Advisor Handbook - University Unions - James Madison University

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Nov 18, 2013 (3 years and 4 months ago)

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Advisors Manual





James Madison University

Harrisonburg, VA




20
1
1
-
201
2


2

Table of Contents




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


o

About the Fraternity & Sorority Life

office


o

Mission
s




The

R
ole of an
A
dvisor.....................................................................................pgs. 4
-
10


o

Chapte
r Advisors


o

Faculty
Advisors


o

Alumni/Graduate Advisors


o

Various Duties of Advisory Board




Developing a
R
elationship with your
C
hapter
………………………………pgs. 11
-
13


o

Advisor Hints and Tips


o

Advisor Burnout




Establishing Effective Communication
……………………………………..pgs. 12
-
13


o

Communicating with the General Chapter Body


o

Communicating with the Chapter

Officers




Interfraternity Council/Panhellenic
Association
…………………………….pgs. 14
-
15




Forms
………………………………………………………………………………p. 16




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




Appendi
ces
…………………………………………………………………..pgs. 18
-
29



o

Strategic Plan


o

Core A
lcohol Survey


3

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
2,000

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
fraternity/sorority
community

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

with
26

chapters on campus rang
ing from
approximately 30 to 160

members. We are proud of our organizations

and strive to
ensure that each

student’s
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.


Mission
s


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.




4

What is the Role of an Advisor?


Congratulations!
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


Every
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
devoting

to them.

They understand this commitment may take you a
way
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

with
in
that document

and office,

and this handbook
. Comparing these
resources with your
fellow
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
on.
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
-

to
-
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

5

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
in
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
ce

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
responsibil
ities and
liability.




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
-
laws.
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
-
suffi
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

6

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
smarter
.




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,

habits
, and traditions of the chapter


Chapter

Advisors


While every fraternity and s
orority may have different titles associated with their wide
range of advisors, the overarching tas
ks and responsibilities are
s
imilar
. 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



Be
available to meet with individual

members who may need guidance



Attend chap
ter advisor meetings hosted by Fraternity & Sorority Life



7



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


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




Chapter Management



Finances



Recruitment



New Member Education/
Ritual



House Management



Chapter Dynamics



Ris
k Management/
Discipline



Social/
Brotherhood/Sisterhood



Scholarship



Community Service/
Philanthropy



Health
/Alcohol/
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
organization
he/she is

advising.
The promotion of strong academics and
maintaining
high GPA
standards

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



Be
available to meet with individual members who may need academic
guidance



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




8

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
his/her

knowledge
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.
His/her

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

be
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

alumni



Ensure that the chapter is submitting appropriate content for alumni newsletters



Help officers update and maintain a curren
t listing of alumni



Standards Board

Advisor




Advise officer responsible for the chapters standards

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


9



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

procedures



Assist the ch
apter in addressing internal concerns around
sisterhood/brotherhood,

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

chapter



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
all
policies and

procedures



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



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
headquarters

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
responsibilities



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
IPG
and ensure all officers understand risk management procedures



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





10

Recruitment/Intake Advisor




Advise the Recruitment Chairman and the Recruitment Commit
tee



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



11

Developing a Relationship with your
Chapter


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


another



Receive input prior to

giving
advice or taking action



Customize your advice



Provide reasons for why your
a
dvice should be taken



Keep yo
ur advisees’ priorities in
mind



Provide alternatives when
making suggestions



As much as pos
sible, avoid
being an enforcer



Avoid put
ting
yourself in the
limelight



Get your accepted
responsibilities done on tim
e



Respond to all
questions and
requests for help



Show you are interested



Be a positive example



Make your communications
pos
itive
-
avoid cynical or
negative remarks



Never lose your tempe
r



Anticipate potential problems



Avoid saying
, “I told you so




Recognize
success



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

Causes of Advisor Burno
ut




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







12

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
organization.


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

chapter:




Atte
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
appropriate



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



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



Stay connected w
ith the
Fraternity &

Soro
rity L
ife

office

an
d use them as a
resource often



Agree to support the rules and regulations of the universi
ty and
inter/
national
organization



Be

honest and open wit
h chapter members and officers



Stay informed of problems and issue
s in the
fraternity/sorority

community
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
events



Meet r
egularly with the chapter or chapter representatives to dis
cuss
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
Fraternity
&

Sorority Life office



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



13

Communicating with the Chapter

Officers


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
his/her

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
communication.


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
the
formu
lation
of
long
-
term

goals and
in planning and

initiati
ng

short
-
term projects
.



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

the advisor can provide the officer and member
s

with background
information and
a di
fferent
perspective
.



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



Th
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
r
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
is

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
authority
.


14

Interfrater
nity Council/Panhellenic Counci
l


Interfraternity Council

T
he Interfraternity Council (IFC) is the governing body for
the

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
the
following specific purposes:



To maintain a high standard of fraternity life and inter
-
fraternity
relationsh
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
fraternities
.


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
president
-
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.


15



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.







16

Forms


The purpose of having forms is to
1)
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
-
to
-
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
fraternity/sorority.


Forms that can be found on the FSL website (www.jmu.edu/fsl) are the
following:




Advisor Roster



Alcoholic Event Registration Form



Notice of Recruitment & Calendar



New Member Education Plan



Officer Ros
ter



OSAI Hazing Information and Policy Compliance Form



Payment Contract



POTENTIAL New Member Form



Pre
-
event Checklist



Roster Change Deletion Form



Roster Additions Form



Scholarship Plan



Service & Involvement Report Form


To locate the above forms, visit the

website, www.jmu.edu/fsl and click on
“Forms” found on the top

bar.






17

The Association of Fraternity/Sorority Advisors (AFA
)


Mission:

the business of the Association; its reason for existence

AFA enhances its members’ abilities to foster impactful
fraternity/sorority
experiences.


Vision:

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!

http://www.afa1976.org/Home.aspx


















18

Appendices


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,
Assistant

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
akeholder
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
ommittee.

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

19

(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

is
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
-
level
support and involvement by non
-
FSL personnel (and in some cases non
-
Student
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
y,
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
of
Inter
-
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
and

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.


20

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

Committee
Chair: Rick Larson, ComSonics, VP Organization Development and
Training


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



Keith
Reilly, Student and Past Chapter President Alpha Tau Omega
Fraternity


Committee Members and Subcommittee assignment:




Donna Harper, Chapter & Membership Development, Expansion &
Recruitment



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 &
Facilities



Trey Lewis, Administration



Jill Courson, Administration



Chris Orem, Administration



James “Mack” McClure, Administration



Taryn Anrig, Administration



Kevin Pitchford, Housing & Facilities


21



Regan Shouldis, Housing & Facilities



Joe Peltzer, Housing &

Facilities



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
tment



Caley Smith, Expansion & Recruitment



Patrick Folliard, Expansion & Recruitment


James Madison University Fraternity & Sorority Life Objectives


Proposed


1.

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

2.

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

3.

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

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

4.

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.

5.

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

6.

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

7.

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

22

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


1.

Share CORE Alcohol Survey Data

2.

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

3.

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

4.

Create a revised Advisory Board Structur
e that includes students and
stakeholders

5.

Incorporate education of JMU and FSL missions and values in community
programs

6.

With Judicial Affairs create organization code of conduct and adjudication
process

7.

With CMSS educate new members about ICGC organizatio
ns

8.

Create and Advisor resource section of the FSL Website

9.

Revise and re
-
establish a for credit Greek Leadership class

10.

Review current structure, roles and responsibilities of FSL Staff

11.

Review Strategic Plan and make preparations for FY 2012

Fiscal Year 2012


1.

Create a Housing committee to propose plans for fraternity and sorority
housing

2.

Develop advisor training program, handbook, and resources

3.

Create a marketing campaign for FSL

4.

With CMSS determine current programs where collaboration may occur

5.

Create a new
statement of standards and chapter evaluation process

6.

Propose a new full
-
time staff member

7.

With VP of Student Affairs create Social Responsibility recognition process

8.

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

9.

Create an FSL award
for excellence in student research

10.

Research and report best practices in new member education


23

11.

Review Strategic Plan and make preparations for FY 2013

Fiscal Year 2013

1.

With Health Center market alcohol prevention and intervention resources to
FSL

2.

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

3.

Open the Excellence Awards to all Greek Councils

4.

Create a Greek Leadership Development Series of programs

5.

Create marketing plan specific to new member recruitment

6.

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

7.

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

8.

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

9.

Create and hold a president’s roundtable twice per semester

10.

Crea
te assessment of fraternity/sorority student engagement

11.

Research and report on timing of fraternity and sorority recruitment

12.

Review Strategic Plan and make preparations for FY 2014

Fiscal Year 2014


1.

Conduct review and update of Strategic Plan

2.

With Judicial

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

3.

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

4.

Research and report best practices of fraternity and sorority recognition

5.

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

6.

Create assessment of relationship between chapters and community neighbors

7.

Measure mattering to determine best practices of chapters

8.

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

9.

Provide alcohol/drug abuse prevention to chapter lacking national programs

10.

Review Strategic Plan and make preparations for FY 2015

Fiscal Year 2015


1.

Create plan for intentional and regular recognition of individuals and
organizations

2.

Invite one or

both national Greek honor organizations to JMU

3.

Coordinate process for dues collection through JMU Business Office


24

4.

Increase wireless capabilities on Greek Row

5.

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

6.

Create a program to
recruit and recognize chapter advisors and volunteers

7.

Develop plan to educate students/stakeholders about judicial policies and
process

8.

Develop living learning community for leadership

9.

Review Strategic Plan and make preparations for FY 2016

Fiscal Year 201
6


1.

Increase wireless capabilities in FSL Office Suite

2.

Examine retention variables related to fraternity and sorority students

3.

Explore feasibility of an All Greek Council

4.

With Alumni Association create housing fund raising campaign

5.

Create budgeting and
reconciliation training for chapter treasurers

6.

Host an FSL student research symposium

7.

Implement incentives to enhance chapter involvement

8.

Review Strategic Plan and make preparations for FY 2017

Fiscal Year 2017


1.

Conduct a review and update of Strategic Pla
n

2.

Conduct an objective evaluation through the Coalition Project or EBI



















25

Core

Alcohol

and Drug

Survey


A Need for Research on Alcohol and Other Drugs

Among Greek
-
Affiliated Students


Alcohol consumption among college students has been a
long
-
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
oisoning
(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
ever
-
present area of concern on college campuses (Gurie, 2002). Wechsler (2002)
r
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,
undergra
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
non
-
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

26

(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

alcohol
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
mem
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
l
ive in on
-
campus apartments (Borsari & Carey, 1999).


In the
fraternity/sorority

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

27

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
-
affi
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.


RESEARCH SYNOPSIS



28

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
Sciences.


The purpose of this research was to address the current nature, scope, and
consequences of alcohol and other drug use by
fraternity/sorority
-
affiliated
students. Further, the research proposed to address
fraternity/sorority
-
affiliated
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
goals.


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
degree
-
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
demog
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.


KEY FINDINGS


(1) Alcohol

Of the 1,218 respondents,
97.2%
report that they have used alcohol in the past 30
days, compared to the
83.3%

of JMU students. In 2008, fraternity and sorority
members report they consume
14.9
drinks per week, an 86% greater consumption
pattern than the u
niversity
-
wide mean of
8.0
drinks per week, and
170%
greater
than the national reference of
5.5
drinks per week. Fraternity members consumed
alcohol at a
42%
greater rate than non
-
fraternity members, and members of
sororities consumed
129%

more alcohol pe
r week than their non
-
sorority

29

counterparts. In 2008,
33%
of fraternity and sorority members reporting drank
once a week, less, or not at all in the past year compared to
65.8%
of JMU
students.


(2) Tobacco

Greek
-
affiliated students used tobacco at much h
igher rates than their non
-
Greek
counterparts. In 2008,
42.1%
of fraternity and sorority members used tobacco
products in the 30 days prior to the survey, including
69.7%

of males and
24.1%

of females.


(3) Illicit Drugs

Collectively, most fraternity and
sorority members (
63.4%
) are not current users
of marijuana. Past 30
-
day marijuana use reported by 2008 fraternity and sorority
population is
36.6%
, which is higher than the 2008 campus
-
wide population at
24.8%
. Nearly half of all fraternity members (
48.
5%
) and one
-
third or sorority
members (
28.8%
) 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,
10.2%
of memb
ers
think
other
students use tobacco every day, when in reality, only
7.2%
that report everyday
use.


(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.


RECOMMENDATIONS AND CONCLUSION


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
of
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.




30

References


1.
AFA Manual


2.
Elon Handbook


3.
Drexel Handbook