Advisor Handbook - University Unions - James Madison University

broadbeansromanceΤεχνίτη Νοημοσύνη και Ρομποτική

18 Νοε 2013 (πριν από 4 χρόνια και 4 μήνες)

97 εμφανίσεις

Advisors Manual

James Madison University

Harrisonburg, VA



Table of Contents

The Role of the JMU Fraternity & Sorority Life Office..........................................p. 3


About the Fraternity & Sorority Life





ole of an
dvisor.....................................................................................pgs. 4


r Advisors




Alumni/Graduate Advisors


Various Duties of Advisory Board

Developing a
elationship with your
………………………………pgs. 11


Advisor Hints and Tips


Advisor Burnout

Establishing Effective Communication
……………………………………..pgs. 12


Communicating with the General Chapter Body


Communicating with the Chapter


Interfraternity Council/Panhellenic
…………………………….pgs. 14

………………………………………………………………………………p. 16

The Association of Fraternity/Sorority Advisors (AFA)
………………………….p. 17

…………………………………………………………………..pgs. 18


Strategic Plan


Core A
lcohol Survey


What is the Role of the

Office of

Fraternity & Sorority Life?

About the Office of Fraternity & Sorority Life

In the spring of 1939, Fraternity/Sorority Life began at what was then Madison College.
Today, more than

students are strong and vital members of the fraternity/sorority
community at James Madison University.

Although, we are a relatively young institution our campus has a strong

with tradition and strong
. Today, w
e are proud to have a
thriving fraternity/sorority


chapters on campus rang
ing from
approximately 30 to 160

members. We are proud of our organizations

and strive to
ensure that each

fraternal involvement

will be one
of the most m
emorable times
of his/her college experience

Guided by our dedicated staff, Fraternity & Sorority Life offers students a unique
opportunity to have a balanced college life with a focus on academic excellence,
brotherhood/sisterhood, community service, and

responsible soc
ial interaction. Fraternity
Sorority Life allows students to make lasting friendships with individuals that share
similar goals, ideals, and common purposes.


JMU Mission Statement


We are a community committed to preparing
students to be educated and enlightened
citizens who lead productive and meaningful lives.

Office of Fraternity & Sorority Life Mission Statement


In partnership with Inter/National fraternity and sorority organizations, we are
committed to providing pr
ograms, services, and resources that support and empower
students, advisors, and alumni to foster the advancement of a nationally recognized
community founded upon the values articulated by JMU and their respective
fraternity and sorority organizations.


What is the Role of an Advisor?

You have been selected by the members of a Fraternity or Sorority to
act as an advisor to their chapter. Advisors assist in the general operation and governance
of the chapter, including identifying educat
ional, scholastic, cultural and developmental
resources within the
James Madison University.

Basic Expectations

organization has minimu
m expectations of their
advisors. Leaders know that
advising a chapter takes a personal investment of time and they want to be
respectful of
the time you are

to them.

They understand this commitment may take you a
from your work responsibilities, family, and other vol
unteer commitments. They will
have a solid list of basic responsibilities
to guide you

Be sure to
read your own organization’s advisor manual
and/or speak with a national
headquarters representative
to see the overlaps and the differences in expectations

that document

and office,

and this handbook
. Comparing these
resources with your
advisors would be a great discussion starter.

Expanded Expectations: The Great Advisor

The good advisor meets the basic expect
ations of the chapter and
national organizati
The great advisor discusses
expanded expectations with the chapter and works to meet
them together.

The expanded expectations of advisors are:

Communicate, communicate, communicate

Most often you are the liaison between the
chapter and the university and the chapter and
the national organization. Don’
t wait until
problems come up. Be proactive and introduce
yourself to the campus professional to establish that relationship. Set up a face

meeting to begin building thi
s important relationship. Discuss mutually acceptable times
to call the campus professional at home or on another personal line.

Be sure to email and
call the inter/national organization staff and/or your

immediate volunteer supervisor for
pertinent resou
rces, materials, and training opportunities.

Talk with your specific chapter advisees to see how to best communicate with them.
Some students are night owls and respond best to email at midnight. Others have their
cell phones with them at all times and reg
ularly check their voice mail. Still others may
prefer quick
text messaging

for short and quick answers.

Lead with integrity

Follow the “do
as I do” philosophy. When
national organizations recruit new members


for their
colonies they are often told, “r
ecruit in your image.” That means that alumni
members must be vigilant about leading with values such as responsibility, trust, honesty,
fairness, civility, and caring. Undergraduates have you as
a unique connector to the
national organization. You represe
nt an individual as well as a leadership position
which to aspire
. Make yourself worthy of their respect.

Be present

Attend and be an active participant in chapter meetings to create and sustain your
relationships with the und
ergraduates. Negotiate wit
h the
chapter on the number of
meetings they would like you to attend. You will find it easier to advise them when you

have a two
way trusting relationship.

Attend special chapter events such as Initiation, Founder's Day, alumni events,
parent/family eve
nts, recruitment, officer training and transition, retreats, etc.

Be respectful of the chapter and campus culture

The chapter you advise may or may not be your chapter of initiation. You may be fresh
out of school or more removed from the college
experience. You would benefit from
asking probing questions about “the way we do things around here” as you determine
your style of interacting with students, other volunteers, and campus officials.

Get information on your organization’s liability insuran

In order to be covered by your organization's insurance policy, you may need to pay
annual per capita dues. Some organizations include this in your alumni dues. Be sure to
contact your immediate volunteer supervisor to discuss your specific
ities and

Know the
governing documents

for the chapter

and keep them on file

The chapter’s representative to the undergraduate governing council should have a copy
of that organization’s constitution and by
Also add the by
laws and governing
documents from the Fraternity & Sorority Life office to make sure the chapter remains
within James Madison University and national organization parameters.

Know the end goal of advisement

From a college student
development point of view, the main goal of the advisor is to help
the chapter and the individual members become accountable for their actions. We are
coaching them to be self
cient and self
directed adults.
Students today have more
resources, knowle
dge, and support from all fraternity/sorority stakeholders than ever
before. They need direction on where to find these resources and how to make good
decisions with the information they have.

Know the respo
nsibilities of the Advisory Board

Some chapters
are fortunate to have one involved alumnus to advise them. Others are


even more fortunate to have an entire team of volunteers working to support the members
in their personal development and the chapter in its organizational development. Know
and understa
nd the team’s responsibilities to maximize your volunteer time and work

Help the chapter look to the future

The current members

should think about what they want to do as a unit to contribute to
the long
term health of the chapter. Help them crea
te a meaningful goal setting retreat
that they can facilitate on their own or involve others. Connect the skills they are using to
the strategic planning used in corporations and volunteer organizations. Help them
understand the importance of creating and
maintaining an organization

You should also look to the future by planning with the end in mind. Who will replace
you as the chapter advisor? What type of succession planning are you modeling for the
chapter? Create a solid chapter advisor’s file with yo
ur own lessons learned, helpful
people list, and other notes so your successor can continue your good work. Remember,
many chapter advisors are the long
term knowledge base for the chapter. You and others
on the advising team will want to know the history,

, and traditions of the chapter



While every fraternity and s
orority may have different titles associated with their wide
range of advisors, the overarching tas
ks and responsibilities are
. For more
information, or a
detailed description of the position, visit the organization’s national
website or speak with the Executive Board.

The chapter advisor is often
an employee of the host university and/or
an alumnus
member of the fraternity or sorority they are advising. D
ue to the constant turnover of
the organization’s members, the chapter advisor serves as the constant face that guides
the organization. The chapter advisor serves as the liaison between the general body, the
Executive Board, the Advisory Board, Fraternit
y & Sorority Life office and national
headquarters. The chapter advisor is the primary contact for the organization when it is
seeking advice or direction. In addition to these responsibilities, the chapter advisor
should be knowledgeable in the organiza
tions history, values and policies.

As a Chapter Advisor, you are expected to:

Provide general guidance to the chapter

Oversee the selection o
f other advisory board members

Regularly a
ttend chapter meetings

Regularly a
ttend executive board meetings

available to meet with individual

members who may need guidance

Attend chap
ter advisor meetings hosted by Fraternity & Sorority Life


Maintain close contact with t
national organization
headquarters and the
Fraternity & Sorority Life office

Advisor should work with the chapter in a number of areas, including but
not limited to:

Chapter Management



New Member Education/

House Management

Chapter Dynamics

k Management/



Community Service/

Drug Education

Educational Programming

Crisis Management

Alumni Relations

Relationship with the University
and National Organization

Faculty Advisors

Unlike the chapter advisor, the faculty advisor is not always a member of the
he/she is

The promotion of strong academics and
high GPA

are goals that the faculty advisor will seek from
the chapter.
Through academic programs and meeting with the Scholarship chairs,
the faculty advisor should be keeping a close watch on the chapters’ success.
Since the faculty advisor is an empl
oyee of the university, they often serve as a
liaison between the university administration and the chapter.

As a Faculty Advisor, you are expected to:

Attend two chapter meeti
ngs each semester to emphasize
academics and your
availability as a mentor

available to meet with individual members who may need academic

Provide guidance to the chapter if they want to develop a speaker series or host
a faculty reception or dinner

Attend any faculty reception the chapter hosts

Help the chapter formula
te academic incentives to reward members who do
well academically

Review the scholastic achievement of the chapter and determine whether it
meet the national’s expectations

Attend one chapter event (other than a chapter meeting) each semester

Advise chapt
er and or officers on university issues


Alumni/Graduate Advisors

The alumni or graduate advisor is a member of the national organization, but does
not have to be from the chapter they are advising. With

acquired as

a member of the organization, he/she is

often the first contact for the
chapter’s members when in need of advice or guidance.

relationship with
area alumni will further benefit the chapter when assembling an alumni advisory
board. Together, the
wealth of experience working with the organization is the
major skill the advisor brings to the chapter.

Various Duties of
Advisory Board

Basic Advisory Team Expectations

Share your expectations of and definitions of chapter success

Meet monthly a
s a team for a commitment to effective communication

Set goals and objectives for the advising team, not the chapter

Help each other become competent, confident, and caring professionals

Work as a collaborative unit to provide services and resources to t
he chapter

The following describe specific roles in addition to the chapter advisor that may

in place on an existing advisory board.

If there is no advisory board in place, the
chapter advisor would take over select responsibilities in these areas as possible.

Academic Advisor

Advise Scholarship Chairman, Scholarship Committee and other officers

Ensure chapter has a viable Scholarsh
ip Program

Attend meetings with members failing to meet chapter’s scholarship standards

Attend scholarship acknowledgement ceremonies

Alumnae Relations/Public Relations Advisor

Advise Alumnae Relations Officer, Public Relations Chair, and/or Historian

Attend events sponsored by the chapter designed to improve the relationship
with area


Ensure that the chapter is submitting appropriate content for alumni newsletters

Help officers update and maintain a curren
t listing of alumni

Standards Board


Advise officer responsible for the chapters standards

board and standards
operations, a
ttend Standards Board meetings
if necessary


Work with other advisors to ensure education and adherence to all Fraternity
policies and


Assist the ch
apter in addressing internal concerns around

member conduct, and any other issue that would effect
the continued development of the


Attend sp
ecialized trainings as requested

Member Education Advisor

Advise chapter officers related to new member education

Work with other advisors to ensure education and adherence to
policies and


Work with the new member educator to develop the plan for new member

Ensure hazing is not occurring

Work with other advisors to ensure each new member has paid all required
fees prior to

initiation, and tha
t the money is forwarded to national

with the proper forms and releases

Financial Advisor

Meet with Tr
easurer to assure the financial soundness of the chapter

Ensure payments are current to the national organization

Approve expenditures before purchases are made, if applicable

Attend budget meeting and approve the proposed and revised budget

Cosign all checks, if applicable (do not sign blank checks)

Ensure bills are accurate

Assist the Treasurer in informing new members of their financial

Meet with members having financial problems and attempt to find solutions

Assist the
Treasurer to accurately prepare any necessary tax forms

Risk Management Advisor

Advise Risk Management Chair, Social Chair, Risk Management Committee
and other officers, as necessary

Have a working knowledge of universit
y risk management policies and F
and ensure all officers understand risk management procedures

Work with other advisors to ensure education and adherence to all Fraternity
policies and procedures


Recruitment/Intake Advisor

Advise the Recruitment Chairman and the Recruitment Commit

Have a working knowledge of the national organization and university
recruitment policies

Attend recruitment workshops and assist chapter in making recruitment plans

Attend recruitment events, when available


Developing a Relationship with your

Advisor Hints and Tips

How to be a Successful Advisor

Be honest

Be competent

Be forward looking

Be inspiring

Create a trusting relationship

Set clear expectations of one


Receive input prior to

advice or taking action

Customize your advice

Provide reasons for why your
dvice should be taken

Keep yo
ur advisees’ priorities in

Provide alternatives when
making suggestions

As much as pos
sible, avoid
being an enforcer

Avoid put
yourself in the

Get your accepted
responsibilities done on tim

Respond to all
questions and
requests for help

Show you are interested

Be a positive example

Make your communications
avoid cynical or
negative remarks

Never lose your tempe

Anticipate potential problems

Avoid saying
, “I told you so


Show that you are proud to be a
part of the group

Causes of Advisor Burno

Frustrating meetings (no agenda, order, long, argumentative)

Indefinite task descriptions

Lack of feedback

Being uninformed

Indeterminate terms of office

Difficulty with delegating

No opportunities for spiritual renewal

Lack of appreciation


Establishing Effective Communication

Communicating with the
General Chapter Body

Building Relationships that Work

Advisors are the link between students, faculty, community, and headquarters, as
well as between the chapter and the campus leadership. The responsibility for
building a positive, rewarding relations
hip is shared between the advisor and the

These strategies will help you maintain a solid foundation for working with a


nd a lunch or di
nner with the chapter members

Encourage the chapter

to host a scholarship banquet

Be available and enthusiastic about helping the chapter educate themselves.
Present a study skills seminar to the c
hapter and/or new member class

Get to kn
ow all chapter members by name

Assist officers
in planning events
when needed

Try to attend and participate in community events wit
h the chapter when

Ask to be on the chapter’s e
ail list serve or mailing list

Stay informed of what is happening in the organizati
on, both positive and

Stay connected w
ith the
Fraternity &

rity L


d use them as a
resource often

Agree to support the rules and regulations of the universi
ty and


honest and open wit
h chapter members and officers

Stay informed of problems and issue
s in the

through the c
hapter or the Fraternity

Sorority Life office

Attend chapter activities when in
vited, including social events

Stay informed of the chapter’s

organizational activitie
s, meetings, and social

Meet r
egularly with the chapter or chapter representatives to dis
organizational challenges

Stay informed of any potential problems or concerns with the chapter,
especially regarding academic, membership and conduct issues.

Attend advisor and/or alumni meet
ings when scheduled by the

Sorority Life office

Attend chapter and new member meetings at least 1
2 times a semester


Communicating with the Chapter


Relationship between Collegiate Officers and Advisors

Generally, the advisor’s
contacts with the organization will take place in two
settings: discussions with the officers, and attendance at meetings and other group
activities. When working i
n these two settings, the adviso
r must constantly be
aware of

role in the organizati
on. Although active participation by the
advisor is desirable, the advisor is not the leader of the group. The key to advising
is developing a good relationship with the officers of the organization.

Setting clear expectations between you, the organizati
on, and its officers, such as
those listed below, can help strengthen that relationship and improve

Setting Clear Expectations:

The officer should meet regularly with the advisor and use them as a sounding
board for discussing or
ganizational plans and problems

The officer should keep the advisor informed as to all organizational activities,
meeting times, locations, and agendas. The advisor should
receive minutes of
all meetings

The advisor should assist the officer in

goals and
in planning and


term projects

The officer should utilize the advisor as a resource person. From their previous

the advisor can provide the officer and member

with background
information and
a di

The officer will find the advisor able to assist in evaluating individual and
group proj
ects, performance, and progress

e advisor may assist the officer
in preparing meeting agendas. This not only
provides structure for conducting t
he organization’s meetings, but also serves
as a point of departure for the discussion o
f other areas of mutual concern

The advisor should point out factors bearing on the ideas presented by the
officer without imposing their own bias. If an i
dea is inapp
ropriate, the adviso
should try to encourage the officer

to consider other alternatives

If the officer asks “what should we do?

or “what do you think?” T
he question
should be rephrased and handed back to the officer. The advisor

there to
assist the o
fficer, but no
t to solve the problem for them

The advisor may suggest ways by which
group meetings can be improved

The advisor makes suggestions to help the officer improve other leadership
skills. The officer should be encouraged by the advisor to take an occasional
chance on some less proven members in delegating


nity Council/Panhellenic Counci

Interfraternity Council

he Interfraternity Council (IFC) is the governing body for

men's fraternities at
JMU. The mission of the Interfraternity Council is to insure friendship in
coordination among social fraternities and to promote fraternity life in general at
James Madison University. To accomplish this mission the IFC has accepted
following specific purposes:

To maintain a high standard of fraternity life and inter
ips at James Madison University

To promote intellectual achievement and sound schol
arship among
fraternity members

To coordinate those
fraternal activities that may have a direct ef
fect on the
member fraternities

To act as a mediating body in conflicts occurring among member
fraternities in the case of complaints that are directed toward member

By acting in accordance with

these policies, IFC's primary objective of sustaining
a healthy, strong, and safe environment for fraternities can be met.

Panhellenic Council

The JMU Panhellenic Council is the governing body for our National sororities.
The Council strives to express
the high ideals for which every individual sorority
stands. The Panhellenic executive board is the administrative body of the Council,
and consists of representatives from each sorority, in addition to the president and
elect. Every sorority is r
epresented by two elected delegates. Not only
are these women the voice of their chapter on the council, but they also serve as
chairpersons and members of various committees.

The mission of the James
Madison Panhellenic Association shall be to strive to e
xpress the high ideals for
which every individual sorority stands.

The objectives of the Panhellenic Association are the following:

To promote fraternity and Interfraternity relations within the University and
throughout the community.

To further intelle
ctual accomplishments and sound scholarship.

To cooperate with member fraternities and University administration in
concern for and in maintenance of high social and moral standards.


To supply services to JMU and the Rockingham County area.

To act in accor
dance with National Panhellenic Council (NPC), Unanimous
agreements, policies, and rules.

Act in accordance with such rules established by Panhellenic Council that
do not violate the sovereignty, rights, and privileges of member fraternities.



The purpose of having forms is to
maintain open

and honest communication
between and among the fraternity/sorority community and Fraternity & Sorority
Life staff and 2) continue to stay informed and up
date on the current
happenings in the fraternit
y/sorority community. Most

of the forms are included in
the chapter binders, located in the FSL main office. These chapter binders
represent a year’s worth of documentation including scholarship plans, recruitment
calendars, new member education plans, rep
ort forms and much more for each

Forms that can be found on the FSL website ( are the

Advisor Roster

Alcoholic Event Registration Form

Notice of Recruitment & Calendar

New Member Education Plan

Officer Ros

OSAI Hazing Information and Policy Compliance Form

Payment Contract

POTENTIAL New Member Form

event Checklist

Roster Change Deletion Form

Roster Additions Form

Scholarship Plan

Service & Involvement Report Form

To locate the above forms, visit the

website, and click on
“Forms” found on the top



The Association of Fraternity/Sorority Advisors (AFA


the business of the Association; its reason for existence

AFA enhances its members’ abilities to foster impactful


the future we hope to create

AFA is the catalytic force in aligning the fraternity/sorority experience with the
changing dynamics and enduring principles of higher education.

The Association of Fraternity/Sorority

Advisors (AFA) provides exceptional
experiences, a vibrant community, and essential resources for the success of
fraternity/sorority advisors.

We have an ongoing commitment to the professional
development of our members, a deep appreciation of both academ
ic and applied
research that examines the entire spectrum of the fraternity/sorority experience and
the advising profession, and a commitment to collaborations within and between
the higher education and interfraternal communities.

Through our programs an
d meetings, publications, networking opportunities, and
other resources, AFA is the leading voice in aligning the fraternity/sorority and
higher education experiences.

Please visit their website for more information!



Strategic Plan

Submitted by The FSL Strategic Planning Committee

Executive Summary

Subsequent to a Fraternity &

Sorority Life (FSL) departmental
reorganization that took place in May of 2009, an “Innovations Grant” was
submitted to The Division of Student Affairs by Paul Whatley, Coordinator of
Fraternity & Sorority Life with the support of Jill Courson,

Director of
University Unions for Fraternity & Sorority Life, and David Barnes, Director of
University Unions. The grant application represented a request to invite The
Coalition Project (The Coalition) to James Madison University (JMU) to complete
a comp
rehensive study that would culminate in a series of recommendations
intended to enhance Fraternity and Sorority Life, if adopted by JMU.

The Innovations Grant was accepted in late July of 2009 and funding
became immediately available with Paul Whatley
as the Assessment and Planning
Project Manager. The Coalition was contacted, a Fall semester visitation schedule
was confirmed, and a Strategic Planning Team (SPT) was formed. The SPT is
made up of a cross
divisional group of people representing many st
groups associated with FSL at JMU.

In the late summer of 2009, Rick Larson was hired to facilitate the
development of a Strategic Plan based on 1) The Coalition’s findings and 2) other
prevalent environmental factors. Prior to convening th
e SPT, Mr. Larson
requested the development of a Guidance Team (GT) to be made up of key
administrators and two SPT members who could provide advice and interim
approval(s) as the anticipated planning process proceeded. The GT included Jim
McConnel, AVP o
f Student Life, Jill Courson, Paul Whatley, Stephanie Mancuso,
CSPA Graduate Student, Trey Lewis, Associate Director of the Center for
Multicultural Student Services (CMSS) and senior student, Keith Reilly.

The SPT met sporadically while awaiting The Coali
tion’s visit and
subsequent report, then met regularly. Logical subcommittees were formed
including Chapter/Member Development, Administrative, Housing, Recruitment,
Public Relations, and Judicial/Risk Management. The GT was designated as a
separate subc

A variety of elements informed the Strategic Plan. Thanks to the
participation of members of the Center for Assessment and Research Studies


(CARS), the SPT developed a series of learning outcomes on which were based
specific strategies and actio
ns. It was determined that some suggested actions are
already in process and are noted elsewhere in this plan along with
recommendations for minor improvements to those programs.

FSL’s ability to accomplish Strategic Plan
based results on a timely basis

limited by the FSL department's capacity and resources. To mitigate limitations,
the addition of a professional staff position is recommended in the plan. Top
support and involvement by non
FSL personnel (and in some cases non
Affairs p
ersonnel) is essential.

Some items contained in the report have been slightly reworded from their
original subcommittee recommendations in order to clarify, combine or parse
action items for the most effective implementation. Priorities and subsequentl
timing are based on feedback received by a variety of stakeholders during the
planning process. In addition, recent events also informed suggested timing of
action items.

A key issue included in The Coalition Report is the possible consolidation
Cultural Greek Council (ICGC) groups with Panhellenic Association (PA)
and Interfraternity Council (IFC) groups. This is a major recommendation that the
SPT feels should be studied further, and in conjunction with CMSS. A specific
action item refl
ecting details associated with the aforementioned “further study”
are included in the report.

Alcohol abuse prevention, hazing prevention, advisor recruitment, training
and recognition, public relations and marketing, and continued emphasis on values

community service are all important recommendations that are addressed in
this strategic plan. Greater transparency and use of the web, as well as a
streamlining of the "standards
related" document(s) are also included in The
Coalition Report and subs
equently, this plan.

A series of strategy statements were created and designed to effectively
bridge the gap between important guiding documents and the specific action items.
Actions were organized by fiscal year and the specific assignment of person(s)

responsible and due dates will be set during an annual review which will be
completed in October of the preceding year. The timing of the annual review and
assignment of responsibilities was set for October such that budgeting needs for
the completion of
actions during the next fiscal year may be accounted for.
Additionally, each action Item is numbered for ease of reference and a “table”
containing action items is also attached for quick reference. It is likely that some
items will be completed prior to

their listed completion dates.


In addition to the annual review, a more extensive review, evaluation, and
update of strategic plan is schedule for fiscal year 2014 and 2017. It is also the
recommendation of the SPT that during the 2017 review The Coalitio
n or a similar
outside assessment be funded and completed for the purposes of creating a new
strategic plan for the next five to ten years.

Strategic Planning Team

Project Manager: Paul Whatley, Coordinator Office of Fraternity & Sorority Life

Chair: Rick Larson, ComSonics, VP Organization Development and

Guidance Team Members:

Rick Larson, ComSonics, VP Organization Development and Training

Jim McConnel, JMU Associate VP for Student Life

Jill Courson, JMU University Unions Assistant
Director for Fraternity &
Sorority Life

Trey Lewis, Associate Director Center for Multicultural Student Services

Paul Whatley, Coordinator Office of Fraternity & Sorority Life

Stefanie Mancuso, Graduate Assistant Office of Fraternity & Sorority Life

Reilly, Student and Past Chapter President Alpha Tau Omega

Committee Members and Subcommittee assignment:

Donna Harper, Chapter & Membership Development, Expansion &

Chris Hulleman, Chapter & Membership Development

Paula Polglase,
Chapter & Membership Development

Andy Gibson, Chapter & Membership Development

Keith Reilly, Public Relations

Lauren Curtis, Public Relations

Adam Sutphin, Public Relations

Nick Langridge, Public Relations

Paul Whatley, Public Relations, Housing &

Trey Lewis, Administration

Jill Courson, Administration

Chris Orem, Administration

James “Mack” McClure, Administration

Taryn Anrig, Administration

Kevin Pitchford, Housing & Facilities


Regan Shouldis, Housing & Facilities

Joe Peltzer, Housing &


Cannie Campbell, Housing & Facilities

Wendy Young, Judicial & Risk Management

LaRhonda Johnson, Judicial & Risk Management

David Barnes, Judicial & Risk Management

Chris Collichio, Judicial & Risk Management

Stefanie Mancuso, Expansion & Recrui

Caley Smith, Expansion & Recruitment

Patrick Folliard, Expansion & Recruitment

James Madison University Fraternity & Sorority Life Objectives



Members of the community will understand, abide by, and participate in the
development and orde
rly change of community and social standards and


Members of the community will describe a philosophy of leadership that
encompasses personal and common organizational values.


Members of the community will use information from a variety of sources,

including observation and personal experience, to make decisions and/or
form opinions.


Members of the community will describe the structure/organization of the
community, their role within this community, and behaviors that sustain the
purpose and values

of the community.


Members of the community will know the differences between multiple
cultures and describe the advantages and challenges of fostering a diverse


Members of the community will be able to appropriately interact with and
maintain relationships with peers and non
peers in social and professional


Members of the community will describe the links between organizational
values, organizational
experiences, academic success, and personal success.

Strategic Plan Summary

In order to ensure that the human and fiscal resources are available for the
actions planned for each year, the strategic plan was organized by fiscal years
beginning with fiscal

year 2011. Actions were also planned such that each year
would have a balance of major and minor projects aimed at addressing multiple
areas within the Fraternity & Sorority Life Community. Moreover, major projects
in areas such as student leadership deve
lopment, advisor/volunteer training and
development, marketing, diversity, recognition, and housing were planned for


alternating years such that their would be sufficient time to implement and assess
the impact of these major initiatives. In all of these d
ecisions input from members
of the Strategic Planning Team, gathered through a comprehensive survey, was
used to determine the importance and order of outcomes and related actions listed
in the resulting strategic plan.

What follows is chronological listi
ng of actions:

Fiscal Year 2011


Share CORE Alcohol Survey Data


Create annual measure of academic stats, retention rate, service, and


Create/Share vision, goals, and outcomes of the office and community


Create a revised Advisory Board Structur
e that includes students and


Incorporate education of JMU and FSL missions and values in community


With Judicial Affairs create organization code of conduct and adjudication


With CMSS educate new members about ICGC organizatio


Create and Advisor resource section of the FSL Website


Revise and re
establish a for credit Greek Leadership class


Review current structure, roles and responsibilities of FSL Staff


Review Strategic Plan and make preparations for FY 2012

Fiscal Year 2012


Create a Housing committee to propose plans for fraternity and sorority


Develop advisor training program, handbook, and resources


Create a marketing campaign for FSL


With CMSS determine current programs where collaboration may occur


Create a new
statement of standards and chapter evaluation process


Propose a new full
time staff member


With VP of Student Affairs create Social Responsibility recognition process


Create a Whom to contact for use by students and advisors/volunteers


Create an FSL award
for excellence in student research


Research and report best practices in new member education



Review Strategic Plan and make preparations for FY 2013

Fiscal Year 2013


With Health Center market alcohol prevention and intervention resources to


Develop Pr
ocess to involve students in creating chapter of the year


Open the Excellence Awards to all Greek Councils


Create a Greek Leadership Development Series of programs


Create marketing plan specific to new member recruitment


Create a FSL member handbook of pol
icies, procedures, and code of conduct


Educate students on university structure, the advisory board, and members


Create a list of resources, speakers, and programs for scholarship development


Create and hold a president’s roundtable twice per semester


te assessment of fraternity/sorority student engagement


Research and report on timing of fraternity and sorority recruitment


Review Strategic Plan and make preparations for FY 2014

Fiscal Year 2014


Conduct review and update of Strategic Plan


With Judicial

Affairs develop JMU
wide code of conduct and adjudication for
all Orgs


Study perceptions, relationships, and structure of ICGC, IFC, and PA


Research and report best practices of fraternity and sorority recognition


Assess housing needs and re
tail interests of all affiliated and unaffiliated


Create assessment of relationship between chapters and community neighbors


Measure mattering to determine best practices of chapters


Create a JMU
wide committee to research and address hazing issue
s at JMU


Provide alcohol/drug abuse prevention to chapter lacking national programs


Review Strategic Plan and make preparations for FY 2015

Fiscal Year 2015


Create plan for intentional and regular recognition of individuals and


Invite one or

both national Greek honor organizations to JMU


Coordinate process for dues collection through JMU Business Office



Increase wireless capabilities on Greek Row


Create process to formally introduce FSL and chapters to the local community


Create a program to
recruit and recognize chapter advisors and volunteers


Develop plan to educate students/stakeholders about judicial policies and


Develop living learning community for leadership


Review Strategic Plan and make preparations for FY 2016

Fiscal Year 201


Increase wireless capabilities in FSL Office Suite


Examine retention variables related to fraternity and sorority students


Explore feasibility of an All Greek Council


With Alumni Association create housing fund raising campaign


Create budgeting and
reconciliation training for chapter treasurers


Host an FSL student research symposium


Implement incentives to enhance chapter involvement


Review Strategic Plan and make preparations for FY 2017

Fiscal Year 2017


Conduct a review and update of Strategic Pla


Conduct an objective evaluation through the Coalition Project or EBI




and Drug


A Need for Research on Alcohol and Other Drugs

Among Greek
Affiliated Students

Alcohol consumption among college students has been a
standing concern
for college and university administrators on a national level. A 2002 study by the
National Institute on Alcohol Abuse and Alcoholism estimates that approximately
1400 college students age 18

24 die annually as a result of alcohol p
(Sink, 2004). More specifically, binge drinking, the consumption of five or more
drinks for males or four or more drinks for females in a single sitting, has been an
present area of concern on college campuses (Gurie, 2002). Wechsler (2002)
eports that 26% of men and 21% of women drink at binge levels more than once
per week. While the national statistics concerning binge drinking are alarming,
statistics reflecting drinking behaviors among students at James Madison
University are even more c
oncerning. A recent study revealed that James Madison
University students consume 8.2 drinks per week, as compared to the national
average of 5.8 (Irwin & Pugliese, 2005).

While binge drinking is a problem that is plaguing all campus communities,
duate fraternity/sorority members are at an even greater risk for alcohol
related problems, as the culture, norms, and traditions of membership in Greek
letter organizations facilitates an environment that is centered around the
consumption of alcohol (Dan
ielson, Taylor, & Hartford, 2001). A 1999 study by
the Harvard School of Public Health indicates that while alcohol consumption and
binge drinking is prevalent among all college students, it is especially high for
fraternity/sorority members (Gurie, 2002).

The Core Institute further reveals that
86% of students involved in fraternity/sorority life report using alcohol on at least
one occasion within 30 days prior to taking the Core Survey; 93% report having
used alcohol within the past year (National Instit
ute on Alcohol Abuse and
Alcoholism, 2002). Danielson et. al, (2001) reinforced such findings and reported
that 43.6% of non
Greeks compared to 19.3% of fraternity/sorority members
reported no alcohol use within 30 days prior to their survey. Additionally,

10% of
Greek students versus 20% of fraternity/sorority members are heavy drinkers
(Danielson et. al, 2001). Further, 73% of fraternity and 57% of sorority members
have been identified as binge drinkers (Wechsler, 2002).

The culture, reputation, and

norms of fraternity/sorority life significantly
contribute to excessive alcohol consumption among Greek students. From both an
external and internal point of view, alcohol consumption is viewed as a driving
force in fraternity/sorority life. “An overwhelm
ing majority of college students
feel drinking is a central part of the social life of both fraternities and sororities


(79% and 72% respectively). Specifically, Greek
involved students feel drinking
is a central part of the social life in fraternities (88
%) and sororities (78%)”
(NIAAA, 2002). Students in the Greek system averaged significantly more drinks
per week and engaged in heavy drinking more often than non
affiliated students
(Cashin, 1998). Fraternity/sorority members seem to embrace a culture of

abuse, leading to the “
Animal House

notion that the Greek experience on many
campuses involves the largely, unfettered use and abuse of alcohol.” (Borsari &
Carey, 1999).

Subcultures in fraternity/sorority life also speak to the correlation betw
een binge
drinking and fraternity/sorority membership. New members of
fraternities/sororities (“pledges”) are particularly susceptible to the problems
associated with binge drinking, as they tend to drink “with greater irresponsibility,
in part because the
y arrived at college with a drinking problem, and they found in
the fraternity an environment which supported excessive or binge drinking.”
(Gurie, 2002). As part of the new member process, fraternities and sororities
promote alcohol as a large part of th
eir culture

a message that is readily
embraced by new members. New members who view alcohol as an important part
of the socialization process consume overwhelmingly greater quantities of alcohol
in a month, in comparison to those new members who do consi
der alcohol a vital
part of the new member process (Borsari & Carey). According to Lo & Globetti

fraternity members are three times more likely to change from a low to high
frequency of drinking as they move from high school to college, while; sorority
bers are five times more likely (Danielson et. al, 2001).

The strongest individual predictor of binge drinking among fraternity/sorority
members is residing in one’s chapter house. A 2001 survey revealed that 80% of
fraternity house residents and 69% of
sorority house residents are binge drinkers.
Moreover, over 75% of the fraternity residents who had not binged in high school
became binge drinkers in college, as did 3 of 4 sorority house residents (Wechsler,
2002). According to Cashin (1998), fraternity
members who reside in their chapter
house average 20.3 drinks per week, while sorority house residents averaged 6.2
drinks per week. These statistics stand in stark contrast to non
Greek males and
females who consume 7.5 drinks and 3.2 drinks per week, res
pectively. As a
result, fraternity/sorority house residents have a greater risk of experiencing the
problems and consequences associated with binge drinking. Fraternity house
residents experience nearly twice as many problems with alcohol as students who
ive in on
campus apartments (Borsari & Carey, 1999).

In the

community, male fraternity members are more likely to
engage in binge drinking. According to the Harvard School of Public Health
College Alcohol Study (CAS), “students more li
kely to binge are male, white,
under 24 years of age, involved in athletics and residents of a fraternity or


sorority” (NIAAA, 2002). Further, there is a direct correlation between binge
drinking and fraternity involvement. As the level of involvement in f
raternity life
increases, so does the amount of alcohol consumed (Cashin, 1998; Borsari &
Carey, 1999). When compared to their Greek peers not involved in leadership
roles, “nearly 74% of fraternity leaders reported having engaged in binge drinking
as comp
ared to 58%” (Anderson, 1997, p.A20). As the leadership of Greek
organization engages in binge or excessive drinking, these behaviors are
essentially modeled, thereby creating an inherent culture of alcohol use. Put
simply, when compared to their non
liated peers, fraternity leaders drink more
frequently and more heavily (Danielson et al, 2001).

Undergraduate fraternity/sorority members experience more negative
consequences as a result of heavy or binge drinking when compared to their peers
who are no
t affiliated. An examination of the repercussions that come from binge
drinking by fraternity/sorority member fall into various categories which include
“personal effects, social/legal effects, drinking and driving, major school problems
and minor school p
roblems” (Danielson et. al, 2001). Fraternity/sorority members
who abuse alcohol are more likely to perform poorly on tests, miss classes, fall
behind in their schoolwork, and engage in destructive behaviors such as fighting
or arguments (Gurie, 2002; Wech
sler, 2002; Danielson et. al, 2001). Members
who reside in fraternity houses are more likely to drink and drive or ride with a
driver who is intoxicated or under the influence of drugs (Wechsler, 2002).
Further, fraternity/sorority members who binge drink
are more likely to engage in
risky sexual behaviors. Fraternity men who binge are more likely to have
unprotected sex and sorority house residents “are more frequently the victims of
an unwanted sexual assault or date rape” (Wechsler, 2002).

A thorough r
eview of the literature concerning alcohol use reveals that for
fraternity/sorority members, “alcohol is clearly their drug of choice” (Danielson,
et. al, 2001). Nationally, 98% of fraternity/sorority members consume alcohol on a
weekly basis (Danielson et
. al, 2001). While research has addressed the drinking
patterns of James Madison University students as a whole, the use of alcohol
among fraternity/sorority members has not been studied on campus. To gain an
accurate picture of alcohol use among fraternit
y/sorority members, research on the
culture of alcohol use among both fraternity and sorority members is in great need.
As one considers the risk factors, consequences, and norms of alcohol abuse
among fraternity/sorority members, there is an alarming need

to explore the
consumption of alcohol among this select population of James Madison University
students so that, if warranted, appropriate and timely interventions can be
developed and implemented.



In October 2008, James Madison Unive
rsity’s Office of Student Activities and
Involvement and Fraternity

Sorority Life administered the Core Alcohol and
Drug Survey to a sample of 1,218 enrolled undergraduate students, who were also
members of university sanctioned fraternities and sororiti
es. The study was
coordinated by Jill Courson, Assistant Director of
University Unions for Fraternity
& Sorority Life
, and directed by Dr. Todd Sabato, Assistant Professor of Health

The purpose of this research was to address the current nature, scope, and
consequences of alcohol and other drug use by
students. Further, the research proposed to address
students’ alcohol an
d other drug attitudes and usage, as well as their perceptions of
other students’ attitudes and usage. Key findings were compared to a campus
wide sample from 2008, and a national reference group from 2008. When
applicable, findings were also compared to

the 2005 administration of the survey
to 910 Greek
affiliated students at JMU. The results serve to provide a
quantifiable benchmark for progress towards accomplishment of intervention

The Core Alcohol and Drug Survey, a statistically reliable and

valid survey tool
developed at Southern Illinois University, has been used across the United States.
Schools using the survey represent all varieties of higher education, ranging from
granting community colleges to the largest research
based unive
rsities in
the country. The content areas of the Core Alcohol and Drug Survey are based on
both the theoretical assumptions of alcohol and other drug use in higher education,
and in the research presented in recent literature. Content areas include
raphics; working and living arrangements; perceptions of campus substance
abuse policies and their enforcement; average number of drinks consumed per
week; frequency of binge drinking; patterns of use of alcohol, tobacco, marijuana,
cocaine, amphetamines,
sedatives, hallucinogens, opiates, inhalants, designer
drugs, steroids, and other drugs; age of first use; family history of substance abuse
problems; and desire for an alcohol

and drug
free social environment.


(1) Alcohol

Of the 1,218 respondents,
report that they have used alcohol in the past 30
days, compared to the

of JMU students. In 2008, fraternity and sorority
members report they consume
drinks per week, an 86% greater consumption
pattern than the u
wide mean of
drinks per week, and
than the national reference of
drinks per week. Fraternity members consumed
alcohol at a
greater rate than non
fraternity members, and members of
sororities consumed

more alcohol pe
r week than their non


counterparts. In 2008,
of fraternity and sorority members reporting drank
once a week, less, or not at all in the past year compared to
of JMU

(2) Tobacco

affiliated students used tobacco at much h
igher rates than their non
counterparts. In 2008,
of fraternity and sorority members used tobacco
products in the 30 days prior to the survey, including

of males and

of females.

(3) Illicit Drugs

Collectively, most fraternity and
sorority members (
) are not current users
of marijuana. Past 30
day marijuana use reported by 2008 fraternity and sorority
population is
, which is higher than the 2008 campus
wide population at
. Nearly half of all fraternity members (
) and one
third or sorority
members (
) reported marijuana use within the last month.

(4) Perceptions of Use

Fraternity and sorority members have misperceptions of other students’ use of
alcohol, tobacco, and other drugs. For example,
of memb
students use tobacco every day, when in reality, only
that report everyday

(5) Consequences of Use

Concerning consequences of alcohol, tobacco, and drug use, in most categories,
the 2006 fraternity and sorority population reporte
d more problematic experiences
than the campus
wide JMU population. Fraternity members consistently reported
more problematic experiences than sorority members.


The Core survey should continue to be administered to frate
rnity and sorority
members on a bi
annual basis to assess the impact of programs implemented by
the campus and community coalition and on
going campus environmental policies
and initiatives. Campus programming recommendations include that continuation
the collaboration of students, faculty, administration, and staff to reduce the
risks of excessive drinking and increased marijuana use. Effective practices
should be continued through short
term and long
term evaluation in order to
decrease alcohol, toba
cco, and drug use among the fraternity and sorority
population at James Madison University.



AFA Manual

Elon Handbook

Drexel Handbook