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Housing Resource Guide &

House Corporation Manual

2007-2008

ФКТHousing Manual & Resource Guide

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Table of Contents

PagePreface 3The Purpose of a Housing Corporation 4

Corporation Structure 4-9

Importance and Advantages of Incorporation 5Legal Checklists 6-7Responsibilities of Directors and Officers 8-9Creating a Corporate StructureSample Articles of IncorporationAmending ArticlesBylaws and SamplesFiling for Not for Profit StatusInitial and Annual Filing and Reporting Requirements

Meeting Samples 10-16

Sample of Minutes, Agenda and Waiver of Regular Board Meetings

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Sample Minutes And Agenda of Annual Meeting

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Developing Manpower 10-16

Recruitment 11Training and The House Corporation Association

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Methods for Recruiting and Selecting Alumni 14-15

Organization and Management 10-16

Management of Meetings 16Management of House Corporation Functions and Potentials ProblemsGetting things Done With PeopleFive Keys to MotivationHow to Be A Good Group MemberBasic Needs of People in GroupsSurveysHow to Develop A Positive Leadership Attitude Towards OthersWorking With Alumni Advisors


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Relations With The Fraternity And It’s Constituencies

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If a Chapter Must Be Closed 18-19Re-Activation 20-22Sharing Ideas 23Relationship With the Undergraduate Chapter 24Domain and National LevelsAssistance From the Housing Commission

Operations 17-

Maintenance and Evaluations 18-19Maintenance Checklists 20-22Fire and Safety Inspection Checklist 23Health Inspection Checklist 24

Financial Operations 17-

Government Reports and Budget 18-19Capital Improvements and Funding10 Specific Commandments of Financial Management

Member Responsibilities 17-

Director of Risk Management 18-19Chapter Shelter Safety Checklist 20-22Crisis Management 23Code of ConductHonor Board

Long-Range Planning/Growth 17-

Establishing Reserves 18-19Capital Investments 20-22Replacement of Structure 23Business PlanningSources of FundingLoansLeasesJoint Ventures/Partnerships 24


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Crisis Management 10-16

Coping with a Crisis 11House Improvements 12Steps to Follow During a CrisisOther Possible Tragedies or Crisis 14-15Appendix 17-

House Corporation Capital Campaigns 18-19Loyalty Fund and Centennial Development Fund Mortgage Loans

20-22

Rent Formulas 23How to Form an Alumni IFCHousemothers Guide


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Preface

House Corporations are comprised of volunteer members of Phi kappa Tau and special friends of the Fraternity. As such, you represent one of the most important resources of the Fraternity.

Primarily, your corporation is the landlord of a chapter house. You provide, maintain, and manage a major asset in the form of real estate, leasing to undergraduate members. This makes it necessary for you to be involved in certain chapter decisions affecting the use of that asset.

House corporations are businesses and must operate as such. Yet, the Fraternity understands that you, as volunteers, have limited time to spend in this service of Phi Kappa Tau. This comprehensive Manual is designed to assist you wherever necessary by providing answers to questions concerning all phases of your corporation's activities.

It is a reference book, designed to be read selectively, not as a single entity. Sample and starter materials have been included where possible to validate best practices or to move you in this direction as quickly as possible..Our sole purpose is to help you, as a house corporation, build a sound foundation to run your business and House Corporation. Please do not hesitate to contact any member of the committee or the executive office staff with your questions. In the end, we are all here to serve and be a resource for one another as we walk the road of brotherhood.

The Committee would like to publicly thank acknowledge the Delta Tau Delta, Lambda Chi Alpha, Pi Kappa Alpha, Beta Theta Pi, Phi Delta Theta, and Sigma Alpha Epsilon fraternities for unselfishly sharing ideas, documents, and best practices and as such for contributing immensely to this manual.


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The Purpose of a House Corporation

The Role of the House Corporation Develop Strategic Long Range Plan For House Corporation And Work With Chapter To Develop Its

Plan Set Priorities For The House Corporation And Work With Chapter To Identify Its Priorities Foster A Proactive Relationship With Chapter Analyze The Long Term Physical Plant Needs Structurally And Financially Establish Timetables For Implementation Plans Develop A Commitment To Carry Out Plans By Expressing The Needs And By Demonstrating With

Actions Provide Continuity And Liaison To Chapter By Identifying Good Advisors And Getting Them To

Work With The Chapter Acclimate New Board Members And Share Accomplishments And Future Objectives Live and exemplify the mission of Phi kappa Tau

The Responsibilities of the House Corporation Act As A Titleholder For The Property Meet Requirements Set Down By the Fraternity for Operation Meet Requirements Set Down By The University Or College Collect And Disburse House Corporation Funds In Reasonable Time Framework Determine And Carry Out Capital Improvements On The Timetables As Planned And When

Promised Identify Undergraduate/Alumni Volunteers Who Are Willing To Serve On Greek Or University

Committees, That Will Represent Reasonable Viewpoints Which Will Inform Yet Impact Positively On The Organization

Select Board Members Who Themselves Are Good Role Models And Whom Undergraduates Can Identify With And Would Like To Emulate

The Relationship between the House Corporation and the Chapter Analyze The Financial Needs Of The Chapter And Identify Workable Financial Goals Assist In Establishing A Firm Financial Criteria For Chapter Operations And Work Closely With

Them To See It Is Carried Out Review Chapter's Collection, Bad Debt and Disbursement Procedures Review With Chapter Alcohol And Drug Policies, Help Make The Policy Known And Review

Enforcement Review With Chapter Fire, Safety And Health Codes For The Property Recommend Continuity Guidelines To Insure Steady, Even Perpetuation Of The Chapter And Its

Operations


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THE BASIC RELATIONSHIP BETWEEN THE CHAPTER AND ITS HOUSE CORPORATION


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CorporateStructure


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QUESTION: Does it really matter if the "House Corporation" is incorporated? Or, even though initially incorporated, is there any significance that the corporation is not "in good standing" with the State, or that it has been "dissolved " for non -filing, or is it significant that the House Corporation fails to operate as a corporation under its Bylaws and fails to comply with other corporate factors such as maintaining minutes, financial records?

ANSWER: YES! There are great advantages in being incorporated and in maintaining the corporate status. Failure to comply with the above may result in denial of corporate status and its protection. The major factor is in limiting personal liability of the Directors, Officers and Members of the Alumni and undergraduates, e.g., as to contract and tort (negligence) liability, certain tax liabilities, etc.

ADVANTAGES OF INCORPORATION Provides a legal and organizational structure; Provides established methods of governing the organization to include the election of the Board of

Directors, membership and voting rights, and providing for established duties and obligations of Officers, Directors and members;

Provides a stable structure, being usually of perpetual duration; Limits legal liability of Officers, Directors and members arising out of contract or out of tort (for example,

negligence) liability; Provides as a practical matter, a more readily recognizable entity to the business community and state and

federal authorities, to include qualification as a "not for profit" entity at the state and federal level. This would include greater acceptability upon application as a 501(c) (7) organization.


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Legal Checklists

Articles of Incorporation (State Charter): Are you incorporated? If not, see the section on Incorporation of the "House Corporation."

If incorporated, do you have a current certified copy of your Articles of Incorporation (state charter) from the Secretary of State? Do you have all Amendments to the Charter, if any? Are the Articles in compliance with current law and does it contain available "safeguard" provisions (e.g., director immunity for not for profit corporations). The Articles and amendments will be on record with the Secretary of State; if you do not have a current copy, contact the Secretary of State and obtain a copy and have the House Corporation attorney review it.

Annual Return filing with State: Is your House Corporation in "good standing" with the Secretary of State? (i.e., have you filed annual returns each year and paid the annual fee?) Telephone the Secretary of State and determine status. Many states will "dissolve" your corporate status for non-filing of annual returns or for failure to pay required fees. You may think you are incorporated but you may have been dissolved by the Secretary of State.

If you have been dissolved, you will be treated as an unincorporated association which would generate all the problems and potential personal liabilities arising out of any other unincorporated entity. If you find your House Corporation has been administratively dissolved for non-filing or nonpayment, you may be able to reinstate the corporate status within a certain period of time following dissolution. You should be able to determine this from the Secretary of State's office. If such period has elapsed, this will require immediate re-incorporation. You should consult your lawyer in arranging for the legal requirements.

Additionally, the annual return filed with the Secretary of State designates a "registered agent" for legal service of process (lawsuits) and a "principal business address" of such agent. Contact the Secretary of State to insure that this person and address is currently correct. A wrong agent or wrong address may result in significant legal liabilities. The annual return form is mailed each year to such registered agent at the address indicated. If not correct, you will not receive the forms with the consequent result of potential dissolution.

Bylaws: Do you have a copy of current Bylaws and all Amendments? Review these to determine that you are complying with all requirements of the Bylaws. If changes are needed, comply with amendment requirements. If you do not have a set of Bylaws, obtain such from your House Corporation attorney. (See sample Bylaws attached)

Minutes: Do you have a copy of prior Minutes of the Board of Directors Meetings and Annual Meetings of the Members? You must maintain such Minutes and preserve such records. This is a requirement to maintain your corporate status. Failure to maintain such Minutes and records may constitute a factor in exposing the corporate status to attack by others seeking personal liability.Other state filing: Is the corporation meeting any other filing obligations (i.e., quarterly wage withholding reports)?


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Federal Filings: Is the corporation qualified as a 501(c) organization? Do you have a copy of the IRS form 1024 application for qualification as to 501(c) (7) corporation which should have been filed? If uncertain, contact the IRS. Do you have a Federal Identification Number? Has the corporation filed IRS Form 990 for each preceding year? See filing exemption requirements. Consult with your House Corporation attorney. There is $10.00 per day penalty for late or non-filing; the IRS has recently been strictly enforcing these penalties. If you have been assessed contact the Executive Vice President at the Central Office in Indianapolis as to procedures to appeal these penalties and the obtaining of waivers.

Contracts: All contracts should be signed by the Officers of the Corporation as follows:

[Name of House Corporation]By: _______________________________[Signature of Officer]President/Vice President/Treasurer(As applicable)

Failure to sign expressly on behalf of the corporation in your representative capacity may result in personal liability being imposed upon the signing officer. All contracts should be signed in the corporate name.

Lease with Undergraduate Chapter: Does the House Corporation have a current lease with the undergraduate chapter? If not, do so. A sample form of lease is attached hereafter. Additionally, insure that the undergraduate chapter has a sub-lease with each undergraduate member. A sample of such a sub-lease is attached hereafter.

Insurance: Do you have a copy of all insurance which is in place? Who are the named "insureds". Are the officers, directors, alumni, chapter advisor listed? This would include liability, property damage and workmen's compensation (to the extent of any employees). A major source of potential liability is when an undergraduate chapter or a house corporation fails to maintain workmen's compensation insurance as to its employees if otherwise required by state law. Failure to do so may result in criminal and civil liability as to the individual officers, directors and members. Such liability is non-dischargeable in bankruptcy and may become a personal liability of the controlling officers. Review with your attorney to insure compliance. See discussion on insurance.

Financial Records: Who has copies of bookkeeping, financial and banking reports? Is an annual report made to the House Corporation? Have you filed annual reports with the Central Office? Two officers should review and audit income and expenditures. Are the annual report, income and expense reviewed annually by someone in addition to the Treasurer? These procedures are important. Is there a proposed annual and long-term (5 year) budget projection? Is there a capital reserve for emergencies or capital replacement?Responsibilities of Directors and Officers

In performing your duty as an officer or director as set out in the Bylaws, you must act properly in your actions and decisions. The fundamental responsibility of officers and directors of a "not for profit" corporation is to represent prudently the interests of the organization's members and the goals of the organization in directing the business and


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affairs of the organization within the law.

There are three basic duties in performing the above responsibilities:

1. Each Board Member and Officer has a duty of diligence. The Director's and Officer's individual actions must be with the care that a reasonably prudent person in a similar situation would use under similar circumstances. In the exercise of such care, each Director and Officer must perform his duties in good faith and in a manner that he reasonably believes to be in the best interest of the organization. Each Director and Officer must obtain all material information reasonably available to them. Thus, there is not only a duty of reasonable behavior but a requirement that there must be reasonable inquiry and monitoring of corporate affairs.

2. Each Board Member and Officer has a duty of loyalty. It is required that Officers and Directors refrain from engaging in personal activities which would injure or take advantage of the organization. The use of a Director's or Officer's position of trust and confidence to further their private interest is prohibited. Generally, this duty requires unselfish and undivided loyalty to the organization and demands that there be not conflict of self-interest.

The Directors and Officers shall not realize secret profits or unfair gain through personal transactions with, or on behalf of, the organization

The Directors and Officers shall not compete with the organization to its detriment The use of material non-public information may not be used to realize personal gain Directors and Officers shall avoid even the appearance of a conflict of interest Directors and Officers shall avoid usurping an opportunity of the organization

3. Each Board Member and Officer has a duty of obedience . Directors and Officers shall perform their duties in accordance with the terms of the organization's charter, Bylaws and applicable statutes.

Creating a Corporate Structure

The First Step in the Creation of the Corporate Structure Is to Prepare and File Articles of Incorporation with the Secretary of State of Your State.


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The Articles of Incorporation (state charter) establishes the statutory structure and the basic legal authority of the organization. A sample Articles of Incorporation is provided for reference only. You should consult with your attorney to insure compliance with your state laws on requirements as to the Articles.

In addition to state law requirements you should insure that the IRS requirements for a Section 501(c) (7) organization are included in the Articles. One important provision that must be contained in the Articles is the statement that one of the "primary" purposes of the organization is "to provide fraternal and social activities for its members and undergraduates", in addition to owning, operating and leasing residential facilities to the undergraduates. Many times this comes up on audits or upon the initial application for exemption. Your counsel should review the requirements for IRS Form 1024, "Application for Exemption under Section 501(c) (7)" prior to filing incorporation documents.

The Articles of Incorporation usually contains the following:

Name of Corporation; Status as a "not for profit" corporation; Duration of existence, usually, "perpetual duration" in; Status as a Section 501(c) (7) organization (see sample paragraphs); Establishment of membership criteria, voting rights; Creation of initial board of directors, method of future selection by election, self perpetuating board, (i.e.

the board itself elects itself and fills future vacancies or board elected annually by members who would be alumni);

Distribution of assets upon dissolution; Sometimes you may include officers and director duties; these duties are usually included in the Bylaws.

Sample Articles of Incorporation


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ARTICLES OF INCORPORATION

1. That the name of said Corporation shall be CORPORATION.

2. The Corporation shall have perpetual duration.

3. The Corporation is organized pursuant to the [NAME OF STATE] Not-For-Profit Corporation Code.

4. Said Corporation is not organized for pecuniary gain or profit and shall have no capital stock; but shall be a membership corporation. No part of the activities of the Corporation shall consist of carrying on propaganda or otherwise attempting to influence legislation. No part of the revenues or net earnings or other income of the Corporation shall ensure to the benefit of any members or any other private individual. Nothing in here shall prevent payment for reasonable compensation to such members or individuals for services rendered to the Corporation. Should the Corporation be dissolved at any time, no part of its funds or property shall be distributed to or among its members but said funds or property shall be paid or transferred to The Phi Kappa Tau Fraternity as Trustee, presently located at5221 Morning Sun Road, Oxford Ohio 45056 for the benefit and use of a successor __________ Chapter to be located at __________ University. In the event that a successor Chapter is not reestablished at said University within twenty (20) years of the dissolution of the Corporation, then said funds shall be released from said Trust and to be used for the general benefit of Phi Kappa Tau Fraternity as determined in the sole discretion of The Phi kappa Tau Fraternity.

The general object of the Corporation is to incur, promote, assist, finance, administer and execute programs and opportunities, fraternal, social and educational, for said fraternity chapter, its members and alumni, and in the furtherance of the same, to hold legal and equitable title to realty and personality which is devoted to the use and benefit of ______________ Chapter of Phi Kappa Tau, located at [SCHOOL, CITY, STATE].

6. The principal office of said Corporation is presently in _____________ County, [NAME OF STATE].

7. The members of said Corporation shall be persons admitted to membership in _______________ Chapter of Phi Kappa Tau Fraternity (whether by formal initiation or formal affiliation as provided under the rules and regulations of Phi Kappa Tau Fraternity) and such other members of Phi Kappa Tau Fraternity who are so admitted, by a majority vote of both the Board of Directors and the members of the Corporation present at a duly called meeting. Additionally, said persons must be at least twenty-one (21) years of age with a paid-up loyalty fund and graduated from [NAME OF UNIVERSITY], or a person who is at least twenty-one (21) years of age, not currently an undergraduate, who has paid their loyalty fund to the Fraternity in full and who has received a majority vote to be elected to membership by the Corporation's Board of Directors and the Corporation's members present at a duly called meeting.


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At any meeting of the members of the Corporation, any and all corporate action may be taken that is within the power of the Corporation as provided under state law. All meetings of the Members of the Corporation shall be held after notice has been given to the members of the Corporation by an officer or director of this Corporation by publishing the time and place of such meetings within five (5) days prior to such meeting in a newspaper having a general circulation in [ADDRESS], or by written notice mailed to the last known address, to those members known to reside in the metropolitan area of the City of [CITY, STATE].

8. Said Corporation shall have the right to amend its Charter as provided by law.

9. The affairs of the Corporation shall be managed by a Board of Directors, to be composed of not less than three (3) nor more than fifteen (15) members of the Corporation. Each Director shall serve until his successor has been duly elected.

10. Officers of the Corporation shall be a president, a vice president, a secretary and a treasurer and such other officers as may be provided for by the Bylaws of the Corporation. Officers shall hold office at the pleasure of the Board of directors and until their successors have been elected and accepted the office. A vacancy in any office may be filled whenever it occurs by election of the Board of Directors. Officers of the Corporation shall have and exercise respectively, all such powers as are conferred upon such respective officers by law, and also such further powers as the Board of Directors provide, and may from time to time confer upon such officers.

11.Said Corporation shall have the power and authority to receive donations; to buy, acquire, hold, improve, manage, rent, sell and convey real and personal properties; to borrow money; to otherwise incur debts; to execute notes or bonds to evidence debt; to secure the payment of any such debt or debts by mortgage, security deed, deed of trust, or other appropriate instrument, to any real or personal property that may be owned from time to time by the Corporation Code and any amendments thereto as hereinafter adopted.

12.[CONSULT STATE LAW TO CONFIRM THIS IS ALLOWED] The personal liability of a Director to the Corporation for monetary damages for breach of duty of care or other duty as a Director, is waived and eliminated, except as to the following:

(i) For any appropriation, in violation of his duties, of any business opportunity of the Corporation;(ii) For acts or omissions not in good faith or which involve intentional misconduct or a knowing violation

of law;(iii) For the types of liability set forth in Code Section ____ ; or(iv) For any transaction from which the Director derived an improper personal benefit.

This provision shall be effective as of filing this Amendment with the Secretary of State.

13. The present Board of Directors are as follows:

Names Address

14. The present officers of the Corporation are as follows:

Names Address

15. The registered office and registered agent of the Corporation is presently IN WITNESS WHEREOF, the undersigned executes these Articles of Incorporation. EXECUTED this the ____ day of ____________, 19___.


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__________________________President

ATTEST:

__________________________Secretary


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Amending Articles

If You Are Amending Your Articles, Then Do So by Restatement and Use the Following Preamble to the Articles to Be Filed

AMENDMENT BY RESTATED ARTICLES OF INCORPORATION

COMES NOW, __________________ CORPORATION, and files this it’s Restated Articles of Incorporation and respectfully shows: That the Corporation was duly incorporated on or about ________________

That members of the Corporation are entitled to vote upon these Amendments and pursuant thereto, the Board of Directors has adopted a Resolution setting forth these proposed Amendments by Restated Articles on the _____ day of____________, 19____, at which a majority of said Directors did adopt said Resolution directing that said Amendments be submitted to a vote at a meeting of members entitled to vote thereon by special meeting.

That said Amendments by Restated Articles were adopted by receiving at least two-thirds (2/3) vote being the number of member votes required, there being no shareholders, but only members.

That following approval of these Amendments by the proposed Restated Articles by its members, the Corporation has executed said Restated Articles of Incorporation, as follows:

(SET OUT THE ABOVE ARTICLES OF INCORPORATION-CONSULT ATTORNEY FOR STATE LAW AS TO AMENDING ARTICLES)


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Bylaws and Samples

YOU MUST ADOPT BYLAWS

The Bylaws set out the procedural structure of the organization not otherwise contained in the Articles; be certain the Bylaws do not conflict with the Articles. The sample of Bylaws provided are intended to be only an example; your attorney should examine carefully statutory requirements as to minimum notice time periods and whether notice is authorized by publication, and review and amend such to conform to local state law.

SAMPLE BYLAWS

BYLAWS OF HOUSE CORPORATION

ARTICLE I

OFFICES

The registered office and place of business of said Corporation shall be as filed with the Secretary of State of ______________. The Corporation may establish and maintain an office or offices at such other places, either within or without the state of incorporation, as the Board of Directors may from time to time determine.

ARTICLE II

SEAL

The seal of the Corporation shall be in circular form as affixed here:

ARTICLE III

SECTION 1 MEMBERSHIP

All members of said Corporation shall be persons admitted to membership in ________________________ Chapter of the Phi Kappa Tau Fraternity (whether by formal initiation or formal affiliation as provided under the rules and regulations of Phi Kappa Tau Fraternity) and such other members of the Phi Kappa Tau Fraternity who are so admitted, by a majority vote of both the Board of Directors and the members of the Corporation present at duly called meeting. Additionally, said persons must be at least twenty-one (21) years of age with a paid-up loyalty fund and graduated from __________ ____________ University, or a person who is at least twenty-one (21) years of age, not currently an undergraduate, who has paid their loyalty fund to the Fraternity in full and who has received a majority vote to be elected to membership by the Corporation's Board of Directors and the Corporation's members present at duly called meeting.

SECTION 2 MEETINGS OF MEMBERS

Meetings of the members may be held at any place within or without the state of incorporation as set forth in the notice thereof or in the event of a meeting held pursuant to waiver of notice, as may be set forth in the waiver, or if no place is so specified, at_________________[ADDRESS OF CHAPTER SHELTER].


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SECTION 3 ANNUAL MEETINGS

The annual meeting of the members of the Corporation shall be held at __________ o'clock p.m., on the _____ of____ in each year if not a legal holiday, and if a legal holiday, then at the same time on the next succeeding day not a legal holiday or on such other date decided by the Board of Directors, or such other date as designated by the President in writing to the members in accordance with notice requirements.

If the annual meeting is not held on the day designated above, any business, including the election of directors, which might properly have been acted upon at that meeting may be acted upon at any subsequent members' meeting held pursuant to these Bylaws or to a court order requiring a substitute annual meeting.

SECTION 4 SPECIAL MEETINGS

Except as otherwise provided by law, special meetings of the members of this Corporation shall be held whenever called by either the President or by the Treasurer or by a majority of the Board of Directors, or whenever twenty-five (25) members who are entitled to vote shall make written application thereof to the Secretary stating the time, place and purpose of the meeting called for.

SECTION 5 NOTICE OF MEETINGS

Unless waived, written notice of all members' meetings stating the time and the place, and the objects for which such meetings are called, shall be given by the President, the Treasurer or the Secretary by either mail not less than five (5) nor more than forty-five (45) days prior to the date of the meeting, to each member whose last known address is located within the [CITY, STATE] metropolitan area, or by publishing the time and place of such meeting within five (5) days prior to such meeting in a newspaper having a general circulation in [CITY, STATE].

In the case of a special meeting, the notice of meeting shall state the purpose or purposes for which the meeting is called.

SECTION 6 WAIVER OF NOTICE

Whenever any notice whatever is required to be given by these Bylaws, or the Articles of Incorporation of this Corporation, or any of the applicable corporation laws, a waiver thereof in writing, signed by the person or persons entitled to such notice, whether before or after the time stated therein, shall be deemed equivalent thereto. Attendance at any meeting of the Corporation in person or by proxy shall be deemed to be a waiver of notice thereof.

SECTION 7 QUORUM

A quorum at any member meeting shall be a minimum of ___________ ( ____ ) members present in person for the transaction of business, but the members represented at any meeting thereof less than a quorum may adjourn the meeting from time to time without notice other than announcement at the meeting until a quorum shall be present. At any such meeting at which a quorum shall be present or represented, any business may be transacted which might have been transacted at the meeting originally called. If a quorum is present, the affirmative vote of the majority of those voting at the meeting and entitled to vote on the subject matter shall be the act of the members.

SECTION 8 VOTING

Subject to the limitations provided in the Charter, at every meeting each member shall be entitled to one vote. Voting on all matters shall be by voice vote or by show of hands unless any qualified voter, prior to the voting of any matter, demands vote by ballot, in which case each ballot shall state the name of the member voting. The


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membership roll of ______________ alumni maintained by the Secretary shall be the sole evidence as to whom the members are entitled to vote at any meeting of members.

SECTION 9 PRESIDING OFFICER

The President shall serve as Chairman of every member’s meeting. The President shall appoint such persons as he deems required to assist with the meeting. In the absence of the President, the Vice-President shall serve as Chairman.

SECTION 10 ADJOURNMENTS

Any meeting of the members, whether or not a quorum is present, may be adjourned by the holders of a majority of the members at the meeting to re-convene at a specific time and place. It shall not be necessary to give any notice of the re-convened meeting or of the business to be transacted, if the time and place of the re-convened meeting are announced at the meeting which was adjourned. At any such re-convened meeting at which a quorum is represented or present, any business may be transacted which could have been transacted at the meeting which was adjourned.

ARTICLE IV

SECTION 1 NUMBER AND QUALIFICATIONS OF DIRECTORS

The Board of Directors shall consist of at least three (3) members, but not more than fifteen (15), who shall be members of the Corporation as defined in the Articles of Incorporation.

SECTION 2 TERM OF OFFICE OF DIRECTORS

The Board of Directors shall hold office for a period of one (1) year or until their successor shall have been elected and qualified.

SECTION 3 MANNER OF ELECTION AND REMOVAL OF DIRECTORS

The Board of Directors shall be chosen by majority vote at the annual meeting of the members or at any meeting held in place thereof provided by law, and may be elected at the special meeting of members called for that purpose. [OPTIONAL: BOARD ELECTS ITS SUCCESSOR BOARD MEMBER POSITIONS THAT BECOME VACANT] Directors, when elected, shall serve, unless removed as hereinafter set forth, until the next annual meeting of members or other meeting of members called for the purpose of the election of a Board of Directors, and until their successors are elected. Any Director or Directors may be removed, at any time, with or without any cause, by majority vote of the members at a duly called meeting.

SECTION 4 MEETING OF NEWLY ELECTED BOARD OF DIRECTORS

A meeting of the newly elected Directors, to be known as the annual meeting of the Board shall be held at [ADDRESS], or at such other place designated in a notice or waiver thereof, immediately after the adjournment of the annual meeting of the members for the election of officers for the Corporation and for the transaction of such other and further business as may properly come before the Board. No notice of such annual meeting, provided a majority of the newly elected Directors shall be present, shall be necessary or required in order to legally constitute the meeting. If a majority shall not be present at such meeting, those present shall adjourn the meeting to a specified time in the future, and the Secretary of the Corporation shall at once mail to each of the newly elected Directors a notice specifying the time and place where such adjourned meeting shall be re-convened.


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SECTION 5 REGULAR MEETINGS OF THE BOARD OF DIRECTORS

Regular meetings of the Board of Directors shall be held at [ADDRESS], or elsewhere within or without the state of incorporation, as specified in the notice of the meeting or the waiver of notice thereof. Regular meetings shall be held on such dates and at such times and places as may be determined by the Board of Directors and set forth in written notice given at least five (5) days prior thereto, and provided that such notice may be dispensed with if all the Directors are present at the meeting or if those present shall have waived notice thereof.

SECTION 6 SPECIAL MEETINGS OF THE BOARD OF DIRECTORS

Special meetings of the Board of Directors may be called by the President or Treasurer, by giving to each Director, either personally, by mail, or by telegraph, at least five (5) days prior notice of the time, place and purpose of the meeting, and shall be called in like manner upon the written request of a majority of the Directors, provided that such notice may be dispensed with if all the Directors are present at the meeting or if those not present shall have waived notice thereof, or shall sign the minutes of the meeting.

SECTION 7 GENERAL PROVISIONS RELATING TO MEETINGS OF THE BOARD

(a) Any meeting of the Board at which all of the Directors are present shall be as valid as if held pursuant to proper notice, and in case a meeting shall be held without notice when all are not present, but the absent Directors thereafter sign the minutes of the meeting, or in case a meeting shall be held without proper notice, but all the Directors sign the minutes of the meeting, the same shall be as valuate and binding as though called upon due notice.

(b) The Board of Directors may hold its meetings at such place or places, either within or without the state, as it shall from time to time by resolution determine, but until and unless otherwise determined, all meetings of the Board of Directors shall be at the principal office of said Corporation.

SECTION 8 QUORUM OF BOARD OF DIRECTORS

If less than seven (7) members are acting as Directors, a majority of those so serving shall constitute a quorum; if more than seven (7) directors are so serving, then four (4) members of the Board of Directors shall be necessary to constitute a quorum for the transaction of business at any meeting, but a smaller number may adjourn the meeting to a future date as set forth in Section 5 of this Article. For the transaction of any business before the Board, it shall require a vote of the majority of those present at a meeting wherein a quorum is present.

SECTION 9 POWERS OF THE BOARD OF DIRECTORS

The Board of Directors shall regulate and supervise the management and operation of the Corporation. It shall attend to all affairs of the Corporation, shall make such arrangements for carrying on the business as it deems best and in addition to the powers by these Bylaws expressly conferred upon the Board, it may exercise all of the powers of the Corporation and do all such lawful acts and things as are not by statute or by the charter or by these Bylaws required to be exercised or done by the members, to include the appointment of an Executive Committee of the Board of Directors. (See Section 12 of this Article)

SECTION 10 VACANCIES IN BOARD OF DIRECTORS

Any vacancy in the office of any Director, however occasioned, may be fined, pending the election of his successor by the members, by a majority vote of the remaining Directors.


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SECTION 11 COMPENSATION OF DIRECTORS

The Directors shall receive no remuneration or compensation for their services in attending annual, special or regular meetings of the Board.

SECTION 12 COMMITTEES OF THE BOARD OF DIRECTORS

The Board of Directors by resolution may designate from among its members an executive committee and one or more other committees, each consisting of two (2) or more Directors. Except as prohibited by laws, each committee shall have the authority set forth in the resolution establishing said committee.

SECTION 13 ACTION BY DIRECTORS WITHOUT A MEETING

Any action required or permitted to be taken at any meeting of the Board of Directors may be taken without a meeting if a written consent thereto shall be signed by all the Directors and such written consent is filed with the minutes of the proceedings of the Board. Such consent shall have the same force and effect as a unanimous vote of the Board of Directors.

SECTION 14 ADJOURNMENTS

A meeting of the Board of Directors, whether or not a quorum is present, may be adjourned by a majority of the Directors present to re-convene at a specific time and place. It shall not be necessary to give notice of the re-convened meeting or of the business to be transacted, other than by announcement at the meeting which was adjourned. At any such re-convened meeting at which a quorum is present, any business may be transacted which could have been transacted at the meeting which was adjourned.

ARTICLE V

OFFICERS

SECTION 1 GENERAL

The Executive Officers of the Corporation shall consist of a President, one (1) or more Vice President, (as determined by the Board) a Secretary and a Treasurer, to be elected by the Board of Directors at a meeting for organization held after the annual meeting of members or any meeting held in lieu of said meeting for said purpose. Each of said officers shall serve for a term of one (1) year, or until his successor is elected. The Board of Directors may also appoint assistant officers (e.g. assistant secretary, assistant treasurer), or other officers or agents, as they may deem necessary. All such appointed officers shall be removable at the pleasure of the Directors. Any vacancy may be fined by the Board of Directors. All other corporate appointments and positions shall be made by the President of the Corporation.

SECTION 2 PRESIDENT

The President shall be the chief executive officer of the Corporation, shall have general and active management of the business of the Corporation, shall preside at all meetings of the members and of the Board of Directors, and generally shall perform all such duties usually incumbent upon such officers, and such as may be required of him by the Board of Directors.

The President shall also have such powers and duties as are specifically imposed upon him by law, and as may be


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assigned to him by the Board of Directors. He shall sign all notes and obligations of the Corporation unless otherwise directed by the Board of Directors. He shall make annual reports; submit the same to the members at their annual meeting. The President shall preside as Chairman of the meetings of the members and the Board of Directors.

SECTION 3 VICE PRESIDENT(S)

The Vice President(s) shall perform such duties as are generally performed by Vice President(s). The Vice President, or any of them, shall have such other duties and powers as the Board of Directors, or the President, may prescribe from time to time.

SECTION 4 TREASURER

The Treasurer shall receive and have such custody of all money and of all securities of the Corporation, and perform all such duties as may be required of him by the Board of Directors, or the President, and such other duties as usually devolve upon such officers. He shall deposit to the credit of the Corporation in such banks or trust companies as the Board of Directors shall direct, and shall disburse same under the direction of the Board of Directors.

He shall keep regular books and full accounts, showing all his receipts and disbursements, which books and accounts shall be open to the inspection of the members at all times. At the end of each fiscal year, he shall submit to the Directors detailed statements of his receipts and disbursements, and shall also from time to time, upon request, make reports to the President as to the financial condition of the Corporation.The Directors may require the Treasurer to give such security for the faithful performance of his duties as they may from time to time determine.

SECTION 5 SECRETARY

The Secretary shall have the overall care and custody of the books and minutes of said Corporation, give the necessary notices of all meetings of the members and Board of Directors and keep and return the proceedings of all such meetings. Corporate books and records shall be kept at the main office of the Corporation, or such other location as designated by the Board of Directors, and if such care and custody requires an Assistant Secretary, he shall be so elected from time to time as the Board of Directors sees fit.

He shall have the overall custody of the seal of the Corporation and shall affix same to all instruments requiring the seal, when so authorized by the Board of Directors. Other officers shall have the right to affix the seal as well. He may sign all certificates of stock when signed by the President and affix the corporate seal to such certificates.

He shall keep such other books and returns and perform all such duties as may be assigned to him by the Chairman of the Board of Directors or the President.

SECTION 6 PRESIDENT NOT TO BE SECRETARY

Any person may hold two (2) or more offices in this Corporation except that the President shall not also be the Secretary.

ARTICLE VI

MISCELLANEOUS PROVISIONS


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SECTION 1 CHECKS AND DRAFTS

All checks and drafts shall be signed in such manner as the Board may from time to time determine.

SECTION 2 DEEDS AND MORTGAGES

All deeds and mortgages made by the Corporation and all written contracts and agreements to which the Corporation shall be party shall be executed by the President and Secretary of the Corporation, unless the Board of Directors by resolution otherwise directs and determines.

SECTION 3 NOTICE AND WAIVER

Whenever these Bylaws require notice to be given to any member or Director, the notice shall be given as provided in the applicable provision. Whenever notice is given to a member or Director by mail, the notice shall be sent first class mall by depositing the same in a post office or letter box in a postage prepaid sealed envelope addressed to the member or Director at his address as it appears on the roll book of the Corporation, and such notice shall be deemed to have been given at the time the same is deposited in the United States mail.

Whenever any notice is required to be given to any member or director by law, by theArticles of Incorporation, or by these Bylaws, a waiver thereof in writing signed by theDirector or member entitled to such notice, whether before or after the meeting to which the waiver pertains, shall be deemed equivalent thereto.

SECTION 4 INSPECTION OF BOOKS AND RECORDS

The Board of Directors shall have power to determine which accounts, books and records of the Corporation shall be opened to the inspection of members, except such as made by law be specifically opened to inspection, and shall have the power to fix reasonable rules and regulations not in conflict with the applicable law for the inspection of accounts, books and records which by law or by determination of the Board of Directors shall be opened to inspection.

ARTICLE VII

INTERPRETATION CLAUSE

SECTION 1 PROVISIONS SUBJECT TO PROVISIONS OF CHARTER

All of the provisions of these Bylaws are subject to, regulated and controlled by the Charter of the Corporation; and the powers of the members and the Directors of the Corporation are subject to the restrictions provided in the Charter of the Corporation.

SECTION 2 CORPORATION GOVERNED BY CHARTER AND BYLAWS

The Corporation shall be controlled and operated pursuant to the provisions as set forth in the Charter of the Corporation, and to the provisions as set out in these Bylaws. If there should be conflict between the provisions of the Charter and the provisions of these Bylaws, then, and in that event, the provisions of the Charter shall always control.

ARTICLE VIII


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INDEMNIFICATION

If an officer or director of the Corporation is hereafter made a party or is threatened to be made a party to any threatened, pending or completed action, suit or proceeding, whether civil, criminal, administrative or investigative (other than any action by or in the right of the Corporation) by reason of the fact that he is or was a director, shall be indemnified by the Corporation against expenses (including attorneys' fees), judgments, fines and amounts paid in settlement actually and reasonably incurred by him in connection with such action, suit or proceeding if he acted in a manner he reasonably believed to be in or not opposed to the best interest of the Corporation, and done in good faith, and, with respect to any criminal action or proceeding, had no reasonable cause to believe the conduct was unlawful. The termination of any action, suit or proceeding by judgment, order levy, settlement, conviction, or upon a plea of nolo contendere or its equivalent, shall not, of itself, create a presumption that the person did not act in a manner which he reasonably believed to be in or not opposed to the best interest of the Corporation, and, with respect to any criminal action or proceeding, had reasonable cause to believe that the conduct was unlawful.

This indemnity shall continue as to an officer or director who has ceased to be a director and shall inure to the benefit of the heirs, executors, and administrators of such officer or director.

The Corporation shall, not later than the next annual meeting of the members [unless such meeting is held within three (3) months from the date of such payment]; and, in any event, within fifteen (15) months from the date of such payment, then by first class mail to its members of record at the time entitled to vote for the election of directors a statement specifying the persons paid, the amounts paid, and the nature and status at the time of such payment of litigation or threatened litigation, if made pursuant to this indemnity provision.

ARTICLE IX

AMENDMENTS

These Bylaws may be altered or amended and additional Bylaws adopted by a majority vote of the members in the notice of which meeting the proposed amendment or new Bylaws shall be set forth verbatim, or by a three-fourths (3/4) majority vote at any members' meeting having a quorum where the notice of such amendment or new Bylaws is not so given; however, provided that no change of the time or place for the election of Directors shall be made within fifteen (15) days next before the day on which such election is to be held.

The above and foregoing Bylaws have been voted upon this _____ day of_______19___ , and hereby accepted and adopted, as certified by the undersigned.________________________PRESIDENT

The undersigned, as Secretary of the Corporation, enters the aforesaid Bylaws in accordance with the unanimous vote of the members at the annual meeting of the _____ day of___________, 19_____.


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This _____ day of __________, 19____._____________________ SECRETARY


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Filing for Not for Profit Status

YOU MUST FILE FOR NOT-FOR-PROFIT STATUS AS A SECTION501(c) (7) ORGANIZATION WITH THE IRS

Upon filing the Articles with the State and holding the organizational meeting at which the Articles are ratified, Directors are acknowledged; the Bylaws are adopted, etc. You should proceed with completing and filing with the IRS the IRS form 1024, "Application for Exemption for 501(c) (7) et seq Organization"; concurrently with this filing you should apply for a federal tax identification number. Use IRS form SS-4.

THE FOLLOWING IRS FORMS SHOULD BE REVIEWED, COMPLETED AND FILED AS APPLICABLE:

IRS FORM SS-4 [APPLICATION FOR FEDERAL ID NUMBER]IRS FORM 1024 [APPLICATION FOR RECOGNITION AS 501 (c) (7)]IRS FORM 8718 [USER FEE, DETERMINATION LETTER REQUEST]IRS FORM 990, 990EZ OR 990-T [ANNUAL RETURN TO BE FILED]


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Initial and Annual Filing and Reporting Requirements

HOUSE CORPORATION

FEDERAL: Qualification as Section 501(c)(7) not for profit, IRS package 1024; Fed ID Number, Form SS-4; obtain Employer's Tax Guide, Circular E; check initial requirements as to annual and quarterly employer's federal tax return.

CHAPTER

FEDERAL: You should have a tax ID number, SS-4 Form; obtain State EmployeeWithholding Number; No.1024 qualification filing required, you are qualified underFraternity filing.

ANNUAL\FILING REPORTING REQUIREMENTS

FEDERAL: Both House Corporation and Chapter

Form 990 (If gross income exceeds $25,000 for the year) OR Form 900EZ (If gross income is less than $100,000 and total assets are less than $250,000)

DUE DATE: November 15 if your fiscal year is June 30

Form 990-T (If non exempt income, more than $1,000)

Form 941 Employer's Quarterly Federal Tax return, Federal Withholding and Social Security

Form 940 Employer's Annual Federal Unemployment FUTA Tax return due January 31 of following year

W-4 Employee's Withholding allowance certificate

W-2 W-3 forms due to employee from employer by January 31 of following year; due to Social Security Administration by February 28 of following year

Form 1099 for payments to individuals/companies

STATE:

Employer's Quarterly Tax and Wage ReportEmployer's Income Withholding ReportChapter as an employer will need State ID numberSales Tax requirements on sale of food to members


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Meeting Samples


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Of Minutes, Agenda and Waiver of Regular Board Meetings

MINUTES OF BOARD OF DIRECTORS' MEETING

A MEETING OF Sample THE BOARD OF DIRECTORS WAS HELD ON THE _____ DAY OF_________ 19 ____ AT [ADDRESS] .

The Chairman acknowledged and certified a quorum with the presence of all directors, with the exception of the following who were absent:

______________________________________________________________________________________________________________________________

The Chairman presented the attached Agenda of the meeting.

The Chairman certified due notice being given as to the meeting or execution of Waiver of Notice by all Directors, attached.

The Chairman as President presented his report. Several matters requiring a vote will be brought up under New and Old Business, as applicable.

The following reports were made by [treasurer, vice-president, special committee chairman, etc].

Under Old Business the following matters were discussed:

Upon motions, being duly seconded, the following motions were duly passed by vote of the Board:

Under New Business, the following matters were discussed:


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Upon motions, being duly seconded the following Motions were duly passed by vote of the Board:

There being no further business, the meeting was duly adjourned at _______ a.m. /p.m.

____________________________Chairman/or Secretary


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AGENDA

CALL MEETING TO ORDERCERTIFY NOTICE OF MEETINGCERTIFY QUORUMREPORT OF CHAIRMAN/PRESIDENTREPORT OF OTHER OFFICERSREPORT OF SPECIAL COMMITTEE CHAIRMANOLD BUSINESSNEW BUSINESSSET DATE FOR NEXT MEETINGADJOURNMENT

WAIVER OF NOTICE

The undersigned Directors hereby waive all formal requirements of notice as the Board of Directors Meeting of ________________ day of ____________ 19____.

____________________________________________________________________________________


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Sample Minutes and Agenda of Annual Meeting

SAMPLE OF MINUTES OF JOINT ANNUAL MEETING OF HOUSE CORPORATIONMEMBERS AND DIRECTORS

The joint annual meeting of members and Board of Directors of the House Corporation was held on _____ day of _______________, 19____ at [ADDRESS].

The President called the meeting to order at [TIME] .

The President certified that proper notice of the meeting had been given as provided by the Bylaws and that the required quorum of members was present.

The President acknowledged the attached agenda of the meeting and gave his report. The following officers made their report to the members:

The first order of business was the election of the Board of Directors. The following persons were nominated and duly seconded:

Upon motion the nominations were closed and the following persons were elected to serve on the Board of Directors:

__________________ was elected as Chairman of the Board, who then convened theBoard of Directors Meeting.

The following persons were nominated and duly seconded by the members of the Board of Directors for the described office.

President: _______________________________Vice President: _______________________________Secretary: _______________________________Treasurer: _______________________________Assistant Officers: ______________________________

Upon vote, the following persons were elected by the Board of Directors as officers of the House Corporation:

President: _________________________________Vice President: _________________________________Secretary: _________________________________Treasurer: _________________________________


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Assistant Officers: _________________________________

The Treasurer made a report as to the income and expenses; he presented a Budget for the year; discussions were made.

The following matters under Old Business were discussed and where indicated voted upon:

The following matters of New Business were discussed and where indicated voted upon:

Upon motion the meeting of the members and the Board of Directors was duly adjourned at [TIME] .

MINUTES CERTIFIED BY: _____________________SECRETARY

SAMPLE AGENDA OF JOINT MEETING OF MEMBERS AND BOARD OF DIRECTORS

CERTIFICATION OF NOTICE AND QUORUMACKNOWLEDGMENT OF AGENDAELECTION OF NEW BOARD

NOMINATIONS BY MEMBERSELECTION OF BOARDELECTION OF CHAIRMAN OF BOARD BY NEW BOARD

CONVENE BOARD MEETING FOR ELECTION OF OFFICERSELECTION OF OFFICERS BY BOARD

REPORT OF TREASUREROLD BUSINESSNEW BUSINESSADJOURNMENT


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Developing Manpower


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Recruitment

One key to recruiting members for your house corporation is to list the primary areas of responsibility, and point out how an individual's expertise can contribute to board proceedings. Few persons want to spend time where they are not contributors. Recruit by personal contact, making it evident that the brother is needed, and his effort will be appreciated.

Your areas of responsibility undoubtedly include the following:

1. Structural maintenance and repair2. Utilities3. Legal (risk, contracts, etc.)4. Finance (accounting, tax)5. Advising on house management6. Services (food, janitorial, landscape, interior design)

It is recommended that your house corporation have at least seven members (president, vice president, secretary, treasurer, and four other directors). Staggered three-year terms, with elections at annual meetings to provide continuity. A recommended goal is to reach a level of participation that will enable you to change officers after one or two single-year terms. Recruitment is enhanced greatly when there is assurance that no one will be coaxed into extending an indefinite commitment.

Characteristics for consideration might include:

1. Age (you should have a wide range)2. Leadership experience, including that as an undergraduate3. Enthusiasm4. Prior involvement5. Interest in the chapter and the Fraternity6. Time required for occupation7. Geographic proximity

In recruiting corporation members, it usually is good to identify those within a one-hour travel distance, if possible.

You can receive a list of Alumni from the Executive Offices.

Be prepared to counter two most frequently expressed objections:

1. Time commitment. The most effective means of overcoming this obstacle is a record of short to-the-point meetings at specific intervals. Promise, and deliver.

2. Liability issues. Answers to these are found in Sections III and X of this Guide.

Undergraduate chapter representatives should be ex-officio, nonvoting members of the house corporation.


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Experience shows that best results are obtained when these include thePresident, treasurer, and house manager of the undergraduate chapter.

The chapter advisor, if not a regular member of the corporation, should be an ex-officio member.

Recruitment and Selection of Alumni

A. Methods used to identify prospects

1. Executive Office mailing to area alumni to solicit interest2. Search conducted using Fraternity Directory to identify careers and vocations of interest3. Contact with area undergraduate chapters to locate involved alumni

B. Hold general meeting to discuss needs, plans and basic organizational plans. Make telephone contact with prospects prior to the meeting to encourage them to attend.

C. At meeting, discuss the chapter situation and ideas for solutions and identify those alumni who seem most interested and/or appear to have useful abilities, skills, etc. These include:

1. Attorneys2. Accountants3. Architects4. Insurance professionals5. Contractors6. Business owners7. Former chapter advisors, officers or chapter consultants

D. Seek commitments from individuals to accept a position


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Training and the House Corporation Association

Introductory training for new members of the house corporation is important, not only for that person, but also as a review for those already serving on the board. Following are 7 ideas for developing such a program:

Identify the issues about which your corporation is most concerned and about which your volunteers are most in need of assistance.

Identify volunteers within the group who possess special expertise and who can be of assistance to you in training others.

Employ discussion and other interactive methods in the training program. Utilize case studies and previous examples, both good and bad. Obtain training materials from the Central Office. Encourage innovation. Keep an open mind to new ideas and different methods of operation suggested by

new members. Encourage members to participate in inter-fraternity training opportunities and to engage in the interchange

of ideas with others.

YOUR HOUSE CORPORATION ASSOCIATION

Should we look at bringing together all of the house corporations around the country for the benefit of sharing best practices and solutions to the various issues that arise from time to time?

PURPOSE

To promote communication among house corporations and their personnel; to provide a forum for the exchange of ideas and information; to provide education and training for local house corporation officers; to provide information and advice to the Fraternity regarding the needs and house corporations for training, information, financial and personnel support.


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Organization &


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Managment

Management of Meetings

A. Preliminary actions to be taken prior to meeting

1. Locate and review corporate charter and bylaws to determine requirements for board membership, elections, location/time of meetings and required notification of election and meetings

2. Revise corporate charter and bylaws as necessary to allow for board membership, meetings, house rules, etc. and have copies available for everyone attending meeting

3. Make announcement/notification of meeting as required by the existing charter and bylaws4. Prepare an agenda for the meeting and have copies for everyone

B. Actions to take at the meeting

1. Eligible (according to existing charter and bylaws) members vote to amend corporate charter and bylaws as proposed

2. Election of board of directors3. Election of officers by board of directors4. Formation of policy direction and issue actions

Management of Regular Meetings (keeping them organized)

President always prepares an agenda for meeting with copies to be sent to directors and officers several days prior to the meeting or to be handed out at meeting. Agenda should list all topics to be discussed and voted on except those that come up at the meeting.

President and treasurer prepare written reports to be reviewed during officers' reports and with copies distributed at start of meeting. Copies to be included in minutes of the meeting.

Meetings should be held quarterly as necessary with minor actions handled by officers between meetings. Major decisions can be handled by telephone with the directors between meetings.

Undergraduate chapter should provide a report at each regular meeting. The report should reflect the state of the chapter regarding membership, financial condition, planned social functions, etc. This report should follow the report of the board of directors.

Follow Robert’s Rules of Order and insist on orderly discussion


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Secretary should send typed copies of the meeting's minutes to all directors, officers, the undergraduate chapter, chapter advisor, division vice president and Central Office within thirty days of the meeting.

Plan some of the regular meetings to coincide with other activities that may bring alumni to the chapter (or other location) such as parent/alumni weekend, founders’ day, football games, etc.

Always have the site/room for the meeting laid out and ready ahead of time with necessary chairs, tables, etc. Consider comfort as much as possible in selecting the room for the meeting.

Management of House Corporation Functions and Potential Problems

A. Domain Director should maintain regular contact with the president (or other active officer) of the house corporation regarding state of the undergraduate chapter, condition of the shelter and ongoing management of house corporation affairs.

B. All repairs of shelter should be paid for through the house corporation and invoices kept by function (plumbing, etc.) or by contractor for future reference.

C. A copy of the House Rules as required by the house corporation should be available to all undergraduate members and signed by each undergraduate stating an understanding of the rules and agreement to them.

D. A house corporation should be involved only in those issues with the undergraduate chapter that relate to or involve the shelter, property, or directly affect the chapter's ability to meet its financial obligations to the house corporation. Other matters should be resolved by the chapter advisor, division vice president, division president, or others in the Fraternity's structure.

E. A representative of the house corporation should conduct regular inspections (monthly, quarterly, etc.) of the shelter and report to the corporation president on the findings.

Potential Problems (And Suggested Solutions) That May Arise

A. Problem: A sufficient number of alumni not available to operate and manage the house corporation.

Solution: Identify capable and willing individuals and arrange for their initiation as alumni. The Fraternity has special conditions that allow for this.

B. Problem: New alumni are unwilling to serve on the board and/or existing board members are resigning due to the liability faced as individuals that can result from the undergraduate chapter's negligence or wrongdoing.

Solution:1. Obtain Directors & Officers liability coverage as a house corporation. If this is not available, make


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arrangements for the corporation to reimburse all or part of the premium that an individual pays for D & 0 coverage under personal umbrella coverage.

2. Initiate rules that help eliminate or reduce those activities most likely to cause or result in accidents or actions from which liability can arise.

C. Problem: The undergraduate chapter cannot or is not meeting its financial obligations to the house corporation.

Solution:1. Prohibit all or some of the social functions at the Shelter until the debt is paid.

2. Work with the chapter advisor and finance committee to determine where the funds are being spent, if income is sufficient, if unpaid members' accounts are too high.

3. Reduce house corporation expenditures on marginal items or repairs until the finances are improved, thus insuring that the corporation has sufficient funds to meet its obligations.

Miscellaneous Suggestions for Better Management

The house corporation president should always have a column or report in the chapter's alumni newsletter. It will usually be one of the most read sections.

All fundraising activities directed to alumni should be handled by the house corporation. Alumni will feel better about sending money if they know other alumni will manage it. This also allows for better long term planning for fundraising activities.

When/if the chapter or a chapter member breaks one of the house corporation's rules, think long and hard before backing down on enforcement of the stipulated penalty.

The division vice president should fully support any house corporation action in front of the undergraduate chapter. If the division vice president disagrees with the house corporation, that discussion should be held in private and without the undergraduates present.

When unpopular actions have to be taken by the house corporation, the division vice president should be willing to "take the heat" for it. This lets the house corporation stay more popular.


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Getting Things Done With People

1. Make the People in Your Organization Want to Do Things

This is one of the really basic rules for getting the job done through people. The person who gets results through others is the person who is a leader, not a driver. People do things reluctantly for a driver because the driver forces them into it. They do their jobs enthusiastically for a leader because the leader makes them want to follow his or her wishes. There are many ways of getting people to want to do things.

But one warning is in order: Making people want to do a thing is a much more skilled and subtle process than what is often called "selling" them on doing it. That usually is just another name for forceful persuasion and is probably as ineffective.

2. Study Your Organization's Membership and Determine What Makes Each Member Tick

Continuous study of the people in your organization is a "must" for getting things done through people. Their motives and attitudes are the main tools the leader uses, and they can be determined only by study. Since security is the main drive in many individuals, if not most, building up the importance of their work and of themselves is an effective way to get the best results.

Yet people vary widely in many other characteristics. Praise may spur one person to new heights of effectiveness, but it may only inflate another. A better spur to the second person's effort might be constructive criticism. A third individual may wilt under any kind of criticism; some other factor is needed to make that person tick and the capable leader hunts for it. See the next rule.

3. Be a Good Listener

The leader who knows each member of his or her organization, their worries, personalities, touchy points and pet prides - knows why they tick and what motives stir them. The best and fastest way to know them is to encourage them to talk, to draw them out, and to ask questions. A good listener does this best; a teller encourages them only to be silent. Never dominate a conversation or a meeting, unless for a good reason. Good trick: If both you and one of your people start to say something at the same time, always give the other person the right of way. Objection to idea of being a good listener: It takes time to draw people out - Answer: It takes time to plan, too. Both are essential to the leader's job.

4. Criticize Constructively

Get all the facts. Review them and win agreement on them. Then suggest a constructive course of action for the future. When you criticize, be sure it's the method, not the motive that is questioned. If you can precede the criticism by a bit of praise, so much the better. But some leaders do this so regularly that the members


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of their organization get wise and any compliments lose their value.

5. Criticize or Reprove in Private

Obvious? Perhaps. But this fundamental rule is broken every day in hundreds of organizations. Reprimands in the presence of others cause shame, humiliation and resentment instead of a desire to do better next time. And to criticize someone while other people are present undermines their motivation as well as their respect of you.

6. But Praise in Public

Most people thrive on judicious praise - and praise that others can hear has multiple impacts. It raises the morale, standing and self confidence of most people. But be sure that the person who is praised is the one that deserves it and that other people who are involved get recognition too.

7. Be Considerate

Nothing contributes more to building a strong, hard working, loyal membership in an organization. The leader puts himself in their place before making any decisions affecting them. The leader realizes they have tough problems of their own, both business and personal. The leader knows that they have pride and personality and self respect, and that he or she will be much more effective by treating those characteristics as assets than by trampling on them.

8. Delegate Responsibility for Details

Another "obvious" rule that is usually violated. Delegating responsibility is the essence of administration. You are not a leader if you do not delegate, just as you are not a machinist if you cannot run a machine. The leader who insists on keeping his or her hand in details discourages the membership of his or her organization by competing with them.

9. Give Credit Where it is Due

Taking for yourself credit that really belongs to the members of your organization destroys their initiative and willingness to take responsibility. Giving them proper recognition for what they do has a double kick: They get credit for doing the job, the leader gets credit for building an outstanding organization.

10. Avoid Domination or "Forcefulness"

If the leader insists on running everything, the best of his or her people will get out and the rest will let him or her do their work. The over forceful leader can only drive people - never as resultful as the eager cooperation of those who follow a leader.

11. Show Interest in and Appreciation of the Other Person

This is another way of saying, "Be a human being." Not all people are warmhearted by nature. But even the coldest blooded leader can easily take steps to warm his or her relations with the people in his or her organization. For instance: use first names; make occasional unplanned luncheon dates with one or two at a time; and a way to mention hobbies, family news, or other not too personal matters; arrange informal bull sessions on business or non-business topics. Moves of this sort will pay dividends many times over in


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loyalty and accomplishment.

12. Make Your Wishes Known by Suggestions or Requests

If your people have initiative and ability, this will get vastly better results than orders or commands. Issue them only as a last resort. And if you and that only orders work, maybe you'd better look for some new members - or they for a new leader.

13. When You Make a Request or Suggestion, Be Sure to Tell the Reasons

People want to know not only what they're doing, but why they are doing it. The explanation can be oral or written. But be sure to make it.

14. Let Your Membership in on Your Plans and Programs Even When They're in Early Stage

It's true that plans can't be discussed too far in advance. But they should be discussed with your membership before they are in final form. It will give them that all important sense of participation.

Furthermore, because they have taken part in shaping the plan, it is as much theirs as yours. They feel personal responsibility for its success and they will carry out the program with snap and precision.

In addition, some of your membership's ideas may improve on yours so draw on them before it's too late.

15. Never Forget That the Leader Sets the Style for His or Her People

If he or she is irregular in his or her habits, late for appointments, careless about facts, bored in attitude, they will be too. But if the right kind of people are on his or her staff, they will follow a good example much more eagerly than a bad one.

16. Play up the Positive

Just as praise is a better stimulant than criticism, so appreciation is better than lack of it, and building up a person's self respect is more resultful than tearing it down.

17. Be Consistent

A leader who flies off the handle and sets off fireworks frightening his or her organization's membership into their shells; one who gyrates widely in reaction, mood and manner bewilders them. Neither can win the support and confidence of the people which leaders must have. One can truly follow only the leader whose course is steady and whose reactions are predictable.

18. Show Your People That You Have Confidence in Them and That You Expect Them to Do Their Best

Everyone tends to perform according to what is expected of them. If they know their leader has the confidence in them to expect a first rate job, that's what it will usually be.

19. Ask Your Organization's Membership for Their Counsel and Help


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This brings them into the picture, gives them a feeling of "belonging," builds self confidence. It makes them want to work harder than ever. What is just as important, they have good ideas which may never see daylight unless asked for.

20. When You're Wrong or Make a Mistake, Admit it

No one expects their leader to be infallible, so no leader loses face when he or she admits he or she is wrong (if he or she isn't wrong too often!). What you will gain is confidence in your fairness and honesty, an asset beyond price to a leader. It has been said that leaders ought to make occasional mistakes deliberately, just so they can admit them.

21. Give Courteous Hearing to Ideas from Your Organization's Membership

The ideas may sound ridiculous, but it's important not to let them know it. There's no surer way to discourage ideas from members than disparagement or ridicule. And the next idea from the person you ridiculed might have been the one you wanted.

22. If an Idea Is Adopted, Tell the Organization Why

Then they will apply to other problems the same line of thought that got results in this case. And if the idea is not adopted, tell them why, too. If the reasons are good, they will be accepted with good will. If they aren't - maybe the idea should have been bought after all. Proposed ideas that disappear into a void and are never heard from again discourage additional ones.

23. Give Weight to the Fact That People Carry out Best Their Own Ideas

When two ideas of equal merit crop up, it's usually good strategy to choose the one developed by the person who will carry out the project. He or she will feel personal responsibility in proving that his or her idea is workable. It's good leader strategy, therefore, to plant the seeds of ideas in the minds of others, so those who implement them will feel they are their own.

24. Be Careful What You Say and How You Say it

Plan in advance what you're going to say and how you're going to say it whenever you have an important talk with a member of your organization. And choose your words with care even in seemingly unimportant talks and chance remarks.

What the leader says has special impact on the organization. An unintended inflection of the voice, careless choice of words, bypassing a subject a member has brought up, can all breed misunderstanding and insecurity that interfere with efficient work. Thoughtless remarks, forgotten in a flash by those who make them, cause multitudes of restless nights and resultless days for those who hear them.

25. Don't Be Upset by Moderate Grousing

In small doses, griping serves as a safety valve for a characteristic of human nature. People working with the perfect leader probably would still grouse because he or she was perfect. But vicious, personal griping


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is another matter. The reason has to be determined and the cause rooted out.

26. Use Every Opportunity to Build up in Members a Sense of the Importance of Their Work

People like to think their jobs are important. Many of us even have to feel that we not only have an important job, but are essential in it, before we start clicking.

27. Give Your People Goals, a Sense of Direction, Something to Strive for and to Achieve

They need to know where they're going, what they're doing and why they're doing it, in order to plan their course intelligently and work efficiently.

Make clear the relation between their day-to-day work and their larger goals.

And give your people information about your organization so they can see themselves and their responsibilities in perspective.

28. Keep Your People Informed on Matters Affecting Them

Let them know in advance whenever possible. As members of a team, they feel entitled to know what's going on. If they do, their thinking will be more geared to reality and their ideas practical.

29. Give Members a Chance to Take Part in Decisions, Particularly Those Affecting Them

When people feel that they have taken part or had a say in a decision they are much more likely to go along with it enthusiastically. If they agree with the decision, they will feel it is their own and at once will back it to the hilt. If they don't agree, they will still back it more strongly than otherwise because they will know that their point of view was considered.

30. Let Your People Know Where They Stand

The day of "Treat 'em rough and tell 'em nothing" has passed. A system calling for periodical ratings on people is a step in the right direction, but only if ratings are discussed with them so they can bolster weak points and clear up misunderstandings.


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Five Keys to Motivation

The majority of student organizations express some level of frustration in getting their members enthused and excited about the organization. It is clear that the most successful leaders are those who have been able to motivate their members and inspire enthusiasm. Here are five simple steps to improve your motivational skills:

GOALS. Goals give people something to strive for and hence can be effective motivating devices. If we strive for a particular goal, our performance will be higher than if we do not specify an end result. Goals are also motivating if a member sees some of his own goals among those of the organization.

INCENTIVES. Incentives can serve as important motivational tools by rewarding members who have contributed to the goals of the organization. Incentives include honors, awards, recognition or appointment to special committees and are different for individual members and change over time.

COMMUNICATION. Proper communication is an important factor in motivation. Use as many communication avenues as you can, including meetings, retreats, bulletin boards, newsletters and group discussions.

EVALUATIONS. An important motivation factor in many organizations is "feedback" from evaluations. Members need to feel as if their input is valued. Use this information to evaluate procedures and progress of the organization.

LEADERSHIP. Your leadership style has a great impact upon the motivational level of your members. The following are keys to effective leadership:

The ability to arouse self involvement in members: members work more effectively at a job they want to do and that is theirs rather than doing something someone else wants them to do.

The ability to give freedom and keep control: delegation fosters a feeling of confidence and gives members an opportunity for independent and individual expressions.

The ability to identify with others: a leader needs to develop good working relationships with each of the members.

The ability to give credit: recognition is the most significant factor in contributing to the motivation of college students. Not only does it show a member that his/her efforts are appreciated, but it offers a benchmark to evaluate progress.


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How to Be a Good Group Member

Propose new ideas, activities and procedures. Don't just sit and listen.

Ask questions. Don't be shy about admitting that you do not understand.

Share knowledge when it will prove helpful to the problem at hand. Don't keep it to yourself.

Speak up if you feel strongly about something. Don't be shy about giving an opinion.

Try to bring together the group's ideas and activities. Don't concentrate only on details under immediate

discussion.

Understand the goals of the group and try to direct the discussion toward them. Don't get off the track

easily.

Question the practicality or the "logic" of a project and evaluate it afterwards. Don't always accept

unquestioningly the things we do.

Encourage group members to do well. Don't be indifferent to their efforts and achievements.

Encourage the group to undertake worthy projects. Don't be happy with mediocre projects.

Be a mediator and a peacemaker. Don't allow ill feelings to develop.

Be willing to compromise (except where basic issues such as truth and justice are involved). Don't be

inflexible.

Encourage others to participate and give everyone else a fair chance to speak. Don't sit by while some

people hog the floor and don't dominate it yourself.


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Basic Needs of People in Groups

Leader! If you want my loyalty, interest and best efforts as a group member, you must take into account the fact that...

I need a sense of belonging. I need to feel that no one objects to my presence and I am sincerely welcome. I want to feel that I am honestly needed for my total self, not just my hands, and my money.

I need to have a share in planning the group goal. My need will be satisfied only when I feel that my ideas have had a fair hearing.

I need to feel that the goals are within reach and that they make sense to me. I need to feel that what I'm doing contributes to human welfare - that its value extends beyond the group

itself. I need to share in the making of the rules of the group - the rules by which together we shall live and work

toward our goals. I need to know what is expected of me in some clear detail so that I can work confidently. I need to have responsibilities that challenge, that are within range of my abilities and that contribute

toward reaching our goals. I need to see progress being made toward the goal we have set. I need to be kept informed. What I'm not up on, I may be down on. I need to have confidence in our leader - confidence based upon assurance of consistent fair treatment, of

recognition when it is due and trust that loyalty will bring increased security. In brief, the situation in which I and myself must make sense to me, regardless of how much sense it makes

to the leader.

Assessing the Needs of People in Your Group

Assessing the needs and desires of your group is one of the primary steps in successful programming. We have to be aware of the students' wants and needs to effectively program. A few ways of assessing needs and interests are:

WORD OF MOUTHSURVEYSLISTENINGINTERVIEWSINSPECTIONS

These tools alone will not successfully assess your chapter. They need to be used together complimenting each other. Bear in mind that these are not the only tools available. Creative methods of assessment are developed every day -- be aware, watch for them and help develop new assessment techniques.


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Surveys

Surveys are tools used for assessment of the whole group. Surveys should never be adopted "wholesale" from another group. Remember -- All organizations have unique populations with different needs and interests.

Survey PointersFormat - Be creative and concise. People don't enjoy long pencil and paper exercises. Return rate will be poor if too much time is required for completion. It is important to give a brief introduction explaining who you are and the purpose of the survey so people understand why completion of the survey will be of value to them.

Timing -Fall is a good time for an in depth survey because everybody is fresh. Also, never give out a survey over a weekend or leave one uncollected for a long period of time - they'll get lost.

Distribution - Mailboxes are too impersonal and cannot assure high return rate. Personal distribution gives more importance to a survey and allows you as one of the group's leaders to have more contact with students.

Pick Up - Pick up points for surveys should be convenient. Also, don't allow too much time to lapse between the distribution and pick up.Tabulation - Reporting of survey tabulation data should be done in a format that is easy to interpret so that the information can be utilized throughout the year. Remember - survey data does not become outdated overnight. It is usually good for the year.

Surveys Are Useful Tools but Be Careful Not to Survey Your Organization to Death

Results - Never do a survey unless you let members know the results and how those results will be used. This will give them a sense of input into the survey and subsequent program activities.

Follow Up - This is very important for the success of surveys and programming. A survey is an effective method to identify individuals and their interests. It's also an opportunity to give members some individual attention.

When you present a program, identify the people who showed an interest in the topic and send them a personal invitation. This makes a large group seem smaller and more personal. It also helps us meet the needs and interests of members on a broader scale.

Items to include in your survey - When assessing your population you need to cover all avenues of interest. Important areas to include are lists of possible informational programs, social activities, sports activities and crafts. Remember to be aware of your population when you choose the items to include in your survey.


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TYPES OF SURVEYS

Now that you are familiar with the eight guidelines of survey construction, it is time to consider what type of survey will provide the most information about your population. There are many different types of surveys available for your use.

Checklist Survey - This survey is composed of a list of activities and programs available to groups. People check all programs which interest them and the programmer utilizes the information to develop activities.

Computer Survey - This survey is very similar to the checklist survey except that the person's choices are recorded on a computer answer sheet. The computer does the tabulation. This is definitely a time saver for the programmer. But -- don't forget the cost involved in using the computer for tabulation.

Open ended Survey - This survey is composed of a variety of open ended, unfinished statements or questions that people can fill in as they please. Answers obtained from this type of survey can be very creative. This style of survey takes more student time to complete.

These are just a few of the more frequently used surveys. Don't feel locked into the three examples given. Create the one or combination of many which you feel will get the best response from the students in your organization.


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How to Develop a Positive Leadership Attitude toward Others

There are a number of techniques that may be used to bring about better leadership attitudes on your part. The strength of a good leader requires a considerable amount of human relations and understanding in dealing with other people. However, the attitudes you express must not put you so close to people that you lose their respect, and yet, not so aloof that your concern for others is not felt and may be challenged. Be positive, with understanding, to achieve the best results.

The Use of Praise

Praise, when used effectively, encourages performance on the part of individuals so that they become consistent with their work and increase their productivity above average. You must be concerned, though, about how the performance is praised. Utilizing praise for the sheer sake of trying to show attention to another person is generally ineffective. It encourages others to try to please you only, without improved performance. Keep your praise under control so that it encourages productivity and, at the same time, gives some recognition to the individual.

The Use of Criticism

Criticism can be used effectively to bring about better performance in people, but a great deal of tact is required. You should suggest ways in which a job might be done more easily without putting another person on the defensive. Certainly, open criticism is embarrassing and normally will reflect on your leadership skills. If a person needs criticism, try to do it in private. After all, this is the way that you would like to be treated under similar circumstances.

In using criticism, be sure that you understand the situation before giving a constructive reprimand. It may not be as you think you saw it. Allow the other person to give his side of the story, and be sure to avoid any arguments. Arguments tend to give your personal rather professional opinions. To be effective in getting the performance and productivity required, your discussion should be straightforward and be held in privacy.

Admitting Mistakes

It is often difficult to admit you are wrong, particularly when you are in a position of authority. Most of us feel that it is demeaning and that prestige is lost when mistakes are brought into the open by admitting them. The opposite is generally the case; you are admired for your frankness and recognition of your error; your prestige has not been deflated, but inflated; your position of leadership has been enhanced as others are less likely to cover up for their own errors. Remember, that unless mistakes and errors were not made, our performance and behavior would not change. Admitting mistakes, when valid, reflects good positive leadership and will result in better relationships with other employees.


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Working With Alumni Advisors

Communication

Coordination

Consideration

Conception

Circumspection

Conclusion

Collegiate Perspective

We will send out the notices for officer training when we can work them into our schedules.

I can't meet with my advisor until midnight because of my classes and study schedule.

We never hear from the alumni except when they want to tell us what to do.

Alumni don't remember what it's like to have the pressures of school and extracurricular activities.

The reason we don't achieve maximum success is because we don't have enough alumni assistance.

The alumni don't give us any credit for knowing what to do, and they try to run the chapter.

Alumnus Perspective

It sure would be nice if the collegians let us know the plans soon enough for us to be able to attend.

I can't advise my officer in the evening because I can't get a babysitter.

We never hear from the collegians except when they want our money and/or our time.

Collegians don't have any idea what it's like to juggle career, family and other activities.

We want to be associated with winning efforts, which can only happen if the collegians straighten up and achieve success.

Things would be a lot better if the collegians would just listen to us.


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Relations With the Fraternity and It’s

Constituencies


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If A Chapter Must Be Closed

The relationship becomes particularly critical in the unpleasant situation of closing a chapter. Assets should be protected and preserved in such an instance to ensure they can be used later to re-establish the chapter.

Re-activation

When the time comes for re-activation of the house corporation, the procedure should follow these guidelines:

Notify area alumni by mail. (A list can be obtained from the Executive Office.) Reactivate the corporation through the divisional vice president and telephone calls to key alumni. Call a meeting of interested alumni. Elect new officers. Provide available materials from the Executive Office and Initiate a new training program for members. Make certain an effective risk management program is put into place, as outlined in this Guide.

Sharing Ideas

At the local level, your house corporation should encourage and support an alumni chapter. Someone from your house corporation also should meet with the director of Greek affairs at the college or university at least once a year.

Relationship with Undergraduate Chapter

Four ongoing procedures can help your house corporation maintain a good, open relationship with the undergraduate chapter:

Check in/check out at the beginning and end of each lease period. The house corporation president or his designee should meet monthly with the chapter president and house

manager for a report on operation of the chapter. Meet with new officers at the beginning of their terms to orient them as to the role of the house corporation

and its relationship to the chapter. Deliver an annual report to the chapter.


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Domain & National Involvement

To gain from the total Fraternity experience, representatives of your group should attend regional conferences, leadership academy and convention where special sessions are presented specifically for house corporations. It is strongly advised that money be budgeted by your house corporation for these trips.

Maintaining communication with the Fraternity through the Executive Office and pertinent Domain Director enables your house corporation to benefit from up-dated materials and other information--- including the availability of loans --- pertinent to local operations. This also provides an exchange of experiences among corporations with similar concerns.

Kudos

Sharing accomplishments of your house corporation through the pages of the laurel will provide recognition that can encourage further support from your alumni, and offer suggestions for other house corporations throughout the Fraternity.


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Operations


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Maintenance and Evaluations

Adequate exterior maintenance of a chapter house should include annual evaluations, using the following guidelines.

The roof should be reviewed with regard to years in place, as well as weather conditions experienced. Exterior flashing and trim also should be inspected.

Windows and doors should be reviewed/evaluated with regard to weather, tightness, and physical condition. Caulking around doors and window frames should be checked, and any cracked or broken windows should be replaced. Important criteria used in the selection process are the use of double panes with thermal break, and the "R-Value."

Inspection of exterior walls depends upon material. If the wall is masonry, inspection should include general review of the masonry units, as well as the joints. If the exterior is wood siding, check to see if it needs painting or staining.

All exterior lighting fixtures and wiring should be part of the overall annual electrical inspection. All weather-proof outlets should be reviewed for current and/or future needs.

Landscaping of the site should be reviewed for overall "curb appeal." The landscaping is part of the first impression that is presented to university officials, students, visitors, and the local community. Are the trees and bushes trimmed? Is the lawn in good condition? These questions need to be answered in the annual review process.

The walk, steps, curbs, drives, and other paved areas need to be inspected for cracks and general movement. Minor repairs need immediate attention before they become problems. Asphalt drives need to be re-sealed each fall.

All exits, stairways, and other means of egress need constant attention. There can be no storage in routes of egress. Also, no storage on stairs, stairwells, balconies, fire escapes, etc. Handrails, as well as treads and risers of stairs, must be in good repair.

Interior evaluation of the physical plant, on an annual basis, should include (1) plumbing, (2) HVAC, (3) electrical, (4) fire


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marshal, (5) board of health (kitchen), (6) structure, and (7) finishes.

As landlords and brothers, representatives of the house corporation should work with officers of the undergraduate chapter to make certain maintenance is an important part of chapter operations.

The following eight pages of this section offer comprehensive checklists to assist you in that effort.


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Maintenance Checklists

DAILY Sweep/vacuum heavily used areas Clean and disinfect bathroom toilets and sinks Wet mop bathroom floors Clean shower floors Clean kitchen surfaces including stove top, sink, and countertops Wash and sterilize dishes Remove garbage/trash from all public areas Empty ashtrays in public areas

WEEKLY Thoroughly clean/disinfect shower floors and walls Thoroughly clean/disinfect floors in food service areas Thoroughly sweep/vacuum all public areas Empty trash baskets from rooms Thoroughly clean trash receptacles Dust all public areas Mow and trim lawn (in season) Inspect house for maintenance/custodial concerns and correct as necessary (interior & exterior lights/bulbs,

holes in walls, broken windows, litter, fire equipment, etc.)

BI-WEEKLY Clean filters in range hood vent system Maintain shrubbery and flower beds (in season)

MONTHLY Change furnace filters Clean gutters (in season) Snake shower drains Insect/rodent control

SEMESTERLY Organize storage areas

ANNUALLY Service fire extinguishers Thoroughly clean student rooms

Professionally clean kitchen, floors, bathrooms, carpet, and drapes Steam clean range vent systems Organize and clean food storage areas Inventory keys/replace keys and locks as necessary Caulk and regrout showers Inspect roofs/repair as necessary Clean paneling/wipe walls


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Clean fireplace and chimney Touch up walls, ceilings and woodwork in all student rooms and public area

Fire and Safety Inspection Checklist

FIRE EXTINGUISHERS

A fire extinguisher is required to be within 75 feet of every area and within 50 feet from a special hazard, such as the kitchen or a workshop.

Fire extinguishers must be checked annually by a licensed service contractor. Fire extinguishers should not be hung higher than 5 feet from the floor to the top of the extinguisher. Extinguishers are classified as "A", "B", or "C". Type "A" is required for ordinary (wood, paper, some

plastics, etc.) hazards. Type "B" is required for liquid (grease, paint, some plastics, etc.) hazards. Type "C" is required for electrical hazards. Multi-purpose ("ABC") extinguishers are available for combined hazards and are the type recommended.

EXITS

There must be at least two exits from every area. Exits must be accessible without the use of a key (security can only be provided by approved alarm locks). Exits must be marked with illuminated exit signs that are working. Storage, furniture, trash, etc. are not allowed in corridors or stairways. Fire doors to stairways and storage rooms must close and latch automatically. Fire doors may not be blocked open (fire doors can only stay open normally if smoke detectors connected

to automatically releasing door holders are installed). The walls and ceilings of corridors and stairs must be solid. Any holes or other damage must be repaired. Exits may not be hidden by draperies, furniture, etc. Exit doors must open outwardly. Corridor doors must be solid doors (20 minute fire rated). These must have automatic door closers, unless

there are approved smoke detectors in the corridors.

FIRE ALARMS

Every building must have a fire alarm system that is always working. Each bell or horn, manual alarm station, and smoke or heat detector must work. The alarm stations must be red, and may not be covered or blocked by furniture, posters, drapes, etc.

Smoke detectors are required in every room used for sleeping and are recommended in the corridors and

stairs.

When it is sounding, the fire alarm must be heard in every area of the building.

WALLS/CEILINGS/FLOORS

The interior finish of corridors, stairways, foyers, lobbies, and any other exits must be rated Class A or B.

This means that paneling, ceiling tile, carpets, decorations, etc. in these areas must be fire retardant.


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The interior finish of all other areas must be rated Class A, B or C. This allows a more flammable finish,

but still prohibits very flammable finishes, such as some wood paneling, paper, some fabrics, etc.

The use of very flammable decorations is prohibited.

MAINTENANCE

Every required safety device (fire alarms, exit lights, fire doors, etc.) must work, and

must be kept in good repair.

FIRE PROTECTION SYSTEMS

Sprinkler systems are required in most storage areas, and must be turned on at all times. Extinguisher systems are required to protect the kitchen exhaust hood and deep fryers, griddles, and

stove tops. These must be inspected and serviced every six months.

STORAGE

Flammable liquids (paints, etc.) must be limited to that needed for routine maintenance, and must be stored in approved storage rooms. Approved storage rooms are rooms separated from the rest of the building by 1 hour fire rated construction and having a sprinkler system.

Gasoline is prohibited from the building, including that in the tanks of cycles, mopeds, lawnmowers, and storage cans.

Combustible storage (furniture, luggage, paper supplies, lumber, tires, etc.) may only be in approved storage rooms.

HOUSEKEEPING

Accumulations of combustible debris which could block an exit or could easily be set onfire are prohibited.

FIRE DRILL

Each dormitory, fraternity, and sorority is advised to conduct a fire exit drill each semester, witnessed by a fire inspector.

FIRE LANES

Areas which are posted by signs or painted curbs are fire lanes. Vehicles parked in these areas would block rescue ladder trucks from getting ladders to your window. The above items have been condensed from the fire prevention laws which apply to residence facilities, including fraternity and sorority houses. These are not all of the fire prevention laws, but include the most common deficiencies found during campus inspections and are, generally, items which can be corrected before an inspection.

Many other fire prevention code requirements pertain to the method and materials used to construct the building. Any deficiencies of this type will be brought to your attention during the fire inspection.


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Health Inspection Checklist

FLOORS Clean/good repair Cleaned by dustless methods No mop streaks, dirty corners or splash marks Proper cleaning method used

WALLS / CEILINGS Clean Good repair

BATHROOMS

Toilet facilities, showers and wash bowls adequate/good repair Toilets have no cross connection Adequate cleaning indicated No offensive odors Well ventilated Adequate lighting Floors clean, well drained No duckboards, foot tubs or foot baths No personal items present

DRINKING FOUNTAINS Cleaned daily Good repair Angle jet No common drinking cups

VENTILATION Adequate Bracket fans where needed No offensive odors

LIGHTING

Adequate Light bulbs present/function

PEST CONTROL

No evidence of insect infestation No evidence of rodents Outward opening/self closing doors All outside openings screened


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BEDDING Properly protected Clean/good repair Adequate/proper storage of surplus mattresses Mattress covers and bed linen clean Aired routinely

WASTE DISPOSAL Trash receptacles with covers present Trash emptied daily Trash removed from rooms weekly Trash receptacles in food service areas cleaned daily when emptied Garbage and trash pickup adequate No offensive odors

GROUNDS Dumpster area outside of building clean Grounds and lawn clean and unlittered Sidewalks, stairs, and railings in good repair

RESIDENT ROOMS Soiled linen and clothes stowed in bag or hamper Closets clean/adequate Head-to-foot sleeping arrangements Trash removed from room

GENERAL Cleaning gear properly cleaned and stored Coffee urns sanitized daily Boiler or furnace room clean Vending machines clean Ash trays clean/adequate

All buildings and grounds should be maintained to provide a safe and healthful environment. This checklist has been prepared to assist house managers and directors in establishing minimum standards for housekeeping maintenance and cleanliness. This list is not exhaustive; additional violations of health standards may be noted during the chapter inspection.


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FinancialOperations


2

Government Requirements and Budget

IntroductionFundamental to the success of each House Corporation is a strong focus on its financial affairs. Leadership by a knowledgeable and capable person to oversee the financial management can go a long way to assure financial health. This person would typically be the corporation's treasurer. His responsibilities include developing appropriate financial plans and strategies, budgeting, accounting, tax filing, record keeping and establishment of necessary internal and external controls and review procedures.

Books and Records and Government ReportsEach House Corporation must maintain accurate books and records of all financial transactions and safeguard all original legal documents including deeds, contracts, leases, securities, etc., copies of loan documents, insurance records and tax returns. The timely preparation of budgets and financial statements is vital to provide for the proper management of the financial affairs of the corporation. The timely filing of tax returns is critical to comply with laws (and to avoid substantial penalties). It is the responsibility of each House Corporation to obtain an exempt organization federal identification number and annually file IRS Form 990. The penalty for failure to file is severe.

Annual BudgetEvery well managed organization needs a financial plan. This normally takes the form of an annual budget. It needs to be prepared with the participation of House Corporation members and chapter officers to integrate rent and expense expectations. In preparing the House Corporation's budget, numerous considerations are important to evaluate: trends in chapter size, in financial discipline, in House Corporation rent, and in House Corporation expenses and in competitive influences, together with the House Corporation's long-term goals.

RentRent charged to the chapter must be based on market values and costs, both short and long term. Several formulas for rent calculations can be found in Appendix C. Most campuses have fraternities that charge members far too little to live in the houses because House Corporations provide "subsidies" to chapters through sub-market rents. We expect our housing to be top quality. Thus, we should be prepared to charge top rent and, accordingly, be one of the high rent fraternities on the campus. When the need for reserves is fully evaluated and appreciated, the reasonableness and fairness of high rent is justified and supportable. At the very least, do not get trapped into subsidizing the poor management of the chapter by discontinuing rent.

Often there is much concern about not being competitive in our rent charges because our high rent will put the chapter a competitive disadvantage in rush. There is surprisingly little merit to these concerns; they should not be the driving force in our rent decisions. If a financially sound level of rent for the House Corporation appears to put the chapter at too high a rent level in relation to other houses in terms of what they must charge members for rent, a


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meeting of the house corporations on campus may be appropriate to try to increase house corporation rents campus-wide.

The amount of rent and its payment terms should be clearly set forth in a Chapter Lease (see the Appendix) between the House Corporation and the chapter. Collect the rent as early in each year, semester or quarter as is financially feasible. The lease should clearly set forth the financial responsibilities of the chapter for ordinary repairs and maintenance as distinguished from the House Corporation's responsibilities for capital improvements.

House NotesEach House Corporation should require, in addition to rent, the timely payment of chapter members; house notes for every undergraduate member and pledge living in or out of the house. The house notes cover the "wear and tear" on the public areas and these funds should be set aside for later renovations or redecoration expenses. These notes (usually $15-$25 per month per member/pledge) should be held by the House Corporation treasurer and payments tracked and reconciled regularly to insure accuracy of accounting.

Financial ReservesReserves are critical to the viability of fraternity housing. Reserves are needed for three principal reasons: (1) regular capital improvements/replacements, (2) major renovation every twenty (20) years and replacement in sixty (60) years, and (3) coverage of short-term operating deficits caused by low chapter manpower. Capital replacement reserves (roof carpeting, heat and cooling plant, furniture, appliances, etc.) should be set aside at the annual rate of 1% to 2% of the market value of the property; while major renovation and replacement reserves should be set aside at the annual rate of approximately 3% of the market value of the property. The market value should be re-determined every five years and is best based on replacement cost for purposes of reserve calculations.

The short-term operating deficit reserves should be set aside at an annual rate of 10% of the annual rent charged by the chapter before adding on the operating reserve and continue to be charged at least until one year's rent in total has been set aside. Each reserve account should be maintained as separate funds in the accounting records and in separate bank/investment accounts to make the administration of them simple and to allow for continual focus on their status. Interest should be added to each fund.


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Capital Improvements and Funding

In concert with the House Corporation's long-range planning, capital improvements should be planned and be integrated into the annual maintenance and improvement goals. In forecasting the life span of various components to a house, the following schedule may be helpful:

ElectricRoofPlumbing and HeatingBrick Tuck pointingWindows and DoorsKitchen EquipmentAir ConditioningFurnitureCarpetingPainting and Decorating

20 years15 years15 years10 years10 years8 years5 years3 to 5 years3 to 5 years3 years

Capital FundingFunding for routine annual building and mechanical repairs can be provided either through the annual budget or through the reserves previously established. Funding for major property renovations and/or new structures would typically be forthcoming from outside fund raising activities which could take the form of capital campaigns, loans from financial institutions, or the Fraternity.


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The 10 Specific Commandments of House Corporation Financial Management

Manage the shelter as a profit-making real estate investment that will appeal to the market served long-term.

Have the House Corporation set up its own budget as to what it requires for rent prior to any meeting with actives. The rent figure is non-negotiable.

Fix the rent so as to allow for payment of mortgage, taxes, insurance (fire and liability), maintenance, repairs and reserves.

Establish cash reserves for replacements, major repairs and chapter financial crises. Collect all House Corporation funds from the chapter prior to or on the first day of each semester or school

term. Have dual signatures on all safe deposit boxes, checking and savings accounts. There's safety in numbers.

This should also be required on all colony or chapter funds. Be sure the chapter has an active chapter or financial advisor. Insist upon monthly meetings and reports from the chapter in areas such as finances, rush, scholarship and

property repair. Obtain and review all chapter budgets and monthly financial reports. Request of the Central Office the dates of visits by chapter consultants to the chapter and get all reports on

the chapter. Request that all chapter consultant reports be forwarded to the House Corporation's president. Develop successor House Corporation financial management. This will assure the current Treasurer's

knowledge and efforts will provide the much needed continuity to the Corporation's financial leadership.


6

Member Responsibilities


7

Director of Risk Management

?


8

Chapter Shelter Safety Checklist

YES NO NAFIRE DETECTION / ALARM SYSTEMS1. Smoke detectors present throughout the entire facility?

2. Facility fully protected by a hard wired, automatic fire detection/alarm system? 3. Fire detection/alarm system sound at a central monitoring service station? 4. Facility fully protected by manual or pull station alarms? 5. Fire detection/alarm systems regularly serviced by a qualified company? 6. Are all fire detection/alarm systems and smoke detectors tested regularly? (Automatic - annually; Manual - monthly; Battery smoke detectors -weekly)

EXITS AND EMERGENCY ESCAPE ROUTES1. Exits and escape routes clearly marked with lighted exit signs? 2. Emergency escape ladders available on the upper floors? 3. Exits easily opened from the inside without keys or special devices? 4. Exits and escape routes (doors, hallways, stairways) well lighted and kept clear? 5. Exterior fire escapes adequate, easily accessible, and safely maintained?

EMERGENCY LIGHTING SYSTEMS / PORTABLE FIRE EXTINGUISHERS1. Facility fully protected by an automatic emergency lighting system? 2. Emergency lighting tested monthly and repaired promptly? 3. Fire extinguishers present throughout the facility and regularly serviced?

FIRE SAFETY EMERGENCY PLANNING MEASURES1. Written fire emergency plan established, reviewed by members, and posted? 2. Self-closing fire doors present to reduce potential for rapid fire spread? 3. Fire doors and emergency exits kept free of any doorstops or other obstructions? 4. Emergency evacuation plans and escapes routes currently posted in all rooms? 5. Emergency phone numbers (fire, police, medical) posted at each telephone? 6. Members instructed in operation of fire alarm system, fire extinguishers,

and emergency procedures? 7. Chapter members required to participate in regular fire drills?

PROPERTY SECURITY AND SUPERVISION1. Facility secured with restricted keys (or keypad lock) issued only to members? 2. Specific person (house manager) designated to lock/secure facility nightly and

conduct a fire/security inspection? 3. After each chapter hosted event, facility is properly cleaned and secured?


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4. Property is secured and supervised when vacant (i.e. school breaks)?

ELECTRICAL SYSTEMS1. Wiring and lighting fixtures are in good and safe condition? 2. Electrical covers in place and untampered with? 3. Any/all electrical strips must have surge protectors? 4. Ground fault interrupters in bathrooms and kitchens?

KITCHEN FACILITIES AND EQUIPMENT1. All cooking areas fully protected by a hood extinguishing system? 2. Extinguishing system serviced twice a year by an outside contractor? 3. Removable grease filters cleaned regularly? 4. Kitchen well supervised, cleaned daily, and operated in a sanitary manner?

HEATING, REFRIGERATION AND AIR CONDITIONING1. All systems serviced by a qualified contractor within the last year? 2. Boiler/furnace located in a separate fully enclosed fire resistive room? 3. Boiler/furnace room kept clean and free of combustibles and trash? 4. All doors to separate rooms closed completely?

FIRE EXTINGUISHER SPRINKLER SYSTEM1. Sprinkler system serviced at beginning of academic year? 2. Sprinkler heads clean and unobstructed?

GENERAL EXTERIOR FACILITY CONDITIONS1. Parking areas, sidewalks, stairways, porches, and fire escapes properly maintained

and kept free of hazards, debris, or obstructions? 2. Gutters securely attached and unobstructed to discharge away from facility? 3. Chapter facility grounds well maintained? 4. Adequate exterior lighting for entire facility including parking and doorways? 5. Roof access strictly prohibited? 6. All windows and exterior doors in good condition?

GENERAL INTERIOR FACILITY CONDITIONS1. Floor surfaces and carpeted areas free of slip/trip/fall hazards? 2. Stairways equipped with secured handrails? 3. Non-slip surfaces provided in areas such as bathrooms, stairs, exits, 4. and fire escapes? 5. Smoking controlled and confined to designated smoking areas only? 6. All cleaners/paints stored in a secure well-ventilated area in enclosed metal cabinets,

with flammable liquids prohibited in the building?

GENERAL HOUSEKEEPING AND SPECIAL HAZARDS1. General interior and exterior housekeeping good? 2. Clean-up and trash removal done promptly? 3. Fireplaces and chimneys cleaned annually by a qualified professional? 4. Firearms prohibited in the chapter facility?

NOTES/COMMENTS: __________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________


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INSPECTION DATE: _____________________________

SIGNATURES _________________________________ _________________________________Director of Risk Management House and Grounds Chairman

_________________________________ _________________________________Chapter Advisor House Corporation President/Treasurer

Crisis Management

There are several steps to follow in the event of a tragedy, with additional steps and consideration dependent on each case or situation. Below is a general listing of those steps. It is followed by notes regarding possible tragedy or crisis other than injury or death.

Procedures for a Tragedy or a Crisis

1. Who's in Charge -- be sure every person in your chapter knows that the President is in charge of every emergency situation involving serious alarm, injury or death. In his absence, a rank order of officers should be established, with each knowing where to find a copy of this policy. Where appropriate, be sure your housemother is aware of this list of procedures.

2. Close the Shelter -- if a tragedy has occurred within the Shelter, close immediately. You cannot offer instructions if your members are leaving and outsiders are entering. Permit only your members and appropriate officials to enter.

3. Call For Assistance -- Your first phone call should be to the appropriate emergency number for ambulance or police assistance. In the case of a fire, contact the nearest fire station (911, if applicable, for any emergency situation). Where installed, alarms will automatically bring the fire truck.

Before leaving the phone, your second call must go to your chapter advisor, and the third to your campus fraternity advisor. Both will discuss the situation with you and, in all serious cases, be at the Shelter in a matter of minutes. If you are in doubt as to whether a situation is serious or not, call! In the case of a suicide attempt, with or without serious injury, do not assemble your members or call parents. Your advisors will quietly discuss further steps to take in this instance.

4. Assemble Your Membership -- As soon as possible, assemble your membership in a group. Explain to them there is an emergency situation and the Shelter is closed. Ask them to cooperate in halting outgoing phone calls until further instructed. Do not discuss specifics of the situation until the advisor(s) arrive. Depending upon the situation, out-of-house associates and members may need to be called in. No brother should make statements to anyone other than university or college officials. Your chapter President will make appropriate statements to the media after the situation is under control and a response plan is established.

pc: chapter filehouse corporation file


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5. Do Not Notify Parents -- In the event of a serious accident or illness, the medical personnel will notify parents and advise them of the student’s physical situation. In the event of a death, university or college officials will notify parents.

6. Follow Up -- In the case of a brother’s death, do not announce it until a university or college staff member has arrived to help. Be very careful with this information, as they will call the university or college media office to release an official statement only after all members of the immediate family have been notified. If the deceased brother lived in the Shelter, do not move any of his personal possessions. Perhaps you will want to move his roommate somewhere else temporarily. You should call the family to offer sympathy on behalf of the chapter; ask what their wishes are in regards to his possessions.

It is, of course, proper to send sympathy cards, flowers, etc. If a funeral is within driving distance, the chapter should consider sending a delegation. Phi Kappa Tau has a memorial ritual pertaining to the Chapter Eternal. Check your procedures and offer it to the parents in advance of final arrangements.

Other Possible Tragedies or Crisis

1. Significant Property Damage -- A fire or other natural phenomena may cause damage to the Shelter or grounds. Depending on the severity of damage and related accidents, steps 1-4 should be followed.

2. Death Of A Member Of A brother’s Immediate Family -- The chapter’s reaction will likely be influenced by how the individual himself reacts. Flowers and a delegation to the funeral are certainly appropriate. The brother will be shaken for some time following his loss. The chapter must remain sensitive to this and assist in any way possible.

3. A Brother Is Arrested-- As much as possible, the chapter should stand clear of any involvement. In the case of the arresting crime was committed in the shelter or at a chapter sponsored event, steps 1-4 should be followed. The chapter President should make comments to the public or media only after adequate consultation with an advisor. In no case should chapter funds be used as bail money.

4. A Brother Is Diagnosed with AIDS - Should a brother be diagnosed with AIDS and it comes to the chapter’s attention, your Greek Advisor, chapter advisor and the Central Office must be contacted immediately. The potential for alarm and mixed reaction is great; the chapter will need professional assistance. At all costs, the dignity of each member, especially the brother diagnosed with the disease, must be preserved. The issue must remain private as long as deemed necessary.


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Code of Conduct

Phi Kappa Tau FraternityCode of Conduct

Preamble:

The Phi kappa Tau Fraternity is a unique organization. There are certain obligations that every pledge and member must adhere to if the Fraternity is to grow and prosper. Below are the basic expectations that are fundamental to the growth of brotherhood in the chapter:

I. I will respect the dignity of all persons and therefore, I will not physically or psychologically haze, or sexually abuse any human being.

II. I will respect the rights of property, both, others, and my own; therefore, I will not, nor will I tolerate abuse of the shelter, private, or community property.

III. I will pay my chapter bill on time and in accordance with the Constitution & Bylaws of the Fraternity.

IV. I will strive to maintain an academic environment where my brothers and I can achieve our academic potential.

V. I will not act in such a way that will reflect poorly on my chapter and the Fraternity.

VI. I will strive to make all guests of the Fraternity feel welcome and comfortable in the shelter.

VII. I will not use or support the use of illegal drugs.

VIII. I will not abuse or support the abuse of alcohol.

IX. I acknowledge that a clean and attractive environment is essential to both physical and mental health; therefore, I will do all in my power to see that the shelter is properly cleaned and maintained.

X. I will at all times strive to live a life consistent with the Oath, Creed, and Ritual of the Fraternity.

On my solemn Oath, I will abide by this code of conduct and will confront members of this Fraternity who are in violation.

Signature Date


1

Honor Board

?


2

Long-TermPlanning & Growth


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Establishing Reserves

Reserves are critical to the viability of fraternity housing. They are needed for three principal reasons: (1) regular capital improvement, (2) major renovation every 20 years and replacement in 60 years, and (3) coverage of short-term operating deficits caused by low chapter manpower. Capital improvement reserves (roof carpeting, heat and cooling plant, furniture, appliances, etc.) should be set aside at the annual rate of approximately 1.5 percent of the market value of the property. Major renovation and replacement reserves should be set aside at the annual rate of approximately 3 percent of the market value of the property. The market value should be re-determined every five years and is best based on replacement cost for purposes of reserve calculations.

The short-term operating deficit reserves should be set aside at an annual rate of approximately one-tenth of the annual rent charged by the chapter before adding on the operating reserve, and continue to be charged at least until one year's rent in total has been set aside. The reserves should be maintained as separate funds in the accounting records to make the administration of them simple and to allow for continual focus on their status. Interest (after taxes) should be added to each fund. Consult your accountant for any applicable set-aside requirements under the tax code.

Capital Improvements

Capital improvements should be planned for in accordance with suggested Capital Improvement Schedules. They should be part of the Business Plan and Budget of the house corporation, and should be funded from the capital improvements fund created by annual reserves set aside from rent revenues received from the chapter.

Replacement of Structure

Plan on replacement of the house in 60 years, with major renovations every 20 years. Because of the long-term nature of replacement, the Business Plan and Budget, and the reserves set aside generally will be focused on the setting aside of annual reserves for replacement or renovation in the future.

Changes in health and safety rules or zoning codes, rather than wear and tear on the house, may become the reason for a major renovation or replacement. Consequently, it is best not to focus solely on the physical wear and tear on the house to determine the adequacy of reserves and the timing requirements for expenditures.

Business Planning

A business plan, updated annually, is critical for the success of any house corporation. A well thought out, comprehensive business plan will be required in connection with most borrowing by the house corporation. It also is an excellent tool for communication among house corporation officers and directors, and a summary should be presented at the annual meeting.


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Sources of Funding

The two principal sources of funding available for a house corporation, as with other businesses, are (1) equity, and (2) debt. The equity can be provided by member gifts or by investors who may, or may not, be members.

Information on programs to solicit gifts from members for the benefit of a house corporation is available through the Phi Kappa Tau housing and loan fund administered by the Foundation. Because techniques vary with times and situations, it is best to get the latest information and guidance available.

However, a general plan for house corporation capital campaigns is provided in Appendix A of this manual. Member gifts to a house corporation do not qualify as charitable contributions. Consequently, while a direct solicitation program may be successful, even though the gift is not deductible, it may be well to consider how the house corporation can benefit from funds raised as charitable contributions.

There are three relatively convenient organizations available to serve in this charitable capacity. They are (1) the Phi Kappa tau Foundation, (2) a Phi Kappa Tau Chapter affiliated with the Phi Kappa Tau Foundation qualified under Internal Revenue Code Section 501(c) 3, and (3) your local university or its foundation. If either the first or third of these is utilized, arrangements must be made in advance for a "restricted" fund within the charitable entity to be used for the purposes and requirements of the house corporation. Although the fundraising is from members and for the benefit of the house corporation, a charitable organization is required to sell, lease, or lend its assets consistent with its investment and asset management policies. Thus, the house corporation ultimately will be required to pay the charitable organization for the assets or for the use of the assets, and generally will not be able to control or receive these assets without arms-length, market-value compensation.

In reality, the use of a charitable organization enables members to receive a tax deduction, but the house corporation never gets the funds. The house corporation will obtain only the use of the funds or assets of the organization and must compensate the charitable organization for their use. Therefore, this is not equity, although the ability to subordinate the assets of the charitable organization to other conventional sources may make the overall acquisition and construction workable. Similarly, if investor equity were raised, the house corporation would be required to compensate the investor for the period of time that the investor's money was used.


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Loans

Loans are available from a variety of sources. Procedures and requirements for applying for loans from the fraternity housing and loan fund are outlined in the Appendix of this manual. However, high demand limits availability for these loans.

More conventional sources are banks, savings and loans, insurance companies, pension funds, and other sources which may be identified by a mortgage broker. It may be possible to arrange a mortgage that will be packaged with other Greek housing mortgages in a mortgage pool, and sold either to alumni, investors, or a combination. Contact the Executive Office to obtain information on the availability of such mortgage pools.

It may also be possible to borrow from one of the charitable organizations mentioned, or to take advantage of bond funding available through them or some governmental body. Generally, the loan underwriting criteria will require substantial equity, a first mortgageposition, or a combination before the loan will be approved. These underwriting criteria generally will dictate how the equity vs. debt components of the total funding requirements must be structured.

Leases

A variety of lease arrangements, including land, house, or both, perhaps with a purchase option, if desirable, may be available from the university or its foundation or another private party. If a purchase option exists, plans should be implemented to assess the desirability of exercising the option, and also to determine the manner of funding and the timing of the exercise of the option.

Guarantees

A university or its foundation's guarantee or a Fraternity guarantee of a loan or lease may make some situations workable, when they would not otherwise be possible.


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Joint Ventures/Partnerships

Joint ventures/partnerships equity will be mandatory in structuring many funding needs. As discussed, equity can be provided by direct, but not deductible gifts to the house corporation by members and to some extent a form of "quasi-equity" can be provided by subordination of some lender positions to those of the principal lender. However, often more equity is required. Two major sources, other than member direct gifts, are available. These are (1) the Fraternity and (2) private investors, who may or may not be alumni, or entities controlled or owned by alumni.

In either instance, a partnership would be created --- with the local house corporation,International Fraternity and the investors, if any, as partners. Over time, the investors, ifany, would receive their investment back, plus a pre-agreed-upon return on that investment. The local house corporation would receive its investment back and would operate the house. The International Fraternity would receive the balance of the equity.

With a partnership, ail of the assets and liabilities related to the house would be on the books and records of the partnership. Books and records of each partner would contain only that partner's investment in the partnership.

The partnership would stand in the position of the house corporation, with respect to all matters generally referred to as applying to a house corporation, and would be entitled to both the benefits and responsibilities of said house corporation.


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CrisisManagement


2

Coping with a Crisis

Your house corporation should be prepared to assist, and probably lead, the undergraduate chapter in coping with a crisis. To aid you in carrying out this responsibility, this manual contains a list of crisis management procedures.

It is important to remember that although the undergraduates are informed of these procedures, they want and need your guidance.

Any crisis incident should be reported immediately to:

Phi Kappa Tau (Executive Offices)5221 Morning Sun RoadOxford, OH 45056(513) 523-4193

The Phi Kappa Tau Insurance Program includes as named insured, all house corporations and their alumni volunteers (directors and officers) with respect to general liability. The directors, officers, and the corporation are named insured under the Phi Kappa Tau' liability program.

Everything you do to help mitigate a loss (and this does not mean ignoring it) can pay off, because claims experience will have a bearing on your future premium. With respect to property claims, it is important to make an inventory of the items lost for the claim to be adjusted quickly. The policy pays on a replacement cost basis only if you replace the property. If you do not replace the property, you will only receive a depreciated value settlement.

The program only covers building and contents owned (or rented, if required) by the chapter and house corporation. It does not cover members' personal belongings or property that is not reported. The program is broad, but not so broad that it will pay for lost property if it never was reported.

House Improvements

From time to time your chapter and house corporation probably will use the services of independent contractors to perform various functions such as construction, renovation, and cleaning. It is important to review service agreements to make certain undue liabilities are not assumed.Watch for key phrases in agreements such as "hold harmless" and "indemnify and defend". These phrases can mean big bucks if you unknowingly agree to indemnify and defend or hold harmless a contractor for liabilities arising out of his operation. An example of this would be a roofing contractor dropping a load of shingles on a passerby. If we agreed to indemnify and defend him, it would be equivalent to suing ourselves.

If you have any question about contracts, contact legal counsel or the Central Office.


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Steps to Follow During a Crisis

There are several steps to follow in the event of a tragedy, with additional steps and consideration dependent on each case or situation. Below is a general listing of those steps. It is followed by notes regarding possible tragedy or crisis other than injury or death.

Procedures for a Tragedy or a Crisis1. Who’s in Charge -- Be sure every person in your chapter knows that the President is in charge of every

emergency situation involving serious alarm, injury or death. In his absence, a rank order of officers should be established, with each knowing where to find a copy of this policy. Where appropriate, be sure your housemother is aware of this list of procedures.

2. Close the Shelter -- If a tragedy has occurred within the Shelter, close immediately. You cannot offer instructions if your members are leaving and outsiders are entering. Permit only your members and appropriate officials to enter.

3. Call for Assistance -- Your first phone call should be to the appropriate emergency number for ambulance or police assistance. In the case of a fire, contact the nearest fire station (911, if applicable, for any emergency situation). Where installed, alarms will automatically bring the fire truck.Before leaving the phone, your second call must go to your chapter advisor, and the third to your campus fraternity advisor. Both will discuss the situation with you and, in all serious cases, be at the Shelter in a matter of minutes. If you are in doubt as to whether a situation is serious or not, call!In the case of a suicide attempt, with or without serious injury, do not assemble your members or call parents. Your advisors will quietly discuss further steps to take in this instance.

4. Assemble Your Membership -- As soon as possible, assemble your membership in a group. Explain to them there is an emergency situation and the Shelter is closed. Ask them to cooperate in halting outgoing phone calls until further instructed. Do not discuss specifics of the situation until the advisor(s) arrive.

Depending upon the situation, out of house pledges and members may need to be called in.

No brother should make statements to anyone other than university or college officials. Your chapter President will make appropriate statements to the media after the situation is under control and a response plan is established.

5. Do Not Notify Parents -- In the event of a serious accident or illness, the medical personnel will notify parents and advise them of the student’s physical situation. In the event of a death, university or college officials will notify parents.

6. Follow Up -- In the case of a brother’s death, do not announce it until a university or college staff member has arrived to help. Be very careful with this information, as they will call the university or college media office to release an official statement only after all members of the immediate family have been notified. If the deceased brother lived in the Shelter, do not move any of his personal possessions. Perhaps you will want to move his roommate somewhere else temporarily. You should call the family to offer sympathy on behalf of the chapter. Ask what their wishes are in regard to his possessions.

It is, of course, proper to send sympathy cards, flowers, etc. If a funeral is within driving distance, the chapter should consider sending a delegation. Phi Kappa Tau has a funeral Ritual pertaining to the Chapter Eternal. Check your procedures and offer it to the parents in advance of final arrangements.


4

Other Possible Tragedies or Crisis

1. Significant Property Damage -- A fire or other natural phenomena may cause damage to the Shelter or grounds. Depending on the severity of damage and related accidents, steps 1-4 should be followed.

2. Death of a Member of A Brother’s Immediate Family -- The chapter’s reaction will likely be influenced by how the individual himself reacts. Flowers and a delegation to the funeral are certainly appropriate. The brother will be shaken for some time following his loss. The chapter must remain sensitive to this and assist in any way possible.

3. A Brother is Arrested -- As much as possible; the chapter should stand clear of any involvement. In the case the arresting crime was committed in the shelter or at a chapter sponsored event, steps 1-4 should be followed. Comments to the public or media should be made by the chapter President only after adequate consultation with an advisor. In no case should chapter funds be used as bail money.

4. A Brother is Diagnosed With AIDS -- Should a brother be diagnosed with AIDS and it comes to the chapter’s attention, your Greek Advisor, chapter advisor, and the Central Office must be contacted immediately. The potential for alarm and mixed reaction is great; the chapter will need professional assistance. At all costs, the dignity of each member, especially the brother diagnosed with the disease, must be preserved. The issue must remain private as long as deemed necessary.


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Appendix


2

APPENDIX A

HOUSE CORPORATION CAPITAL CAMPAIGNS

GOAL

When the house corporation is ready to start a major capital campaign, it should proceed along certain broad principles which have proved successful. The general plan is the same without regard to the amount of money to be obtained. It is wise to establish a maximum goal at the outset and to determine the timing of the campaign. It should be obvious that a campaign should not coincide with a fund-raising effort of the college or other major campaign.

The amount to be raised will, of course, be determined by the need and the ability to meet it. The goal must be a practical one, but it should be high enough to eliminate the need for similar campaigns in the foreseeable future.

It is the considered opinion of all fund raisers that it is essential to set a definite time for the beginning and the end of a campaign. This period should be long enough to allow for the necessary work and short enough to keep the enthusiasm of the workers and donors at its height. When such a period has been set, it must be adhered to. Six months is a practical minimum and one year the maximum for this type of campaign, though pledges might extend over a two-year period.

ORGANIZATION PLAN

General Chairman

This should be a prominent alumnus of the chapter, whose name is known to all the alumni and who will respond generously to such a man. He should be in a position to give the campaign active, vigorous direction.

The campaign will require a great deal of time and personal attention from the general chairman; therefore, it will be apparent that he cannot be window dressing.


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It will be his responsibility to appoint the personnel of the campaign committees after consultation with the house corporation and other actively interested alumni. He is liaison between the alumni and the Central Office in this special effort of the chapter.As the campaign progresses, it is he who will be called upon to be a troubleshooter:he will need to be alert constantly for areas requiring additional work. In order that he may know the exact status of the campaign at all times, he will establish stated dates for reports from all workers.

Honorary Chairman

In addition to the General Chairman, it may be advantageous to select an Honorary Chairman or a Co-chairman who, for one reason or another, may not be able to give the time to the chairmanship, but who is well known and respected by all alumni. It must be recognized that he is not a working chairman, but his name may inspire confidence in the program and cause additional support for the fund-raising effort.

Executive Committee

The personnel of this committee should include the real work horses of the campaign and should be geographically available for frequent consultation and effective work.

Directly under the Executive Committee is the following type of organization:

1. Chairman for every city, town, or area with 25 or more alumni. (In large areas, it may be advisable to have vice chairmen, one for each four captains.)

2. Captain for every city, town, or area with less than 25 alumni.

3. Captain for each four workers.

4. Worker for each five prospects.

Immediately following his appointment, each alumnus should receive a list of alumni in his area in order that he may check the names and addresses and send any additions and corrections to the campaign chairman.

Evaluation Committee

This committee, to be appointed by the General Chairman, should study the list of alumni and make final decisions on evaluation. Evaluation is the amount that each prospect will be asked to contribute as his share of the campaign. Careful evaluation will make the difference between a minimum and maximum amount to be realized from the campaign.

After the evaluations are completed, a schedule should be set up showing the total number of


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contributions and the individual amounts which will be necessary to realize the established goal. For example, start with $5,000, $3,000, and $1,000, and so on down the line, in setting up the schedule. It is necessary to receive several large gifts in order to achieve the goal.More than 75 percent of the goal must be obtained from substantial contributors. This, in itself, points out the importance of effective evaluation, which cannot be stressed too much. For example, in a recent campaign, one Phi Kappa Tau, out of touch with his chapter and the alumni for a number of years, who had reached the million-dollar class without anyone knowing it, sent in $200 as the result of a mimeographed letter. Later contact increased the contribution to $15,000, with more coming eventually.

It goes almost without saying that in evaluating gifts, members of the Executive Committee, and, indeed, all working members must be the first to make a commitment to the limit of their ability. These are the leaders and others will look to them as an example.

The Evaluation Committee should be sufficiently large enough to include members with an up-to-date knowledge of the status of all alumni.

Special Gifts Committee

After the Evaluation Committee has completed its work, a Special Gifts Committee should be named to handle the large contributors. This is sometimes called the advance gifts committee, as large contributors are contacted prior to the opening of the campaign in order that their gifts can be announced as a sound basis for the success of the project.

All alumni whose shares are considered to be $1,000 or more should all receive the attention of the Special Gifts Committee. Contact should be made with these alumni personally. In the rare instance where a personal interview is not possible, the Special Gifts Committee should work through personal letters or long-distance telephone calls.

Gifts of this special group will give the general campaign a springboard. Conditioning is an important element in a financial campaign. If success can be achieved with the special group, other alumni will give their share.

Public Relations Committee

A small group should be named to direct the handling of the publicity for the campaign and prepare all information for use of the campaign workers and for release to the college and general public.

CAMPAIGN TOOLS

A campaign can be successful only insofar as the personnel of the committees are well selected and the workers given adequate instructions and effective tools with which to work.


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Membership Data

The Fraternity's records are maintained in a computer bank, and directories and lists of alumni are obtainable from the Central Office in various styles and forms:

1. Directories arranged alphabetically, by zip code, by class and by various combinations thereof.

2. Self-adhesive labels in various class and geographic sequence as noted above.

3. Cheshire labels arranged as noted above. (The Cheshire label is frequently preferred by mailing houses.)

4. Photo-ready directory lists are obtainable if you propose to distribute directories to your alumni in conjunction with the campaign.

Before the campaign starts, it is essential that this list be checked in every available manner for correctness and that changes are sent to the Central Office for its records. Additional lists will be sent to the committee upon request. It is important that every alumnus be reached.

Names of any interested alumni who are not members of or affiliated with the chapter should be incorporated in this list. Oftentimes, long-time Phi Taus’ residents of the local area have a more active interest in the local chapter than in their own chapter.

Brochure of Public Relations Committee

This is one of the most important single factors in a successful campaign. It must simply, concisely, and completely present the story of the need. It should give a clear picture of the assets of the house corporation, the reason for the campaign at this time, the financing that is available, the repayment fund. A condensed financial statement of the undergraduate chapter should be given, including information on the payments to be made by the chapter to the house corporation when it occupies the new house. It is especially important to show how these payments can be made by the chapter. The alumni want the business facts about the situation. They must be assured that the project is sound financially. Ostentation is not desirable. An expensive mailing piece can have an adverse effect on contributions.

Progress Bulletins

At every state of the campaign, all workers from the top level outward should be informed of the status of the progress toward the goal.


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Direct Mail

Personal contacts with individual alumni may be augmented from time to time by form letters and bulletins from the General Chairman. These should not be the prime effort in obtaining contributions from any alumnus.

ADDITIONAL SOURCES AND TECHNIQUES

Other Sources of Revenue

Depending upon the local situation, there may be other sources of capital contributions. Many chapters have found great interest among parents of undergraduates. If a parents' club is organized and representatives of that group are brought into the campaign planning early enough, usually a sizeable sum can be raised from among this group. Furniture needs are usually relative to the size of the chapter and its ability to carry debt, and, in most cases, there is sufficient interest and adequate funds from parents of members and pledges alone to provide sufficient funds to pretty well furnish a chapter house. Generally, we do not recommend solicitation of alumni of other chapters. You may have in your area, however, an alumnus or two who have adopted your chapter and will want to be a part of the campaign, either as a worker or a substantial donor. Don't overlook these Good Phi Tau’s.

Techniques

Without going into detail here, the phone-a-thon is a technique which may be a useful part of your campaign. Sizable sums can be raised by a well-organized phone-a-thon. Ordinarily this technique would not be used as the principal thrust of your campaign, but rather as a means of reaching those who do not respond to the initial contacts. Before a phone-a-thon campaign can be conducted, however, most of the primary work detailed here must first be completed. To proceed with a telephone campaign requires the bringing together of 10 to 20 alumni at one point with detailed instructions as to how to proceed, a script to follow, a battery of phones available, a careful record of pledges made and preparation for immediate follow-up by mail, the next day, to those who made pledges. The Central Office staff and college development officers can help you lay out your phone-a-thon campaign.

TIMETABLE

Three things should desirably be accomplished at the outset and at almost the same time:

1. Establishing of a goal2. Appointment of General Chairman3. Determination of the timing of the campaign


7

Appointment of the committees by the General Chairman; meeting of all committees for instruction and organization.

Obtaining computer printouts of the alumni membership from the Central Office.

Checking membership roster for current addresses.

Publication of campaign brochure.

Setting up organization framework of chairmen for various cities, captains, and workers.

Series of instruction meetings for all captains and workers, at which the campaign tools will be supplied.

Work of Evaluation Committee.

Work of Special Gifts Committee.

Opening of campaign.

Weekly bulletins by General Chairman to all workers.

Biweekly bulletins or informational material to all alumni.

Closing of campaign.

GROUND BREAKING -- at conclusion of successful campaign.

SUMMARY

Each situation will have its individual problems and will require changes in the overall suggested plan, as well as the timetable, but the broad general principles outlined here have proven effective.

It is not possible to overemphasize the importance of personal contact in a fraternity financial campaign.

Ideally, it would be hoped that all contributions could be made on a cash basis. The acceptance of pledges payable over a period of time will require one member of the committee to be assigned the responsibility of follow-up. Although gifts made on the basis of pledges will delay the start of work on renovating or building a chapter house, the opportunity to make an initial gift and spread additional gifts out over a period of months, or possibly a couple of years or so,


8

should result in additional giving. The full one-time cash payment is, of course, preferred, and anyone who pledges should make an initial gift at the time of making his pledge.

In dealing with pledges, a number of things will have to be used. It must be remembered that the building project cannot be started until the total amount of cash needed to pay all contracts is on hand. Banks and the Fraternity cannot, and will not; loan funds on the basis of pledges, and thus pledges extended over a period of time will hold up your construction and, in these days of inflation, will result in increased cost.

In conclusion, a sincere purpose logically presented with a properly organized campaign and effective follow through of workers on a personal contact basis will result in the achievement of the desired goal. When the campaign is completed, all participants, from the General Chairman to the smallest contributor, will enjoy a great sense of satisfaction, and the tangible results of their fund raising will serve as a continuing monument, not only to their efforts, but to the strength and ideals of our great Fraternity.


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APPENDIX B

REQUIREMENTS FOR APPLYING HOUSING FUND AND FIRE SAFETY LOANS

The following is a general outline of procedures and requirements for applying for Housing Fund and Fire *& Safety loans. The procedure is not absolute, but is intended to serve as a guide in terms of legal and financing requirements. Every situation is different, and undoubtedly some of the procedures below will have to be modified to fit certain local situations.

Applications by house corporations for mortgage loans are normally received and considered at an time during the year. Applications to be considered should be in the hands of the Chief Executive Officer at least 45 days before the funds are required. The Loan Committee endeavors to reach a decision within 30 days after receipt of a completed application. Ballots may, at the discretion of the Chairman be conducted via email. Loans will not be funded until all conditions have been satisfied.

I. Applicants - Mortgage loans will be made only to legally constituted chapter house corporations. These corporations must be in good standing and so recorded by the Secretary of State's Office in the state in which such corporations have been chartered and recognized.

II. Loans - Mortgage loans from the Housing Fund are ordinarily made on a first or second mortgage basis only. Priority is given to newer chapters which have not had the opportunity to build as much equity as older chapters. The total amount loaned to any chapter house corporation shall be limited by four considerations: (1) the value of the property, (2) the ability of the local chapter to carry any debt being considered, (3) the availability of Housing Fund loan funds, and (4) loan limits that may from time to time be modified by the National Council. During periods of peak demand participation loans with banks and insurance companies may have to be arranged or some alternatives found to Fraternity financing. Loans bear an interest rate at or near the prime rate and as shall be established from time to time by the National Council. Loans ordinarily shall be fully amortized over a period not exceeding 7 years and shall be secured by a mortgage deed or Deed of Trust at the time the loan is transacted. It is generally desirable to finance older and new construction over a shorter period of time than conventional home mortgage loans because of the considerable wear and tear to which fraternity houses are subjected.

III. Equity - Ordinarily a house corporation must have a minimum equity of 30% in the property and must demonstrate to the satisfaction of the Committee that it has cash or other assets in such amount as, together with the proceeds of the loan or loans from the Fraternity, shall be sufficient to acquire, construct or improve the property.

IV. Finances

A. The applicant house corporation must demonstrate the reasonableness of the proposed use of the loan proceeds and show that it will receive income from the chapter


10

sufficient to pay all operating costs including, at the very least, all taxes, insurance, installments of principal and interest, and such repairs and maintenance as may reasonably be required to maintain or increase the value of the property. In this connection, in applying for a loan, the house corporation must submit (or the chapter and corporation shall have already submitted, as the case may be) the following financial date:

l. Undergraduate chapter financial reports for the last fiscal period and to date.

2. An undergraduate chapter budget for the next fiscal year--that year following the approval of the loan for which applied.

3. The following house corporation financial data:

a. House Corporation financial statement for the last fiscal period.

b. A pro forma house corporation financial statement for the current fiscal period.

c. A pro forma house corporation financial statement of income and expense for the next two fiscal years following the approval of the loan for which it has applied.

d. A statement comparing chapter dues and fees for the period prior to application for the loan and for the next year following approval of such loan. It may be helpful to compare these, too, with other campus fraternities and dorms.

B. No loan will be granted until:

l. The Committee is satisfied that the chapters financial condition, alumni support, compliance with the Constitution and Bylaws of Phi Kappa Tau.

2. The Board finds the official attitude of the institution regarding fraternities and the overall outlook for fraternities located there to be favorable.

3. The Committee is satisfied that the house corporation in the exercise of reasonable diligence regarding the financial affairs of the undergraduate chapter is able to meet its financial obligation to the extent noted above.

4. The Committee is satisfied that there is sufficient alumni involvement and depth of management on the house corporation and an adequate chapter advisor or advisory committee and pool of replacements for these position(s).

V. Appraisals - House corporations shall furnish the Board with an appraisal or appraisals of the property or properties securing any loan, such appraisal(s) to be made by an appraiser (or appraisers) certified by M.A.I. or S.R.A. or otherwise approved by the Board or Executive Vice President. Cost of such appraisal(s) shall be paid by the


11

corporation. If the Board finds it necessary to consider additional appraisals, these will be made at the expense of the corporation.

VI. Photographs - House corporations applying for loans for the purpose of purchasing new property shall submit one or more 8 x 10 photographs of the building. If the Executive Vice President feels that it is necessary, he may request from time to time such photographs of existing properties owned by house corporations.

VII. Architects - Applicants for loans for the construction of chapter houses, the construction of additions or major renovations to existing chapter houses shall submit an architect's description and sketch of the proposed building, additions or renovation together with his opinion. These will first be reviewed by the Fraternity's architect and his recommendations studied. No construction shall be commenced until the Fraternity's consulting architect's approval of final working drawings and specifications is obtained nor until Fraternity financing is approved. Once the loan is approved, construction may be started and loans will be released by the lender as construction progresses.

VIII. Legal Counsel - The applicant house corporation shall retain counsel admitted to practice in the state or province in which the corporation is located to represent it. The Fraternity's counsel will send a letter of instruction and sample documents to the house corporation's counsel. The necessary papers and legal opinions, satisfactory to the Fraternity's counsel, must be submitted before any payout will be made on the loan. Charges made by the Fraternity's legal counsel (not to exceed $250 to any borrowing corporation) shall be paid by the borrowing house corporation.

IX. Insurance - All property secured by a Fraternity loan must be insured by the Fraternity's insurance program.

X. Closing - When a loan has been approved by the Board, the following documents will usually be required in conjunction with the closing:

A. Borrowing resolution by the house corporation.

B. Agreement entered into by the House Corporation and chapter outlining payments by the chapter to the corporation.

C. Promissory note secured by an Indenture of Mortgage or Deed of Trust.

D. Issuance of a policy of Title Insurance (or abstract where still used) and opinion letter of counsel retained by the house corporation.

E. A Certificate of Good Standing of the borrowing corporation certified to date by the Secretary of State in the state or province in which it is chartered.

F. Bylaws of the borrowing corporation certified to date by the Secretary thereof.

G. Articles of Incorporation of the borrowing corporation certified to date by the Secretary of State in the state or province in which it is chartered.


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H. Certificate of Insurance issued by the Fraternity's carrier with clause payable to Phi Kappa Tau Fraternity (mortgagee clause). The premiums on such policy shall be paid at least one year in advance.

XI. Amortization of Loans - Payment on both principal and interest shall be amortized over the period of years as directed in the motion approving such loans, and such payments shall ordinarily be made on a 9-month payment schedule designed to coincide with the chapter's operating year.

XII. Amendments - From time to time, the National Council may amend or modify these procedures and reserves the right to require such additional information and/or security as it may deem advisable and to review any application for any reason. In applying for house corporation loans, it should be kept in mind that the National Council is charged with trustee responsibility and with the duty of preserving the funds entrusted to its care. The Council should not be requested nor expected to grant loans which represent undue risk from the standpoint of the value of the property in relation to the loan requested nor to grant loans to house corporations to the extent that it places an undue financial burden on the local chapter. It is expected that all loans will be repaid strictly in accordance with the terms of the loan agreement in order that as many chapters as possible can benefit from the limited funds available in the Housing Fund.

XIII. Processing of Loans - From past experience, it should be anticipated that once a loan is finally approved, a minimum of 15 days will be required to process the necessary legal papers and other documents. Where new construction is involved and architectural review and approval required in addition to preparation and execution of legal documents, substantially more time may be required.

XIV. Communications - Communications concerning applications for house corporation loans should be addressed to:

Chief Executive OfficerPhi Kappa Tau Fraternity5221 Morning Sun Road Oxford, OH 45056(513) 523-4193FAX – (513) 523-xxxx


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APPENDIX C

SETTING ANNUAL HOUSE CORPORATION RENT

To set the corporation's annual rent to the chapter, average the amounts derived from the formulas on the three following pages:

Method I $69,000

Method II $70,476

Method III $67,247

Method IV $68,375

Average $68,524

Assumptions: 37 Members Living In 48 Members Living Out85 Total Members

Note: A market value of $10,000 per bed has been employed in arriving at the market value of the chapter house in the first two examples. Houses suitable for fraternities and sororities have been selling for $5,000 to $15,000 per bed in recent years, depending upon factors such as age, condition, form of construction, location, etc.


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METHOD I

A FORMULA FOR COMPUTING ANNUAL HOUSE CORPORATION RENT

Annual House Corporation Rent = Market Value of Chapter House x 1% per Month for 12 months

+ Operating Expense

This formula is a rule of thumb often used in connection with apartments and rooming houses.

Example: 37 Beds @ $10,000/Bed = $370,000 x 1% x 12 = $44,400

Operating Expense:Property Taxes $ 7,400Insurance 10,000Replacements 5,600Miscellaneous 1,600

$24,600

Annual House Corporation Rent = $69,000


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METHOD II

A FORMULA FOR COMPUTING ANNUALHOUSE CORPORATION RENT

Annual House Corporation Rent = Market Value of Chapter House

5.25

This formula is another rule of thumb used in connection with rooming houses; The divisor is dependent upon local market conditions and may be determined by dividing the selling prices of rooming house properties that have been sold by their gross incomes.

Example: 37 Beds @ $10,000/Bed = $370,000/5.25 = $70,476

METHOD III

A FORMULA FOR COMPUTINGANNUAL HOUSE CORPORATION RENT

Annual House Corporation Rent = Gross Income of Chapter

3

This formula is another rule of thumb, which, from our observation at the University of Minnesota, appears to work pretty well.

Example: 37 Live-Ins @ $3,400/Year = $125,80048 Live-Outs @ 1,200/Year = 57,600Other Income = $125,800 = 18,340

Total Income = $201 ,740/3 = $ 67,247


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METHOD IV

A FORMULA FOR COMPUTINGANNUAL HOUSE CORPORATION RENT

Market Value of Chapter House = Annual House Corporation Rent

8

(Market Value Divided by 8 Equals Annual Rent The Chapter Should be Paying to the House Corporation)

In using this formula one has to be aware of the current market value of the Chapter House. In the Midwest during the past ten years, properties have been exchanging hands at the rate of $10,000 to $15,000 per bed in the Chapter House. This is assuming comfortable intended occupancy. Properties in poor condition, such as those with fire code violations or with very poor overall condition, have traded at less than $10,000 per bed. Building location, amenities and demand may present a market beyond $15,000 per bed, depending on exact circumstances. (Remember, there is no added value for extraordinary location.)

Example:

37 Beds x $15,000 = $555,000 divided by 8 = $69,375 Annual House Corporation Rent

This formula was developed by:

Fraternity Purchasing Association, The Greek Co-op at the University of Minnesota

Michael PosnickNational Treasurer of Sigma Alpha Mu

Thomas DevineMinnesota Alpha of Sigma Alpha Epsilon


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APPENDIX D

MISSION STATEMENT OF THE GRADUATE COUNCIL

It is acknowledged that the fraternity system at ________________ is a vital and important part of the _________________ system and campus community; it is further acknowledged that the fraternity system provides significant and valuable contributions to the student and alumni experience; it is further acknowledged that the fraternity system provides a residential living experience which would not otherwise be available; in light of the above, the initial founders of the Graduate Council seek to provide assistance to the Greek community, its respective fraternities, __________________ alumni and ________.

The Graduate Council primary purpose and objectives shall be to serve as an advisory council to the fraternity house corporations (or similar alumni governing groups), to their respective undergraduate chapters, to the undergraduate IFC, to __________________ and to Greek alumni in general.

Its function shall be principally to provide a forum for the discussion, communication and interchange of information, issues, ideas and proposals and the resolution of matters of common concern to the fraternity system and _______________________.

The Graduate Council will further seek the assistance and cooperation of the _________________and the undergraduate and alumni Greek members to assist in these efforts for the mutual benefit of the Greek system and the university community.

The Graduate Council will seek the direct assistance and involvement of _______________________through its officers and staff in these efforts.

The membership of Graduate Council shall be derived from alumni appointed by the alumni groups of each fraternity chapter on campus. Each fraternity shall appoint one voting member to represent it on matters necessitating a vote of Graduate Council

NOTE: On this page, and the pages following, blanks are provided to insert the name of the institution, city/state, date, etc., whichever may apply.


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CHARTER STATEMENT OF THE GRADUATE COUNCIL OF __________ CHAPTER OF ФКТ

It is acknowledged that the fraternity system at ________________ is a vital and important part of the _________________ system and campus community; it is further acknowledged that the fraternity system provides significant and valuable contributions to the student and alumni experience; it is further acknowledged that the fraternity system provides a residential living experience which would not otherwise be available; in light of the above, the initial founders of the Graduate Council seek to provide assistance to the Greek community, its respective fraternities, _________ alumni and __________________.

The Graduate Council’s primary purpose and objectives shall be to serve as an advisory council to the fraternity house corporations (or similar alumni governing groups), to their respective undergraduate chapters, to the undergraduate IFC, to ______________________ and to Greek alumni in general.

Its function shall be principally to provide a forum for the discussion, communication and interchange of information, issues, ideas and proposals and the resolution of matters of common concern to the fraternity system and ________________________.

The Graduate Council will further seek the assistance and cooperation of the _________________and the undergraduate and alumni Greek members to assist in these efforts for the mutual benefit of the Greek system and the university community.

The Graduate Council will seek the direct assistance and involvement of its officers and staff in these efforts.

The membership of Graduate Council shall be derived from alumni appointed by the alumni groups of each fraternity chapter on campus. Each fraternity shall appoint one voting member to represent it on matters necessitating a vote of the Graduate Council.

ARTICLES

l. That the name of the organization is the “Graduate Council of (insert chapter)

2. The organization shall have perpetual duration, being duly organized as of ________ __,19__.

3. The organization is an unincorporated nonprofit association.

4 The Graduate Council is not organized for pecuniary gain or profit and shall have no capital stock, but shall be a membership organization. No part of the activities of Graduate Council shall consist of carrying on propaganda or otherwise attempting to influence legislation. No


19

part of any funds or net earnings or other income of the5 Graduate Council shall ensure to the benefit of any members or any other private individual.

No compensation shall be paid to such members or individuals for services rendered to the Graduate Council. Should the Graduate Council be dissolved at any time, no part of its funds or property shall be distributed to or among its members but said funds shall be paid to the Alumni Association of __________________________.

5 The principal county of operation shall be __________ County, _________.

6. The members of the Graduate Council shall consist of a representative from each recognized undergraduate fraternity chapter of _________________________; said representative shall be appointed, as applicable, by either the particular fraternity alumni house corporation, the alumni fraternity organization or fraternity alumni group overseeing the respective fraternity chapter house or facilities; if the particular fraternity has no house or residence facility, then the representative shall be designated by the alumni group which oversees the undergraduate members of said fraternity.

All meetings of the Members of the Graduate Council shall be held after notice has been given to the members of the Graduate Council by an officer of the Graduate Council by written or telephonic notice to the designated representative. Each fraternity group shall designate the appointed representative in writing to the Secretary of the Graduate Council.

7: The affairs of the AIFC shall be managed by a Board of Directors, to be composed of each designated representative. Each Director shall serve until his successor has been duly designated by his particular fraternity group. All formal actions shall require a majority vote of those present at a meeting having a quorum; a quorum shall be four (4) or more Board members.

8: Officers of the AIFC shall be a president, a vice president, a secretary-treasurer and such other officers as may be provided for by the Bylaws of the AIFC. Officers shall hold office at the pleasure of the Board of Directors and until their successors have been elected and accepted the office. A vacancy m any office may be filled whenever it occurs by election of the Board of Directors. Officers of the AIFC shall have and exercise respectively, all such powers as are conferred upon such respective officers by the Bylaws duly adopted by the Board of Directors.

9. Said AIFC shall have the power and authority to receive dues, if so agreed upon by the Board of Directors.

10.The Board shall be empowered to adopt Bylaws which will control the functioning of the organization.

Certified this ______ day of _________ 19___________________President


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SAMPLE BYLAWS

ARTICLE I

Section 1. Offices

The registered office of said Organization shall be as filed with the Executive Offices of ФКТ. The Organization may establish and maintain an office or offices at such other places, either within or without the State of _____as the Board of Directors may from time to time determine.

ARTICLE II

SEAL

(reserved)

ARTICLE III

Section 1. Membership

All members of said Organization shall be persons designated by each fraternity chapter alumni group of each fraternity chapter recognized by ___________________; each fraternity shall designate one representative to serve until replaced. These persons shall constitute the Board of Directors.

Section 2. Meetings of Members

Meetings of the members may be held at any place within or without the State of ___ ______ as set forth in the notice thereof or in the event of a meeting held pursuant to waiver of notice, as may be set forth in the waiver.

Section 3. Notice of Meetings

Unless waived, written or telephonic notice of all members' meetings stating the time and the place, and the objects for which such meetings are called, shall be given by the President, or the Secretary.

Section 4. Waiver of Notice

Whenever any notice whatever is required to be given by these Bylaws, signed by the person or persons entitled to such notice, whether before or after the time stated therein, shall be deemed equivalent thereto. Attendance at any meeting of the Organization in person shall be deemed to be a waiver of notice thereof.


21

Section 5. Quorum

A quorum at any member meeting shall be a minimum of four (4) members present in person for the transaction of business, but the members represented at any meeting thereof less than a quorum may adjourn the meeting from time to time without notice other than announcement at the meeting until a quorum shall be present. At any such meeting at which a quorum shall be present or represented, any business may be transacted which might have been transacted at the meeting originally called. If a quorum is present, the affirmative vote of the majority of those voting at the meeting and entitled to vote on the subject matter shall be the act of the members.

Section 6. Voting

Subject to the limitations provided in the Charter, at every meeting each member shall be entitled to one vote. Voting on all matters shall be by voice vote or by show of hands unless any qualified voter, prior to the voting of any matter, demands vote by ballot, win which case each ballot shall state the name of the member voting.

Section 7. Presiding Officer

The President, shall serve as Chairman of every members' meeting. The President shall appoint such persons as he deems required to assist with the meeting. In the absence of the President, the Vice President shall serve as Chairman.

Section 8. Adjournments

Any meeting of the members, whether or not a quorum is present, may be adjourned by the holders of a majority of the members at the meeting to reconvene at a specific time and place. It shall not be necessary to give any notice of the reconvened meeting or of the business to be transacted, if the time and place of the reconvened meeting are announced at the meeting which was adjourned. At any such reconvened meeting at which a quorum is represented or present, any business may be transacted which could have been transacted at the meeting which was adjourned.

ARTICLE IV

Section 1. Number and Qualifications of Directors

The Board of Directors shall consist of the designated members.

Section 2. Term of Office of Directors

The Board of Directors shall hold office for a period of one (1) year or until their successor shall


22

have been designated by their fraternity alumni group.

Section 3. Powers of the Board of Directors

The Board of Directors shall regulate and supervise the management and operation of the Organization. It shall attend to all affairs, shall make such arrangements for carrying on the business as it deems best and in addition to the powers by these Bylaws expressly conferred upon the Board, it may exercise all of the powers of the Organization and do all such lawful acts and things as are not by statute or by the Charter or by these Bylaws required to be exercised or done by the members, to include the appointment of an Executive Committee of the Board of Directors.

Section 4. Committees of the Board of Directors

The Board of Directors by resolution may designate from among its members an executive committee and one or more other committees, each consisting of two (2) or more Directors. Except as prohibited by law, each committee shall have the authority set forth in the resolution establishing said committee.

Section 5. Action by Directors without a Meeting

Any action required or permitted to be taken at any meeting of the Board of Directors may be taken without a meeting if a written consent thereto shall be signed by a majority of all the Directors and such written consent is filed with the minutes of the proceedings of the Board.

Section 6. Adjournments

A meeting of the Board of Directors, whether or not a quorum is present, may beadjourned by a majority of the Directors present to reconvene at a specific time and place. It shall not be necessary to give notice of the reconvened meeting or of the business to be transacted, other than by announcement at the meeting which was adjourned. At any such reconvened meeting at which a quorum is present, any business may be transacted which could have been transacted at the meeting which was adjourned.

ARTICLE VSection 1. General

The Executive Officers of the Organization shall consist of a President, one (1) or more Vice Presidents, (as determined by the Board) a Secretary-Treasurer, to be elected by the Board of Directors at a meeting for organization held after the annual meeting of members or any meeting held in lieu of said meeting for said purpose. Each of said officers shall serve for a term of one (1) year, or until his successor is elected. The Board of Directors may also appoint assistant officers assistant secretary, assistant treasurer), or other officers or agents, as they may deem necessary. All such appointed officers shall be removable at the pleasure of the Directors. Any


23

vacancy may be filled by the Board of Directors. All other appointments and positions shall be made by the President of the Organization.

Section 2. President

The President shall be the chief executive officer of the Organization, shall have general and active management of the business of the Organization, shall preside at all meetings of the members and of the Board of Directors, and generally shall perform all such duties usually incumbent upon such officers, and such as may be required of him by the Board of Directors.

The President shall also have such powers and duties as are specifically imposed upon him by law, and as may be assigned to him by the Board of Directors. He shall sign all notes and obligations of the Organization unless otherwise directed by the Board of Directors. He shall make annual reports; submit the same to the members at their annual meeting. The President shall preside as Chairman of the meetings of the members and the Board of Directors.

Section 3. Vice President

The Vice President shall perform such duties as are generally performed by Vice Presidents. The Vice President, or any of them, shall have such other duties and powers as the Board of Directors, or the President, may prescribe from time to time.

Section 4. Treasurer

The Treasurer shall receive and have such custody of all money of the Organization, and perform all such duties as may be required of him by the Board of Directors, or the President, and such other duties as usually devolve upon such officers.

He shall deposit to the credit of the Organization in such banks or trust companies as the Board of Directors shall direct, and shall disburse same under the direction of the Board of Directors.

He shall keep regular books and full accounts, showing all his receipts and disbursements, which books and accounts shall be open to the inspection of the members at all times. At the end of each fiscal year, he shall submit to the Directors detailed statements of his receipts and disbursements, and shall also from time to time, upon requires, make reports to the President as to the financial condition of the Organization.The Directors may require the Treasurer to give such security for the faithful performance of his duties as they may from time to time determine.

Section 5. Secretary

The Secretary shall have the overall care and custody of the books and minutes of said Organization, give the necessary notices of all meetings of the members and Board of Directors and keep and return the proceedings of all such meetings.

He shall keep such other books and returns and perform all such duties as may be assigned to


24

him by the Chairman of the Board of Directors of the President.

Section 6. President Not to be Secretary

Any person may hold two (2) or more offices in this Organization except that the President shall not also be the Secretary.

ARTICLE VI

MISCELLANEOUS PROVISIONS

Section 1. Checks and Drafts

All checks and drafts shall be signed in such manner as the Board may from time to time determine.

ARTICLE VII

INTERPRETATION CLAUSES

Section 1. Provisions Subject to Provisions of Charter

All of the provisions of these Bylaws are subject to, regulated and controlled by the Charter of the Organization; and the powers of the members and the Directors of the Organization are subject to the restrictions provided in the Charter of the Organization.

Section 2. Organization Governed by Charter and Bylaws

The Organization shall be controlled and operated pursuant to the provisions as set forth in the Charter of the Organization, and to the provisions as set out in these Bylaws. If there should be conflict between the provisions of the Charter and the provisions of these Bylaws, then, and in that event, the provisions of the Charter shall always control.

ARTICLE IX

AMENDMENTS

These Bylaws may be altered or amended and additional Bylaws adopted by a majority vote of the members in the notice of which meeting the proposed amendment or new Bylaws shall be set forth verbatim, or by a three-fourths (3/4) majority vote at any members' meeting having a quorum where the notice of such amendment or new Bylaws is not so given; however, provided that no change of the time or place for the election of Directors shall be made within fifteen (15) days next before the day on which such election is to be held.

The above and foregoing Bylaws have been voted upon this _______ day of _____, 19__, and hereby accepted and adopted, as certified by the undersigned.


25

_________________________________President


26

HOUSEMOTHERS GUIDE

2007-2008


27

HOUSEMOTHER

INTRODUCTION.....................................................................................................................9.28QUALIFICATIONS.................................................................................................................9.28SUPERVISION.........................................................................................................................9.29METHODS OF SECURING APPLICANTS.........................................................................9.29METHODS OF CONSIDERING APPLICANTS.................................................................9.30THE ROLE OF A HOUSEMOTHER....................................................................................9.30

Respect..................................................................................................................................9.30Courtesy................................................................................................................................9.30Living Quarters....................................................................................................................9.31Social Customs.....................................................................................................................9.31Advising................................................................................................................................9.31Favoritism.............................................................................................................................9.31Chapter Administration not her Problem...........................................................................9.31Organization.........................................................................................................................9.32Mothers Day......................................................................................................................9.32Special Occasions.................................................................................................................9.32Rush......................................................................................................................................9.32Alumni Relations..................................................................................................................9.32Guest List..............................................................................................................................9.32Kitchen Management...........................................................................................................9.33Service...................................................................................................................................9.33

APPENDIXA--Letter of Introduction to Applicants...............................................................................9.34B--Pre-interview Application


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HOUSEMOTHER

Introduction

Going away to college means new experiences, new friends, and, for many of us, homesickness. We try for years to find ways to move away from our parents -- to be independent. However, when the time finally comes, many of us find ourselves missing our parents daily influences. To satisfy this need, Phi Kappa Tau created the position of housemother. The chapter housemother serves as a parent figure. Although she is not responsible for setting restrictions for members, she is there to support, guide, and educate them. Your housemother influences your chapter in many ways. You must treat her with the highest respect.

Hiring a HousemotherWhen hiring a new housemother, you should take the time to really get to know each applicant. You want to hire a person whom you feel fits your chapter best. Clashing ideals only cause problems. The more problems that exist, the less influence your housemother will have in helping the chapter grow and change. We have inserted a step-by-step hiring process you can follow as you begin the search for a new housemother. You will learn the basic methods of obtaining applicants and evaluating their experience. Your applicants should go through several interviews with different individuals, and the entire chapter should help make the final decision.

Effects on ChapterYour housemother can play an important role in helping increase your chapter’s campus image if you allow her to guide the brothers in areas of her expertise. For example, a chapter that strives for improved social behavior can take advantage of the housemother’s experience in social graces and behavior. You should encourage your members to follow your housemother’s teachings and advice.

Qualifications

The following are some of the important qualities which a housemother should possess:

1. Experience with college-age people.

2. A college education is preferred, although it is not always necessary.

3. Ability to manage the kitchen operations in chapter’s where this is considered one of the functions of the housemother.

4. Ability to represent the chapter adequately at all social functions.

5. Ability to command the respect of all members of the chapter.


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6. An understanding of basic social rules of conduct and an interest in teaching those rules to the chapter.

Supervision

It is recommended that the housemother be employed by and under the supervision and control of the house corporation, and her salary be paid by the corporation. When an applicant is being considered for the position, she should be interviewed by house corporation officers, the chapter advisor and the undergraduate chapter officers.

Methods of Securing Applicants

There are several methods of securing applicants for the position of housemother. A few of the usual are as follows:

1. Many colleges and universities maintain applicant files which are available to any interested chapters. It is recommended that the Dean of Students be contacted to determine if this source is available before resorting to any other standard procurement method.

2. It is possible to obtain many good recommendations through alumni. If this method is elected, it is recommended that the house corporation prepare a form letter to be sent to alumni, outlining the qualifications deemed necessary. Another letter should be sent to all alumni who submit recommendations, acknowledging receipt of their recommendations and informing them of the action taken.

3. Applicants have been secured through advertising in newspapers of statewide circulation. The advertisement should include a short statement of the necessary qualifications.

Methods of Considering Applicants

After a reasonable number of applications for the housemother position have been received, the following procedure is recommended:

1. A form letter should be sent to each applicant, outlining the expected duties of the job, the pertinent facts regarding the chapter, a description of her quarters, and the intangible features of the position. (See Appendix A).

2. An application blank should be enclosed, (see Appendix B) with the request that it be completed and returned as soon as possible.


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3. When sufficient information has been received on each applicant, a personal interview should be arranged with the four or five best qualified women. It is important that the officers of the house corporation, the chapter advisor, and representatives of the chapter be present at this personal interview.

4. After the personal interviews, a thorough examination of the background of the applicants should be made, looking into their references and making inquiries into other sources which may disclose pertinent facts.

5. After a decision has been made, the applicant should be notified of her selection and a contract signed. It is suggested that a letter be sent to her, outlining her specific duties and responsibilities.

6. Letters should be written to each of the other applicants considered, informing them that the position has been filled and thanking them for their interest. Diplomacy and tact are strongly emphasized here.

THE ROLE OF A HOUSEMOTHER

Respect:In determining the relationship of the chapter to the housemother, the first thing to remember is that she deserves the respect of the members. She should be accorded the respect that any man should give to his own mother, for the housemother serves as a vital caring individual for each member of the chapter.

Courtesy:The housemother should be escorted to and from the dining hall by a member, and their entrance or departure should precede that of every other member of the chapter. This is common courtesy. She should be seated first and should be served first during the meal. Whenever guests are visiting the house, they should be introduced to the housemother as soon as possible after their arrival.

Living Quarters:The living quarters of the housemother should be made comfortable and attractive. They should be private and large enough to permit her to entertain guests much as she would in her own home.

Social Customs:The housemother sets the social tone of the chapter, and it is largely through her efforts that members become acquainted with proper social customs and acceptable table manners. Since by her example alone she provides instruction for chapter members, she should familiarize herself with social customs. The chapter should place at her disposal any reference material by which


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she may become better acquainted with cultural aspects of Phi Kappa Tau. Advising:Chapter members should feel free to consult the housemother concerning their personal problems and to seek her advice. She shall treat such conferences with the greatest confidence and regard such service as an important aspect of her job. These consultations, however, are purely voluntary. The housemother knows better than to force her advice upon an unwilling subject or to pry uninvited into personal matters.

Favoritism:The housemother must remain at all times completely impartial. She must never become committed to the position of favoring one member over another, one group of members over another group. The officers of the chapter should receive no more of her attention than should any other member. Ill feelings and factionalism can be the only result of favoritism. Herein lies one of the most common dangers of the housemother system. The house corporation should bring home to the housemother this point of impartiality, making her conscious at the outset of its importance.

Chapter Administration Not Her Problem:The administrative problems of the chapter are out of the scope of the house-mothers authority. Their solution is a matter belonging solely to the members of the chapter. She may be able, however, to give valuable advice to the pledge education committee regarding treatment of social customs in the pledge education program; she may be consulted by the rules committee when the house rules are being made. Gestures of this nature will help to strengthen the feeling she has for the chapter, making her know that her efforts are wanted and appreciated.

Organization:The Phi Tau housemother should take an active part in the housemothers club on campus and in all other associations in which her participation will benefit the chapter and the Fraternity. If such an organization does not exist, she should undertake to organize one. The housemother must be a joiner if she is to fulfill her public relations function, one of the most important functions she can render to the chapter.

Mother’s Day:One of the most worth-while features of the house-mothers job is in promoting Mothers Day activities at the Shelter. The scope of these activities may range from a single Mother’s Day dinner to a full weekend of entertainment. Some chapters turn the Shelter over to the mothers for a weekend. The mothers elect their own officers and enjoy themselves in their new associations and surroundings. The housemother should cooperate with this group in planning its activities.

Special Occasions:The housemother should arrange social gatherings, with the cooperation of the social committee, honoring special groups or commemorating special occasions. Some housemothers, for example, plan and give a special dinner honoring the seniors in the chapter, a dinner for the benefit of the new pledges, and a dinner honoring the incoming and outgoing chapter officers. The


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housemother may want to see that cards are given to honor each member and pledge on his birthday.

Rush:The housemother plays an important role in rushing prospective members for the chapter. Rushers should be introduced to her whenever they are brought to the shelter. Her reception of the rushee will immediately place the chapter in a favorable light. The new housemother should be informed of the part she will be expected to play in rush, and the techniques of rush should be made known to her.

Alumni Relations:Alumni relations will be strengthened if the housemother is encouraged to take an active part in the program. Many housemothers aid the alumni relations and publicity committees in their publishing of newsletters and rush pamphlets. When alumni visit the shelter, she should do everything possible to make them feel that they are still an active part of the chapter. Many alumni maintain a strong tie to the chapter through correspondence with the housemother.

Guest List:Because of the social significance of the housemother, and because of the respectful treatment she should receive from the chapter, the social committee should place her at the head of the guest list, wherever possible, for all chapter social functions. She should be made a part of the chapter contingent as it attends athletic events, dramatic productions, concerts in fact, all events attended by the chapter en masse.

Kitchen Management:One of the primary functions of the housemother in many chapters is to manage the kitchen’s operations, helping to plan the meals, order the food, and supervise the kitchen and dining room service. The finance committee should cooperate closely with the housemother and should do everything reasonable to facilitate her work. If the housemother takes the place of the chapter steward, she should familiarize herself with the section in this Chapter Leadership Guide dealing with that function.

Service:The service contributed by the housemother will be directly proportionate to the co-operation, respect, and affection shown for her by members of the chapter. She is their mother away from home. They should treat her accordingly.


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APPENDIX A

Letter of Introduction to Housemother Applicants

August 15, 1993

Address

Dear Mrs. Smith:

Thank you for expressing interest in the position of Housemother at Phi Kappa Tau . We desire to give you every possible consideration. However, due to the large number interested in the position, it is necessary to use this rather formal method of becoming acquainted with you before having a personal interview.

Enclosed is an application. Please complete and return it to us by no later than Monday, January 1, 1999, so that we can continue the selection process. The information you provide will assist us very much in reaching a decision.

We expect, of course, that you will be as interested in us as we are of you. We will be pleased to answer whatever questions you may have. The role of Housemother is unique among other occupations, and we will be more than happy to explain everything that is required of the job.

For your information, (Insert chapter Name) of Phi Kappa Tau

Insert here a general discussion of the house, furniture, equipment, location, the housemothers suite or room, the employees of the house, or the arrangements for the direction of the routine work involved in the management of the house. Discuss the kitchen management duties if the housemother is required to manage or assist in this area. Discuss the intangible requisites of the position as well as the rewards. Tell the applicant the length of tenure of the present housemother and the reason for her retirement, if it is feasible to do so.

Again, thank you for your interest. We look forward to hearing from you soon.

Sincerely,

PresidentHouse Corporation


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Phi Kappa Tau Chapter ________________________

School ________________________

Personal Data

Name (first, last middle) Date

Social Security Number

Address

City State Zip Code

Home phone ( ) Message Phone ( )

If employed, can you provide proof of U.S. citizenship? Yes No N/A

Are you 21 or over? Yes No Expected Salary?

Position(s) applying for

Referred by

Education Record

Experience a Housemother?___________

Experience with College Students?

Special Interest

Clubs, Organization, Sorority Affiliation (if any)

Trade or Technical Training - Meal Planning, Odd Purchases, or Kitchen Management

Address Dates attended

Degrees or diplomas


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Personal Data

Have you been convicted of a crime (other than traffic violations) or been imprisoned during the last seven years? A conviction will not necessarily bar you from employment. Yes No

If yes, explain.

Names of friends or relatives that are employed by this company.

Do you have any physical or mental limitation that may limit your performance in the job you are applying for? If so, what can be done to accommodate your limitations?

Employment History

Begin with most recent employer. Attach additional sheet if needed.

Employer 1 Dates of employment

Address

City State Zip code

Phone ( ) Beginning salary Ending salary

Title/duties

Manager’s name

Why did you leave?


Address

City State Zip code


Title/duties


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Manager’s name

Why did you leave?


Address

City State Zip code


Title/duties

Manager’s name

Why did you leave?

References:

List three professional references who are familiar with the quality of your work, have worked directly with you, and have known you at least two years.

Reference 1 Dates of employment

Work Phone ( ) Home Phone ( )

Address

City State Zip code

Relationship


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Address

City State Zip code

Relationship



Address

City State Zip code

Relationship

Applicant’s signature __________________________________________

Date _____________________________


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SAMPLE LEASES, CONTRACTS, ETC.

Promissory Note..........................................................................................................................10.1

Lease between Corporation and Chapter....................................................................................10.2

Lease between Chapter and Member..........................................................................................10.7

Sample Housemother Contract.................................................................................................10.13

Sample Cook Contract..............................................................................................................10.15


1

PROMISSORY NOTE

______________ COUNTY DATE: ______________

STATE OF _____________

I, the undersigned, being over eighteen (18) years of age, do hereby acknowledge my indebtedness to ___________________________________________________Chapter of __________________________________________________ Fraternity, a fraternal association, in the amount of $___________. Said indebtedness (to include any further debt in addition theretoIncurred by me) shall be paid as follows:

It is acknowledged that time is of the essence; it being expressly understood and agreed that if default is made in the payment of any of the aforesaid installments, or any part thereof, as and when the same shall become due and payable, then, and in such event, the unpaid balance of the aforesaid principal sum, at the option of the holder hereof, may become due and payable, anything hereinabove contained to the contrary notwithstanding. In the event of such default in the acceleration of the unpaid balance, said amount shall bear interest at the rate of ten percent (10%) per annum from the date of such default. If said indebtedness is collected by law or through an attorney at law, the undersigned agrees to pay all costs of collection, including fifteen percent (15%) as attorneys fees. The undersigned waives demand, protest, and notice of demand, protest and non-payment. This contract is to be construed in all respects and enforced according to the laws of the State of __________________. The undersigned may prepay at any time without penalty.

The undersigned hereby irrevocably makes, constitutes and appoints the President of said Chapter as his true and lawful attorney for purposes of service of process as to any proceeding brought under this Note. Said attorney-in-fact and agent for service of process shall upon such service deliver to the last known address of the undersigned by mail, any such process or notices; service upon said attorney-in-fact being acknowledged as service upon the undersigned.

SIGNATURE DATE

HOME ADDRESS: SOCIAL SECURITY NUMBER: _____________________________________

HOME TELEPHONE NUMBER: ____________________________________

NOTE:Should default occur, prior to filing suit, consult with your house corporation or their attorney.


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LEASE BETWEEN CORPORATION AND CHAPTER

STATE OF _____COUNTY OF ____

THIS LEASE AGREEMENT made this day of ___________, 19___ between ____ (hereafter called “Lessor”) and _______________________ Chapter of ____________________________ Fraternity, an unincorporated fraternal association.

WHEREAS, Lessor is the owner of the __________________Fraternity House located at Fraternity Row, University, located at ________, and

WHEREAS, __________ is the owner and holder of fee simple title to the real property upon which said Fraternity House is located, and

WHEREAS, Lessor desires to lease said Premises to Lessee and Lessee so agreeshereby under the terms and conditions hereinafter appearing.

WITNESSETH:

For Ten Dollars ($10.00) and other good and valuable consideration to include the covenants and conditions herein made, the receipt and sufficiency of which is hereby acknowledged by each party hereto, it is agreed as follows:

1. LEASE OF PREMISES. Lessor does hereby rent and lease to the Lessee that certain Fraternity House located at _____________________________ (hereinafter Premises) and Lessee hereby agrees to rent and lease said Premises under the terms and conditions hereinafter appearing.

2. RENT PAYMENTS AND MISCELLANEOUS.

(a) Lessee agrees to pay to Lessor annual rent in the amount of _________________ _____________________Dollars ($_____________). Said annual rent shall be paid in two (2) equal installments in the amount and dates indicated under this paragraph:

(1) First installment: ____________________________________________ (date)amount: _______________________________________

(2) Second installment: __________________________________(date)


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amount: ___________________________________________

(b) Lessee agrees to pay in addition to above, a monthly payment of ____________ __________ for the months September through and including May, for use of kitchen equipment.

In the event that this Lease is extended by mutual agreement as hereinafter provided, it is agreed that any changes in the annual rent shall be added by amendment and attached hereto.

3. USE OF PREMISES: Premises shall be used solely as a college fraternity house wherein members of the Fraternity of ___________________________ who are students of the University and their guests shall be entitled to carry on fraternal and social activities. Additionally, members of the Fraternity shall be entitled to reside therein under the terms and conditions of the attached Sublease Agreement; the Premises shall not be used for any illegal purpose or in violation of any valid regulation of any governmental body or of the University, or in any manner to create any nuisance or trespass; or in any manner to vitiate the insurance or increase the rate of insurance on the Premises. Lessee agrees not to abandon or vacate the Leased Premises during the period of this Lease, and agrees to use said Premises for the purpose herein leased until the expiration hereof.

4. REPAIRS BY LESSOR. Lessee accepts Premises in the present condition and is suited for the use intended by Lessee. Lessor shall not be required to make any repairs or improvements to Premises, except structural repairs necessary for safety and tenant ability. Lessor may at its option assume obligations as to kitchen equipment and fixtures. Lessor shall keep in good repair the roof. exterior walls, abutting sidewalks and heating, water, sewer, electrical and sprinkler system (if any), but not fixtures pertaining to such systems, except pursuant to separate agreement. Lessee shall protect said systems against freezing or other damage and repair at its own expense any damage to said systems caused by neglect of Lessee.

5. REPAIRS BY LESSEE. Lessee shall repair partitions, all glass and plate glass, all electric and plumbing fixtures and any machinery where such repair is necessitated by the neglect or misconduct of Lessee or its members or guests. Lessee shall at once report in writing to Lessor any defective condition known to Lessee which Lessor is required to repair; failure to so report may result in holding Lessee responsible for damages resulting from defective conditions.

6. TERM OF LEASE: The term of this Lease shall be from the ____ day of 19 ___ through the 30th day of ______ 19__. This Lease shall automatically renew unless terminated by the parties by giving notice thirty (30) days prior to the contract date of termination for an additional one (1) year term. Lessor shall give notice of any rent increases in writing prior to commencement of renewal term.

7. DESTRUCTION OVER DAMAGE TO PREMISES. If the Premises are totally destroyed (or so substantially damaged as to be untenantable) by storm, fire, earthquake or other casualty, this Lease shall terminate as of the date of such destruction or damage, and rental shall be accounted


4

for as between Lessor and Lessee as of that date. If Premises are damaged but not rendered wholly untenantable by such casualty, rent shall abate in proportion as the Premises have been damaged and Lessor shall restore as speedily as practical, whereupon full rent shall recommence.

The parties acknowledge that Lessor’s right of occupancy is subject to certain terms and conditions with the University; this Lease is subject to said rights and obligations.

8. LESSEES DUTY TO MAINTAIN AND REPAIR. Lessee shall take good care of the Chapter House and its furniture, furnishings and equipment and shall keep them in neat, clean and orderly condition and shall not suffer nor permit any waste to be committed in or upon said Premises or contents. Lessee shall insure that no alternations or additions to the Premises are made without the prior written consent of Lessor. Lessee shall insure strict compliance with the terms and conditions of that certain Sublease whose terms and conditions are mutually agreed upon by incorporation by reference to the attached Exhibit.

9. FURNISHINGS. Lessor has provided to Lessee certain furnishings, fixtures and equipment which Lessee is entitled to use. Except as otherwise expressly agreed, Lessee shall be responsible to maintain said furnishings, fixtures and equipment, subject only to normal wear and tear. Lessee agrees that it shall be responsible for any negligent use, willful destruction, theft, or other similar acts to any such furnishings, fixtures or equipment. Damages, if any, shall be the cost to repair or the cost of replacement, whichever is applicable. Lessee agrees that it shall not remove any such furnishings, fixtures or equipment located within said Chapter House.

10. INSPECTION/REPAIR. Lessor shall have the right to enter said Premises and any Sub lessee room during reasonable hours for purposes of inspecting the Premises and any rooms therein for purposes of making such repairs. alterations. additions and improvements as Lessor may deem necessary or desirable. Additional. Lessor shall have the right to inspect the Premises and any rooms for any contraband drugs or other items (e.g., guns, weapons) which are prohibited to be on the premises. Lessee shall insure that this right of inspection shall be incorporated in any Sublease or agreement with those persons occupying said Premises.

11. WAIVER OF LIABILITY. Lessee and any of its Sub lessee hereby waive any and all liability as to personal property on said Premises by Lessee or its Sub lessees, of whatever kind or nature, caused by fire, theft or any other cause.

12. NON - ASSIGNMENT . Lessee shall not assign or sub-let except as expressly authorized hereunder. Lessee acknowledges that only students of the University may reside on or about said Premises who shall be required to sign the attached Sublease. Further, except upon prior approval of Lessor, only members of the Fraternity shall reside therein. Upon notice, Lessee agrees that Lessor shall be entitled to enforce those terms and conditions of the Sublease between Lessee and any Sub lessees occupying said Premises.

13. UTILITY BILLS. Lessee shall pay all utility bills for said Premises to include water, gas,


5

electricity, heat and power. If Lessee does not pay the same, Lessor may at its option, pay the same and such payment shall be added to the rental of Premises.14. DEFAULT. Lessor may declare (but is not required) this Lease in default upon any of the following:

(a) Failure of Lessee to be in good standing with the College and/or the University;

(b) The suspension of the Charter of Lessee by the University, the College or Lessee’s National Fraternity;

(c) The failure to enforce covenants of this Lease or any Sublease;

(d) Any intentionally or grossly negligent act resulting in structural damage to Lessors Property;

(e) Failure to maintain said Premises in good and fair condition under normal standards of cleanliness and compliance with any rules, regulations or guidelines of Lessor, or statutes, ordinances or regulations of the County and State;

(f) Failure to use said Premises for residential and Fraternal purposes;

(g) Failure to pay rent or other financial obligations to Lessor.

Upon declaration of any such default, Lessor shall have the right to take direct control of said Premises, to include but not limited to, require the transfer and assignment of any Sublease and the rights and covenants there under to Lessor.

15. CONTROLLING LAW. This Agreement is made with the reference to and shall be construed in accordance with the laws of the State where the Premises are located.

16. MODIFICATION. This Agreement constitutes the full and complete understanding and agreement of the parties and covenants and supersedes all prior understandings and agreements, and cannot be changed or terminated orally, but only by written confirmation.

17. NOTICE. Any and all notices referred herein shall be sufficient if furnished in writing if sent to the following address:

FOR LESSOR: ___________________ ___________________ ___________________

FOR LESSEE: ___________________ ___________________

___________________


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18. FULL UNDERSTANDING. Lessee acknowledges having read the above and states that it understands the contents of this Agreement and this Agreement creates legal liabilities and obligations to Lessee.

______________________________________________________________, LESSOR

_____________________________________________________________, LESSEE


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LEASE BETWEEN CHAPTER AND MEMBER

Student’s Name _______________________________________Student’s Home Address ________________________________ ______________________________________

Student’s Home Phone Number ___________________________Contract Term (check as applicable):__________ Fall Semester ___________ Spring SemesterAcademic Year ________________________

Security Deposit Amount: $ ______________Semesterly Basic Charges $ _______________ (single)

$ _______________ (double)

AGREEMENT made this day of __________, 199_, between _________CHAPTER OF ___________ an unincorporated association, located at No. __ Fraternity Row. University, located at _____________ (hereinafter called the Chapter), and _____________________ an individual (hereinafter called “Sub lessee”).

WHEREAS, the Chapter is itself a Lessee of certain property and premises Fraternity Row, University, located at _____________, from ________________________ (“Lessor”), which it desires to sublease and rent rooms located thereat, and

WHEREAS, the Chapter by virtue of this Sublease Agreement hopes to avoid financial losses sustained by vacancies, and for other purposes, and

WHEREAS, the Sub lessee hereby expresses the desire to obtain a room in the Chapter House for the described period hereinafter designated and herewith enters into this agreement containing the terms and conditions hereinafter set forth, being over eighteen (18) years of age;

NOW, THEREFORE, in consideration of the promises and the mutual agreements hereinafter contained, and for other good and valuable consideration, receipt being herein acknowledged by the Lessor, the parties hereby agree as follows:

1. LEASE. The Chapter agrees to provide Sub-lessee with a room in the Chapter House and Sub-lessee agrees to rent and occupy said room upon the terms and conditions hereinafter set forth.

2. TERM. The Lease period hereunder shall be deemed to have commenced for the above- designated Semester of the year above written, and shall end on _______________ (hereinafter Lease term) but with the right of the parties by mutual agreement, to extend this agreement for any additional designated period.

3. PAYMENTS. Sub lessee hereby agrees that he is obligated to pay to Chapter the applicable base charge specified above for each Semester during the term of this Contract. The Fall Semester charge shall be paid on September 1 and the Spring Semester to be paid February 1, as rent for the above said Lease term.


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4. DELINQUENT PAYMENTS. If the Sub-lessee falls to pay any sum to the Chapter when it is due, he shall pay such fines or penalties as may be provided by the Chapter’s rules and regulations, interest on the unpaid sum at the maximum lawful rate of interest, and all costs of collection, including reasonable attorneys’ fees, which the Chapter may incur in connection therewith. In addition to other remedies, if the Sub-lessee fails to pay an installment of the semesterly basic charges within ten (10) days of its due date, the Chapter may, without giving him credit therefore, discontinue providing board and membership benefits to the Sub-lessee until he has paid the delinquent installment.

5. ROOM ASSIGNMENT. This Contract is for living space in the Chapter House and not for any particular room. The Chapter reserves the right to assign the Sub-lessee to a room and to change his room assignment. If the Sub lessee is occupying a multiple occupancy room, the Chapter reserves the right to assign and change his roommate(s).

6. DEFAULTS. Sub-lessee acknowledges that this Lease may be terminated at the option of Chapter or Lessor; Sub-lessee shall vacate said premises upon twenty-four (24) hours notice by either Chapter or Lessor upon the occurrence of any of the following:

(a) Failure of Sub-lessee to be enrolled in good standing with the College and/or the University;

(b) Failure to remain a member in good standing with the Chapter and/or the Fraternity;

(c) Suspension by the Chapter or the University/College;

(d) Violation of any rules or regulations of the University or other acts of misconduct held to be such;

(e) Violation of adopted directives and/or house rules of the Chapter or Lessor, where applicable;

(f) Sub lessee found to have used or be in possession of any illegal or contraband drug or to possess any illegal paraphernalia commonly used in the consumption of the latter on or about the premises of Chapter House, or at any Chapter function without regard to location of such event;

(g) Any intentional or grossly negligent act resulting in destruction or damage to Chapter or Fraternity property or property of any other fraternity;

(h) Failure to maintain leased room in good and fair condition, under normal standards of cleanliness, and in compliance with any rules, regulations or guidelines of the Chapter or Lessor, or statutes, ordinances, or regulations of the county and the State of _______;

(i) Sub-lessee’s use of the Chapter House for non-residential purposes and/or conducting any business or commercial enterprise therein;


9

(j) Failure to pay rent or other financial obligation to Chapter or Lessor.

7. TERMINATION. Sub-lessee hereby agrees that he shall be liable for the entire amount due under this agreement. The Chapter, upon any termination. will be entitled to offset any unaccrued balance on rent paid wherein there remains any outstanding liability to the Chapter or Lessor, arising out of any liability of Sub-lessee.

8. DAMAGE. Sub-lessee agrees that all furnishings and the room provided under this Lease to Sub-lessee shall be returned in the same condition, subject only to normal wear and tear; Sub-lessee agrees that he shall be responsible for any negligent use, willful destruction or other similar acts, to any such furnishings or items, which Sub-lessee agrees to pay before Sub-lessee vacates said premises. Damages, if any, shall be the cost to repair or the cost of replacement, whichever is applicable. Sub-lessee may not remove any fixture or furnishings provided for said room. Sub-lessee may not remove closet doors, or affix anything to doors, or paint any surface without the prior consent of Lessor. Sub-lessee may not puncture any wall or door, or damage door locks. Sub-lessee may not add or change locks on door to room without prior permission of Lessor and providing a duplicate key to Sub-lessor.

9. OCCUPANCY. The Sub-lessee shall take good care of the Chapter House and its furniture, furnishings, and equipment, shall keep them in a neat, clean, and orderly condition, shall suffer and permit no waste to be committed in or upon them, and shall make no alterations or additions to the premises without the prior written consent of the Chapter and Lessor. Upon the expiration or other termination of this Contract, the Sub-lessee shall remove his personal property from the Chapter House and shall peaceably surrender possession of the premises and property in clean condition and good repair, ordinary wear and tear resulting from careful usage alone excepted. After surrender of possession by the Sub-lessee, the Chapter shall have the right to dispose of any personal property left by the Sub-lessee in or on the Chapter House premises, and the Chapter shall not be responsible to the Sub-lessee to account for the disposition of such property.

10. JOINT LIABILITY OF ROOMMATES. Damage to a room or its furnishings beyond ordinary wear and tear will be charged to the students occupying the room. Damage to rooms or property used in common with other students will be charged to all such students equally. If responsibility for damage is acknowledged by one or more students, the damage will be charged to such students.

11. APPLIANCES. Cooking is prohibited in individual bedrooms: the students occupying a room may, however, keep and use therein a small refrigerator. No other major electrical appliance shall be kept or used in an individual bedroom. Air conditioners, electric space heaters, and humidifiers are specifically prohibited. Automobile engine block heaters and other similar devices shall not be used in the Chapter House premises.

12. Lofts and other similar structures shall not be erected in a room without the prior written consent of the Chapter and Lessor. Waterbeds shall not be kept or used in the Chapter House. No animals or pets whatsoever shall be brought or kept upon the Chapter House premises.

13. VACATING PREMISES. Upon vacating, the Sub-lessee agrees to leave the premises in a


10

clean condition. the floors and shelving to be left clean of all loose paper, dust or any other accumulation, and all personal property removed.

14. INSPECTION/REPAIR. The Chapter and Lessor reserves the right to enter the Sub lessee’s room during reasonable hours for the purpose of inspecting the room and making such repairs, alterations, additions, and improvements as the Chapter or Lessor may deem necessary or desirable.

15. WAIVER OF LIABILITY. The Chapter, Lessor, the Fraternity, and their officers, directors, employees, and agents shall not be responsible for any injury, loss, or damage to the Sub-lessee, of whatever kind or nature, or independent thereof, the Sub-lessee’s property resulting from fire, theft, or other cause. The Sub-lessee shall insure any property that he brings onto the Chapter House premises against the risk of loss or damage.

16. UNINHABITABILITY. Either Chapter or Lessor may terminate this Contract if the Chapter House becomes uninhabitable by reason of fire, windstorm, or other similar catastrophe.

17. RIGHT TO TERMINATE. Either Chapter or Lessor may terminate this Contract and take possession of the Sub-lessee’s accommodations at any time if the Sub-lessee fails to comply with any of the terms and conditions of this Contract. In such event, the Sub-lessee shall be responsible for any loss of revenue sustained by the Chapter, and the Chapter, at its option, shall be permitted to retain all sums paid to it hereunder by the Sub-lessee.

18. NON - TRANSFER. The Sub-lessee shall not sell or assign this Contract without the prior written consent of the Chapter and Lessor. No modification of this Contract shall be effective unless it is made in writing and is signed by the Sub-lessee, the Chapter, and Lessor. Chapter is authorized to assign its rights under this Agreement, to include the right to receive Lease payments to Lessor, at Lessor’s option.

19. CONTROLLING LAW. This Contract is made with reference to and shall be construed in accordance with the laws of the State of ___, in which state it shall be performed by the parties. Any action arising under the terms and conditions of this Contract may be brought in any local, state or federal court located in the County of______, State of _______, having jurisdiction of the subject matter, and the undersigned parties hereby consent that any such court shall have personal jurisdiction over them with respect to any such action.

20. MODIFICATION. This Agreement constitutes the full and complete understanding and agreement of the parties, and supersedes all prior understandings and agreements, and cannot be changed or terminated orally, but a written confirmation is required.

21. NOTICE. Any and all notices referred to herein shall be sufficient if furnished in writing and sent to the following address:

FOR CHAPTER: ______________________ ______________________ ______________________


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FOR SUBLESSEE: ___________________ ________________________

FOR LESSOR: ________________________ ________________________ ________________________ University Tenant hereby appoints as his agent to receive service of all dispossessory or distraint proceedings and notices there under, and all notices required under this Lease, the duly elected President of Chapter and at the time. A copy of all such service and notices under this Lease shall also be sent to Tenants last known address, if different from said Premises.

22. FULL UNDERSTANDING. Sub-lessee acknowledges having read the above and states that he understands the contents of this Agreement and that this Agreement creates legal liabilities and obligations to Lessee.

IN WITNESS WHEREOF, the undersigned have caused this Agreement to be executed in their names by their duly authorized officers, and Sub-lessee has hereunto set his hand and seal, as of the date and year first above written.

______________CHAPTER OF ________________Sublessor

By: (SEAL) Authorized officer

(SEAL)SUBLESSEE

Social Security No.: _____________________


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ASSIGNMENT

The right to receive payments under this Lease is hereby assigned to _________________________________________.

This the ___ day of __________ 199__.

______________ CHAPTER OF ___________

By: ____________________________Authorized Officer


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SAMPLE HOUSEMOTHER CONTRACT

This AGREEMENT, made this day of ___________, 19 ___ ,between _________________________, a corporation organized and existing under the laws of the State of _________________ (hereinafter referred to as "Fraternity")., parties of the first part, and ________________________ (hereinafter referred to as "Housemother"), party of the second part; WITNESSETH, THAT:

1. Fraternity hereby employs as Housemother for the period from_______, 19 ___ , to _____________ 19 ___ for a total of ______________________Dollars per year ($ ), payable in equal installments of ____________________Dollars ($ ) on the _______ day of each month of the period hereof.

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

3. During the period of this Agreement, Housemother will perform all the duties usual and customary to such a position as outlined herein and such other duties as may be agreed upon from time to time between Fraternity and Housemother. The Housemother shall:

A. Purchase food and supplies for the operation of the kitchen to provide twenty meals per week;

B. Purchase such food and supplies within restrictions of budget adopted by Fraternity;

C. Supervise and have control of the operation of the kitchen and dining room and other employees working in the kitchen and dining room provided by Fraternity;

D. Be the official hostess for the Fraternity;

E. Preside in the dining room at lunch and dinner;

F. Encourage good health practices and sanitary standards throughout the Fraternity house;

G. Work with, advise and assist appropriate officers to develop and maintain an atmosphere which is conducive to study, to guide in good social training for all members and to assist in the planning of social activities participated in or sponsored by Fraternity.

4. Fraternity shall:

A. Seek advice and counsel of Housemother by participating in a regularly scheduled meeting between Housemother and selected officers of the Fraternity each week during the regular school term;


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B. Pay all bills and provide accounting services necessary for the operation of the kitchen and dining room and regularly report to Housemother concerning financial transactions of the kitchen and dining room in relationship to the budget;

C. Provide Housemother with a private, furnished apartment in the Fraternity house for the period of this agreement;

D. Provide Housemother's meals during the day’s meals are prepared in the Fraternity kitchen which shall be identical to the days the University/College is officially open for classes during the period of this Agreement;

E. Provide two daily newspapers selected by Housemother;

F. Provide private telephone service for local calls;

G. Permit Housemother to be away from Fraternity house overnight at least two weekends (Friday - Sunday) per month when major social activities are not scheduled or guests are not anticipated at the Fraternity house, and such other weekends or overnight periods as are mutually determined by Housemother and president of Fraternity;

H. Reimburse Housemother monthly for expenses incurred in the performance of her duties such as the operation of an automobile, official entertainment, long distance telephone calls, laundry and dry cleaning, personal food items and furnishings and appliances for her apartment. Such reimbursement shall not exceed _________ Dollars ($ ________ ) per month.

5. With the consent of Housemother, Housemother may be reemployed by Fraternity for the school year succeeding that covered by this Agreement, provided notice shall have been given her at any time prior to the expiration of the period hereof.

6. Fraternity shall pay all necessary expenses incurred by Housemother at such times that Housemother may be required by Fraternity to be away from the Fraternity house because of Fraternity activities related to Ritual work.

7. Housemother will earn one (1) day paid sick leave for each month employed under this Agreement, which may not accumulate to more than ten (10) days.

_________________________For the House Corporation_________________________Chapter President _________________________Housemother


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SAMPLE COOK CONTRACT

THIS AGREEMENT, entered into this _____ day of _____, 19 ____, by and between the undersigned,______________________________ , hereinafter referred to as Cook, and _________________________, a corporation, hereinafter referred to as Fraternity, WITNESSETH:

1. Fraternity hereby employs Cook for the period from _________, 19 ___ to _______, 19 ___, for a total of ______________________________ Dollars ($______ ) for the period, payable in __________ ( ___ ) equal installments of ____________ Dollars ($ _____) each on the __________ of each school during the period hereof, as ___________ attached.

2. This Agreement may be terminated by either party hereto upon thirty (30) days notice in writing by the party desiring to terminate the contract to the other party; provided, however, at the option of Fraternity this Agreement may be terminated upon fourteen (14) days notice if Cook so requests in writing; and provided, at the option of Fraternity, Cook may be released from this Agreement in the event of illness or other circumstances beyond her control without any obligation to either party. Should, in the opinion of the Fraternity, Cook not fulfill the duties hereinafter enumerated, the Fraternity may terminate this Agreement upon three (3) days notice.

3. During the period of this Agreement, Cook will perform all the duties usual and customary to such a position as outlined herein and such other duties as may be agreed upon from time to time between Fraternity and Cook. The Cook shall:

A. Work under and submit to the supervision of the Housemother employed by Fraternity;

B. Report for work at Fraternity house not later than 9:00 a.m. Monday through Saturday and leave the work at the Fraternity house no earlier than 6:00 p.m. Monday through Friday and 12:00 Noon on Saturday during the school weeks covered by this Agreement; provided that Housemother may reduce these working hours and allow the Cook to observe a rest period or leave the Fraternity house Monday through Friday afternoons for a time not to exceed two and one-half hours;

C. Prepare lunches and dinners Monday through Friday and lunch on Saturdays carefully following directions, menus and recipes as stipulated in advance by Housemother;

D. Maintain herself in a clean and healthy manner and wear uniforms provided by Fraternity. Cook shall launder her own uniforms and wear a clean one daily;

E. Maintain and keep the kitchen, stove, ovens, preparation space and kitchen utensils in a clean and orderly fashion. Cook shall be responsible for washing all cooking and mixing utensils used in the preparation of lunches and dinners;

F. Work additional hours (not to exceed five each) on Saturdays for special weekend events not to exceed ten (10) such weekends during the period of this Agreement.

4. Fraternity shall:


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A. Provide three washable uniforms to be used by Cook;

B. Pay Cook at the rate of _________Dollars ($ _______ ) per hour for additional hours worked on extra Saturdays or Sundays not covered in paragraph 3F above;

C. Provide Cook with lunch and dinner meals on days worked during the period of this Agreement.

5. Cook shall have as unpaid vacation those days and weeks during the period of this Agreement which are observed by ____________________ University/College as official holidays and vacation periods.

6. Cook will earn one (1) day paid sick leave for each four weeks worked under this Agreement, provided that such sick leave may not accumulate to more than nine (9) days. Any days of sick leave earned but not used during the period of this Agreement will be paid as a bonus by the Fraternity at the end of the period of this Agreement at the rate of ___________________Dollars ($_____) per day.

7. With the consent of Cook, Cook may be reemployed by Fraternity for the school year succeeding that covered by this Agreement, provided notice shall have been given her at any time prior to the expiration of the period hereof.

8. This Agreement is executed in triplicate by Cook and Fraternity and shall become effective upon execution by Fraternity. Executed copies will be given to Cook, Fraternity treasurer and Housemother.

IN WITNESS WHEREOF, the parties have caused this Agreement to be executed the day and year first above written.

_________________________Cook_________________________Fraternity

By: ______________________President

Attest: ___________________Secretary

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