the employer throughout the term of employment. In the event of illness which may become a threat to the health of the living group residents, temporary suspension of duties and/or a statement of adequate health signed by a qualified physician may be required by ___________________ chapter. A _______________ County food service worker permit is required prior to employment.

V.

Conditions of Employment a. When unable to perform the requisite duties, the Head Cook shall provide a substitute acceptable to the chapter. If absence is due to illness or disability, payment for the substitute shall be borne by the ________________ chapter for a maximum of three (3) days per semester. Otherwise, the Head Cook will

AFLV House director’s manual | 57

assume the expense. Names, addresses, and telephone numbers of one or more substitutes shall be provided to the House Director by the Head Cook.

VI.

Duties of the Head Cook a. Advise the House Director as to the quantity of food needed and assist with the planning of menus. b. Prepare planned meals alone except when an assistant is assigned this duty. c. With the exception of special occasions, meals shall consist of lunches and dinners on Mondays through Fridays plus prepared dinners which can easily be heated or completed by others on Saturdays. Daily number of servings per meal will vary but will average _________ to _________. Monday evenings with new members present will average _________ to _________. Other special occasions with guests will be recruitment events, guest dinners, moms’ and dads’ weekends, etc. d. Supervise serving of food. Servers sometimes help in dishing up food for individual servings and will need instructions as to the number to be served as well as the type of silver and dishes needed. e. Take care of food supplies and leftovers. Under no circumstances shall food be removed from the premises for consumption by employees. f. Maintain a neat and clean appearance (hairnet is required).

VII.

Termination of Employment a. Termination of employment shall be effective upon approval of the House Director, the chapter president, and other boards or individuals designated by chapter. b. This contract may be terminated with or without cause by either party upon thirty (30) days written notice to the other party.

APPROVED: House Director: _______________________________________________ Date: ________ Chapter President: _____________________________________________ Date: ________ Alumni/ae Advisor: ____________________________________________

Date: ________

Head Cook: _________________________________________________

Date: ________

58 | Chapter 6: Personnel Management

During the Interview

After the Interview

•

Start on time.

•

•

Ask each candidate the same list of previously determined questions, taking notes for later reference.

INTERVIEW QUESTIONS

•

•

•

•

•

• • • •

• •

Greet the candidate warmly by name to put him/ her at ease. Introduce yourself (and anyone else participating in the interview) so s/he can call you by name.

A few minutes of small talk can be effective in establishing rapport. In going from small talk to the actual interview, bridge the gap with a comment such as, “We have a list of interview questions prepared, feel free to ask questions throughout the interview, if you have any.”

Don’t be uncomfortable with slight pauses and refrain from breaking in with unnecessary comments; wait the person out as s/he will often add a point rather than allow the conversation to stop. Let the candidate answer the question. The more s/he talks, the more you will learn about him/her.

Refrain from showing surprise at anything an applicant says, never openly disagree, and never crossexamine. Any of these reactions may cause the person to freeze up and may cause them to answer in a more guarded, canned manner.

Remember the interview is a two-way street. In addition to asking candidates to respond to questions, allow them to ask questions of the hiring committee/individual.

Try to evaluate the applicant’s attitudes, interest in the position, and their ability to do the job.

Do not allow for phone or personal interruptions.

Try to assess how the applicant will fit in with the rest of the team and the students who live in the house.

Provide a tour of the facilities and/or work space.

Observe how the candidate interacts when introduced to staff or chapter members and how many questions s/he asks about the job during the tour.

What observations does the candidate make?

Note the candidate’s appearance, body language, listening skills, and general ability to respond effectively to the questions and comments.

End on time.

Ensure the candidate is aware of the hiring timeline including the hiring committee’s plans for moving forward, when they’ll be updated regarding a decision, and if anything additional is needed from them to maintain their candidacy.

It is essential to take time to create a complete list of interview questions. A well-structured list of interview questions ensures that the interviewing authority will obtain comparable information on each finalist. Each question asked should serve a purpose and should be asked with the intention to gather important, needed information.

Appropriate Interview Questions Appropriate interview questions aim to inform whether or not the candidate possesses the skills and ability to perform the job and whether they will fit in with the team.

There are several type of interview questions:

Competency Questions: Competency questions aim to more deeply assess an applicant’s knowledge, skills, and abilities about the job for which they are applying. These might include asking the applicant to more deeply describe the duties of their most recent or applicable job or to explain their skill level regarding a specific duty or responsibility.

•

How do you manage a kitchen?

•

How do you prioritize tasks and responsibilities?

•

What is your approach to facility management?

Behavioral Questions: Behavioral questions ask applicants to give specific examples about past behavior in order to understand their style and to anticipate future behavior. The key with behavioral questions is for the applicant to tell a real story about something they have done. The answers are meant to be narrative rather than hypothetical.

• •

Tell me about a time you had to give someone negative feedback.

Tell me about a time you had to accomplish several tasks at once; how did you prioritize them, how did you juggle them, did you complete them on time?

AFLV House director’s manual | 59

Fit Questions:

Fit questions help determine whether the candidate has the attitude and personality the hiring authority is seeking. An applicant’s responses will give the interviewer a better idea if the person will enjoy working with the organization and whether those in the organization will enjoy working with them.

•

Describe your ideal work environment.

•

What constitutes your ideal work team?

•

What did you like most about your most recent (or current) job? What did you like the least?

Avoid asking questions that can be answered with a simple yes or no. You learn little from this type of question.

Correct (open-ended)

Incorrect (yes or no answer)

How have your past job experiences prepared you, directly or indirectly, for this position?

How would you describe your previous supervisor?

Describe an unpleasant work situation in the past and explain how you dealt with it.

What methods do you use to make decisions?

Under what kind of conditions do you feel you learn best?

If you could create the perfect job for yourself, what would it be and why?

Give some examples of situations in which you have been criticized. How did you react?

Do you feel you are qualified for this position?

Did you get along with your last supervisor?

Are you able to handle difficult on-the-job situations easily?

Do you consider yourself a good decision maker?

Can you learn quickly under pressure?

Have you ever thought of doing any other type of work?

Can you accept criticism well?

Inappropriate Interview Questions The Civil Rights Act of 1964 protects employees from being discriminated against based on factors that have no bearing on their ability to perform a job. These factors include: race, skin color, sex, religion, and national origin.

The Age Discrimination in Employment Act (ADEA) applies to nearly all companies with 20 or more employees and prohibits discrimination on the basis of age and protects individuals who are 40 and older. The Americans with Disabilities Act (ADA) of 1990 prohibits discrimination against qualified individuals with disabilities.

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Therefore, any interview question that asks an applicant to disclose any of the above noted identities is not only inappropriate, but can be interpreted as being illegal.

Topics to avoid asking about include: •

Marital status

•

Birthplace

• • • • • • • • • • • • • • • • •

Socioeconomic status Military discharge status

Whether the candidate has children or their children’s ages Length of stay at applicant’s current residence Previous address

Name of applicant’s church, priest, rabbi, or minister Female applicant’s maiden name Family planning arrangements

7. What are you hoping to gain from this job?

8. What factors do you consider important for quality food preparation?

9. Please describe the worst conflict or hardest task you faced in the past year and how you handled it.

10. If you were a health inspector, what would you look for in terms of ideal standards of sanitation?

11. Please read this recipe and tell me how you would go about preparing it.

12. Please write down the ingredients of one of your favorite recipes.

13. What are your specialties in terms of food preparation?

Kitchen Assistant 1. What does kitchen cleanliness mean to you? How do you display that definition in the workplace?

Age of applicant

2. Tell me about a time you sacrificed service for cleanliness or health.

Where applicant’s spouse, parents, or family reside

Servers

Name of applicant’s bank, outstanding loans, bankruptcy status, etc.

2. What type of supervisor is ideal for your work style?

Childcare arrangements

If applicant’s residence is owned or rented

If the applicant has ever been arrested

If the applicant has served in the armed forces

If the applicant can read, speak, or write a foreign language (unless it’s a job requirement) If the applicant has a disability

Sample Interview Questions Cook

1. Please describe your past job experiences.

2. What did you like most about your last job? What did you like least?

3. How would you describe your ideal job?

4. What accomplishments are you most proud of ?

5. What do you consider to be your greatest strengths?

6. What do you consider to be your greatest weaknesses?

1. Describe your approach to customer service.

Housekeeper 1. How do you best manage a cleaning schedule?

2. How do you prioritize work in terms of areas that require light cleaning, those that require heavy cleaning, and how often?

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CHECKING REFERENCES 1. Identify yourself and state the reason for calling 2. Ask the reference to describe the applicant’s: •

Quality of work

•

Ability to work without supervision and to take initiative

•

• • • • • •

Ability to follow instructions

Problem-solving ability Attitude toward work

Relationship with supervisor and co-workers Attendance and punctuality Appearance

Ability to accept criticism and suggestions

3. Ask the reference whether they would hire the applicant again?

4. Verify work dates provided on the applicant’s resume/application

5. Thank the person for their time and assistance.

BACKGROUND CHECKS Background checks are important and are essential for any staff person who will be working in a fraternity/sorority facility. Students’ safety is not only essential, but for some organizations a legal duty and it is irresponsible to hire a person who may jeopardize that safety. It is important to determine what type of past legal infractions are deal breakers. Sexual or assault-related offenses and felonies may be easy to determine as infractions that cannot be overlooked.

However, thought needs to be put into the type of infractions that will be acceptable.

Make decisions regarding how your organization feels about the following: •

Habitual traffic offenses

•

Theft – and at which level

• •

Crimes committed as a minor Crimes involving alcohol and/or drugs

Background checks can be performed at a reasonable expense. Contact your local police services for additional resources.

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| HIRING Once a decision has been made, a verbal offer should be extended. In the hiring process there are conversations that need to occur verbally and agreements that need to be in writing. A contract must be signed by both the hiring authority and the new staff member.

Agreement Start Date End Date (if applicable) Supervisory and Accountability Structure Working Hours Pay Period Pay & Benefits Types of Leave Overtime Pay Holidays Process for Resignation Cause/Process for Termination Worker’s Compensation Handing Grievances Dress Code Chapter Information Policies on Sexual Harassment Process for Performance Evaluation Conflicts of Interest Travel & Business Expenses

Verbal

Included in Contract

√ √ √

√ √ √

√ √ √ √ √ √

√ √ √ √

√ √ √

√

Included in Personnel Manual

√ √ √ √ √ √ √ √ √ √ √ √ √ √ √

AFLV House director’s manual | 63

THE CONTRACT PROCESS A written employment contract should be signed by both parties before the staff member begins work. The new employee should also sign a statement that s/he has read the personnel manual and agrees to its provisions.

THE FIRST DAY The ideal first day is the time for creating a relationship and providing job orientation. Ideally, it includes an overview of the standards, expectations, employment contract, and the personnel manual. Especially in regard to reviewing the personnel manual, the opportunity to review structures, policies, and procedures creates an open environment to set expectations, discuss performance planning, and discuss the organization’s mission and vision.

In addition, consider the following for the first day’s schedule: •

Tour of chapter facility

•

Meeting with relevant chapter leaders

• • • • • • •

Review of the job description

Meeting with relevant alumni/ae

Meeting with other relevant staff or members of their work team Review of daily/weekly/monthly work schedule Job shadowing (if possible)

Time to explore and set up his/her new work space Instructions for using necessary equipment

At the end of the first day/shift, offer the new team member the opportunity to ask questions, get clarification, and give feedback. What more do they need to know to best perform their new job? Is there anything they need in order to perform at their best? What can you do for them to best adjust to the new team or environment?

In fraternity/sorority housing, it’s important to infuse the chapter members in the process of welcoming a new staff member. Depending on the new staff member’s role, the chapter members should consider options for making them feel welcomed and helping them adjust to their new environment.

For a House Director who will be moving into the facility, chapter members might consider: •

Helping with the moving process

•

Giving a housewarming gift that represents the group

•

•

Arranging one-on-one or small group introductory meetings to create relationships

Arranging a special, celebratory welcome dinner or event

For a cook, chapter members might consider: • • •

Providing extra assistance in the kitchen the first week or two

Giving a welcome gift that represents the chapter Providing a special toast to give during the first formal meal the cook prepares

|

PERFORMANCE PLANNING

The expectation for strong productivity is one that is established as early as how the job description is written and during the applicant’s first interaction with the chapter during the application stage. However, a formal conversation that sets the performance expectation is best to schedule for within the first month of employment.

Performance expectations don’t fit well in the first day (or even week) of work because it is important that new staff member get a solid sense of the organization and their role within it in order to be able to understand their new position well enough to set performance goals. Consider making a meeting one month after the start date with the plan to discuss how the staff member is settling in and to discuss performance expectations and goals for the year.

What A written performance plan should be created and referred to over the course of the evaluation cycle. The performance plan documents performance expectations and shows how the employee will be evaluated at the end of the cycle. Using a cycle that is annual or based on the academic year is most often the easiest and most manageable. In order to work well, performance planning must work cyclically. It begins with goal setting, has check-ins throughout, and ends with a performance evaluation; thinking cyclically, the evaluation moves directly into setting goals for the next year/cycle.

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Why There are many reasons for performance planning.

Although good performance planning takes an enormous commitment from both the supervisor and the employee, a well-managed process is critical for an organization that is supportive and efficient. Answering the questions “Why am I here? and “Why is my role important?” is one of the most common and important needs of employees. A well-run performance planning system never leaves staff wondering if they are valued.

Performance planning is the best way to document a staff member’s performance. Whether that staff member is performing well or poorly, a well-documented performance planning system documents feedback and work toward (or lack of work toward) goals and expectations.

How Setting performance expectations can be thought of as a four-step process: 1. Discuss the job in terms of desired outcomes 2. Establish performance criteria 3. Set goals

4. Establish a system and timeline for formal review

Discuss the job in terms of desired outcomes Review the job description in terms of expected outcomes. Job outcomes are related to, but different from, job duties. A job duty illustrates what task must be done while a job outcome illustrates what the end result looks like. For example, a job duty for a housekeeper may be to maintain and clean the common areas for the chapter facility; a parallel outcome may be to ensure that the common areas of the house are clean, tidy, and presentable. Presenting a job in terms of desired outcomes informs performance expectations. This perspective also helps the employee understand how his/ her role fits into the big picture, how their work affects others, and how it contributes to the overall operation of the facility.

Establish performance criteria Before setting goals which against one will be measured, the employee must first fully understand how they will be evaluated. Think of the performance criteria as categories of performance under specific goals and

expectations. Possible criteria include: job knowledge, accountability, feedback, interpersonal relations, verbal and written communication, motivation/commitment, professionalism, and problem solving.

Set goals Both the employee and the supervisor should contribute to the list of goals; the employee sets goals for him/herself and the supervisor sets goals they want the employee to achieve. Goals should be set for each performance criteria; the number of goals per criteria should be small, especially if there are several criteria on the performance plan.

Establish a system and timeline for formal review It is easiest to manage an annual review process. In a campus environment, it’s easy to begin this process is the fall when classes begin and end the process when classes end in the spring. This allows for mid-year, winter check-in. At the initial meeting, agree on the frequency of check-ins and schedule them, if possible.

|

AFLV House director’s manual | 65

SAMPLE PERFORMANCE PLAN Name Title Date of Initial Goal Setting Meeting: Core Competencies

Core Competencies are not rated at year end as whether or not they have been ‘met’ or to what degree; rather the goals set for each particular competency are evaluated in terms of progress and development toward.

Job Knowledge/Potential: Is aware of all job duties and responsibilities and knows of the resources that can assist in performing those duties and responsibilities effectively and efficiently. Displays creativity and innovation in meeting and exceeding expectations.

Goals for this Core Competency:  Accountability: Accepts responsibility for actions. Accepts and works with changing conditions and situations in work responsibilities. Handles conflict in a constructive manner. Willing to accept direction and supervision. Seldom needs to be reminded. Is fully ready to work at beginning of work schedule and continues until workday is done.

Does not abuse workplace privileges, including leave.

Goals for this Core Competency:  Feedback: Effectively gives and accepts timely feedback and constructive criticism and makes appropriate changes when necessary. Practices tact and diplomacy in both giving and receiving feedback; is aware of the impact they have on other when giving feedback. Listens to feedback and seeks solutions that are acceptable to all who are involved. Shares feedback directly with the colleague or person involved rather than with others.

Goals for this Core Competency:  Interpersonal Relations: Maintains smooth working relations and the support and respect of others in the office. Demonstrates tact and diplomacy in negotiations or confrontations with others. Is accessible to others and responsive to their questions, needs and concerns. Supports and appreciates the diversity of co-workers, students, customers, and visitors.

Shares information, credit and opportunities. Displays the ability to establish rapport with internal and external customers and colleagues.

Goals for this Core Competency:  Team Contributions: Displays an appropriate balance between personal effort and team effort. Refrains from communicating – verbally or non-verbally – in a way that says, “that’s not my job.” Shares ideas freely and gives credit where credit is due. Shares resources and information freely and willingly. Is considerate of the communication styles of others and works to make improvements when differences are an obstacle.

Goals for this Core Competency: 

1

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Communication: Verbal and Written: Uses appropriate language and terminology. Makes every effort to communicates in a manner that is understood, courteous, and effective. Demonstrates effective listening skills and doesn’t interrupt others. Seeks and considers ideas from others when necessary. Keeps supervisor and co-workers informed. Prepares written communications/documents that are complete, clear, and understandable.

Goals for this Core Competency:  Customer Service: Provides prompt and friendly service to internal and external customers. Helps identify customer needs through courteous questioning and a sincere desire to be helpful. Follows up with customers, as appropriate, to insure satisfaction. Considers/recommends alternatives to customers when needed.

Goals for this Core Competency:  Motivation and Work Ethic: Displays drive and energy in accomplishing tasks. Handles several responsibilities concurrently. Puts forth extra effort when needed. Agrees to modify schedule or adapt work style when necessary. Is a self-starter and has the ability to work autonomously. Displays positive attitude in work assignments and interactions with others.

Consistently pursues professional development.

Goals for this Core Competency:  Competence in Managing Timely Logistics: Demonstrates great attention to detail. Works accurately, neatly, and is able to explain their style and process to others when necessary. Completes work thoroughly in a reasonable amount of time.

Goals for this Core Competency:  Professionalism and Responsibility: Can consistently be relied on to perform in a professional manner. Accepts responsibility for all areas of job and displays a commitment to continually improve. Acts as a professional role model to others including subordinates, students, event colleagues, and interns. Meets or surpasses established goals. Conveys a positive and professional image of the office to the fraternal community. Accepts responsibility for missteps and mistakes and works to make improvements to work when necessary.

Goals for this Core Competency:  Problem Solving/Reasoning: Recognizes and analyzes work related problems and takes the initiative to offer solutions. Solves problems independently whenever possible and appropriate. Uses available resources to evaluate and recommend potential solutions to problems. Practices the ability to use good judgment to arrive at sound conclusions. Takes timely action and avoids repeated mistakes. Is ability to think ‘outside of the box’, conceive creative solutions, and avoids viewing issues as being ‘black and white’.

Goals for this Core Competency: 

2

AFLV House director’s manual | 67

Team Duties Shared Team Duty #1 

Check-In Date

Progress Notes

Shared Team Duty #2 

Check-In Date

Progress Notes

Job-Specific Duties Job-Specific Duty #1 

Check-In Date

Progress Notes

Job-Specific Duty #2 

Check-In Date

Progress Notes

Professional Development Goal #1 

Check-In Date

Progress Notes

Personal Development Goal #1 

Check-In Date

Progress Notes

3

68 | Chapter 6: Personnel Management

|

GOAL SETTING

A strong performance planning structure is one that, when implemented well with commitment from both the employee and the supervisor, creates and supports an environment where the people truly are the organization’s greatest asset. The most obvious piece of the performance plan is the formal laying of expectations and, later, evaluation of staff. However, good performance planning includes many components, only one being whether or not the employee is performing the functions of their job. It also includes areas regarding whether or not the employee is supporting the culture and long-term objectives of the organization.

Goal Setting & Development Plans The primary purpose of performance planning is to provide a setting in which supervisors and employees can discuss ways of enhancing results. Supervisors and employees should mutually design a plan that is realistic, specific, attainable, and tied to a timetable. One of the most important pieces in developing this plan is goal setting.

Goals should be developed at three levels: 1. Organizational Organizational goals impact the organization at the highest and most general level of functionality. These type of goals are broad and work directly toward the organization’s mission and vision.

2. Team Team goals focus on the progress of the team and developing and improving the work environment of the work team. Team goals are often centered around the dynamics, communication, process, and efficiency of the group.

3. Personal Personal goals focus solely on the individual worker and his/her ability to complete their job in the most professional, efficient, and effective way possible.

Employees’ annual goals should be driven in three ways: 1. Employee Driven These are goals the employee sets for him/herself as a result of their own interests and needs for development. These should account for approximately 25% of the goals.

2. Supervisor Driven These are goals the supervisor sets for the employee without feedback from the employee. These are most effective when they are organizationally driven (Spend 5% less on food) rather than personally driven (Interrupt less). These should account for approximately 25% of the goals.

3. Employee and Supervisors Co-Driven These are goals the supervisor and the employee develop in partnership. Usually one has an idea but the idea is discussed in detail and a goal is developed based on feedback and thoughts from both parties.

These should account for approximately 50% of the goals.

Consistent Check-ins Performance planning is a partnership; both the employee and the supervisor have a responsibility to be fully invested in the employee’s progress toward the goals. Taking the time to review and revise goals is second only to taking the time to create the performance plan in the first place. For staff members who work the full academic or calendar year, quarterly check-ins are ideal. It is easy to use the academic calendar as a guide and schedule check-in meetings during midterm and finals weeks of each semester.

Check-in meetings play a huge part in a commitment to open communication between a supervisor and an employee. They allow for progress to be discussed and documented on an ongoing basis and, when done well, leave no room for surprises at the annual review meeting. Check-in meetings allow for good performers to receive regular feedback that praises their performances and allow poor performers to have regular, formal, and documented feedback about the need for improvement.

AFLV House director’s manual | 69

At check-in meetings, the goals should be reviewed and first determined if they still make sense as they currently exist. There are many instances where revising a goal can further challenge and define an employee’s annual work plan and others where removing a goal altogether makes sense. For instance, a goal that states “Complete landscaping and beautification projects for front lawn after new city sewer lines are laid.” doesn’t make any sense if the city reschedules their replacing of sewer lines.

Some use the term coaching to discuss the consistent conversations about performance. Regardless of the term preferred, the ideas around the terms feedback and coaching (and others like them) are the same. They consist of the commitment to provide continual and ongoing training and development toward meeting individual and organizational goals.

Performance Reviews

For high performing employees, feedback provides them with the support they need to continue a job well done. Good employees are people we hope stay around. Positive strokes and feedback will contribute to a pleasant environment in which they feel appreciated.

Additionally, happy employees are more productive employees.

We recommend using the same performance planning document throughout the planning cycle (the academic/calendar year or the duration of a temporary contract). Doing so keeps expectations and goals fresh and at the forefront of both the supervisor’s and the employee’s minds. While checking in on goals should be done several times throughout the year, the formal, annual review should occur once at the end of the cycle.

We believe in the presence of a formal, annual review that informs formal aspects of an employee’s employment such as raise, contract renewal, and other tangible forms of reward. Think of the annual review as the final editing of a performance plan that has been in draft stage until that point; all goals are relevant, notes from regular check-ins are recorded, and the final review of the employees performance for the cycle is formalized in writing.

|

GIVING FEEDBACK

It is important that workers know whether or not they are meeting the expectations of performance. The main way workers get this sense is through feedback from their supervisor. Consistent and direct feedback is essential in any workplace but it is too often overlooked or not prioritized. This happens mainly because: 1. Too many organizations run on the “no news is good news” philosophy.

2. People tend to assume that if they are not getting negative feedback, they must be doing fine.

3. Delivering bad news is difficult.

Most people are uncomfortable giving negative feedback so they avoid it altogether.

Consistent feedback is very important with both high and low performing employees.

For low performing employees, feedback – especially feedback that is documented in writing – creates a structure for clear expectations for improvement and, therefore, supports decisions around grievance or corrective action later on, if needed. Too often, supervisors find themselves wanting to formally discipline (or even terminate) a staff member who has performed at a consistently low level for some time, but feel trapped by the lack of documented feedback they have provided to that staff member in the past. Feedback should be consistent so an employee who performs at a consistently low level doesn’t have the opportunity to say, “I never knew I wasn’t meeting expectations.” or “This is the first time I’ve ever been told about this problem.”

Developing Feedback Skills Developing feedback skills is not unlike developing a skill in any other area such as music, sports, or cooking.

The key is practicing; what used to feel awkward and uncomfortable will become more easily approached and less emotional. Giving feedback, especially negative feedback does not have to be upsetting for either party involved; there are many tricks for making the process more comfortable for both the person delivering the feedback and the person receiving it.

70 | Chapter 6: Personnel Management

| TIPS FOR GIVING FEEDBACK State facts, not opinions

Replace the word “and” with “but”

It’s the supervisor’s responsibility to address performance, not personality. Stating facts avoids the opportunity for the conversation to feel personal to the employee. If the employee is confronted with facts about their performance versus the supervisor’s interpretations of them as an employee, it is less likely they will become defensive.

Using the word “but” can automatically negate everything you said before the “but”, no matter how positive.

Many supervisors think that ‘starting with a positive’ is beneficial. While that can be true, it is important to present both parts of the two-part statements as individual facts and not as though one depends the on the other.

“Manuel, it seems like you need some help with grocery shopping so we don’t run out of food over the weekend.

How can I help?”

“Jeff, you’re a hard worker but I need you to arrive on time more consistently. Is that something you can do?”

Poor example:

•

This statement insinuates that Manuel’s inaction is the reason for the groceries being low. Whether or not that’s true, Manuel is more likely to feel defensive when approached with this statement.

Better example:

“Manuel, we’ve been low on groceries by the end of the weekend for the last three weeks. Can you look into this? “ •

This statement purely states a fact and makes no assumptions about Manuel’s performance. It also doesn’t assume that Manuel already knew about the issue. Finally, it gives Manuel the responsibility to use his expertise to explore solutions.

Poor example: •

When Jeff hears this, does he believe that you think he is a hard worker? More often with statements like this, the employee hears the opening compliment but writes it off as a buffer to the negative feedback.

Better example:

“Jeff, you’re such a hard worker and I’ve noticed you’re coming in late more frequently. What’s going on?”

•

This statement sounds more like you’re surprised to see Jeff coming in late, which would be true if he is, indeed, a hard worker. Asking Jeff what’s going on gives him the opportunity to share the reason he’s been late without fear of being reprimanded.

Use “I statements” instead of “you statements.”

Address impact

Using the word “you” can automatically make a person feel defensive. It also makes it difficult for the person to separate the behavior from the person, which may cause a negative reaction to the feedback.

If an employee doesn’t understand how their actions or inactions affect others, the problem doesn’t seem as evident. Being able to describe the impact their work has on others helps the employee feel like they are an important member of the team who makes a difference.

On the flip side, it’s important for the employee to have the opportunity to share impact with the supervisor; they may be acting or not acting in a certain manner for a reason that’s not evident.

Poor example:

“Sue, you seem less committed to work lately, what’s going on?”

•

This statement makes a pretty broad assumption about Sue’s loyalty to the organization and is likely to hurt her feelings.

Better example:

“Sue, I’m noticing a change in your mood. Is there anything I need to know?”

•

This statement indicates a feeling you have rather than assuming you know how Sue feels. It also gives Sue the opportunity to share with you in a non-confrontational way. Perhaps Sue is experiencing grief related to her personal life and sharing with someone would help her.

Poor example:

“Mary, the paper towel dispenser in the public restroom seems to run out by mid-week most often. This impacts the guests, since they are the most frequent users of this restroom. Will you start filling it twice a week, please?”

•

Mary may be consciously opting to refrain from filling the dispenser to save money – a priority you’ve previously indicated as being very high.

She may think this decision saves the chapter money and you appreciate that.

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Better example:

“Mary, the paper towel dispenser in the public restroom seems to run out by mid-week most often. This impacts the guests, since they are the most frequent users of this restroom. What’s the best solution to this, in your opinion?”

•

This statement empowers Mary to give suggestions and shows her that you value her expertise.

It also gives her the opportunity to weigh in regarding why the problem might be occurring.

Perhaps she knows that chapter members are increasingly using the paper towels in the restroom to bring into the dining room for meals.

Address the issue, not the person.

This is similar to the practice of stating facts, not opinions but with a twist. Making a statement that addresses the issue/problem feels more impersonal and objective to the employee.

Poor example:

“Linda, you need to do a better job cleaning carpets.”

•

This statement may make it seem as though the problem is about Linda and not about the carpets.

Better example:

“Linda, the carpets are not as clean as they need to be.”

•

This factual statement makes your expectations clear. While hearing a statement that is this direct may make Linda uncomfortable, it would be difficult for her to interpret this as an attack on her personally.

Listen to the employee’s perspectives and genuinely address concerns.

We believe supervisors should always assume their employees have good intentions. Using this assumption as a foundation to all feedback can create and sustain a strong working relationship that is built on trust and is mutually beneficial. When feedback is received it is natural for most people to feel as though they ought to respond. Supervisors who take time to listen to these responses will often grow to not only better understand the issue at hand, but also better understand the employee as an individual.

Recognition and Reward in the Workplace Most organizations boast their employees are their best assets but their actions lead us to believe otherwise. In order to be a successful organization filled with happy and hardworking people, leaders and supervisors need to be able to “walk their talk.”

Many organizations think staff can be easily replaced.

While it may be true that a vacant position can be filled quickly, the value of keeping an employee and team member who is invested and has organizational knowledge cannot be overlooked. In other words, taking time to make sure employees are happy is essential to any and all organizations, no matter the size or industry.

Reward and recognition is much more than saying “Good Job” and recognizing good work with a token, gift, or pat on the back. In order to fully understand how and why employees are driven to perform well, it’s important to understand the reasons employees most often perform poorly. As a supervisor, if you can create a culture where these reasons for underperformance can be fended off, your employees will be more successful.

Reasons Why Employees Fail to Achieve Desired Performance Results: 1. They focus on less important activities

2. There are barriers and obstacles in place that prevent them from performing better 3. Their jobs are poorly designed

4. They don’t know how to measure or evaluate their performance 5. They don’t feel safe asking for help

6. They are fearful of repercussions for doing their job incorrectly 7. They don’t trust their managers

8. They don’t have the knowledge or skills needed to do their job 9. They don’t know how to do their job

10. They don’t understand their job responsibilities

11. They think there is a better way of doing their job 12. They are not confronted when they don’t perform their job correctly 13. They refuse to produce the required performance outputs 14. They think they are doing their jobs correctly

72 |窶イhapter 6: Personnel Management

| ASSESSING THE PROBLEM & GIVING FEEDBACK

15. They have personal problems that are preventing them from doing their jobs correctly 16. They are not rewarded for doing their job

17. They are rewarded for doing less important activities 18. They are asked to do one thing but are rewarded for another

The Importance of Documentation Any disciplinary act should be thoroughly documented in writing. Thorough documentation includes the date, time, and a detailed description of the incident as well as the conversation addressing it. Generally, there are two types of documentation: an ongoing log and formal notice.

Supervisors are wise to keep an ongoing log that documents employee performance. This type of documentation is less formal and is a good way to document less serious incidents where performance standards aren’t met. For example, if an employee is late for work, but irregularly, many supervisors don’t think to document the incident(s) or even address the issue with the employee. Then, six months later, the employee’s tardiness is increasing and becoming more regular. If the supervisor has documented and verbally addressed the incident, it’s easier to address the issue as being chronic because they are able to refer to documentation and offer several specific examples of tardiness in the past. Too often, in these types of situations, the supervisor finds themselves addressing the problem for the first time and not feeling equipped to respond when an employee asks, “When was I late before?” or “You haven’t mentioned previously that you were concerned about this.”

Another type of documentation is formal notice. Formal notice may be an option to address ongoing or chronic problems that do not – at that time – warrant the more severe approach of corrective action but more than a verbal conversation is needed. Again, chronic lateness may be an example. A formal notice ought to include – in writing - the date, a brief description of the issue, and a brief statement regarding the employee’s commitment to addressing the issues. It is appropriate for a formal notice to be given via email or as a printed document.

It is important to note that good performance planning largely contributes to the maintenance of proper documentation. Performance planning lists specific goals and, with regular check-ins, documents the employee’s progress toward those goals. The performance plan is the ideal location for keeping both positive and negative feedback regarding an employee’s work and perfor-

AFLV House director’s manual | 73

mance. If a supervisor is uncomfortable with feedback and delivering bad news, but does regular check-ins on the performance plan, the regular feedback the employee receives is automatically improved.

Corrective Action Taking corrective action is a difficult step and most supervisors are very uncomfortable with the process. When an employee fails to respond to feedback, coaching, and/or fails to meet performance goals, corrective action is necessary. Corrective action should not be used as a stop on the road to dismissal. Instead, it is an action taken that illustrates accountability and the importance the organization (and you as a supervisor) place on the organization’s needs and values.

To model ethics and transparency, expectations must be clear. These expectations come in many forms, most frequently in the organization’s personnel manual, the employee’s job description, and in the performance plan.

Dismissal Having to dismiss an employee is, perhaps, the most difficult thing a supervisor can experience. It happens rarely, if ever, so most have little to no experience nor do they feel comfortable with the process. Think of dismissing an employee as the most severe form of corrective action.

It should only be considered as a last resort as a result of several failed attempts at corrective action or as a result of the violation of a major expectation – and one that is clearly outlined in the organization’s personnel manual.

While dismissing employee is almost always the last step, there are some instances when it may be the first. It is important that both the organization and the employee know what these instances include. For example: actions that put team members or students in grave danger, actions that caused physical or great emotional harm to a team member or student, theft, or working under the influence of drugs or alcohol.

Chapter Wrap Up Being a supervisor is a great responsibility that provides opportunities for both employee and supervisor growth and development. It is not a job responsibility that should fall by the wayside; on the contrary, it is one that requires a large amount of time spent. Any organization that has paid staff has a responsibility to both the individual worker(s) and the organization as a whole to maintain an ethical and intentional system for personnel management.

AFLV HOUSE DIRECTOR’S MANUAL

chapter

Menu Planning

7

| HOW TO BEGIN The responsibility for writing the menus should be delegated to one person. However, it is a good idea to utilize chapter members and the cook(s) for ideas and suggestions.

Planning menus in advance gives worthwhile results in many ways, including better use of your food budget, more efficient purchasing, more attractive and varied menus, less chance of repetition, time and labor savings in planning and preparing meals, and less worrying about what to serve. However, flexibility is important as you may want to make occasional changes to take advantage of good buys (seasonal fruits and vegetables) or to use foods that are on hand.

It is helpful to set aside a certain time one day each week to do your menu planning. Find a quiet place where it is possible to concentrate and where there is space to keep recipe books, recipe files, previous menus, and other necessary items. Remember the internet has many helpful resources.

The easiest way to begin is to plan menus for one week at a time. You will need the following items:

blank menu sheet

copy of food inventory

copy of staff work schedule

list of factors affecting the menu (e.g. special events, weather, guests, etc.) blank food order forms

Plan the meals in this order: -------

Dinner entrees, followed by lunch entrees Vegetables Salads

Breads

Desserts

Beverages

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76 | Chapter 7: Menu Planning

Write in the most important meal first (e.g. chapter night, exchange dinner, etc.), then build the rest of the week around this meal, taking into account the following:

Will there be leftovers for another meal?

Should these leftovers be used during this week, or can they be frozen for a later date?

Can an expensive item this week be compensated for next week?

Is the staff ’s workload balanced for each day?

Is the equipment available to produce the meals?

Write in the accompaniments to the entrees (e.g. biscuits, dressings, sauces).

Write in the breakfast and lunch entrees before completing the whole dinner menu. You are planning a whole day to blend into a week of meals. Breakfast and lunch should complement the dinner menu. Do not plan to serve meals from the same meat group on the same day.

When you are satisfied with your selection of entrees, write in the other items in the prescribed order, using the aforementioned factors for menu planning. Be sure to work with the food inventory to use items that are in stock.

Check the staff work schedule to be sure you have the staff on duty that can prepare the meals.

When you’re satisfied with one week’s menus, check for controls:

Can the cook prepare the food?

Is the workload balanced over the week?

When the dinner or lunch meal calls for extra sauces or a special dessert, is the other meal’s preparation balanced to compensate?

Do you have the equipment to produce the meals, serving hot food hot and cold food cold?

Can the meal be served easily?

Will the cost be within the budget allowance?

Finally, write out the menu IN DETAIL. Give instructions where necessary, including the quantity to be prepared. If you are unsure about the quantity, consult a good cookbook. Experience is a great teacher! Write the menu with explicit instructions so the meal can be served as you visualize it.

When you have prepared one week’s menus, write up three more weeks without repeating an item used in the first week. You now have a four-week cycle which can

be produced over a semester; however, don’t just repeat menus automatically. Vary the pattern and introduce at least one new item in each week’s cycle.

Post the completed menus as early as possible where everyone can read them. At the end of the week, file the final copy with comments on menu item popularity, cost, variety, difficulty of preparation, nutrition, etc.

This is not busy work; it is the foundation of your food service. Ultimately, it will be a time-saver and a budgetcutter. Above all, you will have happy, satisfied chapter members.

ORDERING FOOD Check the weekly menu against the food inventory, and make a list for the food vendors, including the date for delivery. Remind the cook when items are to be taken out of the freezer for thawing (by placing in the refrigerator–not on the counter). Allow two to three days for thawing, depending on the density of the product being thawed.

COST Check the cost of raw food items or work with the whole meal costs to determine if you’re living within the budget.

A comparison to last year’s invoices can be helpful. It is also helpful to chart the general fluctuations of food costs. Keeping a meal count of how many meals are actually served will be useful in future planning. Make the necessary adjustments with your next set of menus.

OTHER CONSIDERATIONS Be a creative menu planner. Do not be afraid of trying new items. Be observant of the members’ eating habits, and, without pandering to them, bring to the table attractive dishes that make mealtimes an enjoyable experience.

It’s also a good idea to plan emergency menus in case the cook calls in sick, there is a snow storm, or a delivery is not made. A list of phone numbers for local pizza establishments that deliver may be the answer!

A survey of students at Washington State University found the following preferences:

Favorite breakfast meats (in order of preference): bacon, sausage, ham

Favorite lunch meats: hamburger, roast beef, cold cuts, hot dogs, ham, pizza Favorite dinner meats: steak, roast beef, fried chicken, ham, pork chops, turkey

AFLV House director’s manual | 77

According to the residence hall dieticians at Kansas State University, the factors to consider in planning meals include:

flavor

texture color

shape

combination of foods

Conduct an occasional survey to help determine menu popularity. Listen for comments about the meals and observe plate waste. Chapter members (and parents!) are especially happy when you ask for recipes from home and then adapt them to large quantities.

ERRORS IN MENU PLANNING

Temperature

too many foods of the same temperature

Identity

food items unidentifiable, such as “mystery meat”

Texture

lack of variety in texture or “mouthfeel” too many soft foods

too many crisp or crunchy foods

LUNCH ENTRÉE SUGGESTIONS BEEF

Flavor

all bland flavors

too many strong or distinctive flavors

repetition of similar foods and flavors no tart or acid-flavored food

too many sweet or too many sour foods too many highly seasoned foods color

too many foods of the same color–no contrast or variation clashing or unpleasant color combinations

Size, Shape and Form

too many mixtures

too many small pieces, especially of the same size and shape

too many foods prepared in the same way, such as fried, creamed, or with sauces

no main dish

more than one main dish too many starchy foods

too many of the same type of fruits and vegetables too many high protein foods not enough low-carb foods

too many food items prepared using the same piece of equipment, such as the oven

spaghetti tacos

sloppy joes

roast beef on a bun (hot or cold) French dip sandwich

hamburger or cheeseburger veal cutlet on a bun burrito with chili pizza

BBQ beef on a bun

PORK

too many similar shapes

Preparation and Type of Food

chili

cavatini

BLT sandwich

grilled ham and cheese sandwich chili dog

corn dog

pork cutlet on a bun BBQ pork on a bun deli ham on a bun egg roll

POULTRY

chicken tetrazzini

chicken cutlet on a bun turkey club

turkey and Swiss cheese (grilled)

78 | Chapter 7: Menu Planning

chicken and dumplings chicken salad

FISH & CHEESE

fish on a bun tuna salad

macaroni and cheese

baked potato with broccoli and cheese garden pasta

tuna noodle casserole

DINNER ENTRÉE SUGGESTIONS BEEF

beef stroganoff

spaghetti with meat sauce/meatballs lasagna

Mexican (tostada, enchiladas, fajitas) roast beef steak

chicken fried steak

PORK

baked ham

pork chops ham roast

sweet and sour pork pork loin

BBQ ribs

POULTRY

fried chicken

baked chicken turkey

chicken nuggets

Chinese (sweet and sour chicken, chow mein)

FISH

fish filets shrimp

fish platter combo

baked fish

MENU SUGGESTIONS SPECIAL OCCASION (e.g. SCHOLARSHIP DINNER)

Lemon Pepper Chicken Breasts Spinach Salad

Mixed Grilled Vegetables Twice-baked Potatoes

Homestyle Rolls and Butter (or butter substitute) Iced Tea and Lemonade

Brownies and Ice Cream

OR

Sliced Turkey Breast

Sweet Potato Casserole Mixed Peas & Carrots

Salad Bar or Tossed Salad (with Sysco pre-made dressing) Homemade Rolls with Cranberry Jelly Strawberry Shortcake

OR

Punch (served in living room while staff prepare tables) Mixed Green Salad Cordon Bleu

Wild Rice Pilaf

Vegetable Medley

Homestyle Rolls and Butter (or butter substitute)

Dessert Bars (served with coffee in living room so staff can clear tables)

CHAPTER DINNER

Beef Brisket (chopped and sliced)

Salad (paella, pear, mixed greens, or green bean) Bread

Dessert (angel food cake, ice cream, yogurt, toppings)

OR

Lemon Pepper Chicken Spinach Casserole

AFLV House director’s manual | 79

Corn on Cob (half )

Fresh Veggie Tray with Dip

Homestyle Rolls and Butter (or butter substitute) Jello Poke Cake or Seasonal Fruit

PARENTS’ DAY BRUNCH

Bread Assortment (muffins, croissants, sweet breads, bagels) Platters (fruit, cheese, vegetables) Entrees Quiche

Scrambled Eggs Sausage

Miniature Waffles Beverages

Juices (orange, cranberry, and apple) Coffee and Tea

Desserts (assorted miniatures)

OR

Scrambled Eggs Bacon

Tater Tots

Tuna Salad

Chicken Salad Egg Salad

Bread Assortment

Condiments (lettuce, tomatoes, pickles) Mini Muffins

Coffee Cake and Cookies

Juices (orange, cranberry, and apple) Vegetable Tray with Dip

Fresh Fruit with Yogurt Dip

Coffee, Tea, and Milk

MORE MENU SUGGESTIONS WALK-THROUGH LUNCH

Full Salad Bar (tuna and egg salads, broccoli salad, bruschetta, cottage cheese, applesauce) Assorted Fresh Fruit

Soups (tortilla soup and hearty garden vegetable)

Grilled Chicken Sandwiches on Fresh Kaiser Rolls (with lettuce and tomato) Chocolate Chip Cookies

OR

Open-faced grilled cheese sandwich Tomato Soup

Homemade Salsa with Chips Salad Bar

Fruit Bowl (bananas, apples, pears) Rice Krispie Treats

Milk (two percent)

EASY TO PREPARE MEALS FOR RECRUITMENT OR FINAL WEEKS

Chicken Pita with chips and cookies

Salads (chicken, tuna, pasta) which can also be used for sandwiches Chips and/or crackers Cookies

Gyros (make your own or use Sysco lamb strips) Build Your Own Subs

Fresh bagels with spinach dip (Knorr’s vegetable recipe)

HALLOWEEN DINNER

White Worms (spaghetti)

Blood with Dirt (marinara sauce with beef ) Newt Tails (green beans) Variety Grass (salad) Rocks (rolls)

Muddy Tombstones (chocolate pudding with vanilla wafers frosted like tombstones)

80 | Chapter 7: Menu Planning

ADDITIONAL RESOURCES AVAILABLE ONLINE

http://healthymeals.nal.usda.gov/nal_display/index.php?info_center=14&tax_level=1 www.vrg.org/catalog/quant.htm

www.wiley.com/WileyCDA/Section/id-300834.html www.recipegoldmine.com/crowd/crowd.html www.canolainfo.org

www.angelfire.com/bc/incredible/

www.razzledazzlerecipes.com/quatntity www.recipesource.com http://allrecipes.com

www.epicurious.com

www.foodnetwork.com www.copykat.com

www.bettycrocker.com/default.asp?csct=1 www.kraftfoods.com/kf

www.recipeamerica.com

www.barbecue-recipes.org

www.annecollins.com/vegetarian-diet-nutrition.htm

http://huhs.harvard.edu/clinicalservices/nutritionknowhow/vegetariannutrition.htm www.vegetariannutrition.net

www.nal.usda.gov/fnic/etext/000023.html#xtocid2381818 www.cfsan.fda..gov/~dms/admehg.html

www.fda.gov/oca/sthealth.htm

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AFLV HOUSE DIRECTOR’S MANUAL

chapter

Kitchen Operations

8

| FOOD PURCHASING The food industry is one of the most complex businesses in this country. In order to deal effectively with your suppliers, you must be able to specifically indicate what products you intend to purchase.

Before any food is purchased, the menu should be carefully planned--at least two weeks in advance. The chapter that exists from one meal to another will see skyrocketing costs due to impulse buying and also stagnation in the variety of meals served due to lack of planning. Planning menus two weeks in advance prevents the use of the same foods or types of foods (fried, baked, barbecued, etc.) on the same day of each week.

1. Know your markets. Listen to good, sound advice. Read! Use magazines and market reports. Visit the suppliers and get acquainted; personal connections are always helpful. You should know the people you buy from.

Deal only with reliable vendors, and be honest yourself. Avoid the telephone when possible. Personal contacts will keep you in touch with the markets and you are less apt to get in a rut. Don’t spread your business with too many vendors, but shop around enough to know prices and quality.

2. Watch the trends of the market by keeping up with the crop conditions. Your local daily paper, magazines, trade papers, and magazines, as well as market reports, will help you with this information. Buy when prices are low–when they are in season or plentiful.

3. Familiarize yourself with the techniques of the business. Learn to know the sizes of crates, containers, etc.

Find out what the different grades mean, how they vary in price and quality, and why they vary. Learn brands by quality and not by reputation. Know as much about each product as is possible. When you do arrive at a satisfactory quality, SPECIFY it when ordering.

4. Learn how to deal with salespeople. Use your own judgment and don’t play favorites. Keep in touch with the salespeople and suppliers. Know market prices. Establish good relations with all the competition. Learn as much as you can from the salespeople themselves. Remember that they are working on commission.

5. Calculate costs to avoid buying things you cannot afford. Know the number of servings per pound so you can determine the cost per serving. Buy sizes best suited for your purposes.

6. Know which items to buy in large quantities, but don’t buy more than you can use. When advisable, take advantage of large quantity prices. Plan ahead and purchase in full-case lots. Mark-up on partial cases may exceed 25 percent. Make sure you have adequate storage for large quantities.

7. Visit with other fraternity and sorority house directors as they will give you new ideas and broaden your purchasing options.

AFLV House directors manual | 83

84 | Chapter 8: Kitchen Operations

8. Keep good cost accounting records. Pay bills promptly to take advantage of discounts.

9. Try to eliminate excessive deliveries. With the price of gasoline and labor, these prove very costly. Ask the vendors if there is a savings if you have only two deliveries per week rather than six.

10. When goods are delivered, check for specifications promised, amounts, weights, and conditions.

11. Properly store all items and make sure that food is used before the expiration date.

12. NEVER gossip or vent in the presence of the sales or delivery people.

CAUSES OF HIGH FOOD COSTS

You might buy the wrong merchandise at too high a price.

You might not receive all you bought and paid for.

You might have excessive spoilage.

You might use the wrong cooking procedures and have excessive shrinkage or waste.

You might be serving larger portions than you had originally planned.

You might have excessive leftovers and not know what to do with them.

Your prices might be wrong.

Your employees and members might be eating or taking food without authorization.

WAYS TO CONTROL FOOD COSTS 1. Set up a food cost accounting system. This can be done on a daily or weekly basis. The purpose is to break down the total cost of food into its components (e.g. meats, fish, poultry, dairy products, etc.). This makes it easier to spot trouble when it comes.

2. Establish a more efficient purchasing procedure. Use standard purchase specifications so that the vendors know exactly what to send.

Buy on the basis of competitive bids, place your orders in advance, and select the grades or the cuts on the basis of the menu.

3. Be careful about receiving goods. If food is delivered when you are busy, the temptation will be to sign quickly and send the driver on his way. Just as you count your change at a bank teller’s window, you must check your food when it is delivered. You must find out what, if anything, was not shipped and you must reject unsatisfactory merchandise. Meat and other foods purchased by weight must be weighed. If there is a discrepancy, make the adjustment on the invoice right then and there and straighten out the situation with the vendor at a later date.

To make this careful checking easier, you may be able to work out mutually convenient delivery hours with your suppliers.

4. Store the food properly. Perishable items should be placed in the refrigerators or freezers immediately. Other items should be placed in proper containers or bins or on storage shelves.

Food should not be stored next to the boiler or other sources of extreme temperatures. Food in storage should be locked and the key should be available only to authorized persons. Have all equipment checked periodically. Preventive maintenance eliminates large, excessive, and expensive bills.

5. Issue food systematically. By knowing exactly how much and what kind of food was used in the kitchen each day, you can maintain much better control and can correct wasteful practices in a hurry. This practice will help with more accurate inventories and is an aid in purchasing.

You could use a requisition form or just develop a system on scratch paper that will help you and the cook(s) know what has been used.

6. Use standardized food preparation. Recipes should be put on cards or sheets after being tested and approved. Cooks should be told to follow the standardized recipes exactly.

7. Control your production. Some days you will have prepared barely enough food and other days you will have lots of leftovers. Fortunately, you can utilize most leftovers in some fashion the next day or you can freeze the food for use at a later date. Have the cooks keep a record of what they produce, how much they use, and what is left over. You will soon find out that there may be a certain pattern of behavior, so food preparation can be adjusted accordingly.

AFLV House director’s manual | 85

8. Prevent theft. You may discover that some of your employees and members, while otherwise perfectly honest, will eat your food and perhaps take it home without your permission. Somehow, people just don’t think that taking food is a form of theft. The best way to avoid such theft is to establish some clear-cut rules in the beginning and stick to them. For example, one rule might be that no one is allowed to take any food home even if it is left over. Another rule might be that any packages leaving the premises must be personally approved by you.

9. Control your labor cost. While the cost of food is still the largest single element of cost in the sorority or fraternity, labor costs are rapidly catching up. You should know how many full-time people you really need. The smaller your regular staff is, the greater your flexibility in adjusting your payroll to your income. If you need extra help for short periods of time, keep a list of people who are willing to come in for just a few hours for the extra income.

10. Remember your overhead expenses. Lights and stoves/ovens can be turned off when not in use.

Kitchen towels can be hung up. Breakage of china can be held down through close supervision. Preventive maintenance can keep down repair costs. Purchasing quality equipment designed for institutional use is another good idea; with proper daily care, this equipment will last a long time.

11. Do a cost analysis of convenience foods. If the cook just has to heat and serve, you may realize a great savings in labor costs.

Who purchased

Article

Amount

Brand

Brand

Purchased

Unit Cost

SAMPLE FORM FOR KEEPING A PERPETUAL INVENTORY Size Amount Unit cost Total cost Amount issued

Return to store room

SAMPLE FORM FOR KEEPING A MONTHLY INVENTORY Size Amount Unit Cost

SAMPLE FORM FOR KEEPING A PURCHASE RECORD Date Firm Brand Cost of Purchase

Amount on hand after last issue

Total Cost

General Remarks

86 |窶イhapter 8: Kitchen Operations

| SAMPLE KITCHEN FORMS

AFLV House director’s manual | 87

| THE BASICS OF KITCHEN SANITATION DEFINITION Sanitation is the promotion of hygiene and the prevention of disease by the maintenance of sanitary conditions.

REFRIGERATOR & FREEZER STORAGE SHELF LIFE

Fresh Beef

Fresh Veal, Lamb

Refrigerator

3 to 6 days

3 to 4 days

Freezer

6 to 12 mo.

6 to 9 mo.

Fresh Pork

1 to 2 days

3 to 6 mo.

Ground Pork

1 to 2 days

1 to 3 mo.

Ground Beef, Veal, Lamb 1 to 2 days 3 to 4 mo.

Variety Meats

1 to 2 days

Fillets Fish (Lean)

1 to 2 days

Chicken, Turkey, Duck 1 to 2 days

Fillets Fish (Fat)

Shellfish

Vegetables

Eggs Milk

1 to 2 days

1 to 2 days

4 to 5 days

7 days

3 to 4 mo.

6 mo.

4 mo.

3 mo.

2 to 4 mo.

8 to 10 mo.

5 to 7 days after date

DRY STORAGE OF FOOD 1. The storage area must be free of overhead drains or pipes that may leak on food. It must also be dry and well-lit to accommodate reading of labels and kept clean and cool to prevent spoilage.

2. All foods should be stored six inches off the floor on clean racks, pallets, or shelving. Do not box in the bottom of storage shelves. Leave at least a six-inch opening between the bottom shelf and the floor to facilitate cleaning.

3. Shelf liners are not recommended as they inhibit cleaning, may tear, and provide an area for filth accumulation and insects.

4. Store food promptly upon receipt.

5. Replace all stock. First in, first used.

6. Keep storage facilities clean. Clean up spills immediately.

7. Refuse receipt of - and do not store - any swollen, badly dented, or rusted canned goods, torn or wet packaged foods, thawed frozen food, or poor quality fresh foods.

8. Never taste canned foods to see if they are spoiled. When in doubt, throw it out. Inspect cans and packages before storing them.

9. Do not overstock on “specials” or foods that may spoil before you can use them.

10. Store pesticides, cleaners, polishers, sanitizers, or other possible contaminants away from food.

Store these items in a separate area.

11. Watch for rodent and insect activity.

REFRIGERATED FOOD STORAGE 1. Store foods in shallow containers that will allow rapid cooling.

2. When a food cools to 140°, put it in the refrigerator or freezer. Do not let foods “cool off for a while” in the danger zone.

3. Cover all foods in storage with non-absorbent clean wrap. Cloth towels are generally not acceptable. Date and identify all foods.

4. Stir foods occasionally if they take more than three hours to cool to 40°.

5. Do not store or thaw raw meats or poultry above cooked or prepared food in the refrigerator as they might drip.

6. Check refrigerator temperatures every morning. An ideal temperature for the refrigerator is 36-38°.

7. Keep the refrigerator rack, side walls, and bottom pan and drains clean and unclogged.

8. Don’t use foil to cover shelving as it reduces air circulation and cooling rate.

9. Keeping condenser grills clean also saves electricity.

10. Keep the unit in good repair with tight-fitting latches and doors.

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| MORE BASICS OF KITCHEN SANITATION THAWING FOODS Do not thaw foods at room temperature or precook foods to thaw them. Plan ahead and avoid hazardous thawing practices. Food may be thawed by one of the following methods:

1. Thaw foods in the refrigerator at a temperature of 40° or below.

2. Frozen foods may be thawed as part of the cooking process when cooking is not to be interrupted.

3. Microwave thawing is acceptable if foods are immediately cooked.

4. Cold, running water (70° or below) may be used. Foods should be placed in a clean container with enough water flow to wash away blood and debris. Cook immediately after thawing.

SAFE FOOD TEMPERATURES All potentially hazardous foods are required to be held at 40° F or below in refrigerated storage or 140° F or above when being held for hot storage prior to service.

These temperatures are required to prevent rapid multiplication of disease-causing bacteria. Temperatures between 40° and 140° are in the danger zone. The major contributor to food-borne diseases is the failure to get foods out of the danger zone before bacteria begin rapid multiplication and toxin formation.

Do not cook foods too far in advance (for example, do not cook potentially hazardous foods like turkey and dressing or casseroles early in the morning and allow them to remain on the stove or in the oven until reheated for service several hours later). Use a meat thermometer to see that poultry is cooked to 165° internally. Conclude cooking just prior to service or refrigerate foods prepared in advance.

Leftovers have higher bacterial counts than finished cooked foods. If the food is to be reheated, heat to at least 165°.

Potentially hazardous foods include the following: milk and milk products, eggs, meat, poultry, fish, sprouts, soy protein foods (e.g. hamburger helper), sliced melons, tofu, garlic and oil mixtures, cooked/heat-treated foods (e.g. rice, beans, potatoes, etc.).

SERVING FOOD 1. Do not serve foods in the kitchen. Only authorized personnel should be in the kitchen.

Others can contaminate foods and preparation surfaces with hands, sneezing and coughing, dirty clothes, and used utensils. Serve all meals in the dining room.

2. Maintain foods at safe temperatures. Use steam tables for hot food and ice trays, etc. for cold foods.

3. Provide tongs, dippers, spoons, or other utensils for handling foods.

4. Protect foods from contamination.

a. Serve drinks from closed coolers or dispensers.

b. Serve condiments (salad dressing, jelly, peanut butter, etc.) in containers other than the large cans or plastic jars they come in.

Contents near the bottom can be contaminated after a few servings.

5. Refrigerate sack lunches until they are picked up. Chicken salad and other types of salad sandwiches are not recommended. If sack lunches are not to be consumed for several hours, potentially hazardous types of foods may be frozen and will thaw by the time of consumption.

THE BUFFET When serving a meal buffet-style, use common sense and good food handling practices. Be sure each food item has its own serving utensil. Serve food items in shallow (2-3-inch deep) containers and replenish frequently. Keep cold food iced or refrigerated. For hot foods, use hot trays to keep foods hot. Candle warmers are generally ineffective because they do not produce enough heat to retard bacterial growth. Keep hot food covered as much as possible. When using sterno heating, follow safety procedures. Make sure that a new plate is obtained each time a person goes through the buffet line.

AFLV House director’s manual | 89

| HOW TO BE SAFE AT THE PLATE At the Store

Keep packages of raw meat separate from other foods, particularly foods for fresh eating.

Buy packaged, pre-cooked foods only if packaging is sound (no holes or tears).

Use plastic bags to keep raw meat, fish, or poultry from dripping on other foods.

Buy products labeled “keep refrigerated” only if they are stored in a refrigerated case.

Buy unpackaged deli meats or poultry only if not in contact with other food.

Buy frozen foods only if they are solidly frozen.

Report problems with packaging, products, storage, or sanitation to store management; if problems are not corrected, notify health authorities.

Shop for meat, fish, and poultry last; pack in ice chest if time from store to home will be longer than 1 hour, especially in hot weather. Place inside car, not in trunk.

Avoid purchasing fresh meat, fish, or poultry from temporary stands.

In Your Refrigerator

Keep it clean.

Use a thermometer. Keep refrigerator temperature at 40° or colder.

Keep raw meat, fish, and poultry separate from other foods. Use plates, plastic bags, or covered containers to keep meat and poultry juices from dripping on other foods or refrigerator surfaces.

Refrigerate products with “keep refrigerated” labels.

Regularly clean surfaces with hot soapy water.

If refrigerator fails, keep door closed and hold food at 40° or cook within a few hours.

In Your Freezer

Washing Up

If freezer fails, keep door closed. Re-freeze meat or poultry still containing ice crystals. Find other cold storage within a few hours OR cook and serve the product.

Wash hands, counter, equipment, and utensils after handling raw meat, fish, or poultry.

Wear clean plastic gloves over skin cuts, particularly when handling cooked products.

Before You Cook

Thaw foods only in the refrigerator, under cold water changed every 30 minutes, or in the microwave (followed by immediate cooking).

Stuff meats, poultry, and fish just before cooking.

Avoid buying fresh, pre-stuffed whole poultry. Buy fully cooked, pre-stuffed whole poultry only if it will be served within 2 hours.

Don’t taste raw or partially cooked meat or poultry– or eggs, fish, or shellfish.

Marinate raw products in the refrigerator, not on the counter. Do not re-use marinade.

Don’t let juices from raw meat, fish, or poultry come in contact with any other foods, raw or cooked, unless they will be cooked together.

Get Cooking

Maintain temperature at 0° for best quality.

Use freezer wrap, freezer bags, or aluminum foil over commercial wrap for freezer packages.

After handling raw meat, fish, or poultry, touching animals, using bathroom, or changing diapers, wash hands with soap and water for 20 seconds before beginning food preparation.

Use appropriate microwavable containers for microwave heating. See owner’s manual.

If your microwave has a temperature probe, use it.

Cover raw meat or poultry to microwave and check the temperature in at least three spots.

Use rotating microwave pad or rotate foods manually during microwaving. Let food stand for recommended time before serving.

Use a meat thermometer to measure safe internal temperature of meat, fish, and poultry more than 2 inches thick (160° or above for meat; 180° or above for poultry).

For meat or poultry less than 2 inches thick, clear juices and no pink in the center are signs of doneness.

90 | Chapter 8: Kitchen Operations

| FOOD HOLDING & SANITATION

When using smokers or slow cookers, start with fresh rather than frozen chunks of roasts or large cuts and be sure the recipe includes a liquid. Check internal temperatures in three spots to be sure food reaches 160°.

When basting grilled meats, brush sauce on cooked surfaces only. Be careful not to contaminate fully cooked meats by reusing leftover marinade or adding sauce with a brush previously used on raw meats.

Serving It Up Safe

Avoid interrupted cooking. Never partially cook products to finish grilling or roasting later.

Roast meat or poultry in oven temperatures of 325° or above. Avoid cooking without a heat source (i.e. preheating oven, putting in roast, and turning off oven).

Avoid eating raw cookie dough or tasting any meat, poultry, fish, or egg dish while it is raw or partially cooked.

Serve cooked foods on clean plates with clean utensils. (Never put barbecued meats back on the platter that previously held raw meats.)

Keep hot foods above 140°.

In environmental temperatures of 90° or warmer, hold cooked foods no longer than 1 hour before reheating, refrigerating, or freezing. Below 90°, hold no longer than 2 hours.

What to Do with Leftovers

Remove stuffing before cooling or freezing meat or poultry.

Refrigerate or freeze cooked leftovers in small, covered, shallow containers within 2 hours after cooking. Leave airspace around containers for quick chilling.

Cover and reheat leftovers thoroughly before serving (rolling boil for sauces, soups, and gravies).

Date packages of leftovers and use within a safe period.

Don’t taste leftovers to determine safety.

If in doubt, throw it out. Discard outdated, unsafe, or questionable leftovers in garbage disposal or in tightly wrapped packages that cannot be consumed by people or animals.

Away from Home

Carry lunches in an insulated container with a freeze pack or include a frozen juice box or small plastic bottle of frozen water. Keep away from direct sun.

Pack pre-chilled picnic food in a cooler with ice. Do not use your cooler to chill room-temperature foods.

Cut into the middle of hamburgers to see if the meat is no longer pink.

At salad bars and buffets, check for a clean, sanitary appearance of serving containers and make sure cold foods are kept chilled and entrees are steaming hot.

AFLV House director’s manual | 91

| CLEANING & SANITIZING FOOD CONTACT SURFACES The purpose of cleaning food contact surfaces is to remove soils that contain bacteria and support their growth. Sanitizing is the killing of any residual bacteria left after cleaning by the use of chemical or hot water sanitizers.

grease stains on driveways. Solvent cleaners lose strength when diluted and are too costly to be regularly used on large areas.

3. Acid Cleaners: These are used when regular alkaline cleaners do not work. For example, they are used for scaling in dishwashing machines, rust stains in restrooms, and tarnish on copper and brass. They must always be used carefully and according to the manufacturer’s instructions.

Bacteria are transferred from contaminated equipment and utensils to the food being prepared. This process is called cross-contamination and can occur when cooked food that is low in bacterial count is contaminated from an unclean surface such as a cutting board.

Slicers should be cleaned and sanitized after the conclusion of each use or before use after periods of storage. For example, if the slicer is used to prepare a ham in the morning, it should not be left dirty all day and then used to slice beef roast in the afternoon.

Dish-washing by hand requires care. Scrape and flush all dishes and utensils promptly. Change wash water when it becomes dirty, and rinse by immersion in hot, clear water.

Sanitize by immersing the dishes, pots, pans, etc. in a water solution containing a minimum of 50 PP.m. chlorine. Water must be at least 75° and no more than 120°. Items should be submerged for one minute. Air dry–do not towel!

4. Abrasive Cleaners: These contain scouring agents that can be rubbed or scrubbed on hardto-remove soils. These cleaners are often used on floors or baked- and burnt-on soils in pans.

Abrasives may make cleaning harder and may scratch surfaces such as Plexiglas, plastic, and stainless steel.

SANITIZING OPTIONS Sanitizing means reducing the harmful micro-organisms on a surface to safe levels. It is not a substitute for cleaning; food contact surfaces must be cleaned and rinsed before they can be effectively sanitized.

1. Heat Sanitizing: The temperature of food contact surfaces must be 165° to kill microorganisms. Check the temperature of the water and the temperatures of the items you sanitize.

When using a dishwasher, silverware should be presoaked in a pan of hot detergent water as soon as it is taken from the table or tray. Be sure to use the right basket for the job, and make sure baskets are free of paper and debris that might restrict water flow. Avoid over-crowding and stacking. The wash cycle water temperature should be 140-160º and the water for the rinse cycle should be 180º.

CLEANING AGENTS 1. Detergents: All detergents contain surfactants, substances that lessen surface tension between the detergent and the soiled surface so that the detergent can penetrate and loosen soil. Most detergents also use alkaline substances to break up soil. Most detergents are used to remove fresh soil from walls, floors, ceilings, and most equipment and utensils. Strong alkaline detergents are used to cut through wax, grease, and aged, baked, or burnt-on soil.

2. Solvent Cleaners: These are often called “degreasers.” They are alkaline detergents that include a grease-dissolving agent. They work well on grill backsplashes, oven surfaces, and even

2. Chemical Sanitizing: Chemical sanitizing solutions are widely used because of their effectiveness, reasonable cost, and easy use. These sanitizers are regulated by EPA agencies, which classify them in the same category as pesticides.

THREE COMPARTMENT SINK TABLEWARE, UTENSILS, & DETACHABLE EQUIPMENT PARTS

Flush, scrape, or soak items before washing

Wash items in the first sink in detergent solution at least 110° F. Use a brush or cloth to loosen the soil.

Rinse in the second sink in clear water at 120° F. Remove all traces of food and detergent.

Sanitize in the third sink by submerging items in hot water 170° for 30 seconds, or a chemical sanitizing solution at least 75° F or follow manufacturer directions.

Air dry all items.

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GARBAGE AND TRASH DISPOSAL The proper disposal of garbage and trash helps control vermin and insects. Improper disposal and storage of garbage not only increases the population of vermin, but distracts from community aesthetics, increases the expense of collection, and strains relationships with neighbors.

1. Do not allow garbage to accumulate in the kitchen or storeroom.

2. Provide tight-fitting covers for inside and outside containers. Keep containers clean.

3. Flatten cans after cutting out tops and bottoms, and crush cardboard boxes to increase storage capacity.

4. Do not block dumpsters.

5. If dumpsters are over-filled and ground storage is necessary, steps should be taken to prevent scattering of garbage.

6. No objects should stick out over three feet about the dumpster rim.

7. When necessary, call for extra or special collection.

FLOOR CLEANING 1. Sweep first. Start against the walls and under equipment and sweep to the center of the room.

2. Once a week, take a nylon-bristled broom and scrub around wall-floor junctures and table and equipment legs prior to mopping.

3. Use a hot detergent solution for mopping. A dry or damp mop actually works better than a wet mop. Leave as little water on the floor as possible as this reduces film.

4. Empty mop buckets, rinse out the mop and bucket, and hang the mop to air dry. Sanitize mops frequently to freshen them. Many string mop heads can be laundered. A little bleach or pine oil in the mopping detergent can help control odors.

| E.COLI BACTERIA Most strains of the E. Coli bacteria are harmless and live in the intestines of healthy humans and animals.

The particular strain that produces a powerful toxin and can cause severe illness is E. Coli 0157:H7. It was first identified as a cause of illness in 1982, during an outbreak of severe bloody diarrhea traced to contaminated hamburgers.

Persons who are infected with the bacterium often develop severe diarrhea and painful abdominal cramps, although some persons show few or no symptoms.

The illness usually resolves in five to ten days. In some persons, particularly young children and the elderly, the infection can lead to destruction of red blood cells and acute kidney failure. This complication can lead to stroke, seizures, and death. Most persons recover without antibiotics or other specific treatment. Persons with diarrhea alone usually recover completely, although it may be several months before their bowel habits are entirely normal.

Most cases of E. Coli infection come from undercooked ground beef. Contaminated meat looks and smells normal. Beef that is still pink, or has bloodtinged juices, has not been cooked enough to kill E. Coli. The infection can also follow drinking raw, unpasteurized milk or drinking or swimming in sewagecontaminated water. The bacterium can be passed from one person to another if hygiene and hand washing habits are inadequate. This is particularly likely to occur among toddlers who are not fully toilet-trained. Family members and playmates of such children are at high risk of becoming infected.

Prevention Advice Avoid raw, rare, or undercooked ground beef or hamburger. Make sure that the cooked meat is gray or brown throughout (not pink), that any juices run clear, and that it is hot on the inside.

If you are served an undercooked hamburger in a restaurant, send it back for further cooking.

Avoid raw, unpasteurized milk or products made from such milk.

After shopping, quickly freeze or refrigerate perishable foods.

Use refrigerated ground meat and patties in 1-2 days; frozen meat and patties in 3-4 months.

Wash hands, utensils, and work areas with hot soapy water after contact with raw meat and meat patties.

AFLV House director’s manual | 93

Never thaw food on the counter or let it sit out of the refrigerator over two hours.

Serve cooked food with clean plates and utensils.

Microwave carefully. If your oven is a lower wattage than what is shown in the instructions, you’ll need to cook food longer or at a higher setting. Cover and rotate food for even cooking. Let food stand outside the oven after cooking if so directed. The food will finish cooking as it stands.

When someone develops an E. coli infection, careful hand washing with soap will reduce the risk of spreading it. Frequent supervised hand washing with soap is particularly important if the patient is a young child.

Treatment of municipal water supplies with adequate levels of chlorine or other effective disinfectants is critical to guard against chance contamination of water when pipes leak or repairs are made.

The same advice holds while traveling abroad.

Eggs and Egg-rich Foods Keep eggs clean and cold. Refrigerate them promptly.

Leftover egg yolks or whites should be refrigerated in a covered container. Always store foods containing eggs in the refrigerator. Refrigerate hard-cooked eggs after preparation. If you hide hard-cooked eggs for an Easter egg hunt, do not leave them out of the refrigerator longer than 2-3 hours if you plan to eat the eggs.

Cook eggs thoroughly until both the yolk and white are firm, not runny, in order to kill any bacteria that may be present. Refrigerate cream, custard, or meringue pies and foods with custard fillings, including cakes, cream puffs, or éclairs. Do not allow them to stand at room temperatures. If you carry foods of this type on summer outings, keep them in a cooler with ice or reusable cold packs until served. Follow the same precaution for salads that contain eggs.

| HANDLE THESE FOODS WITH CARE! Hamburger Ground meat must be handled carefully and cooked until it is light gray in the center. Never serve it raw.

Ground meat requires special care because bacteria on the surface are spread throughout the meat during grinding, making it spoil more rapidly than whole meats.

Ham Know what kind of ham you’ve bought. Some types need to be cooked; others are fully cooked and can be eaten as they come from the package or can be heated just before serving. Read the label carefully. If you have any doubts, cook the ham. Remember that ham is perishable and should be kept COLD or HOT.

Stuffed Meat or Poultry Stuff poultry, meat, or fish just before roasting. Put the stuffing in lightly, without packing, to allow heat to penetrate quickly throughout the stuffing. Make sure the stuffing reaches a temperature of at least 165°. To check the temperature, insert a meat thermometer in the stuffing for about 5 minutes. Cook it longer if necessary. You may prefer to bake the stuffing separately.

Microwave Pork or Poultry Extra care must be taken when using a microwave oven to cook pork or poultry. Cooking in a microwave can cause “cold spots,” areas that do not reach as high a temperature as other areas. Cold spots result from uneven distribution of microwaves, from uneven distribution of water and fat in pork, and from bones that “shade” other parts from microwaves in poultry. Cook pork and poultry thoroughly. Rotate dishes so that cooking will be even. No pink color should be present in meat or juices after cooking. Let cooked meat stand covered for 15-20 minutes to complete cooking.

Leftovers Hot perishable foods need to be cooled quickly. Don’t cool leftovers on the kitchen counter. Put them straight into the refrigerator or else cool them in a bowl surrounded by ice water and then refrigerate. Divide large meat, macaroni, or potato salads and large bowls of mashed potatoes or dressing into smaller portions. Pour large pots of stew or soup into shallow containers, and then put them into the refrigerator. Do not rely on

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| OPENING THE KITCHEN reheating leftover food to make mishandled food safe.

Staph bacteria produce a toxin that is not destroyed by heating!

Frozen Foods Freezing does not kill the bacteria in food; it simply stops their growth. They continue to multiply after the food is thawed. You may safely re-freeze frozen foods that have thawed if they still contain ice crystals.

Thawed ground meat, poultry, or fish that have an offodor or are off-color should not be refrozen and should not be eaten.

Canned Foods Commercially canned foods are considered safe because they are processed under carefully controlled conditions. However, if a commercially canned food shows any sign of spoilage (e.g. bulging can ends, leakage, spurting liquid, off-odor, or mold) do not use it. Do not even taste it.

1. Clean all equipment, floors, walls, and ceilings.

2. Run all refrigerators and freezers for 48 hours prior to storage of food products to check for proper operating temperatures (36-38º for refrigerators and 0º or below for freezers).

3. Inspect other processing equipment for proper operation.

4. Do not have food items delivered before the above items have been completed.

5. Make sure fire extinguishers are properly charged and mounted. Do not forget the exhaust hood fire system; this unit should be inspected and serviced every six months.

6. Require all food handlers to have a valid food handler certificate.

7. Request an inspection from the local licensing authority.

KITCHEN SAFETY CHECKLIST COMPLIANCE Health & Safety Checklists (Food Service Facility Inspection Report and Supplement to the HACCP Evaluation)

Employee Hand-Washing Sign Kitchen Use Warning

Manual Handling

Trays and carts are used to carry armfuls of items.

Trash bins are properly removed.

Deep fryers are self-cleaning.

Oil waste is disposed of properly.

Proper lifting and handling methods are used.

Heat-resistant gloves are used when handling hot utensils and equipment.

Non-slip footwear, preferably with rubber soles, is worn by employees.

Work Environment

The ventilation and/or air conditioning system works well.

AFLV House director’s manual | 95

Floor cleaning products that remove oil and grease are used.

Spills are cleaned up immediately.

Exits are unobstructed.

Gas/Fire

Passageways and work areas are uncluttered.

There is adequate lighting.

Towels, curtains, and other flammables are located away from the range.

Clothing with short or close-fitting sleeves is worn while cooking.

Machinery and Tools

Heat

Knives are kept sharp.

Knives are stored in racks or knife blocks.

Training is provided for the correct use of knives.

Training is provided for the correct use of machines.

All machinery is maintained regularly.

Equipment containing hot fat or fluids is covered when not in use.

There is a safety guard on slicing machines.

There are signs to warn of hot equipment.

Training is provided for the safe use of deep fryers and other hot items.

There is protection from splash burns.

Electricity

All electrical appliances have safety switches and are splash-proof or waterproof.

All electrical appliances are UL listed.

There are enough power outlets to avoid use of multi-plug adapters and extension cords.

All electrical equipment is in good condition (no frayed or spliced cords, etc.).

All electrical equipment is tested and maintained regularly.

Training has been provided in electrical safety.

All gas equipment is located in a well-ventilated area.

Training has been provided for an emergency drill if there is a fire or gas leak. (In the event of fire or gas leak: fire alarm is activated, building is evacuated, and 911 is called.)

At least one type K (Kitchen) fire extinguisher is located in the kitchen.

Fire extinguisher is mounted near an exit and unobstructed.

Employees and members are trained in the use of fire extinguishers.

The proper fire extinguisher is in place for grease fires.

Training has been provided in fire safety and emergency procedures.

Smoke detectors are not located in kitchens.

All grease-producing appliances are located under kitchen hood.

Hoods, ducts and grease filters are kept free of grease. Commercial cleaning is required on a regular basis; schedule depends on grease accumulation.

Grease filters are in place.

The hood/duct fire suppression system is tested and inspected semi-annually by a fire protection contractor. (Check test date on tag.)

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AVOIDING FOOD SAFETY MISTAKES AT THE GAME 1. Wash hands before and after handing food—use pre-packaged towelettes or hand sanitizer if soap and water are not available.

2. Use separate coolers or ice chests for beverages, ready-to-eat foods, and raw foods that will be cooked.

3. Block ice will melt more slowly than cubes and cubes will melt more slowly than crushed ice.

4. Plan the menu with game time in mind. If grilling is on tap for a pre-game lunch, plan post-game snacks (cookies, fruit, veggies and dip, or a snack mix) that don’t need cooking.

5. Chill salads and sides (deviled eggs, for example) well before transferring them to an ice chest or cooler. Fill ice chests just before leaving home.

6. Shade ice chest and coolers; cover with a blanket if no shade is available.

7. Use a food thermometer to check cooked temperatures. Foods with temperatures from 40° to 140° can be hazardous. If food is left out for two hours or more, it should be discarded.

8. Don’t forget to take serving spoons, a roll of paper towels, and trash bags.

9. Make sure cooking appliances or equipment are shut down and cooling or otherwise stowed appropriately before going to the game to reduce the risk of fire hazards.

10. When picking up chicken or pizza before the game, make it your last stop before the stadium to keep hot foods hot and cold foods cold.

–The Manhattan Mercury, 8/29/06

AFLV HOUSE DIRECTOR’S MANUAL

chapter

Professional Development

9

| THE HOUSE DIRECTOR ORGANIZATION Many campuses have a house director organization. The group of house directors meets formally at least once a month during the school year. A typical meeting might include refreshments and a brief business agenda that includes announcements about upcoming events and activities. There is usually a twenty or thirty minute presentation by a guest speaker followed by the opportunity to ask questions. After the guest has left, the house directors may want to visit informally and share resources and news.

Many campus fraternity/sorority advisors either organize the meetings or provide some assistance in planning the agendas. The campus fraternity/sorority advisor has a great deal of important information that benefits the entire community. Providing this information to the house directors can save the campus advisor a great deal of time in the long run. Some fraternity/sorority campus advisors have so many job responsibilities that they cannot assist all the time. In those cases, the fraternity/sorority advisor should be invited to attend at least one meeting a term.

Good communication between the house director organization and the campus fraternity/sorority advisor can prevent or correct rumors almost immediately. When you hear a rumor, call the appropriate office or the advisor and find out the facts, then share those with the members of the chapter.

When the campus fraternity/sorority advisor is unable to initiate the house director organization meetings, the house directors take on the responsibility themselves. Hosting the meeting can rotate from one house director to another each month. In some cases the house directors form an organization, collect dues, and elect officers.

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98 | Chapter 9: Professional Development

| SAMPLE BYLAWS FOR HOUSE DIRECTORS’ ORGANIZATION ARTICLE I Name

This organization shall be called __________________ (university name) House Directors’ Club.

ARTICLE II

Objectives and Purpose

1. To support the mission of the university and the fraternal values upon which the fraternities/sororities are founded.

2. To develop healthy friendships among the house directors.

3. To develop relationships with key leaders in the university and community.

4. To share resources, best practices, and good ideas (e.g. money-saving).

5. To encourage professional development among the house directors.

6. To discuss problems and solutions regarding responsibilities of house directors.

7. To develop and improve relations among fraternity/sorority chapters.

ARTICLE III

Officers, Nominations, and Elections

1. Term of office is one calendar year.

2. The officers shall be President, Vice President, Secretary, and Treasurer. Note: Small organizations can combine the offices of secretary and treasurer.

3. Nominations shall be made by a nominating committee composed of three members appointed in advance of the elections by the President or nominated from the floor at the time of the elections.

4. Elections of officers shall be at the April meeting of the Organization. In the event that there are two or more nominated for the office, the vote shall be by secret ballot. A committee appointed by the President shall count the votes.

5. Officers can be reelected to the same position for two consecutive years.

6. The President, with the approval of the other officers, may appoint a member to fill a vacancy.

ARTICLE IV

Duties of Officers

1. The President shall be the chief executive officer exercising general supervision over the interest and welfare of the Organization. S/he shall: a.

Preside at meetings.

c.

Appoint any special committees deemed necessary for the Organization as authorized by the officers.

b. d.

Be authorized to call special meetings of the officers.

Perform such other duties as are customary for the office.

AFLV House director’s manual | 99

2. The Vice President shall: a.

b.

Discharge the duties of the President in the absence of the President.

Be responsible for planning the educational program each month.

c. Assist in maintaining a calendar of important fraternity/sorority and campus events that affect the operation of the chapter houses.

3. The Secretary shall: a.

Take the minutes of the meetings and read the previous minutes.

c.

Assist in the planning of the meeting programs

b. d.

Call the roll of members.

Write thank you notes to guest speakers, etc.

4. The Treasurer shall: a.

Assure that expenditures of all funds are made with the approval of the membership.

c.

Propose a budget at the May meeting that includes the amount of dues for the next year.

b.

Collect annual dues from each member.

ARTICLE VI Dues

The ___________________ (university name) House Directors’ Organization shall collect dues of $50 from each member at the first meeting in the fall. The expenditure of this fund is to be decided on by the entire membership and outlined in the budget.

ARTICLE VII Meetings

The ___________________ (university name) House Directors’ Organization will meet on the first Thursday of the month at 1:30 p.m. in locations to be determined by the officers and hosts/hostesses.

ARTICLE VIII

Motto or mission of the Organization

100 | Chapter 9: Professional Development

| PROGRAM SUGGESTIONS FOR A HOUSE DIRECTORS’ ORGANIZATION Each monthly meeting should include 45 minutes of professional development. Invite a guest speaker who can provide current information on a topic of interest and concern.

At the last meeting of the spring term, ask each house director to suggest program ideas and/or speakers for the next year. Prioritize those suggestions and plan the monthly programs accordingly. Try to plan topics in a timely manner (recruitment before recruitment begins, nutrition in very early spring, the fire inspector a month before inspections, etc.).

Plan a one-day orientation for the week before the students return to campus. When possible plan the program with the fraternity/sorority campus advisor. This is especially important if there are new house directors.

Other guest speakers might include:

Monthly Program Ideas:

August meeting program – Invite the fraternity/ sorority campus advisor, the council president, or a recruitment chair to review the schedule and plans for recruitment.

September meeting program – Visit and tour a campus resource office (counseling center, health center, the academic advising center, etc.). Staff members will welcome the opportunity to show you their facilities and explain their services so that you will be able to refer the students.

October meeting program – Invite the campus or community police, fire officials, and/or the health inspector to update house directors on their programs’ goals and expectations before the inspections and to discuss house safety.

November/December meeting program – Invite a faculty member to talk about academic goals and expectations. Ask about ways you can support academics.

January meeting program – Invite a vendor to demonstrate new products or ways to save money on purchases.

February meeting program – Invite a dietician to talk about current diet trends and healthy eating habits.

March meeting program – Invite the newly elected council presidents (IFC, PHC, NPHC, Cultural, etc.) to review their goals and ideas for the next year.

April meeting program – Invite the fraternity/sorority campus advisor to talk about plans for summer and the next year including recruitment. Remember to elect officers for the next year as well.

Representatives from admissions, orientation, career center, residence hall, and alumni office

Community leader and/or individual responsible for a major city event or festival Experts in recycling, methods of energy saving, and environmental issues

Police on identity theft and clarification of policies/ laws Financial experts on budgets, paying off student debts, credit cards, etc.

HOUSE DIRECTORS SHOULD HAVE FUN AND RELAX! Once or twice a month, house directors should get together for “an afternoon or evening out” during which they participate in enjoyable activities such as:

Homecoming, Earth Day, Take Back the Night, and other campus activities Seasonal Luncheons, house director birthdays and anniversaries, etc.

Performances by campus glee clubs, concert choirs, or other musical groups Performances by theatre department

Joint meeting with house directors from nearby campuses Style shows by local clothing stores

Demonstrations by campus departments (e.g. floral arrangements, table setting, etiquette luncheon, etc.)

School and community sports events

Tours of museums and community tourist sites (use docents for the best experience) Tours of campus buildings such as the university president’s home, the campus art museum, or the rare books collection in the library

Road trips to local attractions and events (festivals)

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| PROFESSIONAL DEVELOPMENT The AFLV House Director Forum The Director Forum has been established to provide house directors the opportunity to communicate with each other all year long. Topics can be proposed by members and can be moderated or non-moderated, depending on their purpose. Views expressed by individuals in the forum setting are individual opinions and are not representative of the Association of Fraternal Leadership & Values. If you would like to suggest a new forum, please contact the Tricia Fechter, Director of Member Services, at tricia@aflv.org. If you want to propose a topic simply go to To join/post on the forums, click the “Register” button in the upper right hand corner of the webpage. Fill in the required information and you’ll be on your way! Be sure to remember your username/password - you’ll need it when you return to the site.

The AFLV Career Center The newest job search service is the AFLV Career Center! This web-based service has been established to help connect house directors through the process of posting openings and/or resumes. The links guide employers, recruiters, and job seekers.

House directors can post their résumés online. Whether you’re actively or passively seeking work, your online résumé is your ticket to great job offers! Access the newest and freshest jobs available to professionals seeking employment. The personal jobseeker account will allow you to find jobs, manage your résumé, and set up job alerts. Employers can check out résumés and, regardless of staffing needs or budget, find interesting candidates. www.jobs.aflv.org

The National House Director Conference The Association of Fraternal Leadership & Values is proud to support the house directors who play such a vital role in the chapter house management of our undergraduate fraternity and sorority chapters across the country. Each summer we host a national conference for house directors in a different geographical location.

This conference is intended to provide an opportunity for fraternity and sorority house directors to gain valu-

able skills and keep up with the issues that impact them in today’s ever-changing society.

The professional House Director Conference provides house directors with important knowledge and skills to help them navigate the roles and responsibilities of their position and respond to the needs of university students and the campus environment.

Whether you have ten years of experience or are looking for a new career as a professional house director, this conference will provide each participant with a wealth of knowledge to enhance an already developed skill set.

A careful blend of lectures, panels, Q & A sessions, and networking opportunities provide the foundation for a rich and solid professional development experience.

House directors are integral to the fraternity and sorority living experience and play a vital role in the development of today’s students. This conference encourages participants to explore the wide breadth of experience necessary to provide the best service to today’s young sorority and fraternity members.

For more information, visit http://www.aflv.org/ EventsPrograms/HouseDirectors/HDConference.aspx

The dates and location of the next year’s conference are announced in at the end of each conference in late June.

The information will also be posted on the website by July 10th each year.

AFLV HOUSE DIRECTOR’S MANUAL

Glossary Greek Language Fraternity & Sorority Style | ACRONYMS, ISSUES AND RESOURCES Acceptance forms: The forms used by sorority and fraternity prospective members at the end of a formal recruitment period to indicate their order of preference for the sororities or fraternities they wish to join (formerly known as bid cards or preference cards).

Active: An unmarried, undergraduate member who has been initiated into a fraternity or sorority chapter and is currently enrolled in classes at the institution. Initiated member is an interchangeable term.

AFA: Founded in 1976, the Association of Fraternity/Sorority Advisors has provided individuals concerned with the fraternity/sorority movement an avenue for professional growth and development. Since that time, AFA has grown into a multifaceted international organization providing resources, recognition, and support for campus fraternity / sorority advising professionals. http://www.fraternityadvisors.org/

AFLV: The Association of Fraternal Leadership & Values exists to stimulate the growth and development of fraternity/sorority council and chapter leaders by promoting leadership, educational, and values based experiences and resources for student leaders, their advisors, and the larger fraternal market. AFLV is a membership based, non-profit organization with a 501(c)3 IRS tax status. In addition to other programs and support services, the foundational programs include the AFLV Central Fraternal Leadership Conference, the National Black Greek Leadership Conference, the AFLV West Fraternal Leadership Conference, the National Cultural Greek Leadership Conference, and the National House Director Conference. AFLV also publishes a quarterly magazine, Connections. http://www.aflv.org/

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104 | Glossary

Alumna/us: An initiated sorority woman/fraternity man who is married, graduated, or has withdrawn from school.

Alumni/ae: Plural of alumna/us.

Bid: A formal written invitation to join a fraternity or sorority.

Career Center: The newest job search service is the AFLV Career Center! This web based service has been established to help connect house directors through the process of posting openings and/or resumes. The links guide employers, recruiters and job seekers. House Directors can post their resume online. Whether you’re actively or passively seeking work, your online resume is your ticket to great job offers! Access the newest and freshest jobs available to professionals seeking employment. The personal jobseeker account will allow you to find jobs, manage your resume, and set up job alerts. Employers can check out resumes and regardless of staffing needs or budget, find interesting candidates.

Chapter: The name applied to the local group or members of a national fraternity or sorority.

Community Service: A fraternity/sorority fraternal value, community service is the donation of individual personal time and service (not money) to the community.

voke thought within members’ communities that will enhance their fraternal experience and their leadership roles. The stimulating articles on current issues makes the premier publication in the fraternity and sorority community

Deferred Recruitment: The debate over the ideal time for the concentrated period of membership recruitment will go on forever.

There are many proponents and opponents for all options. The National Panhellenic Conference still recommends an early fall recruitment period, and most inter/ national organizations prefer fall as the optimum time for new members to join the organization. Many campus administrators, however, are pushing for recruitment to be deferred or delayed to allow new students a chance to adjust to campus and to develop sound study habits. The most commonly cited factor for mandating dry recruitment (without alcohol) is poor academic performance on the part of new members. The term “deferred” is most commonly used to describe a situation where students must have completed at least one semester before they are eligible to join a fraternity or sorority. The term “delayed” may be used to describe a campus policy of postponing the concentrated recruitment period until later in September or mid-October.

Drugs: The three most commonly used drugs for date rape are alcohol and two prescription strength sleep aids.

The two prescription drugs are GHB, also known as gamma hydroxybutyric acid, and benzodiazepines (such as flunitrazepam, also known as Rohypnol or “roofies”); however, an American 1997 study showed that alcohol still remains the drug most frequently implicated in substance-assisted sexual assault.

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Continuous Open Recruitment: Chapters that have not reached their membership goals continue to recruit new members throughout the academic year in an informal manner.

Connections magazine: The goal of Connections is to provide subscribers with regular opportunities for development, a connection to the AFLV and their peer members, and to pro-

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Alcohol - Alcohol remains the most commonly used date rape drug, being readily available as well as legal. Many assailants use alcohol because their victims often willingly imbibe it and can be encouraged to drink enough to lose inhibitions or consciousness. Even if the victim agrees to sex, the act may be considered rape in some jurisdictions if the victim’s judgment was impaired or incapacitated by alcohol. Some assailants have committed “rapes of convenience” whereby they have assaulted a victim after he or she had become unconscious from drinking too much.

AFLV House director’s manual | 105

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Benzodiazepines - Benzodiazepines are drugs used to treat anxiety, panic attacks, insomnia, and several other conditions. Some benzodiazepines used to treat insomnia possess powerful sedative, motor-impairing, and strong amnesic properties.

Flunitrazepam (Rohypnol) is popularly held to be a date rape drug although very little evidence exists for its use for this purpose in the UK. The sedative effects of Rohypnol begin to appear approximately 30 to 45 minutes after `the drug is ingested. The effects typically last from four to eight hours after administration of the drug, but some cases have been reported in which the effects were experienced for twelve or more hours after administration. Scientists can now detect flunitrazepam and related compounds in urine up to at least five days or in hair up to a month after administration of a single dose of Rohypnol.

GHB/GBL/1,4 BDO - Gamma-hydroxybutyrate (GHB) has effects that are very similar to those of alcohol. According to the Drug Enforcement Administration: “Victims may not be aware that they ingested a drug at all. GHB and its analogues are invisible when dissolved in water, and are odorless. They are somewhat salty in taste, but are indiscernible when dissolved in beverages such as soft drinks, liquor, or beer.”

Date Rape Drugs: In recent years a new kind of rape threat has reared its ugly head at parties, on campuses and in nightclubs - so called “predator” or “date rape” drugs. What exactly are date rape drugs? Technically speaking, any substance that renders you incapable of saying no or asserting yourself and your needs can be used to commit rape.

This can include things like alcohol, marijuana or other street drugs, designer or club drugs like ecstasy, overthe-counter sleeping pills and antihistamines, even cold medications. However, the term “date rape drug” usually applies to the drugs Rohypnol, Gamma Hydroxy Butyrate (GHB) and Ketamine Hydrochloride.

Eating Disorders: Eating disorders are characterized by severe disturbances in eating behaviour. The practice of an eating disorder can be viewed as a survival mechanism. Just as an alcoholic uses alcohol to cope, a person with an eating disorder can use eating, purging or restricting to deal with their problems. Some of the underlying issues that are associated with an eating disorder include low self esteem, depression, feelings of loss of control, feelings

of worthlessness, identity concerns, family communication problems and an inability to cope with emotions.

The practice of an eating disorder like Anorexia, Bulimia or Compulsive Overeating may be an expression of something that the eating disordered individual has found no other way of expressing. Eating disorders are usually divided into three categories: Anorexia Nervosa, Bulimia Nervosa and Compulsive Overeating.

FEA: The Fraternity Executives Association is organized and operated exclusively to further the common business interests of the members by promoting, supporting, and encouraging the free discussion and exchange of ideas relating to college fraternal organizations. The membership of FEA is composed of employees of the administrative offices of fraternal member organizations.

FIPG: Originally formed in 1987, the original concept behind the Fraternity Insurance Purchasing Group was simple and two-fold. First, adopt a risk management plan that would help reduce exposure to risk. Second, use the group buying power of many national organizations as leverage to obtain more extensive coverage at lower prices. Today, though the title has remained the same, the organization is actually a risk management group. Men’s and women’s fraternities join FIPG, adopt its risk management policy, and make every effort to reduce their exposure to claims, but are not required to purchase insurance from the same carrier. http://www. fipg.org/

Formal Membership Recruitment: Formal recruitment is planned by the governing council. It is usually a few days in the fall in most cases before classes begin. Some schools have recruitment during the first week or so of the fall, or spring term.

There are established times for recruitment events. The councils encourage potential new members to “sign up” and then guide them to each of the chapters in an organized systematic way. It is a mutual selection process with the chapters inviting potential members back to the chapter events and the potential new members accepting/regretting the invitations.

106 | Glossary

Fraternity: Formally, it is the name applied to all Greek-letter organizations. Informally, it is applied to men’s groups.

Many sororities are incorporated as fraternities, but not all.

Gamma Sigma Alpha: Gamma Sigma Alpha National Academic Greek Honor Society (GSA) is the premier organization committed to the academic success of members and alignment with the academic missions of host institutions.

Students are eligible for membership based on grade point average and membership in a Greek fraternity or sorority. The Society strives to uphold the high ideals of scholastic achievement and therefore, only students with a cumulative grade point average of 3.5 or above (on a 4.0 scale) at the start of their junior year or a grade point average of 3.5 or higher in any semester during their junior or senior year are eligible. GSA is headquartered in Indianapolis, with over 200 chapters across the country and in Canada. http://gammasigmaalpha.org

Greek: (The trend is to drop Greek and replace it with fraternity and sorority because the public confuses the name with the country of Greece).

Greek Affairs or Greek Life or Fraternity and Sorority Life: The name of the university department responsible for advising fraternities and sororities as well as the associated governing councils on campus. Many universities are changing the name to Fraternity and Sorority Life.

Fraternities and sororities may also be advised out of a campus activities office.

Greek House Resource: Greek House Resource located at P.O. Box 195, Wimberly, Texas 78676. This placement service is run

by Barbara Gray and Charlotte Sands - Malu. Their phone number is 512/847-1668, and the email address is greekhs@sbcglobal.net. The web site is www.greekhouse.net. Greek House Resource works very much like a traditional placement service. House corporations, chapters and others can list openings and for a fee utilize the services in finding a house director(s) to interview. House director applicants can pay a very small

fee to register their resume. The fee pays for reference checks and other administrative matters that make it possible for the candidate to be recommended by Greek House Resource.

Hazing: Hazing is - Any action taken or situation created intentionally:

that causes embarrassment, harassment or ridicule

risks emotional and/or physical harm to members of an organization or team whether new or not regardless of the person’s willingness to participate

Still confused? Ask yourself these questions:

Would I feel comfortable participating in this activity if my parents were watching?

Would we get in trouble if the Dean of Students walked by?

Am I being asked to keep these activities a secret?

Am I doing anything illegal?

Does participation violate my values or those of my organization?

Is it causing emotional distress or stress of any kind to myself or others?

FIPG definition of hazing: No chapter, colony, student or alumnus shall conduct nor condone hazing activities.

Permission or approval by a person being hazed is not a defense. Hazing activities are defined as: “Any action taken or situation created, intentionally, whether on or off fraternity premises, to produce mental or physical discomfort, embarrassment, harassment, or ridicule. Such activities may include but are not limited to the following: use of alcohol, paddling in any form, creation of excessive fatigue, physical and psychological shocks quests, treasure hunts, scavenger hunts, road trips or any other such activities carried on outside or inside of the confines of the chapter house; wearing of public apparel which is conspicuous and not normally in good taste, engaging in public stunts and buffoonery, morally degrading or humiliating games and activities, and any other activities which are not consistent with academic achievement, fraternal law, ritual or policy or the regulations and policies of the educational institution or applicable state law.”

AFLV House director’s manual | 107

HIV/AIDS:

Initiate:

Acquired immune deficiency syndrome or acquired immunodeficiency syndrome (AIDS) is a disease of the human immune system caused by the human immunodeficiency virus (HIV).This condition progressively reduces the effectiveness of the immune system and leaves individuals susceptible to opportunistic infections and tumors. HIV is transmitted through direct contact of a mucous membrane or the bloodstream with a bodily fluid containing HIV, such as blood, semen, vaginal fluid, seminal fluid, and breast milk.

A new member, pledge, or associate who has recently become an initiated member of the fraternity or sorority chapter following initiation ceremonies or ritual.

House: The word refers to the bricks and mortar only, but it is frequently used by the members to describe the chapter.

The chapter is the people.

House Director or Housemother:

Initiation: The formal ceremony in which new members or associate members become full members of the organization.

Legacy: A woman whose mother, sister, grandmother, or halfsister is an alumna or initiated member of a sorority or a man whose father, brother, grandfather, or half-brother is an alumnus or initiated member of a fraternity.

Membership Development:

Identity theft is a form of fraud in which someone pretends to be someone else in order to steal money or obtain other benefits. The term dates to 1964 and is actually a misnomer, since it is clearly not inherently possible to steal an identity - a more correct term is identity fraud or impersonation. The person whose identity is used can suffer various consequences when he or she is held responsible for the perpetrator’s actions. In many countries specific laws make it a crime to use another person’s identity for personal gain.

Over the past two decades, one of the biggest changes in fraternity and sorority programming has been the shortening of the new member period. Along with this concept has come the idea of continual membership development. The basic philosophy is that the new member period (six weeks on average) is an orientation period, while education continues throughout the member’s years in college and beyond. The primary impetus for the original adaptation was the need to eliminate hazing; however, the positive outcomes have affected all areas of chapter operations. Almost all fraternity and sorority headquarters/national organizations have created amazing member education programs for their members. Many of these programs are available to the public and shared by the members of the fraternity and sorority community.

IFC:

Mental Health:

Interfraternity Council – the campus governing body for all fraternities. The councils plans recruitment, community service events and provides educational programs for the community.

Mental health is clearly linked to retention and academic performance (Backels & Wheeler, 2001). Academic advisors find that mental health issues interfere with student success more than ever before. Young (2004) brought these issues to light in The Chronicle of Higher Education article, “Prozac Campus.” Today several excellent resources are available to advisors who want to be informed and capable to assist the students who struggle with these problems.

The adult hired to manage the property (house) and oversee the kitchen operation and other similar duties.

Identity Theft:

IFI: The Interfraternity Institute is an intensive summer training institute for professionals (Greek advisors and national staff members) which is held at Indiana University and is coordinated by the student affairs staff at IU and the Fraternity Executives Association.

Today, faculty and staff members note that complex and even clinical issues are more prevalent among the stu-

108 | Glossary

dents they teach and advise. Kadison & DiGeronimo (2004), in the recent book, College of the Overwhelmed: The Campus Mental Health Crisis and What to Do About It, confirm that a rising number of students are coping with depression, anxiety, and other major mental health challenges.

College counseling centers across the country report increased frequency and severity of students’ mental health concerns. Two major studies document these observations. At Kansas State University, counseling center staff conducted a retrospective analysis of client problems over 13 years ( Benton , Robertson, Tseng, Newton, & Benton, 2003). Corroborating their suspicions, the K-State researchers found a significant increase in student psychopathology in 14 out of 19 areas (e.g., depression, suicidal thoughts, sexual assaults, personality disorders, and the like). Kitzrow (2003) published a literature review related to the mental health needs of today’s college students. Citing a survey of directors of college counseling centers, Kitzrow reported that from 1996 - 2001, 85% saw more severe psychological problems. In addition, respondents described more cases of learning disabilities, self-injury incidents, eating disorders, alcohol and drug use, warnings to third parties, and stalking.

Why are students so anxious and depressed? Today’s students deal with cross-cultural issues, family dysfunction, poor frustration tolerance, experimentation with drugs and alcohol, and weak interpersonal attachments (Kitzrow , 2003). Greg Kneser, Dean of Students at St. Olaf College in Northfield, MN, notes that many students lead “hyper-enriched lives”, with their cell phones, computers, classes, jobs, sports, travel, volunteer work, and more (Kneser, 2004); all this is too much to handle for some students.

National House Director Conference: The Association of Fraternal Leadership & Values is proud to support House Directors that play such a vital role in the chapter house management of our undergraduate fraternity and sorority chapters across the country. AFLV hosts the national conference for House Directors each summer in a different geographical location. This conference is intended to provide an opportunity for fraternity and sorority House Directors to gain valuable skills and keep up with the issues that impact them in today’s ever changing market. The professional House Directors Conference is the premier opportunity for fraternity and sorority House Directors to gain

valuable skills and keep up with the issues that impact them in today’s ever changing campus environment.

New Member: Also known as pledge or associate member – a man or woman who has accepted the bid of a fraternity or sorority and has been taken into full membership, but has not yet been initiated.

New Member Mom/Dad or Big Sister/Brother: An initiated member who sponsors, advises, and guides a new member through the initial stages of membership.

Open Recruitment: An informal period during which fraternities and sororities recruit new members.

Order of Omega: Order of Omega is an honor society for members of Greek organizations. The organization recognizes juniors and seniors who have exemplified high standards in the areas of scholarship, leadership, involvement within their respective organization and within the Greek, campus and local community. Members are selected from the top 3% of Greeks at each institution. Order of Omega now has over 500 chapters in the United States and Canada, and over 200,000 members!

Panhellenic Council: The campus governing body for NPC sororities. Each sorority on campus has at least one delegate. Each sorority has an NPC Advisor from her own national organization. The NPC provides an Area Advisor who is available to assist and advise the Panhellenic Council on NPC matters including recruitment, extension and programming.

Philanthropy: Another trend in fraternity and sorority programming is an emphasis on hands-on service, extended volunteerism, and service learning versus philanthropic fund-raising. Adopt-a-School is an example of a community-wide effort being made on many campuses.

A nationwide development among college Panhellenic councils has been the implementation of a philanthropy

AFLV House director’s manual | 109

project during formal recruitment. During these events prospective members are introduced to this important aspect of sorority involvement through actual participation in a philanthropic activity.

munity on campus.

Prospective or Potential Member: A student who is registered with the IFC or Panhellenic Council to participate in the recruitment process on campus (formerly known as a rushee).

Recommendation: A letter or statement written by an alumna of a national organization to the chapter of her sorority on a campus, recommending a potential new member for membership in the chapter.

Recruitment Event: A time block during Recruitment Week used to entertain and get acquainted with prospective members (formerly known as a rush party).

Recruitment Week: The major, formal period (formerly known as rush) set aside by Panhellenic Council for recruiting prospective members. During the week, those women interested in sorority membership are given the opportunity to become acquainted with the members of each sorority chapter. This is a mutual selection process. On some campuses, the Interfraternity Council also sponsors a formal recruitment period for prospective fraternity members.

Regional Undergraduate Leadership Conferences: There are a number of undergraduate leadership conferences primarily for council and chapter officers. They are four-day opportunities for fraternity/sorority leaders to meet and learn from nationally recognized speakers on current issues.

AFLV Central Fraternal Leadership Conference- The largest of the Association’s programs comes in the form of the AFLV Central Fraternal Leadership Conference. The 2013 conference is in Indianapolis, IN. Programming includes position-specific information for fraternity/sorority governing councils, chapters, advisors, and graduate students. Also included is specific information about current events and issues that impact the Fraternity/Sorority com-

The National Black Greek Leadership Conference is held in conjunction with the Central Fraternal Leadership Conference. More than 2,000 participants come together creating the ideal setting for networking and idea sharing. The event is the largest gathering of undergraduate fraternity and sorority leaders from councils and chapters across the country.

AFLV West Fraternal Leadership Conference - The AFLV West Fraternal Leadership Conference is the oldest of the regional conferences and has met regularly since its establishment in 1948.The Leadership Conference offers five nationally recognized and highly sought after keynote speakers, six professional and very popular nationally known featured speakers, 60 educational sessions, an awards & assessment program, pre-conference workshops, targeted institutes, and an unprecedented opportunity to network with fellow Fraternity/Sorority leaders.

The National Cultural Greek Leadership Conference is held in conjunction with the West Fraternal Leadership Conference. Specifically geared to provide a forum for multicultural fraternity/sorority members to network and dialogue on topics that impact their organizations, this national event serves to educate, develop, and unify the members of campus fraternity/sorority communities.

NGLA: The membership of the Northeast Greek Leadership Association is similar to that of AFLV; however, its member councils come from the northeast region of the United States and eastern Canada. http:// ngla.org/home

SEIFC: The Southeastern Interfraternity Conference (SEIFC) is a voluntary association of fraternity governing councils in the southeastern United States. SEIFC is one of the six regional associations throughout North America designed to bring together institutions and individuals with a commitment to fraternity life on college and university campuses. SEIFC was founded during a meeting of student leaders, fraternity professionals and Greek advisors in Jackson, Mississippi, over 40 years ago. The concept of direct student involvement remains a cornerstone of SEIFC today. With over 100 fraternity governing councils currently holding membership, colleges and universities with student populations from under 3,000 to over 30,000 are serviced by the SEIFC Administrative Office. http://www.seifc. org/ SEPC: The Southeast Panhellenic Conference is a regional association for Panhellenic Councils in the

110 | Glossary

southeast region of the United States. They also host a Summit which features programming for black and multicultural fraternity/sorority members. http://sepconline.net/conference

UIFI: The Undergraduate Interfraternity Institute is a five-day institute which offers a unified curriculum to student participants. Each session builds on a previous segment and leads into the next. All sessions offer hands-on experiential activities and ample discussion time to address individual concerns. Major sessions are complemented by small group chapter meetings held throughout the week. Chapters are designed to assist each UIFI participant in developing his/her desired leadership skills, gaining new ideas, and developing concrete ideas for their return to campus. IMPACT is another NIC program designed for use on campus to enhance fraternal relations and to develop leadership skills, values-based decisions, coalition building, and positive change within the fraternity/sorority culture.

FUTURES QUEST is a similar program for emerging leaders. http://www.nicindy.org/programs/uifi/

Release Figure Methodology: New recruitment statistical methods utilized by National Panhellenic Conference member sororities to assist campus Panhellenic Councils in conducting a fair and balanced recruitment process that ensures parity. Campus Panhellenic Advisors are provided with a Release Figure Specialist who helps determine daily recruitment returns and invitation numbers.

Risk Management: Most fraternities and sororities pay particular attention to managing risks in a variety of areas. The FIPG Risk Management Policy is the premier example of a policy.

Sexual Assault: Most often when people hear the words “sexual assault” they think of rape. One might automatically picture a stranger jumping out of the bushes to rape a woman walking home from work late at night. While it is true that rape by a stranger is a form of sexual assault, it is vital to include the wide range of unwanted sexual contacts that many people experience in our definition of these words. Sexual assault can include child sexual abuse, rape, attempted rape, incest, exhibitionism, voyeurism, obscene phone calls, fondling, and sexual harassment. There is a range of nonconsensual sexual acts that create a continuum in which each form of sexual

assault is linked to the others by their root causes, as well as by the effects they have on individuals and communities. While sexual assault can take many forms, it is important to remember that the loss of power and control that a victim of sexual assault experiences is a common thread.

Rape is any sexual intercourse with a person without his or her consent. It is an act of violence that uses sex as a weapon. There are many different types of rape that are important to distinguish as well. Stranger rape happens when the victim does not know his or her offender.

Many people believe that this type of rape only happens to women who dress a certain way, walk alone at night, or park in parking garages. The reality of stranger rape is that it happens during the day and at night, to people from all different walks of life, and in lots of different places.

Acquaintance rape describes a rape in which the victim and the perpetrator are known to each other. The perpetrator might be a partner, coworker, best friend or neighbor. Did you know that this is the most common type of rape? 84 percent of rapes happen among people who know one another. Most of the time a person is raped by someone they know, trust, or love.

Date rape is a specific kind of acquaintance rape, referring to a rape that occurs between two people who are dating partners. Often times the victim is emotionally manipulated or coerced into having sex with his or her partner. Marital rape, one of the least talked about forms of sexual assault, is rape between husband and wife. Because of personal and societal barriers to reporting marital rape, its prevalence is probably higher than we are aware.

Sexual harassment is any unwelcome sexual advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature. Sexual harassment often manifests itself in subtle ways, such as sexually suggestive comments, unwanted touching, risqué jokes, or blatant demand for sexual contact. In most cases, these actions take place within work or educational settings where both the offender and the victim are required to be in close contact.

Sexually Transmitted Disease: A sexually transmitted disease (STD), also known as sexually transmitted infection (STI) or venereal disease (VD), is an illness that has a significant probability of transmission between humans or animals by means of

human sexual behavior, including vaginal intercourse, oral sex, and anal sex. While in the past, these illnesses have mostly been referred to as STDs or VD, in recent years the term sexually transmitted infection (STI) has been preferred, as it has a broader range of meaning; a person may be infected, and may potentially infect others, without showing signs of disease. Some STIs can also be transmitted via the use of IV drug needles after its use by an infected person, as well as through childbirth or breastfeeding. Sexually transmitted infections have been well known for hundreds of years.

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Sorority: A group of women joined together in friendship, common interest and for educational purposes. Those interests include living the fraternal values of the organization which usually include academic excellence, service and friendship.

Umbrella Governing Organizations:

Stalking: The difficulties associated with precisely defining this term (or defining it at all) are well documented. It seems to have been first applied to the harassment (in a general sense) of celebrities by strangers who were described as being obsessed. Stalking can be defined as the willful and repeated following, watching, and / or harassing of another person. Most of the time, the purpose of stalking is to attempt to force a relationship with someone who is unwilling or otherwise unavailable. Unlike other crimes, which usually involve one act, stalking is a series of actions that occur over a period of time. Although stalking is illegal, the actions that contribute to stalking are usually legal, such as gathering information, calling someone on the phone, sending gifts, emailing or instant messaging. Such actions by themselves are not usually abusive, but can become abusive when frequently repeated over time.

NAPA – National Asian Pacific American Panhellenic Association – developed in 2004 and continuing to evolve to this day, the Association forms the base from which a strong and united Asian Greek community will be developed. www.napa-online.org

NIC - Since 1909, the North American Interfraternity Conference has been serving the men’s college fraternity community in Canada and the United States. Through 75 member fraternities, the NIC represents almost 4.5 million alumni and 400,000 college students in over 5,500 chapters on more than 800 college campuses. The NIC advocates the needs of fraternities through the enrichment of the Greek experience, advancement and growth of the fraternities, and enhancement of the educational mission of the host institutions. http://www.nicindy. org/

NMGC The National Multicultural Greek Council (NMGC) is an umbrella council for a coalition of Multicultural Greek-letter organizations (MGLOs) established in 1998. The purpose of NMGC is to provide a forum that allows for the free exchange of ideas, programs, and services between its constituent fraternities and sororities; to promote the awareness of multicultural diversity within collegiate institutions, their surrounding communities, and the greater community-at-large, and to support and promote the works of its member organizations. http:// nationalmgc.org/about/

Substance-free Housing: The substance-free housing initiative is one of the most controversial issues affecting the Greek movement. Women’s fraternities and sororities (through NPC) have always mandated substance free housing, as has the FarmHouse fraternity. In the past several years, several inter/national men’s fraternities mandated that their chapters have substance free housing by the year 2000. The basic requirements are that no alcohol or other substances will be permitted in the chapter house or on other kinds of chapter property and that the chapter must hold social functions involving alcohol at out-of house locations using third-party vendors.

Another development is the passing of resolutions by several NPC member organizations which prohibit collegiate chapters from participating in (or co-sponsoring) social events with alcohol on fraternity chapter property.

NALFO (National Association of Latino Fraternal Organizations) is an umbrella council for Latino Greek Letter Organizations. The purpose of NALFO is to promote and foster positive interfraternal relations, communication, and development of all Latino Fraternal organizations through mutual respect, leadership, honesty, professionalism and education. Established in 1998, NALFO has 20 member organizations from across the United States. http://www.nalfo.org/

112 | Glossary

NPC The National Panhellenic Conference, founded in 1902, is an umbrella organization for 26 inter/ national women’s fraternities and sororities. Each member group is autonomous as a social, Greek-letter society of college women and alumnae. Members are represented on over 620 college and university campuses in the United States and Canada and in over 5,300 alumnae associations, making up a population of over three million sorority women in the world. “The mission of the National Panhellenic Conference is to support and promote women’s fraternities as a positive element of the higher education experience.”

NPHC The National Pan-Hellenic Council is the national coordinating body for the nine historically African American fraternities and sororities. The NPHC is currently composed of over 900,000 affiliated members in undergraduate and alumni councils in all regions of the United States and abroad. The NPHC stresses and provides action strategies on matters of mutual concern and serves as the conduit through which these action plans are put into effect. NPHC organizations are unique with respect to other Greek letter organizations in that they have profound commitment to providing community service and to uplifting/promoting the general public welfare.

Unanimous Agreements: Basic to the National Panhellenic Conference are the Unanimous Agreements, which express the fair play essential to inter-fraternal activity, and which set forth the rights of women’s fraternities as private, voluntary social organizations. Since 1902, the member groups of NPC have unanimously agreed to pursue certain procedures and ethics which lead to the orderly and equitable conduct of their mutual functions. Each member sorority of NPC pledges that every collegiate and alumna member will abide by and honor the Unanimous Agreements. Therefore, each college Panhellenic association must incorporate the NPC Unanimous Agreements into its own procedures and methods of operation (constitution, bylaws, recruitment guidelines, etc.). The “Green” Book Otherwise known as the NPC Manual of Information - 15th Edition contains the NPC Unanimous Agreements and recommendations that are critical to the management of a college Panhellenic association or alumnae Panhellenic association. The history of NPC, information about the 26 member groups,

guides pertaining to programming, recruitment, extension, formation of a new college or alumnae Panhellenic group, and officer duties are all covered.

Welcome Week: Many campuses plan events and activities primarily for new students. These events are an orientation to campus as well as an opportunity to meet faculty and upperclassmen who usually assist in the implementation of the events. Fraternities and sororities usually play a big part in this event.

Work Week: Members return to campus the week before formal recruitment begins. They use the week to prepare for formal recruitment.