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Board of Governors Insurance Advisor Handbook 2004-2005
Board of Governors Insurance Advisor
Handbook
2004-2005
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Table of Contents
PageIntroduction 3-6
Constitutional Statutes Regarding Boards of Governors 4Phi Kappa Tau Organizational Chart 5Board of Governors Responsibilities 6
Board Meetings 7-11
Meeting Times and Structure 8Topics for Reports 9-10Parliamentary Procedure 11
Chapter Advising 15-19
Your Place in the Chapter 16-17Tips on the Art of Advising 18The Officer-Advisor Relationship 19
Role of the Insurance Advisor 20-
Insurance Advisor Responsibilities 21Liability Insurance Program 22-23Sample BOG Meeting Agenda 24House Inspection Checklist 25-27
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Introduction
1Introduction
Purpose of the Board of Governors
From the Phi Kappa Tau National Constitution and Statutes
Title V, Section 46. Board of Governors of a Chapter. Each Chapter shall have a Board of Governors composed of at least three (3) graduate members, the President and one (1) other member of the Resident Council. The graduate members shall be approved by the Chief Executive Officer. This Board shall be the general supervisory body of the Chapter, and shall be responsible to the National Council in all matters. Meetings shall be held at least every month. The board chairman shall be a graduate member. The board secretary shall be the President of the Resident Council. One graduate member of the board shall serve as Resident Council Scholarship Advisor. One graduate member of the board shall serve as Resident Council Financial Advisor. One member shall serve as the Risk Reduction Specialist for the Chapter. The shall have full authority to enforce the statutes of the National Constitution as they pertain to the Resident Council, subject to review by the CEO and National Council. In matters pertaining to scholarship and finance, the authority of the board shall be absolute. The Board shall have full authority to summon any member of the Resident Council upon proper notice, to appear before the board assembled. It shall be the duty and responsibility of the board to act in the best interest of the fraternity at all times in accordance with the National Constitution and Statutes and Board of Governors Articles of Operation. In the event the chapter fails to maintain an active Board of Governors, the CEO or National Council may appoint the needed Graduate Council members to the Board.
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Board of Governors Responsibilities
Meets monthly to review chapter operations—major areas of concern should be recruitment, membership orientation, finances, scholarship, employees, alumni relations, risk mgmt. compliance, and general image. (See agenda for meetings.)
Works with the House Corporation to make recommendations concerning rent, inspections, etc. (See House Corporation Responsibilities).
Hears appeals of disciplinary decisions, financial delinquency, and membership status (See National Constitution as well as Chapter Bylaws).
Makes sure the Resident Council meets Basic Chapter Expectations, follows the National Fraternity rules as set forth in the Constitution and Ritual, Risk Management, University code, etc.
Hires and fires Resident Council employees such as Cooks and is responsible for payment of FICA, withholding and unemployment taxes, and filing of the IRS 990 tax form for the chapter. (See House Corporation Responsibilities.)
Coordinates repairs and improvements to the house with the House Corporation.
Makes sure the chapter uses and follows the proper Ritual procedure both as it relates to the conduct of the chapter meeting and the initiation ceremony.
At monthly meetings, reviews all communications with the Executive Offices and/or alumni to ensure follow-up if necessary.
Works with the domain director in setting up Domain Conferences.
Files Graduate Council report with the Executive Offices.
Attends National Convention and/or Leadership Academy.
Encourages Resident and Graduate Council participation in the National Philanthropy (Paul Newman’s Hole in the Wall Gang Camps).
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Board Meetings
5Board Meetings
The BOG Meeting
The Board of Governors of a chapter should meet at least once each month throughout the academic year. It is the duty of the Resident Council President as secretary of the board to arrange meeting times and locations. Ideally, meeting times and locations should be standardized, to insure optimum participation on the board. For instance, the Zeta Zeta Board of Governors meets on the first Tuesday of each month at 7:30 p.m. in room 3120 of the Student Union Building. Additionally, joint meetings of the House Corporation and Board of Governors should occur on an annual or semi-annual basis. It is also important for the Board of Governors to meet with the entire Resident Council, even on an informal basis, annually. One board member should also attend the regular meetings of the Resident Council, at least once a month.
The Resident Council President serves as the Secretary of the Board of Governors and as such is required to record the minutes of all meetings for submission to the Resident Council, Graduate Council, Domain Director, and National Headquarters. The minutes of the Board of Governors should reflect the status of the chapter in all areas of chapter standards and other pertinent data including attendance. The Board minutes should be mailed or emailed immediately following the meeting and should include an announcement of the next meeting. The Board Chairman should maintain a permanent file of its minutes for future reference.
Board meetings should be run in an organized manner. If needed parliamentary procedure can be used, however, a less formal setting is often effective. The meeting should always follow a set agenda that is finalized and provided to the Governors by the Secretary (Chapter President) at least one week in advance of the meeting.
At each meeting, the Board’s agenda will concentrate on many of the following key areas of chapter operations.
FinanceManpowerScholarshipRegalia and RitualMembership OrientationCommunity RelationsConstitution and BylawsAlumni RelationsInsurance and Risk ManagementHouse Corporation and Housing Issues
*Specific areas of focus can be found in each Governors section, on the sample agenda, and the list of topics for reports on the following pages.
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Topics for Reports
1. General Overview Resident Council President’s report Concerns, problems, accomplishments National reports and correspondence Status of Regalia New items to be purchased/ items needed Review of constitution and bylaws, and chapter policy Campus issues
IFC, Greek Council, Greek Advisor, On Campus philanthropic activityCampus award applications
Membership conflicts/ disciplinary action by the Resident Council Election preparation Convention, Domain Conference, and Academy delegate selection National award applications
2. Finance Review semester/ quarter budget Review semester/ quarter income summary Review accounts receivable Evaluate financial delinquency, probation, suspension, and member payment plans Have members sign financial agreements/ promissory notes Review chapter’s IRS 990 Review all chapter savings and financial records
3. Insurance and Risk Management Review chapter’s liability insurance policy and premium Educational Programming/ Required Seminars Status of social calendar Is programming following RM Policy?
4. Recruitment Review recruitment plan Evaluate rush budget for quarter Evaluate marketing plan
5. Membership Orientation Review how the new Associates are doing Evaluate the MO program Quiz and National exam results Alumni involvement with Associate class Initiation preparation
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6. Scholarship Evaluate Member and Associate grade point averages Evaluate officer eligibility Evaluate chapter cumulative grade point average Evaluate academic probation and suspension lists Review scholarship incentives and award opportunities
7. Alumni Relations Alumni events planning Graduate Council status Graduate Council inductions/ Seniors Banquet Alumni Newsletter Brotherhood Loyalty Fund Status Alumni Recognition (awards, anniversary certificates, etc.) Historical projects
8. Housing Status of maintenance and repairs Status of acquisition of house Financial report from House Corporation Officer or representative Review status of house occupancy
9. Community and Neighbor Relations Problems with neighbors Community service projects planned Contacts with police or city government
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Parliamentary Procedure
The following information is a very brief condensation of Robert’s Rules of Order. It is intended to provide a basic background in parliamentary procedure so business can be conducted in an efficient and orderly manner.
Addressing the Chair
All meetings should be conducted from the “chair”. Members addressing the chair should refer to the presiding officer as Mr. President.
Obtaining the Floor
Before a member can make a motion or speak in debate, he must obtain the “floor.” To claim the floor, a member raises his hand when no one else has the floor and waits to be “recognized” by the chair. The chair will recognize the member by announcing his name or title. This member then has the floor and can stand and speak until he yields the floor by resuming his seat. While a motion is open to debate, there are three important cases where the floor should be assigned to a person who may not have been the first to rise and address the chair. These cases are as follows:
1. If the member who made the motion claims the floor and has not already spoken on the question, he is entitled to be recognized in preference to other members.
2. No one is entitled to the floor a second time as long as any other member who has not yet spoken to the pending motion requests the floor.
3. The chair should attempt to alternate opposite opinions on a question if he is aware of members requesting the floor which have opposing views.
Making a Motion
1. First a member makes a motion. Though he makes a motion, he uses the word “move” to make the motion. For example: I move to allocate...etc.
2. Another member seconds the motion by saying, “I second it” or simply “second.” It should be noted that second by a member merely implies that the motion should come before the council and not that he necessarily favors the motion. A member may second a motion because he would like to see the assembly go on record as rejecting the proposal, if he believes a vote on the motion would have such a result.
3. The chair then states the “question” on the motion. Neither the making nor the seconding of a motion places it before the council; only the chair can do that by this step (stating the question). When the chair has stated the question, the motion is pending and is then open to debate (providing it is a debatable motion). If the council decides to do what a motion proposes, it adopts a motion or it is carried. If it decides against the motion, it is rejected or lost.
Amending a Motion
The motion to amend is a motion to modify the wording within certain limits, of a pending motion before it is itself acted upon. An amendment must be a germane; that is, it must be closely related to or have some bearing on the subject of the motion to be amended.
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A motion to amend is handled the same way as a main motion and requires a second to be considered. An amendment is adopted by a majority vote even in cases where the motion to be amended requires a 2/3 vote for adoption.
Approving Minutes
At the beginning of regularly scheduled meetings, copies of minutes of the previous meeting will be distributed for study by council members. The chair then asks, “Are there any corrections to the minutes?” and pauses (corrections, when proposed, are handled by general consent). Then the presiding officer says,“If there are no corrections” (or “No Further Corrections.”) the minutes stand (or “are”) approved (or “approved as corrected”).
Calling for Orders of the Day
A call for the orders of the day is a privileged motion by which a member can require the council to conform to the agenda.
1. Call for the orders of the day, if in order, may be made when another has the floor, even if it interrupts a person speaking.
2. It does not require a second.3. Is not debatable.4. Upon a call by a single member, the orders of the day must be enforced, except a 2/3 vote can set
them aside. (That is, the orders of the day can be set aside either by a vote of 2/3 in the negative on a question put by the chair as to the council’s desire to proceed to the orders of the day or by a vote of 2/3 in the affirmative on a motion by a member to extend the time for considering the question at hand).
Point of Order
When a member thinks that the rules of the council are being violated, he can make a “point of order.” Thereby, calling upon the chair to make a ruling and an enforcement of the regular rules.
1. Can be applied to any breach of the council’s rules.2. Is in order when another has the floor.3. Does not require a second.4. Is not debatable unless the chair, being in doubt, submits the point to a vote of the council; in which
case, the rules governing its debatability are the same as for an appeal.
Parliamentary Inquiry
A parliamentary inquiry is a question directed to the presiding officer to obtain information on a matter of parliamentary law or the rules of the organization bearing on the business at hand. It is the chair’s duty to answer such questions when it may assist a member to make an appropriate motion, raise a proper point of order or understand the parliamentary situation or the effect of a motion.
1. Can be made at any time.2. Is in order when another has the floor if it requires immediate attention.3. Does not require a second.4. Is not debatable.5. Is not subject to reconsideration.
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Previous Question
The previous question is the motion used to bring the council to an immediate vote on one or more pending questions. The motion for the previous question:
1. Takes precedence over all debatable or amendable motions to which it is applied.2. Can be applied to any immediately pending debatable or amendable motion; to entire series of
pending motion; and to any consecutive part of such a series of motions, beginning with the immediately pending question.
3. Is out of order when another has the floor.4. Must be seconded.5. Is not debatable.6. Is not amendable.7. Requires a 2/3 vote.
Forms used in making this motion include: “I move the previous question” or “I call for the previous question.”
Lay on the Table
The motion to lay on the table enables the Resident Council to lay the pending question aside temporarily when something more urgent has arisen.
By adopting the motion to lay on the table, a majority has the power to halt consideration of a question immediately without debate. This power is necessary to enable the council to function effectively when sudden urgent consideration arises, so long as it is exercised with a view to taking up the interrupted question again later. This motion is often misused, however, particularly in place of the motion to postpone indefinitely and should not be used to kill a pending question. The motion to lay on the table:
1. Is out of order when another has the floor.2. Must be seconded.3. Is not debatable.4. Is not amendable.5. Requires a majority vote.
Forms used in making this motion are: “I move to lay the question on the table” or “I move that the pending question be laid on the table.” (Moving “to table” a motion or “that the motion be tabled” should be avoided).
Take From the Table
The object of the motion to take from the table is to make pending again before the council a motion that has been laid on the table.
1. Is out of order when another has the floor.2. Must be seconded.3. Is not debatable.4. Requires a majority vote.
Time limit on taking a question from the table: a question that has been laid on the table remains there and can be taken from the table during the same session or at the next session of Resident Council. If not taken from the table within the time limits, the question dies, although it may be reintroduced later as a new question.
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Right of Way in Preference to a New Motion
A question is supposed to be laid on the table only temporarily, with the expectation of resuming its consideration after disposal of the immediate urgent situation. Consequently, as soon as it is practical to resume consideration of the tabled question, any member may seek recognition from the chair for the purpose of moving to take the question from the table.
If the chair recognizes someone else as having arisen and addressed the chair first, a member who requested permission to move to take the question from the table should address the chair and state that he requests permission to move to take the question from the table and their chair should assign him the floor to do so. The principle is that, if the assembly so desires, a motion already within its control, such as a tabled motion, has the right of way over a new main motion.
Postpone Indefinitely
Postpone indefinitely is a motion that the assembly declines to take a position on the main question. Its adoption kills the main motion, at least for the duration of the session, and avoids a direct vote on the question. It is useful in disposing of a badly chosen main motion that cannot be either adopted or expressly rejected without possibly undesirable consequences. The Motion to Postpone Indefinitely:
1. Is out of order when another has the floor.2. Must be seconded.3. Is debatable.4. Is not amendable.5. Requires a majority vote.
Adjourn
To adjourn means to close the meeting. The motion to adjourn is a motion to close the meeting immediately, made under conditions where some other provision for another meeting exists and where no time for adjourning the present meeting has already been set. The Motion to Adjourn:
1. Is not applied to any motion and no motion can be applied to it.2. Is out of order when another has the floor.3. Must be seconded.4. Is not amendable.5. Requires a majority vote.
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Provided by the William Paterson College of New Jersey Student Activities Office
Wayne, NJ 0747
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Advising the Chapter
15Chapter Advising
Advising 101
By agreeing to serve in an advisory role to the undergraduate chapter, you are exemplifying the lifelong commitment and loyalty to Phi Kappa Tau that is described in our Creed. As an advisor you will have the opportunity to positively influence the undergraduate chapter and to make an impact on the lives of each and every member of the organization.
A chapter’s strength is dependant on alumni support; a strong alumni-advisory board will make for a consistently strong chapter. With each year comes a new set of undergraduate officers. These officers often are forced to relearn their role and spend most of the year developing. As an advisor you can be instrumental in providing the continuity and experience that makes the transition between undergraduate officers easier. As an advisor you will serve as a valuable resource to the chapter, ensuring that lessons of the past are not forgotten.
As an advisor, you should do just that, advise not lead. A major component of the undergraduate fraternity experience is the personal development gained through the various leadership opportunities that it presents. The chapter leadership and the undergraduate voting membership, in most cases, should be the decision making body. Only by taking control of their own affairs, and learning from their mistakes and failures will they have a truly rewarding experience. Therefore, your role is to offer advice and scenarios for the membership to consider in rendering decisions, and to educate the group on the consequences and outcomes of their decisions.
Your Place in the Chapter
Advising is a true two-way communication experience. Some helpful points to remember when advising undergraduate chapter operations follow.
Be a role model. You should model the type of behavior you would like to see in other alumni members of the fraternity. You serve as the most visible example of what an alumnus should be.
Hold the chapter to high standards. Help the chapter set high standards and methods of maintaining accountability.
Clearly establish your role with the chapter. The chapter and its officers need to know and accept the role of the advisor.
Try to attend chapter meetings. Periodically attending chapter meetings, executive board meetings, and formal associate events and meetings will help maintain a good relationship with the chapter.
Ask for the chapter’s input whenever you present a new idea or opinion. Members will be more accepting to change and new ideas if they feel as if they have played a part in their development or adoption.
Give the chapter, and individual chapter offices and members, the same respect that you demand they give you. Your role should be viewed, in some respects, as a professional commitment; your interaction with the officers on chapter business should be professional as well. If chapter officers are not treated as equals, they will not respect the advice conveyed and the effectiveness of the advising board will be compromised.
Work closely with the chapter officers. Open dialogue between officers and the chapter advising structure will improve your relation with the chapter and result in more business being accomplished.
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Be cautious about talking about the chapter or University’s past. Chapter members usually do not like to hear about “the way it used to be.” When addressing problems in the chapter, rather than using the examples of the past, use your knowledge of what happened in the past to paint a picture of how the current chapter can be better, without referring to the past.
Allow mistakes to be made. Easier said than done, but what distinguishes an adequate advisor from a good advisor is the ability to gauge the impact of the resulting disaster and determine when intervention is not only desirable, but also necessary. However, if you are too quick to intervene, the chapter officers will feel smothered and as if they have lost the ability to make decisions for themselves.
Build on an officer’s strengths. An undergraduate’s personality is largely developed by the time he reaches college, but what can be developed are manners, behaviors, skills, and knowledge. Look at performance, not at promise, and focus on strengths and not weaknesses.
Function as a liaison. There will be times when you can be a more effective means of communication with the University, the National Fraternity, and alumni members.
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Tips on the Art of Advising
What is an Advisor?First and foremost, an advisor is an educator – an educator in a non-traditional classroom. The advisor uses personal expertise and perspective to stimulate individual development of members and the overall development of the organization.
Competencies and Tips
An essential skill for an advisor is the ability to assess accurately the group’s situation and adapt an appropriate intervention strategy, which matches the needs of the group.
The advisor must serve as a resource person.
Tactful honesty is a most valued interpersonal quality.
The advisor must possess a sincere belief in the group and its goals, and supports the goals enthusiastically.
The advisor should never underestimate the importance and power of positive reinforcement.
Each student needs a balance of challenge and support. Both components are essential for maximum growth.
“People support what they help create.” Students need to feel ownership and active participation.
The advisor must establish his expectations of the group, and the members of the group must establish their expectations of the advisor. Mutual expectations minimize confusion.
An advisor truly has the potential to impact positively with the group and can assist in the development of leaders and members in an organizational setting.
Outside of Work
1. Be a role model.
2. Maintain a balance between friend and professional advisor.
3. Maintain your credibility.
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The Officer-Advisor Relationship
Chapter officers may expect an advisor to:
Assist the group in formulating long-range goals and in planning and initiating short-term projects.
Provide resource information pertaining to the goals and purpose of the organization.
Suggest ways that meetings of the organization can be improved.
Assist the officers in evaluating projects, performances and progress.
Suggest ways that will increase the officer’s leadership skills.
Participate in social events.
Be available when emergencies or problems arise.
Attend meetings and programs.
An advisor may expect chapter officers to:
Keep the advisor informed of all organizational activities, meetings, issues and agendas, and send the advisor minutes of all meetings.
Meet regularly with the advisor to discuss organizational problems.
Inform the advisor of any potential problems or concerns.
Inform he advisor of programs and services sponsored by the organization.
Building an open and honest relationship between a chapter and an advisor requires considerable effort and time. How does a chapter leader build an open and honest relationship that affords the opportunity to share ideas and receive feedback from the advisor?
The responsibility for building the relationship must be shared between advisor and student.
The relationship must be based upon open, direct communication.
Both must recognize their various roles and responsibilities in and outside of their activities position.
Both advisor and student are human beings who make mistakes, follow their own value systems and work in individual professional and personal styles.
Both advisor and student are continually growing, changing, and learning, each within their own unique stages of development.
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The Role of the Insurance Advisor
20Financial Advisor
Insurance Advisor
Resident Council Contact: Risk Management Chair, Social Chair
Prepares and reviews with the risk management chair a crisis management plan (see CMPG Crisis Management Section).
Ensures the chapter hosts all 4 of the required risk management educational seminars and submits the corresponding Risk Management report form.
Works with chapter officers to ensure that risk management seminars are completed.
Conducts risk management inspections with the House Corporation on the chapter house and grounds.
Develops plans of action to remedy risk management deficiencies found in chapter programming.
Reports any incidents or liability losses immediately to the Executive Offices in a timely matter to ensure quick response.
Secures housing insurance from the National Fraternity or another insurance company.
Secures boiler insurance and/or furnace insurance.
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Liability Insurance
Each chapter not enrolled in the National Program, by submission of a Certificate of Insurance, will carry proper and adequate LIABILITY INSURANCE, as determined by the National Council.
One hundred percent of the Risk Management Workshops must be completed and proper forms submitted to the Executive Offices per the CMPG.
All premiums must be paid in full if the chapter is enrolled in the National Program.
Included in this section you will find a copy of the F.R.M.T. Liability and Property Insurance and Claim Manual, the F.R.M.T. and Phi Kappa Tau Risk Management Policies, The Chapter House Self-Inspection Guide, and the Phi Kappa Tau Crisis Management Procedures.
As the chapter’s Insurance and Risk Management Advisor, you should become familiar with all of the materials and procedures included in this section of the manual. Additionally, you should ensure that the chapter takes the necessary steps to enforce the policies of the National Fraternity and insurance company, maintains a safe chapter environment, and provides its membership with adequate education in the area of risk management; including but not limited to the 4 required risk management seminars.
FRMT
The National Council of Phi Kappa Tau has, since 1988, required that every chapter/colony carry liability insurance. Phi Kappa Tau is a member of the Fraternity Risk Management Trust (FRMT), an inter-Greek organization that exists solely to secure general liability insurance for its members at a reasonable cost. All FRMT members have been “hand-picked” for having good claims histories and actively monitoring chapters.
Risk is “shared” by all of the member organizations. One fraternity among the 21, which doesn’t do a good job of managing risk, can be dangerous to all members. For the sake of our Greek reputations, we all need to conform inappropriate activities, but for the sake of the FRMT and your liability insurance bills, we need to especially confront those groups which act inappropriately.
By being a partner in FRMT, our per-man costs are minimized by increasing the number of participants. As the size of the pool increases, the insurance needed to insure the pool becomes more economical.
General Liability Insurance
If the chapter is not enrolled in the general liability insurance policy provided through the National Fraternity, then your local policy must meet the following criteria established by the National Council:
1. You must have $5,000,000.00 coverage.2. There is coverage for alumni officers and directors.3. You have host liquor liability coverage.4. The following are named insured on your policy:
Phi Kappa Tau Fraternity, Inc. Phi Kappa Tau Foundation, Inc. Your Board of Governors, chapter advisors, House Corporation and any house directors or
employees.
QUESTIONS TO CONSIDER REGARDING THE CHAPTERS INSURANCE COVERAGE.
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Are your policies up-to-date and adequate?
What are the limits of your property insurance? Does it adequately insure the replacement value of your property? Do you have insurance coverage for the contents of your building? Do you have boiler insurance? Have you compared your coverage and premium rates to the new Phi Kappa Tau Property Insurance Program?
Do you have adequate workers; compensation coverage for all employees?
Does every members have proper health insurance coverage?
Are the members covered under their parent’s property insurance policy or do they have a renter’s insurance policy? (It is important to consider that your property insurance, secured through the Phi Kappa Tau Property Insurance Program does not provide for coverage of personal property within the chapter house or on chapter premises.)
Risk Management Workshops
The Risk Management Policy of The Phi Kappa Tau Fraternity requires that each chapter host risk management seminars in each of four areas, Risk Management Policy Overview, Alcohol and Drug Abuse, Fire Prevention, and Health Education and Sexual Abuse. These workshops should be presented by qualified individuals and must be attended by 100% of the undergraduate chapter, associate members included.
**Important Note
As an alumnus and member of the local Board of Governors you are covered by the chapter’s insurance policy anytime that you are performing official duties of the board or while participating in activities on behalf of the chapter. Even in the case that the chapter is named in a suit where they are found liable and in violation of the risk management and insurance policies, your coverage is not erased, as long as you did not breach your responsibilities as a chapter advisor and were not a participant or contributor to the activities resulting in the litigation.
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Sample Board of Governors Meeting Agenda
Board of Governors of _________ ChapterThe Phi Kappa Tau Fraternity
Day, Month ___, ______Place
I. Preliminariesa. Call to Orderb. Roll Callc. Introduction of Guestsd. Approval of Minutes of Previous Meetinge. Approval of Agenda
II. Reportsa. General Overviewb. Financec. Insurance/ Risk Managementd. Recruitmente. Membership Orientationf. Scholarshipg. Alumni Relationsh. Housingi. Community/ Neighbor Relations
III. Open Forum
IV. Old Business
V. New Business
VI. Announcements (Including Next Meeting)
VII. Adjournment
No chapter, colony, student or alumnus shall conduct nor condone hazing activities. Hazing activities are defined as: “Any action taken or situation created, intentionally, whether on or off fraternity premises, to produce mental or physical discomfort, embarrassment, harassment, or ridicule. Such activities may
include but are not limited to the following: use of alcohol; paddling in any form; creation of excessive fatigue; physical and psychological shocks, quests, treasure hunts, scavenger hunts, road trips or any other such activities carried on outside or inside the confines of the chapter house; wearing of
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public apparel which is conspicuous and not normally in good taste; engaging in public stunts and buffoonery; morally degrading or humiliating games and activities; and any other activities which are not consistent with
academic achievement, fraternal law, ritual or policy or the regulations and policies of the educational institution, or applicable state law.”
7 / 9 6
3. All social programming at all levels of Fraternity membership must meet the following criteria:
Phi Kappa Tau in Oxford, Ohio, August 5, 1988.
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Do not hesitate to call for help. Individual and group counseling are strongly recommended following any crisis situation.
No matter how well things appear to be going, counseling and other support ser-vices are both wise and appropriate.
do not up give on the first try.
CHAPTER HOUSE SELF-INSPECTION GUIDE
Chapter _______________________ School ________________________________________________Inspection Date _________________ By Whom _____________________________________________
Number of persons sleeping in building:Basement _____ 1st Floor _____ 2nd Floor _____ 3rd Floor _____ Other _____ Total _____
Checking ProcedureCircle appropriate letter: S=Satisfactory N/A=Not Applicable
U=Unsatisfactory
All unsatisfactory conditions require action for correction ranging from immediate to five day maximum.Questions designed for “yes” answers to be understood as satisfactory and “no” answers as unsatisfactory and requiring corrective action.
EXIT FACILITIES1. Do all rooms have access to two separate means of exit?2. Are all exit paths clear of storage?3. Are doors in stairways properly self-closing?4. Are wedges and other means used to hold back required stairway, enclosure doors, to the detriment of fire safety of upper floors, prohibited?5. Are heating plant and fuel supply areas cut off from the rest of the building by fire-resistant construction in ceiling and walls?6. Are exit routes readily accessible through doors of full height?7. Can exit doors be opened from the interior without a key or special device?8. If the building is protected by a standard automatic fire alarm (detection) system, is it in working condition?9. If the property is completely protected by a standard automatic fire alarm (detection) system, is it in working condition?10. If the building does not have either automatic sprinklers or fire alarm (detection) equipment, does it have a manual fire alarm system?
a. Are smoke detectors in working order?b. Is emergency lighting operational?
S N/A US N/A US N/A U
S N/A U
S N/A US N/A US N/A U
S N/A U
S N/A U
S N/A US N/A US N/A U
(NOTE: A fire officer’s help should be solicited for requirements 8, 9, and 10.)
HEATING EQUIPMENT11. Are boilers equipped with pressure relief valves and water level gauges?12. Are boilers and water tanks checked regularly by a qualified inspector for cracks, corrosion and other defects? Requirements should be checked with the house insurance company.13. Is the furnace enclosed in a separate room with fire resistant partitions, with the ceiling similarly protected?14. Is a self-closing fire door provided at the inside entrance of the furnace room?15. Are metal containers with metal covers provided for the disposal of ashes?16. Are all necessary limit controls provided on heating equipment, including duct systems, breeching and others, in good working order and checked annually?17. Is all heating equipment, including chimneys, flue connectors, vents from gas appliances and hot air ducts:
a. In good serviceable condition and well maintained?
b. Properly insulated and separated from combustible storage by safe distance?
c. Serviced by a qualified service person at least once a year?
18. Does the oil burner have a remote control switch?19. Are exposed oil lines protected from physical damage?20. Is the location of the main gas valves known and are the means and knowledge provided for closure in emergencies as well as opening and relighting gas appliances?S N/A US N/A U
S N/A U
S N/A US N/A U
S N/A U
S N/A US N/A US N/A US N/A US N/A US N/A U
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KITCHEN
21. Is the range safely installed away from combustible material and the nearby floor protected?22. Is there a hood above the range and is it equipped with an exhaust duct to the outside?23. Is the hood kept free of grease accumulation?24. Are filters used and kept clean?25. Is the exhaust duct installed or separated from combustible material by a safe distance (18 inches is required for combustible materials)?26. Is the proper type of fire extinguisher for grease fires provided and is it in good working order? (Dry chemical extinguishers containing sodium bicarbonate or potassium bicarbonate are recommended with at least a 20 “B” rating.)27. Is the refrigeration equipment serviced by a qualified service person at least once a year?
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EMERGENCY ACTION MEASURES28. Are there fire extinguisher of the proper type for the area protected? Do you know how to use them properly? (Dry chemical extinguisher with “A B C” ratings are recommended in minimum 10-pound size and located not to exceed 50-feet travel distance.)29. Are extinguisher serviced and dated at least annually?30. Is parking restricted so that the fire department would always have easy access to the building?31. Has an emergency plan been set up? Are fire drills held quarterly?32. Are fire emergency instructions conspicuously published and up to date?33. Do they include prompt reporting and alarm of even minor or incipient fires?
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ELECTRICAL
34. Is temporary wiring with extension cords prohibited?35. Are all major appliances, especially laundry and kitchen equipment, properly grounded?36. Are lighting fixtures in good physical condition and shock proof in bathroom?37. Are electric fuses properly maintained and not overloaded with appliances, such as electric blankets, radios, clocks, coffee makers, heaters, etc., making necessary use of larger fuses than proper?38. Are all known electrical problems corrected?
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SPECIAL HAZARDS39. Is housekeeping good in storage area? Basement? Attic? Garage and outbuildings?40. Are smoking fire hazards under control? Is smoking prohibited in bed?
41. Are stairways adequately lighted?42. Are paints and flammable materials stored in fully-enclosed metal
cabinets or in well-ventilated outbuildings while being used and then discarded?43. Are flammable liquids such as gasoline prohibited in the house?44. Are kitchen facilities maintained and operated in a sanitary manner?45. Is there an emergency number for medical help and fire departments at each telephone?46. Are decorations required to be non-combustible when provided in any room or space used for assembly purposes?47. Is the collection and disposal of trash safely handled in a manner to avoid hazardous accumulations of combustible material, such as the use of closed metal cans?48. Are spaces beneath stairs free from accumulations of combustible materials?49. Are stairwells lighted and banisters provided where needed?50. Are all Christmas decorations noncombustible?51. Are all Christmas electrical decorations U.L. listed and identified as such?52. Are live Christmas trees prohibited?53. Are fireplaces and chimneys (where present) inspected and cleaned annually?
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CORRECTIVE ACTIONS TAKEN/RECOMMENDED
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Copies should go to: Phi Kappa Tau Executive Offices Chapter president Alumni advisors and board members as appropriate
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