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A vision for the future of University of Iowa’s Fraternity and Sorority Life

The significance of the University of Iowa’s Fraternity and Sorority Life (FSL) community is well established. Since its founding in 1866, the FSL community has promoted, encouraged, and supported the ideals of brotherhood and sisterhood. The FSL community has made important contributions to the historical landscape of national and international fraternities and sororities, including being home to many early chapters of Greek-lettered organizations and the founding site for the first two Latinx-based chapters in the country: Sigma Lambda Beta International Fraternity, Inc. in 1986 and Sigma Lambda Gamma National Sorority, Inc. in 1990.

Membership in a fraternity or sorority is predicated on a lifelong commitment to leadership, scholarship, service, and community. As higher education has changed and shifted so has the experience of fraternity and sorority members. The University of Iowa is guided by a bold, strategic plan designed to facilitate positive change, innovation, and growth. The FSL community must be guided by an equally bold and strategic plan in order to drive the community forward in a positive, productive, and innovative manner.

The FSL Strategic Plan Work Group focused on several dimensions of the fraternity and sorority experience, including:

  • Risk management, health, and safety
  • Peer accountability and transparency
  • Continuous improvement and assessment of programs and initiatives
  • Recruitment and membership processes
  • On-campus housing options
  • Relationship with regional and inter/national fraternity and sorority officials o House director support and development

Through the strategic planning process, the FSL staff members identified three common themes and outcomes to inspire and guide their work over the next few years. These outcomes are listed below and each are aligned with UI and Division of Student Life strategic priorities.

  • The University of Iowa Fraternity and Sorority Life experience must be supportive.
  • The University of Iowa Fraternity and Sorority Life experience must be healthy and safe.
  • The University of Iowa Fraternity and Sorority Life experience must be inclusive.

Renewed and additional investment in these areas will help the FSL community provide an excellent student experience and support student success in greater ways. This document outlines the recommended actions, strategies, critical tasks, and metrics necessary to achieve and maintain a supportive, healthy, safe, and inclusive FSL community at the University of Iowa.

It should be noted that throughout fall 2018, it became evident to the FSL Strategic Planning Work Group - via feedback mechanisms, discussions, and conversations in small groups – that three important conditions are needed to improve the current culture of the FSL community. As all strategic partners work collaboratively to achieve the desired outcomes, there must be investment from all parties in three critical elements: trust, communication, and relationships.

Current challenges in University of Iowa’s Fraternity and Sorority Life

The charge for the FSL Strategic Planning Work Group included seven areas of focus and strategic importance to prioritize over the course of 24 months (December 2018 – December 2020). Those areas include:

  • Risk management, health, and safety
  • Peer accountability and transparency
  • Continuous improvement and assessment of programs and initiatives
  • Recruitment and membership processes
  • On-campus housing options
  • Relationship with regional and inter/national fraternity and sorority officials
  • House director support and development

Consensus recommendations for next steps in these areas are listed below.

  • Risk management, health, and safety recommendations
    • Collaborate with UI student governments, FSL governing councils, and Student Wellness to develop a messaging campaign focusing on decreasing use of drugs like cocaine, etc.
    • Work with National Pan-Hellenic Council (NPHC), Multicultural Greek Council (MGC), Multicultural and International Student Support and Engagement (MISSE), and Student Wellness to develop programming to reach NPHC/MGC students related to alcohol harm reduction.
    • Develop additional resources, support, and training for advisors and house directors related to alcohol and other drugs, in connection with current initiatives within the student organization development area of the Center for Student Involvement & Leadership.
    • Develop a ‘how to/step-by-step’ guide that helps chapters understand how to register events with alcohol, including tips about how to make sure they submit information on time, how to identify venues that meet expectations, and how to respond to members who do not meet expectations. The guide will include text, video, and a checklist.
    • Provide additional support to chapter risk reduction officers about topics covered in FSL staff-led and governing council-sponsored roundtables.
    • Provide additional training and support to other chapter officers, particularly those with new member education-focused roles, related to risk management, health, and safety.
    • Provide updates twice each semester on progress related to recommendations from the 2017-18 Alcohol Harm Reduction Work Group reports to FSL community members, chapter leaders, advisors, volunteers, and IHQ officials.

  • Peer accountability and transparency recommendations
    • Develop an educational program that explains in detail the University of Iowa and FSL governing council accountability processes. This would be provided in a variety of formats:
      • Information graphic for general members and the UI community at-large.
      • Reviewed in biannual trainings for chapter presidents, risk managers, standards chairs, etc. o Discussed, in detail, during roundtables hosted by the Vice Presidents of Standards & Accountability (or their equivalent) for each governing council. Roundtables will be attended by appropriate chapter officers.
      • Information shared with inter/national organization volunteers and IHQ officials every semester to remind them of UI and FSL governing council accountability processes.
    • Update FSL scorecards every semester with data related to overall performance from the previous semester. The accountability action summary will continue to be updated on a continuous basis in partnership with the Office of Student Accountability.

      • The Office of Student Accountability will oversee and manage the accountability action summary in conjunction with a student representative of each FSL governing council. The summary will be sent to FSL staff to maintain an updated document on the FSL website.

      • FSL staff will continue to review other peer institutions’ FSL community scorecards for recommendations or modifications.

    • Continue to provide chapter judicial board training at the beginning of each calendar year, in conjunction with new chapter officer training. This will be hosted by the FSL staff and Office of Student Accountability staff.

    • Continue to provide training for the governing council judicial boards on the process of accountability of chapters from their respective governing council.
    • Create an educational program for chapter membership educators that explains the accountability process, as well as chapter, council, and university policies related to hazing and events that could be construed as hazing.
    • Work with the Office of Student Accountability to develop an anonymous reporting mechanism to encourage open and honest reporting.
      • Provide education and create an awareness campaign on how to report and what events or actions would be considered policy violations.
      • Create a clear and concise communication plan that will be distributed to the FSL community and constituents regarding how to report and the protections against reporting parties to mitigate any concerns of retaliation.
      • Confirm status of the location of the anonymous reporting mechanism’s online presence.

  • Continuous improvement and assessment of programs and initiatives recommendations
    • Develop and utilize a standardized assessment tool for FSL staff-led and governing council-sponsored programs and events.
    • Conduct an in-depth analysis of gaps and overlaps between chapter programming and FSL staff-led or governing council-sponsored educational programs to ensure holistic and non-repetitive programs.
    • Utilize Dyad Assessment’s Brotherhood/Sisterhood questionnaire and the Fraternity and Sorority Experience Survey on a biannual basis to inform changes about the member experience or opportunities for growth.
    • Institute a monthly “lunch and learn” to provide additional programmatic information and resources.
    • Programs warranting a higher priority that are currently under-provided include:
      • Mental health awareness and support
      • Alcohol and other drugs peer-to-peer intervention strategies
      • Diversity, equity, and inclusion
      • Awareness of on-campus and local community resources (e.g., Academic Support & Retention, Center for Diversity & Enrichment, University Counseling Service, Pomerantz Career Center, RVAP, WRAC)

    • Utilize the Center for Student Involvement & Leadership student leader survey results to better understand gaps as it relates to student leader learning.

    • Provide additional training and development to new member educators on proper methods and best practices for new member education and programs.

    • Continue to regularly assess FSL staff-led and governing council-sponsored educational programs through the developed assessment plan in coordination with the Office of the Vice President for Student Life staff.

  • Recruitment and membership processes recommendations
    • Host a summer informational meeting about recruitment and membership intake for chapters/graduate advisors and recruitment advisors.
    • Develop mandatory pre-recruitment/intake education and support mechanisms for potential new members. Contract with an external consultant to develop the curriculum and modules.
    • Adjust/delay recruitment dates to allow for pre-recruitment education and support mechanisms for potential new members.
    • Provide additional support to chapter recruitment officers and chapter new member educators.
    • Host both Meet the Greeks and NPHC 101, and provide additional marketing and support to generate increased attendance for both events.
    • Create a signature fall event that supports MGC and NPHC getting their messages out that parallels the visibility the spring stroll competition provides the two councils.
    • Identify ways to increase the pool of students interested in joining fraternities and sororities at Iowa, with specific focus on students who exhibit these attributes:
      • Personal responsibility
      • Commitment to community
      • Engagement with community activities
    • Identify strategies to improve the collective new member processes that chapters employ so as to improve the experience of new members.

  • On-campus housing options recommendations
    • Work with unhoused FSL chapters and colonies to identify interest in acquiring on-campus group living arrangements.
    • Partner with University Housing and Dining staff to develop a process for implementation in fall 2020. This plan should address:
      • Creating an agreement for students in an FSL associated community
      • Utilizing the residence education model (REM) curriculum that integrates FSL-specific plans focusing on Learning about Self, Discovering Relationships, and Engaging in Community o Researching a peer mentor model where the peer mentor, who is a member of the chapter/colony, works to build community with the resident assistant who responds to conduct issues that may arise
      • Understanding if this model would be gender-inclusive
      • Developing a shared conduct process to address any issues that may arise in the on-campus group living community
    • Continue to work with University Housing and Dining staff for FSL chapters and colonies to be incorporated into the second-year experience pilot, in the event there is a continued pilot in fall 2020.

  • Relationship with regional and inter/national fraternity and sorority officials’ recommendations
    • Develop a 12-month communication plan for use in disseminating campus-based information with regional and inter/national volunteers and IHQ officials.
    • Develop a relationship statement that outlines the relationship between the University of Iowa and inter/national fraternities and sororities, using a process inclusive of appropriate stakeholders.
    • Conduct a comprehensive review of current expansion and extension agreements, including but not limited to, the following considerations:
      • Fraternities and sororities are not able to acquire new or occupy existing chapter structures until a certain number of years post-chartering (i.e., five years). Exact number of years to be determined.
      • Newly established North American Interfraternity Council (NIC) fraternities and National Panhellenic Council (NPC) sororities must commit to providing on-campus support from an IHQ staff member for a minimum of six months. Exact parameters of how “support” is defined to be determined.
    • Host an interfraternal gathering with participation from regional and inter/national volunteers and IHQ officials, advisors, housing corporation board officers, student leaders, FSL staff, and other UI officials.
    • Develop an understanding and partnership with IHQ officials to share the human and financial resources to co-sponsor an advisor training institute.

  • House director training and support recommendations
    • Adopt and implement the training and onboarding guide (UI FSL guide) for house directors.
    • Create training and development program modules for house directors. Consider adding an annual certification requirement, achieved by participating in an established minimum number of modules.
    • Include a live-in house director requirement in governing council by-laws, expansion/extension agreements, and other appropriate council and university documents.
    • Require annual update (or submission) of house director contracts by the local housing corporation board or inter/national housing corporation.
    • In the case of local housing corporation boards, ensure house directors are contracted agents of the housing corporation boards rather than undergraduate chapter officers.
    • Create University of Iowa email accounts for house directors.
    • Provide house directors with discounted rates (or faculty/staff rates) for Hancher tickets, athletic tickets, and access to Recreational Services facilities, and UI Libraries. Confer with UI General Counsel officials about the implications of providing such discounts.

  • Recommendations for further consideration
    • Continue analyzing policies and procedures surrounding whether or not fraternity and sorority social events should be alcohol free.
    • Explore the viability of campus-wide substance-free fraternity and sorority housing.
    • Continue to understand and research best practices and training and development program modules for house directors.

Non-consensus recommendations are listed below.

  • Recruitment and membership processes
    • Adjust/delay joining dates to reflect pre-recruitment education and support mechanisms for potential new members.
      • The following was shared as rationale to delay or defer joining:
        • The opportunity to ensure all first-year students are being integrated successfully to the University of Iowa’s campus community.
        • The primary recruitment processes conflict with participants’ academic schedules and does not allow for a lot of time for the University of Iowa’s newest students to work on coursework over the duration of recruitment.
      • To allow for more in-depth education to occur for potential new members to better understand the life-long commitment of fraternities and sororities, alcohol harm reduction education, and hazing prevention education.
      • The following was shared as rationale not to delay or defer joining for NPC and NIC organizations:
        • Fall recruitment offers a full four-year experience for students who join. This allows for more engaged lifetime members because they have their sophomore, junior, and senior years to serve as chapter officers. There is evidence that those who serve as chapter officers (especially for at least two years) are more likely to also serve as local and national alumnae volunteers.
        • When recruitment is deferred to late fall semester or early spring semester, chapters experience more challenges in filling their chapter facilities if students are signing off- campus lease agreements (for the next academic year) in the fall semester.
        • When recruitment is deferred to late fall semester or early spring semester, there can be significant challenges between the timing of recruitment and the timing of officer elections and transitions related to the preparedness of chapter officers responsible for planning and implementing recruitment.
      • The National Panhellenic Conference has conducted research and provides the information below to chapter leaders and alumnae advisors and volunteers if they ask about the optimum time to implement the primary membership recruitment process, especially a fully structured recruitment:
        • Retention: Engages women quickly as first-year students so they continue in college.
        • Acclimation: Provides women an early opportunity to adapt to the demands of campus life, including academic, social, cultural, and service components, by quickly affiliating with a supportive subset of female students.
        • Academic success: Encourages women to engage in chapter academic study and scholarship groups immediately.
        • Mentoring: Provides female mentoring for women via chapter members and alumnae.
        • Objectivity: Allows all participants the best opportunity to be considered objectively and to make their choices clearly without the subjective influences of detractors.
        • Time management: Provides optimum experience without distractions from recruitment activities throughout the fall academic term.
        • Scheduling: Offers fewer disruptions caused by inclement weather conditions.
        • Fairness: Enables NPC member organizations to recruit during the same time period as other campus organizations are allowed to recruit new members.

  • Relationship with regional and inter/national fraternity and sorority officials
    • Conduct a comprehensive review of current expansion and extension agreements, including but not limited to, the following considerations:
      • Fraternities and sororities are not able to acquire new or occupy existing chapter structures until a certain number of years post-chartering (i.e., five years). The exact number of years is to be determined.

        • The following was shared as rationale for this recommendation:
          • To allow for the newest organizations in the fraternity and sorority community to focus and prioritize chapter goals and operations centered on establishing a solid infrastructure for their organization rather than focusing on the attainment of a chapter facility.
          • To mitigate risk and harm that results from operating in a chapter facility. Chapters in the Interfraternity Council with chapter facilities are found in violation of rules and policies more frequently than those without facilities.
          • To ensure the financial success of a chapter, as many organizations do not anticipate the financial constraints felt by operating a chapter facility.
        • The following was shared as rationale opposing the recommendation not to allow fraternities and sororities to acquire new or occupy existing chapter structures until a certain number of years post-chartering (i.e., five years):
          • “Acquiring housing – What if housing is already owned by a local/national house corporation? Can we legally tell a separate entity that they cannot occupy the house they own? Additional concern (somewhat similar to what has happened at Michigan recently) is the implication it could have on an organization’s willingness to close a chapter if housing is involved, for fear of how they might fill that house in the interim between a chapter being closed, reopened, then waiting the five-year period.”
          • “Five-years post-chartering – Many groups take 12-18+ months from expansion to chartering which could mean 6-7 years before they are able to occupy a house, particularly on a campus where the majority of IFC and Panhellenic chapters have housing. This is a significant burden and unnecessary barrier to the students who join those groups, especially if they join post the expansion period. It is certainly a best practice to not do an expansion out of a house and have new members move in immediately (and one that XX, for example, strongly tries not to do; however, there have been exceptions to that), but we need to reevaluate the rationale and intended outcomes of this recommendation, as I don’t believe they are clear or will achieve what might be hoped.
        • Newly established NIC fraternities and NPC sororities must commit to providing on-campus support from an IHQ staff member for a minimum of six months. Exact parameters of how “support” is defined to be determined.
          • The following questions and comments were posed needing further exploration related to the recommendation requiring newly established NIC fraternities and NPC sororities to provide on- campus support from an IHQ staff member for a minimum of six months:
            • “Do we expect staff on campus for six straight months or is it actually for a semester?”
            • “How much time on campus? 24/7? 50-70%? Can they visit other nearby chapters during that time period?”
            • “Is the university able/willing to provide support for that on-campus staff member in terms of housing (e.g., free, discounted, assistance acquiring), meals, parking, etc.?”
            • “What is the requirement/recommendation for new groups affiliated with other councils besides IFC and Panhellenic? Is there any expectation for staffing/volunteer support from there? What about smaller IFC or Panhellenic groups that might not have the financial resources to support a full-time staff member on the ground for the whole time frame but could still have a support model with proven success?“
            • “Consider rephrasing this from a requirement to a strong recommendation – ‘It is strongly recommended that newly- established fraternities and sororities provide on- campus support from a staff member and/or volunteer for a minimum of one semester during the expansion/extension time period’.”

Outcome 1: Supportive

Creates a more supportive experience.

Aligns with DSL strategic priority leadership development.

Aligns with UI strategic priority student success.

Strategy 1

Create pathways for FSL students to be better connected to UI staff and be provided effective resources to best perform their roles within their organizations

Critical Tasks

  • Provide additional training and support to chapter officers, beyond chapter president
  • Host regular programs and events that address frequent concerns within chapters
  • Prioritize chapter-level support and connection with chapter members, beyond chapter president

Metrics

  • Assessment outcomes achieved for trainings
  • Chapter officers, beyond chapter presidents, participate in trainings
  • Increase number of programs and events offered to and attended by UI staff by 20%

Updates

  • In Progress/Needs Attention
    • Education Goal: Coordinate with campus partners to create a streamlined education plan that incorporates risk mitigation, advocacy, and leadership development for FSLP students, advisors, and housing corporations.
    • Programming Goal: Up the ante on sponsored programming and events i.e., signature council events and welcome back events
    • Training Goal: Coordinate with campus partners to create a streamlined training plan on UI support resources, operational processes, and crisis management for FSLP students, advisors, and housing corporations

  • Spring 2021

    Education Plan: This was created so that students and staff would have a clearer picture of our education process and how each requirement connects will another. Additionally, these requirements are enforced by FSL. We partner with several departments to support FSL students. Therefore, we needed to have a clear outline of an FSL education process.

    1. New Member Onboarding
      • Orientation
      • Formal Recruitment/Membership Intake
      • Offered Membership
      • Added to Roster Management System (currently undergoing updates to include pronoun correction for students, easier pull of data and records, create more streamlined process for entering completed training, create easier roster update process for chapter presidents and leadership
      • New Member Academy
    2. Monthly Education
    3. Supplemental Programming, Education, and Events

  • Fall 2020

    Bystander Intervention

    • This education is available to all students to complete.
    • 43.56% of FSL members completed this training

    New Member Academy - collaboration with Student Health/AHR

    • The modules are an overview of the FSL Community, Academic Excellence, Health, Safety, and Wellness, Diversity, Equity, and Inclusion, and Involvement and Leadership Opportunities.
    • This is a 100% completion requirement for all newly initiated members.
    • 34 chapters brought in new members during this semester.  30 out of the 34 completed NMA

    ADVANCE - collaboration with DOS, OSA, UCS, OSMRC, MISSE

    • This was amended to a 3-day weekend to train presidents, council executive boards, and chapter advisors, and house directors
    • Topics to be covered include: Mental health and personal safety; Creating a climate conducive for inclusion; Conduct Adjudication and Title IX; Chapter Operations/Logistics; Effective communication and general expectations

    ASTP - collaboration with Student Health

    • We continued this partnership with Student Health
    • 11 chapters completed ASTP
    • Every 4 years, all chapters will have to complete this training

    Supplemental Programming:

    • Voter Suppression Program - co-sponsored by Hawk the Vote- discussed the importance of exercising civic engagement, while emphasizing the systemic barriers placed on marginalized identities when it comes being able to vote, particularly Black and African American people.
    • First 56: The Red Zone - co-sponsored by OSMRC- This program discussed the process for reporting, what happens when a report is filed, and finding resources if a student is sexually assaulted.  It provided interactive discussion for students to engage with staff from OSMRC and OSA.
    • Virtual Professionalism - virtual engagement has become a way of life this year; therefore, this program provided tips for how to engage virtually successfully and professionally.  We provided differences depending on the situation i.e. class vs. an interview

Strategy 2

Create pathways for a more informed potential new member to join the FSL community

Critical Tasks

  • Identify strategies to improve new member education processes employed by chapters to improve the collective new member experience
  • Delay or defer joining dates to accommodate essential pre-joining education and support mechanisms for potential new members

Metrics

  • Strategies for improved new member education processes are developed, implemented, and assessed
  • Pre-joining education program developed, implemented, and assessed 
  • 90% of potential new members completing pre-joining surveys can correctly identify on-campus resources available to new students and correctly articulate lifelong commitment and chapter/ community expectations

Updates

  • In Progress/Needs Attention

    Pre-Joining

    • How it is currently structured; however, is not beneficial for all councils; therefore, the staff is in conversation regarding how to make this more effective
    • All councils will host an orientation where hazing, expectation of membership, responsibilities of membership, opportunities will be discussed
    • IFC and PHC will host this orientation at the start of formal recruitment
    • NPHC and MGC will discuss this information at their Meet the Greeks/annual interest meeting
    • Attendance/participation will be required to join- attendance tracked in
    • Also, there will be updates in the RMS to assist in keeping up with this information

    Intake/Recruitment

    • Discuss institutional plans/expectations around deferred recruitment
    • We will gage the above stated changes before pursing delayed or deferred recruitment.  While there are data to support moving to deferred recruitment, without the successful implementation of the above processes, moving recruitment or intake will not properly address anything.

  • Spring 2021

    New Member Academy

    • Will now include bystander intervention training
    • Any chapter that initiates new members and does not have a 100% completion rate will not be approved to host programs

    New Member Onboarding:

    • This will replace the pre-joining process
    • Orientation
    • Formal Recruitment/Membership Intake
    • Offered Membership
    • Added to Roster Management System (currently undergoing updates to include pronoun correction for students, easier pull of data and records, create more streamlined process for entering completed training, create easier roster update process for chapter presidents and leadership
    • New Member Academy

    Intake/Recruitment

    • Formal Recruitment for IFC: This year was the first year that a structured/formal recruitment process was facilitated for IFC.  Moving forward this will continue and improve.  Additionally, we will keep some of the virtual aspects of recruitment to assist chapters in the recruitment.
    • Intake guidelines created for MGC and NPHC- There were not set guidelines or structure for MGC and NPHC organizations.  Now we have one and will use it to assist chapters in their intake process. --By creating more structure, the goal is that we will help this chapters to grow both in numbers and in organizational structure.

  • Fall 2020

    New Member Academy

    • Created and available in ICON.  It will remain in the platform
    • Requires 100% completion by new members for all councils
    • 30/34 chapters that new member had a 100% completion rate

    Pre-Joining

    • Currently requires completion in ICON

     Engage

    • Emphasized the requirement, as well as streamlined the process for registering events on this platform

    Intake/Recruitment

    • Formal Recruitment for IFC: This year was the first year that a structured/formal recruitment process was facilitated for IFC.  Moving forward this will continue and improve.  Additionally, we may keep some of the virtual aspects of recruitment to assist chapters in the recruitment.
    • Intake guidelines created for MGC and NPHC- There were not set guidelines or structure for MGC and NPHC organizations.  Now we have one and will use it to assist chapters in their intake process. --By creating more structure, the goal is that we will help this chapters to growth both in numbers and in organizational structure.
    • Currently, there are no plans to delay or defer recruitment/intake activities.
    • We will gauge the above stated changes before pursing delayed or deferred recruitment.  While there are data to support to deferred recruitment, without the successful implementation of the above processes, moving recruitment or intake will not properly address anything.

Strategy 3

Enhance communication and relationships with house directors, alumni and volunteer advisors, housing corporation board officers, and headquarters and inter/national officials (i.e., strategic partners)

Critical Tasks

  • In addition to regularly scheduled chapter advisor meetings, hold regular meetings and training opportunities for advisors, beyond the primary chapter advisor
  • Adopt and implement training and onboarding guide for house directors
  • Host interfraternal gathering to engage in critical dialogue with alumni and volunteer advisors, housing corporation board officers, and headquarters and inter/national officials
  • Develop relationship statement that outlines relationship between UI and the FSL community and chapters
  • Develop 12-month communication plan

Metrics

  • Relationship and partnership effectiveness survey issued to strategic partners; use survey baseline data to set metric targets
  • Increase number of touchpoints between FSL staff and strategic partners; number (and type) of touchpoints determined by partnership effectiveness survey
  • Assessment outcomes achieved for meetings and trainings
  • Relationship statement developed and executed
  • Communication plan developed, implemented, and assessed

Updates

  • In Progress/Needs Attention

    Goal: have a monthly meeting with community leaders to determine how FSLP can better support the goals of the city as well as how the city can assist FSLP in supporting its students

    Housing Corporations and Housing Directors Training

    • Monthly, starting fall 2021 the associate director will meet with housing corporations and housing directors.
    • This meeting will be to provide updates, address concerns, and create space for collaborative programming.

    Alumni Engagement:

    • Create an alumni advisory board- this board would consist of appointed alumni that support FSLP in initiative implementation, goal development, and fundraising.
      • Use a Parents Association Model to create a Fraternity and Sorority Alumni Engagement Board:
      • Have alumni; have parents of current members; this group have a budget; maybe 1-2 students; these individuals would meet monthly/semi- monthly with me and alumni association to discuss ways to effectively engage Greek alumni in the goals and initiatives of FSL and the UI.
      • They would help to plan events that would be relevant for alumni, networking opportunities for students, etc.
      • This creates a constructive way to engage alumni that seek to be involved with FSLP in a more integral way.
    • Greek Ambassadors Program
      • This group of students would be champions of issues/concerns/initiatives within our community.  This could include education around sexual misconduct and title IX.  Some other areas of address would be civic engagement and social justice, increasing access to our organizations, etc.  They would also help us to facilitate relationships with alumni and community leaders.

  • Spring 2021

    FSL Lead: Associate Director meets biweekly with council leadership and order of omega president to determine how FSLP can better support the goals of the university as well as how the city can assist FSLP in supporting its students

    Housing Corporations and Housing Directors Training

    • Hosted first HD training in spring 2021
    • Monthly, starting spring 2021 the associate director will meet with housing corporations and housing directors.
    • This meeting will be to provide updates, address concerns, and create space for collaborative programming.
    • We are worked with the NIC to offer a housing corporation training- Housing Summit
    • State of the Community Newsletter- The Tea- started in spring 2021-- Once monthly, the associate director will send a newsletter to membership, advisors, HQ, and campus partner regarding updates, need-to-know information, etc for the FSLP community.

    Alumni Engagement:

    • Started conversations with Alumni Affairs in spring 2021 to determine groups to best reach out to
    • Determined that we will start with groups that support Black, African American, and LatinX alumni
    • Alumni engagement- Help our FSL students to understand what it means to be a good alum- we must educate students on what this means and not assume they will know- help them to be effective
      • FSL hosted a Senior Sendoff Event
        • Welcome to seniors and guests
        • University of Iowa Alumni Association- Spoke about what resources there are for graduating students and how they can give back in many ways to the community. They will also be talking about what being a good alumnus looks like to help understand the macro level of alumni engagement.
        • FSL Alumni and Advisors- We had 6 alumni/advisors from the FSL community who will talk about how to become an advisor, how their experiences helping their chapters or being an alumnus has been beneficial to their lives, and what giving back in a micro way within the FSL community helps students in their futures.
        • Senior “Gift”- The senior “gift” for this year was the FSL Senior Yearbook 7:15pm – 7:30pm – Graduating Senior Ceremony

  • Fall 2020

    The associate director has met with several campus partners to discuss how we can partner, FSLP’s shortcomings, and how we can work together to better support students.  From these conversations, several programs/initiatives have been created:

    • Peer Mentor program - UCS/AHS/FSL- This program is meant to provide support from peers to help FSL students and leadership better connect with resources for mental health support
    • Engage Platform - Leadership, Service and Civic Engagement/FSL- Utilizing Engage, FSLP can better track programs/events from chapters and councils.  FSLP, by number and percentage has the greatest number of programs this school year…insert number and percentage
    • Translation Project - World Languages/International Programs/Center for Diversity and Enrichment/Marketing and Design/Institutional Research/Office of the Dean of Students/Student Care and Assistance-- The lack of standardized process for translations of materials led to the proposal for a translation process. This process is to not only better serve our students but also to help relieve confusion through the processes as different offices/departments work on their individual marketing materials.
    • Social and Events Policy - OSA/AHR/Lori Hart/DOS/VPSL/IFC/PHC/NPHC/MGC--The Social and Events policy as it stood was disjointed, confusing, and lacked a way to effectively implement.

    Conversations with the partners listed led to us being able to create a policy that addresses the concerns

    • Town and Gown
    • JCPH - we have partnered with JCPH to help support our students through changing public health and safety due to COVID-19 pandemic. This relationship will continue
    • Building inspector, night-time mayor, etc. - Associate director has met and will continue to meet with these community partners to facilitate better community relationships between Iowa City leadership and FSLP

    MISSE/Leadership, Service and Civic Engagement/FSLP Relationship

    • Our three teams have met several times as well as hosted a virtual Halloween party together.
    • The main goal is that our departments can work in a more synchronous manner to better support our students.

Outcome 2: Healthy and Safe

Creates a more healthy and safe experience.

Aligns with DSL strategic priority health and safety.

Aligns with UI strategic priority student success.

Strategy 1

Create transparent and comprehensive resource guides on FSL policies

Critical Tasks

  • Develop chapter event registration guide
  • Create educational program for chapters that explains accountability processes

Metrics

  • Chapter event registration guide developed and reviewed annually
  • 5% or less in errors on chapter event submissions
  • Compliance checks demonstrate adherence to event policies by the chapter handling any concerns as they arise
  • Educational program assessment outcomes achieved; 80% of educational program participants correctly identify key elements of accountability processes

Updates

  • In Progress/Needs Attention

    Conversations with Risk Management and Office of General Counsel

    • There is ongoing conversation with these two offices to solidify FSL organizations’ standing as recognized student organizations.
    • This will be critical to come to some clarity on as we move into more self-governance for the councils
    • FSL has delineated roles, responsibilities, etc. for both staff and councils; therefore, now clarity is needed with how the University risk management and general counsel support FSL

  • Spring 2021

    Social and Events Policy

    • This policy went through final review by the end of Spring 2021.  It is now ready for implementation.  
    • The policy includes event registration or event notification guidelines for all fraternity and sorority events.  The guidelines were clarified to ensure they do not “go against” current policies for registered student organizations
    • Additionally, in the appendix of this policy is an event registration guide.  This resource is to assist student fraternities and sororities in planning the safest event they can whether alcohol is present or not

    Engage Event Registration

    • Event tracking- type of event, management of risk, accounting of attendance
    • Aug. 1, 2019 - May 31, 2020 30 Events Tracked
    • Aug. 1, 2020 - May 31, 2021 2478 Events

    FSL staff role delineation for student support

    • Associate Director, Assistant Director, 2 Coordinators
    • Each council now has a staff member to support them that has experiential or practice expertise in assisting each council

    FSL Operations Manual

  • Fall 2020

    Engage Forms

    • Event registration form- this form had been previously created; however, it was not used consistently. Now FSLP uses this form for all organizations as our way to approve all events.  We used COVID-19 as the time to get chapters use to using this form.  Going forward we will continue to this process.  Chapters submit this form for in-person and virtual events/programs
    • Event notification form- this form will be created for spring 2021.  This form corresponds with our new social and events policy.  This form is not meant for approval rather, to notify our office of any events/socials going on off campus.  This form will include emergency contact information as well as resources that chapters can use for the purpose of planning a safe event with or without alcohol.  We have created an event registration guide with these resources that will be on the website.
    • Overall, there has not been any negative response to the implementation of the forms.  After students because use to this requirement, there were no major issues.

    Our educational strategy is different in the regard that it is multifaceted as opposed to be focused on purely punitive engagement.

    • Trainings-are meant to provide information, practical ways of addressing concerns or needs (i.e., Advance and some monthly education sessions)
    • Education- our education opportunities provide information about resources available to our community; help our students to find benefit in the fraternal and sororal experience; connect students to opportunities that would support both collegiate and post-collegiate goals. (i.e. monthly education, conferences, FSL-sponsored programming)
    • In the past, most education was tied to addressing destructive behavior or action.  However, lack of address has been given to informing students of preventative measures, alternative options for socially gathering, and how to support leadership and members to be successful without compromising all the aspects of a fraternal experience.

    Evaluation of success will take time as we have recently implemented these changes.  We will begin our evaluation process in January.

    We will be presenting on the new social and events policy during Advance in spring 2021

Strategy 2

Enhance accountability mechanisms

Critical Tasks

  • Develop, promote, and market an anonymous reporting mechanism to encourage open and honest reporting
  • Maintain online public report of current accountability

Metrics

  • Track reporting of incidents to establish baseline to set metric targets
  • 80% of members and other concerned parties report knowledge of mechanisms for reporting violations or concerns

Updates

  • In Progress/Needs Attention
    • We currently have online tools for reporting and keeping up accountability status of fraternity and sorority chapters.  This process was updated/created during this school year.  
    • As needed FSLP and OSA will adjust the process to ensure efficiency.
    • Additionally, FSLP and OSA have agreed that information will be shared directly from FSLP to the fraternity and sorority students regarding community updates.  This will ensure clarity of message and that FSLP staff are aware of communication going to student leadership.

  • Spring 2021
    • Judicial Process, Bylaw, and Constitution Updates
      • Each council with the process of updating this information.  Now each council has a judicial process that fits the operation of their organizations.  Additionally, bylaws and guidelines were updated for recruitment and intake respectively.  All constitutions through review in order to fill in incomplete areas and update according to the current need of the council.
    • The Accountability Action Summary is now kept updated in real time regarding the status of fraternities and sororities as well as other student organizations.  This is updated by OSA when student organizations are put though the judicial process.
    • https://dos.uiowa.edu/accountability/student-org-action-summaries/

  • Fall 2020
    • FSLP has worked with the Office of Student Accountability to better define our roles and responsibilities.
      • Council Judicial Boards- for concerns where a chapter violates a constitutional guideline, the judicial boards with hear those cases.  The boards are made up of a body of students that from the chapters that are members of the respective councils.
      • Code of Student Life- for concerns where a chapter or individual violates the code of student life, the office of student accountability will hear those cases in accordance with the judicial process outlined by the University’s policies.
    • In alignment with defining these roles, both the OSA and OSMRC have available links to report concerns.  FSLP has already begun the process, through programming and training, to educate students about the mechanisms for reporting.
    • Anonymity is not something that can be guaranteed in accordance with the reporting processes outlined by OSA and OSMRC; therefore, it would be irresponsible to advertise an anonymous reporting tool.  However, we can better educate FSL students, the general student body, and the Iowa City community about how to report concerns.  This is something that we can work on with the offices and strategic communications.
    • We can work with OSA, OSMRC, and strategic communications to keep track of reports and types of reports regarding the FSL community.  Additionally, we will evaluate knowledge of these reporting mechanisms via evaluative tools.
    • Currently, OSA updates our chapter accountability worksheet which can be found on our website.  This will remain; however, I do believe that we can improve the visibility, access, and ease of understanding the information on the accountability worksheet.
    • Additionally, the associate director will send monthly community updates regarding the status of chapters, necessary resources and other university updates.

Strategy 3

Provide education to alumni and volunteer advisors and house directors on public health concerns impacting fraternity and sorority members

Critical Tasks

Provide additional training and resources for alumni and volunteer advisors and house directors related to alcohol and other drugs, including their role in messaging to decrease the normalization of high-risk alcohol and drug use in the FSL community

Metrics

  • Training assessment outcomes achieved; 100% of house directors agree to support the UI Harm Reduction Plan; 80% of advisors and house directors can correctly identify the key health concerns for FSL members; 80% of advisors and house directors know how to identify and refer students with substance abuse concerns for assistance
  • Advisors and house directors and advisors can articulate their role in supporting the UI Alcohol Harm Reduction Plan

Updates

  • In Progress/Needs Attention
    • We need better assessment tools for the trainings and education we offer.  This will help us to better streamline the things we do

  • Spring 2021

    House Director Training

    • The Housing Director training was meant to provide practical and University of Iowa specific resources to those who live in the houses and support students day to day.

    Chapter President and Council and Advisor Training

    • We have re-created Advance which is a training that will be had at the beginning of every spring semester (beginning of leadership terms). This was for chapter presidents, executive boards, and chapter advisors. Topics covered at Advance were mental health, sense of belonging, coping mechanism, and unhealthy use of alcohol and other drugs
    • We brought in campus partners that were able to speak to these topics

    Housing Corporation Summit:

    • We hosted a Housing Corporation Summit (training).  The corporation training is meant to provide practical support for those that manage chapter facilities.  

    JCPH Partnership:

    • To address concerns highlighted due to the COVID-19 pandemic, FSLP has worked with JCPH to help promote correct information about resources, updates, etc. related to the virus.
    • We have offered to continue this conversation to help support JCPH’s goals towards better public health
    • FSL will help support education around the COVID-19 vaccination – specifically addressing young adults.

  • Fall 2020
    • The FSL staff has identified several concerns that focus on the health and safety of FSL students
      • Mental health
      • Sense of belonging
      • Coping mechanisms
      • Unhealthy use of alcohol and other drugs
    • All our trainings and education focus on each of these in some compacity. This will be continued every year.
      • We have re-created Advance which is a training that will be had at the beginning of every spring semester (beginning of leadership terms). This will be for chapter presidents, executive boards, and chapter advisors. Topics covered at Advance will focus on the aforementioned topics and others.
      • We will host a Housing Corporation Summit (training); and House Directors’ Training. The corporation training is meant to provide practical support for those that manage chapter facilities.  The Housing Director training is meant to provide practical and University of Iowa specific resources to those who live in the houses and support students day to day.
      • We will host monthly education sessions for all FSL students that reenforce trainings held
      • We have also created New Member Education and Bystander Intervention Education- both required.
      • We will continue to require ASTP
    • We can assess learned skills using a pre and post survey.
    • It is important to note that the original strategy mentioned a focus on health and safety broadly; however, the critical tasks and metrics only focused on alcohol.  Research supports that mental health, sense of belonging, and unhealthy coping mechanisms account for the misuse of alcohol and other drugs particular in the presence of peer pressure.  As such, only focusing on alcohol use is short-sided, there must be just as much, if not more focus on those behaviors that lead to the misuse of controlled and illegal substances.
    • Johnson County Public Health

Strategy 4

Continued progress with existing, ongoing alcohol harm reduction initiatives

Critical Tasks

  • Provide updates twice each semester on progress related to recommendations from FSL Alcohol Harm Reduction Work Group
  • Align FSL alcohol harm reduction priorities and initiatives to UI Alcohol Harm Reduction Plan priorities and initiatives
  • Analyze Swipe data to identify additional opportunities to enhance alcohol harm reduction initiatives for the FSL community

Metrics

  • Maintain percentage of members trained in Red Watch Band for IFC/PHC while adding requirement for NPHC/MGC; continue current cycle of ASTP for all chapters within four years; maintain online Event Monitor Training; use 2018-2019 baseline data to set metric targets
  • Make progress towards having the arrest and citation rates be at or below the all-university rate for men and women, respectively
  • Make progress towards high-risk drinking and drug use rates being at or below the all-university rate for men and women, respectively, as reported through annual NCHA data
  • Increase participation by FSL members in late night programming, evidenced through Swipe data; use initial data as baseline to set metric targets

Updates

  • In Progress/Needs Attention
    • FSLP is working with campus partners to create a FSL Dashboard for SWIPE to better track events and programs for our organizations
    • FSLP is working with our Assessment office to create the FSL assessment plan that aligns with the Leadership and Engagement competencies and the Division of Student Life strategic goals.

  • Spring 2021
    • There was not a meeting during the Spring 2021 semester to share out updates regarding AHR progress; however, FSLP staff has continued to have conversations with campus and community partners i.e.  RVAP, OSMRC, and JCSART to advance our proactive approach to unsafe behaviors.
    • The social and events policy is now completed and will go into full effect during fall 2021 semester

  • Fall 2020
    • During the Fall 2020, FSL provided an update to the Alcohol Harm Reduction Workgroup.  There were no other meetings likely do to COVID-19.
    • FSL worked AHR to create the new social and events policy to align with the goals of AHR.
    • All FSL programs use SWIPE to get data to collect attendance.
    • We are working to better our assessment strategies to understand the impact of the programs.  This would help to understand the progress made towards decreasing high-risk drinking and drug use.

Strategy 5

Cultivate a membership experience centered on a culture of care within brotherhood/sisterhood/siblinghood

Critical Tasks

  • Mitigate harmful activities existing within current chapter operations
  • Reward and celebrate chapters engaging in positive brotherhood/ sisterhood/siblinghood behaviors
  • Incentivize open, honest reporting by anonymous reporting mechanism to hold chapters (and chapter members) accountable for policy violations

Metrics

  • Decrease hazing tolerant attitudes as evidenced by Dyad Strategies’ annual community-wide assessment
  • Increase student participation in National Hazing Prevention Week events; use Swipe data to set metric targets
  • Increase events provided by FSL community during National Hazing Prevention Week by 25%
  • Increase brotherhood/ sisterhood/siblinghood events by chapters; track reporting to establish baseline to set metric targets
  • Increase in proactive reporting of harmful or potentially harmful activities; track reporting to establish baseline to set metric targets

Updates

  • In Progress/Needs Attention
    • The areas outlined in the Spring 2021 section are all in the works and we will work throughout the next school year to see how these changes take shape

  • Spring 2021
    • During this semester we have re-worked our approach to education and training
      • New member process will all begin with an orientation process hosted by staff and councils
      • We have reduced the amount of training “required”.  Now trainings are more comprehensive and address the behaviors and culture that lead to AHR-related concerns.  The goal is that we address root issues instead of putting a “band-aid” on the outward issues.
      • Many of the trainings/education that has been offered have been IFC/PHC-related; however, we required all organizations to come.  This is not ok, and we have begun these discussions with campus partners.
    • We have worked with RVAP to create a teared system that would discuss specified topics around healthy behaviors in accordance with the year of student to which we are speaking.  First year curriculum will look different from third year.  Additionally, training education will look different for MGC and NPHC organizations.

  • Fall 2020
    • This strategy is important as written; however, after review of the processes, programs and data associated with Dyad and National Hazing Prevention, it is the assertion of the Associate Director that these are effective measures to address “cultivating a membership experience centered on a culture of care within brotherhood/sisterhood/siblinghood.”
    • Therefore, the suggestion is to take out the highlighted metrics.
    • The un-highlighted metrics require more attention as they can be connected to more of the goals in line with the requests of the DSL.

Outcome 3: Inclusive

Creates a more inclusive experience.

Aligns with DSL strategic priority diversity, equity, and inclusion.

Aligns with UI strategic priority student success.

Aligns with the 2019-2021 Excellence through Diversity, Equity, and Inclusion Action Plan (DEI Action Plan). Please view strategies and critical tasks referenced below.

Strategy 1

Invest in opportunities to provide equitable space on campus for all fraternities and sororities (DEI Action Plan Strategies 1-F, Und 2-E)

Critical Tasks

  • Identify interest in acquiring on- campus group living arrangements or gathering space for unhoused FSL chapters (DEI Action Plan Strategy 1-F, Critical Task 1 and Strategy Und 2-E, Critical Tasks 1 and 2)
  • Continue to work with University Housing & Dining staff for FSL chapters and colonies to be incorporated into the second-year experience pilot

Metrics

  • Space/housing plans created for interested unhoused chapters
  • FSL chapters and colonies included in second-year experience pilot and outcomes assessed to determine next steps

Updates

  • In Progress/Needs Attention
    • MGC/NPHC Rooms in the IMU
      • The staff, in conversation with the IMU will need to determine how these rooms will be used going forward.  Per the strategic, there was a commitment made to have/create space they would “provide equitable space on campus for all fraternities and sororities”; therefore, we will need to create those spaces as the MGC/NPHC rooms do not currently fit that goal.
    • NPHC Plot
      • There have been conversations with IMU staff to being working to create a more beautified NPHC plot area with flowers of the membered organizations.
    • MGC Garden
      • We will work with IMU and Facilities Management staff to make the area around the chapel a MGC garden area as this place campus is important to the history of MGC on the U of I campus

  • Spring 2021
    • MGC/NPHC Rooms in the IMU
      • There is lack of clarity between intention, purpose, and effect of these rooms.
    • NPHC Plot Garden
    • MGC Garden
    • Housing for NPHC and MGC orgs

    All of these were discussed with varied staff throughout the spring semester.  Most of the work will done to lay the foundation for these happening over the coming academic year.  The goal is that the foundational logistics be completed by the end of the spring semester.

  • Fall 2020
    • During the fall 2020 semester, the associate director spoke with the MGC and NPHC about creating a living learning community within UHD.  Both councils expressed that this could be of interest to time going forward; however, most of their current members enjoy the freedoms of living off campus.
      • FSL has spoken with UHD regarding creating on a LLC within Housing; however, there is need to further develop both the MGC and NPHC membership to determine the usefulness of this approach
    • Additionally, there is greater need to find dedicated space that could serve as meeting, study, and/or gathering space for MGC and NPHC.  These spaces should be created with or without a living space.  Again, there is further need to develop both communities’ membership; however, this type of space should be a priority over living space.
      • The Associate Director is meeting with Pennington to help ascertain the ability to rally alumni support in building a facility that would support fraternity and sorority needs that could dually serve as a space for MGC and NPHC groups.
    • Overall, this particular strategy will be a multi-year project that will require support of the university, alumni and students.

Strategy 2

Increase resources for MGC and NPHC councils and chapters (DEI Action Plan Strategies 1-D, Und 2-B)

Critical Tasks

  • Create signature fall event that supports MGC and NPHC councils and chapters (DEI Action Plan Strategy 1-D, Critical Task 3)
  • Collaborate with Student Wellness and MISSE to develop evidence-based alcohol harm reduction programming for NPHC and MGC students
  • Host both Meet the Greeks and NPHC 101, and provide additional marketing and support to generate increased attendance for both events (DEI Action Plan Strategy Und 2-B, Critical Task 2)

Metrics

  • Increase access to resources for MGC and NPHC to use Student Life Marketing and Design, including an annual communication plan and talking points developed by Student Life Marketing and Design
  • Increase number of MGC and NPHC students participating in alcohol harm reduction initiatives; use Swipe data to set metric targets
  • Increase attendance at Meet the Greeks and NPHC 101; use Swipe data to set metric targets
  • Increase MGC and NPHC focused events (exact increase for metric to be determined)

Updates

  • In Progress/Needs Attention
    • We will need to work on our marketing strategy for MGC and NPHC to include working with campus partners in how the discuss/describe FSL.  Currently, most partners only discuss IFC and PHC in conversation with FSL.
    • Create a step show in conjunction with a university-sponsored event i.e., homecoming or spring game activities

  • Spring 2021
    • Created and implemented the membership intake guidelines for MGC and NPHC
      • Having a structure membership intake makes it easier to recruit
    • Started discussions for having a spring step show
    • We are currently working on an education/training plan for our entire FSL community.  These adjustments include addressing the needs of MGC and NPHC has these have been previously ignored and/or not understood
    • We will be creating a SWIPE Dashboard for FSL to keep up with event attendance.  This will help us to know which students are attending which events.  This will assist in planning to attract more students to MGC and NPHC.
    • This semester was very eye-opening regarding how much MGC and NPHC have been overlooked.  Therefore, we as a staff we will need to do quite a bit of work over the next year to help centralize MGC and NPHC.

  • Fall 2020
    • A fall step show and spring stroll off would be ideal events hosted by and for the NPHC and MGC.  They could serve both as a showcase for talent as well as a fundraiser.
      • Step shows and stroll offs typically make up for smaller chapter sizes on campuses; however, not resources have been put into making this a large-scale event.  With the assistance of university funding along with Greek Fee resources, this could be possible.
      • To make this happen, FSL will need a commitment from the University to invest in this event.  Over time the amount of money needing to be invested may decrease as profits increase.  
      • Anchoring these events to university-recognized occasions i.e. Homecoming and spring game days, and/or Black Alumni weekend will assist in marketing these events as go-to events.
    • There is a misconception that students in NPHC and MGC groups need different training, rather they require the same training.  The only change would be that the examples and explanations used should cater to the realities of these organizations as the current trainings cater to the realities of IFC and PHC organizations.
      • FSL has restructured education and trainings to pertain to all four councils so that when offered all councils can find usefulness in what is being taught.
      • FSL is using SWIPE at all events to track attendance
    • FSL is working with Marketing and Design to create materials to send out to incoming students.  Additionally, we are using targeted tactics such as contacting/emailing all students of color to advertise MGC and NPHC events.
      • Here to lies a need from the University in that the University will need for further its outreach to Black students.
      • NPHC is the smallest council.  Additionally, since 2017 there has consistently been less than 1000 African American undergraduate students at the University of Iowa.  There are over 3000 students that make up IFC and PHC alone.
    • What this means is that there is greater need for UI to focus on recruiting and retaining Black students.
    • Additionally, the expectation that membership for MGC and NPHC organizations should be comparable to IFC and PHC is an unrealistic idea.  It also not something these organizations are looking to attain.
    • Essentially, there are areas on which FSL will focus; however, we will need the support of UI initiatives and monetary resources to make these goals happen

Strategy 3

Attract fraternity and sorority members who align with FSL foundational values (DEI Action Plan Strategy Und 2-B)

Critical Tasks

  • Generate a pool of UI students interested in joining fraternities and sororities and embody the values of our community
  • Increase marketing efforts toward “nontraditional” joiners, including those from marginalized populations, nontraditional students, juniors/seniors, etc. (DEI Action Plan Strategy Und 2-B, Critical Task 4)
  • Require new members to complete pre-recruitment education program that covers community and membership expectations
  • Maintain scorecard information available to potential new members and families

Metrics

  • Increase chapter size of MGC and NPHC chapters
  • Increase number of underrepresented minority students in the FSL community, as reflected on the FSL scorecard
  • Pre-joining education program developed and implemented
  • 100% of new members complete pre-joining education program (regardless of council) that will include community and membership expectations
  • 90% of new members completing pre-joining education program can correctly articulate lifelong commitment and chapter/community expectations

Updates

  • In Progress/Needs Attention
    • Will address some targeted practices for growing NPHC
    • We will need to assess the effectiveness of New Member Onboarding and New Member Academy

  • Spring 2021
    • Created a new postcard and family guide that would be available for visitors.  We sent postcards to all students that indicated they were interested in FSL.
    • Changed Pre-Joining to New Member Onboarding process

  • Fall 2020
    • FSL is working with Marketing and Design to create materials to send out to incoming students.  Additionally, we are using targeted tactics such as contacting/emailing all students of color to advertise MGC and NPHC events.
      • Here too lies a need from the University in that the University will need for further its outreach to Black students.
      • NPHC is the smallest council.  Additionally, since 2017 there has consistently been less than 1000 African American undergraduate students at the University of Iowa.  There are over 3000 students that make up IFC and PHC alone.
        • What this means is that there is greater need for UI to focus on recruiting and retaining Black students.
        • Additionally, the expectation that membership for MGC and NPHC organizations should be comparable to IFC and PHC is an unrealistic idea.  It also not something these organizations are looking to attain.
    • Pre-Joining
      • Currently requires completion in ICON
      • How it is currently structured; however, is not beneficial for all councils; therefore, the staff is in conversation regarding how to make this more effective
        • All councils will host an orientation where hazing, expectation of membership, responsibilities of membership, opportunities will be discussed
        • IFC and PHC will host this orientation at the start of formal recruitment
        • NPHC and MGC will discuss this information at their Meet the Greeks/annual interest meeting
        • Attendance/participation will be required to join- attendance tracked in Engage
      • New Member Academy
        • The modules are Overview of the FSL Community, Academic Excellence, Health, Safety, and Wellness, Diversity, Equity, and Inclusion, and Involvement and Leadership Opportunities.
        • This a 100% completion requirement for all newly initiated members.